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Cost Management: A Strategic Emphasis 7th edition [Kietas viršelis]

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  • Formatas: Hardback, 928 pages, aukštis x plotis x storis: 285x224x36 mm, weight: 1901 g, 143 Illustrations
  • Išleidimo metai: 16-Oct-2015
  • Leidėjas: McGraw-Hill Inc.,US
  • ISBN-10: 0077733770
  • ISBN-13: 9780077733773
Kitos knygos pagal šią temą:
  • Formatas: Hardback, 928 pages, aukštis x plotis x storis: 285x224x36 mm, weight: 1901 g, 143 Illustrations
  • Išleidimo metai: 16-Oct-2015
  • Leidėjas: McGraw-Hill Inc.,US
  • ISBN-10: 0077733770
  • ISBN-13: 9780077733773
Kitos knygos pagal šią temą:
Cost Management: A Strategic Emphasis, by Blocher/Stout/Juras/Cokins is dedicated to answering the question: Why Cost Management? Blocher et al. provide the cost-management tools and techniques needed to support an organizations competitiveness, improve its performance, and help the organization accomplish its strategy. The text is written to help students understand the broader role of cost accounting in helping an organization succeed - and not just the measurement of costs. While the text does include coverage of traditional costing topics (e.g., job-order costing, process costing, service-department cost allocations, and accounting for joint and by-products), its primary strength is the linkage of these topics, as well as more contemporary topics, to an organizations strategy. This message is reinforced by a dynamic author team, all four of whom have close ties to current cost management practice.   New to the 7th edition is McGraw-Hill Connect, a digital teaching and learning platform for home work completion and review that helps improve student performance over a variety of critical outcomes while aiding instructor grading and assessment efficiency.   Housed within Connect, SmartBook is an adaptive study tool that helps identify specific topics and learning objectives individual students need to study. As students read, SmartBook assess comprehension and dynamically highlights where they need to focus more. The result is that students are more engaged with course content, can better prioritize their time, and come to class ready to participate.
PART ONE INTRODUCTION TO STRATEGY, COST MANAGEMENT, AND COST SYSTEMS
1(254)
Chapter 1 Cost Management and Strategy
2(32)
Management Accounting and the Role of Cost Management
3(4)
The Four Functions of Management
4(1)
Strategic Management and the Strategic Emphasis in Cost Management
5(1)
Types of Organizations
6(1)
The Contemporary Business Environment
7(3)
The Global Business Environment
7(1)
Lean Manufacturing
8(1)
Use of Information Technology, the Internet, and Enterprise Resource Management
8(1)
Focus on the Customer
8(1)
Management Organization
9(1)
Social, Political, and Cultural Considerations
9(1)
The Strategic Focus of Cost Management
10(1)
Contemporary Management Techniques: The Management Accountant's Response to the Contemporary Business Environment
10(4)
The Balanced Scorecard (BSC) and Strategy Map
10(1)
The Value Chain
11(1)
Activity-Based Costing and Management
12(1)
Business Intelligence
12(1)
Target Costing
12(1)
Life-Cycle Costing
12(1)
Benchmarking
12(1)
Business Process Improvement
13(1)
Total Quality Management
13(1)
Lean Accounting
13(1)
The Theory of Constraints
13(1)
Sustainability
14(1)
Enterprise Risk Management
14(1)
How a Firm Succeeds: The Competitive Strategy
14(1)
Developing a Competitive Strategy
15(3)
Cost Leadership
15(1)
Differentiation
16(1)
Other Strategic Issues
17(1)
The Five Steps of Strategic Decision Making
17(1)
The Professional Environment of Cost Management
18(5)
Professional Organizations
18(2)
Professional Certifications
20(1)
Professional Ethics
21(2)
Summary
23(1)
Key Terms
23(1)
Comments on Cost Management in Action
24(1)
Self-Study Problem
24(1)
Questions
25(1)
Brief Exercises
25(2)
Exercises
27(2)
Problems
29(4)
Solution to Self-Study Problem
33(1)
Chapter 2 Implementing Strategy: The Value Chain, the Balanced Scorecard, and the Strategy Map
34(32)
Strengths-Weaknesses-Opportunities-Threats (SWOT) Analysis
35(2)
Execution
37(1)
Value-Chain Analysis
38(3)
Value-Chain Analysis in Computer Manufacturing
40(1)
The Five Steps of Strategic Decision Making for CIC Manufacturing
40(1)
The Balanced Scorecard and Strategy Map
41(9)
The Balanced Scorecard (BSC)
42(3)
The Strategy Map
45(2)
Expanding the Balanced Scorecard and Strategy Map: Sustainability
47(3)
Summary
50(1)
Key Terms
50(1)
Comments on Cost Management in Action
50(1)
Self-Study Problems
50(1)
Questions
51(1)
Brief Exercises
52(1)
Exercises
53(2)
Problems
55(9)
Solutions to Self-Study Problems
64(2)
Chapter 3 Basic Cost Management Concepts
66(30)
Costs, Cost Drivers, Cost Objects, and Cost Assignment
66(11)
Cost Assignment and Cost Allocation: Direct and Indirect Costs
67(3)
Cost Drivers and Cost Behavior
70(1)
Activity-Based Cost Drivers
70(1)
Volume-Based Cost Drivers
71(4)
Structural and Executional Cost Drivers
75(2)
Cost Concepts for Product and Service Costing
77(5)
Product Costs and Period Costs
77(1)
Manufacturing, Merchandising, and Service Costing
77(3)
Attributes of Cost Information
80(1)
Periodic and Perpetual Inventory Systems
81(1)
Summary
82(1)
Key Terms
82(1)
Comments on Cost Management in Action
82(1)
Self-Study Problem
83(1)
Questions
83(1)
Brief Exercises
84(1)
Exercises
84(7)
Problems
91(3)
Solution to Self-Study Problem
94(2)
Chapter 4 Job Costing
96(32)
Costing Systems
96(2)
Cost Accumulation: Job or Process Costing?
