QUESTION

DDC/08/237
Faculty of Business and Enterprise
Higher Education Division

Unit of Study Outline
HBC611
Managerial Accounting
Semester 1 2012
Version date (5 January, 2012)

Teaching Staff:

Dr. Evangeline Elijido-Ten   Room:  BA1230     9214 4471
(Convenor)    Email:  [email protected]

Dr. Grainne Oates    Room:  BA1030     9214 5180
Email:  [email protected]

© Swinburne University of Technology, 2008
Except as provided in the Copyright Act 1968, this document may not be
reproduced in any form without the written permission of the University.

Unit of Study Outline
Unit of study code
HBC611
Unit of study name
Managerial Accounting
Teaching Term/Semester & Year
Semester 1 2011
Contact Hours (hrs/wk)
3 hours per week
Prerequisites
HBC606 Accounting Principles and HBC607
Accounting Information Systems
Corequisites
Nil
Credit Points
12.5
Aims
This unit is designed to provide students with skills and practice that are critical to building their planning,
decision making and performance evaluation capability to assist managers in making informed judgements.
The unit aims to provide an understanding of the relevant management and cost accounting concepts
necessary to evaluate a problem, source and use relevant information (both financial and non-financial) and
make valid decisions to achieve sustainable value creation for the firm. Primarily, the thrust of this unit is to
enhance the student’s critical and analytical ability through exposure to practical accounting problems and
case studies. In so doing, the unit also aims to encourage students to develop the skills necessary for
lifelong learning.
Learning Objectives
After successfully completing this unit, the student should be able to:
 Identify and classify costs appropriate to the relevant information required
 Apply appropriate cost allocation methods & demonstrate application of key managerial techniques
(CVP, ABC, Budgeting, Relevant costing)
 Demonstrate a critical understanding and apply various performance measurement techniques (ROI;
Residual Income; Economic Value Added; Balanced Scorecard) in different business environments
 Enhance accountability through the appropriate application of transfer pricing
 Demonstrate an ability to solve structured and unstructured problems/case studies.
 Communicate an effective analysis of results and evaluations
Content: See lecture program (next page) but in summary the following topics are covered:
 Strategic decision-making
 Cost volume profit analysis
 Activity Based Costing
 Balanced Scorecard & Performance measurement
 Relevant costing & short-term decision analysis
 Planning & Budgeting
 Flexible Budgets & Variance analysis
 Transfer Pricing
Key Generic Skills for this Unit of Study
This unit provides an educational experience that promotes an attitude of life-long learning. Specifically, our
goal is to develop the following generic skills in our students:
 Teamwork skills
 Analytical and problem solving skills
 Communications skills
 Ability to tackle unfamiliar problems, and
 Ability to work independently
Page 2 of 8
Learning and Teaching Structure
One three-hour class.  Lecture material will be presented weekly followed by a tutorial which works
through assigned problems.  It is the student’s responsibility to attempt all tutorial problems and to
participate in tutorial discussion. In a Semester, you should normally expect to spend, on average,
twelve and a half hours of total time (formal contact time plus independent study time) a week on a
12.5 credit point unit of study.
Lecture and Tutorial Schedule
Week Week
beginning
Staff Lecture Topic Tutorial Topic Tutorial Work
1 27 Feb Eva 1. Intro to Management
Acctg & Business
Strategy
2. Cost Concepts
No tutorial Nil
2 5 Mar Eva No lecture Intro to Mgt Acctg &
Business Strategy
Cost Concepts
3 12 Mar Eva 3. Cost Volume Profit
4. Cost allocation &
ABC
No tutorial Nil
4 19 Mar Eva         No lecture Cost Volume Profit
Cost allocation and
Activity Based Costing
5 26 Mar Grainne 5. Balanced Scorecard  No tutorial – Test 1 Nil
6  2/9 Apr Grainne 6.    Financial
Performance
Measures
EASTER BREAK: From 5
th
Balanced Scorecard

to 11
th
April, 2012
ASSIGNMENT DUE DATE: 13
th
April, 2012 at 2:00 pm
7 16 Apr Grainne 7. Relevant Costing

