Segment Reporting and Decentralization

Segment Reporting and Decentralization
3-1 Segment Reporting and Decentralization Chapter Twelve Managers in large organizations have to delegate some decisions to those who are at lower levels in the organization. This chapter explains how responsibility accounting systems, segmented income statements, and return on investment (ROI) and residual income measures are used to help control decentralized organizations.

Decentralization in Organizations
3-2 Decentralization in Organizations Benefits of Decentralization Top management freed to concentrate on strategy. Lower-level managers gain experience in decision-making. Decision-making authority leads to job satisfaction. A decentralized organization does not confine decision-making authority to a few top executives; rather, decision-making authority is spread throughout the organization. The advantages of decentralization are as follows: It enables top management to concentrate on strategy, higher-level decision- making, and coordinating activities. It acknowledges that lower-level managers have more detailed information about local conditions that enable them to make better operational decisions. It enables lower-level managers to quickly respond to customers. It provides lower-level managers with the decision-making experience they will need when promoted to higher level positions. It often increases motivation, resulting in increased job satisfaction and retention, as well as improved performance. Lower-level decisions often based on better information. Lower level managers can respond quickly to customers.

Decentralization in Organizations
3-3 Decentralization in Organizations May be a lack of coordination among autonomous managers. Lower-level managers may make decisions without seeing the “big picture.” Disadvantages of Decentralization Lower-level manager’s objectives may not be those of the organization. The disadvantages of decentralization are as follows: Lower-level managers may make decisions without fully understanding the “big picture.” There may be a lack of coordination among autonomous managers. The balanced scorecard can help reduce this problem by communicating a company’s strategy throughout the organization. Lower-level managers may have objectives that differ from those of the entire organization. This problem can be reduced by designing performance evaluation systems that motivate managers to make decisions which are in the best interests of the company. It may difficult to effectively spread innovative ideas in a strongly decentralized organization. This problem can be reduced through the effective use of intranet systems, which enable globally dispersed employees to electronically share ideas. May be difficult to spread innovative ideas in the organization.

Cost, Profit, and Investments Centers
3-4 Cost, Profit, and Investments Centers Cost Center Profit Center Investment Center Cost, profit, and investment centers are all known as responsibility centers. Responsibility accounting systems link lower-level managers’ decision-making authority with accountability for the outcomes of those decisions. The term responsibility center is used for any part of an organization whose manager has control over, and is accountable for cost, profit, or investments. The three primary types of responsibility centers are cost centers, profit centers, and investment centers. Responsibility Center

Cost Center A segment whose manager has control over costs,
3-5 Cost Center A segment whose manager has control over costs, but not over revenues or investment funds. The manager of a cost center has control over costs, but not over revenue or investment funds. Service departments such as accounting, general administration, legal, and personnel are usually classified as cost centers, as are manufacturing facilities. Standard cost variances and flexible budget variances, such as those discussed in Chapters 10 and 11, are often used to evaluate cost center performance.

3-6 Profit Center Revenues Sales Interest Other Costs Mfg. costs Commissions Salaries A segment whose manager has control over both costs and revenues, but no control over investment funds. The manager of a profit center has control over both costs and revenue. Profit center managers are often evaluated by comparing actual profit to targeted or budgeted profit. An example of a profit center is a company’s cafeteria.

3-7 Investment Center Corporate Headquarters A segment whose manager has control over costs, revenues, and investments in operating assets. The manager of an investment center has control over cost, revenue, and investments in operating assets. Investment center managers are often evaluated using return on investment (ROI) or residual income (discussed later in this chapter). An example of an investment center would be the corporate headquarters.

Responsibility Centers
3-8 Responsibility Centers Investment Centers Cost Centers Part I Superior Foods Corporation provides an example of the various kinds of responsibility centers that exist in an organization. Part Ii The President and CEO, as well as the Vice President of Operations, manage investment centers. Part III The Chief Financial Officer, General Counsel, and Vice President of Personnel all manage cost centers. Superior Foods Corporation provides an example of the various kinds of responsibility centers that exist in an organization.

3-9 Responsibility Centers Profit Centers Each of the three product managers that report to the Vice President of Operations (e.g., salty snacks, beverages, and confections) manages a profit center. Superior Foods Corporation provides an example of the various kinds of responsibility centers that exist in an organization.

3-10 Responsibility Centers Cost Centers The bottling plant manager, warehouse manager, and distribution manager all manage cost centers that report to the Beverages product manager. Superior Foods Corporation provides an example of the various kinds of responsibility centers that exist in an organization.

3-11 Learning Objective 1 Prepare a segmented income statement using the contribution margin format, and explain the difference between traceable fixed costs and common fixed costs. Learning objective number 1 is to prepare a segmented income statement using the contribution margin format and explain the difference between traceable fixed costs and common fixed costs.

Decentralization and Segment Reporting
3-12 Decentralization and Segment Reporting Quick Mart An Individual Store A segment is any part or activity of an organization about which a manager seeks cost, revenue, or profit data. A segment can be . . . A Sales Territory A segment is a part or activity of an organization about which managers would like cost, revenue, or profit data. Examples of segments include divisions of a company, sales territories, individual stores, service centers, manufacturing plants, marketing departments, individual customers, and product lines. A Service Center

Superior Foods: Geographic Regions
3-13 Superior Foods: Geographic Regions As this slide illustrates, Superior Foods could segment its business by geographic region. Superior Foods Corporation could segment its business by geographic regions.

Superior Foods: Customer Channel
3-14 Superior Foods: Customer Channel Or, Superior Foods could segment its business by customer channel. Superior Foods Corporation could segment its business by customer channel.

Keys to Segmented Income Statements
3-15 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. There are two keys to building segmented income statements. First, a contribution format should be used because it separates fixed from variable costs and it enables the calculation of a contribution margin. The contribution margin is especially useful in decisions involving temporary uses of capacity, such as special orders. Second, traceable fixed costs should be separated from common fixed costs to enable the calculation of a segment margin. Traceable fixed costs should be separated from common fixed costs to enable the calculation of a segment margin.

