Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1999 2 Strategic Analysis and Strategic Cost...

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Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1999 2 Strategic Analysis and Strategic Cost Management © The McGraw-Hill Companies, Inc., 1999 Part One Introduction to Cost Management

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Transcript of Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1999 2 Strategic Analysis and Strategic Cost...

Page 1: Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1999 2 Strategic Analysis and Strategic Cost Management © The McGraw-Hill Companies, Inc., 1999 Part.

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2Strategic Analysis and Strategic Cost Management

© The McGraw-Hill Companies, Inc., 1999

Part OneIntroduction to Cost Management

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Explain competitive strategy and show strategy is influenced by the contemporary business environment.

Identify three principal types of competitive strategy. Demonstrate how a firm identifies its own

competitive strategy, including determining its critical success factors, and how it designs a strategic cost information system.

Explain competitive strategy and show strategy is influenced by the contemporary business environment.

Identify three principal types of competitive strategy. Demonstrate how a firm identifies its own

competitive strategy, including determining its critical success factors, and how it designs a strategic cost information system.

After studying this chapter, you should be able to:

Learning ObjectivesLearning Objectives

2Strategic Analysis and Strategic Cost Management

Slide 2-1

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© The McGraw-Hill Companies, Inc., 1999

Explain competitive strategy and show strategy is influenced by the contemporary business environment.

Identify three principal types of competitive strategy. Demonstrate how a firm identifies its own

competitive strategy, including determining its critical success factors, and how it designs a strategic cost information system.

Explain competitive strategy and show strategy is influenced by the contemporary business environment.

Identify three principal types of competitive strategy. Demonstrate how a firm identifies its own

competitive strategy, including determining its critical success factors, and how it designs a strategic cost information system.

After studying this chapter, you should be able to:

Learning ObjectivesLearning Objectives

2Strategic Analysis and Strategic Cost Management

Slide 2-1

Click again!Click again!Click again!Click again!

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Explain how the Balanced Scorecard is used to help the firm achieve its strategic goals.

Explain value chain analysis and show how it is used to better understand a firm’s strategic advantage.

Understand the implications of strategic analysis for cost management.

Explain how the Balanced Scorecard is used to help the firm achieve its strategic goals.

Explain value chain analysis and show how it is used to better understand a firm’s strategic advantage.

Understand the implications of strategic analysis for cost management.

After studying this chapter, you should be able to:

Learning Objectives

2Strategic Analysis and Strategic Cost Management

Slide 2-2

After studying this chapter, you should be able to:

Learning ObjectivesLearning Objectives

2Strategic Analysis and Strategic Cost Management

Slide 2-2

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Mission Mission Statements of Statements of Selected FirmsSelected Firms

2Strategic Analysis and Strategic Cost Management

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2Ford Motor Company

To be a low-cost producer of the highest quality products and services that provide the best

customer value.

To be a low-cost producer of the highest quality products and services that provide the best

customer value.

Mission Statements of Selected FirmsMission Statements of Selected Firms

2Strategic Analysis and Strategic Cost Management

Slide 2-4

Strategic Analysis and Strategic Cost Management

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Apple Computer

To offer the best possible personal computing technology,

and to put that technology in the hands of as many people

as possible.

To offer the best possible personal computing technology,

and to put that technology in the hands of as many people

as possible.

Mission Statements of Selected FirmsMission Statements of Selected Firms

22Strategic Analysis and Strategic Cost Management

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Strategic Analysis and Strategic Cost Management

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2General Electric

To become the most competitiveenterprise in the world by beingnumber one or number two inmarket share in every business

the company is in.

To become the most competitiveenterprise in the world by beingnumber one or number two inmarket share in every business

the company is in.

Mission Statements of Selected FirmsMission Statements of Selected Firms

2Strategic Analysis and Strategic Cost Management

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Strategic Analysis and Strategic Cost Management

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Quaker Oats

To achieve return on equity at 20 percentor above, “real” earnings growth

averaging 5 percent or better over time, be a leading marketer of strong con-

sumer brands, and improve the profita-bility of low-return businesses.

To achieve return on equity at 20 percentor above, “real” earnings growth

averaging 5 percent or better over time, be a leading marketer of strong con-

sumer brands, and improve the profita-bility of low-return businesses.