Fin’l Performance
Measures
8  23 Apr Grainne 8. Planning & Budgeting

Page 3 of 8
See Handout  PLUS
Horngren: 1.18; 1.25
1.26;2.19;  2.23;
2.28; 2.36; 2.37
Horngren: 3.21; 3.24;
3.25; 3.36; 3.45;
4.17; 4.39; 5.24; 5.33
Horngren: 13.22;
13.34; 13.36 PLUS
Add’l Q on Handout
Horngren: 23.17;
23.22; 23.28; 23.32
Relevant Costing Horngren: 11.19; 11.20;
11.22; 11.24; 11.28
9 30 Apr Grainne 9. Flexible Budgets and
Variance analysis
Planning & budgeting Horngren: 6.21; 6.24;
6.27; 6.35
10 7 May Eva 10. Transfer Pricing

No tutorial – Test 2 Nil
11 14 May Eva No lecture Flexible budgets and
variance analysis &
Transfer Pricing
12 21 May Grainne 11. Revision  Sel. Questions- TBA
SWOTVAC & EXAM PERIOD
Resources and Reference Material
Textbook:  Horngren, Datar, and Rajan; Cost Accounting A Managerial Emphasis, 14
th
edition, Prentice Hall,
New Jersey. 2012.  (Note: Tutorial Problems will predominantly come from this text.)

Assessment
a. Assessment Task Details:
Assessment
Task
Individual/
Group Task
Related
Learning
Objective(s)
1. Tests Individual 1 to 6 PLUS
generic skills
Weighting Due Date
Horngren: 7.32; 7.36;
8.32; 8.39; Horngren:
22.27; 22.32; 22.36
20% Two tests worth 10% each to be held
in Week 5 and Week 10 respectively.
2. Assignment Group of 3 1 to 6 25% Friday, 13
3. Tute Prep/
Participation
th
April 2012 @ 2 pm.
Individual 1 to 6 5% Throughout the semester
4. Final Exam  Individual 1 to 6 50% Formal Exam Period.
Assessment Task 1:  2 Tutorial Tests (10% each)
The first test to be held in Week 5 will cover Topics 1 to 4 and it will consist of 40 Multiple Choice Questions
(MCQs). The second test to be held in Week 10 will cover Topics 5 to 8 and it will be a mixture of MCQs and
short problem solving type of questions. These tests will be held in the first hour (or so) of your normal class
before the lecture.
Assessment Task 2:  Major Assignment (25%) Due Date: 13
th
April 2012 @ 2:00 pm
Details of the assignment are provided on pages 7 to 8 of this unit outline.  Please ensure that the answers
are presented in the form of a business report, appropriately structured with headings and all detailed
calculations and/or additional diagrams (if any) in appendices.  Both hard copy and electronic submissions
are required (refer to p. 4 below).
Assessment Task 3:  Final Exam (50%) To be held in formal exam period.
The final exam will cover all topics discussed during the semester.  More details will be provided later on the
structure of the exam.
b. Participation Requirements
Tutorial Attendance and Preparation: Students are expected to attend, attempt the tutorial questions (before
attending the tutorial class) and participate actively during the tutorial sessions.  Tutors will allocate 5% of
your grade as follows:
• 5% for tutorial preparation AND attendance – Students need to BE PRESENT AND ATTEMPT ALL
the tutorial questions and hand in their written solutions to their tutors for at least 5 tutorial sessions
to achieve a full mark in this assessment piece.
The tutor reserves the right to award proportionate marks, i.e. based on satisfactory or
unsatisfactory tutorial preparation and participation. (Note: Tutors could award 0%, 25%, 50%, 75%
or 100% per submitted tute work. Students, please ensure that you keep the marked tute work as
evidence of your mark.)
c. Minimum Requirements to pass this Unit of Study:
In order to achieve a pass in this unit of study, you must:
• Obtain an overall mark of 50%; PLUS
• At least 45% of the marks available on the final examination.
Failure to achieve the minimum requirements as above will result in a fail grade (N), i.e. your mark
will show the lower of your aggregate mark or 44 (N).  There is no Conceded Pass (CP) in this unit.
d. Assessment Criteria:
The grading criteria for assignments are shown in the table below.
Grading Meaning
HD Outstanding, insightful work. Goes beyond requirements of the task to develop a response, which is
thoughtful, reflective, and considers alternative views and makes connections among ideas and information
from different sources or from different aspects of the course. Well researched and documented. Displays
creativity and originality.
D Very good work. Purposefully and logically developed. Thoroughly addresses all aspects of the task.
Synthesis of details and concepts from various sources or topics shows evidence of sound understanding and
thoughtful examination. Research information appropriately cited.
C
Good work. Generally clear, accurate and relevant. Adequately addresses all requirements of the task.
Demonstrates understanding of course concepts, with evidence of some thoughtful examination and
reflection. Development is generally logical, facts generally correct. Tends to focus on one interpretation.
P
Satisfactory work. Shows basic understanding of concepts with minimal evidence of reflection or thoughtful
analysis. Complies with the basic requirements, relies on limited sources of information, little integration of
concepts.
N
Unsatisfactory work. Fails to address the topic in a meaningful way. May be extremely brief, inaccurate,
illogical or undeveloped.
• Assessment criteria will be provided for assessment tasks as appropriate
e. Submission of Assignments:
Both hard copy and electronic submission are due on 13
th
April 2012.  Hard copy must be submitted on or
before 2:00 pm in the designated assignment box (the location of which will be advised closer to the due
date). You are required to include an Assignment Cover Sheet (signed by all members of the group) for your
hard copy submission.  Electronic submission must be done via the Blackboard and should be done before
5:00 pm on 13
th
April.  Only one member of the group needs to make an electronic submission.
Page 4 of 8
f. Extensions and Late Submissions:
There will be no extensions. Late assignment will incur a penalty of 5% per day.
g. Assessment Results:
The test marks will be posted on BB under Gradebook and the student will be given an opportunity to view
their test paper during the class in due course. The marked assignments will be handed back to the students
in due course. Students must retain all assessed material that contributes to the final result up until such time
as the final results are published.