Identifying Traceable Fixed Costs
3-16 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. A traceable fixed cost of a segment is a fixed cost that is incurred because of the existence of the segment. If the segment were eliminated, the fixed cost would disappear. Examples of traceable fixed costs include the following: The salary of the Fritos product manager at PepsiCo is a traceable fixed cost of the Fritos business segment of PepsiCo. The maintenance cost for the building in which Boeing 747s are assembled is a traceable fixed cost of the 747 business segment of Boeing.

Identifying Common Fixed Costs
3-17 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. A common fixed cost is a fixed cost that supports the operations of more than one segment, but is not traceable in whole or in part to any one segment. Examples of common fixed costs include the following: The salary of the CEO of General Motors is a common fixed cost of the various divisions of General Motors. The cost of heating a Safeway or Kroger grocery store is a common fixed cost of the various departments – groceries, produce, and bakery.

Traceable Costs Can Become Common Costs
3-18 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. 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 a particular flight, but it is not traceable to first-class, business-class, and economy-class passengers.

3-19 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. A segment margin is computed by subtracting the traceable fixed costs of a segment from its contribution margin. The segment margin is a valuable tool for assessing the long-run profitability of a segment. Profits Time

Traceable and Common Costs
3-20 Traceable and Common Costs Fixed Costs Don’t allocate common costs to segments. Traceable Common Part I Allocating common costs to segments reduces the value of the segment margin as a guide to long-run segment profitability. Part II As a result, common costs should not be allocated to segments.

Activity-Based Costing
3-21 Activity-Based Costing Activity-based costing can help identify how costs shared by more than one segment are traceable to individual segments. Assume that three products, 9-inch, 12-inch, and 18-inch pipe, share 10,000 square feet of warehousing space, which is leased at a price of $4 per square foot. If the 9-inch, 12-inch, and 18-inch pipes occupy 1,000, 4,000, and 5,000 square feet, respectively, then ABC can be used to trace the warehousing costs to the three products as shown. Activity-based costing can help identify how costs shared by more than one segment are traceable to individual segments. For example, assume that three products, a 9-inch, a 12-inch, and an 18-inch pipe, share 10,000 square feet of warehousing space, which is leased at a price of $4 per square foot. If the 9-inch, 12-inch, and 18-inch pipes occupy 1,000, 4,000, and 5,000 square feet, respectively, then activity-based costing can be used to trace the warehousing costs to the three products as shown. When using activity-based costing to trace fixed costs to segments, managers must still ask themselves if the traceable costs that they have identified would disappear over time, if the segment disappeared. In this example, if the warehouse was owned rather than leased, perhaps the warehousing costs assigned to a given segment would not disappear if the segment was discontinued.

Levels of Segmented Statements
3-22 Levels of Segmented Statements Webber, Inc. has two divisions. Assume that Webber, Inc. has two divisions – the Computer Division and the Television Division. Let’s look more closely at the Television Division’s income statement.

3-23 Levels of Segmented Statements Our approach to segment reporting uses the contribution format. Cost of goods sold consists of variable manufacturing costs. The contribution format income statement for the Television Division is as shown. Notice that: Cost of goods sold consists of variable manufacturing costs, and Fixed and variable costs are listed in separate sections. Fixed and variable costs are listed in separate sections.

3-24 Levels of Segmented Statements Our approach to segment reporting uses the contribution format. Contribution margin is computed by taking sales minus variable costs. Also notice that: Contribution margin is computed by subtracting variable costs from sales; and The divisional segment margin represents the Television Division’s contribution to overall company profits. Segment margin is Television’s contribution to profits.

3-25 Levels of Segmented Statements The Television Division’s results can be rolled into Webber, Inc.’s overall results as shown. Notice that the results of the Television and Computer Divisions sum to the results shown for the whole company.

3-26 Levels of Segmented Statements Common costs should not be allocated to the divisions. These costs would remain even if one of the divisions were eliminated. The common costs for the company as a whole ($25,000) are not allocated to the divisions. Common costs are not allocated to segments because these costs would remain even if one of the divisions were eliminated.

3-27 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! The Television Division’s results can also be broken down into smaller segments. This enables us to see how traceable fixed costs of the Television Division can become common costs of smaller segments.

3-28 Traceable Costs Can Become Common Costs Webber’s Television Division Regular Big Screen Television Division Assume that the Television Division can be broken down into two major product lines – Regular and Big Screen. Product Lines

3-29 Traceable Costs Can Become Common Costs Assume that the segment margins for these two product lines are as shown. We obtained the following information from the Regular and Big Screen segments.

3-30 Traceable Costs Can Become Common Costs Of the $90,000 of fixed costs that were previously traceable to the Television Division, only $80,000 is traceable to the two product lines and $10,000 is a common cost. Fixed costs directly traced to the Television Division $80,000 + $10,000 = $90,000

3-31 External Reports The Financial Accounting Standards Board now requires that companies in the United States include segmented financial data in their annual reports. 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. The Financial Accounting Standards Board now requires that companies in the United States include segmented financial data in their annual reports. This ruling has implications for internal segment reporting because: It mandates that companies 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. The absorption approach hinders internal decision making because it does not distinguish between fixed and variable costs or common and traceable costs.