97(1)
Cost Measurement: Actual, Normal, or Standard Costing?
97(1)
Overhead Application under Normal Costing: Volume-Based or Activity-Based?
98(1)
The Strategic Role of Costing
98(1)
Job Costing: The Cost Flows
98(4)
Direct and Indirect Materials Costs
99(1)
Direct and Indirect Labor Costs
100(1)
Factory Overhead Costs
101(1)
The Application of Factory Overhead in Normal Costing
102(4)
Cost Drivers for Factory Overhead Application
102(1)
Applying Factory Overhead Costs
103(1)
Departmental Overhead Rates
104(1)
Disposition of Underapplied and Overapplied Overhead
104(1)
Potential Errors in Overhead Application
105(1)
Job Costing in Service Industries; Project Costing
106(2)
Operation Costing
108(2)
Summary
110(1)
Appendix: Spoilage, Rework, and Scrap in Job Costing
110(2)
Key Terms
112(1)
Comments on Cost Management in Action
112(1)
Self-Study Problem
112(1)
Questions
113(1)
Brief Exercises
114(1)
Exercises
114(4)
Problems
118(8)
Solution to Self-Study Problem
126(2)
Chapter 5 Activity-Based Costing and Customer Profitability Analysis
128(41)
The Strategic Role of Activity-Based Costing
128(1)
Role of Volume-Based Costing
129(1)
Activity-Based Costing
129(3)
Resources, Activities, Resource Consumption Cost Drivers, and Activity Consumption Cost Drivers
130(1)
What Is Activity-Based Costing?
130(1)
The Two-Stage Cost Assignment Procedure
130(2)
Steps in Developing an Activity-Based Costing System
132(2)
Step 1 Identify Resource Costs and Activities
132(1)
Step 2 Assign Resource Costs to Activities
133(1)
Step 3 Assign Activity Costs to Cost Objects
134(1)
Benefits of Activity-Based Costing
134(1)
A Comparison of Volume-Based and Activity-Based Costing
134(4)
Volume-Based Costing
135(1)
Activity-Based Costing
135(2)
The Five Steps of Strategic Decision Making for Haymarket Bio Tech Inc.
137(1)
Calculating the Cost of Capacity in ABC
138(1)
Activity-Based Management
138(4)
What Is Activity-Based Management?
139(1)
Activity Analysis
139(1)
Value-Added Analysis
140(1)
Real-World Activity-Based Costing/Management Applications
141(1)
Customer Profitability Analysis
142(5)
Customer Cost Analysis
143(2)
Customer Profitability Analysis
145(1)
Customer Lifetime Value
145(2)
Implementation Issues and Extensions
147(3)
Multistage Activity-Based Costing
147(1)
Resource Consumption Accounting (RCA)
148(1)
Time-Driven Activity-Based Costing (TDABC)
149(1)
Summary
150(1)
Key Terms
151(1)
Comments on Cost Management in Action
151(1)
Self-Study Problem
151(1)
Questions
152(1)
Brief Exercises
153(1)
Exercises
153(5)
Problems
158(9)
Solution to Self-Study Problem
167(2)
Chapter 6 Process Costing
169(45)
Characteristics of Process Costing Systems
170(3)
Equivalent Units
170(1)
Flow of Costs in Process Costing
171(1)
Steps in Process Costing (The Production Cost Report)
171(2)
Process Costing Methods
173(1)
Illustration of Process Costing
173(9)
Weighted-Average Method
174(3)
First-In, First-Out (FIFO) Method
177(5)
Comparison of Weighted-Average and FIFO Methods
182(2)
Process Costing with Multiple Departments
184(5)
Transferred-In Costs
184(1)
Weighted-Average Method
184(2)
The FIFO Method
186(3)
Journal Entries for Process Costing
189(1)
Implementation and Enhancement of Process Costing
189(3)
Activity-Based Costing and the Theory of Constraints
189(1)
Just-in-Time Systems and Backflush Costing
190(1)
Normal and Standard Process Costing
191(1)
Summary
192(1)
Appendix: Spoilage in Process Costing
193(3)
Key Terms
196(1)
Comments on Cost Management in Action
196(1)
Self-Study Problems
196(1)
Questions
197(1)
Brief Exercises
197(1)
Exercises
198(3)
Problems
201(8)
Solutions to Self-Study Problems
209(5)
Chapter 7 Cost Allocation: Departments, Joint Products, and By-Products
214(41)
The Strategic Role and Objectives of Cost Allocation
215(1)
The Ethical Issues of Cost Allocation
216(1)
Cost Allocation to Service and Production Departments
216(13)
First Phase: Trace Direct Costs and Allocate Indirect Costs to All Departments
218(1)
