A Brief Analysis Of The Strategic Management Accounting Of The Water Conservancy Enterprises

With the progress of modern science and technology, the rapid development of productivity and the improvement of people's consumption level, the competition among enterprises is becoming more and more intense, and the world economy tends to be integrated gradually.

Coupled with the tremendous changes in the political, economic and social environment, various new accounting theories and practices are emerging one after another, and are no longer limited to the original theoretical framework and mode.

Against this background, in the early 1980s, Simmons, a British scholar, put forward the concept of strategic management accounting.

The strategic management accounting takes the overall competitive advantage as the main objective, takes the analysis of the strategic triangle of enterprises, customers and competitors as the core, reveals the position and development prospect of enterprises in the whole industry, sets up an early warning analysis system, and provides comprehensive and diversified information.

1, the characteristics of strategic management accounting.

(1) strategic management accounting focuses on competitors' information.

Focusing on competitors' information is one of the most important characteristics of strategic management accounting.

Enterprises should pay attention to collecting relevant information of competitors, such as price, cost, scale, and the relevant information that can decide market share.

(2) strategic management accounting is concerned about the opportunity to reduce costs.

Strategic management accounting station, in the strategic height, facing competitors and focusing on the world, tries to create competitive advantages of enterprises.

And the competitive advantage of enterprises is built on the basis of relative cost comparison.

Under the same conditions, whoever has the cost advantage will have a competitive advantage, so that enterprises will remain invincible in the competition.

(3) strategic management accounting can provide more comprehensive accounting information.

Strategic management accounting provides a more comprehensive accounting information including non-financial information.

Strategic management accounting is an export-oriented comprehensive information system, which will invest more in the external environment that affects the enterprise.

It revolves around the three basic elements of the market related to the "enterprise, customers and competitors", and collects, collates, compares and analyzes all aspects of the information, so that managers can understand their relative costs, grasp the overall situation, know what they are, and adopt corresponding measures, through the relative cost and the huge market share, so that enterprises can maintain a relatively long competitive advantage.

(4) strategic management accounting applies a new method of performance evaluation.

Traditional management accounting ignores the role of relative competitive position in obtaining investment reward.

In fact, the relative competitive position of enterprises is an important factor for sustained and stable profits of enterprises.

Strategic management accounting runs through the whole performance evaluation, replacing the traditional investment index with the reward brought by the change of competitive position.

(5) strategic management accounting pays more attention to the integrity and long-term development of enterprises.

Strategic management is the process of making, implementing and evaluating cross departmental decision-making. We should grasp the whole process to ensure the realization of goals.

Enterprise management is completed by different departments, but all departments must coordinate with each other to reduce the imbalance and loss of internal functions.

Strategic management accounting is the overall analysis and evaluation of enterprise strategic management activities.

Enterprises should set long-term goals, expand market share, and analyze and evaluate capital investment from long-term interests.

The purpose of strategic management accounting is to achieve long-term and lasting competitive advantages and enable enterprises to survive and develop for a long time.

2, the main contents of strategic management accounting.

(1) formulate strategic objectives.

Strategic management accounting should be based on the long-term development of enterprises, weigh the relationship between risks and rewards, and maximize the value of enterprises as their ultimate goal.

The strategic objectives of strategic management accounting can be divided into three levels, namely, the company's strategic objectives, competitive strategic objectives, and functional strategic objectives.

The company's strategic objectives are mainly to determine the objectives of the business and business scope; the main objective of the competition strategy is to study the target of products and services in the market competition; the strategic goal of the function is to determine what role the various functional departments of the company should play in the process of implementing the strategic objectives.

(2) implementing strategic cost management.

Cost management is traditional management accounting and strategy.

The focus of common concern.

Strategic cost management mainly studies all aspects of cost impact from a strategic perspective, and further finds ways to reduce costs.

(3) investment strategy decision making.

Strategic management accounting provides all kinds of reliable and reliable information for strategic management of enterprises.

Therefore, in providing information related to business investment decisions, it provides strategic, long-term and useful information related to decision-making, providing sufficient conditions for decision-making in business investment strategies.

(4) manage strategic human resources.

Strategic management accounting should be more people-oriented.

Human resource management is an important part of enterprise strategic management, and also an important content of strategic management accounting.

It includes personnel strategic planning, daily personnel management and annual staff performance evaluation to improve the performance of enterprises and individuals.

It encourages employees through certain methods and skills to obtain the greatest value of human resources, and adopts certain methods to confirm and measure the value and cost of human resources, and to conduct investment analysis of human resources.

(5) reduce strategic risks.

Because strategic management accounting focuses on overall and long-term strategic issues.