2Mission Statements of Selected FirmsMission Statements of Selected Firms

2Strategic Analysis and Strategic Cost Management

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Strategic Analysis and Strategic Cost Management

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Eastman Kodak

To be the world’s bestin chemical and electronic

imaging.

To be the world’s bestin chemical and electronic

imaging.

2Mission Statements of Selected FirmsMission Statements of Selected Firms

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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Federal Express

To continue the expansion of Federal Express’s global

network linking key markets around the world.

To continue the expansion of Federal Express’s global

network linking key markets around the world.

2Mission Statements of Selected FirmsMission Statements of Selected Firms

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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IBM

To be the most successfulinformation-technologycompany in the world.

To be the most successfulinformation-technologycompany in the world.

2Mission Statements of Selected FirmsMission Statements of Selected Firms

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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Xerox

To be the document company.To be the document company.

Mission Statements of Selected FirmsMission Statements of Selected FirmsStrategic Analysis and Strategic Cost Management2Strategic Analysis and Strategic Cost Management

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General Motors

To be the worldleader in transportation products

and related services.

To be the worldleader in transportation products

and related services.

Mission Statements of Selected FirmsMission Statements of Selected Firms

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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Cost Management FocusCost Management Focus

• Financial reporting and cost

• Common emphasis on standardization and standard costs

• The accountant as functional expert and financial scorekeeper

• Financial reporting and cost

• Common emphasis on standardization and standard costs

• The accountant as functional expert and financial scorekeeper

2The Prior Business

Environment

The Prior Business Environment

Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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• View of cost View of cost accounting as a tool accounting as a tool for the development for the development and implementation of and implementation of business strategybusiness strategy

• The accountant as a The accountant as a business partnerbusiness partner

• View of cost View of cost accounting as a tool accounting as a tool for the development for the development and implementation of and implementation of business strategybusiness strategy

• The accountant as a The accountant as a business partnerbusiness partner

The Contemporary The Contemporary Business EnvironmentBusiness Environment

The Contemporary The Contemporary Business EnvironmentBusiness Environment

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• Financial reporting and cost

• Common emphasis on standardization and standard costs

• The accountant as functional expert and financial scorekeeper

• Financial reporting and cost

• Common emphasis on standardization and standard costs

• The accountant as functional expert and financial scorekeeper

The Prior Business Environment

The Prior Business Environment

Cost Management FocusCost Management Focus

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Financial Measures of SuccessFinancial Measures of Success

Sales growthEarnings growthDividend growthBond and credit

ratingsCash flowIncrease in stock price

Sales growthEarnings growthDividend growthBond and credit

ratingsCash flowIncrease in stock price

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-14

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Customer Measures Market share, and growth in market Market share, and growth in market

shareshare Customer serviceCustomer service On-time deliveryOn-time delivery Customer satisfactionCustomer satisfaction Brand recognitionBrand recognition Positions in favorable marketsPositions in favorable markets

Market share, and growth in market Market share, and growth in market shareshare

Customer serviceCustomer service On-time deliveryOn-time delivery Customer satisfactionCustomer satisfaction Brand recognitionBrand recognition Positions in favorable marketsPositions in favorable markets

Non-Financial Measures of SuccessNon-Financial Measures of Success

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-15

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Internal Business ProcessesHigh product qualityManufacturing

innovationHigh manufacturing

productivityCycle timeYield, reduction in waste

High product qualityManufacturing

innovationHigh manufacturing

productivityCycle timeYield, reduction in waste

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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Non-Financial Measures of SuccessNon-Financial Measures of Success

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• Competence and integrity Competence and integrity of managersof managers

• Morale and firm-wide Morale and firm-wide cultureculture

• Education and trainingEducation and training

• InnovationInnovation

• Competence and integrity Competence and integrity of managersof managers

• Morale and firm-wide Morale and firm-wide cultureculture

• Education and trainingEducation and training

• InnovationInnovation

Innovation and Learning2Strategic Analysis and

Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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Non-Financial Measures of SuccessNon-Financial Measures of Success

