Efnisyfirlit

• Title Page
• Copyright
• Brief Contents
• Contents
• About the Authors
• Preface
• 1. The Manager and Management Accounting
• For Coca-Cola, Smaller Sizes Mean Bigger Profits
• Financial Accounting, Management Accounting, and Cost Accounting
• Strategic Decisions and the Management Accountant
• Value-Chain and Supply-Chain Analysis and Key Success Factors
• Value-Chain Analysis
• Supply-Chain Analysis
• Key Success Factors
• Concepts in Action: Cost Leadership at Costco: Rock-Bottom Prices and Sky-High Profits
• Decision Making, Planning, and Control: The Five-Step Decision-Making Process
• Key Management Accounting Guidelines
• Cost–Benefit Approach
• Behavioral and Technical Considerations
• Different Costs for Different Purposes
• Organization Structure and the Management Accountant
• Line and Staff Relationships
• The Chief Financial Officer and the Controller
• Management Accounting Beyond the Numbers
• Professional Ethics
• Institutional Support
• Typical Ethical Challenges
• Problem for Self-Study
• Decision Points
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 2. An Introduction to Cost Terms and Purposes
• High Fixed Costs Bankrupt Aéropostale
• Costs and Cost Terminology
• Direct Costs and Indirect Costs
• Cost Allocation Challenges
• Factors Affecting Direct/Indirect Cost Classifications
• Cost-Behavior Patterns: Variable Costs and Fixed Costs
• Concepts in Action: Lyft Helps Hospitals Reduce Their Fixed Transportation Costs
• Cost Drivers
• Relevant Range
• Relationships Between Types of Costs
• Total Costs and Unit Costs
• Unit Costs
• Use Unit Costs Cautiously
• Business Sectors, Types of Inventory, Inventoriable Costs, and Period Costs
• Manufacturing-, Merchandising-, and Service-Sector Companies
• Types of Inventory
• Commonly Used Classifications of Manufacturing Costs
• Inventoriable Costs
• Period Costs
• Illustrating the Flow of Inventoriable Costs and Period Costs
• Manufacturing-Sector Example
• Recap of Inventoriable Costs and Period Costs
• Prime Costs and Conversion Costs
• Measuring Costs Requires Judgment
• Labor Costs
• Benefits of Defining Accounting Terms
• Different Meanings of Product Costs
• A Framework for Cost Accounting and Cost Management
• Calculating the Cost of Products, Services, and Other Cost Objects
• Obtaining Information for Planning and Control and Performance Evaluation
• Analyzing the Relevant Information for Making Decisions
• Problem for Self-Study
• Decision Points
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 3. Cost–Volume–Profit Analysis
• How Coachella Tunes Up the Sweet Sound of Profits
• Essentials of CVP Analysis
• Contribution Margin
• Expressing CVP Relationships
• Cost–Volume–Profit Assumptions
• Breakeven Point and Target Operating Income
• Breakeven Point
• Target Operating Income
• Income Taxes and Target Net Income
• Using CVP Analysis for Decision Making
• Decision to Advertise
• Decision to Reduce the Selling Price
• Determining Target Prices
• Concepts in Action: Can Cost–Volume–Profit Analysis Help Whole Foods Escape the “Whole Paychec
• Sensitivity Analysis and Margin of Safety
• Cost Planning and CVP
• Alternative Fixed-Cost/Variable-Cost Structures
• Operating Leverage
• Effects of Sales Mix on Income
• CVP Analysis in Service and Not-for-Profit Organizations
• Contribution Margin Versus Gross Margin
• Problem for Self-Study
• Decision Points
• Appendix: Decision Models and Uncertainty
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 4. Job Costing
• Job Costing and the New Golden State Warriors Arena
• Building-Block Concepts of Costing Systems
• Job-Costing and Process-Costing Systems
• Job Costing: Evaluation and Implementation
• Time Period Used to Compute Indirect-Cost Rates
• Normal Costing
• General Approach to Job Costing Using Normal Costing
• Concepts in Action: Better Job Costing Through Big Data and Data Analytics
• The Role of Technology
• Actual Costing