Allocation Phases Two and Three
219(5)
Implementation Issues
224(5)
Cost Allocation in Service Industries
229(3)
Joint Product Costing
232(5)
Methods for Allocating Joint Costs to Joint Products
232(5)
Summary
237(1)
Appendix: By-Product Costing
237(3)
Key Terms
240(1)
Comments on Cost Management in Action
240(1)
Self-Study Problem
240(1)
Questions
241(1)
Brief Exercises
241(1)
Exercises
242(4)
Problems
246(7)
Solution to Self-Study Problem
253(2)
PART TWO PLANNING AND DECISION MAKING
255(285)
Chapter 8 Cost Estimation
256(43)
Strategic Role of Cost Estimation
256(2)
Using Cost Estimation to Predict Future Costs
257(1)
Using Cost Estimation to Identify Cost Drivers
257(1)
Six Steps of Cost Estimation
258(1)
Step 1 Define the Cost Object
258(1)
Step 2 Determine the Cost Drivers
258(1)
Step 3 Collect Consistent and Accurate Data
258(1)
Step 4 Graph the Data
258(1)
Step 5 Select and Employ the Estimation Method
259(1)
Step 6 Assess the Accuracy of the Cost Estimate
259(1)
Cost Estimation Methods
259(11)
An Illustration of Cost Estimation
259(1)
High-Low Method
259(3)
Regression Analysis
262(4)
An Example: Using Regression to Estimate Maintenance Costs
266(2)
A Second Example: Using Excel for Regression Analysis
268(2)
Illustration of the Use of Regression Analysis in the Gaming Industry
270(1)
The Five Steps of Strategic Decision Making for Harrah's
270(1)
Time-Series and Cross-Sectional Regression
270(1)
Implementation Problems: Nonlinearity
270(1)
Summary
271(1)
Appendix: Learning Curve Analysis
272(3)
Regression Analysis Supplement (available online only through the Connect Library)
Key Terms
275(1)
Comments on Cost Management in Action
276(1)
Self-Study Problems
276(2)
Questions
278(1)
Brief Exercises
279(1)
Exercises
280(5)
Problems
285(10)
Solutions to Self-Study Problems
295(4)
Chapter 9 Short-Term Profit Planning: Cost-Volume-Profit (CVP) Analysis
299(41)
Cost-Volume-Profit (CVP) Analysis
299(3)
Contribution Margin and Contribution Income Statement
301(1)
Strategic Role of CVP Analysis
302(1)
CVP Analysis for Breakeven Planning
303(3)
Breakeven in Units, Q
303(1)
Breakeven in Dollars
303(1)
Short-Cut Formulas
304(1)
CVP Graph and the Profit-Volume Graph
304(2)
CVP Analysis for Profit Planning
306(4)
Revenue Planning
306(1)
Cost Planning
306(4)
Including Income Taxes in CVP Analysis
310(1)
CVP Analysis for Activity-Based Costing (ABC)
310(3)
Dealing with Risk and Uncertainty
313(6)
What-If Analysis of Sales: Contribution Margin and Contribution Margin Ratio
313(1)
Decision Tables/Decision Trees/Expected Value Analysis
314(1)
Monte Carlo Simulation
314(1)
Margin of Safety (MOS)
315(1)
Operating Leverage
315(3)
The Five Steps of Strategic Decision Making for CVP Analysis
318(1)
CVP Analysis with Two or More Products/Services
319(3)
Multiproduct Profit Planning Using the Weighted-Average Contribution Margin Ratio (CMR)
320(1)
Multiproduct Profit Planning Using the Weighted-Average Contribution Margin per Unit
321(1)
Multiproduct Profit Planning Using the "Sales Basket" Approach
321(1)
Value Stream Accounting and CVP Analysis
321(1)
CVP Analysis for Not-for-Profit (NFP) Organizations
322(1)
Assumptions and Limitations of Conventional CVP Analysis
322(1)
Linearity, the Relevant Range, and Step Costs
322(1)
Summary
323(1)
Key Terms
324(1)
Self-Study Problem
324(1)
Questions
324(1)
Brief Exercises
324(1)
Exercises
325(5)
Problems
330(9)
Solution to Self-Study Problem
339(1)
Chapter 10 Strategy and the Master Budget
340(54)
Role of Budgets
340(2)
Strategy and the Master Budget
342(1)
Importance of Strategy in Budgeting
342(1)
Strategic Goals and Long-Term Objectives
342(1)
Short-Term Objectives and the Master Budget
342(1)
The Budgeting Process
343(2)
Budget Committee
343(1)
Budget Period
343(1)
Budget Guidelines
344(1)
Negotiation, Review, and Approval
344(1)
Revision
344(1)
Comprehensive Budgeting Example: Kerry Window Systems, Inc. (KWS)
344(1)
The Five Steps of Strategic Decision Making for Kerry Window Systems, Inc.
