January 2013
Intermediate to advanced
544 pages
16h 35m
English
book
Accounting for Managers: Interpreting Accounting Information for Decision-Making, Canadian Edition
by Paul M. Collier, Sandy M. Kizan, Eckhard Schumann
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CHAPTER 16
Strategic Management Accounting
LEARNING OBJECTIVES
After reading this chapter, you should be able to answer the following questions:
What is strategic management accounting and how does it differ from traditional management accounting?
When developing strategies for a company, why is it important to identify external factors (such as Porter's five forces: threat of new entrants, power of buyers, power of suppliers, threat of substitutes, and competitive rivalry)?
How can value chain analysis be used to identify areas of strategic opportunity for a company?
How can a company assess which customers are the most profitable?
In what ways is activity-based management (ABM) a strategic management accounting approach?
Why does life-cycle costing provide a more accurate picture of a product's profitability than traditional costing techniques?
How can cost-reduction tools such as ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.