Fundamentals of Cost Accounting 4th Solution Manual 习题解答Chap018.docx
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Fundamentals of Cost Accounting 4th Solution Manual 习题解答Chap018.docx
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FundamentalsofCostAccounting4thSolutionManual习题解答Chap018
Chapter18
PerformanceMeasurementtoSupportBusinessStrategy
SolutionstoReviewQuestions
18-1.
Goodperformancerequiresbothasuccessfulstrategyandanorganizationthatcanenactthestrategy.Thatis,weneedalignmentbetweenthestrategyandorganizationalstructurestoobtainperformance.Costaccountingandmanagementcontrolpracticesareimportantorganizationalstructuresforenactingstrategy.Managementaccountantswhounderstandthebusinessstrategywillbebetterabletodesignanduseaccountingsystemstoenactstrategy.
18-2.
No.Thebalancedscorecardisasetofperformancetargetsandresultsthatshowanorganization’sperformanceinmeetingitsobjectivesrelatingtocompetingstakeholders'expectations.Theperformancemeasuresarelinkedtothegoalsandthestrategyformeetingthosegoals.
18-3.
Abusinessmodel,alsocalledastrategymap,isadepictionofthelinksamongindividualperformanceandthegoalsofthefirm.Itshowshowdifferentelements(units,individuals,levels)oftheorganizationcombinetodelivervaluetothestakeholdersinthefirm.
18-4.
Financialmeasuresofperformanceattractattentionandidentifyareaswhereimprovementsneedtobemade.Nonfinancialperformancemeasuresdirectemployees’attentiontotheorganization’sobjectivesandfocusonthemeasuresthatarecontrollablebyeachemployee.Theyaremorelikelytobeunderstoodbyoperatingpersonnelandalsoaremoretimely.
18-5.
Criticalsuccessfactorsarethefactorsthatareimportanttotheorganization’ssuccess.Forexample,proprietarytechnologyiscriticalforacompanypursuinganinnovationstrategywhileestablishedandhighfunctioningdistributionchannelsarecriticalforcostefficiency.
18-6.
Peopleatdifferentlevelsintheorganizationhavedifferentresponsibilities.Performancemeasuresaremosteffectivewhentheyrelatetowhatpeopleatdifferentlevelscontrol.
18-7.
Benchmarkingidentifiesanactivitythatneedstobeimproved,findsanorganizationthatisthemostefficientattheactivity,studiesitsprocess,andthenutilizesthatprocess.
18-8.
Competitivebenchmarkinginvolvesthesearchfor,andimplementationof,thebestwaytodosomethingaspracticedinotherorganizations.Thefirmcanthenadoptthesepracticesafteradaptingthemfortheirownorganization’senvironmentandculture.
18-9.
Anorganization’smissionincludestheorganization’svalues,itsresponsibilitiestostakeholders,anditsgoals.Thestrategyisthemeanstoaccomplishthemission.
18-10.
Customersatisfactionmeasuresreflecttheperformanceoftheorganizationonseveralfactors,includingqualitycontrolanddeliveryperformance,thatacustomervalues.
18-11.
Manufacturingcycleefficiencymeasurestheefficiencyofthetotalmanufacturingcycle(themostefficientcompanieshaveameasureof1).Thismeasureisimportanttomostcompaniesbecausegainsinefficiencygenerallyimprovecompanyprofitability.
18-12.
Deliveryperformancemeasuresindicatehowproficienttheorganizationisatdeliveringgoodsorserviceswhenpromisedtothecustomer.Poordeliveryperformancewilllikelynegativelyimpactanorganization’sprofitabilityasrepeatbusinessdeclines.
18-13.
Workerinvolvementisimportantforthreereasons:
1)Increasedworkerinvolvementoftentranslatestoanincreasedcommitmenttotheorganization.
2)Workersareabletoberesponsiveatalllevelsifempoweredwithdecision-makingresponsibilities.
3)Workersareabletousetheirskillsandknowledgetofurtherdevelopandtoimprovetheorganization’sperformance.
18-14.
SeeExhibit18.7forexamples.
SolutionstoCriticalAnalysisandDiscussionQuestions
18-15.
Answerswillvary,butshouldincludediscussionsofthevaluepropositionandthedemandsthatthisplacesontheorganization.Examplesfollow:
Localcoffeeshop:
PorterFramework:
probablybestconsideredafocusedcompetitor---focusingonregionalorlocalcoffeepreferenceswhiledeliveringaconsistentproductandserviceexperience.
Starbuckscoffeeshop:
PorterFramework:
atleastattheoutset,Starbuckswasaproductdifferentiation-basedcompetitordeliveringonaunique,brandedcoffeeshopexperience.Morerecently,theyhavehadtofocusondeliveringaconsistentproductandserviceexperienceandon‘efficiency’aslocalandregionalcompetitorshaveenteredthemarket.Thishasresultedintheclosureofmanystores.
Retailgasstationconveniencestore:
PorterFramework:
theretailgasstationisafocusedcompetitorinthesaleofcoffee.Itaddressesanichemarketofcustomerswhoseeka‘onestop’shoppingexperienceandwhohaveanimmediateneedtobealert(i.e.,driverswhoconsumecoffeeasadeterrenttodrowsiness).Thecoffeeistypicallynotofaqualitytowarrant‘branding’(althoughcollaborationswithbrandedcoffeessuchasStarbucksoccurs),andtheprice,whilenothighbybrandedcoffeestandards,canbesetabovecostbecauseoftheconveniencethatisoffered.
