Cost accounting chapter 13

Strategy, Balanced Scorecard and Strategic Profitability Analysis © 2009 Pearson Prentice Hall All rights reserved Strategy Strategy specifies how an organization matches its own capabilities with the opportunities in the marketplace to accomplish its objectives A thorough understanding of the industry is critical to implementing a successful strategy © 2009 Pearson Prentice Hall All rights reserved Five Aspects of Industry Analysis Number and strength of competitors Potential entrants to the market Availability of equivalent products Bargaining power of customers Bargaining power of input suppliers © 2009 Pearson Prentice Hall All rights reserved Basic Business Strategies Product Differentiation – an organization’s ability to offer products or services perceived by its customers to be superior and unique relative to the products or services of its competitors  Leads to brand loyalty and the willingness of customers to pay high prices Cost Leadership – an organization’s ability to achieve lower costs relative to competitors through productivity and efficiency improvements, elimination of waste, and tight cost control  Leads to lower selling prices © 2009 Pearson Prentice Hall All rights reserved Implementation of Strategy Many companies have introduced a Balanced Scorecard to manage the implementation of their strategies © 2009 Pearson Prentice Hall All rights reserved The Balanced Scorecard The balanced scorecard translates an organization’s mission and strategy into a set of performance measures that provides the framework for implementing its strategy It is called the balanced scorecard because it balances the use of financial and nonfinancial performance measures to evaluate performance © 2009 Pearson Prentice Hall All rights reserved Balanced Scorecard Perspectives Financial Customer Internal Business Perspective Learning and Growth © 2009 Pearson Prentice Hall All rights reserved The Financial Perspective Evaluates the profitability of the strategy Uses the most objective measures in the scorecard The other three perspectives eventually feed back into this dimension © 2009 Pearson Prentice Hall All rights reserved The Customer Perspective Identifies targeted customer and market segments and measures the company’s success in these segments © 2009 Pearson Prentice Hall All rights reserved The Internal Business Prospective  Focuses on internal operations that create value for customers that, in turn, furthers the financial perspective by increasing shareholder value  Includes three sub processes: Innovation Operations Post-sales service © 2009 Pearson Prentice Hall All rights reserved Cost Effect of Growth for Fixed Costs Assuming Inadequate Current Capacity: (c) 2009 Pearson Prentice Hall All rights reserved Revenue Effect of Price Recovery © 2009 Pearson Prentice Hall All rights reserved Cost Effect of Price Recovery Variable Costs: (c) 2009 Pearson Prentice Hall All rights reserved Cost Effect of Price Recovery Fixed Costs with Adequate Capacity (c) 2009 Pearson Prentice Hall All rights reserved Cost Effect of Price Recovery Fixed Costs without Adequate Capacity (c) 2009 Pearson Prentice Hall All rights reserved Cost Effect of Productivity for Variable Costs © 2009 Pearson Prentice Hall All rights reserved Cost Effect of Productivity for Fixed Costs With Adequate Capacity (c) 2009 Pearson Prentice Hall All rights reserved Cost Effect of Productivity for Fixed Costs Without Adequate Capacity (c) 2009 Pearson Prentice Hall All rights reserved Strategic Analysis of Profitability Illustrated © 2009 Pearson Prentice Hall All rights reserved The Management of Capacity Managers can reduce capacity-based fixed costs by measuring and managing unused capacity Unused Capacity is the amount of productive capacity available over and above the productive capacity employed to meet consumer demand in the current period © 2009 Pearson Prentice Hall All rights reserved Analysis of Unused Capacity  Two Important Features: Engineered Costs result from a cause-andeffect relationship between the cost driver and the resources used to produce that output Discretionary Costs have two parts: They arise from periodic (annual) decisions regarding the maximum amount to be incurred They have no measurable cause-and-effect relationship between output and resources used © 2009 Pearson Prentice Hall All rights reserved Differences Between Engineered and Discretionary Costs Illustrated © 2009 Pearson Prentice Hall All rights reserved Differences Between Engineered and Discretionary Costs Illustrated © 2009 Pearson Prentice Hall All rights reserved Managing Unused Capacity Downsizing (Rightsizing) is an integrated approach of configuring processes, products, and people to match costs to the activities that need to be performed to operate effectively and efficiently in the present and future © 2009 Pearson Prentice Hall All rights reserved © 2009 Pearson Prentice Hall All rights reserved ... Prentice Hall All rights reserved Cost Effect of Growth for Variable Costs © 2009 Pearson Prentice Hall All rights reserved Cost Effect of Growth for Fixed Costs Assuming Adequate Current Capacity:... Prentice Hall All rights reserved Cost Effect of Price Recovery Variable Costs: (c) 2009 Pearson Prentice Hall All rights reserved Cost Effect of Price Recovery Fixed Costs with Adequate Capacity... rights reserved Cost Effect of Price Recovery Fixed Costs without Adequate Capacity (c) 2009 Pearson Prentice Hall All rights reserved Cost Effect of Productivity for Variable Costs © 2009 Pearson