1;Foreword;5 2;Preface;7 3;Contents;12 4;Part I: Controlling Versus Management Accounting: How German and Anglo-American Understanding Differs;15 4.1;Understanding the Benefits of German Controlling and Management Accounting;16 4.1.1;1 Do You Know the Difference? Between Controlling and Management Accounting in Germany and the USA;16 4.1.2;2 The Job of the Controller in the USA;17 4.1.3;3 The Controlling Profession in Germany;17 4.1.4;4 Benefits of the German Perspective;18 4.1.5;5 Gaps in the US Perspective;19 4.1.6;6 Need for Change in the US Perspective;20 4.1.7;7 Evolution of US and German Management Accounting;21 4.1.8;Reference;22 4.2;Cost Accounting Systems in Germany and the USA: A Cross-National Comparison and Empirical Evidence;23 4.2.1;1 Introduction;23 4.2.2;2 National Specifics in German Versus US Cost Accounting;24 4.2.2.1;2.1 Terminology;24 4.2.2.2;2.2 Conceptual Design of Cost Accounting Systems;25 4.2.2.3;2.3 Cross-Country Influences and Convergence of Cost Accounting Systems;28 4.2.3;3 Empirical Evidence on Cross-National Differences in Cost Accounting Systems of MNCs;30 4.2.3.1;3.1 Research Design;30 4.2.3.2;3.2 Results;31 4.2.3.2.1;3.2.1 Overview;31 4.2.3.2.2;3.2.2 Cost Type Accounting;33 4.2.3.2.3;3.2.3 Cost Center Accounting;34 4.2.3.2.4;3.2.4 Cost Object Accounting;34 4.2.3.2.5;3.2.5 Determinants of Cross-National Differences;35 4.2.3.2.6;3.2.6 Decision Usefulness of Anglophone Cost Accounting Systems;35 4.2.4;4 Summary and Outlook;36 4.2.5;References;37 5;Part II: Something New on the Agenda: Challenges and Trends Controllers Have to Cope with;39 5.1;Current Challenges for Consumer Goods and Retail Companies and Their Implications for Controlling;40 5.1.1;1 Introduction;40 5.1.2;2 Current Developments Relevant for Both Industries;42 5.1.2.1;2.1 Globalization;42 5.1.2.2;2.2 Demographic Change;43 5.1.2.3;2.3 Digitization;45 5.1.2.4;2.4 Volatility;47 5.1.2.5;2.5 Sustainability;48 5.1.3;3 Implications for the Controlling of Retailing and Consumer Goods Companies;49 5.1.3.1;3.1 Strategic Controlling and Risk Controlling;49 5.1.3.2;3.2 Marketing Controlling;51 5.1.3.3;3.3 Sales Controlling;52 5.1.3.4;3.4 Supply Chain Controlling;53 5.1.3.5;3.5 Corporate Controlling;54 5.1.4;4 Conclusion;55 5.1.5;References;57 5.2;Digitization of Corporate Performance Management: Revolution or Evolution?;59 5.2.1;1 Digitization of Corporate Performance Management;59 5.2.2;2 Real Shift in Performance Management´s Paradigm;60 5.2.2.1;2.1 Predictive Models Create Forecasts with High Quality and Accuracy;61 5.2.2.2;2.2 The Advent of Statistics in Performance Management;62 5.2.2.3;2.3 Operationalization: Altered Management Cycles and Content;63 5.2.2.4;2.4 Measures With Future Relevance Are Embedded Within Performance Management;64 5.2.2.5;2.5 Machine Performance Management: The Autopilot;64 5.2.2.6;2.6 Nothing Is Possible Without Seamless Data History;65 5.2.3;3 Corporate Performance Management´s New Approaches;66 5.2.3.1;3.1 Business and Driver Models Constitute the New Foundation of Performance Management;66 5.2.3.2;3.2 Good Scenarios, Finally Manageable: Driver- and Model-Based;68 5.2.3.3;3.3 Performance Management: Now Really Across Companies and Across the Value Chain;68 5.2.4;4 The New World of Big Data;69 5.2.4.1;4.1 Internal and External Data with a High Degree of Detail;69 5.2.4.2;4.2 New Data and a Strong Central Governance;70 5.2.5;5 The New Finance Function in the Digital World;71 5.2.5.1;5.1 Data Analysis: A New Field of Competences for Highly Trained Specialists;71 5.2.5.2;5.2 Consequences for the Finance Function;72 5.2.6;6 Outlook: What´s Next?;74 6;Part III: How to Approach Performance Management: Best Practice Concepts;76 6.1;Approaches for Steering Multichannel Retail Companies;77 6.1.1;1 Introduction;77 6.1.2;2 The Fundamentals of Multichannel Retail;79 6.1.2.1;2.1 Defining the Objectives of a Multichannel Strategy;79 6.1.2.2;2.2 Functions and Specifics of Sales Channels;80 6.1.2.3;2.3 Structuring the Multichan