202 Ch 12 S08 S

202 Ch 12 S08 S - ACC 202 Intro to Management Accounting...

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Unformatted text preview: ACC 202 Intro to Management Accounting Segment Reporting, Decentralization, & Transfer Pricing obj 1 Chapter 12: Learning Objectives Prepare a segmented income statement (contribution format) Work with traceable fixed costs & common fixed costs Derive a negotiated transfer price Compute & understand ROI Compute & understand residual income Decentralization in Organizations Benefits of Decentralization Lower-level managers gain experience in decision-making. Lower-level decision often based on better information. Top management freed to concentrate on strategy. Decision-making authority leads to job satisfaction. Lower level managers can respond quickly to customers. Decentralization in Organizations May be a lack of coordination among autonomous managers. Lower-level managers may make decisions without seeing the "big picture." Lower-level manager's objectives may not be those of the organization. Disadvantages of Decentralization May be difficult to spread innovative ideas in the organization. Cost, Profit, & Investments Centers Cost Center Profit Center Investment Center Cost, profit, and investment centers are all Responsibility known as Center responsibility centers. Cost, Profit, & Investments Centers Cost Center A segment whose manager has control over costs, but not over revenues or investment funds. Cost, Profit, & Investments Centers Profit Center A segment whose manager has control over both costs and revenues, but no control over investment funds. Revenues Sales Interest Other Costs Mfg. costs Commissions Salaries Other Cost, Profit, & Investments Centers Investment Center A segment whose manager has control over costs, revenues, and investments in operating assets. Corporate Headquarters Responsibility Centers Investment Centers O p e r a tio n s V ic e P r e s id e n t S a lty S n a c k s P ro d u c t M a n g e r B o ttlin g P la n t M anager B e v e ra g e s P ro d u c t M a n a g e r W a re h o u s e M anager S u p e r io r F o o d s C o r p o r a tio n C o rp o ra te H e a d q u a rte rs P r e s id e n t a n d C E O F in a n c e C h ie f F In a n c ia l O ffic e r C o n fe c tio n s P ro d u c t M a n a g e r D is tr ib u tio n M anager Legal G e n e ra l C o u n s e l P e rs o n n e l V ic e P r e s id e n t Cost Centers Superior Foods Corporation provides an example of the various kinds of responsibility centers that exist in an organization. Responsibility Centers S u p e r io r F o o d s C o r p o r a tio n C o rp o ra te H e a d q u a rte rs P r e s id e n t a n d C E O O p e r a tio n s V ic e P r e s id e n t S a lty S n a c k s P ro d u c t M a n g e r B o ttlin g P la n t M anager B e v e ra g e s P ro d u c t M a n a g e r W a re h o u s e M anager F in a n c e C h ie f F In a n c ia l O ffic e r C o n fe c tio n s P ro d u c t M a n a g e r D is tr ib u tio n M anager Legal G e n e ra l C o u n s e l P e rs o n n e l V ic e P r e s id e n t Profit Centers Superior Foods Corporation provides an example of the various kinds of responsibility centers that exist in an organization. Responsibility Centers S u p e r io r F o o d s C o r p o r a tio n C o rp o ra te H e a d q u a rte rs P r e s id e n t a n d C E O O p e r a tio n s V ic e P r e s id e n t S a lty S n a c k s P ro d u c t M a n g e r B o ttlin g P la n t M anager B e v e ra g e s P ro d u c t M a n a g e r W a re h o u s e M anager F in a n c e C h ie f F In a n c ia l O ffic e r C o n fe c tio n s P ro d u c t M a n a g e r D is tr ib u tio n M anager Legal G e n e ra l C o u n s e l P e rs o n n e l V ic e P r e s id e n t Cost Centers Superior Foods Corporation provides an example of the various kinds of responsibility centers that exist in an organization. Decentralization & Segment Reporting A segment is any part or activity of an organization about which a manager seeks cost, revenue, or profit data. A segment can be . . . An Individual Store Quick Mart A Sales Territory A Service Center Superior Foods: Geographic Regions S u p e r io r F o o d s C o r p o r a tio n $ 5 0 0 , 0 0 0 ,0 0 0 E ast $ 7 5 ,0 0 0 ,0 0 0 O re g o n $ 4 5 ,0 0 0 ,0 0 0 W est $ 3 0 0 ,0 0 0 ,0 0 0 M id w e s t $ 5 5 ,0 0 0 ,0 0 0 S o u th $ 7 0 ,0 0 0 ,0 0 0 W a s h in g to n $ 5 0 ,0 0 0 ,0 0 0 C a lif o r n ia $ 1 2 0 ,0 0 0 ,0 0 0 M o u n t a in S t a t e s $ 8 5 ,0 0 0 ,0 0 0 Superior Foods Corporation could segment its business by geographic regions. Superior Foods: Customer Channel S u p e rio r F o o d s C o r p o r a tio n $ 5 0 0 , 0 0 0 ,0 0 0 C o n v e n ie n c e S to r e s $ 8 0 ,0 0 0 ,0 0 0 S u p e r m a r k e t C h a in A $ 8 5 ,0 0 0 ,0 0 0 S u p e r m a r k e t C h a in s $ 2 8 0 , 0 0 0 ,0 0 0 W h o l e s a le D is t r ib u t o r s $ 1 0 0 , 0 0 0 ,0 0 0 D ru g s to re s $ 4 0 ,0 0 0 ,0 0 0 S u p e r m a r k e t C h a in B $ 6 5 ,0 0 0 ,0 0 0 S u p e r m a r k e t C h a in C $ 9 0 ,0 0 0 ,0 0 0 S u p e r