Strategic Management Accounting

Tables of content Page No Introduction 03 Models and concepts affecting the pricing decision 03 Approaches to pricing 04 i. Cost–volume–profit analysis 05 ii. Cost plus mark-up pricing 07 iii. Target rate of return pricing 07 Standard costing and Variance analysis 08 The role of standard costing and variance analysis 12 Limitations of Standard Costing and variance analysis 12 Evaluation of Activity Based Costing system 13 Advantages of ABC system 17 Limitations of ABC system 17 References 18

Introduction
This report is mainly focusing to understand and analyse the issues involved in Manac plc where by the company is not meeting target budgeted profit. This is a critical situation where management of Manac plc should understand and evaluate the key strategic management accounting models and concepts which may affect to decisions made with regard to products’ cost and price.
Manac plc presently uses traditional management accounting concepts such as standard costing and absorption costing methods as a part of its approach to strategic management accounting. The reasons for the company not to achieve target budgeted profit may be that products have not been priced accurately as well as the variances with regard to sales, material cost, labour cost, other variable cost and fixed over head cost have been occurred. Absorption costing method may also have a significant effect on price of the products where by the company may have reached to a lower profit than expected. Since exact reasons for this situation are more complex, we should critically understand and evaluate the company’s strategic management approach with a range of strategic management accounting models and concepts. Thus, this report covers following areas which the issues of Manac plc are related to. 1. An analysis of models and concepts affecting the pricing decision taken by the company. 2. The role of standard costing and

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