3-32 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 The costs assigned to a segment should include all the costs attributable to that segment from the company’s entire value chain. The value chain consists of all major business functions that add value to a company’s products and services. Since only manufacturing costs are included in product costs under absorption costing, those companies that choose to use absorption costing for segment reporting purposes will omit from their profitability analysis all “upstream” and “downstream” costs. “Upstream” costs include research and development and product design costs. “Downstream” costs include marketing, distribution, and customer service costs. Although these “upstream” and “downstream” costs are not manufacturing costs, they are just as essential to determining product profitability as are manufacturing costs. Omitting them from profitability analysis will result in the under-costing of products. Product Customer R&D Design Manufacturing Marketing Distribution Service

Inappropriate Methods of Allocating Costs Among Segments
3-33 Inappropriate Methods of Allocating Costs Among Segments Failure to trace costs directly Inappropriate allocation base Costs that can be traced directly to specific segments of a company should not be allocated to other segments. Rather, such costs should be charged directly to the responsible segment. For example, the rent for a branch office of an insurance company should be charged directly against the branch office rather than included in a company-wide overhead pool and then spread throughout the company. Some companies allocate costs to segments using arbitrary bases. Costs should be allocated to segments for internal decision making purposes only when the allocation base actually drives the cost being allocated. For example, sales is frequently used to allocate selling and general and administrative expenses to segments. This should only be done if sales drive these period costs. Segment 1 Segment 2 Segment 3 Segment 4

Common Costs and Segments
3-34 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: This practice may make a profitable business segment appear to be unprofitable. Allocating common fixed costs forces managers to be held accountable for costs they cannot control. Common costs should not be arbitrarily allocated to segments based on the rationale that “someone has to cover the common costs” for two reasons: First, this practice may make a profitable business segment appear to be unprofitable. If the segment is eliminated the revenue lost may exceed the traceable costs that are avoided. Second, allocating common fixed costs forces managers to be held accountable for costs that they cannot control. Segment 1 Segment 2 Segment 3 Segment 4

3-35 Quick Check  Assume that Hoagland's Lakeshore prepared the segmented income statement as shown. Assume that Hoagland's Lakeshore prepared its segmented income statement as shown.

3-36 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. How much of the common fixed cost of $200,000 can be avoided by eliminating the bar?

3-37 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. A common fixed cost cannot be eliminated by dropping one of the segments. None of it. A common fixed cost cannot be eliminated by dropping one of the segments.

3-38 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 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?

The bar would be allocated 1/10 of the cost or $20,000.
3-39 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 The bar would be allocated 1/10 of the cost or $20,000. The bar would be allocated one tenth of the cost or $20,000.

3-40 Quick Check  If Hoagland's allocates its common costs to the bar and the restaurant, what would be the reported profit of each segment? If Hoagland's allocates its common costs to the bar and the restaurant, what would be the reported profit of each segment?

Allocations of Common Costs
3-41 Allocations of Common Costs Take a minute and review this slide. Notice that the common costs of $200,000 are allocated to the bar and restaurant. Hurray, now everything adds up!!!

Quick Check  Should the bar be eliminated? a. Yes b. No
3-42 Quick Check  Should the bar be eliminated? a. Yes b. No Should the bar be eliminated?

Quick Check  Should the bar be eliminated? a. Yes b. No
3-43 Quick Check  Should the bar be eliminated? a. Yes b. No The profit was $44,000 before eliminating the bar. If we eliminate the bar, profit drops to $30,000! No. The profit was $40,000 before eliminating the bar. If we eliminate the bar, profit drops to $30,000!

3-44 Learning Objective 2 Compute return on investment (ROI) and show how changes in sales, expenses, and assets affect ROI. Learning objective number 2 is to compute return on investment (ROI) and show how changes in sales, expenses, and assets affect ROI.

Return on Investment (ROI) Formula
3-45 Return on Investment (ROI) Formula Income before interest and taxes (EBIT) ROI = Net operating income Average operating assets An investment center’s performance is often evaluated using a measure called return on investment (ROI). ROI is defined as net operating income divided by average operating assets. Net operating income is income before taxes and is sometimes referred to as earnings before interest and taxes (EBIT). Operating assets include cash, accounts receivable, inventory, plant and equipment, and all other assets held for operating purposes. Net operating income is used in the numerator because the denominator consists only of operating assets. The operating asset base used in the formula is typically computed as the average operating assets (beginning assets + ending assets/2). Cash, accounts receivable, inventory, plant and equipment, and other productive assets.

Net Book Value vs. Gross Cost
3-46 Net Book Value vs. Gross Cost Most companies use the net book value of depreciable assets to calculate average operating assets. Most companies use the net book value (i.e., acquisition cost less accumulated depreciation) of depreciable assets to calculate average operating assets. With this approach, ROI mechanically increases over time as the accumulated depreciation increases. Replacing a fully-depreciated asset with a new asset will decrease ROI. An alternative to using net book value is the use of the gross cost of the asset, which ignores accumulated depreciation. With this approach, ROI does not grow automatically over time, rather it stays constant; thus, replacing a fully-depreciated asset does not adversely affect ROI.

Average operating assets Average operating assets
3-47 Understanding ROI ROI = Net operating income Average operating assets Margin = Net operating income Sales Turnover = Sales Average operating assets DuPont pioneered the use of ROI and recognized the importance of looking at the components of ROI, namely margin and turnover. Margin is computed as shown and is improved by increasing sales or reducing operating expenses. The lower the operating expenses per dollar of sales, the higher the margin earned. Turnover is computed as shown. It incorporates a crucial area of a manager’s responsibility – the investment in operating assets. Excessive funds tied up in operating assets depress turnover and lower ROI. ROI = Margin  Turnover

There are three ways to increase ROI . . .
3-48 Increasing ROI There are three ways to increase ROI . . . Reduce Expenses Increase Sales Reduce Assets Any increase in ROI must involve at least one of the following – increased sales, reduced operating expenses, or reduced operating assets.

Increasing ROI – An Example
3-49 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? Assume that Regal Company reports net operating income of $30,000; average operating assets of $200,000; sales of $500,000; and operating expenses of $470,000. What is Regal Company’s ROI? ROI = Margin  Turnover Net operating income Sales Average operating assets × ROI =

Increasing ROI – An Example
3-50 Increasing ROI – An Example ROI = Margin  Turnover Net operating income Sales Average operating assets × ROI = $30,000 $500,000 × $200,000 ROI = Given this information, its current ROI is 15%. 6%  2.5 = 15% ROI =

Increasing Sales Without an Increase in Operating Assets
3-51 Increasing Sales Without an Increase in Operating Assets Regale's manager was able to increase sales to $600,000, while operating expenses increased to $558,000. Regale's net operating income increased to $42,000. There was no change in the average operating assets of the segment. The first way to increase ROI is to increase sales without any increase in operating assets. Assume the following. First, Regale's manager was able to increase sales to $600,000 (an increase of 20%). Second, operating expenses increased to $558,000 (an increase of 18.7%). Third, net income increased to $42,000. Fourth, average operating assets remained unchanged. Let’s calculate the new ROI. Let’s calculate the new ROI.

