Strategy, Balanced Scorecard,
and
Strategic Profitability Analysis
Strategy, Balanced Scorecard,
and
Strategic Profitability Analysis
Learning Objective 1
Learning Objective 1
What is Strategy?
What is Strategy?
What is Strategy?
What is Strategy?
What is the focus of industry analysis? Competitors
Potential entrants into the market Equivalent products
Basic Strategies
Basic Strategies
Implementation of Strategy
Implementation of Strategy
Management accountants design reports to help managers track progress in
The Balanced Scorecard
The Balanced Scorecard
The scorecard measures an organization’s performance from four perspectives:
1. Financial 2. Customer
Learning Objective 2
Learning Objective 2
Reengineering
Reengineering
Reengineering is the fundamental rethinking of business processes delivery to achieve
improvements in critical measures of performance such as cost, quality, service,
Reengineering Example
Reengineering Example
Customers needs identified
Purchase order issued
Production scheduled
Manufacturing completed
Finished goods to inventory
Quantities to be shipped
matched against purchase order
Shipping documents sent to Billing Department
Invoice issued
Customer payment follow up
Reengineering Example
Reengineering Example
The following was determined:
Frequently, there is a long waiting time before
production begins in the manufacturing department. Sometimes items are held in inventory until
Reengineering Example
Reengineering Example
If the quantity shipped does not match the number of items requested by the customer,
a special shipment must be scheduled. Dallas discovered that the many transfers
across departments slowed down the process and created delays.
Reengineering Example
Reengineering Example
A customer relationship manager is responsible for each customer.
Dallas will enter into long-term contracts with customers specifying quantities and prices. The customer relationship manager will work with the customer and manufacturing to specify
Reengineering Example
Reengineering Example
The schedule of customer orders will be sent electronically to manufacturing.
Learning Objective 3
Learning Objective 3
Perspectives of Performance
Perspectives of Performance
1. Financial 2. Customer
Financial Perspective
Financial Perspective
Objective:
Increase shareholder value
Measures:
Financial Perspective
Financial Perspective
Initiatives: PerformanceTarget PerformanceActual
Manage costs and unused capacity
Build strong customer relationships
$2,000,000
$3,000,000
6% Build strong customer
relationships
$2,100,000
$3,420,000
Customer Perspective
Customer Perspective
Objectives:Increase market share
Measures:
Market share in communication networks segment
Customer Perspective
Customer Perspective
Initiatives: PerformanceTarget PerformanceActual
Identify future needs of customer
Identify new target customer segments
6%
7
90% give top two ratings Increase customer focus
of sales organization
7%
8
Internal Business
Process Perspective
Internal Business
Process Perspective
Objectives:
Improve manufacturing quality and productivity
Measures:
Yield
On-time delivery
Internal Business
Process Perspective
Internal Business
Process Perspective
Initiatives: PerformanceTarget PerformanceActual
Identify problems and improve quality
Reengineer order delivery process
78%
92%
79.3%
Learning and Growth Perspective
Learning and Growth Perspective
Objectives:Align employee and organization goals
Measures:
Learning and Growth Perspective
Learning and Growth Perspective
Initiatives: PerformanceTarget PerformanceActual
Employee
participation and suggestion program
Aligning the Balanced
Scorecard to Strategy
Aligning the Balanced
Scorecard to Strategy
Different strategies call for different scorecards. What are some of the financial
perspective measures? Operating income
Revenue growth
Aligning the Balanced
Scorecard to Strategy
Aligning the Balanced
Scorecard to Strategy
What are some of the customer perspective measures?
Market share
Customer satisfaction
Customer retention percentage
Aligning the Balanced
Scorecard to Strategy
Aligning the Balanced
Scorecard to Strategy
What are some of the internal business perspective measures?
Innovation Process:
Manufacturing capabilities
Number of new products or services New product development time
Aligning the Balanced
Scorecard to Strategy
Aligning the Balanced
Scorecard to Strategy
Operations Process:
Yield
Defect rates
Time taken to deliver product to customers Percentage of on-time delivery
Aligning the Balanced
Scorecard to Strategy
Aligning the Balanced
Scorecard to Strategy
Post-sales service:
Time taken to replace or repair defective products
Aligning the Balanced
Scorecard to Strategy
Aligning the Balanced
Scorecard to Strategy
What are some of the learning and growth perspective measures?
Employee education and skill level Employee satisfaction scores
Employee turnover rates
Information system availability
Pitfalls When Implementing
a Balanced Scorecard
Pitfalls When Implementing
a Balanced Scorecard
What pitfalls should be avoided when implementing a balanced scorecard? 1. Don’t assume the cause-and-effect
linkages to be precise.