345(1)
Master Budget
345(11)
Sales Budget
345(1)
Manufacturing Budgets
346(6)
Merchandise Purchases Budget
352(1)
Selling and Administrative Expense Budget
352(1)
Cash Receipts (Collections) Budget
353(1)
Cash Budget
354(1)
Budgeted Income Statement
354(1)
Budgeted Balance Sheet
355(1)
Uncertainty and the Budgeting Process
356(4)
What-If Analysis
356(3)
Sensitivity Analysis
359(1)
Scenario Analysis
360(1)
Budgeting in Service Companies
360(2)
Budgeting in Service Industries
360(2)
Alternative Budgeting Approaches
362(3)
Zero-Base Budgeting (ZBB)
362(1)
Activity-Based Budgeting (ABB)
362(2)
Time-Driven Activity-Based Budgeting
364(1)
Kaizen (Continuous-Improvement) Budgeting
365(1)
Behavioral Issues in Budgeting
365(4)
Budgetary Slack
365(1)
Goal Congruence
366(1)
Authoritative or Participative Budgeting?
366(1)
Difficulty Level of the Budget Target
367(1)
Linkage of Compensation and Budgeted Performance
367(2)
Summary
369(1)
Key Terms
370(1)
Self-Study Problems
370(1)
Questions
371(1)
Brief Exercises
372(1)
Exercises
373(11)
Problems
384(7)
Solutions to Self-Study Problems
391(3)
Chapter 11 Decision Making with a Strategic Emphasis
394(44)
The Five Steps of the Decision-Making Process
394(1)
Relevant Cost Analysis
395(4)
Relevant Cost Information
395(2)
Batch-Level Cost Drivers
397(1)
Depreciation Expense: Relevant or Not?
398(1)
Other Relevant Information
398(1)
Strategic Analysis
399(1)
Special-Order Decisions
400(1)
Relevant Cost Analysis
400(1)
Strategic Analysis
401(1)
Is TTS Operating at Full Capacity?
401(1)
Excessive Relevant Cost Pricing
402(1)
Other Important Strategic Factors
402(1)
Value Stream Accounting and the Special-Order Decision
402(1)
Make-vs.-Buy and Lease-vs.-Buy Decisions
403(1)
Relevant Cost Analysis
403(3)
Make vs. Buy
403(1)
Lease vs. Purchase (Buy)
404(2)
Strategic Analysis
406(1)
Decisions to Sell Before or After Additional Processing
406(1)
Relevant Cost Analysis
406(1)
Strategic Analysis
407(1)
Product- (or Service-) Line Profitability Analysis
408(1)
Profitability Analysis: Keep or Drop a Product (or Service) Line
408(2)
Strategic Analysis
409(1)
Profitability Analysis: Service Offerings of Not-for-Profit Organizations
410(1)
Constrained Optimization Analysis: Short-Term Product-Mix Decisions
410(1)
Case 1 One Production Constraint
411(1)
Case 2 Two or More Production Constraints
412(2)
Behavioral and Implementation Issues
414(1)
Consideration of Strategic Objectives
414(1)
Predatory Pricing Practices
414(1)
Replacement of Variable Costs with Fixed Costs
414(1)
Proper Identification of Relevant Factors
415(1)
Summary
415(1)
Appendix: Linear Programming and the Product-Mix Decision
416(2)
Key Terms
418(1)
Comments on Cost Management in Action
418(1)
Self-Study Problems
418(1)
Questions
419(1)
Brief Exercises
419(1)
Exercises
420(5)
Problems
425(11)
Solutions to Self-Study Problems
436(2)
Chapter 12 Strategy and the Analysis of Capital Investments
438(62)
Strategy and the Analysis of Capital Expenditures
439(1)
Underlying Nature of Capital Expenditures
439(1)
Chapter Overview---Where Are We Headed?
439(1)
The Role of Accounting in the Capital-Budgeting Process
439(3)
Linkage to the Master Budget
440(1)
Linkage to Strategy and the Balanced Scorecard (BSC)
440(1)
Generation of Relevant Financial Data for Decision-Making Purposes
441(1)
Conducting Post-Audits
441(1)
The Five Steps of Strategic Decision Making: Cost-Benefit Analysis of a Proposed Hospital Bar-Code Technology Investment
442(1)
Identification of Relevant Cash Flow Data for Capital-Expenditure Analysis
442(7)
Why Focus on Cash Flows and the Timing of These Cash Flows?
442(1)
Cash Flows---A Framework for Analysis
443(1)
Sample Data Set: Mendoza Company---Equipment-Purchase Decision
443(1)
Determining After-Tax Cash Flows for Capital Investment Analysis
444(5)
Recap---After-Tax Cash Flow Information for the Mendoza Company Investment Proposal
449(1)
Discounted Cash Flow (DCF) Capital-Budgeting Decision Models
449(9)
Types of Capital-Budgeting Decision Models
449(1)
DCF Models: Specifying the Discount Rate
450(1)
Estimating the WACC
451(2)
Net Present Value (NPV) Decision Model
453(1)
Internal Rate of Return (IRR) Decision Model
454(2)
The Modified Internal Rate of Return (MIRR)
456(1)
Comparison of NPV and IRR Methods: Which to Use?
