Thursday, February 27, 2014

Absorption Costing

ACCA F5 - Performance Management 


Absorption costing determines the full per unit cost of production. It is required for external financial reports and for tax reporting. Under absorption costing costs are divided into production costs (Direct costs - material and labor, Indirect costs - variable, semi fixed and fixed indirect costs e.g. rent, supervisor's salary, depreciation) which are absorbed in determining the unit cost of production and non-production costs (Variable/Fixed selling and administrative costs e.g. advertising, delivery and administrative costs like cleaners and postage) which are treated as period expenses and are excluded for product costs.

Estimating cost per unit of direct material and labour is straightforward and easy. However, calculating per unit of indirect costs is difficult to identify. Therefore, overhead cost per unit is calculated using a suitable basis like units produced, labor hours or machine hours.

Under absorption costing, change in capacity of production can result the change in unit cost of the product. This is because indirect fixed overhead have push and pull effect on unit cost. Let go through capacity concept in brief.
Source: Absorption/Variable costing ….. check link below
Ø  Theoretical capacity is the level of capacity based on producing at full efficiency all the time. This measure of capacity does not allow for plant maintenance, shutdowns, interruptions, or any other factors. It can be achieved for short period but cannot be sustained. This represents ideal goal of capacity utilization.
Ø  Practical capacity is the level of capacity that reduces theoretical capacity by considering unavoidable operating interruptions - scheduled maintenance or holidays, for example.
Ø  Normal capacity is the level of capacity utilization that satisfies average customer demand over a period of time, frequently one year.
Ø  Master budget capacity utilization is the level of capacity that managers expect for the current time period, frequently one year.
Theoretical and practical capacity measure capacity in terms of what a plant can supply. Normal capacity and master budget utilization measure capacity in terms of demand.

Source: Absorption costing overview …. check link below
Absorption costing can be further classified into three different types. They are:
Ø  Job Order Costing - assigned to product in batches or lots
Ø  Process Costing - cost are systematically assigned to the product - no batches to assign cost (e.g. Oil Distilling and Soda Manufacturing)
Ø  ABC Costing - assigns cost from cost centers to the product best in multi-product environment





Data and Information System

ACCA F2 - Management Accounting


Source of data: Internal/in-house data collection system collects data using different transaction processing systems (e.g. payroll system, inventory management system, procurement system and sales system) and the collected data are stored within organisation for processing to generate information as well for legal compliance.  Data source can be external/out-house survey (market demand, market supply, demography, income level, credit history). This type of data is available from outside the organisation for no/marginal fee. Different government and non-government organisations periodically collect the data for their use some of which are available in public domain.

Not all data are easy to process. Data, which are quantitative in nature (expressed in term of numbers) are easy to process using mathematical rules. Qualitative data, which involve opinion on a particular issue, are hard to (summarize) process.

Data is processed and transformed to information. Information should be ACCURATE (Accurate, Complete, Cost beneficial, Understandable, Relevant, Adaptable, Timely and Easy to use). Data is manipulated to squeeze out information. A single data set can provide different information customized to different personnel holding different position.

Technological advancement has made data collection process easier and faster. In no time, organisations can collect 'real-time data,' manipulated them and use the information to maximize profit. However, the advancement has also affected individual's confidentiality issues.

For decision-making, different types of information systems are used by different personnel in an organisation. At operational level, Transaction- Processing System is used. This is the initial phase to collect data internally. It is also used as a source of information at operational level by staffs involved in repetitive work. At managerial level where decision-making is tactical in nature, the data gathered by the Transaction Processing System and from external sources are processed by Managerial Information System to generate information. Information generated from these systems are used by Executive Information System for strategic decision making. Further, decision Support System and Expert system are also used to tackle difficult decision-making situations.




Wednesday, February 26, 2014

Management and Cost Accounting


ACCA F5 - Performance Management 

ACCA F2 - Management Accounting


Though management and cost accounting is not mandatory (not legally enforced), the importance of management accounting is escalating in present vibrant and turbulent business environment. Generally, everyone knows organisation use cost accounting to enhance the productivity and profitability and government use it to levy taxes in imports and exports. Cost and management accounting liaise with financial accounting and financial management. Cost and management accounting is also significant to understand managerial economic.

The recent changes in information and technology have revolutionized the concept of cost and managerial accounting. It has increased the foreseeability of managers and increased efficiency providing management with latest managerial tools. Managerial information system and advanced real time data handling programs has increased efficiency and challenges in managerial role. 

Traditional managerial concept of market as push mechanism is now no longer relevant in every economy (national and geographical boundary). However, somewhere in places because of highly uneven wealth distribution they do exist. Global market has adopted market pull strategy and is operating in environment where there is rapid innovation of product. Consumer are demanding highly customized and integrated product in affordable price, which has increased challenge to managers to drive down the cost of production.

The role of managerial and cost accounting does not end defining the unit cost of production. Optimum production level, the market demand, pricing policies, breakeven point, cost tied in the project, opportunity cost, future earning prospect of the product, analyzing increase in price of the product with added feature, variance analysis, budgeting and many more task surrounds the role of manager.

Today manager need to know the activities that drives cost of product. There can be in-house activities or the open market activities, which will pull or push the price of parts/products. Proper managerial decisions help shrunk the cost and skim the profit.