Increasing Sales Without an Increase in Operating Assets
3-52 Increasing Sales Without an Increase in Operating Assets ROI = Margin  Turnover Net operating income Sales Average operating assets × ROI = $42,000 $600,000 × $200,000 ROI = In this case, the ROI increases from 15% to 21%. Notice, for ROI to increase, the percentage increase in sales must exceed the percentage increase in operating expenses. 7%  3.0 = 21% ROI = ROI increased from 15% to 21%.

Let’s calculate the new ROI.
3-53 Decreasing Operating Expenses with no Change in Sales or Operating Assets Assume that Regale'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 $ 40,000 Average operating assets $ 200,000 Sales $ 500,000 Operating expenses $ 460,000 The second way to increase ROI is to decrease operating expenses with no change in sales or operating assets. Assume that Regale's manager was able to reduce operating expenses by $10,000 without affecting sales or operating assets. Let’s calculate the new ROI. Let’s calculate the new ROI.

Margin  Turnover ROI = $40,000 $500,000 $200,000 ROI = 8%  2.5 = 20%
3-54 Decreasing Operating Expenses with no Change in Sales or Operating Assets ROI = Margin  Turnover Net operating income Sales Average operating assets × ROI = $40,000 $500,000 × $200,000 ROI = In this case, the ROI increases from 15% to 20%. 8%  2.5 = 20% ROI = ROI increased from 15% to 20%.

Let’s calculate the new ROI.
3-55 Decreasing Operating Assets with no Change in Sales or Operating Expenses Assume that Regale's manager was able to reduce inventories by $20,000 using just-in-time techniques, without affecting sales or operating expenses. Regal Company reports the following: Net operating income $ 30,000 Average operating assets $ 180,000 Sales $ 500,000 Operating expenses $ 470,000 The third way to increase ROI is to decrease operating assets with no change in sales or operating expenses. Assume that Regale's manager was able to reduce inventories by $20,000 by using just-in-time techniques without affecting sales or operating expenses. Let’s calculate the new ROI. Let’s calculate the new ROI.

3-56 Decreasing Operating Assets with no Change in Sales or Operating Expenses ROI = Margin  Turnover Net operating income Sales Average operating assets × ROI = $30,000 $500,000 × $180,000 ROI = In this case, the ROI increases from 15% to 16.7%. 6%  2.78 = 16.7% ROI = ROI increased from 15% to 16.7%.

Investing in Operating Assets to Increase Sales
3-57 Investing in Operating Assets to Increase Sales Assume that Regale's manager invests in a $30,000 piece of equipment that increases sales by $35,000, while increasing operating expenses by $15,000. Regal Company reports the following: Net operating income $ 50,000 Average operating assets $ 230,000 Sales $ 535,000 Operating expenses $ 485,000 The fourth way to increase ROI is to invest in operating assets to increase sales. Assume that Regale's manager invests $30,000 in a piece of equipment that increases sales by $35,000 while increasing operating expenses by $15,000. Let’s calculate the new ROI. Let’s calculate the new ROI.

Investing in Operating Assets to Increase Sales
3-58 Investing in Operating Assets to Increase Sales ROI = Margin  Turnover Net operating income Sales Average operating assets × ROI = $50,000 $535,000 × $230,000 ROI = In this case, the ROI increases from 15% to 21.8%. 9.35%  2.33 = 21.8% ROI = ROI increased from 15% to 21.8%.

ROI and the Balanced Scorecard
3-59 ROI and the Balanced Scorecard It may not be obvious to managers how to increase sales, decrease costs, and decrease investments in a way that is consistent with the company’s strategy. A well constructed balanced scorecard can provide managers with a road map that indicates how the company intends to increase ROI. Which internal business process should be improved? It may not be obvious to managers how to increase sales, decrease costs, and decrease investments in a way that is consistent with the company’s strategy. A well-constructed balanced scorecard can provide managers with a road map that indicates how the company intends to increase ROI. A scorecard can answer questions such as: Which internal business processes should be improved? and Which customers should be targeted and how will they be attracted and retained at a profit? Which customers should be targeted and how will they be attracted and retained at a profit?

Criticisms of ROI In the absence of the balanced
3-60 Criticisms of ROI In the absence of the balanced scorecard, management may not know how to increase ROI. Managers often inherit many committed costs over which they have no control. Managers evaluated on ROI may reject profitable investment opportunities. Just telling managers to increase ROI may not be enough. Managers may not know how to increase ROI in a manner that is consistent with the company’s strategy. This is why ROI is best used as part of a balanced scorecard. A manager who takes over a business segment typically inherits many committed costs over which the manager has no control. This may make it difficult to assess this manager relative to other managers. A manager who is evaluated based on ROI may reject investment opportunities that are profitable for the whole company but that would have a negative impact on the manager’s performance evaluation.

Compute residual income and understand its strengths and weaknesses.
3-61 Learning Objective 3 Compute residual income and understand its strengths and weaknesses. Learning objective number 3 is to compute residual income and understand its strengths and weaknesses.

Residual Income - Another Measure of Performance
3-62 Residual Income - Another Measure of Performance Net operating income above some minimum return on operating assets Residual income is the net operating income that an investment center earns above the minimum required return on its assets. Economic Value Added (EVA) is an adaptation of residual income. We will not distinguish between the two terms in this class.

Calculating Residual Income
3-63 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. The equation for computing residual income is as shown. Notice that 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.