457(1)
Structuring an Asset-Replacement Decision Problem
457(1)
Uncertainty and the Capital-Budgeting Process
458(7)
Sensitivity Analysis
458(3)
Real Options
461(4)
Other Capital - Budgeting Decision Models
465(4)
Payback Period
465(2)
Accounting (Book) Rate of Return
467(2)
Behavioral Issues in Capital Budgeting
469(2)
Common Behavioral Problems: Cost Escalation, Incrementalism, and Uncertainty Intolerance
469(1)
Goal-Congruency Issues
469(1)
Addressing the Goal - Congruency Problem
470(1)
Summary
471(2)
Appendix A Spreadsheet Templates for Conducting a DCF Analysis of an Asset-Replacement Decision
473(2)
Appendix B DCF Models: Some Advanced Considerations
475(2)
Appendix C Present Value Tables
477(2)
Key Terms
479(1)
Self-Study Problem
479(1)
Questions
480(1)
Brief Exercises
480(1)
Exercises
481(8)
Problems
489(6)
Solution to Self-Study Problem
495(5)
Chapter 13 Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic Pricing
500(40)
Target Costing
502(7)
Value Engineering
503(3)
Target Costing and Kaizen
506(1)
An Illustration: Target Costing in Health Product Manufacturing
506(1)
An Illustration Using Quality Function Deployment (QFD)
507(2)
Benefits of Target Costing
509(1)
The Theory of Constraints
509(8)
The Use of the Theory of Constraints Analysis in Health Product Manufacturing
510(1)
Steps in the Theory of Constraints Analysis
511(4)
The Five Steps of Strategic Decision Making for Speed and Efficiency in the Fashion Industry
515(1)
Theory of Constraints Reports
515(1)
Activity-Based Costing and the Theory of Constraints
516(1)
Life-Cycle Costing
517(1)
The Importance of Design
517(1)
Strategic Pricing Using the Product Life Cycle
518(4)
Pricing Using the Cost Life Cycle
519(1)
Strategic Pricing for Phases of the Sales Life Cycle
520(1)
Strategic Pricing: Analytical and Peak Pricing Methods
521(1)
Summary
522(1)
Appendix: Using the Flow Diagram to Identify Constraints
522(1)
Key Terms
523(1)
Comments on Cost Management in Action
524(1)
Self-Study Problem
524(1)
Questions
525(1)
Brief Exercises
525(1)
Exercises
525(5)
Problems
530(9)
Solution to Self-Study Problem
539(1)
PART THREE OPERATIONAL-LEVEL CONTROL
540(197)
Chapter 14 Operational Performance Measurement: Sales, Direct-Cost Variances, and the Role of Nonfinancial Performance Measures
541(50)
Management Accounting and Control Systems
542(1)
Developing an Operational Control System: The Five Steps of Strategic Decision Making for Schmidt Machinery
542(1)
Short-Term Financial Control
543(1)
Flexible Budgets and Profit-Variance Analysis
544(14)
The Flexible Budget
544(2)
Sales Volume Variance and the Flexible-Budget Variances
546(12)
Standard Costs
558(3)
Standard Costs vs. a Standard Cost System
558(1)
Types of Standards
558(1)
Standard-Setting Procedures
559(1)
Establishing Standard Costs
560(1)
Standard Cost Sheet
561(1)
Recording Cost Flows and Variances in a Standard Cost System
561(3)
Direct Materials Cost
562(1)
Direct Labor Cost
563(1)
Completion of Production
564(1)
The Strategic Role of Nonfinancial-Performance Indicators
564(5)
Limitations of Short-Term Financial-Performance Indicators
564(2)
Business Processes
566(1)
Operating Processes
566(1)
Just-in-Time (JIT) Manufacturing
567(2)
Summary
569(2)
Key Terms
571(1)
Comments on Cost Management in Action
571(1)
Self-Study Problems
572(1)
Questions
573(1)
Brief Exercises
573(1)
Exercises
574(6)
Problems
580(7)
Solutions to Self-Study Problems
587(4)
Chapter 15 Operational Performance Measurement: Indirect-Cost Variances and Resource-Capacity Management
591(52)
Standard Overhead Costs: Planning vs. Control
591(2)
Variance Analysis for Manufacturing Overhead Costs
593(12)
Variable Overhead Cost Analysis
594(1)
Interpretation and Implications of Variable Overhead Variances
595(1)
Fixed Overhead Cost Analysis
596(4)
Interpretation of Fixed Overhead Variances
600(2)
Alternative Analyses of Overhead Variances
602(2)
Summary of Overhead Variances
604(1)
Supplementing Financial Results with Nonfinancial Performance Indicators
604(1)
Recording Standard Overhead Costs
605(2)
Journal Entries and Variances for Overhead Costs
605(2)
End-of-Period Disposition of Variances
607(3)
Variance Disposition
607(2)
The Effects of Denominator-Level Choice on Absorption Costing Income
609(1)
Standard Costs in Service Organizations
610(1)
Overhead Cost Variances in Traditional ABC Systems
611(5)
ABC-Based Flexible Budgets for Control
611(3)
Flexible-Budget Analysis under Traditional ABC When There h a Standard Batch Size for Production Activity
614(1)
Extension of ABC Analysis: GPK and RCA
615(1)
Investigation of Variances
616(2)
Causes and Controllability
616(1)
Role of Control Charts
617(1)
Summary
618(2)
Appendix: Variance-Investigation Decisions under Uncertainty
