Ultimately costing principles, such as the causality principle, must be converted into practical practices with supporting tools. This presentation examines how cost modeling has evolved over the last century. It will describe the trends and obstacles that have helped or delayed developments.  These evolving areas and trends include:

• The expansion from product costing to include channel and customer profitability reporting and analysis.

• The integration of managerial accounting with other enterprise and corporate performance management (EPM/CPM) methods (e.g., the balanced scorecard, incentive compensation, risk management, supply chain management)

• The shift from historical reporting to predictive accounting (e.g., marginal / incremental costing; capacity-sensitive driver-based rolling financial forecasts, performance-based and driver-based budgeting, customer lifetime value [CLV] )

• Imbedding analytics into managerial accounting (e.g., correlation and segmentation analysis, recursive partitioning with decision trees)

• Acceptance of two or more co-existing managerial accounting methods

• Chargebacks to internal users and service level agreements of information technology (IT) and shared services.

• Recognition of barriers slowing the adoption rate of advanced managerial accounting (e.g., resistance to change, being held accountable, weak leadership) to gain buy-in.

Course Outline:

• How these trends have expanded accountants from “bean counters” to “bean growers.”

• How to calculate profit and loss statements for customers displaying profit margin layers.

• How to identify and differentiate strategic KPIs in a balanced scorecard and operational performance indicators (PIs) in dashboards.

• How to perform “predictive accounting” for capacity-sensitive driver-based budgets / rolling financial forecasts, what-if analysis, and outsourcing decisions 

• How to imbed statistics and analytics into product, channel, and customer profitability analysis.

• How to overcome implementation barriers such as behavioral resistance to change and fear of being held accountable.

Key Takeaways:

To learn progressive applications by CFOs and accountants including the strategy map and its associated balanced scorecard; product, channel, and customer profitability reporting, activity-based costing; driver-based budgeting and rolling financial forecasts, lean accounting; multiple co-existing costing methods; information technology chargebacks; and imbedding advanced analytics into management accounting systems. 

What You Get:

• Training Materials

• Live Q&A Session with our Expert

• Participation Certificate

• Access to Signup Community (Optional)

• Reward Points

Who Will Benefit:

• CxOs

• CFOs

• Financial officers and controllers

• Managerial and cost accountants

• Financial and business analysts

• Budget managers

• Strategic planners

• Risk managers

• CIO and information technology staff

• Board of Directors