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Chapter 13 strategy balanced scorecard and strategic profitability analysis

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CHAPTER 13 STRATEGY, BALANCED SCORECARD, AND STRATEGIC PROFITABILITY ANALYSIS Learning Objective 1. Recognize which of two generic strategies a company is using 2. Identify what comprises reengineering 3. Present the four perspectives of the balanced scorecard 4. Analyze changes in operating income to evaluate strategy 5. Distinguish between engineered and discretionary costs 6. Identify unused capacity and how to manage it CHAPTER OVERVIEW Chapter 13 continues the expanded view of the role of cost accounting for an organization. To fully grasp the significance and vital role of management accounting, one needs to look to the whole of the organization. Accounting as an information and communication system provides the organization a means to implement a company-wide strategy and the tools by which to evaluate the success of that strategy. Two generic strategies are defined and illustrated—cost leadership and product differentiation. The tool used for implementing either of these strategies is the balanced scorecard. The balanced scorecard serves to provide a broad perspective of critical factors: financial, customer, internal business process, and learning and growth. To be deemed successful, any endeavor has to be evaluated by some meaningful measure(s). The balanced scorecard here, too, provides what is useful. Though all of the factors are incorporated in the evaluation, the one measure—operating income—serves a profit-seeking organization the best. With the analysi ...
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