Cost accounting starts from recording in-house data, gathering data from external source and calculating cost of specific product. Then, it extends as managerial accounting to maximizing profit, maximizing value, maximizing sales revenue and satisfying customers. This way, analyzing increased profit because of managerial discretion and recognizing business profit and economic profit connects cost accounting with managerial economics.

The terms 'cost accounting' and 'management accounting' are often used to mean the same thing.


Tuesday, February 25, 2014

Game Theory


ACCA F2 - Management Accounting

Game Theory in Strategy
Game theory helps analyze dynamic and sequential decisions at the tactical level.  The main value of game theory in strategy is to emphasize the importance of thinking ahead, thinking of the alternatives, and anticipating the reactions of other players in your "game."  Key concepts relevant to strategy are the payoff matrix, extensive form games, and the core of a game.  Application areas in strategy are:
·         new product introduction
·         licensing versus production
·         pricing
·         R&D
·         advertising
·         regulation

The Importance of Understanding "The Game"
Successful strategy cannot depend just on one firm's position in industry, capabilities, activities, or what have you.  It depends on how others react to your moves, and how others think you will react to theirs.  By fully understanding the dynamic with others, you can recognize win-win strategies that make you better off in the long term, and signaling tactics that avoid lose-lose outcomes.  Moreover, if you understand the game, you can take actions to change the rules or players of the game in your favor. Brandenburger and Nalebuff (1995) give some good examples of this.  One way a company can change the game and capture more value is by changing the value other players can bring to it, as the Nintendo example illustrated.  In summary, companies can change their game of business in their favor by changing:
·         players ("Value Net") - customers, suppliers, substitutors, and complementors (not just the competitors)
·         added values - the value that each player brings to the collective game
·         rules - laws, customs, contracts, etc. that give a game its structure
·         tactics - moves used to shape the way players perceive the game and hence how they play
·         scope - boundaries of the game.

Game theory has been a burgeoning branch of economics in recent years.  It is a complex subject that spans games of static (one-time) and dynamic (repeated) nature under perfect or imperfect information.  The references below will be helpful for those wishing to explore the theory and modeling of game theory in more detail.  For strategy, though, it can often be a major step just to recognize certain situations as games, and thinking about how a player can set out to change the game.


References:
Introduction to game theory in corporate strategy
·         Oster, S.M., Modern Competitive Analysis, Chapter, 13, Oxford Press, 1994, pp.237-250.
·         Brandenburger, Adam M.; Nalebuff, Barry J.  "The right game: use game theory to shape strategy" Harvard Business Review v73, n4 (July-August, 1995):57.

Basic introduction to game theory concepts
·         A.K. Dixit and B. J. Nalebuff, Thinking Strategically: The Competitive Edge in Business, Politics, and Everyday Life, W.W. Norton & Company, pp. 347-367
·         Gibbons, R., Game Theory for Applied Economists, Princeton: Princeton University Press, 1992.
·         Binmore, K., Fun and Games: A Text on Game Theory, Lexington: D.C. Heath & Co., 1992.

More advanced economics texts on game theory
·         Fudenberg, D. and J. Tirole, Game Theory, Cambridge: MIT Press, 1991.
·         Myerson, R., Game Theory: An Analysis of Conflict, Cambridge: Harvard University Press, 1991.


Ref:   EES&OR483  Strategy and Marketing Primer (version 3.0) Page 10


Friday, February 21, 2014

Not for profit - Finanical Accounting


ACCA - F1   ACCOUNTANT  IN  BUSINESS

ACCA F5 - Performance Management 

 


Financial accounting perspective:
Ø  Statement of operation/activities (income and expenses): Since a nonprofit's primary purpose is to provide programs that meet certain societal needs, it issues a statement of activities (instead of the income statement that is issued by a for-profit business).The statement of activities reports revenue and expense amounts according to the three classifications of net assets discussed later.  

Ø  Statement of financial position:

o   Net Assets - Since a nonprofit organization does not have owners, the third section of the statement of financial position is known as net assets (instead of owner's equity or stockholders' equity).

A nonprofit's statement of financial position is represented by the following accounting equation:
Assets = Liabilities + Net Assets
The net assets section of a nonprofit's statement of financial position reports totals for each of the following classifications:
Ø   Unrestricted net assets - If a donor does not specify a restriction on his or her contribution, the amount received by the nonprofit is recorded as an asset and as unrestricted contribution revenues. Unrestricted contribution revenues (reported on the statement of activities) also cause the amount of unrestricted net assets to increase.
Ø   Temporarily restricted net assets - If a nonprofit receives a contribution that has a donor-imposed restriction (other than to be held in perpetuity), the amount is usually recorded as an asset and as temporarily restricted contribution revenues. Temporarily restricted contribution revenues (reported on the statement of activities) also cause the amount of temporarily restricted net assets to increase.
Ø  Permanently restricted net assets - If a donor stipulates that her contribution must be held by the nonprofit in perpetuity (forever, not be used up), the amount is recorded as an asset and as permanently restricted contribution revenues. Permanently restricted contribution revenues (reported on the statement of activities) also cause the amount of permanently restricted net assets to increase.

Total net assets

The grand total of the three classifications of net assets is reported as Net Assets or as Total Net Assets.