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SEGMENT REPORTING, DECENTRALIZATION, AND THE BALANCED SCORECARD Chapter 11 PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell,

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Presentation on theme: "SEGMENT REPORTING, DECENTRALIZATION, AND THE BALANCED SCORECARD Chapter 11 PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell,"— Presentation transcript:

1 SEGMENT REPORTING, DECENTRALIZATION, AND THE BALANCED SCORECARD Chapter 11 PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell, D.B.A., CMA Jon A. Booker, Ph.D., CPA, CIA Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

2 11-22 Decentralization in Organizations Benefits of Decentralization Top management freed to concentrate on strategy. Top management freed to concentrate on strategy. Lower-level managers gain experience in decision-making. Lower-level managers gain experience in decision-making. Decision-making authority leads to job satisfaction. Decision-making authority leads to job satisfaction. Lower-level decisions often based on better information. Lower-level decisions often based on better information. Lower level managers can respond quickly to customers.

3 11-33 Decentralization in Organizations Disadvantages of Decentralization Disadvantages of Decentralization Lower-level managers may make decisions without seeing the big picture. Lower-level managers may make decisions without seeing the big picture. May be a lack of coordination among autonomous managers. May be a lack of coordination among autonomous managers. Lower-level managers objectives may not be those of the organization. Lower-level managers objectives may not be those of the organization. May be difficult to spread innovative ideas in the organization. May be difficult to spread innovative ideas in the organization.

4 11-44 Cost, Profit, and Investments Centers Responsibility Center Responsibility Center Cost Center Cost Center Profit Center Profit Center Investment Center Investment Center Cost, profit, and investment centers are all known as responsibility centers.

5 11-55 Keys to Segmented Income Statements There are 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.

6 11-6 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.

7 11-77 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.

8 11-8 Segment Margin The segment margin, which is computed by subtracting the traceable fixed costs of a segment from its contribution margin, is the best gauge of the long-run profitability of a segment. Time Profits

9 11-99 Common Costs and Segments Segment 1 Segment 3 Segment 4 Segment 2 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. 2.Allocating common fixed costs forces managers to be held accountable for costs they cannot control.

10 Return on Investment (ROI) Formula ROI = Net operating income Average operating assets Cash, accounts receivable, inventory, plant and equipment, and other productive assets. Cash, accounts receivable, inventory, plant and equipment, and other productive assets. Income before interest and taxes (EBIT) Income before interest and taxes (EBIT)

11 Understanding ROI ROI = Net operating income Average operating assets Margin = Net operating income Sales Turnover = Sales Average operating assets ROI = Margin Turnover

12 11-12 Increasing ROI There are three ways to increase ROI... Increase Sales Reduce Expenses Reduce Assets

13 Calculating Residual Income () This computation differs from ROI. ROI measures net operating income earned relative to the investment in average operating assets. Residual income measures net operating income earned less the minimum required return on average operating assets.

14 Internal business processes Customers Learning and growth The Balanced Scorecard Management translates its strategy into performance measures that employees understand and influence. Performance measures Financial

15 The Balanced Scorecard: From Strategy to Performance Measures Financial Has our financial performance improved? Customer Do customers recognize that we are delivering more value? Internal Business Processes Have we improved key business processes so that we can deliver more value to customers? Learning and Growth Are we maintaining our ability to change and improve? Performance Measures What are our financial goals? What customers do we want to serve and how are we going to win and retain them? What internal busi- ness processes are critical to providing value to customers? Vision and Strategy

16 The balanced scorecard lays out concrete actions to attain desired outcomes. A balanced scorecard should have measures that are linked together on a cause-and-effect basis. If we improve one performance measure... Another desired performance measure will improve. The Balanced Scorecard Then

17 Key Concepts/Definitions 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.

18 Three Primary Approaches There are three primary approaches to setting transfer prices: 1.Negotiated transfer prices; 2.Transfers at the cost to the selling division; and 3.Transfers at market price.

19 Service Department Charges Operating Departments Carry out central purposes of organization. Service Departments Do not directly engage in operating activities.

20 Reasons for Charging Service Department Costs To encourage operating departments to wisely use service department resources. To provide operating departments with more complete cost data for making decisions. To help measure the profitability of operating departments. To create an incentive for service departments to operate efficiently. Service department costs are charged to operating departments for a variety of reasons including:

21 $ Transfer Prices Operating Departments Service Departments The service department charges considered in this appendix can be viewed as a transfer price that is charged for services provided by service departments to operating departments.

22 Charging Costs by Behavior Whenever possible, variable and fixed service department costs should be charged separately.

23 End of Chapter 11


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