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Decision making based on guess and intuition only Lack of clarity about direction and goalsLack of a clear and favorable perception of the firm by

customers and suppliers Incorrect investment decisions; choosing products, markets,

or manufacturing processes inconsistent with strategic goals Inability to effectively benchmark competitors Failure to identify more profitable products, customers, and

markets

Consequences of Lack of Strategic InformationConsequences of Lack of Strategic Information

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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• Cost leadership

• Differentiation

• Focus

Developing a Competitive StrategyDeveloping a Competitive Strategy

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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LOW-COST ASPECTS LEADERSHIP DIFFERENTIATION FOCUS

Strategictarget

Basis of competitiveadvantage

Aspects of Three Competitive StrategiesAspects of Three Competitive Strategies

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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LOW-COST ASPECTS LEADERSHIP DIFFERENTIATION FOCUS

Strategic broad cross- broad-cross section a narrowtarget section of the of the market market

market segment

Basis of competitiveadvantage

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-20

Aspects of Three Competitive StrategiesAspects of Three Competitive Strategies

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LOW-COST ASPECTS LEADERSHIP DIFFERENTIATION FOCUS

Strategic broad cross- broad-cross section a narrowtarget section of the of the market market

market segment

Basis of lowest cost in a unique product or uniquenesscompetitive the industry service or low costadvantage in a specific

marketsegment

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-20

Aspects of Three Competitive StrategiesAspects of Three Competitive Strategies

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LOW-COST ASPECTS LEADERSHIP DIFFERENTIATION FOCUS

Product line

Productionemphasis

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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Aspects of Three Competitive StrategiesAspects of Three Competitive Strategies

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LOW-COST ASPECTS LEADERSHIP DIFFERENTIATION FOCUS

Product limited wide variety, targeted toline selection differentiating selected

features marketsegment

Productionemphasis

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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Aspects of Three Competitive StrategiesAspects of Three Competitive Strategies

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LOW-COST ASPECTS LEADERSHIP DIFFERENTIATION FOCUS

Product limited wide variety, targeted toline selection differentiating selected

features marketsegment

Production lowest possible focus on innovation appropriateemphasis cost with high in differentiating for selected

quality and products marketand essential segmentproduct features

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-21

Aspects of Three Competitive StrategiesAspects of Three Competitive Strategies

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LOW-COST ASPECTS LEADERSHIP DIFFERENTIATION FOCUS

Marketing emphasis

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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Aspects of Three Competitive StrategiesAspects of Three Competitive Strategies

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LOW-COST ASPECTS LEADERSHIP DIFFERENTIATION FOCUS

Marketing low price premium price and the firm’s emphasis innovative, unique

differentiating ability tofeatures serve this

segment

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-22

Aspects of Three Competitive StrategiesAspects of Three Competitive Strategies

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2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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Identifying Critical Success FactorsIdentifying Critical Success Factors

First: Obtain a strategic competitive analysis of the firm using Obtain a strategic competitive analysis of the firm using SWOT analysis. What are its strengths and weaknesses, SWOT analysis. What are its strengths and weaknesses, opportunities and threats? Determine the firm’s overall opportunities and threats? Determine the firm’s overall strategy (cost, differentiation, focus) and its critical success strategy (cost, differentiation, focus) and its critical success factors.factors.

Second: Develop relevant and reliable measures for the critical success factors identified in the first step.

Third: Develop a strategic cost information system for supporting the firm’s overall strategy and for reporting critical success factors to appropriate managers.

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Analyzing a Firm’s Strength and Weaknesses

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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Are the firm’s products innovative?

Are the product offerings too wide or too narrow?

Are there important and distinctive technological advances?

Are the firm’s products innovative?

Are the product offerings too wide or too narrow?

Are there important and distinctive technological advances?

Product lines

Strengths and WeaknessesStrengths and Weaknesses

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-24

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What is the What is the level of level of

experience experience and and

competence?competence?

What is the What is the level of level of

experience experience and and

competence?competence?

Management

Strengths and WeaknessesStrengths and Weaknesses

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-25

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• Is the firm ahead or behind competitors?

• What is the outlook for important new products and services?

• Is the firm ahead or behind competitors?

• What is the outlook for important new products and services?

