成本与管理会计（第15版） 课件 GE-hca15-ch12

CHAPTER12Strategy,BalancedScorecard,andStrategicProfitabilityAnalysisChapter12learningobjectivesRecognizewhichoftwogenericstrategiesacompanyisusingUnderstandwhatcomprisesreengineeringUnderstandthefourperspectivesofthebalancedscorecardAnalyzechangesinoperatingincometoevaluatestrategyIdentifyunusedcapacityandhowtomanageit12-2StrategyStrategyspecifieshowanorganizationmatchesitsowncapabilitieswiththeopportunitiesinthemarketplacetoaccomplishitsobjectives.Strategydescribeshowanorganizationcancreatevalueforitscustomerswhiledifferentiatingitselffromitscompetitors.Athoroughunderstandingoftheindustryiscriticaltoimplementingasuccessfulstrategy.Industryanalysisfocuseson5forces.12-3IndustryanalysisfocusesonfiveforcesNumberandstrengthofcompetitorsPotentialentrantstothemarketAvailabilityofequivalentproductsBargainingpowerofcustomersBargainingpowerofinputsuppliers12-4TwoBasicBusinessStrategiesProductdifferentiation—anorganization’sabilitytoofferproductsorservicesperceivedbyitscustomerstobesuperioranduniquerelativetotheproductsorservicesofitscompetitors.Competitiveadvantage:brandloyaltyandthewillingnessofcustomerstopayhighprices.Costleadership—anorganization’sabilitytoachievelowercostsrelativetocompetitorsthroughproductivityandefficiencyimprovements,eliminationofwaste,andtightcostcontrol.Competitiveadvantage:lowersellingprices.12-5reengineeringReengineeringisthefundamentalrethinkingandredesignofbusinessprocessestoachieveimprovementsincriticalmeasuresofperformance,suchascost,quality,service,speedandcustomersatisfaction.Statedanotherway,reengineeringistheredesignofbusinessprocessestoimproveperformancebyreducingcostandimprovingquality.12-6ImplementationofStrategyManycompanieshaveintroducedabalancedscorecardtotrackprogressandmanagetheimplementationoftheirstrategies.12-7TheBalancedScorecardThebalancedscorecardtranslatesanorganization’smissionandstrategyintoasetofperformancemeasuresthatprovidestheframeworkforimplementingitsstrategy.1Notonlydoesthebalancedscorecardfocusonachievingfinancialobjectives,italsohighlightsthenonfinancialobjectivesthatanorganizationmustachievetomeetandsustainitsfinancialobjectives.Thescorecardmeasuresanorganization’sperformancefromfourperspectives.12-8ThefourPerspectivesofaBalancedScorecardFinancial-profitsandvaluecreatedforshareholdersCustomer–thesuccessofthecompanyinitstargetmarketInternalbusinessperspective–theinternaloperationsthatcreatevalueforcustomersLearningandgrowth–thepeopleandsystemscapabilitiesthatsupportoperationsTheparticularmeasureacompanyusestotrackperformancewilldependonitsstrategy.12-9Strategymaps12-10Fourperspectives:FinancialEvaluatestheprofitabilityofthestrategyUsesthemostobjectivemeasuresinthescorecardTheotherthreeperspectiveseventuallyfeedbackintothisdimension12-11Fourperspectives:customerIdentifiestargetedcustomerandmarketsegmentsandmeasuresthecompany’ssuccessinthesesegments12-12fourPerspectives:InternalBusinessFocusesoninternaloperationsthatcreatevalueforcustomerswhich,inturn,willfurtherthefinancialperspectivebyincreasingshareholdervalueIncludesthreesubprocesses:InnovationOperationsPost-salesservice12-13fourPerspectives:InternalBusiness,concluded12-14FourPerspectives:LearningandGrowthIdentifiesthepeopleandinformationcapabilitiestheorganizationmustexcelattoachievesuperiorinternalprocessesthatcreatevalueforcustomersandshareholders12-15BalancedScorecardImplementationMusthavecommitmentandleadershipfromtopmanagement.Mustbecommunicatedtoallemployees.Forthebalancedscorecardtobeeffective,managersmustviewitasafairwaytoassessandrewardallimportantaspectsofamanager’sperformanceandpromotionprospects.12-16CommonBalancedScorecardMeasures12-17Environmentalandsocialperformanceandthe

