Decentralization
Profit centers and profit computations
Transfer pricing
Decentralization and
performance evaluation
Performance evaluation becomes
necessary when decision rights are
delegated. Do owners evaluate
managerial inputs or outputs?
Decentralization: Why?
Environment
Information specialization
Timeliness of response
Conservation of central management time
Computational complexity
Training of local managers
Motivation of local managers
Responsibility centers:
Externalities
Over-consumption of perquisites
Responsibility accounting:
This refers to the various concepts and tools
used by managerial accountants to measure the
performance of people and departments in
order to foster goal congruence.
Controllability
The controllability principle
Controllability problems
Traceability
Designing an accounting-based
performance measure:
Representing financial (and other) goals
Choosing income and investment numbers
Choosing measures for income and
investment numbers
Choosing a target
Choosing the timing of feedback
Profit centers:
Profit center: A profit center is a unit for which the
manager has the authority to make decisions on
sources of supply and choices of markets.
Profit measurement:
Variable contribution margin
Controllable contribution
Divisional contribution
Divisional profit before taxes
John Daly
Suppose that a year or more ago, John Daly, who
owned the rights to produce a nifty new product,
believed the product, Nifty, would be quite profitable
if economical production facilities could be located.
After much investigation, John located a small
building on the edge of town that was reasonably
cheap, even though it was actually somewhat larger
than he needed.
Income
Income
Sales
ROI
*
Investment
Sales Investment
$50,000
ROI
* 100% 14.3%
$350,000
What income number?
What investment number?
Residual income
Residual income is as close as an accountant comes
to computing economic profit. It is operating income
after paying all providers of capital.
Residual income =
Operating income - the cost of capital
Cost of capital = demanded rate of return
on invested capital * size of investment
$50,000
Cost of capital
(42,000)
Residual income
$ 8,000
$2,000
Incremental return is less than ROI
13.3%
$15,000
$52,000
Division ROI after
14.2% 14.3%
$365,000
Would the providers of capital want her to take it?
$8,000
$ 7,900
Division B
Assets: $250,000
Contrib: $37,500
ROI: 15%
Participatory budgeting
Setting budget performance targets
Risk sharing and risk setting
Communicating using the budget
There are no actual calculations to do for
HCC Industries
Pay attention to the probabilities that are
tossed about.
TRANSFER PRICE
Crossville Company
A. Does top management have a transfer pricing policy?
B. What is the minimum transfer price required by the
selling division, Fabricating?
$53.75, the immediate average market price
C. What is the maximum transfer price required by the
buying division?
$50, the price it would pay to Georges
Crossville Company
D. Will the two division managers agree to the transfer?
Buying
Division
$50 or less
Selling
Division
$53.75 or more
Crossvillle Company
Which of the following circumstances will lead
to goal congruence between the managers and the
overall firm? Why?
Crossville Company
Is the transfer in the best interest of the company?
Minimize costs:
Internal transfer:
Note:
External transfer:
Fab:
($53.75) - 29 = ($24.75)
Assy:
$50.00
Relevant cost of product =
$25.25
Crossville Company
2. Fabricating has adequate idle capacity.
This means that there is no meaningful market price
for the items that would be transferred.
Internal transfer:
External transfer
Crossville Company
3. Fabricating is forced to transfer product in lieu of
selling 5,000 units outside.
Fabrication manager gets $50
Assembly manager pays $50
Its limitations:
Time consuming
Leads to conflict within firms
It makes the measurement of divisional
profitability sensitive to the negotiating
skills of managers.
It requires the time of top management to
oversee and mediate.
It may lead to a suboptimal level of output.
NYA
Transfer pricing.
Reward functions are as follows:
Total points = 300
Your fraction of the 300 points:
Your teams margin/Overall corporate margin
Group work:
Work
Europa, Inc handout.