战略性管理会计与平衡记分卡(41页).pdfVIP

Chapter Seventeen Strategic management accounting and the Balanced Scorecard Learning objectives After studying Chapter 17, you should be able to: 1 Define the concepts of strategy and strategic management accounting 2 Understand the impact of corporate strategy on management accounting 3 See how strategy requires extra information on competitors, suppliers and technologies 4 Understand some basic strategic models and their relationship with management accounting techniques such as NPV 5 Examine the impact of lean technologies and benchmarking 6 Understand how a balanced scorecard fits together and how it supports a company’s strategy 7 Consider the impact of emergent strategies and organizational learning on management accounting and control What is strategic management accounting? The term strategic management accounting (SMA) has been used to describe the learning objective process of ‘provision and analysis of management accounting data about a business and its competitors for use in developing and monitoring business strategy’.1 We 1 may illustrate the basic ideas of SMA by looking at one of the leading retailers in the United Kingdom, Tesco, which has tailored its key performance indicators to the economics of its business. For example, rather than maximise EVA, Tesco has realised that its main fixed assets are its stores. With this type of asset base, the company aims to reduce the cost of building good quality new stores through strategic partnering with construction companies. In order to check its market positioning, the company is constantly monitoring the prices of its merchandise relative to the prices charged by its main competitors. As well as promoting