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STRATEGIC MANAGEMENT ACCOUNTING

STRATEGIC MANAGEMENT ACCOUNTING. Anushka De Silva. Overview of the Std. Costing & Variance Analysis. Planning & Operational Variance. Operational Variance

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STRATEGIC MANAGEMENT ACCOUNTING

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  1. STRATEGIC MANAGEMENT ACCOUNTING Anushka De Silva

  2. Overview of the Std. Costing & Variance Analysis

  3. Planning & Operational Variance Operational Variance Some variances will arise due to factors that are almost or entirely within the control of management. These are referred to as operational variances. Planning Variance Variances that occur from changes in factors external to the business are referred to as planning variances. As planning variances are not under the control of operational management, it cannot be held accountable for them.

  4. Customer Profitability Analysis Traditional accounting methods provide little help in calculating profitability at individual customer level. Customer Profitability Analysis (CPA) has therefore become an important tool in helping businesses identify their ‘profitable’ and ‘unprofitable’ customers and understand why that is. CPA recognises that each customer is different and that each LKR 1 of revenue or gross margin does not necessarily contribute equally to the profits of the business. Customers use resources differently, therefore the ‘costs to serve’ them (CTS) can vary from one customer to another. On their own, Revenue and Gross Margin can be unreliable indicators of profitability.

  5. Customer Profitability Analysis Example of Customer Profitability Analysis CPA uses the principles of Activity Based Costing to establish the ‘Cost to Serve’ for each customer or customer segment. Expenses of the business are attributed to ‘activities’; the ‘drivers’ of those activities are identified, and the resulting costs charged against products, customers, channels, etc. dependent upon their use. Where possible, these costs are calculated and attached at individual transaction level for the period analysed.

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