balancedscorecardCompaniesareincreasinglyrecognizingthattheymustearntherighttooperateinthecommunitiesandcountriesinwhichtheydobusiness.Failuretoperformadequatelyonenvironmentalandsocialprocessesputsatriskacompany’sabilitytodeliverfuturevaluetoshareholders.12-18Environmentalandsocialperformanceandthe

balancedscorecard,cont’dAswasdiscussedinChapter1,manymanagersarepromotingsustainability(thedevelopmentandimplementationofstrategies)toachieve:Long-termfinancialperformanceSocialperformance(eliminatingemployeeinjuries,improvingproductsafety)Environmentalperformance(reducinggreenhousegasemissions)12-19Environmentalandsocialperformanceandthe

balancedscorecard,concludedManagersinterestedinmeasuringenvironmentalandsocialperformanceareincorporatingthesefactorsintotheirbalancedscorecardstosetprioritiesforinitiatives,guidedecisionsandactionsandfueldiscussionsaroundstrategiesandbusinessmodelstoimproveperformance.Companiesuseavarietyofmeasuresincluding: Costofpreventingandremediatingenvironmentaldamage(financial);brandimage(customer);energyconsumption(internal-business);andimplementationofISO14000environmentalstandards(learningandgrowth).12-20FeaturesofaGood

BalancedScorecard1.Tellsthestoryofafirmsstrategy,articulatingasequenceofcause-and-effectrelationships—thelinksamongthevariousperspectivesthatalignimplementationofthestrategy.2.Helpstocommunicatethestrategytoallmembersoftheorganizationbytranslatingthestrategyintoacoherentandlinkedsetofunderstandableandmeasurableoperationaltargets.12-21FeaturesofaGood

BalancedScorecard,cont’d3.Mustmotivatemanagerstotakeactionsthateventuallyresultinimprovementsinfinancialperformance.Appliesprimarilytofor-profitentities,buthassomeapplicationtonot-for-profitentitiesaswell.4.Limitsthenumberofmeasures,identifyingonlythemostcriticalones.5.Highlightsless-than-optimaltrade-offsthatmanagersmaymakewhentheyfailtoconsideroperationalandfinancialmeasurestogether.12-22PitfallsinimplementingabalancedscorecardManagersshouldnotassumethecause-and-effectlinkagesareprecise:theyaremerelyhypotheses.Managersshouldnotseekimprovementsacrossallofthemeasuresallofthetime.Managersshouldnotuseonlyobjectivemeasures:subjectivemeasuresareimportantaswell.Despitechallengesofmeasurement,topmanagementshouldnotignorenonfinancialmeasureswhenevaluatingmanagersandotheremployees.12-23EvaluatingthesuccessofStrategyandimplementationToevaluatehowsuccessfulacompany’sstrategyandimplementationhavebeen,itsmanagementmustcomparethetargetandactualperformancecolumnsinthebalancedscorecard.Ifacompanydoesnotmeetitstargetsonthetwoperspectivesthataremoreinternallyfocused(learningandgrowth,andinternalbusinessprocesses),itmayhavehadaproblemwithstrategyimplementation.Ifacompanyperformswellintheinternallyfocusedperspectivesbutnotcustomerandfinancialmeasures,itmayconcludethatthestrategywasfaultybecausetherewasnoeffectoncustomersoronlong-runfinancialperformanceandvaluecreation.12-24StrategicanalysisofoperatingincomeStrategicanalysisofoperatingincome—threeparts:Growthcomponent—measurestheincreaseinrevenuesminustheincreaseincostsfromsellingmoreunitsinthecurrentyearthanintheprioryear,assumingnothingelsehaschanged.Price-recoverycomponent—measuressolelytheeffectofpricechangesonrevenuesandcoststoproduceandsellthecurrentyearquantity.12-25Strategicanalysisofoperatingincome,concludedStrategicanalysisofoperatingincomeProductivitycomponent—measureshowcostshavechangedasaresultofusingfewer/moreinputs,abetter/worsemixofinputs,and/ormore/lesscapacitytoproducecurrentyearoutputcomparedwiththeinputsandcapacitythatwouldhavebeenusedtoproducethisoutputintheprioryear.12-26RevenueEffectofGrowth12-27Throughouttheseslides,we’llusevaluesfromthetextbookexampletoillustratetheformulas:Here,actualunitsofoutputsoldinthecurrentperiodare1,150,000;Actualunitsofoutputsoldinthepriorperiodare1,000,000,andThesellingpriceinthepriorperiodwas$23/unit,therefore:(1,150,000–1,000,000)x$23=$3,450,000FRevenueEffectofGrowthCostEffectofGrowthfor

