Having power isn’t everything that people make it out to be‚ take it from someone who has power. It sucks having all this power as someone who can control and use shadow so well that no one wants to fight you. It gets boring‚ every once in awhile someone comes to challenge me but with a flick of my wrist and the destruction of 90% of the room they are groveling at their feet begging for mercy and it is granted to them then they ran out the door. “Why do I bother anymore?” I asked myself while playing
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Book review on “Reverse Innovation: Create Far From Home‚ Win Everywhere” (By Vijay Govindarajan and Chris Trimble) Reverse Innovation: Create Far From Home‚ Win Everywhere (by Vijay Govindarajan and Chris Trimble) challenge traditional thinking ways‚ and asks the readers to look at the developing markets for unconventional and exciting opportunities that they have to offer. The book is an eye-opener of sorts – the dynamics of global innovation are changing. Innovations are no longer restricted
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"Competitive Cost Based Investment Strategies for Industrial Companies"‚ in Manufacturing Issues‚ New York: Booz‚ Allen‚ and Hamilton. Sakakibara‚ K. (1995) R&D Management in Japanese Companies‚ Tokyo: Chikura Publishing‚ Co (in Japanese). Shank‚ J. K. & V. Govindarajan (1993) Strategic Cost Management: The New Tool for Competitive Advantage‚ New York: The Free Press. Shields. M. D.‚ C. W. Chow‚ F. J. Deng & Y. Kato (1995) "Antecedents and Consequences of Standard-Based Control Systems for Knowledge Workers:
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Dunlop‚ A.‚ Berry‚ T.‚ Ahmed‚ M.‚ 1999. Enacting a European supply chain: a case study on the role of management accounting Shank‚ J.K.‚ 1989. Strategic cost management: new wine‚ or just new bottles? Manage. Acc. Res. 1‚ 47–65. Shank‚ J.K.‚ Govindarajan‚ V.‚ 1992. Strategic cost management: the value chain perspective. Manage. Acc. Res. 4‚ 177–197. Shank‚ J.K.‚ Govindarajan‚ V.‚ 1993. Strategic Cost Management. The Free Press‚ New York. Tomkins‚ C.‚ 2001. Interdependencies‚ trust and information
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Productivity and Sales Cases 16-1 Dallas Consulting Group Readings 16-1: “Profit Variance Analysis: A Strategic Focus” by Vijay Govindarajan‚ John K. Shank‚ Issues in Accounting Education (Fall 1989). This article uses a fictitious case to demonstrate how variance analysis can be tied explicitly to the strategies of the firm. It expands the Shank and Churchill framework (explained in the article) for variance analysis to include explicitly the strategy and the competitive position of
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What is strategic management accounting (SMA) Discuss the conceptual framework of strategic management accounting (SMA) Roslender & Hart‚ 2003 SMA is best understood as a generic approach to accounting for strategic positioning. It is defined by an attempt to integrate insights from management accounting and marketing management within a strategic management framework. To date‚ the attribute costing technique has been the most compelling development within SMA. Its focus on costing the benefits
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2.1 Strategic Cost Management and the Value Chain Introduction This article by John K. Shank and Vijay Govindarajan discuss in depth on the Strategic Cost Management (SCG) and the Value Chain concept applied in real world situation from the airline industry. The Value Chain concept is divided into two (2) main strategies which are the Low-Cost Strategy and Differentiation Strategy. From the article also‚ Shank and Govindasamy stated that the primary focus of a low cost strategy is to achieve the
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Chapter 15 The Flexible Budget: Further Analysis of Productivity and Sales Teaching Notes for Cases Case 15-1 Dallas Consulting Group* This case serves as a review of sales variances. Since all costs are fixed‚ it is unnecessary to do a variance analysis based on contribution. Instead‚ the analysis is better done based solely on revenues. The variances shown in Exhibit 1 are computed for the “levels” explained in the “Note on Managing Against Expectations.” Students should recognize
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School Press. Needham‚ D. (1999) Business for Higher Awards‚ 2nd Edition‚ London: Heinemann. Reid‚ G. (2007) The Foundations of Small Business Enterprise: An Entrepreneurial Analysis of Small Firm Inception and Growth‚ London: Routledge. Shank‚ J.H. and Govindarajan‚ V. (2008) Strategic Cost Management: The New Tool for Competitive Advantage‚ New York: Simon & Schuster. Srinivasan‚ R. (2008) Strategic Management: The Indian Context‚ 3rd Edition‚ New Delhi: Asoke K Ghosh‚ Prentice-Hall of India Private
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The current issue and full text archive of this journal is available at www.emeraldinsight.com/0951-3574.htm AAAJ 21‚2 Strategic management accounting: how far have we come in 25 years? Kim Langfield-Smith Monash University‚ Melbourne‚ Australia Abstract Purpose – The purpose of this paper is to provide a review of the origins of strategic management accounting and to assess the extent of adoption and “success” of strategic management accounting (SMA). Design/methodology/approach – Empirical
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