Residual Income – An Example
3-64 Residual Income – An Example The Retail Division of Zephyr, Inc. has average operating assets of $100,000 and is required to earn a return of 20% on these assets. In the current period, the division earns $30,000. Assume the information for a division of Zephyr, Inc. is as follows. The Retail Division of Zephyr, Inc. has average operating assets of $100,000 and is required to earn a return of 20% on these assets. In the current period, the division earns $30,000. Let’s calculate residual income. Let’s calculate residual income.

Residual Income – An Example
3-65 Residual Income – An Example The residual income of $10,000 is computed by subtracting the minimum required return of $20,000 from the actual income of $30,000.

Motivation and Residual Income
3-66 Motivation and Residual Income Residual income encourages managers to make profitable investments that would be rejected by managers using ROI. The residual income approach encourages managers to make investments that are profitable for the entire company but that would be rejected by managers who are evaluated using the ROI formula. This occurs when the ROI associated with an investment opportunity exceeds the company’s minimum required return but is less than the ROI being earned by the division manager contemplating the investment.

3-67 Quick Check  Redmond Awnings, a division of Wrap-up Corp., has a net operating income of $60,000 and average operating assets of $300,000. The required rate of return for the company is 15%. What is the division’s ROI? a. 25% b. 5% c. 15% d. 20% Redmond Awnings, a division of Wrap-up Corp., has a net operating income of $60,000 and average operating assets of $300,000. The required rate of return for the company is 15%. What is the division’s ROI?

3-68 Quick Check  Redmond Awnings, a division of Wrap-up Corp., has a net operating income of $60,000 and average operating assets of $300,000. The required rate of return for the company is 15%. What is the division’s ROI? a. 25% b. 5% c. 15% d. 20% The ROI is 20%. ROI = NOI/Average operating assets = $60,000/$300,000 = 20%

3-69 Quick Check  Redmond Awnings, a division of Wrap-up Corp., has a net operating income of $60,000 and average operating assets of $300,000. If the manager of the division is evaluated based on ROI, will she want to make an investment of $100,000 that would generate additional net operating income of $18,000 per year? a. Yes b. No If the manager of the division is evaluated based on ROI, will she want to make an investment of $100,000 that would generate additional net operating income of $80,000 per year?

This lowers the division’s ROI from 20.0% down to 19.5%.
3-70 Quick Check  Redmond Awnings, a division of Wrap-up Corp., has a net operating income of $60,000 and average operating assets of $300,000. If the manager of the division is evaluated based on ROI, will she want to make an investment of $100,000 that would generate additional net operating income of $18,000 per year? a. Yes b. No No, she would not want to invest in this project because its return is 18%, which would reduce her division’s ROI from 20% to 19.5%. ROI = $78,000/$400,000 = 19.5% This lowers the division’s ROI from 20.0% down to 19.5%.

3-71 Quick Check  The company’s required rate of return is 15%. Would the company want the manager of the Redmond Awnings division to make an investment of $100,000 that would generate additional net operating income of $18,000 per year? a. Yes b. No The company’s required rate of return is fifteen percent. Would the company want the manager of the Redmond Awnings division to make an investment of $100,000 that would generate additional net operating income of $18,000 per year?

Quick Check  ROI = $18,000/$100,000 = 18%
3-72 Quick Check  The company’s required rate of return is 15%. Would the company want the manager of the Redmond Awnings division to make an investment of $100,000 that would generate additional net operating income of $18,000 per year? a. Yes b. No ROI = $18,000/$100,000 = 18% The return on the investment exceeds the minimum required rate of return. Yes, she would want to invest in this project because the return on the investment exceeds the minimum required rate of return.

3-73 Quick Check  Redmond Awnings, a division of Wrap-up Corp., has a net operating income of $60,000 and average operating assets of $300,000. The required rate of return for the company is 15%. What is the division’s residual income? a. $240,000 b. $ 45,000 c. $ 15,000 d. $ 51,000 Review this question. What is the division’s residual income?

3-74 Quick Check  Redmond Awnings, a division of Wrap-up Corp., has a net operating income of $60,000 and average operating assets of $300,000. The required rate of return for the company is 15%. What is the division’s residual income? a. $240,000 b. $ 45,000 c. $ 15,000 d. $ 51,000 The residual income is $15,000. Net operating income $60,000 Required return (15% of $300,000) (45,000) Residual income $15,000

3-75 Quick Check  If the manager of the Redmond Awnings division is evaluated based on residual income, will she want to make an investment of $100,000 that would generate additional net operating income of $18,000 per year? a. Yes b. No If the manager of the Redmond Awnings division is evaluated based on residual income, will she want to make an investment of $100,000 that would generate additional net operating income of $18,000 per year?

3-76 Quick Check  If the manager of the Redmond Awnings division is evaluated based on residual income, will she want to make an investment of $100,000 that would generate additional net operating income of $18,000 per year? a. Yes b. No Net operating income $78,000 Required return (15% of $400,000) (60,000) Residual income $18,000 Yields an increase of $3,000 in the residual income. Yes, she would want to invest in this project because it will increase the residual income by $3,000.

Divisional Comparisons and Residual Income
3-77 Divisional Comparisons and Residual Income The residual income approach has one major disadvantage. It cannot be used to compare performance of divisions of different sizes. The residual income approach has one major disadvantage. It cannot be used to compare the performance of divisions of different sizes.

3-78 Zephyr, Inc. - Continued Recall the following information for the Retail Division of Zephyr, Inc. Assume the following information for the Wholesale Division of Zephyr, Inc. Recall that the Retail Division of Zephyr had average operating assets of $100,000, a minimum required rate of return of 20%, net operating income of $30,000, and residual income of $10,000. Assume that the Wholesale Division of Zephyr had average operating assets of $1,000,000, a minimum required rate of return of 20%, net operating income of $220,000, and residual income of $20,000.

