Strategic Management Accounting: The Tool for Managing Sales and Monitoring Outcomes

Abstract

The research considers the issues of organizing strategic management accounting, sales planning, budgeting, and the conditions for introducing the methodology of the stabilized system. The author determines the essence and problems of the most essential indicators and provides relevant solutions. Moreover, in reliance upon the industry features, the author worked out the proposals for selecting the most necessary indicators and developing a strategic development map for the enterprises of the ferrous metallurgy industry. Thus, the research analyzes four methods of the balanced scorecard system. Based on the system of the most basic calculation indicators, the quantitative indicators are related to the qualitative data of the current situation. The measures are based on meeting the needs of the “Financial economic activity” aspect, the interaction of the enterprise with the customer, consumer counterparties, and main, auxiliary, and general production and management units, and increasing investment in knowledge and skills and training competitive staff. Moreover, the author developed proposals for implementing strategic management accounting regarding financial, customer, employee, and process system in black metallurgical industry enterprises. Additionally, the research presents an analysis based on the strategic plan, purpose, and mission of the management accounting organization. The efficiency of innovation-based development in currently operating enterprises is evaluated by the qualifications of employees and the quality of research activities.

Citation

Abdusalomova, N.B. (2024), "Strategic Management Accounting: The Tool for Managing Sales and Monitoring Outcomes", Eshov, M.P., Abdurakhmanova, G.K., Burkhanov, A.U., Abdusalomova, N.B. and Ergasheva, S.T. (Ed.) Development of International Entrepreneurship Based on Corporate Accounting and Reporting According to IFRS (Advanced Series in Management, Vol. 33A), Emerald Publishing Limited, Leeds, pp. 203-211. https://doi.org/10.1108/S1877-63612024000033A024