1. The Manager and Management Accounting 2. An Introduction to Cost Terms and Purposes  3. Cost—Volume—Profit Analysis  4. Job Costing  5. Activity-Based Costing and Activity-Based Management  6. Master Budget and Responsibility Accounting  7. Flexible Budgets, Direct-Cost Variances, and Management Control  8. Flexible Budgets, Overhead Cost Variances, and Management Control  9. Inventory Costing and Capacity Analysis  10. Determining How Costs Behave  11. Decision Making and Relevant Information  12. Strategy, Balanced Scorecard, and Strategic Profitability Analysis  13. Pricing Decisions and Cost Management  14. Cost Allocation, Customer-Profitability Analysis, and Sales-Variance Analysis  15. Allocation of Support-Department Costs, Common Costs, and Revenues  16. Cost Allocation: Joint Products and Byproducts  17. Process Costing  18. Spoilage, Rework, and Scrap  19. Balanced Scorecard: Quality and Time  20. Inventory Management, Just-in-Time, and Simplified Costing Methods  21. Capital Budgeting and Cost Analysis  22. Management Control Systems, Transfer Pricing, and Multinational Considerations  23. Performance Measurement, Compensation, and Multinational Considerations

This title is a Pearson Global Edition. The Editorial team at Pearson has worked closely with educators around the world to include content which is especially relevant to students outside the United States.   Use the most current information to prepare students for their field ·    Emphasis on Global Issues reflect today’s increasingly global business environment, including: o The special challenges of budgeting in multinational companies (Chapter 6). o NEW! The importance of joint cost allocation in creating a trade war between poultry farms in the United States and South Africa (Chapter 16). o The importance of transfer pricing in minimizing the tax burden faced by multinational companies (Chapter 22). o The challenges of evaluating the performance of divisions located in different countries (Chapter 23). o NEW! The text’s examples of management accounting applications in companies are drawn from international settings. ·    Focus on merchandising and service sectors (versus traditional manufacturing settings) highlight the shifts in the US and world economies, including: o Linear cost functions in the context of payments for cloud computing services (Chapter 10). o Inventory management in retail organizations, with an example based on a seller of sunglasses (Chapter 20). o A running example that looks at capital budgeting in the context of a transportation company (Chapter 21). o NEW! Several Concepts in Action boxes focus on the merchandising and service sectors, including achieving cost leadership at Trader Joe’s, using activity-based costing to reduce the costs of health care delivery at the Mayo Clinic (Chapter 5), reducing fixed costs at Twitter (Chapter 2), and analyzing operating income performance at Best Buy (Chapter 12) and web-based budgeting at 24 Hour Fitness. ·    Emphasis on sustainability as one of the critical managerial challenges of the coming decades, including: o The promotion of developing and implementing strategies to achieve long-term financial, social, and environmental performance as key imperatives. o The benefits to companies from measuring social and environmental performance and how such measures can be incorporated in a balanced scorecard (Chapter 12). o Examples of companies that mandate disclosures and evaluate managers on environmental and social metrics (Chapter 23). o NEW! Materials that stress themes of recognizing and accounting for environmental costs, energy independence and the smart grid, setting stretch targets to motivate greater carbon reductions, using cost analysis, carbon tax, and cap-and-trade auctions to reduce environmental footprints, and constructing “green” homes in a cost-effective manner. ·    More focus on the role of accounting concepts and systems in fostering and supporting innovation and entrepreneurial activities in firms including: o NEW! The challenges posed by recognizing R&D costs as period expenses even though the benefits of innovation accrue in later periods. o NEW! How companies budget for innovation expenses and develop measures to monitor success of the innovation efforts delinked from operational performance in the current period (Chapter 6). o NEW! The importance of nonfinancial measures when making decisions about innovation (Chapter 11). o NEW! The concept that innovation starts with understanding customer needs (Chapter 13). o NEW! Process innovations for improving quality&

Use the most current information to prepare students for their field ·    Emphasis on Global Issues reflect today’s increasingly global business environment, including: o The importance of joint cost allocation in creating a trade war between poultry farms in the United States and South Africa (Chapter 16). o The text’s examples of management accounting applications in companies are drawn from international settings. ·    Focus on merchandising and service sectors (versus traditional manufacturing settings) highlight the shifts in the US and world economies, including: o Several Concepts in Action boxes focus on the merchandising and service sectors, including achieving cost leadership at Trader Joe’s, using activity-based costing to reduce the costs of health care delivery at the Mayo Clinic (Chapter 5), reducing fixed costs at Twitter (Chapter 2), and analyzing operating income performance at Best Buy (Chapter 12) and web-based budgeting at 24 Hour Fitness. ·    Emphasis on sustainability as one of the critical managerial challenges of the coming decades, including: o Materials that stress themes of recognizing and accounting for environmental costs, energy independence and the smart grid, setting stretch targets to motivate greater carbon reductions, using cost analysis, carbon tax, and cap-and-trade auctions to reduce environmental footprints, and constructing “green” homes in a cost-effective manner. ·    More focus on the role of accounting concepts and systems in fostering and supporting innovation and entrepreneurial activities in firms including: o The challenges posed by recognizing R&D costs as period expenses even though the benefits of innovation accrue in later periods. o How companies budget for innovation expenses and develop measures to monitor success of the innovation efforts delinked from operational performance in the current period (Chapter 6). o The importance of nonfinancial measures when making decisions about innovation (Chapter 11). o The concept that innovation starts with understanding customer needs (Chapter 13). o Process innovations for improving quality (Chapter 19). ·    Cutting-edge topics are covered, including: o Material around recent trends in big data and data analytics in predicting costs and when making demand forecasts. Provide a solid presentation of accounting hallmarks with a great emphasis on strategy ·    Strategy maps are presented as a useful tool to implement the balanced scorecard and a simplified presentation of how income statements of companies can be analyzed from the strategic perspective of product differentiation or cost leadership. A new section helps students evaluate strategy maps such as the strength of links, differentiators, focal points and trigger points. ·    Try It examples are simple and focus on key ideas or concepts. They are located after a particular concept or calculation, and invite students to practice what they have just learned. ·    Becker Multiple Choice Questions in the assignment material probe students’ knowledge of the chapter material and their ability to think critically about key concepts.   ·    Opening Vignettes. Each chapter opens with a vignette on a real company situation. The vignettes get students engaged in a business situation, or dilemma, illustrating why and how the concepts in the chapter are relevant in business. New examples on Quiksilver, General Motors, Boeing, Delta, Honda,