• A Normal Job-Costing System in Manufacturing
• General Ledger
• Explanations of Transactions
• Subsidiary Ledgers
• Materials Records by Type of Material
• Labor Records by Employee
• Manufacturing Department Overhead Records by Month
• Work-in-Process Inventory Records by Jobs
• Finished Goods Inventory Records by Jobs
• Other Subsidiary Records
• Nonmanufacturing Costs and Job Costing
• Budgeted Indirect Costs and End-of-Accounting-Year Adjustments
• Underallocated and Overallocated Indirect Costs
• Adjusted Allocation-Rate Approach
• Proration Approach
• Write-Off to Cost of Goods Sold Approach
• Choosing Among Approaches
• Variations of Normal Costing: A Service-Sector Example
• Problem for Self-Study
• Decision Points
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 5. Activity-Based Costing and Activity-Based Management
• Activity-Based Costing and the True Cost of Data Breaches
• Broad Averaging and Its Consequences
• Undercosting and Overcosting
• Product-Cost Cross-Subsidization
• Simple Costing System at Plastim Corporation
• Design, Manufacturing, and Distribution Processes
• Simple Costing System Using a Single Indirect-Cost Pool
• Applying the Five-Step Decision-Making Process at Plastim
• Refining a Costing System
• Developments That Have Increased the Demand for Refining Costing Systems
• Guidelines for Refining a Costing System
• Activity-Based Costing Systems
• Plastim’s ABC System
• Cost Hierarchies
• Implementing Activity-Based Costing
• Implementing ABC at Plastim
• Comparing Alternative Costing Systems
• Considerations in Implementing Activity-Based Costing Systems
• Benefits and Costs of Activity-Based Costing Systems
• ABC in Service and Merchandising Companies
• Behavioral Issues in Implementing Activity-Based Costing Systems
• Concepts in Action: Mayo Clinic Uses Time-Driven Activity-Based Costing to Reduce Costs and ImproveC
• Activity-Based Management
• Pricing and Product-Mix Decisions
• Cost Reduction and Process Improvement Decisions
• Design Decisions
• Planning and Managing Activities
• Problem for Self-Study
• Decision Points
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 6. Master Budget and Responsibility Accounting
• “Scrimping” at the Ritz: Master Budgets
• Budgets and the Budgeting Cycle
• Strategic Plans and Operating Plans
• Budgeting Cycle and Master Budget
• Advantages and Challenges of Implementing Budgets
• Promoting Coordination and Communication
• Providing a Framework for Judging Performance and Facilitating Learning
• Motivating Managers and Other Employees
• Challenges in Administering Budgets
• Developing an Operating Budget
• Time Coverage of Budgets
• Steps in Preparing an Operating Budget
• Financial Planning Models and Sensitivity Analysis
• Concepts in Action: P.F. Chang’s and Internet-Based Budgeting
• Budgeting and Responsibility Accounting
• Organization Structure and Responsibility
• Feedback
• Responsibility and Controllability
• Human Aspects of Budgeting
• Budgetary Slack
• Stretch Targets
• Kaizen Budgeting
• Budgeting for Reducing Carbon Emissions
• Budgeting in Multinational Companies
• Problem for Self-Study
• Decision Points
• Appendix: The Cash Budget
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 7. Flexible Budgets, Direct-Cost Variances, and Management Control
• Walmart’s Fleet Goes Green to Reduce Standard Costs
• Static Budgets and Variances
• The Use of Variances
• Static Budgets and Static-Budget Variances
• Flexible Budgets
• Flexible-Budget Variances and Sales-Volume Variances
• Sales-Volume Variances
• Flexible-Budget Variances
• Standard Costs for Variance Analysis
• Obtaining Budgeted Input Prices and Budgeted Input Quantities
• Price Variances and Efficiency Variances for Direct-Cost Inputs
• Price Variances
• Efficiency Variance
• Journal Entries Using Standard Costs
• Implementing Standard Costing
• Management’s Use of Variances
• Concepts in Action Can Chipotle Wrap Up Its Materials-Cost Increases?
