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Strategic Cost Analysis, by Roger Hussey, Audra Ong
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Increasing business competition is compelling managers not only to develop realistic and achievable strategies but also to analyze goals in financial terms and to evaluate performance. Whether in manufacturing, service, or the non-profit sector managers
- Sales Rank: #1936735 in Books
- Published on: 2011-12-20
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x 6.00" w x .50" l, .56 pounds
- Binding: Paperback
- 175 pages
About the Author
Roger Hussey China; Bristol, United Kingdom; Dean, Guangzhou International Business School; Guangzhou College South China University of Technology; Professor Emeritus; University of the West of England Audra Ong Ontario Canada; Professor; University of Windsor
Most helpful customer reviews
2 of 2 people found the following review helpful.
Concise Costing Presentation and Practical Examples
By Mike Fournier
Strategic Cost Analysis presents a concise costing methodology beginning with a definition of what is cost and what factors shape the costing system. The authors follow the definition of Strategic cost management as defined by Cooper and Slagmulder, which is `the application of cost management techniques'
These factors shaping the cost system include:
* the nature of the business,
* the stakeholders,
* the output of the business (manufacturing a product, services), and
* the managers responsibilities and information needs.
The authors follow the two main types of costing, standard in a full cost environment and Activity Based Costing based on whether the business uses job cost or process costing.
They also follow the traditional definition of full costing, which is `the cost accounting method designed to identify the material, labor, and overhead costs incurred to provide a product or service' and exclude more recent definitions that try to incorporate social, environmental, and economic costs.
`The stages of sharing organizational overheads are summarized as follows:
* Charge those overheads to the department that causes them.
* Share the remaining overheads over the departments by preparing an overhead analysis statement.
* Charge a share of the departmental overhead to each cost object passing through it to give the total production cost of each cost object.'
Many of today's texts try to incorporate too much into a simple approach required for modern smaller businesses, this one does not, it is basic and easy to follow. It probably is not designed for the experienced practicing cost accounting, but would be a good and inexpensive plan for those - managers included without to much experience in the cost arena.
The authors also give examples of costing for different industries and how cost should be incorporated into planning and control systems. They also go into differential analysis (make vs. buy, plant consolidation, etc., with good examples). The examples in this book, unlike many that are out today, are easy to follow, and realistic. The authors also discuss cost reduction, giving some practical advice to reduce overhead costs and they go into improvement methodologies that can be employed, evaluating many of the more popular methods.
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