h. Groupwork Guidelines:
“A group project is the collective responsibility of the entire group, and if one member is temporarily unable to
contribute, the group should be able to reallocate responsibilities to keep to schedule. In the event of longerterm
illness
or
other
serious
problems
involving
a
member
of
a
project
group,
it
is
the
responsibility
of
the

other
members
to
make
the
project
supervisor
aware
of
the
situation
straight
away.

Group
project
reports
must
be
submitted
with
the
project
cover
sheet,
signed
by
all
members
of
the
group.

All
group
members
must
be
satisfied
that
the
work
has
been
correctly
submitted.
Any
penalties
for
late

submission
will
apply
to
all
group
members,
not
just
the
person
who
submitted.”

i. Email Communication
For privacy and reliability reasons SUT will only communicate with you via your official Swinburne email
account. It is your responsibility to check this account regularly for important official communication.

j. Plagiarism:
Swinburne University of Technology defines Plagiarism as the action or practice of taking and submitting or
presenting the thoughts, writings or other work of someone else as though it is your own work. Plagiarism
includes any of the following, without full and appropriate acknowledgment to the original source(s):
(i)  The use of the whole or part of a computer program written by another person;
(ii)  the use, in essays or other assessable work, of the whole or part of a written work from any source
including but not limited to a book, journal, newspaper article, set of lecture notes, current or past
student’s work, any other person’s work, a website or database;
(iii)  the paraphrasing of another’s work;
(iv)  the use of musical composition, audio, visual, graphic and photographic models,
(v)  The use of realia, that is objects, artefacts, costumes, models and the like.
Plagiarism also includes the preparation or production and submission or presentation of assignments or
other work in conjunction with another person or other people when that work should be your own
independent work. This remains plagiarism whether or not it is with the knowledge or consent of the other
person or people. It should be noted that Swinburne encourages its students to talk to staff, fellow students
and other people who may be able to contribute to a student’s academic work but that where independent
assignment is required, submitted or presented work must be the student’s own.
Enabling plagiarism contributes to plagiarism and therefore will be treated as a form of plagiarism by the
University. Enabling plagiarism means allowing or otherwise assisting another student to copy or otherwise
plagiarise work by, for example, allowing access to a draft or completed assignment or other work.

