Managing The Overall Competitive Advantage Of Enterprise Accounting From A Strategic Perspective

Competitive advantage is the core of business performance.

The content of strategic management accounting system is adapted to the needs of enterprise strategic management and the training of competitive advantages.

This paper discusses the relationship between the level of enterprise competition and strategic management accounting, in order to further promote the development and application of management accounting in China.

First, the hierarchical analysis of enterprise competition.

Any enterprise that participates in the market economy must face competition. In the face of strong competitors, enterprises should not only consider the short-term micro competition of products and services, but also consider how to innovate continuously in terms of organizational structure, human resources, value chain and other core competencies.

More importantly, this innovation should also be reflected in the strategic vision of an enterprise, so that it can be continuously pformed or embodied in products and services so as to form a realistic competitive advantage. Nowadays, the competition of enterprises has three distinct levels.

1. level of enterprise strategic resources.

The competition at this level is mainly manifested in the following aspects: predicting the ability of the future industry; creating a learning enterprise; generating the image and values of the enterprise; analyzing the adaptability of human resources, technology and the environment, and building the competitive group.

This level of competition determines the future development direction of enterprises, and gradually adjusts and turns them into the advantages of products and services in the implementation process, and ultimately embodies the competitive advantage of the core competitiveness of enterprises.

2. core competence level.

This level of competition is mainly manifested in the establishment of flexible organizational structure, operation process reengineering, value chain analysis, process analysis and so on.

The core competence refers to the accumulated knowledge in the organization, especially on how to harmonize the different production skills and integrate the knowledge of various technology flows. The core competence is the interpretation and execution of the strategic vision of the enterprise. It will further refine the strategic planning of the enterprise and make it more specific and executable.

It is the link between enterprise strategic resources level and product service level, and it is the interpretation and application process of enterprise strategic thinking.

3 level of product service.

The competition at this level is mainly reflected in the actual towel farm advantages of product prices, product quality, technological content (innovation), sales channels, service quality (innovation), and service system construction. Its main feature is that this level of competition must directly face consumers, and the profit and cash flow they earn directly determines the survival of enterprises: the competition of product service level is mainly to maintain the short-term competitive advantage of enterprises, so that enterprises can maintain the leading position in the development and innovation of new products (services). It is the embodiment of the specific results of enterprise strategic planning interpreted and implemented through the core competence level, and it bears the burden of winning short-term market advantages and increasing profits for enterprises.

Two, the system structure of strategic management accounting

Strategic management accounting is a change in the internal and external environment of enterprises, which stands at the height of enterprise development strategy. According to the needs of enterprise strategic management, it provides specific decision information from various aspects such as strategic target selection, organizational restructuring, management system to internal business reorganization, value chain analysis, enterprise performance evaluation, the dominant position of product market, establishment of sales network, cost accounting and optimization, so as to help enterprises obtain lasting competitive advantages.

Recently, the American Institute of Management Accountants (IMA) made a detailed investigation into the changes in management accounting practice in the past 5 years.

Many respondents believe that due to the changes in financial (Accounting) functions, their main work has been pferred from information support to management decisions, and the financial sector has been given more decision-making power and has the responsibility to shirk its consequences.

In addition, they spend more time in internal consultancy, strategic planning, computer system operation, process improvement, financial and economic analysis, and less time in accounting system and financial report, short-term budget, cost accounting system and so on.

It is unquestionable that new responsibilities and roles require accountants to understand more about all aspects of the enterprise, such as manufacturing process, core technology, research and development, marketing, competitors and supply chain, so as to make correct strategic plans. Therefore, accountants should successively work in the following aspects: long-term strategic plan, process improvement, product and customer profitability analysis, accounting system and financial reporting, short-term budget, merger and acquisition, financial and economic analysis, external financial reporting, and computer system operation.

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Three, strategy

In the increasingly fierce market competition, strategic management accounting can fully play its role in all levels of enterprise development, mainly in the following aspects: first, it can be combined with various strategic levels of enterprise development to help enterprises make the right decisions, such as: strategic target positioning, development planning formulation, value chain analysis, production mode selection, cost control and so on.

(2) management accounting can establish effective links between enterprises' competitive levels. Through the processing, exchange, control and feedback of internal information resources, it can show itself in products and market services, and at the same time collect relevant information from both inside and outside to the strategic level so as to enable them to make timely adjustments according to changes in market, technology and consumption, thus forming a closed management information and decision-making system.

Third, integrate the competitive advantages of enterprises at all levels, so as to form an overall and lasting competitive advantage.

Strategic management accounting can be used as an organic link to pform the competitive advantages of all levels into smooth and natural, and ultimately achieve in the market.