Benchmarking The Incidence Of Strategic Management Accounting In Slovenia Case Study

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Register to read the introduction… Before this, Slovenian companies own by the government although it has been privatized to burst the market economy. After declaring independence in 1991, Slovenia opened its borders to foreign competition. This new competition place strong pressure on prices, quality and customer service, and resulted in many corporate failures. Slovenian managerial expertise with respect to core commercial activities such as marketing, general management and financial management was notably deficient. Today, however, much appears to have changed. These changes have resulted in rapid in economic growth and Slovenia is quickly catching with up the more established members of the …show more content…
The questionnaire posed the question: “To what extent does your organization use the following techniques?” and immediately following this question, the 16 SMA techniques were listed together with a Likert-type scale ranging from “1” (not at all), to “7” (to a great extent). A glossary was also included with definitions of the SMA techniques to promote consistent interpretation of SMA terminology.

For the Slovenian sample, the questionnaire and the glossary were translated into Slovenian. The translation was completed by one of this paper’s authors who is fluent in both languages. To ensure that the translated version was as close as can reasonably be achieved to the English version, it was validated by two native Slovenian university researchers who are both fluent in English.

The
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These are: “attribute costing”, “life cycle costing,” “quality costing,” “target costing”, and “value chain costing”. Quality costing is most widely used at Slovenia while Australia uses life cycle costing. Life cycle costing is the least applied costing technique in Slovenia, yet it ranks as second most popular in Australia. Common to all five techniques is the term “costing,” therefore for the purpose of data presentation this SMA grouping will be referred to as “costing”. Five techniques also loaded on the second component. These are “benchmarking,” “competitive position monitoring,” “integrated performance measurement,” “competitor performance appraisal,” and “competitor assessment.” Integrated performance measurement is used more in Slovenian companies. In Slovenia, competitor performance appraisal is the most popular however it ranks only third in Australia. The third component comprises three techniques: “brand valuation,” “strategic costing,” and “strategic pricing.” The three SMA techniques can all be viewed as relating to the notion of strategic decision making and will be collectively termed “strategic decision making.” Strategic costing and brand valuation are applied significantly more in Slovenian

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