Core Viewpoint - The article discusses the issuance of two management accounting application guidelines: Lifecycle Costing Method (Guideline No. 305) and Benchmarking Management (Guideline No. 406), aimed at enhancing management accounting practices in organizations [3]. Lifecycle Costing Method (Guideline No. 305) - Lifecycle costing method integrates all costs associated with a product, asset, or labor throughout its lifecycle, enabling comprehensive cost management and decision-making [5]. - The primary goal of applying the lifecycle costing method is to analyze costs across various stages to make informed decisions in product development, pricing, asset allocation, and sustainable development [5]. - This method is particularly applicable in manufacturing, construction, energy, and high-tech industries, where long-term asset management is crucial [5]. - The lifecycle costing method includes various forms such as product lifecycle costing, asset lifecycle costing, labor lifecycle costing, project lifecycle costing, and service lifecycle costing [5]. - Organizations should establish cross-departmental teams to analyze costs and implement strategies for cost control and optimization, ensuring alignment with long-term strategic goals [9]. - Modern information technologies like big data and AI should be integrated into the lifecycle costing framework to enhance data management and cost control [9][10]. - Environmental costs, such as carbon emissions and compliance, should be included in the lifecycle costing model to support ESG objectives [10]. Benchmarking Management (Guideline No. 406) - Benchmarking management involves identifying and comparing with high-performing departments or organizations to analyze competitive advantages and develop improvement strategies [22]. - The main objective of benchmarking is to identify gaps, optimize processes, and enhance management effectiveness to improve core competitiveness [22]. - This method is particularly beneficial for companies seeking to enhance management levels or operational efficiency during transformation phases [22]. - Benchmarking can be categorized into internal and external benchmarking, with further divisions based on competitive relationships and applicability [23]. - Organizations should establish a robust internal information system and external data channels to facilitate timely and accurate data collection for benchmarking [30]. - A feedback and improvement mechanism should be in place to evaluate the effectiveness of benchmarking initiatives and address any issues promptly [31]. - The benchmarking process typically involves selecting benchmark objects, designing indicator systems, data collection, analysis, and developing improvement plans [33].

Core Viewpoint - The article emphasizes the evolving nature of marketing, highlighting the relevance of Philip Kotler's "Marketing Management" in today's rapidly changing business environment, particularly with the rise of digital marketing and AI technologies [2][3][28]. Group 1: Historical Context of Marketing - In 1967, Kotler's "Marketing Management" emerged during a time of significant market changes, including overproduction, media revolution, and globalization, which reshaped marketing practices [20][24][26]. - The book has undergone multiple iterations, reflecting the continuous evolution of marketing theories and practices to adapt to market changes [9][10][61]. Group 2: Key Marketing Concepts - Kotler warned against confusing advertising with marketing and emphasized the importance of customer experience over mere product sales [3][39]. - The article discusses the AIDA model introduced by Elmer Lewis, which outlines the steps a consumer goes through before making a purchase [11][12]. - The 4P theory (Product, Price, Promotion, Place) proposed by McCarthy is highlighted as a foundational concept in modern marketing [17][18]. Group 3: Challenges and Opportunities in Marketing - The rise of live streaming and digital personas presents new challenges for marketers, necessitating a shift in strategies to engage consumers effectively [28][29]. - Kotler's insights from 20 years ago regarding the Chinese market still resonate today, emphasizing the need for companies to focus on customer share rather than market share [36][37]. Group 4: Strategies for Competing in Marketing - Kotler suggests three strategies for competing in saturated markets: benchmarking, reverse engineering, and technological advancement [44][45]. - The article stresses that successful marketing requires a deep understanding of consumer needs and the ability to provide value beyond the product itself [40][42]. Group 5: The Future of Marketing - The article concludes that the principles outlined in Kotler's work remain crucial for marketers today, as the market continues to evolve rapidly with new technologies and consumer behaviors [56][60].