620(3)
Key Terms
623(1)
Comments on Cost Management in Action
623(1)
Self-Study Problems
624(1)
Questions
625(1)
Brief Exercises
625(1)
Exercises
626(5)
Problems
631(8)
Solutions to Self-Study Problems
639(4)
Chapter 16 Operational Performance Measurement: Further Analysis of Productivity and Sales
643(41)
The Strategic Role of the Flexible Budget in Analyzing Productivity and Sales
644(1)
Analyzing Productivity
645(8)
Partial Productivity
647(4)
Total Productivity
651(2)
Analyzing Sales: Comparison with the Master Budget
653(9)
Sales Volume Variance Partitioned into Sales Quantity and Sales Mix Variances
654(3)
Sales Quantity Variance Partitioned into Market Size and Market Share Variances
657(4)
The Five Steps of Strategic: Decision Making for Schmidt Machinery
661(1)
Analyzing Sales: Comparison with Prior Year Results
662(3)
Analysis of Selling Price and Volume Variances
662(2)
Analysis of Mix and Quantity Variances
664(1)
Analysis of Variable Cost Variances
664(1)
Summary
665(1)
Key Terms
666(1)
Comments on Cost Management in Action
666(1)
Self-Study Problems
666(1)
Questions
667(1)
Brief Exercises
668(1)
Exercises
669(3)
Problems
672(7)
Solutions to Self-Study Problems
679(5)
Chapter 17 The Management and Control of Quality
684(53)
The Strategic Importance of Quality
684(2)
Baldrige Quality Award
684(1)
ISO 9000 and ISO 14000
685(1)
Quality and Profitability: Conceptual Linkage
685(1)
Accounting's Role in the Management and Control of Quality
686(2)
The Five Steps of Strategic Decision Making: Improving Quality in Pharmaceutical and Medical-Product Companies
687(1)
Comprehensive Framework for Managing and Controlling Quality
688(4)
The Meaning of Quality
688(1)
Knowledge of Business Processes
689(1)
Role of the Customer
690(1)
Financial Component
691(1)
Nonfinancial Performance indicators
691(1)
Feedback Loops
691(1)
Relevant Cost Analysis of Quality-Related Spending and Investments
691(1)
Link to Operations Management
691(1)
Breadth of the System
692(1)
Alternative Approaches to Setting Quality-Related Expectations
692(7)
Setting Quality Expectations: A Six Sigma Approach
692(2)
Setting Quality Expectations: Goalpost vs. Absolute Conformance Standards
694(1)
Goalpost Conformance
694(1)
Absolute Quality Conformance
694(1)
Goalpost or Absolute Conformance?
695(1)
Taguchi Quality Loss Function
696(3)
Financial Measures and Cost of Quality (COQ)
699(6)
Relevant Cost Analysis: Decision Making
699(1)
Cost-of-Quality (COQ) Reporting
700(2)
COQ Reports
702(2)
COQ and Activity-Based Costing (ABC)
704(1)
Nonfinancial Quality Indicators
705(3)
Internal Nonfinancial Quality Metrics
705(1)
External (Customer Satisfaction) Quality Metrics
706(1)
Role of Nonfinancial Performance Measures
707(1)
Detecting and Correcting Poor Quality
708(5)
Detecting Poor Quality
708(1)
Taking Corrective Action
709(4)
Lean Manufacturing and Accounting for Lean
713(4)
Lean Manufacturing
713(1)
Accounting for Lean
714(1)
The Strategic Role of Lean Accounting
715(2)
Summary
717(1)
Key Terms
717(1)
Self-Study Problems
717(1)
Questions
718(1)
Brief Exercises
718(3)
Exercises
721(9)
Problems
730(6)
Solutions to Self-Study Problems
736(1)
PART FOUR MANAGEMENT-LEVEL CONTROL
737(129)
Chapter 18 Strategic Performance Measurement: Cost Centers, Profit Centers, and the Balanced Scorecard
738(46)
Performance Measurement and Control
739(4)
Operational Control vs. Management Control
739(1)
Objectives of Management Control
740(1)
Employment Contracts
741(2)
Design of Management Control Systems for Motivation and Evaluation
743(2)
Informal Control Systems
744(1)
Formal Control Systems
744(1)
Strategic Performance Measurement
745(2)
Decentralization
745(1)
Types of Strategic Business Units
745(1)
The Balanced Scorecard
746(1)
Cost Centers
747(4)
Strategic Issues Related to Implementing Cost Centers
747(1)
Implementing Cost Centers in Departments
748(2)
Outsourcing or Consolidating Cost Centers
750(1)
Cost Allocation
750(1)
Revenue Centers
751(1)
Profit Centers
752(6)
Strategic Role of Profit Centers
752(2)
The Contribution Income Statement
754(4)
Strategic Performance Measurement and the Balanced Scorecard
758(3)
Implementing the Balanced Scorecard and the Strategy Map for Performance Evaluation
759(1)
Implementing Strategy Using the BSC: Six Steps to Maximize the Value of Nonfinancial Measures
760(1)
Management Control in Service Firms and Not-for-Profit Organizations
761(1)
Summary
762(1)
Key Terms
762(1)
Comments on Cost Management in Action
763(1)
Self-Study Problem
763(1)
Questions
764(1)
Brief Exercises
764(1)
Exercises
765(7)
Problems
772(11)
Solution to Self-Study Problem
783(1)
Chapter 19 Strategic Performance Measurement: Investment Centers and Transfer Pricing
