Chapter 9 - Responsibility Accounting

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CHAPTER 9
Responsibility
Accounting
LEARNING OBJECTIVES
After you have mastered the material in this chapter you will be able to:
1 Describe the concept of decentralization.
2 Describe the differences among cost, profit, and investment centers.
3 Prepare and use responsibility reports.
4 Relate management by exception to responsibility reports.
5 Evaluate investment opportunities using return on investment.
6 Identify factors that affect return on investment.
7 Evaluate investment opportunities using residual income.
8 Describe how transfer prices may be established (Appendix).
CHAPTER OPENING
Walter Keller, a production manager, complained to the accountant, Kelly Oberson, that the budget system failed to
control his departments labor cost. Ms. Oberson responded, people, not budgets, control costs. Budgeting is one
of many tools management uses to control business operations. Managers are responsible for using control tools
effectively. Responsibility accounting focuses on evaluating the performance of individual managers. For example,
expenses controlled by a production department manager are presented in one report and expenses controlled by
a marketing department manager are presented in a different report. This chapter discusses the development and
use of a responsibility accounting system.
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The Curious Accountant
Warren Buffett, often identified as one of the richest

men in the world, is the CEO of Berkshire Hathaway, Inc.
(Berkshire). His company is actually a conglomerate
that has major stockholdings in several large companies,
including American Express, Anheuser-Bush, and
The Washington Post. Additionally, Berkshire wholly
owns over 70 other businesses ranging in size and diver-
sity from the insurance giant GEICO, to Fruit of the Loom,
to Sees Candies. In all, Berkshire has 222,000 employees. How can one person, who is turning 81 in 2011, manage
such a large and diverse business? (Answer on page 404.)
399
400 Chapter 9
DECENTRALIZATION CONCEPT
Effective responsibility accounting requires clear lines of authority and responsibility.
LO 1 Divisions of authority and responsibility normally occur as a natural consequence of
managing business operations. In a small business, one person can control everything:
Describe the concept of marketing, production, management, accounting. In contrast, large companies are so
decentralization. complex that authority and control must be divided among many people.
Consider the hiring of employees. A small business usually operates in a limited
geographic area. The owner works directly with employees. She knows the job re-
quirements, local wage rates, and the available labor pool. She is in a position to
make informed hiring decisions. In contrast, a major corporation may employ thou-
sands of employees throughout the world. The employees may speak different
languages and have different social customs. Their jobs may require many different
skills and pay a vast array of wage rates. The president of the corporation cannot
make informed hiring decisions for the entire company. Instead, he delegates
authority to a professional personnel manager and holds that manager responsible
for hiring practices.
Decision-making authority is similarly delegated to individuals responsible for
managing specific organization functions such as production, marketing, and account-
ing. Delegating authority and responsibility is referred to as decentralization. Decen-
tralization offers advantages like the following.
1. Encourages upper-level management to concentrate on strategic decisions. Because
local management makes routine decisions, upper-level management can concen-
trate on long-term planning, goal setting, and performance evaluation.
2. Improves the quality of decisions by delegating authority down a chain of command.
Local managers are better informed about local concerns. Furthermore, their prox-
imity to local events allows them to react quickly to changes in local conditions. As
a result, local managers can generally make better decisions.
3. Motivates managers to improve productivity. The freedom to act coupled with re-
sponsibility for the results creates an environment that encourages most individuals
to perform at high levels.
4. Trains lower-level managers for increased responsibilities. Decision making is a skill.
Managers accustomed to making decisions about local issues are generally able
to apply their decision-making skills to broader issues when they are promoted to
upper management positions.
5. Improves performance evaluation. When lines of authority and responsibility are
clear, credit or blame can be more accurately assigned.
Organization Chart
Exhibit 9.1 displays a partial organization chart for Panther Holding Company, a
decentralized business. The chart shows five levels of authority and responsibility
arranged in a hierarchical order from the top down. Other companies may have more
or less complex organizational charts, depending on their decentralization needs and
philosophy.
RESPONSIBILITY CENTERS
Decentralized businesses are usually subdivided into distinct reporting units called
LO 2 responsibility centers. A responsibility center is an organizational unit that controls
identifiable revenue or expense items. The unit may be a division, a department, a
Describe the differences subdepartment, or even a single machine. For example, a transportation company
among cost, profit, and may identify a semitrailer truck as a responsibility center. The company holds the
investment centers. truck driver responsible for the revenues and expenses associated with operating the
Responsibility Accounting 401
EXHIBIT 9.1
Organization Chart
Responsibility Level
1
Corporate headquarters
Panther Holding Company
2
Lumber Home Furniture
manufacturing building manufacturing
division division division
3
Wilson Selma Tables
Carpet Sofa Incorporated
Company Corporation
Sales Production Planning Accounting

department department department department
5
Cutting Assembly Finishing
department department department
truck. Responsibility centers may be divided into three categories: cost, profit,
and investment.
A cost center is an organizational unit that incurs expenses but does not
generate revenue. In the Panther organization chart (Exhibit 9.1), the finishing
department and the production department are cost centers. Cost centers
normally fall on the lower levels of an organization chart. The manager of a
cost center is judged on his ability to keep costs within budget parameters.
A profit center differs from a cost center in that it not only incurs costs but
also generates revenue. In the Panther organization chart, the companies at the
third level (Wilson Carpet Company, Selma Sofa Corporation, and Tables
Incorporated) are considered profit centers. The manager of a profit center is
judged on his ability to produce revenue in excess of expenses.
Investment center managers are responsible for revenues, expenses, and the
investment of capital. Investment centers normally appear at the upper levels of
an organization chart. The second-level division managers (managers of the
lumber, home, and furniture divisions) in the Panther organization are respon-
sible for investment centers. Managers of investment centers are accountable for
assets and liabilities as well as earnings.
RESPONSIBILITY REPORTS
A responsibility report is prepared for each manager who controls a responsibility cen-
ter. The report compares the expectations for the managers responsibility center with LO 3
the centers actual performance. A typical report lists the items under the managers
control, both the budgeted amount and the actual amount spent for each item, and the Prepare and use responsibility
differences between budgeted and actual amounts (variances). reports.
402 Chapter 9
EXHIBIT 9.2
Responsibility Reports
PANTHER HOLDING COMPANY

Second Level: Furniture Manufacturing Division
For the Month Ended January 31, 2011
Budget Actual Variance
Controllable expenses
Administrative division expense $ 20,400 $ 31,100 $(10,700) U
Company presidents salary 9,600 9,200 400 F
Wilson Carpet Company 82,100 78,400 3,700 F
Selma Sofa Corporation 87,200 116,700 (29,500) U
Tables Incorporated 48,600 51,250 (2,650) U
Total $247,900 $286,650 $(38,750) U

Third Level: Tables Incorporated
Administrative division expense $ 3,000 $ 2,800 $ 200 F
Department managers salaries 10,000 11,200 (1,200) U
Sales department costs 9,100 8,600 500 F
Production department costs 13,500 13,750 (250) U
Planning department costs 4,800 7,000 (2,200) U
Accounting department costs 8,200 7,900 300 F
Total $ 48,600 $ 51,250 $ (2,650) U

Fourth Level: Production Department
Administrative staff expense $ 900 $ 1,100 $ (200) U
Supervisory salaries 2,800 2,800 0
Cutting department costs 1,400 1,200 200 F
Assembly department costs 2,800 2,900 (100) U
Finishing department costs 5,600 5,750 (150) U
Total $ 13,500 $ 13,750 $ (250) U

Fifth Level: Finishing Department
Wages expense $ 3,200 $ 3,000 $ 200 F
Direct materials 1,100 1,400 (300) U
Supplies 400 500 (100) U
Small tools 600 650 (50) U
Other expenses 300 200 100 F
Total $ 5,600 $ 5,750 $ (150) U
MANAGEMENT BY EXCEPTION
Responsibility reports are arranged to support using the management by exception doc-
trine. Exhibit 9.2 illustrates a partial set of responsibility reports for Panther Holding LO 4
Company. From the lower level upward, each successive report includes summary data
from the preceding report. For example, the detailed information about the finishing Relate management by exception to
department (a level five responsibility center) is summarized as a single line item ($150 responsibility reports.
unfavorable variance) in the report for the production department (a level four respon-
sibility center).
The lack of detailed information may appear to hinder the production managers
ability to control costs. In fact, it has the opposite effect. The supervisor of the finishing
department should use her responsibility report to identify and correct problems without
bothering the production manager. The production manager should become concerned
only when one of his supervisors loses control. The summary data in the production
managers report will adequately advise him of such situations. With this format, manag-
ers will concentrate only on significant deviations from expectations (management by
exception) because the deviations are highlighted in their responsibility reports.
Applying the management by exception doctrine to the variances in her responsibility
report, the division manager of the Furniture Manufacturing Division (second level
responsibility center) should concentrate her efforts on two areas. First, the $29,500 unfa-
vorable variance for Selma Sofa Corporation indicates Selmas expenditures are out of
line. Second, the $10,700 unfavorable variance for the division managers own administra-
tive expenses indicates those costs are significantly above budget expectations. The division
manager should request detailed reports for these two areas. Other responsibility centers
seem to be operating within reason and can be left to their respective managers. This
reporting format focuses managements attention on the areas where it is most needed.
The complete responsibility accounting report would also include the first respon-
sibility level, corporate headquarters. At the corporate level, responsibility reports
normally include year-to-date income statements to inform management of the
companys overall performance. To facilitate decision making, these income statements
are normally prepared using the contribution margin format. Exhibit 9.3 shows the
January 2011 income statement for Panther Holding Company.
EXHIBIT 9.3
Panther Income Statement (Contribution Margin Format)