k. Assessment and Appeals Policy and Procedure
The information outlined in the Assessment sections above is covered in more detail in Swinburne’s
Assessment and Appeals Policy and Procedure. Students must be familiar with the Policy and Procedure,
found at http://policies.swinburne.edu.au/ppdonline/showdoc.aspx?recnum=POL/2007/9

The Policy and Procedure provides details about:
• Assessment issues such as the conduct of examinations, plagiarism policies and details explaining
how to apply for a review of results and other appeals, and
• Student progress issues such as unsatisfactory academic progress and early intervention
procedures, and
• Information for students with disabilities and special needs and procedures for applying for special
consideration.
Students should make themselves familiar with all aspects of the Policy and Procedure, as failure to do so is
not grounds for appeal.
Students are advised to seek advice from the staff at the Swinburne Student Amenities Association SSAA
(http://www.myssaa.com.au
) if they require assistance with advocacy for Sections 12 (At-Risk and Progress
Review) and 13 (Appeals) of the Policy and Procedure.

Ethical Conduct at Swinburne
During your studies you may carry out research projects or case studies where you will discuss business
issues with personnel or customers of organisations. Any research activities relating to assignments should
Page 5 of 8
be under academic supervision. Your unit convenor is required to fully inform you of what and how you may
be required to research.

Your activities as a Swinburne member (staff or student) are expected to be in accord with the Code of
Conduct. The code is available at:
http://policies.swinburne.edu.au/ppdonline/default.aspx?mode=glossary&word=Conduct

If you are conducting research you must also be familiar with the University’s Ethics Policy (available at
http://www.swinburne.edu.au/research/ethics/
). You may not contact any organisation or person until you
have agreed to abide by these policies.
You should be grateful for the goodwill granted to you by individuals and organisations who agree to assist
you and you are required to behave in a professional and ethical manner at all times. At no time are you to
divulge confidential information of any organisation (including your employer) in any assignment or report
without the written permission of the organisation.
Students collecting information for assignments and reports must disclose:
• That you are a student of Swinburne University of Technology
• Information on the assignment or report to the contact
• Your employment status and who your employer is, if employed
• Any potential conflict of interest
Under no circumstances are you to use any form of misrepresentation or unethical practices to obtain
information. If you are unsure whether your data collection falls within the university’s Ethics Guidelines,
contact your Unit Convenor.

Blackboard Site for this Unit of Study
Important information concerning this unit of study is placed on the Swinburne course management system
(Blackboard), accessible via http://ilearn.swin.edu.au/

It is your responsibility to access on a regular basis
• the Blackboard site for your unit of study,
• the Announcements section on Blackboard, and
• any emails sent by the teaching staff to your student email address via Blackboard.
• If you access your email through a provider other than Swinburne, it is your responsibility to ensure that
your Swinburne email is redirected to your private email address. To redirect your Swinburne email, go
to  http://live.swinburne.edu.au/login.html

• Type in your ID number and your password. Note your ID number is the first six numbers of your student
ID and your password is initially set to your date of birth in the format DDMMYY
• Under ‘Email forwarding’ enter the email address to which you would like your Swinburne emails to be
forwarded.
• Now click ‘Change’

Student Feedback:
Swinburne seeks student feedback in a number of ways, including through periodic “Student Feedback on
Units” and “Student Feedback on Teaching” surveys, as part of the university’s approach to quality
assurance and improvement. Possible improvement based on both student and staff feedback is considered
by Unit Convenors, Unit Panels made up of relevant teaching staff, Program Panels, Faculty Academic
Committees, and the Academic Programs Quality Committee, as appropriate.

