Improving the CVP-Analysis as a Tool for Management Decision-Making

Abstract

In the article there consideredforeign experience in the development the methodology of the analysis, based on management decisions and based on the CVP-model. The research questions are also revealed due to the theoretical and methodological substantiation of the problems of using the analytical tool “CVP-analysis” in the practical activities of tourism enterprises and organizations of various forms of ownership and legal forms in this industry. The operational level of management accounting is based on the following principles: speed (rapid response to deviations from given parameters), internality (assessment of the effectiveness of internal processes), stability of the relevant period (short-term economic environment), optimality (efficient use of limited resources), financial metrics (data clearly show the direct impact on the amount of benefits and expenses), analytical and accurate.

Strategic management accounting consists of matrix analytical tools, algorithms for working with "strong" and "weak" signals, scenario analysis, SWOT-analysis, GAP-analysis (interval analysis), portfolio analysis (distribution of activities on specific strategies related to products and markets), uses quality value creation analysis for the customer, product life cycle cost calculation, target cost calculation, investment calculation calculations, balanced system of indicators, and so on.

Means of effective implementation of tactical and operational management calculations are: financial analysis of performance indicators, statistical and dynamic tools of investment calculations, budgeting, functional value analysis (FQT), cost accounting and costing tools, standard costing, direct costing , indirect cost analysis, CVP analysis, ABC analysis and so on.

Of these important tools in the effective organization of management accounting, the role of a balanced system of indicators and budgeting is invaluable. They apply to all levels of management, from the strategic level to the operational level. They solve many management problems, provide a systematic assessment of the economic activity of the US, provide an opportunity for economic evaluation, and provide feedback (providing analytical data at all stages of the management process).