| The development of enterprises lays the foundation on the strategy, while the measurement of their performance usually consists of accounting data and financial ratios. This phenomenon promotes the generation of strategic management accounting(SMA). For the first time, SMA combines strategic management with management accounting, discusses how to compete in a fierce market focusing on the enterprise strategy, improves enterprise management accounting system and internal controls, and balances both effectiveness and efficiency. As innovative financial organizations under the "separate operation, separate supervision" financial regulatory system of China, Financial Holding Companies(FHCs) do not give enough attention into their strategic positioning and the internal management. So it is an important issue to discuss how to improve FHCs’ strategy and corporate governance by using the theory of SMA, and how to take advantage of FHCs in the perspective of strategic planning, funds using, information sharing, as well as cross-business.This thesis is divided into four chapters. Chapter I is an introduction, stating research background, research purpose, research content and methods, and summarizing research achievements of SMA. Chapter II focuses on the overview of the theory of SMA, illustrates the situation of SMA in FHCs, and discusses FHCs’ development and characteristics, and the necessity of SMA appliance in FHCs. Chapter III analyses management implementation and improvement in Aviccapital by using the SMA tools, giving a detailed process of SMA in an FHC. Chapter IV summarizes the experience of SMA in Aviccapital, gives some suggestions on how to construct the SMA system in FHCs, and finally looks to the future of SMA in China.The thesis mainly uses theoretical research method and case study method. Firstly, theoretical research helps to understand the whole SMA theory; Secondly, we share a case of SMA in Aviccapital to find out the strength and weakness in FHCs’ SMA practice. Finally, some suggestions to further improvement of SMA in FHCs are thrown out, such as accepting the concepts of SMA, building SBUs, and taking strategic management, financial management and internal control as a whole. |