Safety Standards and Conduct Requirements:
The University executes safety drills without warning. Be prepared to follow instructions from staff and/or
wardens to evacuate the building in a safe and orderly manner.
All students are expected to respect the rights and sensibilities of their fellow students and teaching staff.
This also applies in respect of the content of video and audio work submitted for assessment. The University
has rigorous anti-discrimination and harassment policies and procedures.
http://policies.swinburne.edu.au/ppdonline/default.aspx?mode=glossary&word=Discrimination

Special Needs
If you have special needs you should advise your Faculty and the Unit of Study Convenor by the end of the
second week of the teaching period. In addition, you are recommended to notify the Equity Office if you have
not already done so.  See also the “Students with Disabilities and Special Needs” Section of the Assessment
and Appeals Policy & Procedure, at:
http://policies.swinburne.edu.au/ppdonline/showdoc.aspx?recnum=POL/2007/9

Page 6 of 8

HBC611: Managerial Accounting
Group Assignment: GROUP OF 4
Weighting: 25% of overall grade
Due Date: 13
th
April, 2012 @ 2:00 pm
(Note: Late submission will be penalised at the rate of 5% per day)

In order to succeed, organisations must learn to respond and adapt quickly to the challenges in today’s rapidly
changing business environment. Horngren, Datar and Rajan (2012, p. 467) stated that “In formulating its
strategy, an organization must thoroughly understand its industry”. Understanding the firm’s industry is
important but learning to deal with the competing demands posed by various stakeholders such as
shareholders, customers, employees as well as the government and the media (just to name a few) is possibly
more challenging. The latter could sway the firm to adopt one or both the strategies of product differentiation
and/or cost leadership.

Specific Requirements:

COMPANY RESEARCH (40%):
1. Company Profile
You are required to select ONE company that has introduced a new product or service in the past twelve
months (i.e. from January 2011). Conduct an extensive research on the profile of the company chosen.  Your
research should include an analysis of the products and/or services provided by the firm before the launch of
the new product/service. Clearly discuss the launch of the new product/service and identify the circumstances
leading to the launch of the new product/service.
2. Company Performance
Considering the knowledge you gained from the topics discussed/will be discussed in this unit (e.g. Costing
Systems, Business Performance Measurement, BSC, etc.) and your other business subjects (e.g. Marketing,
Accounting Information Systems, etc.) analyse and discuss the overall economic and/or social and
environmental performance of the companies for the past two years before the launch and a few months
after the launch of the new product/service. If the organisation chosen is a newly formed company, consider
the profile/performance of either its parent company or the key figure (person, government or institution)
instrumental to the establishment of the new firm. Your analysis and discussion should explain how the
companies have either succeeded or failed to strengthen their competitive advantage as a result of the new
product/service launch.

STAKEHOLDER, INDUSTRY & STRATEGY RESEARCH (40%):
1. Industry and Generic Strategy
From the point of view of your chosen firm, prepare a Five-Force Analysis (Porter, 1980; 1985) of the industry
to which your company belongs to. Considering the two generic strategies of product differentiation and
cost leadership, identify and explain whether your chosen firm is likely to adopt one or a combination of these
strategies. Your explanation must be supported by proper references (e.g. media releases, statistics) and the
relevant literature on strategic management and competitive advantage.
2. Stakeholder Research
Conduct a review of the literature on stakeholder theory. Explain how this theory could add to your
understanding of your chosen company’s choice of strategy. Could this theory provide a good explanation as
to why the new product/service launched might have been successful/unsuccessful? Why or why not?
PRESENTATION (20%)
• Present your research in an essay/report format with approximate word length of 3,000-4,000 words.
• You are expected to use a combination of books, journals/newspaper articles and company annual reports.
An examination of between 20 – 40 articles is a guide to the level of research required.
• Use Harvard referencing style throughout your report.
Page 7 of 8

HBC611:  ASSIGNMENT FEEDBACK SHEET
STUDENT NUMBER STUDENT NAMES:
1.
2.
3.
4.
CRITERIA / REQUIREMENT
MARK
(Max)
0
No
Attempt
1
Very
Limited
Attempt
2
Limited
Attempt