3-79 Zephyr, Inc. - Continued The residual income numbers suggest that the Wholesale Division outperformed the Retail Division because its residual income is $10,000 higher. However, the Retail Division earned an ROI of 30% compared to an ROI of 22% for the Wholesale Division. The Wholesale Division’s residual income is larger than the Retail Division simply because it is a bigger division. The residual income numbers suggest that the Wholesale Division outperformed the Retail Division because its residual income is $10,000 higher. However, the Retail Division earned an ROI of 30% compared to an ROI of 22% for the Wholesale Division. The Wholesale Division’s residual income is larger than the Retail Division simply because it is a bigger division.

3-80 Transfer Pricing Appendix 12A Appendix 12A: Transfer Pricing

Key Concepts/Definitions
3-81 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. A transfer price is the price charged when one segment of a company provides goods or services to another segment of the company. While domestic transfer prices have no direct effect on the entire company’s reported profit, they can have a dramatic effect on the reported profitability of a division. The fundamental objective in setting transfer prices is to motivate managers to act in the best interests of the overall company. Sub optimization occurs when managers do not act in the best interests of the overall company or even their own divisions.

Three Primary Approaches
3-82 Three Primary Approaches There are three primary approaches to setting transfer prices: Negotiated transfer prices; Transfers at the cost to the selling division; and Transfers at market price. There are three primary approaches to setting transfer prices, namely negotiated transfer prices, transfers at the cost to the selling division, and transfers at market price.

3-83 Learning Objective 4 Determine the range, if any, within which a negotiated transfer price should fall. Learning objective number 4 is to determine the range, if any, within which a negotiated transfer price should fall.

Negotiated Transfer Prices
3-84 Negotiated Transfer Prices A negotiated transfer price results from discussions between the selling and buying divisions. Upper limit is determined by the buying division. Lower limit is determined by the selling division. Range of Acceptable Transfer Prices Advantages of negotiated transfer prices: 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. A negotiated transfer price results from discussions between the selling and buying divisions. Negotiated transfer prices have two advantages. First, 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. Second, the range of acceptable transfer prices is the range of transfer prices within which the profits of both divisions participating in the transfer would increase. The lower limit is determined by the selling division. The upper limit is determined by the buying division.

Harris and Louder – An Example
3-85 Harris and Louder – An Example Assume the information as shown with respect to Imperial Beverages and Pizza Maven (both companies are owned by Harris and Louder). Assume the information as shown with respect to Imperial Beverages and Pizza Maven (both companies are owned by Harris and Louder).

3-86 Harris and Louder – An Example The selling division’s (Imperial Beverages) lowest acceptable transfer price is calculated as: Let’s calculate the lowest and highest acceptable transfer prices under three scenarios. The buying division’s (Pizza Maven) highest acceptable transfer price is calculated as: The selling division’s (Imperial Beverages) lowest acceptable transfer price is calculated as shown. The buying division’s (Pizza Maven) highest acceptable transfer price is calculated as shown. If Pizza Maven had no outside supplier for ginger beer, then its highest acceptable transfer price would be equal to the amount it expects to earn by selling the ginger beer, net of its own expenses. Let’s calculate the lowest and highest acceptable transfer prices under three scenarios. If an outside supplier does not exist, the highest acceptable transfer price is calculated as:

3-87 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: Buying division’s highest possible transfer price: Therefore, the range of acceptable transfer price is £8 – £18. Part I 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 will be computed as follows. Part II The lowest acceptable transfer price, as determined by the seller, is 8 pounds. Part III The highest acceptable transfer price, as determined by the buyer, is 18 pounds. Therefore, the range of acceptable transfer prices is 8 pounds to 18 pounds.

3-88 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: Buying division’s highest possible transfer price: Therefore, there is no range of acceptable transfer prices. Part I If Imperial Beverages has no idle capacity and must sacrifice other customer orders (2,000 barrels) to meet the demands of Pizza Maven (2,000 barrels), then the lowest and highest possible transfer prices will be computed as follows. Part II The lowest acceptable transfer price, as determined by the seller, is 20 pounds. Part III The highest acceptable transfer price, as determined by the buyer, is 18 pounds. Therefore, there is no range of acceptable transfer prices. This is a desirable outcome for Harris Louder because it would be illogical to give up sales of 20 pounds to save costs of 18 pounds.

3-89 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: Buying division’s highest possible transfer price: Therefore, the range of acceptable transfer price is £14 – £18. Part I If Imperial Beverages has some idle capacity (1,000 barrels) and must sacrifice other customer orders (1,000 barrels) to meet the demands of Pizza Maven (2,000 barrels), then the lowest and highest possible transfer prices will be computed as follows. Part II The lowest acceptable transfer price, as determined by the seller, is 14 pounds. Part III The highest acceptable transfer price, as determined by the buyer, is 18 pounds. Therefore, the range of acceptable transfer prices is 14 pounds to 18 pounds.

Evaluation of Negotiated Transfer Prices
3-90 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 no cooperative atmosphere is almost guaranteed. If a transfer within the 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. Nonetheless, if managers are pitted against each other rather than against their past performance or reasonable benchmarks, a no cooperative atmosphere is almost guaranteed. Thus, negotiations often break down even though it would be in both parties’ best interests to agree to a transfer price. Given the disputes that often accompany the negotiation process, most companies rely on some other means of setting transfer prices. 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
3-91 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: Using full cost as a transfer price and can lead to suboptimization. The selling division will never show a profit on any internal transfer. Cost-based transfer prices do not provide incentives to control costs. Many companies set transfer prices at either the variable cost or full (absorption) cost incurred by the selling division. The drawbacks of this approach include: Using full cost as a transfer price can lead to suboptimization because it does not distinguish between variable costs, which may be relevant to the transfer pricing decision, and fixed costs, which may be irrelevant. If cost is used as the transfer price, the selling division will never show a profit on any internal transfer. The only division that shows a profit is the division that makes the final sale to an outside party. Cost-based transfer prices do not provide incentives to control costs. If the actual costs of one division are passed on to the next, there is little incentive for anyone to work on reducing costs.

