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PART 1: OVERVIEW OF ENTERPRISE PERFORMANCE MANAGEMENT
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 ...