Research and Development

Strengths and WeaknessesStrengths and Weaknesses

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-26

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How competitive, How competitive, flexible, productive, and flexible, productive, and technologically technologically advanced are the advanced are the current manufacturing current manufacturing processes?processes?

What plans are there for What plans are there for improvement in facilities improvement in facilities and processes?and processes?

How competitive, How competitive, flexible, productive, and flexible, productive, and technologically technologically advanced are the advanced are the current manufacturing current manufacturing processes?processes?

What plans are there for What plans are there for improvement in facilities improvement in facilities and processes?and processes?

Strengths and WeaknessesStrengths and Weaknesses

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Manufacturing

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How effective is the overall marketing approach, including promotion, advertising, and selling?

How effective is the overall marketing approach, including promotion, advertising, and selling?

Marketing

Strengths and WeaknessesStrengths and Weaknesses

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-28

Marketing

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How clearly defined,How clearly defined, communicated andcommunicated and

effectively effectively implemented isimplemented is

corporate strategy?corporate strategy?

How clearly defined,How clearly defined, communicated andcommunicated and

effectively effectively implemented isimplemented is

corporate strategy?corporate strategy?

Strengths and WeaknessesStrengths and Weaknesses

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-29

Strategy

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Barriers to entryIntensity of rivalry among

competitorsPressure from substitute

productsBargaining power of customersBargaining power of suppliers

Barriers to entryIntensity of rivalry among

competitorsPressure from substitute

productsBargaining power of customersBargaining power of suppliers

Opportunities and ThreatsOpportunities and Threats

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-30

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2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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Identifying Critical Success FactorsIdentifying Critical Success Factors

First: Obtain a strategic competitive analysis of the firm using SWOT analysis. What are its strengths and weaknesses, opportunities and threats? Determine the firm’s overall strategy (cost, differentiation, focus) and its critical success factors.

Second: Develop relevant and reliable measures for the critical Develop relevant and reliable measures for the critical success factors identified in the first step.success factors identified in the first step.

Third: Develop a strategic cost information system for supporting the firm’s overall strategy and for reporting critical success factors to appropriate managers.

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Financial FactorsFinancial Factors

• Profitability

• Liquidity

• Sales

• Market value

• Profitability

• Liquidity

• Sales

• Market value

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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Measures for Critical Success FactorsMeasures for Critical Success Factors

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Customer FactorsCustomer Factors

• Customer satisfactionCustomer satisfaction• Dealer and distributorDealer and distributor• Marketing and sellingMarketing and selling• Timeliness of deliveryTimeliness of delivery• QualityQuality

• Customer satisfactionCustomer satisfaction• Dealer and distributorDealer and distributor• Marketing and sellingMarketing and selling• Timeliness of deliveryTimeliness of delivery• QualityQuality

Financial FactorsFinancial Factors

• Profitability

• Liquidity

• Sales

• Market value

• Profitability

• Liquidity

• Sales

• Market value

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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Measures for Critical Success FactorsMeasures for Critical Success Factors

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Customer FactorsCustomer Factors

• Customer satisfactionCustomer satisfaction• Dealer and distributorDealer and distributor• Marketing and sellingMarketing and selling• Timeliness of deliveryTimeliness of delivery• QualityQuality

• Customer satisfactionCustomer satisfaction• Dealer and distributorDealer and distributor• Marketing and sellingMarketing and selling• Timeliness of deliveryTimeliness of delivery• QualityQuality

Financial FactorsFinancial Factors

• Profitability

• Liquidity

• Sales

• Market value

• Profitability

• Liquidity

• Sales

• Market value

2Internal Business ProceduresInternal Business Procedures

• QualityQuality

• ProductivityProductivity

• FlexibilityFlexibility

• Equipment readinessEquipment readiness

• SafetySafety

• QualityQuality

• ProductivityProductivity

• FlexibilityFlexibility

• Equipment readinessEquipment readiness

• SafetySafety

Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

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Measures for Critical Success FactorsMeasures for Critical Success Factors

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Customer FactorsCustomer Factors

• Customer satisfactionCustomer satisfaction• Dealer and distributorDealer and distributor• Marketing and sellingMarketing and selling• Timeliness of deliveryTimeliness of delivery• QualityQuality