3
Adequate
Attempt
1. Company Research       40
a) Brief & succinct discussion of company profile
b) Analysis of products/services prior to launch
c) Clear discussion of new product/service
d) Clear identification of possible circumstances leading
to launch
e) Students should attempt to use around three or more
analytical tools (e.g. Business Performance
Measures, e.g. ROI, EVA, BSC, CVP, SWOT, etc.)
to comment on companies overall economic
performance
=> for the past 2 years before the launch
=> a few months after the launch
f) Comment on how companies can strengthen their
competitive advantage
g)  Proper references used (cite as you write)
Page 8 of 8
4
More than
Adequate
Attempt

2. Industry-specific research 40
a) Five-Force Analysis of the industry represented
b) Identification and justification of generic
strategy/strategies
c) A review of stakeholder theory literature
d) Explanation of how a stakeholder model could
help/not help understanding company choices
e) Proper references used (cite as you write)

3..  Overall structure and presentation 20
 Overall readability: flow/links/grammar/ spelling
 Proper report format including: Executive Summary;
Table of Contents; Introduction; Body – appropriately
divided into sub-topics; Proper use of tables, figures
(labelled);  Conclusion – clear and succinct;
References & Appendices (clearly labelled and
referred to in the report/essay
4. Teamwork (Note: This is optional. This component
provides an opportunity to provide feedback on
teamwork outcomes in case of disputes. If this
component is utilised, each member’s work will be
marked separately. Hence, it is possible for each
member to get different marks subject to the marker’s
discretion after due process has been taken.
You should include in your assignment submission a
“Teamwork Feedback Sheet”. Group members are to
provide details of who wrote which part of the
assignment AND, IF APPLICABLE, mark each other
on the basis of the following:
 Quality of content & research input
 Cooperation/willingness to help group mates
 Group meeting attendance (state total number of
meetings & number attended by members)
 Proper references provided in the correct format

TOTAL 100

5
Excellent
Attempt
SOLUTION

Company Profile

Company: Australian Air Express

Established on August 1, 1992, Australian Air Express is a partnership (Johannes, Wezel 2009) company (Dignam, Lowry, 2006) of Qantas Airways and Australia Post Corporation. Previously this company was known as Australian Airlines and to this day, along side more than two thousand robust team and the most powerful and flexible airfreight distribution infrastructure of Australia, AaE, in combination with the parent companies, Qantas and Australia Post, is unambiguously situated to make sure that the express freight requirements of the clients are delivered quickly.

The operations of the company have become increasingly dependent on air logistics to see their time-critical logistics requirements and not any other express air freight company has allowance to the network infrastructure that this company has above 200 countries globally. This is the only freight company which provides insiders access to Qantas flights, It also has the ability to give to PO Boxes within the vast network.

The operations of the company have become increasingly dependent on air logistics to see their time-critical logistics requirements and not any other express air freight company has allowance to the network infrastructure that this company has. The company, a true international door-to-door express parcel delivery service (Valerie, Parasumaran, Berry, 1990) provider, delivers throughout Australia and to above 200 countries globally. This is the only freight company which provides insiders access to Qantas flights, It also has the ability to give to PO Boxes within the vast network of Australia Post.

The company currently offers one and very important service to its customers, which is Next Flight. In addition to the fleet of jet freighters of the company, it has special access to cargo space in above 700 Qantas. That is why their next flight service is the Australian benchmark for ‘same day’ freight delivery.

This service has following standard features :

ñ Fixed on-timedelivery Country-wide or the money back guareantee

ñ Availability of 24/7/365

ñ Devoted continuous customer service of the company

ñ Devoted fleet

ñ Service of Track and trace

ñ Delivery proof

ñ Abiding bookings

Other than these features, the service also has some optional and additional features:

ñ Saturday Delivery: In this feature the company picks up freight late night on Friday and deliver it to any capital city by 4pm the next day, at a declined cost.

Stakeholders

The operations of the company have become increasingly dependent on air logistics to see their time-critical logistics requirements and not any other express air freight company has allowance to the network infrastructure that this company has above 200 countries globally. This is the only freight company which provides insiders access to Qantas flights, It also has the ability to give to PO Boxes within the vast network.