Income Statement for Internal Use
Sales $984,300 $962,300 $22,000 U
Variable expenses
Variable product costs 343,100 352,250 9,150 U
Variable selling expenses 105,000 98,000 7,000 F
Other variable expenses 42,200 51,100 8,900 U
Total variable expenses 490,300 501,350 11,050 U
Contribution margin 494,000 460,950 33,050 U
Fixed expenses
Fixed product cost 54,100 62,050 7,950 U
Fixed selling expense 148,000 146,100 1,900 F
Other fixed expenses 23,000 25,250 2,250 U
Total fixed expenses 225,100 233,400 8,300 U
Net income $268,900 $227,550 $41,350 U
404 Chapter 9
Mr. Buffett oversees the diverse oper-
Answers to The Curious Accountant ations of Berkshire by using a very

decentralized management structure.
According to its 2009 annual report,
A
Berkshire had 222,000 employees and earned $112 billion in revenue. Mr. Buffett managed this empire from his
headquarters in Omaha, Nebraska, that consists of 21 employees and occupies only 9,708 square feet, although
the companys vice-chairman, Charles Munger, who works out of Los Angeles, occupies another 655 square feet.
The total payroll, including benefits, of both locations was only $3,531,978 in 2006, and that amount is not in
thousands. Mr. Buffetts own description about his and Mr. Mungers management style is, . . . we delegate
almost to the point of abdication. An exaggeration perhaps, but clearly a decentralized style.
Source: Companys annual reports.
Controllability Concept
The controllability concept is crucial to an effective responsibility accounting system.
Managers should only be evaluated based on revenues or costs they control. Holding
individuals responsible for things they cannot control is demotivating. Isolating con-
trol, however, may be difficult, as illustrated in the following case.
Dorothy Pasewark, a buyer for a large department store chain, was criticized when
stores could not resell the merchandise she bought at the expected price. Ms. Pasewark
countered that the sales staff caused the sluggish sales by not displaying the merchan-
dise properly. The sales staff charged that the merchandise had too little sales potential
to justify setting up more enticing displays. The division of influence between the buyer
and the sales staff clouds the assignment of responsibility.
Since the exercise of control may be clouded, managers are usually held responsible
for items over which they have predominant rather than absolute control. At times
responsibility accounting may be imperfect. Management must strive to ensure that
praise or criticism is administered as fairly as possible.
Qualitative Reporting Features

Responsibility reports should be expressed in simple terms. If they are too complex,
managers will ignore them. The reports should include only the budgeted and actual
amounts of controllable revenues and expenses, with variances highlighted to promote
management by exception. Report preparers and report users should communicate reg-
ularly to ensure the reports provide relevant information. Furthermore, reports must be
timely. A report that presents yesterdays problem is not nearly as useful as one that
presents todays problem.
Managerial Performance Measurement

A primary reason for a responsibility accounting system is to evaluate managerial per-
formance. Managers are assigned responsibility for certain cost, profit, or investment
centers. They are then evaluated based on how their centers perform relative to specific
goals and objectives. The measurement techniques (standard costs and contribution
margin format income reporting) used for cost and profit centers have been discussed in
previous chapters. The remainder of this chapter discusses performance measures for
investment centers.
RETURN ON INVESTMENT
Society confers wealth, prestige, and power upon those who have control of assets.
Unsurprisingly, managers are motivated to increase the amount of assets employed by LO 5
the investment centers they control. When companies have additional assets available
to invest, how do upper-level managers decide which centers should get them? The Evaluate investment opportunities
additional assets are frequently allotted to the managers who demonstrate the greatest using return on investment.
potential for increasing the companys wealth. DuPont pioneered an often-copied
approach to assess managerial potential by comparing the return on investment ratios
of various investment centers. The return on investment (ROI) is the ratio of wealth
generated (operating income) to the amount invested (operating assets) to generate the
wealth. ROI is commonly expressed with the following equation.
Operating income
ROI 5
Operating assets
To illustrate using ROI for comparative evaluations, assume Panther Holding
Companys corporate (first level) chief financial officer (CFO) determined the ROIs
forthe companys three divisions (second level investment centers). The CFO used the
following accounting data from the records of each division:
Lumber Manufacturing Home Building Furniture Manufacturing

Division Division Division
Operating income $ 60,000 $ 46,080 $ 81,940
Operating assets 300,000 256,000 482,000
The ROI for each division is:

Operating income
Lumber manufacturing: 5 $60,000 4 $300,000 5 20%
Operating assets
Operating income
Home building: 5 $46,080 4 $256,000 5 18%
Operating assets
Operating income
Furniture manufacturing: 5 $81,940 4 $482,000 5 17%
Operating assets
All other things being equal, higher ROIs indicate better performance. In this case the
Lumber Manufacturing Division manager is the best performer. Assume Panther
obtains additional funding for expanding the companys operations. Which investment
center is most likely to receive the additional funds?
If the manager of the Lumber Manufacturing Division convinces the upper-level
management team that his division would continue to outperform the other two
divisions, the Lumber Manufacturing Division would most likely get the additional
funding. The manager of the lumber division would then invest the funds in additional
operating assets, which would in turn increase the divisions operating income. As the
division prospers, Panther would reward the manager for exceptional performance.
Rewarding the manager of the lumber division would likely motivate the other managers
to improve their divisional ROIs. Internal competition would improve the performance
of the company as a whole.
Qualitative Considerations
Why do companies compute ROI using operating income and operating assets instead
of using net income and total assets? Suppose Panthers corporate headquarters closes
a furniture manufacturing plant because an economic downturn temporarily reduces
the demand for furniture. It would be inappropriate to include these nonoperating
plant assets in the denominator of the ROI computation. Similarly, if Panther sells the
406 Chapter 9
CHECK YOURSELF 9.1

Green View is a lawn services company whose operations are divided into two districts. The
District 1 manager controls $12,600,000 of operating assets. District 1 produced $1,512,000 of
operating income during the year. The District 2 manager controls $14,200,000 of operating
assets. District 2 reported $1,988,000 of operating income for the same period. Use return on
investment to determine which manager is performing better.
Answer
District 1
ROI 5 Operating income 4 Operating assets 5 $1,512,000 4 $12,600,000 5 12%
District 2
ROI 5 Operating income 4 Operating assets 5 $1,988,000 4 $14,200,000 5 14%
Because the higher ROI indicates the better performance, the District 2 manager is the
superior performer. This conclusion is based solely on quantitative results. In real-world
practice, companies also consider qualitative factors.
furniture plant and realizes a large gain on the sale, including the gain in the numerator
of the ROI formula would distort the result. Since the manager of the Furniture Manu-
facturing Division does not control closing the plant or selling it, it is unreasonable
to include the effects of these decisions in computing the ROI. These items would,
however, be included in computing net income and total assets. Most companies use
operating income and operating assets to compute ROI because those variables mea-
sure performance more accurately.
Measuring Operating Assets

The meaning of ROI results is further complicated by the question of how to value
operating assets. Suppose Echoles Rental Companys two divisions, Northern and
Southern, each rent to customers a vending machine that originally cost $5,000. The
vending machines have five-year useful lives and no salvage value. The Northern Divi-
sion purchased its machine one year ago; the Southern Division purchased its machine
three years ago. At the end of the current year, the book values of the two machines are
as follows:
Northern Divisions Southern Divisions

Vending Machine Vending Machine
Original cost $5,000 $5,000
Less accumulated depreciation (1,000) (3,000)
Book value $4,000 $2,000
Each machine generates operating income averaging $800 per year. The ROI for each
machine this year is as follows:
Operating income
Northern Division: 5 $800 4 $4,000 5 20%
Operating assets
Operating income
Southern Division: 5 $800 4 $2,000 5 40%
Operating assets
Is the manager of the Southern Division outperforming the manager of the Northern
Division? No. The only difference between the two divisions is that Southern is using an
older asset than Northern. Using book value as the valuation base can distort the ROI
and cause severe motivational problems. Managers will consider comparisons between
different investment centers unfair because the ROIs do not accurately reflect perfor-
mance. Furthermore, managers may avoid replacing obsolete equipment because pur-
chasing new equipment would increase the dollar amount of operating assets, reducing
the ROI.
Companies may minimize these problems by using original cost instead of book
value in the denominator of the ROI formula. In the vending machine example, using
original cost produces an ROI of 16 percent ($800 4 $5,000). Using original cost,
however, may not entirely solve the valuation problem. As a result of inflation and
technological advances, comparable equipment purchased at different times will have
different costs. Some accountants advocate using replacement cost rather than histori-
cal cost as the valuation base. This solution is seldom used because determining the
amount it would cost to replace particular assets is difficult. For example, imagine
trying to determine the replacement cost of all the assets in a steel mill that has been
operating for years.
Selecting the asset valuation base is a complex matter. In spite of its shortcomings,
most companies use book value as the valuation base. Management must consider
those shortcomings when using ROI to evaluate performance.
FACTORS AFFECTING RETURN ON INVESTMENT

