MANAGEMENT
PLANNING AND CONTROL THE
INTERNATIONAL ACCOUNTING
Global competition that
occurs along with advances in technology are constantly changing significantly
the scope of business and internal reporting requirements. Reduction in
national trade barriers on an ongoing basis, a floating currency, sovereign
risk, restrictions on sending funds across national borders, differences in
national tax systems, the difference in interest rates and commodity prices and
the effect of changing equity to assets, earnings , and the cost of capital is
a variable that complicates management decisions. At the same time,
developments such as the Internet, video conferencing, and electronic transfer
change the economics of production, distribution, and financing. Global
competition and rapid dissemination of information to support the limited
national differences in management accounting practices. Additional pressures
include, among others, changes in markets and technologies, the growth of
privatization, incentive costs, and performance, and coordination of global
operations through joint ventures (joint ventures) and other strategic links.
Does it improve the management of multinational companies to not only implement
internal accounting techniques that can be compared, but also use these
techniques in the same way.
MAKING
BUSINESS MODEL
The latest survey found
that management accountants spend more time in strategic planning issues than
before. Determination of the business model of the big picture, and consists of
the formulation, implementation and evaluation of long-term business plan of a
company. It includes four main dimensions.
1. Identify
the major factors relevant to the company's progress in the future.
2. Formulate
an adequate technique to predict future developments and analyze the company's
ability to adapt or take advantage of these developments.
3. Develop
data sources for menditkung strategic choices.
4. Certain
choices translate into a series of specific actions.
PLANNING
TOOL
In identifying the
relevant factors in the future, scanning the external and internal environment
will greatly assist companies in recognizing the challenges and opportunities.
A system can be applied to gather information on competitors and market
conditions. Both competitors and market conditions are analyzed to see the
influence of both the standing of the competition and the level of corporate
profits. Inputs obtained from this analysis are used to plan the measures used
to maintain or increase market share or to recognize and utilize the new
product and market opportunities.
One such tool is the
WOTS-UP analysis. This Analicis regarding the strengths and weaknesses of the
company relating to the company's operating environment. This technique helps
in generating a series of management strategies that can be run.
Decision tools that are
currently used in the strategic planning system relies entirely on the quality
of information about internal and external environment of an enterprise.
Accountants can help corporate planners to obtain useful data in strategic
planning decisions. Most of the required information comes from sources other
than the accounting records.
CAPITAL
BUDGET
The decision to invest
abroad is a very important element in the global strategy of a multinational
company. Foreign direct investment generally involves large amounts of capital
and the prospects are uncertain. Investment risk, followed by the foreign
environment, complex and constantly changing. Formal planning is a must and is
generally performed in a capital budgeting framework that compares the benefits
and costs of the proposed investment.
Approach to more
complex investment decisions are also available. There are several procedures
to determine the optimum capital structure of a company, measuring the cost of
capital of a company, and evaluate investment alternatives under conditions of
uncertainty. Decision rule for investment options generally require a
discounted cash flow investment based on risk-adjusted interest rates are
adequate: the weighted average cost of capital. Generally, companies can
increase the prosperity of the owner to make an investment that promises a
positive net present value. When considering the options that are mutually
separated or mutually independent (mutually exclusive), a rational firm will
choose the option that promises the net present value of the maximum possible.
In the international
environment, investment planning is not as simple as that. Huokum differences
in tax, accounting system, the rate of inflation, the risk of nationalization,
currency framework, market segmentation, restrictions on the transfer of
retained earnings, and differences in language and culture adds to the
complexity of elements that are rarely found in domestic environments. The
difficulty for the quantification of these data make existing problems worse.
Adaptation (adjustment)
by multinational companies for investment planning models have traditionally
been carried out in three areas of measurement: (1) determine the relevant
returns for multinational investments, (2) measure of cash flow expectations,
and (3) calculate the cost of multinational capital. This adaptation provides
data that support the strategic choices, the third step in the process of
enterprise modeling.
VIEWPOINT
FINANCIAL RESULTS
A manager must
determine the rate of return that are relevant for analyzing foreign investment
opportunities. However, the relevant rate of return is a matter of perspective.
Should the international financial manager to evaluate expectations of return
on investment from the standpoint of foreign project or from the perspective of
the parent company? Returns from these two viewpoints may differ significantly
due to several reasons such as: (1) restrictions on repatriation of profits by
the government and capital, (2) license fees, royalties and other payments
which is the profit for the parent company but is a burden for subsidiaries ,
(3) differences in national inflation rate, (4) changes in exchange rates
acing, and (5) differences in taxes.
Opinion that the rate
of return and the risk of a foreign investment can be evaluated from the
viewpoint of the parent company's domestic shareholders, are no longer
sufficient because:
1. Investors
in the parent company of the more that comes from the world community.
2. Investment
objectives must reflect the interests of all shareholders, not just from
domestic.
3. Observations
also show that multinational companies have long-term investment horizon '(and
not short term). Funds generated abroad tend to be reinvested rather than
repatriated to the parent company. Under these conditions, would be more
appropriate to evaluate the return from the standpoint of the host country. The
emphasis on local projects of return consistent with the objective to maximize
the value of the consolidated group.
Adequate solution is to
recognize that financial managers must meet multiple objectives, by providing a
response to investor groups and noninvestor in organization and in its
environment. Host country governments is one of the group for foreign
investment. Match between the goals of multinational investors and host
countries should be achieved through two financial return calculations: one
from the standpoint of the host country, and the other from the viewpoint of
the parent company. The host country's point of view assumes that a favorable
foreign investment (including capital costs of local opportunities) would not
be wrong in allocating resources of the host country are scarce. Evaluation of
investment opportunities from the local viewpoint also provides useful
information for the parent company.
If a foreign investment
does not promise a return on risk adjusted value is higher than the return
obtained by a local competitor, then the parent company's shareholders would be
better to invest directly in local companies.
Source :
http://ikapurple.blogspot.com/2011/05/perencanaan-dan-kendali-manajemen-pada.html