784(46)
Five Steps in the Evaluation of the Financial Performance of Investment Centers in an Organization
784(2)
Part One Financial-Performance Indicators for Investment Centers
786(1)
Return on Investment
786(10)
Return on Investment (ROI) Equals Return on Sales (ROS) Times Asset Turnover (AT)
786(1)
Illustration of Short-Term Financial-Performance Evaluation Using ROI
787(1)
Return on Investment (ROI): Measurement Issues
788(5)
Strategic Issues Regarding the Use of ROI
793(3)
Residual Income
796(2)
Time Period of Analysis: Single vs. Multiperiod Perspective
797(1)
Limitations of Residual Income (RI)
797(1)
Economic Value Added
798(3)
Estimating EVA®
799(1)
Alternative Approaches to Estimating EVA® NOPAT and EVA® Capital
800(1)
Using Average Total Assets
801(1)
Part Two Transfer Pricing
801(1)
When Is Transfer Pricing Important?
801(1)
Objectives of Transfer Pricing
802(1)
Transfer-Pricing Methods
803(4)
Choosing the Right Transfer-Pricing Method: The Firmwide Perspective
804(3)
General Transfer-Pricing Rule
807(1)
International Issues in Transfer Pricing
808(3)
Income Tax Planning Opportunities: International Transfer Pricing
809(1)
Other International Considerations
810(1)
Advance Pricing Agreements
811(1)
Summary
811(1)
Key Terms
812(1)
Comments on Cost Management in Action
812(1)
Self-Study Problems
813(1)
Questions
813(1)
Brief Exercises
814(1)
Exercises
814(5)
Problems
819(10)
Solutions to Self-Study Problems
829(1)
Chapter 20 Management Compensation, Business Analysis, and Business Valuation
830(36)
Part One Types of Management Compensation
830(1)
Types of Management Compensation
831(1)
Strategic Role and Objectives of Management Compensation
831(3)
Design the Compensation Plan for Existing Strategic Conditions
831(1)
Risk Aversion and Management Compensation
832(1)
Ethical Issues
832(1)
Objectives of Management Compensation
833(1)
Bonus Plans
834(4)
Bases for Bonus Compensation
834(2)
Bonus Compensation Pools
836(1)
Bonus Payment Options
836(2)
Tax Planning and Financial Reporting
838(1)
Management Compensation in Service Firms
839(2)
Part Two Business Analysis and Business Valuation
841(1)
Business Analysis
841(3)
The Balanced Scorecard
841(2)
Financial Ratio Analysis
843(1)
Business Valuation
844(4)
The Discounted Cash Flow Method
845(2)
Multiples-Based Valuation
847(1)
Enterprise Value
847(1)
An Illustration of the Five Steps of Strategic Decision Making in the Valuation of a Fashion Retailer
848(1)
Summary
848(1)
Key Terms
849(1)
Comments on Cost Management in Action
849(1)
Self-Study Problems
850(1)
Questions
850(1)
Brief Exercises
851(1)
Exercises
852(5)
Problems
857(8)
Solution to Self-Study Problems
865(1)
Glossary 866(12)
Index 878
Edward J. Blocher is an emeritus professor of accounting at the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill. His undergraduate degree (economics) is from Rice University, his MBA from Tulane University, and his Ph.D. from the University of Texas at Austin. Professor Blocher has presented regularly on strategic cost management at the national meetings of both the American Accounting Association (AAA) and the Institute of Management Accountants (IMA). While he is involved in a number of accounting organizations, Professor Blocher has been most continually active in the IMA, where he has been a member of the IMAs Research Foundation. He is a certified management accountant (CMA), has taught review courses for the CMA exam, and has served on the IMAs national education committee. He has supervised or participated in the direction of several doctoral students, many of whom prepared dissertations in management accounting. Professor Blocher is also the author or co-author of several articles in management accounting and in other areas of accounting and has served as associate editor and reviewer for a number of accounting journals. He has a 2009 article in Issues in Accounting Education on the topic of teaching strategic cost management. Putting research and teaching into practice is important to Professor Blocher, who has worked closely with other firms and organizations in developing products, publications, and teaching materials. He was a member of the task force for the IMA that developed a new definition of management accounting in 2008. From 20102014, he served as a member of the joint curriculum task force of the Management Accounting Section (MAS) of the AAA and the IMA, which was charged with the responsibility of developing curriculum recommendations for accounting education. The task force has two recent publications in Issues in Accounting Education. Also, he has provided expert testimony and has consulted with a number of organizations regarding cost management matters.