Management can gain insight into performance by dividing the ROI formula into two
separate ratios as follows: LO 6
Operating Income Sales
ROI 5 3 Identify factors that affect return on
Sales Operating assets
investment.
The first ratio on the right side of the equation is called the margin. The margin is a
measure of managements ability to control operating expenses relative to the level of
sales. In general, high margins indicate superior performance. Management can in-
crease the margin by reducing the level of operating expenses necessary to generate
sales. Decreasing operating expenses increases profitability.
The second ratio in the expanded ROI formula is called turnover. Turnover is a
measure of the amount of operating assets employed to support the achieved level of
sales. Operating assets are scarce resources. To maximize profitability, they must be
used wisely. Just as excessive expenses decrease profitability, excessive investments in
operating assets also limit profitability.
Both the short and expanded versions of the ROI formula produce the same end
result. To illustrate, we will use the ROI for the Lumber Manufacturing Division of
Panther Holding Company. Recall that the division employed $300,000 of operating
assets to produce $60,000 of operating income, resulting in the following ROI:
Operating income $60,000
ROI 5 5 5 20%
Operating assets $300,000
Further analysis of the accounting records indicates the Lumber Manufacturing Divi-
sion had sales of $600,000. The following computation demonstrates that the expanded
ROI formula produces the same result as the short formula:
ROI 5 Margin 3 Turnover
Operating income Sales
5 3
$60,000 $600,000
5 3
$600,000 $300,000
5 .10 3 2
5 20%
408 Chapter 9
The expanded formula may seem more complicated. It is generally more useful,
however, because it helps managers see a variety of strategies to improve ROI. The
expanded formula shows that profitability and ROI can be improved in three ways:
by increasing sales, by reducing expenses, or by reducing the investment base. Each of
these possibilities is demonstrated using the Lumber Manufacturing Division (LMD)
of Panther Holding Company.
1. Increase ROI by increasing sales. Because some expenses are fixed, sales can be in-
creased while those expenses are constant. Managers may even be able to reduce
variable expenses by increasing productivity as sales increase. As a result, managers
can increase their ROIs by increasing sales while limiting growth in expenses. To
illustrate, assume the manager of LMD is able to increase sales from $600,000
to $660,000 while controlling expense growth so that net income increases from
$60,000 to $72,600. Assuming investment in operating assets remains constant at
$300,000, ROI becomes:
5 3
$72,600 $660,000
5 3
$660,000 $300,000
5 .11 3 2.2
5 24.2%
2. Increase ROI by reducing expenses. Suppose the manager of LMD takes a different
approach. He decides to eliminate waste. By analyzing spending, he is able to cut
expenses without affecting sales or the investment in operating assets. As a result of
controlling expenses, operating income increases from $60,000 to $72,000. Assume
the other variables remain the same as in the original example. ROI becomes:
5 3
$72,000 $600,000
5 3
$600,000 $300,000
5 .12 3 2
5 24%
3. Increase ROI by reducing the investment base. Managers who focus too narrowly on
income frequently overlook this possibility. Reducing the amount of funds invested in
operating assets such as inventory or accounts receivable can increase profitability be-
cause the funds released can be invested in other, more productive assets. This effect is
reflected in the ROI computation. For example, assume the manager of LMD launches
a just-in-time inventory system that allows the division to reduce the amount of inven-
tory it carries. The manager also initiates an aggressive campaign to collect receivables
which significantly reduces the outstanding receivables balance. As a result of these two
initiatives, the assets employed to operate LMD fall from $300,000 to $240,000. All
other variables remain the same as in the original example. ROI becomes:
5 3
$60,000 $600,000
5 3
$600,000 $240,000
5 .10 3 2.5
5 25%
The $60,000 of funds released by reducing the operating assets can be returned
to headquarters or be reinvested by LMD depending on the opportunities
available.
CHECK YOURSELF 9.2

What three actions can a manager take to improve ROI?
Answer
1. Increase sales
2. Reduce expenses
3. Reduce the investment base
RESIDUAL INCOME
Suppose Panther Holding Company evaluates the manager of the Lumber Manufac-
turing Division (LMD) based on his ability to maximize ROI. The corporations overall LO 7
ROI is approximately 18 percent. LMD, however, has consistently outperformed the
other investment centers. Its ROI is currently 20 percent. Now suppose the manager has Evaluate investment opportunities
an opportunity to invest additional funds in a project likely to earn a 19 percent ROI. using residual income.
Would the manager accept the investment opportunity?
These circumstances place the manager in an awkward position. The corporation
would benefit from the project because the expected ROI of 19 percent is higher than
the corporate average ROI of 18 percent. Personally, however, the manager would suffer
from accepting the project because it would reduce the division ROI to less than the
current 20 percent. The manager is forced to choose between his personal best interests
and the best interests of the corporation. When faced with decisions such as these,
many managers choose to benefit themselves at the expense of their corporations, a
condition described as suboptimization.
To avoid suboptimization, many businesses base managerial evaluation on residual
income. This approach measures a managers ability to maximize earnings above some
targeted level. The targeted level of earnings is based on a minimum desired ROI.
Residual income is calculated as follows:
Residual income 5 Operating income 2 (Operating assets 3 Desired ROI)
To illustrate, recall that LMD currently earns $60,000 of operating income with the
$300,000 of operating assets it controls. ROI is 20 percent ($60,000 4 $300,000).
Assume Panthers desired ROI is 18 percent. LMDs residual income is therefore:

5 $60,000 2 ($300,000 3 .18)
5 $60,000 2 $54,000
5 $6,000
Now assume that Panther Holding Company has $50,000 of additional funds available
to invest. Because LMD consistently performs at a high level, Panthers corporate man-
agement team offers the funds to the LMD manager. The manager believes he could
invest the additional $50,000 at a 19 percent rate of return.
If the LMD managers evaluation is based solely on ROI, he is likely to reject the
additional funding because investing the funds at 19 percent would lower his overall
ROI. If the LMD managers evaluation is based on residual income, however, he is likely
410 Chapter 9
FOCUS ON INTERNATIONAL ISSUES

DO MANAGERS IN DIFFERENT COMPANIES STRESS
THE SAME PERFORMANCE MEASURES?
About the only ratio companies are required to disclose in their annual reports to
stockholders is the earnings per share ratio. Nevertheless, many companies
choose to show their performance as measured by other ratios, as well as provid-
ing nonratio data not required by GAAP. The types of ratio data companies choose
to include in their annual reports provides a sense of what performance measure
they consider most important.
A review of several publicly traded companies from the United Kingdom,
Japan, and the United States will show that the most common ratios presented
are variations of the return on sales percentage and the return on investment per-
centage, although they may be called by different names. The country in which
the company is located does not seem to determine which ratio it will emphasize.
One nonratio performance measure that is popular with companies in all
three countries is free cash flow, and it is usually reported in total pounds, yen, or
dollars. Be sure to exercise caution before comparing one companys free cash
flow, return on sales, or return on investment to those of other companies. There are no official rules governing how these data are
calculated, and different companies make different interpretations about how to compute these measurements.
to accept the funds because an additional investment at 19 percent would increase his
residual income as follows:
Operating income 5 $50,000 3 .19
5 $9,500
5 $9,500 2 ($50,000 3 .18)
5 $9,500 2 $9,000
5 $500
Accepting the new project would add $500 to LMDs residual income. If the manager
of LMD is evaluated based on his ability to maximize residual income, he would bene-
fit by investing in any project that returns an ROI in excess of the desired 18 percent.
The reduction in LMDs overall ROI does not enter into the decision. The residual
income approach solves the problem of suboptimization.
The primary disadvantage of the residual income approach is that it measures
performance in absolute dollars. As a result, a managers residual income may be larger
simply because her investment base is larger rather than because her performance is
superior.
To illustrate, return to the example where Panther Holding Company has $50,000
of additional funds to invest. Assume the manager of the Lumber Manufacturing
Division (LMD) and the manager of the Furniture Manufacturing Division (FMD)
each have investment opportunities expected to earn a 19 percent return. Recall that
Panthers desired ROI is 18 percent. If corporate headquarters allots $40,000 of the
funds to the manager of LMD and $10,000 to the manager of FMD, the increase in
residual income earned by each division is as follows:
LMDs Residual income 5 ($40,000 3 .19) 2 ($40,000 3 .18) 5 $400
FMDs Residual income 5 ($10,000 3 .19) 2 ($10,000 3 .18) 5 $100
REALITY BYTES
Thinking about the investment in return on investment usually conjures up images of
buildings and equipment, but investments typically include a much broader range of
expenditures. For example, if Walmart plans to open a new store it has to make an invest-
ment in inventory to stock the store that is as permanent as the building. But investment
expenditures can be for items much less tangible than inventory. Consider the making of
amovie.
While it is true that making a movie can require expenditures for items such as cam-
eras and sets, the single highest cost can often be for actors salaries. Although movie fans
may focus on how much a movie grosses at the box office, from a business perspective it is
the movies ROI that matters.
From an ROI perspective the question is, which actors are worth the money they are
paid? To this end, BusinessWeek.com created the ROI Award for actors. Calculating ROI
for an actor in a movie, rather than for the entire investment in the movie can be tricky and
requires several estimates. For example, should the credit for the spectacular success of
the Harry Potter movies go to its main actor, Daniel Radcliffe or the special effects, or the
author, J. K. Rowling? Nevertheless, BusinessWeek.com reviewed the financial performance of movies starring various actors
and actresses over the period of a few years and calculated an ROI for the leading stars.
And the winner is . . . ? In 2006 the ROI Award went to Tyler Perry who starred in Diary of a Mad Black Woman, and Madeas
Family Reunion. Mr. Perrys ROI was calculated at 120 percent, suggesting that for every dollar he was paid, the movie earned
$2.20 for the movies producers. As a comparison, Tom Cruise and Will Smith had ROIs of 53 percent. Mr. Perrys movies did not
sell the most tickets, but they had the highest ROIs.
Source: BusinessWeek.com on MSN Money, July 19, 2006.
Does LMDs higher residual income mean LMDs manager is outperforming FMDs
manager? No. It means LMDs manager received more operating assets than FMDs
manager received.
Calculating Multiple ROIs and/or RIs for

