The first paragraph below is about the development plans of the five major accounting companies after entering the new millennium. It belongs to the category of examples. Very practical, but there are many typos, probably typed by hand or scanned by machine. . .
The second paragraph below is about the development of accounting in the 20th century and the accounting trend under globalization. Look, buddy can only help you here. (By the way, I also help you with typesetting.)
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In the past ten years, the economic environment has developed rapidly, which has had a great impact on accounting companies. This paper tries to find one of the new trends of the five major accounting companies from some key factors: taking e-commerce as the new goal, and the influence of the information age on the industry can not be ignored. Fast information superhighway and all-round interaction.
Some famous international accounting companies have taken e-commerce as their new goal:
1. Andersen Consulting Co., Ltd.-may become a senior partner of Andersen Consulting Co., Ltd., which is one of the largest companies engaged in network business. The new chief commercial officer has 27 years of working experience ... In the interviews of 1999, 1 1, he expressed his intention to incorporate e-commerce into some consulting companies.
PricewaterhouseCoopers and Ernst & Young accounting companies will not hesitate to lay off employees for network business. 1999, PricewaterhouseCoopers resigned 200 consultants and 1000 administrative staff, and increased the plan of e-commerce experts with the saved expenses. Ernst & Young, the third largest accounting and consulting company in the world, also laid off nearly four consultants in early 2000 in order to turn to e-commerce.
3. KPMG Consulting Co., Ltd.-Become a member of the company's partner network. In February 2000, KPMG Consulting Co., Ltd. of the United States agreed to become a member of Aro, an expanding partner of the company, which consists of 20 companies. * * * Help develop and sell the company's products. The company's business is mainly to sell enterprise software and provide resource planning services. KPMG's move is to strengthen its network capability by complementing the resources of other companies. The second trend: business reorganization further strengthens the era of knowledge economy marked by information technology, which not only expands the content of audit, but also expands the degree of exploration. In addition, the functions of audit work have been greatly expanded. Customers have higher requirements for the quality of information, and the business has begun to show a diversified development trend. Many accounting companies have carried out business restructuring in unison, with the purpose of clarifying business priorities, reducing the conflict between emerging businesses and traditional businesses, and promoting the increase of income. Hand filial piety information? I)
1 PwC planning department-the plan is divided into three parts. Shortly after the merger of 1997, PricewaterhouseCoopers made a surprising decision to split the company into three parts. PricewaterhouseCoopers plans to basically form three entities before July 2000 1: accounting and auditing, consulting, and other business activities mainly including tax, legal and human capital services.
.2 Ernst & Young set up the Nose Department-let the wall between law and accounting collapse = 1999, Ernst & Young Accounting Company hired 500 lawyers &; ; The lawyer of the company, and Ernst & Young accounting company invested in the establishment of Washington law firm. This unusual development shows us how the traditional barrier between American law firms and accounting firms collapsed. The phenomenon of accounting firms involved in the legal profession can be explained by simple economic knowledge: in recent years, the working hours of law firms have been extended and the fees have increased, but the profit level has been hindered by the increase in staff costs. The profit growth rate has declined. And the investment resources of large accounting companies are increasing. As a result, legal resources such as consumer resources and information supply resources have become the third trend of accounting industry with high profit growth rate: continuous cooperation between industries, including cooperation between accounting industry, accounting industry and non-accounting industry (mainly consulting industry, network industry, government, etc.). ) 1997, PricewaterhouseCoopers and PricewaterhouseCoopers became the largest accounting companies in the world. The following are the latest trends in accounting and non-accounting industries: 1 and consulting industry. PricewaterhouseCoopers can be said to be the winner of cooperation with the consulting industry. At the same time of implementing the above one into three, it was at 65433. ; The service team of investment companies is the cooperation between the first and seventh largest companies in the field of investment management. Not only that, PricewaterhouseCoopers has also absorbed world-renowned real estate appraisal, consulting and publishing companies, which is a bold move in the professional field of global real estate market. It will further enhance PwC's ability to provide real estate services and new products.
