Task1-3

Strategic management accounting in multinational companies
Strategic management accounting in multinational companies
a.External orientation (Obtain information across countries and the
systems can interpret data in various languages, currencies)
b.Future orientation (Determine the markets, products, service et
c.)
c.Goal congruence (Coordinate inputs from across the organisation)
SWOT
SWOT Analysis HELPFUL To achieving the objectives HARMFUL
To achieving the objectives W T E R N A L
F A
C
T
O
R S
E X
T E R N A L
F A
C
T O
R
S
STRENGTHS WEAKNESSES
OPPORTUNITES THREATS
SWOT
Analysis
Definition
Benchmarking is the process of gathering data about targets and comparators, that permits current levels of performance to be identified and evaluated against best practice.
Types of benchmarking
a.Internal benchmarking (Within the same industry)
b.Functional benchmarking (Regardless industries)
petitive benchmarking (Direct competitors)
d.Strategic benchmarking (Strategic action and organisational change)
Appraisals of benchmarking
Benefit
P osition audit; S pur to innovation;
F lexibility; I dentify different ways;
C ost reduction; I mprove operation effectiveness;
I mprove level of quality;
E arly warning of disadvantages
Problem
O ne best way of doing business; Y esterday’s solution to tomorrow’s
Problem; J ust a catching-up exercise;
D epend on accurate information; D ifficult
to decide which activities to benchmark.
Summary
Introduction to strategic management accounting
Planning, control and decision making at different management levels Conflicts between strategic planning and short-term decision making
Anthony’s hierarchy; SMA; Differences and relationships of various levels of management Formal systems;
Free wheeling
opportunism;
Combine the two
approaches
SMA in
multinational
companies
Performance issues and
implications
inmultinational firms
PEST and
benchmarking
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