the Same Company
You may be asked to calculate different ROI and RI measures for the same company.
For example, ROI and/or RI may be calculated for the company as a whole, for segments
of the company, for specific investment opportunities, and for individual managers.
An example is shown in Check Yourself 9.3.
Responsibility Accounting and the Balanced Scorecard

Throughout the text we have discussed many financial measures companies use to eval-
uate managerial performance. Examples include standard cost systems to evaluate cost
center managers; the contribution margin income statement to evaluate profit center
CHECK YOURSELF 9.3

Tambor Incorporated (TI) earned operating income of $4,730,400 on operating assets of
$26,280,000 during 2011. The Western Division earned $748,000 on operating assets of $3,400,000.
TI has offered the Western Division $1,100,000 of additional operating assets. The manager of
the Western Division believes he could use the additional assets to generate operating income
amounting to $220,000. TI has a desired return on investment (ROI) of 17percent. Determine the
ROI and RI for TI, the Western Division, and the additional investment opportunity.
(continued)
412 Chapter 9
Answer
Return on investment (ROI) 5 Operating income 4 Operating assets
ROI for TI 5 $4,730,400 4 $26,280,000 5 18%
ROI for Western Division 5 $748,000 4 $3,400,000 5 22%
ROI for Investment Opportunity 5 $220,000 4 $1,100,000 5 20%
Residual income (RI) 5 Operating income 2 (Operating assets 3 Desired ROI)
RI for TI 5 $4,730,400 2 ($26,280,000 3 .17) 5 $262,800
RI for Western Division 5 $748,000 2 ($3,400,000 3 .17) 5 $170,000
RI for Investment Opportunity 5 $220,000 2 ($1,100,000 3 .17) 5 $33,000
managers; and ROI or residual income to evaluate the performance of investment center
managers. Many companies may have goals and objectives such as satisfaction guar-
anteed or we try harder that are more suitably evaluated using nonfinancial measures.
To assess how well they accomplish the full range of their missions, many companies
use a balanced scorecard.
A balanced scorecard includes financial and nonfinancial performance measures.
Standard costs, income measures, ROI, and residual income are common financial
measures used in a balanced scorecard. Nonfinancial measures include defect rates,
cycle time, on-time deliveries, number of new products or innovations, safety measures,
and customer satisfaction surveys. Many companies compose their scorecards to high-
light leading versus lagging measures. For example, customer satisfaction survey data
is a leading indicator of the sales growth which is a lagging measure. The balanced
scorecard is a holistic approach to evaluating managerial performance. It is gaining
widespread acceptance among world-class companies.
<< A Look Back

The practice of delegating authority and responsibility is referred to as decentralization.
Clear lines of authority and responsibility are essential in establishing a responsibility
accounting system. In a responsibility accounting system, segment managers are held
accountable for profits based on the amount of control they have over the profits in
their segment.
Responsibility reports are used to compare actual results with budgets. The reports
should be simple with variances highlighted to promote the management by exception
doctrine. Individual managers should be held responsible only for those revenues or
costs they control. Each manager should receive only summary information about the
performance of the responsibility centers under her supervision.
A responsibility center is the point in an organization where control over revenue or
expense is located. Cost centers are segments that incur costs but do not generate revenues.
Profit centers incur costs and also generate revenues, producing a measurable profit.
Investment centers incur costs, generate revenues, and use identifiable capital investments.
One of the primary purposes of responsibility accounting is to evaluate managerial
performance. Comparing actual results with standards and budgets and calculating
return on investment are used for this purpose. Because return on investment uses
revenues, expenses, and investment, problems with measuring these parameters must be
considered. The return on investment can be analyzed in terms of the margin earned on
sales as well as the turnover (asset utilization) during the period. The residual income
approach is sometimes used to avoid suboptimization, which occurs when managers
choose to reject investment projects that would benefit their companys ROI but would
reduce their investment centers ROI. The residual income approach evaluates managers
based on their ability to generate earnings above some targeted level of earnings.
A Look Forward >>

The next chapter expands on the concepts you learned in this chapter. You will see how
managers select investment opportunities that will affect their future ROIs. You will
learn to use present value techniques that consider the time value of money; specifically,
you will learn to compute the net present value and the internal rate of return for
potential investment opportunities. You will also learn to use less sophisticated ana-
lytical techniques such as payback and the unadjusted rate of return.
APPENDIX
Transfer Pricing
In vertically integrated companies, one division commonly sells goods or services to
another division. For example, in the case of Panther Holding Company (Exhibit 9.1), LO 8
the Lumber Manufacturing Division may sell lumber to the Home Building and
Furniture Manufacturing Divisions. When such intercompany sales occur, the price to Describe how transfer prices
charge is likely to become a heated issue. may be established.
In a decentralized organization, each division is likely to be defined as an invest-
ment center. Division managers are held responsible for profitability. When goods are
transferred internally, the sales price charged by the selling division becomes a cost to
the buying division. The amount of profit included in the transfer price will increase the
selling divisions earnings and decrease the purchasing divisions earnings (via increased
expenses). The selling division benefits from getting the highest possible price; the pur-
chasing division seeks the lowest possible price. When managers are competitively eval-
uated based on profitability measures, the transfer price is the subject of considerable
controversy.
Companies use three common approaches to establish transfer prices: (1) price
based on market forces; (2) price based on negotiation; and (3) price based on cost.
Exhibit 9.4 shows some specific measures and the frequency of their use.
Market-Based Transfer Prices

The preferred method for establishing transfer prices is to base them on some form of
competitive market price. Ideally, selling divisions should be authorized to sell
merchandise to outsiders as well as, or in preference to, other divisions. Similarly, pur-
chasing divisions should have the option to buy goods from outsiders if they are able to
obtain favorable prices. However, both selling and purchasing divisions would be
motivated to deal with each other because of savings in selling, ad-
ministrative, and transportation costs that arise as a natural result of
internal transactions. EXHIBIT 9.4
Market-based transfer prices are preferable because they promote
efficiency and fairness. Market forces coupled with the responsibility What Companies Actually Use As
for profitability motivate managers to use their resources effectively. Transfer Prices
For example, Jerry Lowe, the manager of the lumber division, may
17% Full cost
stop producing the high-quality boards the furniture division uses if
plus markup 17% Variable cost
he finds it is more profitable to produce low-quality lumber. The
furniture division can buy its needed material from outside com-
panies that have chosen to operate in the less-profitable, high-quality
24%
market sector. The company as a whole benefits from Mr. Lowes Full cost 37%
insight. An additional advantage of using market prices is the sense Market price
of fairness associated with them. It is difficult for a manager to com-
plain that the price she is being charged is too high when she has the 5% Negotiated price
opportunity to seek a lower price elsewhere. The natural justice of
the competitive marketplace is firmly implanted in the psyches of Source: R. Tang, Transfer Pricing in the 1990s,
most modern managers. Management Accounting, pp. 2226.
414 Chapter 9
FOCUS ON INTERNATIONAL ISSUES