• Multiple Causes of Variances
• When to Investigate Variances
• Using Variances for Performance Measurement
• Using Variances for Organization Learning
• Using Variances for Continuous Improvement
• Financial and Nonfinancial Performance Measures
• Benchmarking and Variance Analysis
• Problem for Self-Study
• Decision Points
• Appendix: Mix and Yield Variances for Substitutable Inputs
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 8. Flexible Budgets, Overhead Cost Variances, and Management Control
• Managing Overhead Costs at Wework
• Planning of Variable and Fixed Overhead Costs
• Planning Variable Overhead Costs
• Planning Fixed Overhead Costs
• Standard Costing at Webb Company
• Developing Budgeted Variable Overhead Rates
• Developing Budgeted Fixed Overhead Rates
• Variable Overhead Cost Variances
• Flexible-Budget Analysis
• Variable Overhead Efficiency Variance
• Variable Overhead Spending Variance
• Journal Entries for Variable Overhead Costs and Variances
• Fixed Overhead Cost Variances
• Production-Volume Variance
• Interpreting the Production-Volume Variance
• Concepts in Action: Variance Analysis and Standard Costing Help Sandoz Manage Its Overhead Costs
• Journal Entries for Fixed Overhead Costs and Variances
• Integrated Analysis of Overhead Cost Variances
• 4-Variance Analysis
• Combined Variance Analysis
• Production-Volume Variance and Sales-Volume Variance
• Variance Analysis and Activity-Based Costing
• Flexible Budget and Variance Analysis for Direct Materials-Handling Labor Costs
• Flexible Budget and Variance Analysis for Fixed Setup Overhead Costs
• Overhead Variances in Nonmanufacturing Settings
• Financial and Nonfinancial Performance Measures
• Problem for Self-Study
• Decision Points
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 9. Inventory Costing and Capacity Analysis
• Under Armour Races to Defeat Its Inventory Backlog
• Variable and Absorption Costing
• Variable Costing
• Absorption Costing
• Comparing Variable and Absorption Costing
• Variable Versus Absorption Costing: Operating Income and Income Statements
• Comparing Income Statements for One Year
• Comparing Income Statements for Multiple Years
• Variable Costing and the Effect of Sales and Production on Operating Income
• Absorption Costing and Performance Measurement
• Undesirable Buildup of Inventories
• Proposals for Revising Performance Evaluation
• Comparing Inventory Costing Methods
• Throughput Costing
• A Comparison of Alternative Inventory-Costing Methods
• Denominator-Level Capacity Concepts and Fixed-Cost Capacity Analysis
• Absorption Costing and Alternative Denominator-Level Capacity Concepts
• Effect on Budgeted Fixed Manufacturing Cost Rate
• Choosing a Capacity Level
• Product Costing and Capacity Management
• Pricing Decisions and the Downward Demand Spiral
• Concepts in Action: Can ESPN Avoid the Cord-Cutting “Death Spiral”?
• Performance Evaluation
• Financial Reporting
• Tax Requirements
• Planning and Control of Capacity Costs
• Difficulties in Forecasting Chosen Capacity Levels
• Difficulties in Forecasting Fixed Manufacturing Costs
• Nonmanufacturing Costs
• Activity-Based Costing
• Problem for Self-Study
• Decision Points
• Appendix: Breakeven Points in Variable Costing and Absorption Costing
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 10. Determining How Costs Behave
• Southwest Uses “Big Data Analytics” to Reduce Fuel Consumption and Costs
• Basic Assumptions and Examples of Cost Functions
• Basic Assumptions
• Linear Cost Functions
• Review of Cost Classification
• Identifying Cost Drivers
• The Cause-and-Effect Criterion
• Cost Drivers and the Decision-Making Process
• Cost Estimation Methods
• Industrial Engineering Method
• Conference Method
• Account Analysis Method
• Quantitative Analysis Method
• Estimating a Cost Function Using Quantitative Analysis
• High-Low Method
• Regression Analysis Method
• Evaluating and Choosing Cost Drivers
• Cost Drivers and Activity-Based Costing
• Nonlinear Cost Functions
• Learning Curves
• Cumulative Average-Time Learning Model
• Incremental Unit-Time Learning Model
• Incorporating Learning-Curve Effects Into Prices and Standards
• Concepts in Action: Learning Curves and the Falling Price of Renewable Energy