2. Cooperate with the network industry. Almost every international accounting company is trying to cooperate with the network industry to strengthen its e-commerce ability. The valuation method of one-to-one market concept leadership and income determination by Bimashon accounting company in the United States cannot replace the comparison method. There are two kinds of income determination: "proportion method" and "juice method".
For a long time, the matching method has been used to determine the income. However, with the wide acceptance of the concept of future economic benefits of assets, it is generally believed in the theoretical circle that in the era of knowledge economy, the benefits can be determined directly according to the difference between the net assets at the end of the balance sheet and the maturity date, that is, by using asset pricing, which can overcome the limitations of the current accounting model in determining benefits.
The author thinks that the main reason for the change from matching method to valuation method is the challenge of external luxury environment.
(1) Inflation and price changes caused by technological progress or government policy adjustment reduce the relevance and authenticity of asset information under historical cost accounting.
; There are more and more types and forms of derivative financial instruments, and historical cost accounting can do nothing about it;
With the increasing importance of information to economic decision-making, users' demand for accounting information is also increasing;
The progress of science and technology makes the status of enterprise's meta-assets (such as intellectual property rights and power resources) increasingly important, but its value has not been fairly reflected in accounting.
2. Reflection in the field of accounting ① The revision of the daily objectives of the meeting put forward the regulation of "usefulness of accounting objectives", which shifted the attention of accounting from the past to the future, that is, provided information useful for economic decision-making to information users.
② Thinking about the essential attribute of loan production. The Financial Accounting Standards Committee (hereinafter referred to as the Committee) believes that the essential attribute of assets is future economic benefits. Since it is the future economic benefit, the ideal measurement attribute of assets is definitely not cost, but output value. The discounted value of future gold flow can best reflect the output value under the condition of going concern, so it becomes the most ideal measurement attribute.
The limitation of understanding and distribution of historical accounting model: it is considered that the assets reflected in the balance sheet are costs, not future economic benefits, which is not in line with the essence of assets; Intangible assets created by ourselves are not reflected in the balance sheet. Because they are priced at historical cost, the consumed assets are resold at historical cost when they are acquired, and the expenses are measured at historical cost, but the income and expenses are calculated at current price, which makes the income measurement lack of internal unified income collection, and only reflects the realized income exclusion or ignores the value appreciation of the assets held, and these unrealized income information is very important for the report users to correctly evaluate the enterprise value. Emphasizing the proportion of income and expenses to determine income has led to many deferred items that are not assets or liabilities in nature entering the balance sheet, which not only reduces the usefulness of the balance sheet, but also creates conditions for management to adjust income. The change of enterprise management by objectives has led to the pursuit of shareholder value from the pursuit of short-term profit maximization.
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First, the change of business environment and the development of governance accounting in the 20th century.
1, cost decision and financial control stage.
/kloc-In the first half of the 9th century, the steam revolution promoted the expansion of enterprise scale, and the product market gradually shifted from the seller's market to the buyer's market. Business operators realize that the survival and development of enterprises depends not only on the increase of output, but also on the reduction of internal production costs. Therefore, the scientific governance movement aimed at improving production efficiency and reducing product costs began to rise in American enterprises. Innovative governance accounting methods such as standard cost system, activity-based budgeting system, variance analysis and cost classification have emerged one after another, and the concept of "different purposes, different costs" has also begun to be applied to governance accounting to serve product pricing decisions.
After entering the 20th century, driven by the electrical technology revolution, the market has completed the transition to a buyer's market, and the competition among enterprises has become increasingly fierce, and diversified and grouped large companies have begun to appear, further intensifying the white-hot degree of market competition. In the fierce market competition, even if the internal standard cost system plays a huge role, it can not guarantee the economic benefits of enterprises. The economic benefit of an enterprise depends on whether the decision is correct or not. "The focus of governance is management, and the focus of management is decision-making". At this time, market competition has changed the concept of corporate governance. Modern governance science replaced Taylor's scientific governance theory, and the focus of corporate governance began to shift to decision-making. Affected by this, large enterprises represented by DuPont initiated and developed a DuPont financial index system with the core of net investment rate (ROI) to measure the efficiency of each business department and the performance of the whole company, which also contributed to the formation of the division of responsibility center. So far, governance accounting has formed a cost decision-making and financial control system based on budget system and cost accounting system.