The issue of transfer pricing is mostly relevant to performance
evaluation of investment centers and their managers. If a com-
pany does business in only one country, transfer prices do not
affect the overall profit of the company, because the cost that
will be recorded as an expense for the company as a whole is
the actual cost incurred to produce it, not its transfer price.
However, the situation can be different if the producing division
is in one country and the acquiring division is in another. This
difference occurs because income tax rates are not the same in
all countries.
Assume the Global Tool Company manufactures a product in
South Korea for the equivalent of $10. The product is transferred to
another segment that operates in the United States where it is
ultimately sold for $18. Now, assume the income tax rate is 40 per-
cent in South Korea and 30 percent in the United States. Ignoring all other costs, what amount of taxes will the company pay if the
transfer price is set at $10? What amount of taxes will the company pay if the transfer price is set at $18?
If a $10 transfer price is used, then all of the companys $8 per unit profit ($18 2 $10) will be recognized in the United States.
Since the item is assumed to have been sold in South Korea at an amount equal to its production cost, there will be no profit for
the South Korean division of the company ($10 2 $10 5 $0). The United States division will pay $2.40 in taxes ($8 3 .30 5 $2.40).
Conversely, if the transfer price is $18, then all of the profit will be reported in South Korea, and $3.20 per unit of taxes will be paid
($8 3 .40 5 $3.20).
The Internal Revenue Service has rules to prevent companies from setting transfer prices simply for the purpose of reducing
taxes, but various companies have been accused of such practices over the years. Remember, it is often impossible to prove
exactly what the best transfer price should be. Even though the company in our hypothetical example could not get away with such
extreme transfer prices as $10 or $18, it might try to set the price a bit lower than it should be in order to shift more profit to the
segment in the United States where the assumed tax rate was lower.
Despite the difficulties of proving what proper transfer prices should be, the IRS does pursue companies it believes
are violating the law. In fact, as of 2006, the largest settlement in the history of the IRS involved a transfer pricing case
against the British based pharmaceutical company GlaxoSmithKline. The company agreed to pay the IRS $3.4 billion
to settle charges that its American unit had improperly overpaid the parent company, thus shifting profits from the
United States into the United Kingdom from 1989 through 2005. With respect to the settlement, the commissioner of the IRS
stated, We have consistently said that transfer pricing is one of the most significant challenges for us in the area of corporate
tax administration.*
*IRS Accepts Settlement Offer in Largest Transfer Pricing Dispute, from the IRS website, September 11, 2006.
Negotiated Transfer Prices

In many instances, a necessary product is not available from outside companies or
themarket price may not be in the best interest of the company as a whole. Sometimes
a division makes a unique product that is used only by one of its companys other
divisions; no external market price is available to use as a base for determining the
transfer price. Other times, market-based transfer prices may lead to suboptimization,
discussed earlier.
Consider the case of Garms Industries. It operates several relatively autonomous
divisions. One division, TrueTrust Motors, Inc., makes small electric motors for use in
appliances such as refrigerators, washing machines, and fans. Another Garms division,
CleanCo, makes and sells approximately 30,000 vacuum cleaners per year. CleanCo
currently purchases the motors used in its vacuums from a company that is not part
of Garms Industries. The president of Garms asked the TrueTrust division manager
to establish a price at which it could make and sell motors to CleanCo. The manager
submitted the following cost and price data.
Variable (unit-level) costs $45

Per-unit fixed cost at a volume of 30,000 units 15
Allocated corporate level facility-sustaining costs 20
Total cost $80
Note: TrueTrust has enough excess capacity that its existing
business will not be affected by a decision to make motors for
CleanCo. However, TrueTrust would be required to incur additional
fixed costs to purchase equipment and hire a supervisor to make
the motors that CleanCo requires.
The TrueTrust manager added a profit margin of $10 per unit and offered to
provide motors to CleanCo at a price of $90 per unit. When the offer was presented
to the CleanCo division manager, she rejected it. Her division was currently buying
motors in the open market for $70 each. Competitive pressures in the vacuum cleaner
market would not permit an increase in the sales price of her product. Accepting
TrueTrusts offer would significantly increase CleanCos costs and reduce the divisions
profitability.
After studying the cost data, Garmss president concluded the company as a whole
would suffer from suboptimization if CleanCo were to continue purchasing motors
from a third-party vendor. He noted that the allocated corporate level facility-sustaining
costs were not relevant to the transfer pricing decision because they would be incurred
regardless of whether TrueTrust made the motors for CleanCo. He recognized that
both the variable and fixed costs were relevant because they could be avoided if
TrueTrust did not make the motors. Since TrueTrusts avoidable cost of $60 ($45 variable
cost 1 $15 fixed cost) per unit was below the $70 price per unit that CleanCo was
currently paying, Garms would save $10 per motor, thereby increasing overall com-
pany profitability by $300,000 ($10 cost savings per unit 3 30,000 units). The president
established a reasonable range for a negotiated transfer price.
If the market price were less than the avoidable cost of production, the supplying
division (TrueTrust) and the company as a whole (Garms) would be better off to buy
the product than to make it. It would therefore be unreasonable to expect TrueTrust to
sell a product for less than its avoidable cost of production, thereby establishing the
avoidable cost as the bottom point of the reasonable range for the transfer price. On the
other hand, it would be unreasonable to expect an acquiring division (CleanCo) to pay
more than the price it is currently paying for motors. As a result, the market price
becomes the top point of the reasonable range for the transfer price. The reasonable
transfer price range can be expressed as follows:
Market price $ Reasonable transfer price $ Avoidable product cost
In the case of Garms Industries, the reasonable range of the transfer price for vacuum
cleaner motors is between the market price of $70 per unit and the avoidable produc-
tion cost of $60.1 Any transfer price within this range would benefit both divisions
and the company as a whole. Garmss president encouraged the two division man-
agers to negotiate a transfer price within the reasonable range that would satisfy both
parties.
1
This discussion assumes the supplying division (TrueTrust) has excess capacity. When the supplying division
isoperating at full capacity and has external buyers, the minimum price for the reasonable transfer price range
would include not only the avoidable cost but also an opportunity cost. An opportunity cost exists when the
supplying division must forgo the opportunity to profit from sales it could otherwise make to external buyers.
On the other hand, if the supplying division has enough capacity to fill both existing orders and the additional
orders on which the transfer price is negotiated, the opportunity cost is zero. In other words, the supplying
division does not have to give up anything to accept an order from another division. A full discussion of
opportunity cost is complex. It is covered in more advanced courses.
416 Chapter 9
Under the right set of circumstances, a negotiated transfer price can be more
beneficial than a market-based transfer price. Allowing the managers involved to agree
to a negotiated price preserves the notion of fairness. The element of profit remains
intact and the evaluation concepts discussed in this chapter can be applied. Negotiated
prices may offer many of the same advantages as market prices. They should be the
first alternative when a company is unable to use market-based transfer prices.
Suppose the two division managers cannot agree on a negotiated transfer price.
Should the president of Garms Industries establish a reasonable price and force the
managers to accept it? There is no definitive answer to this question. However, most
senior-level executives recognize the motivational importance of maintaining autonomy
in a decentralized organization. So long as the negative consequences are not disas-
trous, division managers are usually permitted to exercise their own judgment. In other
words, the long-term benefits derived from autonomous management outweigh the
short-term disadvantages of suboptimization.
Cost-Based Transfer Prices

The least desirable transfer price option is a cost-based transfer price. To use cost, it
must first be determined. Some companies base the transfer price on variable cost
(a proxy for avoidable cost). Other companies use full cost (variable cost plus an allo-
cated portion of fixed cost) as the transfer price. In either case, basing transfer prices on
cost removes the profit motive. Without profitability as a goal, the incentive to control
cost is diminished. One departments inefficiency is simply passed on to the next depart-
ment. The result is low companywide profitability. Despite this potential detrimental
effect, many companies base transfer prices on cost because cost represents an objective
number that is available. When a company uses cost-based transfer prices, it should use
standard rather than actual costs. Departments will therefore at least be responsible for
the variances they generate which will encourage some degree of cost control.
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SELF-STUDY REVIEW PROBLEM

The following financial statements apply to Hola Division, one of three investment centers operated
by Costa Corporation. Costa Corporation has a desired rate of return of 15%. Costa Corporation
headquarters has $80,000 of additional operating assets to assign to the investment centers.
HOLA DIVISION
Income Statement
For the Year Ended December 31, 2011
Sales revenue $78,695
Cost of goods sold (50,810)
Gross margin 27,885
Operating expenses
Selling expenses (1,200)
Depreciation expense (1,125)
Operating income 25,560
Non-operating expense
Loss on sale of land (3,200)
Net income $22,360
HOLA DIVISION
Balance Sheet
As of December 31, 2011
Assets
Cash $ 8,089
Accounts receivable 22,870
Merchandise inventory 33,460
Equipment less acc. dep. 77,581
Non-operating assets 8,250
Total assets $150,250
Liabilities
Accounts payable $ 5,000
Notes payable 58,000
Stockholders equity
Common stock 55,000
Retained earnings 32,250
Total liab. and stk. equity $150,250
Required
a. Should Costa use operating income or net income to determine the rate of return (ROI) for
the Hola investment center? Explain.
b. Should Costa use operating assets or total assets to determine the ROI for the Hola
investment center? Explain.
c. Calculate the ROI for Hola.
d. The manager of the Hola division has an opportunity to invest the funds at an ROI of
17 percent. The other two divisions have investment opportunities that yield only 16 percent.
The manager of Hola rejects the additional funding. Why would the manager of Hola reject
the funds under these circumstances?
e. Calculate the residual income from the investment opportunity available to Hola and
explain how residual income could be used to encourage the manager to accept the addi-
tional funds.
Solution to Requirement a
Costa should use operating income because net income frequently includes items over which
management has no control, such as the loss on sale of land.
Solution to Requirement b
Costa should use operating assets because total assets frequently includes items over which
management has no control, such as assets not currently in use.
Solution to Requirement c
Operating assets 5 Total assets 2 Non-operating assets ($150,250 2 $8,250)
ROI 5 Operating income / Operating assets 5 $25,560 / $142,000 5 18%
Solution to Requirement d
Since the rate of return on the investment opportunity (17 percent) is below Holas current ROI
(18 percent), accepting the opportunity would decrease Holas average ROI, which would have a
negative effect on the managers performance evaluation. While it is to the advantage of the
company as a whole for Hola to accept the investment opportunity, it will reflect negatively on
the manager to do so. This phenomenon is called suboptimization.
418 Chapter 9
Solution to Requirement e
Operating income from the investment opportunity is $13,600 ($80,000 3 .17)

