Welcome to Francis Academic Press

Academic Journal of Business & Management, 2021, 3(9); doi: 10.25236/AJBM.2021.030902.

Establishment of Performance Evaluation System for Marketing Companies - Based on the Perspective of Strategic Management Accounting

Author(s)

Taiyu Wang1, Datsun Catian Montes2

Corresponding Author:
Taiyu Wang
Affiliation(s)

1Saint Louis University, School of Advanced Studies, Baguio City, Benguet, Philippines, 2600

2University of the Cordilleras, College of Accountancy, Baguio City, Benguet, Philippines, 2600

Abstract

Establishing a performance evaluation system can assist a company in conducting a comprehensive examination of its previous performance and determining the direction of future development by comparing it to its long- and short-term objectives. Traditional performance evaluation approaches, on the other hand, exclusively consider the value of financial data and ignore the impact of non-financial metrics. As a result, this study uses the balanced scorecard approach to develop a performance evaluation system for marketing companies, as well as the analytic hierarchy process to determine the weights of various metrics. The proposed performance evaluation system can better assist marketing firms in evaluating their performance in reference to their strategic goals.

Keywords

Performance evaluation system, balanced scorecard, strategic management accounting, analytic hierarchy process

Cite This Paper

Taiyu Wang, Datsun Catian Montes. Establishment of Performance Evaluation System for Marketing Companies - Based on the Perspective of Strategic Management Accounting. Academic Journal of Business & Management (2021) Vol. 3, Issue 9: 5-8. https://doi.org/10.25236/AJBM.2021.030902.

References

[1] Kaplan, R. S. (2009). Conceptual Foundations of the Balanced Scorecard. Handbook of Management Accounting Research, 3, 1253-1269. 

[2] Mowen, M. M., Hansen, D. R., & Heitger, D. L. (2018). Introduction to Managerial Accounting. In Managerial accounting: The cornerstone of business decision making (p. 4). Chapter, Cengage Learning.

[3] Pham-Gia, K. (2009). Balanced scorecard - solving all problems of traditional accounting systems? GRIN. Retrieved September 14, 2021, from https://www.grin.com/document/132252.

[4] Eldenburg, L. G., Brooks, A., Oliver, J., Vesty, G., & Wolcott, S. (2011). The balanced scorecard and strategy maps. In Management Accounting (p. 699). Chapter, John Wiley & Sons Australia, Ltd.

[5] Kaplan, R. S., & D. P. Norton (1992) the Balanced Scorecard: Measures that Drive Performance, Harvard Business Review, (January-February): 71-79. 

[6] Xu, X., & Wang, Z. (2009). The use of balanced scorecard in corporate performance evaluation. Chinese Agricultural Accounting, 11, 24-25.

[7] Griffin, R. W. (2016). Basic Elements of Control. In Fundamentals of Management (p. 246). Chapter, Cengage Learning.

[8] Otley, D. (2001). Extending the boundaries of management accounting research: developing systems for performance management. The British Accounting Review, 33(3), 243-261.

[9] Lu, L. (2004). Some Opinions to Strategies Management Accounting. Journal if Harbin University of Commerce. 4, 31-32, 44.

[10] Wikipedia contributors. (2021, August 30). Analytic hierarchy process. Wikipedia. https://en.wikipedia.org/wiki/Analytic_hierarchy_process

[11] Xue, X. (2021). An Empirical Study on Performance Evaluation of Special Funds in Universities - Based on Management Accounting Theory Approach. Friends of Accounting, 9, 132-136.