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Wikipedia
Smart Technologies (stylized as SMART Technologies) also known as Smart, is a Canadian company headquartered in Calgary, Alberta, Canada and wholly owned by Fox conn. Founded in 1987, Smart is best known as the developer of interactive whiteboards branded as the “SMART Board” popularly used in education and business.
Smart was founded in 1987 by husband and wife David Martin and Nancy Knowlton.
In 1991, Smart introduced its interactive whiteboard, branded the “SMART Board”.
In 2003, Smart developed and later patented DViT (Digital Vision Touch) technology which was an important feature of the SMART board.
In 2009, Smart filed a patent infringement lawsuit against New Zealand-based Next Window before acquiring the company outright in 2010.
On July 15, 2010 Smart Technologies placed an initial public offering on the NASDAQ stock exchange and Toronto Stock Exchange (TSX), raising upwards of $660 million. Later that year, several class action complaints were filed against SMART in the U.S. District Courts in New York and Illinois. Filed on behalf of the purchasers of the Class A Subordinate Voting Shares in Smart’s IPO in July 2010, the complaints alleged that the company did not disclose important information prior to the IPO. A settlement was reached in March 2013.
As of the 2011 fiscal year end, SMART Board interactive whiteboards led the interactive whiteboard category with a 63% share in the United States, 44% share in EMEA (Europe, Middle East and Africa) and 47% share globally.
In 2011, Smart employed about 1,700 people.
In April 2012, amid a declining stock price and sales resulting from decreased school board spending, both Martin and Knowlton resigned from their executive roles at Smart before leaving the board in April 2014.
On December 11, 2012, SMART Technologies announced it would begin corporate restructuring. The company proceeded to lay off 25% of its employees. Then-CEO Neil Gaydon stated that it would save the company approximately $40 million, and cited competition in the market as part of the reason for restructuring.
In 2016, SMART Technologies Inc. was acquired by Foxconn for $200 million.
Cost accounting is defined as “a systematic set of procedures for recording and reporting measurements of the cost of manufacturing goods and performing services in the aggregate and in detail. It includes methods for recognizing, classifying, allocating, aggregating and reporting such costs and comparing them with standard costs.” (IMA) Often considered a subset of managerial accounting, its end goal is to advise the management on how to optimize business practices and processes based on cost efficiency and capability. Cost accounting provides the detailed cost information that management needs to control current operations and plan for the future.
Cost accounting information is also commonly used in financial accounting, but its primary function is for use by managers to facilitate their decision-making.
All types of businesses, whether manufacturing, trading or producing services, require cost accounting to track their activities. Cost accounting has long been used to help managers understand the costs of running a business. Modern cost accounting originated during the industrial revolution when the complexities of running large scale businesses led to the development of systems for recording and tracking costs to help business owners and managers make decisions. Various techniques used by cost accountants include standard costing and variance analysis, marginal costing and cost volume profit analysis, budgetary control, uniform costing, inter firm comparison, etc. Evaluation of cost accounting is mainly due to the limitations of financial accounting. Moreover, maintenance of cost records has been made compulsory in selected industries as notified by the government from time to time.
In the early industrial age most of the costs incurred by a business were what modern accountants call “variable costs” because they varied directly with the amount of production. Money was spent on labour, raw materials, the power to run a factory, etc., in direct proportion to production. Managers could simply total the variable costs for a product and use this as a rough guide for decision-making processes.
Some costs tend to remain the same even during busy periods, unlike variable costs, which rise and fall with volume of work. Over time, these “fixed costs” have become more important to managers. Examples of fixed costs include the depreciation of plant and equipment, and the cost of departments such as maintenance, tooling, production control, purchasing, quality control, storage and handling, plant supervision and engineering.
In the early nineteenth century, these costs were of little importance to most businesses. However, with the growth of railroads, steel and large scale manufacturing, by the late nineteenth century these costs were often more important than the variable cost of a product, and allocating them to a broad range of products led to bad decision making. Managers must understand fixed costs in order to make decisions about products and pricing.
For example: A company produced railway coaches and had only one product. To make each coach, the company needed to purchase $60 of raw materials and components and pay 6 labourers $40 each. Therefore, the total variable cost for each coach was $300. Knowing that making a coach required spending $300, managers knew they couldn’t sell below that price without losing money on each coach. Any price above $300 became a contribution to the fixed costs of the company. If the fixed costs were, say, $1000 per month for rent, insurance and owner’s salary, the company could therefore sell 5 coaches per month for a total of $3000 (priced at $600 each), or 10 coaches for a total of $4500 (priced at $450 each), and make a profit of $500 in both cases.