Residual income 5 $13,600 2 ($80,000 3 .15)
Residual income 5 $13,600 2 $12,000
Residual income 5 $1,600
Since the investment opportunity would increase Holas residual income, the acceptance of
the opportunity would improve the managers performance evaluation, thereby motivating the
manager to accept it.
KEY TERMS
Balanced scorecard 412 Margin 407 Responsibility center 400
Controllability concept 404 Market-based transfer Responsibility report 401
Cost-based transfer price 416 prices 413 Return on investment 405
Cost center 401 Negotiated transfer price 416 Suboptimization 409
Decentralization 400 Profit center 401 Transfer price 413
Investment center 401 Residual income 409 Turnover 407
Management by exception 403 Responsibility accounting 398
QUESTIONS
1. Pam Kelly says she has no faith in budgets. 9. Carmen Douglas claims that her com-
Her company, Kelly Manufacturing panys performance evaluation system is
Corporation, spent thousands of dollars unfair. Her company uses return on in-
to install a sophisticated budget system. vestment (ROI) to evaluate performance.
One year later the companys expenses are Ms. Douglas says that even though her
still out of control. She believes budgets ROI is lower than another managers, her
simply do not work. How would you re- performance is far superior. Is it possible
spond to Ms. Kellys beliefs? that Ms. Douglas is correct? Explain your
2. All travel expenses incurred by Pure Water position.
Pump Corporation are reported only to 10. What two factors affect the computation
John Daniels, the company president. Pure of return on investment?
Water is a multinational company with five 11. What three ways can a manager increase
divisions. Are travel expenses reported the return on investment?
following the responsibility accounting 12. How can a residual income approach to
concept? Explain. performance evaluation reduce the likeli-
3. What are five potential advantages of hood of suboptimization?
decentralization? 13. Is it true that the manager with the high-
4. Who receives responsibility reports? What est residual income is always the best
do the reports include? performer?
5. How does the concept of predominant 14. Why are transfer prices important to man-
control as opposed to that of absolute agers who are evaluated based on profit-
control apply to responsibility accounting? ability criteria?
6. How do responsibility reports promote the 15. What are three approaches to establishing
management by exception doctrine? transfer prices? List the most desirable
7. What is a responsibility center? approach first and the least desirable last.
8. What are the three types of responsibility 16. If cost is the basis for transfer pricing,
centers? Explain how each differs from the should actual or standard cost be used?
others. Why?
MULTIPLE-CHOICE QUESTIONS
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EXERCISESSERIES A
All applicable Exercises in Series A are available with McGraw-Hills
Connect Accounting.
Exercise 9-1A Organization chart and responsibilities LO 1
The production manager is responsible for the assembly, cleaning, and finishing departments.
The executive vice president reports directly to the president but is responsible for the activities
of the production department, the finance department, and the sales department. The sales
manager is responsible for the advertising department.
Required
Arrange this information into an organization chart and indicate the responsibility levels
involved.
Exercise 9-2A Responsibility report LO 3

Jenson Department Store is divided into three major departments: Mens Clothing, Womens
Clothing, and Home Furnishings. Each of these three departments is supervised by a manager
who reports to the general manager. The departments are subdivided into different sections man-
aged by floor supervisors. The Home Furnishings Department has three floor supervisors, one
for furniture, one for lamps, and one for housewares. The following items were included in the
companys most recent responsibility report.
Travel expenses for the housewares buyer
Seasonal decorations for the furniture section
Revenues for the Home Furnishings Department
Administrative expenses for the Mens Clothing Department
Utility cost allocated to the Home Furnishings Department
Cost of part-time Christmas help for the Womens Department
Delivery expenses for furniture purchases
Salaries for the sales staff in the lamp section
Storewide revenues
Salary of the general manager
Salary of the Mens Clothing Department manager
Allocated companywide advertising expense
Depreciation on the facility
Required
Which items are likely to be the responsibility of the Home Furnishings Department manager?
Exercise 9-3A Organization chart and controllable costs LO 1

Kenta Company has employees with the following job titles.
President of the company
Vice president of marketing
Product manager
Controller
Vice president of manufacturing
420 Chapter 9
Treasurer
Regional sales manager
Personnel manager
Cashier
Vice president of finance
Fringe benefits manager
Board of directors
Production supervisors
Vice president of administration
Sales office manager
Required
a. Design an organization chart using these job titles.
b. Identify some possible controllable costs for the person holding each job title.
LO 4 Exercise 9-4A Income statement for internal use

Ladmilla Company has provided the following 2011 data.
Budget
Sales $500,000
Variable product costs 204,000
Variable selling expense 50,000
Other variable expenses 3,600
Fixed product costs 16,600
Fixed selling expense 24,300
Other fixed expenses 2,200
Interest expense 800
Variances
Sales 8,600 U
Variable product costs 4,000 F
Variable selling expense 2,500 U
Other variable expenses 1,200 U
Fixed product costs 220 F
Fixed selling expense 390 F
Other fixed expenses 150 U
Interest expense 80 F
Required
a. Prepare in good form a budgeted and actual income statement for internal use. Separate
operating income from net income in the statements.
b. Calculate variances and identify them as favorable (F) or unfavorable (U).
LO 3, 4 Exercise 9-5A Evaluating a cost center including flexible budgeting concepts

Smiley Medical Equipment Company makes a blood pressure measuring kit. Elbert Jackson
is the production manager. The production departments static budget and actual results for
2012follow.
Static Budget Actual Results
Production in units 30,000 kits 32,000 kits

Direct materials $210,000 $262,000
Direct labor 180,000 185,600
Variable manufacturing overhead 48,000 54,000
Total variable costs 438,000 501,600
Fixed manufacturing overhead 210,000 205,000
Total manufacturing cost $648,000 $706,600
Required
a. Convert the static budget into a flexible budget.
b. Use the flexible budget to evaluate Mr. Jacksons performance.
c. Explain why Mr. Jacksons performance evaluation does not include sales revenue and net
income.
Exercise 9-6A Evaluating a profit center LO 2, 3

Virginia Elliott, the president of Lovely Toys Corporation, is trying to determine this years pay
raises for the store managers. Lovely Toys has seven stores in the southwestern United States.
Corporate headquarters purchases all toys from different manufacturers globally and distributes
them to individual stores. Additionally, headquarters makes decisions regarding location and
size of stores. These practices allow Lovely Toys to receive volume discounts from vendors and
to implement coherent marketing strategies. Within a set of general guidelines, store managers
have the flexibility to adjust product prices and hire local employees. Ms. Elliott is considering
three possible performance measures for evaluating the individual stores: cost of goods sold,
return on sales (net income divided by sales), and return on investment.
Required
a. Using the concept of controllability, advise Ms. Elliott about the best performance measure.
b. Explain how a balanced scorecard can be used to help Ms. Elliott.
Exercise 9-7A Return on investment LO 5

An investment center of Aguilar Corporation shows an operating income of $7,500 on total
operating assets of $60,000.
Required
Compute the return on investment.
Exercise 9-8A Return on investment LO 5, 6

Mitchell Company calculated its return on investment as 13 percent. Sales are now $270,000, and
the amount of total operating assets is $450,000.
Required
a. If expenses are reduced by $27,000 and sales remain unchanged, what return on investment
will result?
b. If both sales and expenses cannot be changed, what change in the amount of operating
assets is required to achieve the same result?
Exercise 9-9A Residual income LO 7

Schiavo Corporation has a desired rate of return of 8 percent. Frank Rodomil is in charge of one
of Schiavos three investment centers. His center controlled operating assets of $2,500,000 that
were used to earn $260,000 of operating income.
Required
Compute Mr. Rodomils residual income.
Exercise 9-10A Residual income LO 7

Claire Cough Drops operates two divisions. The following information pertains to each division
for 2010.
Division A Division B
Sales $200,000 $72,000

Operating income $ 15,040 $ 8,100
Average operating assets $ 63,000 $45,000
Companys desired rate of return 18% 18%
422 Chapter 9
Required
a. Compute each divisions residual income.
b. Which division increased the companys profitability more?
LO 5, 7 Exercise 9-11A Return on investment and residual income