• Data Collection and Adjustment Issues
• Problem for Self-Study
• Decision Points
• Appendix: Regression Analysis
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 11. Data Analytic Thinking and Prediction
• Predictive Analytics Inside: How Intel Drives Value and Speeds Time to Market
• Data Science Basics and Management Accounting
• Outcome Prediction
• Value Creation
• Data Science Framework
• Concepts in Action: Carnival Uses Big Data and Machine Learning to Sail Toward Greater Profitability
• Defining the Problem and the Relevant Data
• Step 1: Gain a Business Understanding of the Problem
• Step 2: Obtain and Explore Relevant Data
• Step 3: Prepare the Data
• Data Algorithms and Models
• Step 4: Build a Model
• Refining the Decision Tree
• Overfitting
• Pruning
• Validating and Choosing Models
• Cross-Validation Using Prediction Accuracy to Choose Between Full and Pruned Decision Trees
• Using Maximum Likelihood Values to Choose Between Fully Grown and Pruned Decision Trees
• Testing the Pruned Decision-Tree Model on the Holdout Sample
• Evaluating Data Science Models
• Step 5: Evaluate the Model
• Step 6: Visualize and Communicate Insights
• Working With PeerLend Digital Data
• Using Data Science Models
• Step 7: Deploy the Model
• Problem for Self-Study
• Decision Points
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 12. Decision Making and Relevant Information
• Relevant Costs and Broadway Shows
• Information and the Decision Process
• The Concept of Relevance
• Relevant Costs and Relevant Revenues
• Qualitative and Quantitative Relevant Information
• One-Time-Only Special Orders
• Potential Problems in Relevant-Cost Analysis
• Short-Run Pricing Decisions
• Insourcing-Versus-Outsourcing and Make-or-Buy Decisions
• Outsourcing and Idle Facilities
• Strategic and Qualitative Factors
• International Outsourcing
• The Total Alternatives Approach
• Concepts in Action: Starbucks Brews Up Domestic Production
• The Opportunity-Cost Approach
• Carrying Costs of Inventory
• Product-Mix Decisions With Capacity Constraints
• Bottlenecks, Theory of Constraints, and Throughput-Margin Analysis
• Customer Profitability and Relevant Costs
• Relevant-Revenue and Relevant-Cost Analysis of Dropping a Customer
• Relevant-Revenue and Relevant-Cost Analysis ofAdding a Customer
• Relevant-Revenue and Relevant-Cost Analysis of Closing or Adding Branch Offices or Business Division
• Irrelevance of Past Costs and Equipment-Replacement Decisions
• Decisions and Performance Evaluation
• Problem for Self-Study
• Decision Points
• Appendix: Linear Programming
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 13. Strategy, Balanced Scorecard, and Strategic Profitability Analysis
• Barclays Turns to the Balanced Scorecard
• What Is Strategy?
• Strategy Implementation and the Balanced Scorecard
• The Balanced Scorecard
• Strategy Maps and the Balanced Scorecard
• Implementing a Balanced Scorecard
• Different Strategies Lead to Different Scorecards
• Environmental and Social Performance and the Balanced Scorecard
• Features of a Good Balanced Scorecard
• Pitfalls in Implementing a Balanced Scorecard
• Evaluating the Success of Strategy and Implementation
• Strategic Analysis of Operating Income
• Growth Component of Change in Operating Income
• Price-Recovery Component of Change in Operating Income
• Productivity Component of Change in Operating Income
• Further Analysis of Growth, Price-Recovery, and Productivity Components
• Concepts in Action: Operating Income Analysis and the Decline of Casual Dining Restaurants
• Downsizing and the Management of Capacity
• Identifying Unused Capacity Costs
• Managing Unused Capacity
• Problem for Self-Study
• Decision Points
• Appendix: Productivity Measurement
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 14. Pricing Decisions and Cost Management
• Extreme Pricing and Cost Management at IKEA
• Major Factors That Affect Pricing Decisions
• Customers
• Competitors
• Costs
• Weighing Customers, Competitors, and Costs
• Costing and Pricing for the Long Run
• Calculating Product Costs for Long-Run Pricing Decisions
• Alternative Long-Run Pricing Approaches
• Market-Based Approach: Target Costing for Target Pricing
