Strategic Cost Management: The New Tool for Competitive Advantage

Shank, John K.;Govindarajan, Vijay

ISBN 10: 0029126517 / ISBN 13: 9780029126516

Published by Free Press, Old Tappan, New Jersey, U.S.A., 1993

About this Item

Jacket and boards have only light wear. Pages are clean, text has no markings, binding is sound. Prior owner name in tiny print is marked out on fep. Size: 8vo - over 7¾" - 9¾" Tall.

Seller Inventory # 328205A

Bibliographic Details

• Title: Strategic Cost Management: The New Tool for Competitive Advantage
• Publisher: Free Press, Old Tappan, New Jersey, U.S.A.
• Publication Date: 1993
• Language: English
• ISBN 10: 0029126517
• ISBN 13: 9780029126516
• Binding: Hard Cover
• Edition: First Printing.
• Condition: Very Good
• Dust Jacket Condition: Very Good
• Book Type: Ex-Libris

About this title

Synopsis

As often reported in Business Week and Fortune, most large companies today concede that their cost systems are desperately obsolete. In this eagerly awaited book, John Shank and Vijay Govindarajan, nationally known experts on the strategic use of cost information, address head-on the fundamental concepts of management accounting that are in desperate need of change. The authors demonstrate how strategic cost management, the first analytic framework to relate meaningful accounting information to a firm's business strategy, is revolutionizing accounting—and overall business practices in leading firms. With numerous extended examples including Ciba-Geigy, Ford, Texas Instruments, and many more, the authors show how the three key tools of strategic cost management—value chain analysis, strategic positioning analysis, and cost driver analysis—provide a sustainable competitive advantage over firms whose cost systems are in disarray.

With persuasive evidence, Shank and Govindarajan demonstrate the strategic power of value chain analysis, i.e., linking external value creating activities all the way from basic raw materials, to component suppliers, and through to the ultimate end-use product delivered to the consumers. Next, they examine how cost management and cost control must be differentiated depending on the strategic positioning chosen by the firm, be it cost leadership or product differentiation. Finally, the authors offer penetrating in-sights on cost driver analysis using such examples as Champion International and Motorola to describe the uses and limitations of activity-based costing, quality costing, and technology costing.

Traditional cost analysis, the authors show, is limited to assessing the financial impact of managerial decision alternatives, with no consideration for strategic business objectives. In this indispensable guide, Shank and Govindarajan show how Strategic Cost Management (SCM) relates to a broader context, where strategic elements become far more conscious, explicit, and formal, and cost data is used to develop superior strategies en route to gaining sustainable competitive advantage.

About the Author

John Shank is Noble Professor of Management Accounting at the Amos Tuck School of Business Administration at Dartmouth College. He has published twelve books, and is an active consultant.