• Customer satisfactionCustomer satisfaction• Dealer and distributorDealer and distributor• Marketing and sellingMarketing and selling• Timeliness of deliveryTimeliness of delivery• QualityQuality

Financial FactorsFinancial Factors

• Profitability

• Liquidity

• Sales

• Market value

• Profitability

• Liquidity

• Sales

• Market value

2Internal Business ProceduresInternal Business Procedures

• QualityQuality

• ProductivityProductivity

• FlexibilityFlexibility

• Equipment readinessEquipment readiness

• SafetySafety

• QualityQuality

• ProductivityProductivity

• FlexibilityFlexibility

• Equipment readinessEquipment readiness

• SafetySafety

Strategic Analysis and Strategic Cost Management

Learning and InnovationLearning and Innovation

• Product innovationProduct innovation• Timeliness of new Timeliness of new

productproduct• Skill developmentSkill development• Employee moraleEmployee morale• CompetenceCompetence

• Product innovationProduct innovation• Timeliness of new Timeliness of new

productproduct• Skill developmentSkill development• Employee moraleEmployee morale• CompetenceCompetence

Strategic Analysis and Strategic Cost Management

Slide 2-32

Measures for Critical Success FactorsMeasures for Critical Success Factors

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Financial FactorsFinancial FactorsCustomer FactorsCustomer Factors

• Customer satisfactionCustomer satisfaction• Dealer and distributorDealer and distributor• Marketing and sellingMarketing and selling• Timeliness of deliveryTimeliness of delivery• QualityQuality

• Customer satisfactionCustomer satisfaction• Dealer and distributorDealer and distributor• Marketing and sellingMarketing and selling• Timeliness of deliveryTimeliness of delivery• QualityQuality

• Profitability

• Liquidity

• Sales

• Market value

• Profitability

• Liquidity

• Sales

• Market value

2Internal Business ProceduresInternal Business Procedures

• QualityQuality

• ProductivityProductivity

• FlexibilityFlexibility

• Equipment readinessEquipment readiness

• SafetySafety

• QualityQuality

• ProductivityProductivity

• FlexibilityFlexibility

• Equipment readinessEquipment readiness

• SafetySafety

Other FactorsOther Factors

Strategic Analysis and Strategic Cost Management

• Governmental• Governmental

Learning and InnovationLearning and Innovation

• Product innovationProduct innovation• Timeliness of new Timeliness of new

productproduct• Skill developmentSkill development• Employee moraleEmployee morale• CompetenceCompetence

• Product innovationProduct innovation• Timeliness of new Timeliness of new

productproduct• Skill developmentSkill development• Employee moraleEmployee morale• CompetenceCompetence

Strategic Analysis and Strategic Cost Management

Slide 2-32

Measures for Critical Success FactorsMeasures for Critical Success Factors

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2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-33

Identifying Critical Success FactorsIdentifying Critical Success Factors

First: Obtain a strategic competitive analysis of the firm using SWOT analysis. What are its strengths and weaknesses, opportunities and threats? Determine the firm’s overall strategy (cost, differentiation, focus) and its critical success factors.

Second: Develop relevant and reliable measures for the critical success factors identified in the first step.

Third: Develop a strategic cost information system for supporting Develop a strategic cost information system for supporting the firm’s overall strategy and for reporting critical success the firm’s overall strategy and for reporting critical success factors to appropriate managers.factors to appropriate managers.

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2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-34

Linking CSFs in an Hierarchical FirmLinking CSFs in an Hierarchical Firm

Corporate Level

WarrantyWarrantyreturn return

raterate

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2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-34

Linking CSFs in an Hierarchical FirmLinking CSFs in an Hierarchical Firm

Corporate Level

WarrantyWarrantyreturn return

raterate

% products with% products withdefect preventiondefect prevention

systemssystems

% products with% products withapproved controlapproved control

plansplans

% products with% products withdesign defectdesign defect

systemssystems

Vice President Manufacturing

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2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-34