The operations of the company have become increasingly dependent on air logistics to see their time-critical logistics requirements and not any other express air freight company has allowance to the network infrastructure that this company has. The company, a true international door-to-door express parcel delivery service provider, delivers throughout Australia and to above 200 countries globally. This is the only freight company which provides insiders access to Qantas flights, It also has the ability to give to PO Boxes within the vast network of Australia Post.

The company currently offers one and very important service to its customers, which is Next Flight.In addition to the fleet of jet freighters of the company, it has special access to cargo space in above 700 Qantas. That is why their next flight service is the Australian benchmark for ‘same day’ freight delivery and not any other express air freight company has allowance to the network infrastructure that this company has. The company, a true international delivers throughout Australia and to above 200 countries globally. This is the only freight company which provides insiders access to Qantas flights, It also has the ability to give to PO Boxes within the vast network of Australia Post. sway the firm to adopt one or both the strategies of product differentiation and/or cost leadership  and your other business subjects (e.g. Marketing, Accounting Information Systems, etc.) analyse and discuss the overall economic and/or social and environmental performance of the companies for the past two years before the launch and a few months after the launch of the new product/service. It also has the ability to give to PO Boxes within the vast network of Australia Post. In order to succeed, organisations must learn to respond and adapt quickly to the challenges in today’s rapidly changing business environment (Horngren 2012) stated that “In formulating its strategy, an organization must thoroughly understand its industry”. Understanding the firm’s industry is important but learning to deal with the competing demands posed by various stakeholders such as shareholders, customers, employees as well as the government and the media (just to name a few) is possibly more challenging. The latter could sway the firm to adopt one or both the strategies of product differentiation and/or cost leadership  and your other business subjects (e.g. Marketing, Accounting Information Systems, etc.) analyse and discuss the overall economic and/or social and environmental performance of the companies for the past two years before the launch and a few months after the launch of the new product/service. If the organisation chosen is a newly formed company, consider the profile/performance of either its parent company or the key figure (person, government or institution) instrumental to the establishment of the new firm..

That is why their next flight service is the Australian benchmark for ‘same day’ freight delivery and not any other express air freight company has allowance to the network infrastructure that this company has. The company sway the firm to adopt one or both the strategies of product differentiation and/or cost leadership  and your other business subjects (e.g. Marketing, Accounting Information Systems, etc.) analyse and discuss the overall economic and/or social and environmental performance of the companies for the past two years before the launch and a few months after the launch of the new product/service. This is the only freight company which provides insiders access to Qantas flights, It also has the ability to give to PO Boxes within the vast network of Australia Post. sway the firm to adopt one or both the strategies of product differentiation and/or cost leadership  and your other business subjects (e.g. Marketing, Accounting Information Systems, etc.) analyse and discuss the overall economic and/or social and environmental performance of the companies for the past two years before the launch and a few months after the launch of the new product/service. If the organisation chosen is a newly formed company, consider the profile/performance of either its parent company. The company, a true international door-to-door express parcel delivery service provider, delivers throughout Australia analyse and discuss the overall economic and/or social and environmental performance of the companies for the past two years before the launch and a few months after the launch of the new product/service. This is the only freight company which provides insiders access to Qantas flights, It also has the ability to give to PO Boxes within the vast network of Australia Post. sway the firm to adopt one or both the strategies of product differentiation and/or cost leadership  and your other business subjects. The company sway the firm to adopt one or both the strategies of product differentiation and/or cost leadership  and your other business subjects analyse and discuss the overall economic and/or social and environmental performance of the companies for the past two years before the launch and a few months after the launch of the new product/service. Australia and to above 200 countries globally.

REFERENCES

Johannes M. Pennings and Filippo Wezel, 2009, “Human Capital, Interfirm Mobility and Organizational Evolution”

Dignam, A and Lowry, J., 2006 “Company Law”, Oxford University Press ISBN 978-0-19-928936-3

Horngren  Rajan, 2012, “Cost Accounting & MyAccountingLab”, ISBN-10: 0132109174, pp 176

Valerie Zeithaml, A. Parasumaran, Leonhard Berry, 1990, “Delivering Service Quality”, The Free Press,  ISBN 0-02-935701-2

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