Chapter10Strategicmanagementaccounting:PerformanceevaluationandpricinginacompetitiveenvironmentManagementAccountingforDecisionMakersTenthEditionLEARNINGOUTCOMESYoushouldbeableto:Discusstheroleofnon-financialmeasuresofperformanceinmanagementaccountinganddescribehowthebalancedscorecardattemptstointegratebothfinancialandnon-financialmeasuresDiscussthenatureofstrategicmanagementaccountinganddescribeitsroleinprovidinginformationaboutcompetitorsandcustomersExplaintheterm‘shareholdervalue’anddescribetheroleofEVA?inmeasuringanddeliveringshareholdervalueLEARNINGOUTCOMES(Continued)Youshouldalsobeableto:ExplainthetheoreticalunderpinningofpricingdecisionsanddiscussthepracticalissuesinvolvedindetermininganappropriatesellingpricefortheoutputofabusinessThestrategicplanningframeworkStep1Step2Step3Step4Step5Establishmission,visionandobjectivesUndertakeapositionanalysisIdentifyandassessthestrategicoptionsSelectstrategicoptionsandformulateplansPerformreviewandcontrolStrategicmanagementaccountingTosupportthestrategicplanningprocess,managementaccountingmustbecomemoreconcernedwith:TheexternalenvironmentDevelopingmethodstohelpoutperformcompetitorsMonitoringandsuccessfullyimplementingbusinessstrategiesCompetitorprofilingCompetitorarrayCompetitoranalysisFigure10.1FrameworkforcompetitoranalysisResourcesandcapabilitiesHowseriousisthethreat?AssumptionsWhatisthecompetitor’sviewoftheworld?StrategiesHowwillitgetthere?MissionandobjectivesWhereisthecompetitorgoing?Thecompetitor’slikely

actionsCustomer-relatedcostsOrderhandlingVisitingcustomerDelivering

tocustomerHoldinginventoriesforcustomerGrantingcreditAfter-salessupportFigure10.2Customer-relatedcostsAnalysingcustomerprofitabilityCustomerAplcBplcCplc%%%Grossprofit

100.0

100.0100.0Generalsellingandadministrativecosts50.047.850.0Customer-relatedcostsOrderhandling10.58.78.3Invoicingandcollection10.58.78.3Shipmentprocessing15.817.416.7Salesvisits18.44.34.2After-salesservice15.8–4.2Profit/(loss)forthemonth

(21.0)

13.08.3

100.0

100.0100.0Figure10.3TrendanalysisforAplc05102015Jan15.818.45010.550AprMarFebJulyJuneMayOctSepAugDecNov%ofgrossprofitGeneralsellingandadministrativecostsSalesvisitsShipmentprocessingAfter-salesservicesOrderhandlingInvoicingSource:AdaptedfromfigureinCIMA(2009)ManagementAccountingToolsforTodayandTomorrow,p.17.Figure10.4Useofcustomerprofitabilityanalysis453015600%<50employees50–250employees250–10,000employees>10,000employeesSmallMediumLargeVerylargeOverallFigure10.5AnnualcostreductiontargetsSource:Deloitte(2016)ThrivinginUncertainty:CostImprovementPracticesandTrendsintheFortune1000,www2.D,April.Figure10.6SuccessinmeetingcosttargetsFigure10.7Thebalancedscorecard–fortranslating

astrategyintooperationalprocessesFigure10.8Thecause-and-effectrelationshipInvestmentinstaffdevelopmentImprovementinlevelofafter-salesserviceIncreaseincustomersatisfactionIncreaseinsalesandprofitsFinancialInternalbusinessprocessCustomerLearningandgrowthFigure10.9Useof(andsatisfactionwith)thebalancedscorecardSource:Rigby,D.(2015)InsightsManagementTools,BalancedScorecard,BainandCompany,/publications/articles/management-tools-balanced-scorecard.aspx,10June,usedwithpermissionfromBain&Company.Figure10.10Thefour-stageprocessforcreatingshareholdervalueSelectanappropriatemeasureofshareholderreturnGenerateshareholderreturnsthroughfocusedmanagementMeasureshareholderreturnstoseewhether

theobjectivesarebeingachievedSetobjectivesthatrecognisethesupremacyofshareholders

ProblemswithaccountingprofitDoesnottakefullaccountofcostofcapitalinvestedCanvaryaccordingtoaccountingpolicieschosenIgnoresriskMeasuredoverashorttimeperiodEconomicvalueadded(EVA?)EVA?

=NOPAT?(R×C)

Where:NOPAT=netoperatingprofitaftertaxR=requiredreturnsofinvestorsC=capitalinvested(thenet

assetsofthebusiness)EVA?CommonadjustmentsR&DcostsRestructuringcostsMarketableinvestmentsIntroducingnewtechniquesPotentialproblemsAssumptionthatotherswillshareenthusiasmfornewtechniqueFailuretorecognisetherewillbewinnersandlosersExcessiveoptimismoverresultstobeachievedFigure10.11GraphofquantitydemandedagainstpriceforCommodityAPriceperunit(￡)Quantity(units)Q2Q1P2P10Figure10.12Graphofquantitydemandedagainstprice

forCommodityBPriceperunit(￡)Quantity(units)Q2Q1P2P10Cost

(￡)Quantity(units)Figure10.13Graphoftotalcostagainstquantity(volume)ofoutputofServiceXSalesrevenue(￡)Quantity(units)Figure10.14Graphoftotalsalesrevenueagainstquantity(volume)soldofServiceXFigure10.15Graphoftotalsalesrevenueandtotalcostagainstquantity(volume)ofoutputofServiceXRevenue/Cost(￡)Quantity(units)TotalcostOptimumlevelofsalesTotalsalesrevenueMaximumprofitFigure10.16TotalcostandtotalrevenueforServiceY

Totalsalesrevenueandtotalcost(￡)04000300020001000500028645317910UnitsofServiceYTotalcos