2. Governance control and decision-making stage.
The second stage of governance accounting is from the 1950s to the mid-1980s. During this period, the modern electronic technology revolution marked by microelectronics and semiconductors began to rise. Different from the previous two "energy" technological revolutions, the third electronic technological revolution has gradually affected the production and operation process of the whole society: the total scale of product production has been improved, but relatively speaking, the internal production processes and organizational forms of most enterprises have not changed substantially. Therefore, governance accounting scholars have not paid enough attention to it. During this period, information economics, transaction cost theory and uncertainty theory were widely introduced into the field of governance accounting, and the theoretical breakthrough made the content of governance accounting richer and richer, which laid a good foundation for future development. However, this cannot hide the fact that governance accounting failed to capture the far-reaching influence of electronic technology revolution on enterprise management and the development of its own rich governance technology methods at this stage.
Although the International Association of Accountants defined the governance accounting in 1960s-1980s as "governance control stage" and emphasized that the function of governance accounting has shifted from cost decision-making and financial control to providing enterprise planning and control information for internal governance personnel, in essence, the governance accounting method in this period has not been significantly developed, and governance accounting is still limited to the traditional scope of responsibility and mainly emphasizes accounting, which is significantly different from the later strategic planning and business control stage. This makes governance accounting not only lag behind the technological revolution, but also lag behind the new corporate governance theory.
3. Industry reflection and the initial establishment of a new cost system.
The third stage of the development of governance accounting is from the mid-1980s to the mid-1990s. Due to the accusation that the relevance of governance accounting decisions has declined for a long time and that managers no longer fully trust governance accounting information, governance accounting circles have begun to reflect on their own problems. From 65438 to 0987, Professor Kaplan and Professor Johnson jointly published the monograph "The disappearance of correlation: the rise and fall of governance accounting", which caused a sensation in western accounting circles and opened the prelude to a great wave of reflection in the industry.
In the following 10 years, governance accounting scholars made new explorations on the business environment of enterprises, and governance accounting made another leap, and various innovative governance accounting methods emerged one after another, initially forming a new cost governance control system. At this stage, governance accounting methods mainly include quality cost management (TQM), activity-based costing (ABC), value chain analysis (VCA) and strategic cost management (SCM). Governance accounting has completed the transformation from "providing information for product pricing" to "providing information for enterprise management decision", from cost calculation, standard cost system and budget control to financial governance and governance control.
The gradual electronic technology revolution has failed to attract enough attention from governance accounting to the changes in the business environment of enterprises, which has led to the stagnation of governance accounting in providing decision-making related information. When mankind has entered the 2 1 century, what changes will happen to the business environment and internal management of enterprises in the face of the fourth information technology revolution and its globalization trend? Where will governance accounting go?
Second, the trend of globalization and the latest development of governance accounting
1, the trend of globalization and its influence on corporate governance.
With the reduction of tariffs, freer trade, the progress of communication technology and the formation of global financial services and capital markets, it has become possible for enterprises to participate in global competition, which has also become the main issue that enterprises should give priority to when seeking to expand market share. Global competition means that the life cycle of products will be greatly shortened, the pace of launching new products will be accelerated, and the lead time of innovation will be shortened. Globalization has also brought opportunities for enterprises to integrate resources. Therefore, where to research and develop, where to manufacture and where to sell has become the primary strategic issue in the process of enterprise management and development. Globalization also means that enterprises face more factors in the course of business operation, which increases the uncertainty of business environment and makes their business face more business risks. Great changes have taken place in the basis of enterprise management. Production is increasingly concentrated in the company that can do the best. The fair trade relationship between manufacturers and suppliers is being replaced by the global cooperative relationship based on strategic alliance, and the competition between enterprises is increasingly manifested as the competition between large multinational companies.
