Integration of strategic cost and performance management models with balanced scorecard model: A beverage enterprise sample

In today's world where competition is fierce, managers have focused on constantly improving the business performance by reducing costs and promoting productivity. This situation has also created a need for strategic information that will be produced by cost and management accounting. However, it has been observed that the methods used in traditional cost and management accounting information technology are no longer effective in providing the managers with the correct and reliable information. For this reason, a great many methods have been developed to overcome this situation. In this thesis, whether integration of Balanced Scorecard (BSC) with Economic Value Added (EVA), Activity Based Costing (ABC), and Activity Based Management (ABM) models is useful for improving business performance and whether this integration has an effect on strategic decisions taken by business administrators are examined. Accordingly, administrative models are explained theoretically and then it is decided to apply it to a sample industry enterprise from the mentioned integration perspective. As a result of this application, it is seen that combined use of administrative models lead to better evaluation of product costs and business performance. Moreover, it is understood that the information provided by this integration has an effect on strategic decisions and makes it possible to set better aims for business performance. To sum up, the use of Balanced Scorecard (BSC) integrated with strategic cost and performance management models contributes for more accurate evaluation of business performance in terms of value creating, achieving strategic aims and taking competitive edge. Keywords: Strategic Cost Management, Strategic Performance Management, Economic Value Added (EVA), Activity Based Costing (ABC), Activity Based Management (ABM) and Balanced Scorecard (BSC).