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Acc350 Collins Phase 1 Ip1
Acc350 Collins Phase 1 Ip1
Executive Summary
In this presentation the definition of what the purpose and nature of management accounting
key components that make up the firms “value proposition”. (Atkinson, Kaplan, Matsumura &
Young, p. 9, 2007). A short discussion of the management functions that provide managers high
probabilities of success and how developing long range goals help formulate implementation
strategies that support the firms strategic objectives. Lastly measurement recommendations to
supporting goal setting that push the responsibilities associated for their success down the line to
the lowest level of execution and enhance the commitments of all to meeting the strategy as
defined by upper management. Throughout this discussion strategic purposes of our value
proposition will be discussed and the business strategy implementation cycle will show the link
concerned with the provision of information to management for control and decision-making
purposes. (The New Penguin Business Dictionary, 2003). If by this definition the focus is upon
the decision makers of the organization and providing to them a means of control then I submit
this control is the key focus for management’s functions. Those tasks that involve planning,
organizing, and measuring the business processes they use throughout the organization to bring
about the uniqueness of their strategic objectives for which they are responsible.
In order to execute a business strategy with a high probability of success one must
identify the “key activities … its target customers and delivering what those target customers
want.” (Atkinson, et al., p. 9, 2007). This “value proposition” (Atkinson, et al., 2007) has “four
elements”. (Atkinson, et al., p. 9, 2007). The concept of value proposition has been in the
marketplace since the early 1970s. Some marketers refer to a value proposition as a key selling
point, or a differentiator used to persuade. It can also be referred to as the method you use to
According to Atkinson the first element is price. Determining “the relative price the
customer pays, given the product’s features and competitors’ product features” (Atkinson, et al.,
of the price are the product costs and identifying those “relevant to the short-term product mix
decision”. (Atkinson, et al., 2007). Congruency of value and price must be consistent with our
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customers. “Targeted customers are those who place the highest importance, in their buying
decisions, on the attributes of the value proposition offered by the company.” (Kaplan & Norton,
p. 89, 2001).
A successful firm in Southern California in the professional audio visual marketplace has
as their value proposition the motto of Three S, Service, Solutions, and Support. This firm leads
through their marketing activities with the ‘Three S’, it supports this with a highly competitive
market value that is always in congruence with the price for the products and services. The
leadership this firm provides to the global marketplace has contributed to consistent growth rates
How often does Apple run a sale on iPads or MacBooks? If our price and our value
proposition are misaligned, we create confusion — our market isn’t able to truly identify the
benefit they’re deriving from their relationship with us. Key measurements must take place to
keep our value proposition aligned, eliminating confusion, sending a clear message to our
customers – thus providing leadership using our strategic objectives and measurable goals to
guide us.
degree of conformance between what the customer is promised and what the customer receives.”
(Atkinson, et al., p. 10, 2007). An example from the electronics firm is providing defect free
products and supporting those products with a four year no questions asked return policy. The
depot repair facility that supports these products also provides complete exchanges with accounts
receivables credits for those exchanges if the product is not the correct fit for their projection and
audio visual applications. The credit to the customer’s account provides for any price differences
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it also provides a service to the customer that they can later use to apply to the open balance on
their accounts at year-end. This organizational commitment to quality and service is measured
constantly from component engineering, to receipts of purchase orders utilizing highly defined
quantitative and qualitative measurements during the inspection phase of the components from
suppliers. In the case of these credits it also extends to the customers accounts.
For their suppliers, these measurements continue at 100% of purchase receipts for new
suppliers and eventually scales down to 25% testing of all receipted items with a scorecard
maintained for each supplier that includes elements like, on time delivery, percentage of
component failures, and returns for damaged or unsatisfactory receipts back to the supplier.
These measurements not only get reported direct to the supplier they also are discussed weekly
in component engineering meetings that include management from production, R&D, component
engineering and materials management. Occasionally, the supplier is asked to report on their
own corrective measures to insure their products maintain a continuous improvement process.
For the customer’s account records well trained receivables representatives work directly with
the customer accounting base to rectify open issues monthly. They also work to develop highly
valued credit reputations. Their customers are dealers and having a well thought out credit policy
that enforces and develops good financial habits in their dealers is also considered a value they
Does our product perform and does it meet the requirements of the application? Are the
products/services we provide or manufacture exceeding our customers’ requirements and are the
features we provide in those products rich in application? In other words are our customers being
given a value that is feature rich providing satisfaction; exceeding their desires?
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“Deciding which target group of customers, varieties, and needs the company should
customers or needs and not to offer certain features or services.” (Porter, p. 77, 1996).
According to Atkinson, the final element of the value proposition is service. This is the
comprehensive element that covers everything else the organization may provide ether in direct
services or implied touch points from the sales personnel, to delivery, to accounting, to shipping
& receiving. That is all the other ways a customer or client may come into contact with the firm.