VariableCosts12-283,000,000sqcmx(1,150,000/1,000,000)–3,000,000sqcmx$1.40inputprice=$630,000UnfavorableThecosteffectofgrowthmeasureshowmuchcostswouldhavechangedintheprioryearifproductionwouldhavebeenatcurrentyearlevels.ThisisdoneseparatelyforVariableandFixedcosts.CostEffectofGrowthfor

FixedCosts12-29Assumingadequatecurrentcapacity:(3,750,000sqcm–3,750,000sqcm)X$4.28persqcm=$0.00RevenueEffectofPriceRecovery12-30($22perunitcurrentyear-$23perunitprioryear)X1,150,000actualunitsofoutputsoldincurrentyear=$1,150,000UnfavorableCostEffectofPriceRecoveryforvariablecosts12-31($1.50persqcmcurrentyear-$1.40persqcmprioryear)X3,450,000sqcmrequiredforcurrentyearoutputinprioryear=$345,000UnfavorableCostEffectofPriceRecoveryforfixedcosts12-32Assumingadequatecurrentcapacity:$4.35persqcm-$4.28persqcm)X3,750,000sqcm=$262,500UnfavorableCostEffectofProductivityforVariableCosts12-33(2,900,000sqcmforcurrentperiodoutput–3,450,000sqcmforcurrentperiodoutputinpriorperiod)X$1.50persqcm=$825,000FavorableCostEffectofProductivityforfixedCosts12-34Assumingadequatecurrentcapacity:(3,500,000sqcm–3,750,000sqcm)X$4.35persqcm=$1,087,500FavorableFurtheranalysisofgrowth,price-recoveryandproductivitycomponents12-35Consistentwithacost-leadershipstrategy,theproductivitygainsof$1,912,500in2013wereabigpartoftheincreaseinoperatingincomeforprioryeartocurrentyear.Underdifferentassumptionsaboutthechangeinsellingprice,theanalysiswillattributedifferentamountstothedifferentstrategies.DownsizingandthemanagementofprocessingCapacityManagerscanreducecapacity-basedfixedcostsbymeasuringandmanagingunusedcapacity.Unusedcapacityistheamountofproductivecapacityavailableoverandabovetheproductivecapacityemployedtomeetconsumerdemandinthecurrentperiod.Tobetterunderstandthisconceptofunusedcapacity,itisnecessarytodistinguishengineeredcostsfromdiscretionarycosts.12-36AnalysisofUnusedCapacity:

engineered&discretionarycostsEngineeredcostsresultfromacause-and-effectrelationshipbetweenthecostdriver(output)andthe(directorindirect)resourcesusedtoproducethatoutput.Eng