Linking CSFs in an Hierarchical FirmLinking CSFs in an Hierarchical Firm

Corporate Level

WarrantyWarrantyreturn return

raterate

% products with% products withdefect preventiondefect prevention

systemssystems

% products with% products withapproved controlapproved control

plansplans

% products with% products withdesign defectdesign defect

systemssystems

first time testfirst time testyieldsyields

suppliersupplierrejectionsrejections

Plant Manager

% functioning % functioning characteristicscharacteristics

Vice President Manufacturing

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2Slide 2-34

Linking CSFs in an Hierarchical FirmLinking CSFs in an Hierarchical Firm

first time testfirst time testyieldsyields

suppliersupplierrejectionsrejections

Plant Manager

% functioning % functioning characteristicscharacteristics

Strategic Analysis and Strategic Cost Management

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2Slide 2-34

Linking CSFs in an Hierarchical FirmLinking CSFs in an Hierarchical Firm

amount ofamount ofadhesiveadhesive

concentricity concentricity of outsideof outsidediameterdiameter

directdirectcurrentcurrent

resistanceresistance

Department Manager

first time testfirst time testyieldsyields

suppliersupplierrejectionsrejections

Plant Manager

% functioning % functioning characteristicscharacteristics

Strategic Analysis and Strategic Cost Management

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2Slide 2-34

Linking CSFs in an Hierarchical FirmLinking CSFs in an Hierarchical Firm

amount ofamount ofadhesiveadhesive

viscosity ofviscosity ofadhesiveadhesive

concentricity concentricity of outsideof outsidediameterdiameter

directdirectcurrentcurrent

resistanceresistance

machinemachineapplicationapplication

pressurepressure

ambientambientadhesiveadhesive

temperaturetemperature

Department Manager

first time testfirst time testyieldsyields

suppliersupplierrejectionsrejections

Plant Manager

% functioning % functioning characteristicscharacteristics

Strategic Analysis and Strategic Cost Management

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COMPETITOR COMPETITOR SUCCESSSUCCESS

COMPETITOR COMPETITOR SUCCESSSUCCESS

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-35

The Balanced ScorecardThe Balanced Scorecard

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FINANCIAL FINANCIAL MEASURESMEASURES

Did earnings increase?Did earnings increase?

FINANCIAL FINANCIAL MEASURESMEASURES

Did earnings increase?Did earnings increase?

COMPETITOR COMPETITOR SUCCESSSUCCESS

COMPETITOR COMPETITOR SUCCESSSUCCESS

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-35

The Balanced ScorecardThe Balanced Scorecard

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FINANCIAL FINANCIAL MEASURESMEASURES

Did earnings increase?Did earnings increase?

FINANCIAL FINANCIAL MEASURESMEASURES

Did earnings increase?Did earnings increase?

COMPETITOR COMPETITOR SUCCESSSUCCESS

COMPETITOR COMPETITOR SUCCESSSUCCESS

CUSTOMER CUSTOMER SATISFACTIONSATISFACTION

Has the percentage of on-Has the percentage of on-time deliveries improved?time deliveries improved?

CUSTOMER CUSTOMER SATISFACTIONSATISFACTION

Has the percentage of on-Has the percentage of on-time deliveries improved?time deliveries improved?

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-35

The Balanced ScorecardThe Balanced Scorecard

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© The McGraw-Hill Companies, Inc., 1999

FINANCIAL FINANCIAL MEASURESMEASURES

Did earnings increase?Did earnings increase?

FINANCIAL FINANCIAL MEASURESMEASURES

Did earnings increase?Did earnings increase?

COMPETITOR COMPETITOR SUCCESSSUCCESS

COMPETITOR COMPETITOR SUCCESSSUCCESS

CUSTOMER CUSTOMER SATISFACTIONSATISFACTION

Has the percentage of on-Has the percentage of on-time deliveries improved?time deliveries improved?

CUSTOMER CUSTOMER SATISFACTIONSATISFACTION

Has the percentage of on-Has the percentage of on-time deliveries improved?time deliveries improved?

INTERNAL OPERATIONSINTERNAL OPERATIONSHas profitability improved?Has profitability improved?

INTERNAL OPERATIONSINTERNAL OPERATIONSHas profitability improved?Has profitability improved?

