ABSTRACT
One of the rst steps in the target costing journey is to better understand what target costing is and what it is not. e topic of target costing has now been around long enough and gained su¯ciently wide acceptance that it can no longer be called an emerging management technique. Yet there remains a certain amount of ambivalence and confusion about target costing. Some companies have experimented with target costing only to abandon it a¨er encountering resistance from managers to the change from traditional cost management systems. Others have moved in the direction of target costing, but have failed to make the necessary strategic commitment to the idea to reap its full bene ts. e following discussion addresses some of the myths about target costing and o¢ers practical suggestions for a successful target costing implementation.