Required
Supply the missing information in the following table for Ren Company.
Sales $396,000
ROI ?
Operating assets ?
Operating income ?
Turnover 2.2
Residual income ?
Operating profit margin 0.13
Desired rate of return 18%
LO 5, 7 Exercise 9-12A Comparing return on investment with residual income

The Wade Division of Geisler Corporation has a current ROI of 20 percent. The company target
ROI is 15 percent. The Wade Division has an opportunity to invest $5,000,000 at 18 percent but
is reluctant to do so because its ROI will fall to 19.2 percent. The present investment base for the
division is $7,500,000.
Required
Demonstrate how Geisler can motivate the Wade Division to make the investment by using the
residual income method.
LO 5, 6, 7 Exercise 9-13A Return on investment and residual income

McMillan Home Maintenance Company (MHMC) earned operating income of $7,200,000 on
operating assets of $60,000,000 during 2011. The Tree Cutting Division earned $1,215,000 on
operating assets of $6,750,000. MHMC has offered the Tree Cutting Division $2,050,000 of ad-
ditional operating assets. The manager of the Tree Cutting Division believes he could use the
additional assets to generate operating income amounting to $410,000. MHMC has a desired
return on investment (ROI) of 10 percent.
Required
a. Calculate the return on investment (ROI) for MHMC, the Tree Cutting Division, and the
additional investment opportunity.
b. Calculate the residual income (RI) for MHMC, the Tree Cutting Division, and the additional
investment opportunity.
Appendix
LO 8 Exercise 9-14A Transfer pricing
Larkey Company has two divisions, A and B. Division A manufactures 6,000 units of product per
month. The cost per unit is calculated as follows.
Variable costs $ 8
Fixed costs 20
Total cost $28
Division B uses the product created by Division A. No outside market for Division As product
exists. The fixed costs incurred by Division A are allocated headquarters-level facility-sustaining
costs. The manager of Division A suggests that the product be transferred to Division B at a price
of at least $28 per unit. The manager of Division B argues that the same product can be purchased
from another company for $18 per unit and requests permission to do so.
Required
a. Should Larkey allow the manager of Division B to purchase the product from the outside
company for $18 per unit? Explain.
b. Assume you are the president of the company. Write a brief paragraph recommending a
resolution of the conflict between the two divisional managers.
Exercise 9-15A Transfer pricing and fixed cost per unit LO 8

The Sentry Parts Division of Camden Company plans to set up a facility with the capacity to
make 10,000 units annually of an electronic computer part. The avoidable cost of making the
part is as follows.
Costs Total Cost per Unit
Variable cost $200,000 $30

Fixed cost 80,000 8 (at capacity)
Required
a. Assume that Camdens Norwood Division is currently purchasing 6,000 of the electronic
parts each year from an outside supplier at a market price of $50. What would be the finan-
cial consequence to Camden if the Sentry Parts Division makes the part and sells it to the
Norwood Division? What range of transfer prices would increase the financial performance
of both divisions?
b. Suppose that the Norwood Division increases production so that it could use 10,000 units of
the part made by the Sentry Parts Division. How would the change in volume affect the
range of transfer prices that would financially benefit both divisions?
PROBLEMSSERIES A
All applicable Problems in Series A are available with McGraw-Hills
Connect Accounting.
Problem 9-16A Determining controllable costs LO 3
Wayne Portera is the manager of the production department of Sun Corporation. Sun incurred
the following costs during 2011.
Production department supplies $ 6,000

Administrative salaries 400,000
Production wages 580,000
Materials used 529,200
Depreciation on manufacturing equipment 361,600
Corporate-level rental expense 240,000
Property taxes 68,600
Sales salaries 286,800
Required
Prepare a list of expenditures that Mr. Portera controls.
Problem 9-17A Controllability, responsibility, and balanced scorecard LO 3, 4

Ashley Peek manages the production division of Myrex Corporation. Ms. Peeks responsibility
report for the month of August follows.
424 Chapter 9
Controllable costs
Raw materials $23,000 $27,600 $ 4,600 U
Labor 10,000 15,295 5,295 U
Maintenance 3,200 4,600 1,400 U
Supplies 2,350 1,100 1,250 F
Total $38,550 $48,595 $10,045 U
The budget had called for 4,600 pounds of raw materials at $5 per pound, and 4,600 pounds were
used during August; however, the purchasing department paid $6 per pound for the materials. The
wage rate used to establish the budget was $20 per hour. On August 1, however, it increased to
$23 as the result of an inflation index provision in the union contract. Furthermore, the purchas-
ing department did not provide the materials needed in accordance with the production schedule,
which forced Ms. Peek to use 110 hours of overtime at a $34.50 rate. The projected 500 hours of
labor in the budget would have been sufficient had it not been for the 110 hours of overtime. In
other words, 610 hours of labor were used in August.
Required
a. When confronted with the unfavorable variances in her responsibility report, Ms. Peek
argued that the report was unfair because it held her accountable for materials and labor
variances that she did not control. Is she correct? Comment specifically on the materials and
labor variances.
b. Prepare a responsibility report that reflects the cost items that Ms. Peek controlled during
August.
c. Will the changes in the revised responsibility report require corresponding changes in the
financial statements? Explain.
d. Explain how a balanced scorecard may be used to improve the performance evaluation.
LO 3, 4 Problem 9-18A Performance reports and evaluation

Vance Corporation has four divisions: the assembly division, the processing division, the
machining division, and the packing division. All four divisions are under the control of the
vice president of manufacturing. Each division has a manager and several departments that
are directed by supervisors. The chain of command runs downward from vice president to
division manager to supervisor. The processing division is composed of the paint and finish-
ing departments. The May responsibility reports for the supervisors of these departments
CHECK FIGURE follow.
a. Total controllable costs:
$387,510 (actual)
Budgeted* Actual Variance
Paint Department
Controllable costs
Raw materials $30,800 $ 31,700 $ 900 U
Labor 57,700 64,000 6,300 U
Repairs 4,800 3,870 930 F
Maintenance 2,600 2,460 140 F
Total $95,900 $102,030 $6,130 U
Finishing Department
Controllable costs
Raw materials $22,810 $ 22,560 $ 250 F
Labor 43,300 39,900 3,400 F
Repairs 2,830 3,170 340 U
Maintenance 1,680 2,050 370 U
Total $70,620 $ 67,680 $2,940 F
*Vance uses flexible budgets for performance evaluation.
Other pertinent cost data for May follow.

Budgeted* Actual
Cost data of other divisions
Assembly $330,000 $324,300
Machining 290,000 296,400
Packing 414,950 405,700
Other costs associated with
Processing division manager 220,000 217,800
Vice president of manufacturing 128,000 133,060
*Vance uses flexible budgets for performance evaluation.
Required
a. Prepare a responsibility report for the manager of the processing division.
b. Prepare a responsibility report for the vice president of manufacturing.
c. Explain where the $6,300 unfavorable labor variance in the paint department supervisors
report is included in the vice presidents report.
d. Based on the responsibility report prepared in Requirement a, explain where the processing
division manager should concentrate his attention.
Problem 9-19A Different types of responsibility centers LO 2
Liberty National Bank is a large municipal bank with several branch offices. The banks com-
puter department handles all data processing for bank operations. In addition, the bank sells the
computer departments expertise in systems development and excess machine time to several
small business firms, serving them as a service bureau.
The bank currently treats the computer department as a cost center. The manager of the
computer department prepares a cost budget annually for senior bank officials to approve.
Monthly operating reports compare actual and budgeted expenses. Revenues from the depart-
ments service bureau activities are treated as other income by the bank and are not reflected on
the computer departments operating reports. The costs of servicing these clients are included in
the computer department reports, however.
The manager of the computer department has proposed that bank management convert the
computer department to a profit or investment center.
Required
a. Describe the characteristics that differentiate a cost center, a profit center, and an investment
center from each other.
b. Would the manager of the computer department be likely to conduct the operations of the
department differently if the department were classified as a profit center or an investment
center rather than as a cost center? Explain.
Problem 9-20A Comparing return on investment and residual income LO 5, 7
Wells Corporation operates three investment centers. The following financial statements apply to
the investment center named Huber Division.
HUBER DIVISION CHECK FIGURE

c. 21.31%
Income Statement
Gross margin 45,205
Operating expenses
Depreciation expense (4,205)
Nonoperating item
Gain of sale of land (5,000)
Net income $ 33,160
426 Chapter 9
HUBER DIVISION
Balance Sheet
Assets
Cash $ 12,472
Equipment less accum. dep. 90,258
Nonoperating assets 9,000
Liabilities
Accounts payable $ 9,637
Stockholders equity
Common stock 80,000
Required
a. Which should be used to determine the rate of return (ROI) for the Huber investment center,
operating income or net income? Explain your answer.
b. Which should be used to determine the ROI for the Huber investment center, operating
assets or total assets? Explain your answer.
c. Calculate the ROI for Huber.
d. Wells has a desired ROI of 15 percent. Headquarters has $96,000 of funds to assign to its in-
vestment centers. The manager of the Huber Division has an opportunity to invest the funds
at an ROI of 17 percent. The other two divisions have investment opportunities that yield
only 16 percent. Even so, the manager of Huber rejects the additional funding. Explain why
the manager of Huber would reject the funds under these circumstances.
e. Explain how residual income could be used to encourage the manager to accept the addi-
tional funds.
LO 5, 6 Problem 9-21A Return on investment