18-16.
Answerswillvary,butshouldinclude:
Stakeholders—students,professors,employees,publishers,authors,andregents.
Criticalsuccessfactors—sufficientinventoryandaccurateclass/textinformation.
Criticalsuccessfactorsforanon-campusbookstoreincludesufficientinventory,asabove,butalsoabroadselectionoftitles.
18-17.
Answerswillvary.
Qualitycontrol:
1)Defects,e.g.,scratchesinthecase
2)Numberofcustomercomplaints
3)Numberofreturns
Deliveryperformance:
1)Percentageofon-timedeliveries
2)Percentageofdeliveriesdamaged
3)Deliveryservicesurveys
18-18.
Answerswillvary.Thepurposeofmultiplemeasuresofperformanceservestwopurposesinaneducationalsetting.First,itallowsfordifferingstrengthsandweaknessesamongstudentsandtheirability,forexample,takingtests.Moreimportant,perhaps,itservesasadevelopmenttoolinidentifyingwhatisimportantandhowwellthestudentisdoinginprogressingtowardagoal.Thisissimilartothepurposeofmultiplemeasuresofperformanceinothersettingswherethemultiplemeasurescommunicatethedifferentfactorsthatareimportanttosuccessoftheorganization.
18-19.
Ultimately,thegoalistoincreaseprofits.Inmany,maybemost,settings,customersatisfactionisacriticalsuccessfactorinachievingthatgoal.Bymeasuringcustomersatisfaction,firmshavealeadingindicatorthatidentifiesareasforimprovementbeforetheseproblemswouldbeevidentfromprofits.Further,customersatisfactionprovidesbetterinformationaboutwhereaproblemmightbe.
18-20.
Thenumberofcomplaintsisameasureofgeneraldissatisfactionwithaproductorservice.Itmightfailtomeasureadequatelycustomerserviceifcustomersfinditeasytoswitchsuppliers,sothatitisnotworththeefforttocomplain.
18-21.
Thepointofusingmultiplemeasuresofperformanceisthateachprovidesinformationtomanagersaboutoverallperformance.Customerserviceisonlyoneaspectofperformance;financialperformanceisanother.
SolutionstoExercises
18-22.(15min.) StrategyandManagementAccountingSystems.
a.Answersshouldconsiderthefollowing:
Joe’sinitialbusinessmodelrequiredprovidingalowcostpizzaconfiguredasthecustomerordereditanddeliveredtothecorrectlocationquickly.Inthissettingperformancemeasureswouldfocusoncostcontrol,orderaccuracyanddeliveryspeed.
Thenewbusinessmodelwillrequirehigherqualityingredients,moremenuvariety,anddistinctivepizzacombinations.Theshiftfromdeliverytoastorewilldiminishtheimportanceofspeedanddeliveryaccuracy;however,orderaccuracyisstillimportantasapartofservicequality.Therewillbenewdemandsforaknowledgeable,friendlywaitstaff.Newperformancemeasuresmightfocusonprofitabilitypercustomer,customersatisfaction,employeeturnover,andemployeesatisfaction.
b.Answersshouldconsiderthefollowing:
Oldstrategy:
corecapabilitiesaroundpizzadelivery,coreassetsincludepizzacrustrecipeandlongterm‘brand’ofJoe’sPizzeria
Newstrategy:
corecapabilitiesrelatedtoin-storeserviceandmanagingafull-servicekitchen,alsopartner’scapabiltiesinbrewingbeer.Coreassetsincludepizzarecipeandbeerrecipestocreateaspecializedproductoffering.
18-23.(15min.)BusinessStrategyClassification
Organization
DominantPorterStrategy
Apple
Productdifferentiationformass-appealconsumerelectronicproducts
GreensRestaurant
Focusedcompetitor,or“nichestrategy”aimedatcustomerswhoarevegetarian,orwholikevegetariandishes,andarewillingtopayhighpricesforpremierqualitymeals.
TheUniversityofPhoenix
Costleadership---perhapsqualifiedasoccurringinanicheorfocusedmarketofadulthighereducation
Wal-martStores
Costleadershipforawidevarietyofbasicconsumerproducts
Sysco
Costleadershipforawidevarietyofbulkrestaurantfoodsupplies---perhapsqualifiedasoccurringinanicheorfocusedmarketofrestaurants
18-24.(20min.) DifferentPerformanceMeasuresAcrosstheOrganization.
Thisquestionisbasedontheauthors’experience.
Answerswillvary,butshouldincludethefollowing:
Asinglemeasure,suchasRONAorROIisbasedonacombinationoffactors,inthiscaserevenues,costs,andassetutilization.Mostmanagershaveauthoritytomakedecisionsthataffectonlyasmallsubsetofthese.Forexample,linesupervisors,thosethatmanageoperationalpersonnel,mightonlyinfluencecostsdirectly.Morefocusedmeasuresateachlevel,suchascost,quality,customerservice,orrevenue,communicatethekeyperformanceindicatorforeachmanagermoredirectly.Wheneachlevelmeet
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