m a r k e t C h a in D $ 4 0 ,0 0 0 ,0 0 0 Superior Foods Corporation could segment its business by customer channel. Segmented Income Statements Two keys to building segmented income statements: A contribution format should be used because it separates fixed from variable costs and it enables the calculation of a contribution margin. Traceable fixed costs should be separated from common fixed costs to enable the calculation of a segment margin. Identifying Traceable Fixed Costs Traceable costs arise because of the existence of a particular segment and would disappear over time if the segment itself disappeared. No computer division means . . . No computer division manager. Identifying Common Fixed Costs Common costs arise because of the overall operation of the company and would not disappear if any particular segment were eliminated. No computer division but . . . We still have a company president. Traceable Costs Can Become Common Costs It is important to realize that the traceable fixed costs of one segment may be a common fixed cost of another segment. For example, the landing fee paid to land an airplane at an airport is traceable to the particular flight, but it is not traceable to first-class, business-class, and economy-class passengers. Segment Margin The segment margin is the best gauge of the longrun profitability of a segment. Segment margin = contribution margin traceable fixed costs. Profits Time Traceable and Common Costs Fixed Costs Don't allocate common costs to segments. Common Traceable Levels of Segmented Statements Webber, Inc. has two divisions. W e b b e r , In c . C o m p u te r D iv is io n T e le v is io n D iv is io n Let's look more closely at the Television Division's income statement. Levels of Segmented Statements Our approach to segment reporting uses the contribution format. Income Statement Contribution Margin Format Television Division Sales $ 300,000 Variable COGS 120,000 Other variable costs 30,000 Total variable costs 150,000 Contribution margin 150,000 Traceable fixed costs 90,000 Division margin $ 60,000 Cost of goods sold consists of variable manufacturing costs. Fixed and variable costs are listed in separate sections. Levels of Segmented Statements Our approach to segment reporting uses the contribution format. Income Statement Contribution Margin Format Television Division Sales $ 300,000 Variable COGS 120,000 Other variable costs 30,000 Total variable costs 150,000 Contribution margin 150,000 Traceable fixed costs 90,000 Division margin $ 60,000 Contribution margin is computed by taking sales minus variable costs. Segment margin is Television's contribution to profits. Levels of Segmented Statements Income Statement Company Television $ 500,000 $ 300,000 230,000 150,000 270,000 150,000 170,000 90,000 100,000 $ 60,000 Computer $ 200,000 80,000 120,000 80,000 $ 40,000 Sales Variable costs CM Traceable FC Division margin Common costs Net operating income Levels of Segmented Statements Income Statement Company Television $ 500,000 $ 300,000 230,000 150,000 270,000 150,000 170,000 90,000 100,000 $ 60,000 25,000 $ Computer $ 200,000 80,000 120,000 80,000 $ 40,000 Sales Variable costs CM Traceable FC Division margin Common costs Net operating income Common costs should not be allocated to the 75,000 divisions. These costs would remain even if one of the divisions were eliminated. Traceable Costs Can Become Common Costs As previously mentioned, fixed costs that are traceable to one segment can become common if the company is divided into smaller segments. Let's see how this works using the Webber Inc. example. Traceable Costs Can Become Common Costs Webber's Television Division Television Division Regular Big Screen Product Lines Traceable Costs Can Become Common Costs Income Statement Television Division Regular Sales $ 200,000 Variable costs 95,000 CM 105,000 Traceable FC 45,000 Product line margin $ 60,000 Common costs Divisional margin Big Screen $ 100,000 55,000 45,000 35,000 $ 10,000 We obtained the following information from the Regular and Big Screen segments. Traceable Costs Can Become Common Costs Income Statement Television Division Regular Sales $ 300,000 $ 200,000 Variable costs 150,000 95,000 CM 150,000 105,000 Traceable FC 80,000 45,000 Product line margin 70,000 $ 60,000 Common costs 10,000 Divisional margin $ 60,000 Big Screen $ 100,000 55,000 45,000 35,000 $ 10,000 Fixed costs directly traced to the Television Division $80,000 + $10,000 = $90,000 External Reports The Financial Accounting Standards Board now requires that companies in the United States include segmented financial data in their annual reports. 