TAILIEUCHUNG - Management accounting: Information for creating and managing value (4/e): Chapter 15 - Kim Langfield-Smith, Helen Thorne

Chapter 15 - Managing costs and time for customer value. After completing this chapter, you should be able to: define ‘cost management’ and explain how it differs from conventional approaches to cost control, use the four steps of activity-based management to reduce costs and increase customer value, identify opportunities for cost reduction by undertaking value analysis,. | Chapter 15 Managing costs and time for customer value 15- Cost management Contemporary management accounting systems include a range of tools and techniques that provide information for cost management Cost management Improvement of an organisation’s cost effectiveness through understanding and managing the real causes of cost Main focus is on cost reduction, but also on improving other aspects of performance such as quality and delivery 15- Conventional versus contemporary approaches Drivers of cost Conventional approach Managers control costs by bringing them into line with some predetermined goal Contemporary approach Reduce costs by identifying waste and eliminating it through identifying the real cost drivers continued 15- Conventional versus contemporary approaches Strategic perspective Conventional approach Control costs within the organisation An internal perspective Contemporary approach Cost management also concerned with achieving value for the customer A strategic perspective continued 15- Conventional versus contemporary approaches Process perspective Conventional approach Control costs by reporting results for responsibility centres based on functional areas of the business Contemporary approach Recognise that customers’ needs are met by processes which flow across the business Contemporary approaches include Activity-based management Business process re-engineering Life cycle management Target costing 15- Activity-based management (ABM) Process of using information from activity-based costing to analyse activities, cost drivers and performance so that customer value and profitability are improved Customer value The value a customer places on particular features of a product or service Addresses the vertical view on the activity-based costing model 15- 15- Using ABM to reduce costs Identify the major opportunities for cost reduction Determine the real causes of these costs Develop a program to eliminate the causes and, .

• Ngân hàng - Tín dụng
• Management accounting
• Lecture Management accounting
• Management accounting information
• Managing value
• Cost management
• Customer value
• Financial accounting
• Management accountants
• Business environment
• Bài giảng Kế toán quản trị
• Nature of management accounting
• Component of accounting system
• Managerial accounting
• Management accounting systems
• Costing systems
• Environmental management accounting
• Cst accounting in action
• Management cost accounting
• Accounting for management
• Cost accounting in action
• Advanced fraud
• Managing resources
• Australian organisations
• Emphasis on cost
• Social management accounting
• Corporate social responsibility
• Paper F2
• Revision kit 2016
• Document management accounting
• Management accounting Review
• Implementation of management accounting
• Study text 2016
• Tiếng Anh kinh doanh
• F2 Management Accounting
• ACCA Paper F2
• Paper F2 Management Accounting
• Book ACCA Management Accounting
• Lecture Advanced management accounting
• Bài giảng Kế toán quản trị nâng cao
• Advanced management accounting
• Inflation accounting
• Current purchasing power method
• Current cost accounting method