Transfers at Market Price
3-92 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. 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. A market price approach does not work well when the selling division has idle capacity. 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. It works best when the product or service is sold in its present form to outside customers and the selling division has no idle capacity. With no idle capacity the real cost of the transfer from the company’s perspective is the opportunity cost of the lost revenue on the outside sale. It does not work well when the selling division has idle capacity. In this case, market-based transfer prices are likely to be higher than the variable cost per unit of the selling division. Consequently, the buying division may make pricing and other decisions based on incorrect, market-based cost information rather than the true variable cost incurred by the company as a whole.

Divisional Autonomy and Sub optimization
3-93 Divisional Autonomy and Sub optimization 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 if this may occasionally result in suboptimal decisions. This way top management allows subordinates to control their own destiny. The principles of decentralization suggest that companies should grant managers autonomy to set transfer prices and to decide whether to sell internally or externally. While subordinate managers may occasionally make suboptimal decisions, top managers should allow their subordinates to control their own destiny – even to the extent of granting subordinate managers the right to make mistakes.

International Aspects of Transfer Pricing
3-94 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 The objectives of domestic transfer pricing include: creating greater divisional autonomy; providing greater motivation for managers; enabling better performance evaluation; and establishing better goal congruence. The objectives of international transfer pricing include: lessen taxes, duties and tariffs; lessen foreign exchange risks; improve competitive position; and improve relations with foreign governments.

Service Department Charges
3-95 Service Department Charges Appendix 12B Appendix 12B: Service Department Charges

3-96 Learning Objective 5 Charge operating departments for services provided by service departments. Learning objective number 5 is to charge operating departments for services provided by service departments.

Service Department Charges
3-97 Service Department Charges Operating Departments Service Departments Carry out central purposes of organization. Do not directly engage in operating activities. Most large organizations have both operating departments and service departments. The central purposes of the organization are carried out in the operating departments. In contrast, service departments do not directly engage in operating activities. This appendix discusses why and how service department costs are allocated to operating departments.

Reasons for Charging Service Department Costs
3-98 Reasons for Charging Service Department Costs Service department costs are charged to operating departments for a variety of reasons including: To encourage operating departments to wisely use service department resources. To provide operating departments with more complete cost data for making decisions. Service department costs are charged to operating departments for a variety of reasons including: 1. To encourage operating departments to wisely use service department resources. 2. To provide operating departments with more complete cost data for making decisions. 3. To help measure the profitability of operating departments. 4. To create an incentive for service departments to operate efficiently. To help measure the profitability of operating departments. To create an incentive for service departments to operate efficiently

Operating Departments
3-99 Transfer Prices 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. 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. $ Service Departments Operating Departments

Charging Costs by Behavior
3-100 Charging Costs by Behavior Whenever possible, variable and fixed service department costs should be charged separately. Whenever possible, variable and fixed service department costs should be charged separately to provide more useful data for planning and control of departmental operations.

3-101 Charging Costs by Behavior Variable service department costs should be charged to consuming departments according to whatever activity causes the incurrence of the cost. Variable service department costs should be charged to consuming departments according to whatever activity causes the incurrence of the cost.

3-102 Charging Costs by Behavior Charge fixed service department costs to consuming departments in predetermined lump-sum amounts that are based on the consuming departments’ peak-period or long-run average servicing needs. Fixed costs should be charged to consuming departments in predetermined lump-sum amounts that are based on the consuming departments’ peak-period or long-run average servicing needs. Importantly, fixed cost allocations: Are based on the amount of capacity each consuming department requires. Should not vary from period to period. Are based on amounts of capacity each consuming department requires. Should not vary from period to period.

Should Actual or Budgeted Costs Be Charged?
3-103 Should Actual or Budgeted Costs Be Charged? Budgeted variable and fixed service department costs should be charged to operating departments. Budgeted variable and fixed service department costs (rather than actual costs) should be charged to operating departments. Actual costs may contain inefficiencies that should not be charged to operating departments. Variable service department costs should be charged using a predetermined rate applied to the actual services consumed. The lump-sum amount of fixed costs should be based on budgeted fixed costs, not actual fixed costs.

3-104 Sipco: An Example Sipco has a maintenance department and two operating departments: cutting and assembly. Variable maintenance costs are budgeted at $0.60 per machine hour. Fixed maintenance costs are budgeted at $200,000 per year. Data relating to the current year are: Let’s look at an example of allocating costs by behavior. Sipco has one service department, maintenance, and two operating departments: Cutting and Assembly. Variable maintenance costs are budgeted at $0.60 per machine hour. Fixed maintenance costs are budgeted at $200,000 per year. Both planned and actual hours are given. We will allocate variable costs at the beginning of the year using planned hours and then we will allocate variable costs at the end of the year using actual hours. We will allocate fixed costs based on percent of peak capacity required. Allocate maintenance costs to the two operating departments.

Sipco: Beginning of the Year
3-105 Sipco: Beginning of the Year Hours planned Variable cost allocations are made at the beginning of the year by multiplying the budgeted variable rate of $0.60 per machine hour by the planned hours for each operating department.

Sipco: Beginning of the Year
3-106 Sipco: Beginning of the Year Hours planned Fixed service department costs are allocated to the operating departments by multiplying the percent of peak-period capacity required by each department times the $200,000 of budgeted fixed costs. Percent of peak-period capacity.

3-107 Quick Check  Foster City has an ambulance service that is used by the two public hospitals in the city. Variable ambulance costs are budgeted at $4.20 per mile. Fixed ambulance costs are budgeted at $120,000 per year. Data relating to the current year are: Let’s take a quick check and see how we are doing on allocating costs by behavior. Foster City has an ambulance service that is used by the two public hospitals in the city. Variable ambulance costs are budgeted at $4.20 per mile. Fixed ambulance costs are budgeted at $120,000 per year. Data relating to the current year are illustrated in the table on the slide. You may want to refer back to this screen as you work through the question on the next slide.

