Abstract
AbstractTo bring the highly developed quantitative approaches of middle management in accounting and control to the aid of corporate strategists is not easy. Specific operational problems are less overt and therefore formal optimization techniques are less easy to apply. The paper considers that the difficulty lies less in the absence of techniques and more in the failure of top management to state its objectives with precision. To do this a strategic audit is suggested. This can aid in goal specification. Industrial economics and game theory can then be applied to the problem so delineated.
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