Xi’an Jiaotong-Liverpool University
International Business School Suzhou

Feasibility Report on Employing Strategic
Management Accounting in Davis Ltd
Instructor: Dr. Brain Wright

Student Name :
Yunyu Xu :
Qinyi Zuo :
Mengqi Hang :
Shuting Chen :
Yang Liu :
Shufan Xue :

ID Number
1200742
1200745
1200746
1200749
1200752
1200766

Contents
Contents

1

1 Introduction

2

2 Current Process

3

3 Analysis & Results
3.1 Performance Prism (PP) . . . . .
3.1.1 Stakeholder satisfaction .
3.1.2 Stakeholder contribution .
3.1.3 Strategy . . . . . . . . . .
3.1.4 Process . . . . . . . . . .
3.1.5 Capability . . . . . . . . .
3.2 Quality Costing (QC) . . . . . . .
3.3 Customer Lifetime Value Analysis

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(CLV)

4 Conclusion

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9

1

Chapter 1
Introduction
According to a series of researches, an increasing number of managers have expressed their dissatisfaction with the conventional management accounting due to its lack of value adding to corporate strategy (Juras, 2014). As accounting information is critically important to strategy formulation and implementation, strategic management accounting (SMA) is gaining popularity among companies seeking survival and development in the competitive market. SMA focuses on the inter-relationship between corporate strategy and management accounting (Cuganesan, et al., 2012). It works via collecting and analyzing both internal and external information, which is used to design and monitor its own strategies. Compared with traditional