CONTENTS

PART 1: OVERVIEW OF ENTERPRISE PERFORMANCE MANAGEMENT

1 INTRODUCTION

A Dilemma for Accountants

Accountants’ Problem of Denial

2 ENTERPRISE PERFORMANCE MANAGEMENT: MYTH OR REALITY?

Executive Pain—A Major Force Creating Interest in Performance Management

What Is EPM?

Is EPM a New Methodology?

Clarifying What EPM Is Not

What Has Caused Interest in EPM?

The EPM Framework for Value Creation

The EPM as a Continuous Flow

A Car Analogy for EPM

Where Does Managerial Accounting Fit In?

EPM Unleashes the ROI From Information

Management’s Quest for a Complete Solution

PART 2: MANAGERIAL ACCOUNTING

3 DO ACCOUNTANTS LEAD OR MISLEAD?

The Perils of Poor Navigation Equipment

The Perils of Poor Managerial Accounting

The Accountant as a Bad Navigator

4 A TAXONOMY OF ACCOUNTING AND COSTING METHODS

Confusion About Accounting Methods

A Historical Evolution of Managerial Accounting

An Accounting Framework and Taxonomy

Asking What? So What? Then What?

Predictive Versus Descriptive Accounting

Co-existing Cost Accounting Methods

5 MANAGERIAL ACCOUNTING DESIGN COMPLYING WITH THE CAUSALITY PRINCIPLE

Removing the Blindfold With ABC/M

Overhead Expenses Are Displacing Direct Expenses

Impact of Diversity in Products, Service Lines, Channels and Customers

Growing Discontent With Traditional Calculation of Costs

Activities Are Expressed With Action Verbs

Drivers Trigger the Workload Costs

Strategic Versus Operational ABC/M

6 STRATEGIC COST MANAGEMENT FOR PRODUCT PROFITABILITY ANALYSIS

ABC/M Is a Multi-Level ...

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