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-35

The Balanced ScorecardThe Balanced Scorecard

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FINANCIAL FINANCIAL MEASURESMEASURES

Did earnings increase?Did earnings increase?

FINANCIAL FINANCIAL MEASURESMEASURES

Did earnings increase?Did earnings increase?

COMPETITOR COMPETITOR SUCCESSSUCCESS

COMPETITOR COMPETITOR SUCCESSSUCCESS

CUSTOMER CUSTOMER SATISFACTIONSATISFACTION

Has the percentage of on-Has the percentage of on-time deliveries improved?time deliveries improved?

CUSTOMER CUSTOMER SATISFACTIONSATISFACTION

Has the percentage of on-Has the percentage of on-time deliveries improved?time deliveries improved?

INTERNAL OPERATIONSINTERNAL OPERATIONSHas profitability improved?Has profitability improved?

INTERNAL OPERATIONSINTERNAL OPERATIONSHas profitability improved?Has profitability improved?

LEARNING AND LEARNING AND INNOVATIONINNOVATION

How many new patents this How many new patents this year?year?

LEARNING AND LEARNING AND INNOVATIONINNOVATION

How many new patents this How many new patents this year?year?

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-35

The Balanced ScorecardThe Balanced Scorecard

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DesignDesign

Acquisition of raw Acquisition of raw materialsmaterials

Manufacturing: Manufacturing: Assembling, testing, and Assembling, testing, and

packagingpackaging

Warehousing and Warehousing and DistributionDistribution

Retail SalesRetail Sales

Customer ServiceCustomer Service

DesignDesign

Acquisition of raw Acquisition of raw materialsmaterials

Manufacturing: Manufacturing: Assembling, testing, and Assembling, testing, and

packagingpackaging

Warehousing and Warehousing and DistributionDistribution

Retail SalesRetail Sales

Customer ServiceCustomer Service

Flow of Product

Development

Flow of Product

Development

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-36

Value Chain in a Manufacturing IndustryValue Chain in a Manufacturing Industry

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Raw MaterialsRaw Materials

Manufacture of computer Manufacture of computer chips and partschips and parts

Manufacture of Manufacture of componentscomponents

AssemblyAssembly

Marketing, distribution Marketing, distribution and serviceand service

Raw MaterialsRaw Materials

Manufacture of computer Manufacture of computer chips and partschips and parts

Manufacture of Manufacture of componentscomponents

AssemblyAssembly

Marketing, distribution Marketing, distribution and serviceand service

Flow of Flow of Product Product

DevelopmentDevelopment

Flow of Flow of Product Product

DevelopmentDevelopment

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management

Slide 2-36

Value Chain in a Computer IndustryValue Chain in a Computer Industry

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The The EndEnd

2Strategic Analysis and Strategic Cost ManagementStrategic Analysis and Strategic Cost Management


The McGraw-Hill Companies, Inc., 1999 INVESTMENTS Fourth Edition Bodie Kane Marcus Irwin/McGraw-Hill 24-1 Evaluation de la Performance Evaluation de la.

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© The McGraw-Hill Companies, Inc., 1999 NickelsMcHughMcHugh.

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(eBook) McGraw Hill - Set Your Voice Free ; Singing, Presentation and Public Speaking 1999

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Section one Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1999 chapter three Concept Preview After reading this chapter, you should be able to:

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Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1999 Other Nonowner Items that Affect Owners’ Equity © The McGraw-Hill Companies, Inc., 1999 10 Part.

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Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1999 Revenue and Monetary Assets © The McGraw-Hill Companies, Inc., 1999 5 Part One: Financial Accounting.

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Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1999 Accounting Records and Systems © The McGraw-Hill Companies, Inc., 1999 4 Part One: Financial.

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4-1 © The McGraw-Hill Companies, Inc., 1999 Irwin/McGraw-Hill The Bookkeeping Process and Transaction Analysis DAVID H. MARSHALL / WAYNE W. MCMANUS 4.

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© The McGraw-Hill Companies, Inc., 1999 Irwin/McGraw-Hill Chapter 09 Financial Statements for merchandizing businesses 商业企业财务报告.

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Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1999 Acquisitions and Consolidated Statements © The McGraw-Hill Companies, Inc., 1999 12 Part One:

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