tailieunhanh - Lecture Cost management: A strategic emphasis - Chapter 2: Implementing strategy: The value chain, the balanced scorecard, and the strategy map

After studying this chapter, you will know: Explain how to implement a competitive strategy by using Strengths-Weaknesses-Opportunities-Threats (SWOT) Analysis, explain how to implement a competitive strategy by focusing on the execution of goals, explain how to implement a competitive strategy using value-chain analysis. | Implementing Strategy: The Value Chain, the Balanced Scorecard, and the Strategy Map Chapter Two 2-2 Explain how to implement a competitive strategy by using Strengths-Weaknesses-Opportunities-Threats (SWOT) Analysis Explain how to implement a competitive strategy by focusing on the execution of goals Explain how to implement a competitive strategy using value-chain analysis Learning Objectives 2-3 Learning Objectives (continued) Explain how to implement a competitive strategy using the Balanced Scorecard (BSC) and strategy map Explain how to expand a conventional Balanced Scorecard (BSC) by integrating sustainability 2-4 There are two main competitive strategies: cost leadership differentiation Once a firm chooses which strategy to follow, there are various means of implementation: SWOT Analysis Focus on execution Value-chain analysis Balanced scorecard (BSC) Implementing a Strategy 2-5 SWOT Analysis Identification of critical success factors (CSFs) tied to strategy—for example: Product innovation Quality Skill development Identification of quantitative measures for the specified CSFs—for example: Number of design changes or new patents Number of defects or number of returns Number of training hours or amount of skill performance improvement 2-6 SWOT Analysis (continued) The SWOT analysis has four areas: S – strengths/internal W – weaknesses/internal O – opportunities/external T – threats/external Look at product lines, management, R&D, manufacturing, marketing, and strategy Look at barriers to entry, intensity of rivalry among competitors, substitute goods, and customer/supplier bargaining power 2-7 The CSFs a manager executes depend on the chosen strategy Cost leadership: operational performance and quality Differentiation: customer satisfaction and innovation Differentiated firms must pay close attention to marketing and product development Management accountants assist by gathering, analyzing, and reporting on relevant information Can be improved through . | Implementing Strategy: The Value Chain, the Balanced Scorecard, and the Strategy Map Chapter Two 2-2 Explain how to implement a competitive strategy by using Strengths-Weaknesses-Opportunities-Threats (SWOT) Analysis Explain how to implement a competitive strategy by focusing on the execution of goals Explain how to implement a competitive strategy using value-chain analysis Learning Objectives 2-3 Learning Objectives (continued) Explain how to implement a competitive strategy using the Balanced Scorecard (BSC) and strategy map Explain how to expand a conventional Balanced Scorecard (BSC) by integrating sustainability 2-4 There are two main competitive strategies: cost leadership differentiation Once a firm chooses which strategy to follow, there are various means of implementation: SWOT Analysis Focus on execution Value-chain analysis Balanced scorecard (BSC) Implementing a Strategy 2-5 SWOT Analysis Identification of critical success factors (CSFs) tied to strategy—for example: .

• Quản trị kinh doanh
• Cost management
• Cost systems
• Lecture Cost management
• Operational performance measurement
• Strategic performance measurement
• Value chain
• Management control systems
• Cost accounting
• Fundamentals of cost accounting
• Cost analysis
• Cost management systems
• Cost management information
• Financial reporting
• Resource capacity management
• Indirect cost variances
• Cost allocation
• Cost allocation bases
• Cost estimation
• Cost estimation methods
• Ebook Management and cost accounting
• Management and cost accounting
• Management accounting
• Cost assignment
• Process costing
• Cost volume profit analysis
• Project management
• Lecture Project management in practice
• Project cost management
• Project perspective
• Cost management plan
• Cost versus expenses
• Cost volume profit
• Short term profit planning
• Cost planning
• Product life cycle
• Direct cost variances
• Nonfinancial performance measures
• Cost centers
• Profit centers