Strategic controlling. The purpose of strategic management and

Strategic controlling

The purpose of strategic management and accounting, respectively - to ensure effective functioning of survival on a relatively long term. The main guidelines and principles of management here is not to maximize profits, and, above all, the successful elimination of the influence of risk situations, concern about the future of the organization.

From this we select the basic functions of strategic controlling, such as: 1) control processes for core strategy; 2) development and strengthening of information system for strategic management; 3) the monitoring system of strategic indicators - indicators, including separately for internal and external environment; 4) the primary elementwise integral and strategic analysis; 5) the initial fixation of critical strategic position of the enterprise; 6) participation in the substitution of strategic objectives; 7) participation in a secondary strategic analysis and strategic reflection; 8) coordination of all phases of the strategic management process as a whole all the elements of strategic management.

The main route of strategic management (controlling) - development of measures and activities for the success of the enterprise in the long term through the development of its productive capacity. As the costs are considered capital expenditures (investments), and the result is not only a prognostic value of profits, but also the development, diversification of production, its effect on the environment, the market for products of labor and capital.

Strategic Accounting and Controlling organically fit in management accounting, first, because it intended to control the company, and secondly, because they use the current single, non-strategic account management tools and techniques focused on the incremental costs and benefits, profit margins , account by segment, etc. However, here is more widely used economic and mathematical models, methods of forecasting, discounting etc.

Strategic Accounting and Controlling designed for higher-level controls, and prospects of the organization. They suggest: a) The integration of forecasting, planning and accounting and analytical functions; b) evaluation of the current and future operations, financial condition and productive capacity of the enterprise; c) the development of several enterprise development strategies and the optimal choice of them; g) Take into account the factors of time, capital, profitability and risk.

Controlling features of strategic are: • Calculating and cost-benefit analysis of the company in the long term; • Focus on the development system of direct costing; • Grouping of costs and benefits of the segments of the enterprise; • Identifying strategic bottlenecks from an analysis of the amounts and rates of coverage by segment and factors of production for a number of previous years; • Forecasting of revenue, profitability, return on capital, the calculation of the cost of production of innovative products, the implementation of investment projects for environmental protection; • Analysis of the impact of development on a market for goods, labor and capital, environmental state regions.

The effectiveness of strategic activities affected by a number of factors: a) The size and structure of investment capital (the ratio of debt to equity, interest on the loan, the interest rates on capital, credit terms, etc.); b) The period of investment and payback time of investment; c) The structure of current expenditures and investment; d) Production and sales volumes, selling prices; e) The risks of various kinds, level of competition.