1. Companies must report segmented results to shareholders using the same methods that are used for internal segmented reports. Since the contribution approach to segment reporting does not comply with GAAP, it is likely that some managers will choose to construct their segmented financial statements using the absorption approach to comply with GAAP. 2. Omission of Costs Costs assigned to a segment should include all costs attributable to that segment from the company's entire value chain. Business Functions Making Up The Value Chain R&D Product Design Customer Manufacturing Marketing Distribution Service Inappropriate Methods of Allocating Costs Among Segments Failure to trace costs directly Inappropriate allocation base Segment 1 Segment 2 Segment 3 Segment 4 Common Costs and Segments Common costs should not be arbitrarily allocated to segments based on the rationale that "someone has to cover the common costs" for two reasons: 1. This practice may make a profitable business segment appear to be unprofitable. 1. Allocating common fixed costs forces managers to be held accountable for costs they cannot control. Segment 1 Segment 2 Segment 3 Segment 4 Allocations of Common Costs Income Statement Haglund's Lakeshore Bar $ 800,000 $ 100,000 310,000 60,000 490,000 40,000 246,000 26,000 244,000 $ 14,000 200,000 $ 44,000 Restaurant $ 700,000 250,000 450,000 220,000 $ 230,000 Sales Variable costs CM Traceable FC Segment margin Common costs Profit Assume that Haglund's Lakeshore prepared the segmented income statement as shown. Quick Check How much of the common fixed cost of $200,000 can be avoided by eliminating the bar? a. None of it. b. Some of it. c. All of it. Quick Check Suppose square feet is used as the basis for allocating the common fixed cost of $200,000. How much would be allocated to the bar if the bar occupies 1,000 square feet and the restaurant 9,000 square feet? a. $20,000 b. $30,000 c. $40,000 d. $50,000 Quick Check If Haglund's allocates its common costs to the bar and the restaurant, what would be the reported profit of each segment? Allocations of Common Costs Income Statement Haglund's Lakeshore Bar $ 800,000 $ 100,000 310,000 60,000 490,000 40,000 246,000 26,000 244,000 14,000 200,000 20,000 $ 44,000 $ (6,000) Restaurant $ 700,000 250,000 450,000 220,000 230,000 180,000 $ 50,000 Sales Variable costs CM Traceable FC Segment margin Common costs Profit Now all costs are allocated. Quick Check Should the bar be eliminated? a. Yes b. No Transfer Pricing Concepts A transfer price is the price charged when one segment of a company provides goods or services to another segment of the company. The fundamental objective in setting transfer prices is to motivate managers to act in the best interests of the overall company. Setting Transfer Prices Three approaches to setting transfer prices: 1. Negotiated transfer prices 2. Transfers at the cost to the selling division 3. Transfers at market price Negotiated Transfer Prices A negotiated transfer price results from discussions between the selling and buying divisions. Advantages of negotiated transfer prices: 1. They preserve the autonomy of the divisions, which is consistent with the spirit of decentralization. The managers negotiating the transfer price are likely to have much better information about the potential costs and benefits of the transfer than others in the company. Range of Acceptable Transfer Prices Upper limit is determined by the buying division. 2. Lower limit is determined by the selling division. Harris and Louder An Example Imperial Beverages and Pizza Maven are both owned by Harris and Louder. Imperial Beverages: Ginger beer production capactiy per month Variable cost per barrel of ginger beer Fixed costs per month Selling price of Imperial Beverages ginger beer on the outside market Pizza Maven: Purchase price of regular brand of ginger beer Monthly comsumption of ginger beer 10,000 barrels 8 per barrel 70,000 20 per barrel 18 per barrel 2,000 barrels Harris and Louder An Example The selling division's (Imperial Beverages) lowest acceptable transfer price is calculated as: Transfer Price Variable cost Total contribution margin on lost sales + per unit Number of units transferred Calculate the lowest and highest acceptable transfer prices under three scenarios. The buying division's (Pizza Maven) highest acceptable transfer price is calculated as: Transfer Price Cost of buying from outside supplier If an outside supplier does not exist, the highest acceptable transfer price is calculated as: Transfer Price Profit to be earned per unit sold (not including the transfer price) Harris and Louder An Example If Imperial Beverages has sufficient idle capacity (3,000 barrels) to satisfy Pizza Maven's demands (2,000 barrels) without sacrificing sales to other customers, then the lowest and highest possible transfer prices are computed as follows: Selling division's lowest possible transfer price: Transfer Price 8 + 0 = 8 2,000 Buying division's highest possible transfer price: Transfer Price Cost of buying from outside supplier = 18 Therefore, the range of acceptable transfer price is 8 18. Harris and Louder An Example If Imperial Beverages has no idle capacity (0 barrels) and must sacrifice other customer orders (2,000 barrels) to meet Pizza Maven's demands (2,000 barrels), then the lowest and highest possible transfer prices are computed as follows: Selling