3-108 Quick Check  How much ambulance service cost will be allocated to Mercy Hospital at the beginning of the year? a. $117,000 b. $254,400 c. $114,480 d. $119,250 How much ambulance service cost will be allocated to Mercy Hospital at the beginning of the year?

3-109 Quick Check  How much ambulance service cost will be allocated to Mercy Hospital at the beginning of the year? a. $117,000 b. $254,400 c. $114,480 d. $119,250 Variable cost allocations are made at the beginning of the year by multiplying the budgeted variable rate of $4.20 per mile by the planned number of miles for each hospital. Fixed service department costs are allocated to the hospitals by multiplying the percent of peak-period capacity required by each hospital times the $120,000 of budgeted fixed costs. So, the total cost allocated to Mercy Hospital at the beginning of the year is $117,000.

Pitfalls in Allocating Fixed Costs
3-110 Pitfalls in Allocating Fixed Costs Pitfall 1 Allocating fixed costs using a variable allocation base Result Fixed costs allocated to one department are heavily influenced by what happens in other departments. Rather than charge service department fixed costs to operating departments in predetermined lump-sum amounts, some companies allocate them using a variable allocation base that fluctuates from period to period. This is a pitfall because it creates a situation where the fixed costs allocated to one operating department are heavily influenced by what happens in other operating departments.

Colby Products: An Example
3-111 Colby Products: An Example Colby Products has two sales territories, the Eastern Territory and the Western Territory. Both sales territories are serviced by one auto service center, whose costs are all fixed. Contrary to good practice, Colby allocates the fixed service center costs to the sales territories on the basis of actual miles driven (a variable base). Let’s look at an example to illustrate the pitfalls of allocating fixed costs using a variable allocation base. Colby Products has two sales territories, the Eastern Territory and the Western Territory. Both sales territories are serviced by one auto service center whose costs are all fixed. Contrary to good practice, Colby allocates the fixed service center costs to the sales territories on the basis of actual miles driven (a variable base).

Colby Products: An Example
3-112 Colby Products: An Example $120,000 ÷ 3,000,000 miles $120,000 ÷ 2,400,000 miles On your screen, you see data for miles driven in each sales territory and the service center’s $120,000 fixed cost. The Western territory maintained an activity level of 1,500,000 miles in both years. The Eastern division dropped from 1,500,000 miles driven in year 1 to 900,000 miles driven in year 2. Allocation rates based on total miles driven are shown for both years. The total number of miles driven in year 2 is less, so the allocation rate per mile in year 2 is higher.

Colby Products: First–year Allocations
3-113 Colby Products: First–year Allocations We allocate the $120,000 service center cost by multiplying the allocation rate per mile by the number of miles driven in each territory. The two sales territories share the service center’s costs equally because the miles driven in each territory are equal in the first year. The two sales territories share the service center’s costs equally because the miles driven in each territory are equal.

Colby Products: Second–year Allocation
3-114 Colby Products: Second–year Allocation Again we allocate the $120,000 service center cost by multiplying the allocation rate per mile by the number of miles driven in each territory. In year 2, the costs allocated to the Western territory increase by $15,000, despite the fact that the miles driven within the Western territory are the same as in year 1. Western’s costs for year 2 increased because Eastern's miles driven declined in year 2. Western territory has the same number of miles as last year, but $15,000 more cost is allocated because Eastern's miles declined in year 2.

Pitfalls in Allocating Fixed Costs
3-115 Pitfalls in Allocating Fixed Costs Pitfall 2 Using sales dollars as an allocation base Result Sales of one department influence the service department costs allocated to other departments. While sales dollars is a popular allocation base for service department costs, it is a poor choice because sales dollars fluctuate from period to period, and the costs being allocated are often largely fixed. Allocation of service department costs based on sales can create a situation where the sales of one department influence the service department costs allocated to other departments.

Clothier Inc. – An Example
3-116 Clothier Inc. – An Example Clothier Inc., a men’s clothing store, has one service department and three sales departments, Suits, Shoes, and Accessories. Service department costs total $60,000 for both years in the example. Contrary to good practice, Clothier allocates the service department costs based on sales. Let’s look at an example to illustrate the pitfalls of allocating service department costs based on sales revenue. Clothier Inc., a men’s clothing store, has one service department and three sales departments, Suits, Shoes, and Accessories. Service department costs total $60,000 for both years in the example. Contrary to good practice, Clothier allocates the service department costs based on sales.

Clothier Inc. – First-year Allocation
3-117 Clothier Inc. – First-year Allocation $260,000 ÷ $400,000 65% of $60,000 Part I We will focus on the Suit Department in this example. In the first year, Suit Department sales are $260,000 of the $400,000 of total sales. Two hundred sixty thousand dollars is 65% of $400,000. We allocate the service department costs to the Suit Department by multiplying 65% times $60,000. The result is $39,000. Part II In the next year, the manager of the Suit Department increased sales by $100,000. Sales in the other departments are unchanged. Let’s allocate the $60,000 service department cost for the second year given the sales increase. In the next year, the manager of the Suit Department increases sales by $100,000. Sales in the other departments are unchanged. Let’s allocate the $60,000 service department cost for the second year given the sales increase.

Clothier Inc. – Second-year Allocation
3-118 Clothier Inc. – Second-year Allocation $360,000 ÷ $500,000 72% of $60,000 Part I In the second year, Suit Department sales are $360,000 of the $500,000 of total sales. Three hundred sixty thousand dollars is 72% of $500,000. We allocate the service department costs to the Suit Department by multiplying 72% times $60,000. The result is $43,200. Part II The allocation of service department costs to the Suit Department increased by $4,200. The allocation of service department costs to the other two departments decreased. The Suit Department manager is likely to complain because his department is being forced to bear a larger share of service department costs simply because of his efforts to increase sales. If you were the suit department manager, would you be happy with the increased service department costs allocated to your department?

3-119 End of Chapter 12 End of chapter 12.

Segment Reporting and Decentralization

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