Chapter 1 Management accounting and the strategic management framework
Ø What is management accounting?
Ø The development of strategic management accounting
Ø Strategic management
Ø The strategic management framework
Ø Who sets the strategy?
Ø Formal strategic planning versus emergent strategies
Ø Now management accounting can support the strategic management process
Chapter 2 Understanding the business environment
Ø The changing business environment
Ø Macro and task environment
Ø Why undertake environmental analysis?
Ø The PESTEL framework
Ø Industry analysis
Ø Link between industries
Ø Competitor analysis
Ø Management accounting in support of environmental analysis
Chapter 3 Internal appraisal
Ø Resource audit
Ø The 9M’s framework
Ø Portfolio analysis – the Boston Consulting Group Matrix
Ø Product lifecycle
Ø Customers
Ø Value creation system
Ø Supplier analysis
Ø Financial analysis
Ø Management accounting in support of internal appraisal
Chapter 4 Corporate appraisal
Ø The Corporate appraisal SWOT analysis
Ø GAP analysis
Ø Management accounting in support of corporate appraisal
Chapter 5 Competitive strategies
Ø Porter’s competitive strategies
Ø Cost leadership
Ø Differentiation
Ø Focus (or niche) strategy
Ø The danger of being stuck-in-the-middle
Ø The value system revisited
Ø Activity Based Costing (ABC)
Ø Activity based management
Ø Cost of quality
Ø Management accounting in support of the competitive strategies
Chapter 6 Strategic options generation
Ø Ansoff’s growth vector matrix
Ø Strategies for growth
Ø Pricing policy
Ø Evaluating viable international markets
Ø Target costing
Ø Lifecycle costing
Ø Methods of growth
Ø Management accounting in support of strategic options generation
Chapter 7 Strategic evaluation and choice
Ø Elements of strategic evaluation
Ø Stakeholder analysis in relation to strategic choices
Ø Financial evaluation
Ø Methods of investment appraisal
Ø Risk management
Ø Management accounting in support of strategic evaluation
Chapter 8 Implementation issues
Ø Management accounting in support of strategic implementation
Ø Crystallizing the strategy plan into an operational budget
Ø Tailoring the accounting systems to the strategy and using appropriate reporting
Ø Responsibility accounting
Ø Ensuring that the systems are developed to the changing need of the business
Ø Business partnering
Chapter 9 Multi-dimensional performance management
Ø Traditional performance management
Ø A multi-dimensional approach to performance management
Ø Critical success factors and interlocking scorecards
Ø Performance management in service organizations
Ø Simon’s levers of control
Ø Divisional performance
Ø Return On Investment and Residual Income
Ø Economic Value Added
Ø The issue of transfer pricing in divisional performance
Ø Benchmarking
Ø Behavioral aspects of performance management
Ø Management accounting in support of performance management
Chapter 10 Sustainability and performance management
Ø Introduction
Ø What is sustainable development?
Ø Why be sustainable?
Ø Reporting, monitoring and control
Ø Management accounting in support of sustainability
Chapter 11 The future role of the management accountant
Ø 11.0 The continuing need for stewardship and compliance
Ø 11.1 The T-Shaped accountant
Appendix A – Strategic management accounting techniques
Appendix B - Income statement and balance sheet for X Inc. and Y Inc.
References