• Understanding Customers’ Perceived Value
• Competitor Analysis
• Implementing Target Pricing and Target Costing
• Concepts in Action: Zara Uses Target Pricing to Become the World’s Largest Fashion Retailer
• Value Engineering, Cost Incurrence, and Locked-In Costs
• Value-Chain Analysis and Cross-Functional Teams
• Achieving the Target Cost per Unit for Provalue
• Cost-Plus Pricing
• Cost-Plus Target Rate of Return on Investment
• Alternative Cost-Plus Methods
• Cost-Plus Pricing and Target Pricing
• Life-Cycle Product Budgeting and Costing
• Life-Cycle Budgeting and Pricing Decisions
• Managing Environmental and Sustainability Costs
• Customer Life-Cycle Costing
• Noncost Factors in Pricing Decisions
• Predatory Pricing
• Collusive Pricing
• Price Discrimination
• International Pricing
• Peak-Load Pricing
• Problem for Self-Study
• Decision Points
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 15. Cost Allocation, Customer-Profitability Analysis, and Sales-Variance Analysis
• Starbucks Rewards Starts Rewarding Big Spenders
• Customer-Profitability Analysis
• Customer-Revenue Analysis
• Customer-Cost Analysis
• Customer-Level Costs
• Customer-Profitability Profiles
• Concepts in Action: Amazon Prime and Customer Profitability
• Presenting Profitability Analysis
• Using the Five-Step Decision-Making Process to Manage Customer Profitability
• Cost-Hierarchy-Based Operating Income Statement
• Criteria to Guide Cost Allocations
• Fully Allocated Customer Profitability
• Implementing Corporate and Division Cost Allocations
• Issues in Allocating Corporate Costs to Divisions and Customers
• Using Fully Allocated Costs for Decision Making
• Sales Variances
• Static-Budget Variance
• Flexible-Budget Variance and Sales-Volume Variance
• Sales-Mix Variance
• Sales-Quantity Variance
• Market-Share and Market-Size Variances
• Market-Share Variance
• Market-Size Variance
• Problem for Self-Study
• Decision Points
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 16. Allocation of Support-Department Costs, Common Costs, and Revenues
• Cost Allocation and the United States Postal Service
• Allocating Support Department Costs Using the Single-Rate and Dual-Rate Methods
• Single-Rate and Dual-Rate Methods
• Allocation Based on the Demand for (or Usage of) Materials-Handling Services
• Allocation Based on the Supply of Capacity
• Advantages and Disadvantages of Single-Rate Method
• Advantages and Disadvantages of Dual-Rate Method
• Budgeted Versus Actual Costs and the Choice of Allocation Base
• Budgeted Versus Actual Rates
• Budgeted Versus Actual Usage
• Fixed-Cost Allocation Based on Budgeted Rates and Budgeted Usage
• Fixed-Cost Allocation Based on Budgeted Rates and Actual Usage
• Allocating Budgeted Fixed Costs Based on Actual Usage
• Allocating Costs of Multiple Support Departments
• Direct Method
• Step-Down Method
• Reciprocal Method
• Overview of Methods
• Calculating the Cost of Job WPP 298
• Allocating Common Costs
• Stand-Alone Cost-Allocation Method
• Incremental Cost-Allocation Method
• Cost Allocations and Contract Disputes
• Concepts in Action: Contract Disputes Over Reimbursable Costs With the U.S. Government
• Bundled Products and Revenue Allocation Methods
• Bundling and Revenue Allocation
• Stand-Alone Revenue-Allocation Method
• Incremental Revenue-Allocation Method
• Problem for Self-Study
• Decision Points
• Terms to Learn
• Assignment Material
• Questions
• Exercises
• Problems
• 17. Cost Allocation: Joint Products and Byproducts
• Joint-Cost Allocation and the Wounded Warrior Project
• Joint-Cost Basics
• Concepts in Action: Big Data Joint Products and ByproductsCreate New Business Opportunities
• Allocating Joint Costs
• Approaches to Allocating Joint Costs
• Sales Value at Splitoff Method
• Physical-Measure Method
• Net Realizable Value Method
• Constant Gross-Margin Percentage NRV Method
• Choosing an Allocation Method
• Not Allocating Joint Costs
• Why Joint Costs Are Irrelevant for Decision Making
• Sell-or-Process-Further Decisions
• Decision Making and Performance Evaluation
• Pricing Decisions
• Accounting for Byproducts
• Production Method: Byproducts Recognized at Time Production Is Completed