David E. Stout is currently the Director of the Master of Accounting (MAcc) programs at Villanova University. From 2003-2017 David was the John S. and Doris M. Andrews Professor of Accounting at Youngstown State University. Previously, he was the John M. Cooney Professor of Accounting at Villanova University. Prior to this, he served as a faculty member at Rider University. David earned his Ph.D. in accounting (1982) from the Katz Graduate School of Business, University of Pittsburgh. He served previously as editor of Issues in Accounting Education and as editor-in-chief of the Journal of Accounting Education. Professor Stout has published over 100 articles in professional and academic journals, including Advances in Accounting Education, Issues in Accounting Education, the Journal of Accounting Education, The Accounting Educators Journal, Advances in International Accounting, Behavioral Research in Accounting (BRIA), The CPA Journal, Educational and Psychological Measurement, the IMA Educational Case Journal, Managerial Finance, Management Accounting, Management Accounting Quarterly, Financial Practice and Education, Strategic Finance, and Advances in Accounting. David is past president of the Teaching, Learning & Curriculum (TLC) Section of the AAA, past president of the Academy of Business Education (ABE), and past president of the Ohio Region, American Accounting Association (AAA). During the period 20112014, he served as a member of the AAA Board of Directors. In 2007, he received the R. Lee Brummet Award for Distinguished Accounting Educators, Institute of Management Accountants (IMA), and the Ohio Outstanding Accounting Educator Award, which is co-sponsored by the Ohio Society of CPAs and the AAAs Ohio Region. In 2008, David received the Distinguished Achievement in Accounting Education Award from the AICPA, and the Distinguished Service Award for Educators given by the IMA. Also in 2008, David was inducted into the Hall of Honor, TLC Section of the AAA and was selected by Ohio Magazine as one of Ohios Outstanding College and University Teachers. In 2012, he was a co-recipient of the Jim Bulloch Award for Innovations in Management Accounting Education, an award given annually by the Management Accounting Section (MAS) of the AAA and sponsored by the Institute of Management Accountants (IMA). In 2015, Professor Stout was the recipient of the 2015 American Accounting Association (AAA) Outstanding Educator Award. From 20102016, he served as a member of the joint curriculum task force of the Management Accounting Section (MAS) of the AAA and the IMA, which was charged with the responsibility of developing curricular recommendations for accounting education. In 2016, David received the Lifetime Service Award from the AAA for his contributions to accounting education. In 2017, he received the AAA Ohio Region President's Award for Lifetime Exemplary service to the region.





Paul E. Juras is the Vander Wolk Professor of Managerial Accounting and Operational Performance and Chair of the Accountancy and Law Division at Babson College. Previously he was a professor of accountancy at Wake Forest University. He earned both his BBA and MBA at Pace University and his Ph.D. from Syracuse University. He is a certified management accountant (CMA) and has a certified public accountant (CPA) license from New York. Professor Juras has experience in strategic management accounting. He has published articles and cases in many journals, including the Journal of Corporate Accounting and Finance, Issues in Accounting Education, The CPA Journal, and Strategic Finance. He has made numerous presentations at meetings of both the American Accounting Association (AAA) and the Institute of Management Accountants (IMA). In 2014, he received the IMAs Lybrand Gold Medal, awarded to the author(s) of the outstanding article of the year published in Strategic Finance, and in 2015 he received the IMAs R. Lee Brummet Award for Distinguished Accounting Educators.

Professor Juras teaches managerial accounting and strategic cost management courses and has taught in the undergraduate program, the Masters of Science in Accountancy program, and the MBA program at Wake Forest University. He has also taught in the undergraduate, the full-time MBA, the evening MBA, and the blended-learning MBA programs at Babson College.

While he was active in CAM-I, the Consortium for Advanced Management-International, and has served in leadership roles in the Management Accounting Section of the AAA, Professor Juras dedicates most of his efforts outside the classroom to the IMA. He is currently a member of the IMA Global Board of Directors and serves as Chairman of the Institute of Certified Management Accountants, the organization responsible for the CMA certification. In addition, Professor Juras served a three-year term as the chair of the IMA Research Foundation and 10 years as an associate editor of the IMA Educational Case Journal.









Gary M. Cokins, CPIM, is an internationally recognized expert, speaker, and author in advanced cost management and performance improvement systems. He has received CAM-Is Robert A. Bonsack Award for Distinguished Contributions in Advanced Cost Management and was the lead author of the highly regarded An ABC Managers Primer (Irwin, IMA, CAM-I, 1992.