Therefore, it must always consider risk factors.

It adopts certain methods in the process of operation and investment management, such as investment portfolio, asset restructuring, mergers and acquisitions and joint ventures to disperse or reduce risks.

(6) evaluate strategic performance.

The so-called strategic performance evaluation is aimed at promoting the implementation of the strategy and the realization of the strategic objectives under the guidance of the strategic objectives and Strategies of the enterprise.

Strategic management accounting mainly evaluates performance from the angle of enhancing core competitiveness, combines performance evaluation index with strategic management, and determines different performance evaluation indicators according to different strategies.

Strategic performance evaluation can not only change the original management accounting, but only emphasize the "results" instead of emphasizing the "process". Moreover, the performance evaluation is extended from the financial index system to the non-financial index system.

The contents of non-financial performance evaluation generally include: quality evaluation, delivery efficiency evaluation, enterprise contingency and innovation capability evaluation, employee evaluation, product market share evaluation, machine operation evaluation and so on.

3, operation and application of strategic management accounting.

(1) activity-based costing.

Activity-based costing (abbreviation ABC) is based on the concept of production consumption, operation and consumption of resources. It divides the whole business activities of enterprises into different operations, and different activities will produce different activity cost drivers.

The enterprise carries out cost analysis based on the causal relationship between resource consumption and tracking analysis of all products related operations, eliminating "no value added operations" and improving "elimination" as far as possible.

"Optimize the" operation chain "and" value chain "and so on.

Through these measures and methods, enterprises can survive and develop for a long time.

(2) value chain analysis.

Value chain analysis is based on the value chain as an analytical tool to identify the value chain of enterprises, clarify the relationship between value activities, identify the key links of value, and improve the efficiency and reduce costs by enhancing the value chain, enhancing the competitiveness of enterprises.

The value chain is divided into two types: horizontal value chain and vertical value chain.

The contents of the horizontal value chain include: general management, human resource management, technology development, procurement, internal service, operation, field work, marketing and service.

Vertical value chain is to decompose the value activity of the whole industry into a series of related strategic activities.

The significance of value chain analysis is as follows: first, analyzing the relationship among various links in the enterprise's internal value chain can optimize the business process.

Secondly, by linking the enterprise value chain with suppliers and customers, we can improve the product production, technology application and production mode.

Thirdly, by comparing and analyzing the value chain of enterprise and the value chain of competitors, we can find out the difference between the cost and value of enterprises and competitors in each value chain link, and provide guidance for the improvement and innovation of enterprises.

(3) competitor analysis.

Competitor analysis is an activity related to gathering information about competitors, and is a basic tool for formulating strategic decisions.

Strategic management accounting not only comes from internal efficiency, but also from competitors.

Competitor analysis mainly involves the following questions: (1) who are the competitors; (2) the competitors' goals and the strategic measures adopted and the possibility of their success; (3) the competitive advantages and disadvantages of the competitors; (4) facing the challenge of the external enterprises, how does competition react to the hands?

Analysis is not a simple collection, but a process of understanding competitors.

In this way, we can not only help predict competitors' aggression, but also seize opportunities provided by competitors' mistakes and weaknesses, so that enterprises can maintain their competitive edge.

(4) balanced scorecard.

The balanced scorecard is a strategic implementation and strategic learning system, which includes 4 aspects: finance, customers, internal business processes, learning and growth.

Among them, the financial aspect is the ultimate goal, the customer aspect is the key, the enterprise internal process is the foundation, and the enterprise's learning and growth is the core.

The four aspects of scorecard take account of the long-term and short-term goals, the driving factors of ideal results and realistic results, reveal the growth of enterprise capability as a prominent problem, strive to promote the improvement of the internal business process through the concern of customer value, speed up the learning and growth of enterprises, gain customers' favor and competitive advantage, and ultimately achieve a good financial goal.

(5) early warning analysis.

Early warning analysis is a potential factor that can predict the competitive position and financial status of enterprises in advance, so as to remind managers to pay attention to the analysis method.

It analyzes the characteristics of the industry and the competitive situation, so that managers can take defensive measures before solving the potential problems.

Early warning analysis can be divided into external analysis and internal analysis.

The external analysis mainly analyzes the market situation and market share of the enterprises, and the internal analysis mainly analyzes labor productivity, the efficiency of the mechanism operation, and the stability of the staff.

Accounting is still in its initial stage, and its system is still being studied and explored.

At the same time, the emergence and formation of strategic management accounting is based on the uncertainty enhancement of the living environment of enterprises. With the promotion of the economic wave and the intensification of competition, this uncertainty will further increase, and the strategic management accounting will also have considerable development.

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