Corporate governance has a strong dependence on the external environment. Global competition has caused the transformation of enterprise strategy and the reconstruction of organizational structure. Since the 1960s, most European and American multinational companies have implemented the strategy of transnational localization to compete internationally and achieved great success. However, "under the severe impact of globalization pressure since 1980s, with the sharp reduction of tariffs, the strategy of transnational localization has been frustrated in many industries". Therefore, many large companies turn to global strategy to gain competitive advantage. Under the global strategy, the company realizes the maximization of global interests by producing in low-cost countries, using worldwide equipment to produce standardized products and developing global integrated operations, and reconstructs the organizational structure accordingly.
Before 1990s, companies pursuing transnational localization strategy usually adopted regional branch structure. Regional branches are conducive to adapting to the extraordinary environment of the country or region where they are located, reducing bureaucracy, making communication more efficient and improving staff morale. However, when the global efficiency brought by the globalization trend endows enterprises with rich global benefits, the organizational structure of enterprises is facing reconstruction. Under the structure of regional branches, the subordinate companies lack R&D motivation, which is not conducive to the spread of excellent experience and products within the enterprise, leading to the decline of the overall competitiveness of the enterprise. In contrast, the global product department structure represents a vertically integrated activity chain, and product managers can make adjustments according to the differences in cost and technology among countries, which makes the global product department very suitable for the globalization strategy. At present, most large multinational companies have adopted this organizational structure, which requires new development of governance accounting in governance control.
2. International governance accounting: governance accounting developed under the background of globalization.
The change of enterprise management environment is the driving force to promote the development of governance accounting, and the realistic requirement of strengthening internal governance poses new challenges to governance accounting. First of all, under the influence of contemporary globalization, governance accounting is more and more vulnerable to the influence of external information and non-financial information on decision-making, and governance accounting must adapt to this change. Secondly, in the unprecedented fierce competition, the decision-making cost must be as accurate as possible. Thirdly, the change of enterprise internal organizational structure also forces governance accounting to make new breakthroughs in governance control to meet the needs of governance decision-making. Under this background, since the 1990s, governance accounting has been looking for a new direction, and has developed a series of new decision-making tools and governance tools, including: a strategic governance plan that considers the current and future uncertainties of enterprises and provides information for enterprise decision-making; Emphasize the economic value evaluation of shareholders' real income, highlight the activity motivation of cost and apply it to the operational governance system of decision-making governance; Balanced scorecard is used to evaluate the comprehensive performance of enterprises. The emergence of the above-mentioned governance accounting methods has broken through the original governance accounting framework system and formed a new trend of governance accounting: international governance accounting, which aims at strategic decision-making and governance control and emphasizes enterprise value creation under the background of globalization.
Under the background of globalization, international governance accounting can describe the development of governance accounting in the following six basic steps. These steps include: ① selecting specific internal objectives of the enterprise to pursue the growth of shareholder value. ② Choose the enterprise strategy and organizational structure consistent with the above objectives. (3) Under the given enterprise strategy and organizational structure, define the performance variables or methods that can really bring value to shareholders in the process of enterprise production and operation and apply them. (4) Based on the analysis of the previously determined value drivers, plan the specific action plan of the enterprise, select the performance evaluation criteria, and formulate corresponding control objectives. ⑤ Evaluate the results of specific action plans, evaluate actual performance, and distinguish between governance performance and organizational performance. ⑥ Evaluate the effectiveness of the internal objectives, organizational strategy, action plan and control system being implemented according to the previous operating results, and make corresponding modifications when necessary.
Under the background of globalization, international governance accounting can describe the development of governance accounting in the following six basic steps. These steps include: ① selecting specific internal objectives of the enterprise to pursue the growth of shareholder value. ② Choose the enterprise strategy and organizational structure consistent with the above objectives. (3) Under the given enterprise strategy and organizational structure, define the performance variables or methods that can really bring value to shareholders in the process of enterprise production and operation and apply them. (4) Based on the analysis of the previously determined value drivers, plan the specific action plan of the enterprise, select the performance evaluation criteria, and formulate corresponding control objectives. ⑤ Evaluate the results of specific action plans, evaluate actual performance, and distinguish between governance performance and organizational performance. ⑥ Evaluate the effectiveness of the internal objectives, organizational strategy, action plan and control system being implemented according to the previous operating results, and make corresponding modifications when necessary.