• Sales Method: Byproducts Recognized at Time of Sale
• Problem for Self-Study
• Decision Points
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 18. Process Costing
• Cryptocurrency and FIFO Versus LIFO Accounting
• Illustrating Process Costing
• Case 1: Process Costing With Zero Beginning or Ending Work-in-Process Inventory
• Case 2: Process Costing With Zero Beginning and Some Ending Work-in-Process Inventory
• Summarizing the Physical Units and Equivalent Units (Steps 1 and 2)
• Calculating Product Costs (Steps 3, 4, and 5)
• Journal Entries
• Case 3: Process Costing With Some Beginning and Some Ending Work-in-Process Inventory
• Weighted-Average Method
• First-In, First-Out Method
• Comparing the Weighted-Average and FIFO Methods
• Transferred-In Costs in Process Costing
• Transferred-In Costs and the Weighted-Average Method
• Transferred-In Costs and the FIFO Method
• Points to Remember About Transferred-In Costs
• Hybrid Costing Systems
• Overview of Operation-Costing Systems
• Concepts in Action: Hybrid Costing for Adidas Customized 3D Printed Shoes
• Illustrating an Operation-Costing System
• Journal Entries
• Problem for Self-Study
• Decision Points
• Appendix: Standard-Costing Method of Process Costing
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 19. Spoilage, Rework, and Scrap
• Rework Hampers Tesla Model 3 Production
• Defining Spoilage, Rework, and Scrap
• Two Types of Spoilage
• Normal Spoilage
• Abnormal Spoilage
• Spoilage in Process Costing Using Weighted-Average and FIFO
• Count All Spoilage
• Five-Step Procedure for Process Costing With Spoilage
• Weighted-Average Method and Spoilage
• FIFO Method and Spoilage
• Journal Entries
• Inspection Points and Allocating Costs of Normal Spoilage
• Job Costing and Spoilage
• Job Costing and Rework
• Accounting for Scrap
• Recognizing Scrap at the Time of Its Sale
• Recognizing Scrap at the Time of Its Production
• Concepts in Action: Google’s Zero Waste to Landfill Initiative
• Problem for Self-Study
• Decision Points
• Appendix: Standard-Costing Method and Spoilage
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 20. Balanced Scorecard: Quality and Time
• “Dieselgate” Derails Volkswagen’s Grand Ambitions
• Quality as a Competitive Tool
• The Financial Perspective: The Costs of Quality
• Using Nonfinancial Measures to Evaluate and Improve Quality
• The Customer Perspective: Nonfinancial Measures of Customer Satisfaction
• The Internal-Business-Process Perspective: Analyzing Quality Problems and Improving Quality
• The Learning-and-Growth Perspective: Quality Improvements
• Weighing the Costs and Benefits of Improving Quality
• Evaluating a Company’s Quality Performance
• Time as a Competitive Tool
• Customer-Response Time and On-Time Performance
• Time Drivers and Bottlenecks
• Concepts in Action: Facebook Works to Overcome Mobile Data Bottlenecks
• Relevant Revenues and Costs of Delays
• Balanced Scorecard and Time-Based Measures
• Problem for Self-Study
• Decision Points
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 21. Inventory Management, Just-in-Time, and Simplified Costing Methods
• Target Leverages the Internet of Things to Respond to the Changing Retail Landscape
• Inventory Management in Retail Organizations
• Costs Associated With Goods for Sale
• The Economic-Order-Quantity Decision Model
• When to Order, Assuming Certainty
• Safety Stock
• Estimating Inventory-Related Relevant Costs and Their Effects
• Cost of a Prediction Error
• Conflicts Between the EOQ Decision Model and Managers’ Performance Evaluation
• Just-in-Time Purchasing
• JIT Purchasing and EOQ Model Parameters
• Relevant Costs of JIT Purchasing
• Supplier Evaluation and Relevant Costs of Quality and Timely Deliveries
• JIT Purchasing, Planning and Control, and Supply-Chain Analysis
• Inventory Management, MRP, and JIT Production
• Materials Requirements Planning
• Just-in-Time (JIT) Production
• Features of JIT Production Systems
• Concepts in Action: Just-in-Time Live Concert Recordings
• Costs and Benefits of JIT Production
• JIT in Service Industries
• Enterprise Resource Planning (ERP) Systems
• Performance Measures and Control in JIT Production
• Effect of JIT Systems on Product Costing
• Backflush Costing
