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FarmTech2004Proceedings125ProceedingsFarmTech2004GlobalPerspectives...LocalKnowledgetodoso.Wewillbecarefulnottooverwhelmanyindividualswithexcessiveinquiries.Andwhencompletingthesurveyfarmerscanrequestthattheirnameandcontactinformationnotbegivenout.TheFarmertoFarmerNetworkalsoservesasthecontactlistfortheRTLprogram.ThiswillensurethatyouknowaboutcomingeventsincludingwinterworkshopsandsummertoursthatwillbeofinteresttoAlbertafarmers.TobecomepartofthisexcitingnewnetworksimplycontactanRTLagronomisttoobtainaformordownloadthePDFversionfromourwebsiteat•ComingEvents•DirectSeedingFeatureFarmerProfiles•DirectSeedingFactsheets•ReducedTillageNews,ArticlesandUpdates•ReducedTillageResearchResults•DiscussionForumsUsingManagementAccountingasaFoundationforLinkingFinancialPerformanceAnalysisandStrategicThinkingR.L.“Dick”WittmanFewfarmersunderstandcoststructuresandthestrategicdecisionsthatdifferentiatesuccessfulfarmsfromthosestrugglingfinancially.TraditionalEnterpriseAnalysishasn’tprovidedanswersgrowersneedtodeterminewhatdecisionsarecontributingtosuccessorfailure.Ratioanalysisisnotwellunderstoodandseldomconnectedtogoalsettinganddecision-making.Thispresentationisaprimercoursethatshowcasesnewinitiativesinthefarmmanagementarenatoimplementprofessionalmanagerialaccountingsystems.Italsoillustratestheoftenoverlookedlinkagebetweenfinancialanalysisandstrategicdecisionmaking.Specifictechnicaltopicsandlearningoutcomesthatcanresultfromattendingthissessioninclude:•Evolutionfromenterpriseanalysistomanagerialaccounting–whyandhow?•Buildingafoundationforperformancemeasurement–useofratioanalysistoevaluatewholefarmbusinessperformance•UsingtheDupontModeltoassesstheimpactofperformanceinoperationalefficiency,capitalassetmanagement,anduseofdebtleverage;illustratehowtheDupontModelcanbeusedtosimulatetheimpactonbottomlineperformancefromspecificstrategicshifts•SortingoutAccountingandEconomicAnalyses•Identifyingmanageablesegmentsanddevelopingstandardizedprofit/costcenterreportformats•Handlingunusualtransactions–howdoyouassuretheinitialtransactionentryprovidestheabilitytohaveintegrityinbothexternalfinancialreportsandinternalmanagerialaccountingreports126FarmTech2004ProceedingsFarmTech2004ProceedingsGlobalPerspectives...LocalKnowledge•Agreeingonstandarddefinitions:Directvsindirect;variablevs.fixed•Internaltransferpricing•Alternativesforallocatingindirectcosts(i.e.overhead)•Integratingfinancialandphysicalquantities($,bu,acres,employees)•Numeroustechnicalissues:inventoryvaluations;equipmentgains/losses;should“land”becostcenterParticipantsattendingthissessionwillcomeawaywith:(1.)anappreciationforthebenefitsofbuildingaprofessionalmanagerialaccountingapproachinthebusiness,and(2)avisionofthetrainingandimplementationstrategynecessarytofullyadoptthismanagerialpractice.EditorialNote:ThepresenterservesontheFarmFinancialStandardsCouncil’sTaskForcethatisdevelopingguidelinesformanagerialaccountingforU.S.farmers.)StrategiesforImplementingEffectiveBusinessManagementSystemsandTransitionsThissessionfocusesonimplementationtechniquesandstrategiesforputtinginplaceprofessionalmanagementsystemsandtransitionplansformulti-familyfarmoperations.Wittmandrawsonrealworldexperiencesgainedfromclientconsultingandpersonalmanagementofadiversified,multi-familyfarmoperation.Useofpreparedillustrationsplusinformalquestionandanswerformatwillprovideacomfortableforumtodiscussyourmostsensitivefamilyfarmbusinessquestions,challengesortransitionconcerns.Topicsinthissessionwilltakeona“howto”format.Experienceswillbesharedinmethodologyandstrategyforimplementingsomeofthefollowingmanagementissues:•Writingmission,visionandcorevaluestatements•Dividingroles,responsibilitiesanddecidingonreportingstructures(organizationchart)•Strategiesforshiftingtheserolesandstructuresastransitionsareimplemented•Buildingmoreformalizedseparationofboard,mgmtandstaffidentities&functions•Identifyingandmanagingcareerpathsforfamilybusinessmembers•TheRoleofaCFO(ChiefFinancialOfficer)–isittimeforyoutoelevatethisroletoadefinedpositioninthefarmoperation?Howdoyoudefineduties,skillsandrole?•Definingstrategicissuesanddevelopingadynamicstrategicplanningprocess•Learninghowtoidentify,negotiateandputinwritingprofessionalpolicyinanumberofsensitivepersonnelandgeneralbusinessareas•Identifying“TotalCompensation”infamilybusinessesandstrategizinginnovativeapproachestostructuringcompensationpackagesforkeyemployeesandbusinessowner/managers•Tacklingthe“unimaginable”:Gettingsetuptodoperformanceevaluationsofmanagersandemployeesinafamilybusiness(thosethatarebloodaswellasthenon-familyhelp)•Mini-casestudyondividingearningsproperlybetweenownersandmanager/laborers•Problemsandstrategiesformanaginginvestmentandwithdrawalofcapitalfromthefamilybusiness•Properwaysforhandlinginter-entityandinsidertransactionsinvo