Evaluating the effectiveness of activity-based costing in improving cost efficiency in listed South African retailers

Abstract

The South African retail sector encounters fierce competition, escalating operational expenses, and swiftly evolving consumer behaviour. In this context, cost efficiency is crucial for maintaining profitability and competitiveness. Notwithstanding these challenges, numerous merchants persist in employing conventional costing systems that depend on generalised allocation bases, such as direct manpower or machine hours, frequently leading to cost distortions and erroneous price decisions. Activity-Based Costing (ABC) presents a more accurate option by elucidating cost drivers and resource utilisation. This study evaluates the efficacy of ABC in improving cost efficiency within South African retail firms by analysing its impact on cost allocation precision, operational performance, and financial decision-making. A mixed-methods research strategy was utilised, integrating quantitative surveys with qualitative interviews to produce a thorough knowledge of ABC implementation. Structured questionnaires distributed to financial managers and cost analysts yielded quantifiable information regarding the correlation between ABC adoption and cost efficiency. Qualitative interviews examined managerial attitudes, implementation obstacles, employee opposition, and organisational preparedness. The research is grounded in a post-positivist framework, emphasising both statistical correlations and practitioner insights to comprehend the operation of ABC within intricate retail contexts. Research demonstrates that ABC enhances cost transparency, pricing precision, and the capacity to attribute costs to certain activities. Retailers employing ABC exhibited enhanced resource alignment and successfully identified and eradicated non-value-adding processes. Nonetheless, considerable obstacles, such as implementation expenses, data intricacy, technological constraints, and reluctance to adapt, were observed, especially among small and medium-sized shops deficient in sophisticated information systems and analytical capabilities. The research underscores the significance of organisational capabilities, digital readiness, and ongoing training for effective ABC implementation. This article analyses how Activity-Based Costing (ABC) might improve cost efficiency in publicly traded South African retail enterprises. The study was theoretically grounded in Cost Behaviour Analysis, the Theory of Constraints, and the Resource-Based View. By integrating cost behaviour, operational bottlenecks, and organisational capabilities into the assessment of Activity-Based Costing (ABC), it contributes to the theoretical framework. The explanatory mixed-method sequential design utilised both survey data (n = 100) and interviews (n = 12). Research demonstrates that Activity-Based Costing significantly impacts cost allocation precision, operational efficacy, and financial outcomes. Regression analysis demonstrates a strong positive link between the adoption of ABC and cost efficiency (b = 0.62, p < 0.01). However, there are difficulties to adoption, including technological limitations, high expenses, and staff resistance. The research will contribute to the strategic cost management literature and provide practical guidance to retail enterprises in emerging economies.

Keywords: {'name': 'Cost effectiveness;'}, {'name': 'Retail Industry'}, {'name': 'Activity-Based Costing'}, {'name': 'Financial Performance'}

Authors & affiliations

Mufunwa Takalani Rasisi
University of Venda

Arthur Reynolds
University of Venda

Charles Munkuli
University of Venda

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