As observed in Roslender and Hart (2003), a number of organisations are beginning to practice strategic management accounting (SMA), without necessarily recognising that term. Primary agriculture producers and their advisors are increasingly using external as well as internal data, financial and non-financial, to make strategic decisions that are customer focused, more competitive and concerned with establishing a strategic position in globalised agri-food markets. The transition to strategic planning and decision making is evident through the growing incidence of accounting tools such as benchmarking, value chain analysis, and balanced scorecards; the informal use of target costs; and wealth management.
|Place of Publication||London|
|Publication status||Published - 2009|