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  5. Strategic Value Management (6314M0404Y)

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Samenvatting colleges & artikelen

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  • Course
  • Strategic Value Management (6314M0404Y)
  • Institution
  • Universiteit Van Amsterdam (UvA)

Het is een samenvatting tbv het vak Strategic value management wat wordt gegeven in de master van UvA. Deze samenvatting bevat de stof tbv de colleges en de artikelen die nodig zijn voor het tentamen.

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Document information

  • January 23, 2021
  • 27
  • 2020/2021
  • Summary

Subjects

  • unused capacity
  • total life cycle costing
  • innovation
  • customer profitability analysis

Written for

  • Universiteit van Amsterdam (UvA)
  • Accountancy And Control
  • Strategic Value Management (6314M0404Y)
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Strategic value management
Inhoud
College week 1 ........................................................................................................................................ 3
Accounting information ...................................................................................................................... 3
CVP analysis → Cost/Volume/Profit analyses ................................................................................... 3
Unused capacity .................................................................................................................................. 4
Buchheit (2003) – Reporting the cost of capacity ............................................................................... 4
Cost sickiness: Anderson et al (2003) – Are SG&A costs ‘sticky’? ................................................... 5
Seminar week 1 ....................................................................................................................................... 6
Holzhacker et al. (2015) ...................................................................................................................... 6
Micro device division .......................................................................................................................... 6
College week 2 ........................................................................................................................................ 6
Cost systems ........................................................................................................................................ 6
Customer profitability Analysis .......................................................................................................... 7
Holm & Ax (2020) .............................................................................................................................. 8
Customer lifetime value and perceived customer value ...................................................................... 9
Casas-Arce et al. (2017) .................................................................................................................... 10
Terpstra & Verbeeten (2013)............................................................................................................. 11
College week 3 ...................................................................................................................................... 12
Total life cycle costing ...................................................................................................................... 12
CSR en Full costing accounting ........................................................................................................ 12
Henri et al (2016) .............................................................................................................................. 13
Real option reasoning and game theory ............................................................................................ 14
Denison, Farrell & Jackson ............................................................................................................... 14
Cassimon, Engelen & Liedekerke ..................................................................................................... 15
College week 4 ...................................................................................................................................... 15
What is innovation and why is it important? ..................................................................................... 15
How can innovation be managed?..................................................................................................... 16
How can management accounting support innovation management? ............................................... 16
Measurement for innovation ............................................................................................................. 18
Target costing .................................................................................................................................... 18
Davila, Foster & Oyon (2009) ........................................................................................................... 19
College week 5 ...................................................................................................................................... 20
Top-level perspective ........................................................................................................................ 20
Prestatie indicatoren .......................................................................................................................... 20
Groen, Wouters & Wilderom ............................................................................................................ 21

, Enabling organization........................................................................................................................ 21
Cardinaels .......................................................................................................................................... 22
College week 6 ...................................................................................................................................... 23
Role of the controller ......................................................................................................................... 23
Goretzki & Messner (2019) ............................................................................................................... 24
Labro et al. (2019) ............................................................................................................................. 25
Management accounting voor projecten ........................................................................................... 26

, College week 1
Accounting information
Management accounting information heeft diverse functies:
• Improve decision making
o Hoe kunnen we de kostenstructuur optimaliseren, stijgen van klanten winstgevendheid
• Focuses efforts to improve performance
o Benchmarking. Weten waarmee je mee bezig bent en weten hoeveel alles kost,
waardoor je op prestaties gebieden kan verbeteren
• Guides strategy evaluation and development
o Budgetteren, decentraliseren, transferprijzen
• Evaluation contribution of BU’s and managers (incentive systems)
o Evalueren van de (niet) financiële prestatiemaatstaven, hoe functioneert het
compensatiesysteem
o Incentives kunnen botsen met planning factoren

Accounting information heeft zowel kosten informatie als omzet informatie. Deze informatie kan door
diverse “drivers” worden achterhaald:
• Revenue drivers → alles wat effect heeft op de omzet
o Verkoopprijs
o Marketing uitgaven → heeft effect op de verkopen van een bedrijf
• Cost drivers → alles wat effect heeft op de kosten
o Eenheden van de geproduceerde output → meer geproduceerd leidt tot meer variabele
kosten
o Stijging in het aantal klantbezoeken, aantal verscheepte producten
• Various time spans for decisions
o Short term → minder dan een jaar
o Product life cycle, customer life cycle

Bovenstaande elementen kunnen effect hebben op beslissingen die genomen dienen te worden in een
organisatie.

CVP analysis → Cost/Volume/Profit analyses
Operating profit = total revenues – total costs
Operating profit (OP) = Q * USP – [Q*UVC – FC]
Q = units sold
USP = Unit sales price
UVC = Unit variable cost
FC = Fixed cost
TOP = target operating profit




Een verandering in de kostenstructuur van een bedrijf, kan ervoor zorgen dat de uiteindelijke winst zal
gaan stijgen. Denk hierbij aan het verhogen van de vaste kosten en het verlagen van de variabele
kosten. Deze optie zorgt wel voor een veel lager verlies, maar de winst is wel hoger.

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