division's lowest possible transfer price: ( 20 - 8) 2,000 Transfer Price 8 + = 20 2,000 Buying division's highest possible transfer price: Transfer Price Cost of buying from outside supplier = 18 Therefore, there is no range of acceptable transfer prices. Harris and Louder An Example If Imperial Beverages has some idle capacity (1,000 barrels) and must sacrifice other customer orders (1,000 barrels) to meet Pizza Maven's demands (2,000 barrels), then the lowest and highest possible transfer prices are computed as follows: Selling division's lowest possible transfer price: ( 20 - 8) 1,000 Transfer Price 8 + = 14 2,000 Buying division's highest possible transfer price: Transfer Price Cost of buying from outside supplier = 18 Therefore, the range of acceptable transfer price is 14 18. Evaluation of Negotiated Transfer Prices If a transfer within a company would result in higher overall profits for the company, there is always a range of transfer prices within which both the selling and buying divisions would have higher profits if they agree to the transfer. If managers are pitted against each other rather than against their past performance or reasonable benchmarks, a noncooperative atmosphere is almost guaranteed. Given the disputes that often accompany the negotiation process, most companies rely on some other means of setting transfer prices. Transfers at the Cost to the Selling Division Many companies set transfer prices at either the variable cost or full (absorption) cost incurred by the selling division. Drawbacks of this approach include: 1. Using full cost as a transfer price and can lead to suboptimization. 2. The selling division will never show a profit on any internal transfer. 3. Cost-based transfer prices do not provide incentives to control costs. Transfers at Market Price A market price (i.e., the price charged for an item on the open market) is often regarded as the best approach to the transfer pricing problem. 1. A market price approach works best when the product or service is sold in its present form to outside customers and the selling division has no idle capacity. 2. A market price approach does not work well when the selling division has idle capacity. Divisional Autonomy & Suboptimization The principles of decentralization suggest that companies should grant managers autonomy to set transfer prices and to decide whether to sell internally or externally, even is this may occasionally result in suboptimal decisions. This way top management allows subordinates to control their own destiny. International Aspects of Transfer Pricing Transfer Pricing Objectives Domestic Greater divisional autonomy Greater motivation for managers Better performance evaluation Better goal congruence International Less taxes, duties, and tariffs Less foreign exchange risks Better competitive position Better governmental relations Class Practice Return on Investment (ROI) Income before interest and taxes (EBIT) Net operating income ROI = Average operating assets Cash, accounts receivable, inventory, plant and equipment, and other productive assets. Net Book Value vs. Gross Cost Most companies use the net book value of depreciable assets to calculate average operating assets. Acquisition cost Less: Accumulated depreciation Net book value Return on Investment (ROI) Net operating income ROI = Average operating assets Net operating income Margin = Sales Sales Turnover = Average operating assets ROI = Margin Turnover Increasing ROI Three ways to increase ROI. Increase Sales Reduce Expenses Reduce Assets Increasing ROI An Example Regal Company reports the following: Net operating income $ 30,000 Average operating assets $ 200,000 Sales $ 500,000 Operating expenses $ 470,000 What is Regal Company's ROI? ROI = Margin Turnover ROI = Net operating income Sales Sales Sales Average operating assets Increasing ROI An Example ROI = Margin Turnover ROI = Net operating income Sales Sales Average operating assets ROI = $30,000 $500,000 $500,000 $200,000 ROI = 6% 2.5 = 15% Increasing Sales Without Increasing Operating Assets Regal's manager was able to increase sales to $600,000 while operating expenses increased to $558,000. Regal's net operating income increased to $42,000 (600K 558K). There was no change in the average operating assets of the segment. Calculate the new ROI. Increasing Sales Without Increasing Operating Assets ROI = Margin Turnover ROI = Net operating income Sales Sales Average operating assets ROI = $42,000 $600,000 $600,000 $200,000 ROI = 7% 3.0 = 21% ROI increased from 15% to 21%. Decreasing Operating Expenses Without Changing Sales or Operating Assets Assume that Regal's manager was able to reduce operating expenses by $10,000 without affecting sales or operating assets. This would increase net operating income to $40,000. Regal Company reports the following: Net operating income Average operating assets Sales Operating expenses $ 40,000 $ 200,000 $ 500,000 $ 460,000 Calculate the ...
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