2. Don’t seek improvements across all measures all the time.
Pitfalls When Implementing
a Balanced Scorecard
Pitfalls When Implementing
a Balanced Scorecard
4. Don’t fail to consider both costs and benefits of initiatives such as spending on information technology and research and development.
5. Don’t ignore nonfinancial measures when evaluating managers and employees.
Learning Objective 4
Learning Objective 4
Evaluating the Success
of a Strategy
Evaluating the Success
of a Strategy
Assume the following operating incomes:
Year 2003 Year 2004 Revenues:
(1,000,000 × $26) $26,000,000
(1,100,000 × $24) $26,400,000 Expenses:
Evaluating the Success
of a Strategy
Evaluating the Success
of a Strategy
How can the increase in operating income of $818,680 be evaluated?
Growth
Growth Component
Growth Component
Assume that for 2003, Dallas produced and sold 1,000,000 units at $26 per unit.
During the year 2004, Dallas produced and sold 1,100,000 units at $24 per unit.
Growth Component
Growth Component
Revenue effect of growth component (Actual units of output sold in 2004 Actual units of output sold in 2003)
Output price in 2003
(1,100,000 – 1,000,000) × $26 = $2,600,000 F This component is favorable because
it increases operating income.
Growth Component
Growth Component
Cost effect of growth component
Actual units of input or capacity that would have been used in 2003 to produce year 2004
output assuming the same input-output relationship that existed in 2003
Actual units or capacity to produce 2003 output Input prices in 2003
=
Growth Component
Growth Component
To produce 1,100,000 units in 2004 compared with the 1,000,000 units produced in 2003
(a 10% increase), Dallas would require a proportional increase in direct materials. Assume that 3,000,000 square centimeters of materials were used to produce the 1,000,000
Growth Component
Growth Component
Assume that manufacturing conversion costs, selling and customer service costs and research
and development costs were $16,000,000 and remained stable during 2004.
What is the cost effect of the growth component? 3,000,000 × 110% = 3,300,000 centimeters
Operating Income and Growth
Operating Income and Growth
What is the net increase in operating income as a result of growth?
Revenue effect of growth component $2,600,000 F
Cost effect of growth component 405,000 U
Increase in operating income
Price-Recovery Component
Price-Recovery Component
Revenue effect of price-recovery component = (Output price in 2004 – Output price in 2003)
× Actual units of output sold in 2004 What is the revenue effect of the
price-recovery component?
Price-Recovery Component
Price-Recovery Component
Cost effect of price-recovery component (Input prices in 2004 – Input prices in 2003) Actual units of inputs or capacity that would
have been used to produce year 2004 output assuming the same input-output relationship
that existed in 2003
Assume that in the year 2004, direct materials costs were $1.31 per square centimeter.
=
Price-Recovery Component
Price-Recovery Component
What is the cost effect of the price-recovery component?
($1.31 – $1.35) × 3,300,000 = $132,000 F What is the total effect on operating
Operating Income and
Price-Recovery Component
Operating Income and
Price-Recovery Component
Revenue effect
of price-recovery component $2,200,000 U
Cost effect
of price-recovery component 132,000 F Decrease in operating income
Productivity Component
Productivity Component
Productivity component
Actual units of inputs or capacity to produce year 2004 output
=
Actual units of inputs or capacity that would have been used to produce
year 2004 output assuming the same
input-output relationship that existed in 2003
Productivity Component
Productivity Component
Assume that 2,772,000 actual square centimeters of direct materials were
used in the year 2004.
Productivity Component
Productivity Component
What is the productivity component of cost changes? (2,772,000 – 3,300,000) × $1.31 = $691,680 F
Change in Operating Income
Change in Operating Income
Increase in operating income $818,680
Growth component $2,195,000 F
Price-recovery component $2,068,000 U
Learning Objective 5
Learning Objective 5
Engineered Costs
Engineered Costs
Engineered costs result specifically from a clear cause-and-effect relationship between output and the resources needed to produce that output.
Discretionary Costs
Discretionary Costs
Discretionary costs have two important features. They arise from periodic (usually yearly)
decisions regarding the maximum amount to be incurred.
Relationships Between
Inputs and Outputs
Relationships Between
Inputs and Outputs
Engineered costs differ from discretionary costs along two key dimensions:
Relationships Between
Inputs and Outputs
Relationships Between
Inputs and Outputs
Engineered costs pertain to processes that are detailed, physically observable, and repetitive. Discretionary costs are associated with processes
Learning Objective 6
Learning Objective 6
Managing Unused Capacity
Managing Unused Capacity
What actions can management take when it identifies unused capacity?
Attempt to eliminate the unused capacity
End of Chapter 13