Strategic Control

Control is taking measures that synchronize outcomes as closely as possible with plans Traditionally, has been almost completely based on financial performance Hence, top internal accounting officer became the In Charge official for organization control policies and procedures What do we call the chief accounting officer of an organization? Answer: The Controller
Financial Information was primary source Rewarded Efficiency Encouraged Dysfunctional Behavior

Strategic Control

Strategic Control Methods

Integrates Quantitative & Qualitative Measures

Uses Financial and Non-financial information

Customer (External) focus Rewards based upon relative contributions to

organization success Encourages desired organizational behavior

Planning Control Cycle Adjusting Measuring Implementing

Strategic Control and Control Systems

Should motivate people toward desired organizational behavior rather than promote dysfunctional behavior Traditional 1990s thru 21st Century
Customer Satisfaction New Product Development Rates Outcomes Quantitative & Qualitative Performance

What is Measured?

Meeting Budget Production Efficiency Inputs

Quantitative Performance(Mostly Financial)

Who is evaluated?
Traditional

1990s thru 21st Century

Individuals
Functions Responsibility Centers Individuals Teams (Groups) Cross-Functional People

Basis of Rewards control Systems

Traditional

1990s thru 21st Century

Quality
Innovation Creativity

Efficiency
Profits ROI

Overall Company Performance

Focus of Contemporary Control Systems

Traditional 1990s thru 21st Century

Internal

Macro Environment Industry Environment

Internal

Capacity Management
Capacity is the potential or capability, of a set of resources to do

work of

some type to create value for the customer.

Importance of capacity management (control) of organizations Huge initial outlays Sunk costs Inflexible

Long-run costs
Mostly Fixed Costs Goal of capacity management is to manage fixed costs (plant assets) in a manner that spreads costs over the largest possible volume A very difficult area of management because it involves long-range planning

Strategic Control of Capacity

Must have right amount of capacity to produce to customer demands

*If there is excess capacity fixed costs must be spread over fewer units thereby making the units cost more *If there is insufficient capacity the company must incur additional costs to generate more capacity

A Capacity Management Example

Company A and Company B each manufacture one product that is very similar in nature. Company A recently invested in modern machinery (new technology) that reduces its manufacturing labor cost. Company B continues to be labor intensive using its older machinery. Accordingly, Company A has much more fixed factory overhead annually than Company B ($ 1,500,000 compared to $ 600,000). The respective selling price and variable costs per unit are as follows:

Company A
Selling Price $20.00 Direct Mat. $2.00 Direct Labor $1.00 Var. Overhead $1.00

Company B
$20.00 $2.00 $6.00 $1.00

Required: Compute the gross margins on the product of each company. Assume an annual volume of production and sales of 100,000 units; then 200,000 units.

Solution:
(100,000 Units) Cost: Variable Costs/Unit Fixed Cost/Unit Total Cost/Unit $4.00 15.00 $19.00 $9.00 6.00 $15.00 Company A Company B

Selling Price
Total Gross Margin (200,000 Units) The only Change is Fixed costs per unit Total Gross Margin

$20.00
$100,000

$20.00
$500,000

$7.50 $1,700,000

$3.00 $1,600,000

Cost-Volume-Profit Analysis
Revenue Line

Break Even Point

Contribution Margin

Fixed Costs & Total Costs Line

Variable Cost Line

Activity Level