I would also suggest that along the four elements of the value proposition as suggested by
Atkinson, there are three complimentary ways to deliver value they are:
Management Functions
In their textbook (Atkinson, Kaplan, Matsumura & Young, 2007) discuss the following
questions. “What will I do?”, “How will I carry out my plan?”, “How am I doing and how does
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my performance compare to my plan?” (Atkinson, et al., 2007). These questions underscore the
“planning, organizing, and controlling” (Atkinson, et al., 2007) functions that managers employ
to not only formulate plans but also to follow through, monitor, & measure. Whereby “the needs
of decision makers in the organization drive the scope and focus of management accounting”,
(Atkinson, et al., p. 3) the functions they use are the tools of the trade of management in which
If the needs of the decision makers are formulated through a well defined strategic plan
then the value proposition can be clearly communicated and acted upon being disseminated from
the top down and throughout the ranks of the organization. Ultimately this value proposition will
enhance the service it provides to its customers and the profitability to the firm. The level of
excellence in which it delivers this will be quantified and the responsibility owned by those who
are the stakeholders in carrying out these plans. One example of planning common to all levels
of management is budgets.
“Budgets are quantitative plans of expected results and can be used as control devices.
They integrate and quantify the objectives of the entire organization, present plans in a
logical manner, and serve to coordinate the activities of all organizational units. (CTUO,
M.U.S.E., 2011).
Once a plan is formulated then the firm must organize. According to Collins, the task of
organization is to “gather information about the area of concern” (Collins, 2011, Chat Phase 1).
From a list of potential alternatives then a choice must be made to enter the acquisition phase of
Once a choice has been decided upon then delivering upon the solution involves
implementation. (Collins, 2011, Chat Phase 1). This is the boots on the ground, the actions being
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undertaken to make the new solution, form the list of alternatives, realistic and then through
supporting the implementation resources and time this solution becomes reality.
To be measured and reported upon the realistic picture of the solution must provide for
practical quantitative reporting and metrics. Metrics should be contrasted and compared to the
original planning goals. Personnel who have ownership should also be provided the resources so
that objective measurement can be made. Personnel who learn management accounting
techniques can be used to provide the necessary testing, reporting and eventual advisements for
In this presentation I have taken the liberty to identify four areas that involve strategic
goals and how we may measure our progress in each of these areas. The progress toward
reaching these goals and the measurements involved provide to us a means of putting our boots
on the ground to progress toward adding value through our strategic planning. Whereas
“procedures typically provide a system of steps that should be followed in a particular order to
accomplish a task” (CTUO, M.U.S.E, 2011), measuring those steps consistently allows the
necessary feedback to either make adjustments in these plans or motivating our personnel
differently to insure our plans take us in the correct direction to fulfilling these goals.
To insure that our goals are met, it would be helpful and highly recommended to ask for
commitments from our lower level employees with the appropriate oversight to commit to the
Three common ingredients that hinder success and almost guarantee failures are “lack of
commitment”, not providing for “the necessary time” to review and revise, and third overlying
“reliance on the past information”. (CTUO, M.U.S.E., 2011). Managers and their personnel must
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commit to these new responsibilities, provide the adequate time to meet to revise their progress,
that something may be wrong. However, management accounting tells them what and how,
problem definition and reasons for the problem. In other words “managerial accounting tells the
story of what is going on now, how it got there, what people did, how people did it, and where
Financial Perspective
Goals Measures
Grow into global
markets Ratio of domestic to international sales
Increase existing market share Company versus industry growth
Identify new revenue streams Gross profit from new products
Customer Perspective
Goals Measures
Increase customer retention Customer database
Benchmark against competing
Become lowest cost supplier suppliers
Increase customer satisfaction Customer survey
Internal Business
Perspective
Goals Measures
Maintain lowest cost base in inventory Inventory turns
Improve production efficiency Product returns with quality issues
Integrate acquisitions Revenues per sales dollar
Learning and Growth Perspective
Goals Measures
Link strategy to incentives Net income per dollar of variable pay
Foster innovative
culture Number of new products
Develop critical competencies Competency matrix - percent failed
Conclusion
The firm’s strategic objectives may involve a broader range of statements however, these
suggested goals “describes expected outcomes at the individual or departmental level.” (CTUO,
M.U.S.E., 2011). The measures suggested provide the adequate tools to those department level
managers to report on their own progress as they take on the responsibility of moving us in our
strategic direction.
“The nature of management accounting systems is to link the daily activities of managers
to the strategic objectives of an organization.” (Ansari, Bell, Klammer & Lawrence, p. 8, 1999).
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References
Ansari, S., Bell, J., Klammer, T. and Lawrence, C. (1997), Strategy and management
Atkinson, A.A., Kaplan, R. S., Matsumura, E. M., & Young S. M., (2007). Management
accounting, fifth edition. Upper Saddle River New Jersey: Pearson Prentice Hall.
Collins, S. (2011, April 6). Chat posting Retrieved April 10, 2011, from CTUO, Virtual Campus,
https://campus.cutonline.edu
CTU Online, (2011). Management accounting - planning. Virtual Campus, ACC350-1102A-01. M.U.S.E:
https://campus.ctuonline.edu
Kaplan, R.S., Norton, D.P. (2001). The strategy-focused organization. Harvard Business School
Press.
Management Accounting. (2003). In The New Penguin Business Dictionary. Retrieved from
http://www.credoreference.com/entry/penguinbus/management_accounting
O’Dell, C., Grayson, J. “Knowledge Transfer: Discover Your Value Proposition,” Strategy and
Porter, M. (1996). “What is Strategy”. Harvard Business Review. November – December 1996,
p. 77.