• Simplified Normal or Standard-Costing Systems
• Lean Accounting
• Problems for Self-Study
• Decision Points
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• 22. Capital Budgeting and Cost Analysis
• NPV and California’s New Residential Solar Panel Rules
• Stages of Capital Budgeting
• Concepts in Action: AkzoNobel Integrates Sustainability Into Capital Budgeting
• Discounted Cash Flow
• Net Present Value Method
• Internal Rate-of-Return Method
• Comparing the Net Present Value and Internal Rate-of-Return Methods
• Sensitivity Analysis
• Payback Method
• Uniform Cash Flows
• Nonuniform Cash Flows
• Accrual Accounting Rate-of-Return Method
• Relevant Cash Flows in Discounted Cash Flow Analysis
• Relevant After-Tax Flows
• Categories of Cash Flows
• Project Management and Performance Evaluation
• Post-Investment Audits
• Performance Evaluation
• Strategic Considerations in Capital Budgeting
• Investment in Research and Development
• Customer Value and Capital Budgeting
• Problem for Self-Study
• Decision Points
• Appendix: Capital Budgeting and Inflation
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• Answers to Exercises in Compound Interest (Exercise 22-21)
• 23. Management Control Systems, Transfer Pricing, and Multinational Considerations
• Apple Forced to Pay Ireland €14.3 Billion in Tax Settlement
• Management Control Systems
• Formal and Informal Systems
• Effective Management Control
• Decentralization
• Benefits of Decentralization
• Costs of Decentralization
• Comparing Benefits and Costs
• Decentralization in Multinational Companies
• Choices About Responsibility Centers
• Transfer Pricing
• Criteria for Evaluating Transfer Prices
• Calculating Transfer Prices
• An Illustration of Transfer Pricing
• Market-Based Transfer Prices
• Perfect Competition
• Imperfect Competition
• Cost-Based Transfer Prices
• Full-Cost Bases
• Variable-Cost Bases
• Hybrid Transfer Prices
• Prorating the Difference Between Maximum and Minimum Transfer Prices
• Negotiated Pricing
• Dual Pricing
• A General Guideline for Transfer-Pricing Situations
• How Multinationals Use Transfer Pricing to Minimize Their Income Taxes
• Concepts in Action: IRS Accuses Medtronic of Unfair Tax Deal
• Transfer Prices Designed for Multiple Objectives
• Problem for Self-Study
• Decision Points
• Terms to Learn
• Assignment Material
• Questions
• Exercises
• Problems
• 24. Performance Measurement, Compensation, and Multinational Considerations
• CEO Compensation at General Electric
• Financial and Nonfinancial Performance Measures
• Accounting-Based Measures for Business Units
• Return on Investment
• Residual Income
• Economic Value Added
• Return on Sales
• Comparing Performance Measures
• Choosing the Details of the Performance Measures
• Alternative Time Horizons
• Alternative Definitions of Investment
• Alternative Asset Measurements
• Target Levels of Performance and Feedback
• Choosing Target Levels of Performance
• Choosing the Timing of Feedback
• Performance Measurement in Multinational Companies
• Calculating a Foreign Division’s ROI in the Foreign Currency
• Calculating a Foreign Division’s ROI in U.S. Dollars
• Distinguishing the Performance of Managers From the Performance of Their Subunits
• The Basic Tradeoff: Creating Incentives Versus Imposing Risk
• Intensity of Incentives and Financial and Nonfinancial Measurements
• Concepts in Action: Performance Measurement at Unilever
• Benchmarks and Relative Performance Evaluation
• Performance Measures at the Individual Activity Level
• Executive Performance Measures and Compensation
• Strategy and Levers of Control
• Boundary Systems
• Belief Systems
• Interactive Control Systems
• Problem for Self-Study
• Decision Points
• Terms to Learn
• Assignment Material
• Questions
• Multiple-Choice Questions
• Exercises
• Problems
• Appendix A: Notes on Compound Interest and Interest Tables
• Glossary
• Index
• Author
• A
• B
• C
• D
• E
• F
• G
• H
• I
• J
• K
• L
• M
• N
• O
• P
• R
• S
• T
• V
• W
• Y
• Company
• A
• B
• C
• D
• E
• F
• G
• H
• I
• J
• K
• L
• M
• N
• O
• P
• R
• S
• T
• U
• V
• W
• X
• Y
• Z
• Subject
• A
• B
• C
• D
• E
• F
• G
• H
• I
• J
• K
• L
• M
• N
• O
• P
• Q
• R
• S
• T
• U
• V
• W
• Y
• Z