Soto Corporations balance sheet indicates that the company has $300,000 invested in operating
assets. During 2011, Soto earned operating income of $45,000 on $600,000 of sales.
CHECK FIGURES Required
c. 15%
a. Compute Sotos profit margin for 2011.
d. (3) 18.75%
b. Compute Sotos turnover for 2011.
c. Compute Sotos return on investment for 2011.
d. Recompute Sotos ROI under each of the following independent assumptions.
(1) Sales increase from $600,000 to $750,000, thereby resulting in an increase in operating
income from $45,000 to $60,000.
(2) Sales remain constant, but Soto reduces expenses, resulting in an increase in operating
income from $45,000 to $48,000.
(3) Soto is able to reduce its invested capital from $300,000 to $240,000 without affecting
operating income.
LO 5, 6, 7 Problem 9-22A Return on investment and residual income

CHECK FIGURE Allenby Company has operating assets of $20,000,000. The companys operating income for the
b. Allenbys ROI after the new most recent accounting period was $2,640,000. The Fisher Division of Allenby controls
investment: 13.23% $7,500,000 of the companys assets and earned $1,170,000 of its operating income. Allenbys
desired ROI is 10 percent. Allenby has $900,000 of additional funds to invest. The manager of
the Fisher division believes that his division could earn $126,000 on the additional funds. The
highest investment opportunity to any of the companys other divisions is 11 percent.
Required
a. If ROI is used as the sole performance measure, would the manager of the Fisher Division be
likely to accept or reject the additional funding? Why or why not?
b. Would Allenby Company benefit if the manager of the Fisher Division accepted the addi-
tional funds? Why or why not?
c. If residual income is used as the sole performance measure would the manager of the Fisher
Division be likely to accept or reject the additional funding? Why or why not?
Problem 9-23A Return on investment and residual income LO 5, 6, 7

Windom Technologies, Inc. (WTI), has three divisions. WTI has a desired rate of return of
13 percent. The operating assets and income for each division are as follows:
Divisions Operating Assets Operating Income CHECK FIGURES

g. (4) Printer: $28,925;
Printer $ 540,000 $ 96,000
Copier: $(14,675);
Copier 810,000 90,000
Fax: $5,950
Fax 360,000 54,000
Total $1,710,000 $240,000
WTI headquarters has $125,000 of additional cash to invest in one of its divisions. The division
managers have identified investment opportunities that are expected to yield the following ROIs:
Expected ROIs for

Divisions Additional Investments
Printer 15.5%
Copier 13.5%
Fax 12.0%
Required
a. Which division manager is currently producing the highest ROI?
b. Based on ROI, which division manager would be most eager to accept the $125,000 of
investment funds?
c. Based on ROI, which division manager would be least likely to accept the $125,000 of
investment funds?
d. Which division offers the best investment opportunity for WTI?
e. What is the term used to describe the apparent conflict between Requirements b and d?
f. Explain how the residual income performance measure could be used to motivate the managers
to act in the best interest of the company.
g. Calculate the residual income:
(1) at the corporate (headquarters) level before the additional investment.
(2) at the division level before the additional investment.
(3) at the investment level.
(4) at the division level after the additional investment.
h. Based on residual income, which division manager would be most eager to accept the $125,000
investment opportunity?
Appendix
Problem 9-24A Transfer pricing LO 8
Landry Radio Corporation is a subsidiary of Kandell Companies. Landry makes car radios that CHECK FIGURE
it sells to retail outlets. It purchases speakers for the radios from outside suppliers for $28 each. a. The maximum price should
Recently, Kandell acquired the Viola Speaker Corporation, which makes car radio speakers that be $28.
it sells to manufacturers. Viola produces and sells approximately 200,000 speakers per year,
which represents 70 percent of its operating capacity. At the present volume of activity, each
428 Chapter 9
speaker costs $24 to produce. This cost consists of a $16 variable cost component and an $8 fixed
cost component. Viola sells the speakers for $30 each. The managers of Landry and Viola have
been asked to consider using Violas excess capacity to supply Landry with some of the speakers
that it currently purchases from unrelated companies. Both managers are evaluated based on
return on investment. Violas manager suggests that the speakers be supplied at a transfer price
of $30 each (the current selling price). On the other hand, Landrys manager suggests a $28
transfer price, noting that this amount covers total cost and provides Viola a healthy contribu-
tion margin.
Required
a. What transfer price would you recommend?
b. Discuss the effect of the intercompany sales on each managers return on investment.
c. Should Viola be required to use more than excess capacity to provide speakers to Landry? In
other words, should it sell to Landry some of the 200,000 units that it is currently selling to
unrelated companies? Why or why not?
EXERCISESSERIES B
LO 1 Exercise 9-1B Organizational chart and responsibilities
Yesterday, Fowler Corporations board of directors appointed Suzey Cooper as the new
president and chief executive officer. This morning, Ms. Cooper presented to the board a list of
her management team members. The vice presidents are Joseph Cranston, regional operations;
Daniel Invanisevic, research and development; and Iris Ewell, chief financial officer. Reporting
to Mr. Cranston are the directors of American, European, and Asian operations. Reporting to
Mr. Invanisevic are the directors of the Houston, Seattle, and Charlotte laboratories. Reporting
to Ms. Ewell are the controller and the treasurer.
Required
Arrange the preceding information into an organization chart and indicate the responsibility
levels involved.
LO 3 Exercise 9-2B Responsibility report

Fowler Corporation divides its operations into three regions: American, European, and Asian.
The following items appear in the companys responsibility report.
European directors salary
Revenues of the French branch
Office expenses of the Japanese branch
Corporation presidents salary
Asian directors salary
Revenues of the Taiwanese branch
Revenues of the British branch
Office expenses of the French branch
Revenues of the U.S. branch
Administrative expenses of the corporate headquarters
Office expenses of the Taiwanese branch
Office expenses of the Canadian branch
Revenues of the Japanese branch
Revenues of the Canadian branch
Office expenses of the British branch
Office expenses of the U.S. branch
American directors salary
Required
Which items should Fowler include in the responsibility report for the director of Asian
operations?
Exercise 9-3B Organizational chart and controllable cost LO 1

Daniel Invanisevic, Corporation vice president of research and development, has overall respon-
sibility for employees with the following positions:
Directors of the Houston, Seattle, and Charlotte laboratories
Senior researchers reporting to laboratory directors
A personnel manager in each laboratory
An accounting manager in each laboratory
Research assistants working for senior researchers
Recruiters reporting to a personnel manager
Bookkeepers reporting to an accounting manager
Required
a. Design an organization chart using these job positions.
b. Identify some possible controllable costs for persons holding each of the job positions.
Exercise 9-4B Income statement for internal use LO 4
McGee Company has provided the following data for 2011:
Budget
Sales $215,000
Actual results
Sales 230,000
Required
a. Prepare in good form a budgeted and actual income statement for internal use. Separate
operating income from net income in the statements.
b. Calculate variances and identify them as favorable (F) or unfavorable (U).
Exercise 9-5B Evaluating a cost center (including flexible budgeting concepts) LO 3
Doug Oliver, president of Oliver Door Products Company, is evaluating the performance of
Gregory Wilson, the plant manager, for the last fiscal year. Mr. Oliver is concerned that produc-
tion costs exceeded budget by nearly $35,000. He has available the 2011 static budget for the
production plant, as well as the actual results, both of which follow:
Static Budget Actual Results
Production in units 5,000 Doors 5,250 Doors

Direct materials $ 350,000 $ 362,000
Direct labor 200,000 222,000
Variable manufacturing overhead 120,000 121,800
Total variable costs 670,000 705,800
Fixed manufacturing overhead 410,000 409,000
Total manufacturing cost $1,080,000 $1,114,800
430 Chapter 9
Required
a. Convert the static budget into a flexible budget.
b. Use the flexible budget to evaluate Mr. Wilsons performance.
c. Explain why Mr. Wilsons performance evaluation doesnt include sales revenue and net
income.
LO 2, 3 Exercise 9-6B Evaluating a profit center

Chris Gomez, president of Medina Travel Company, a travel agency, is seeking a method of
evaluating her seven branches. Each branch vice president is authorized to hire employees and
devise competitive strategies for the branch territory. Ms. Gomez wonders which of the following
three different measures would be most suitable: return on investment, operating income, or
return on sales (operating income divided by sales).
Required
a. Using the concept of controllability, advise Ms. Gomez about the best performance
measure.
b. Explain how a balanced scorecard can be used for Ms. Gomez.
LO 5 Exercise 9-7B Computing return on investment

A Layfield Corporation investment center shows an operating income of $78,000 and an invest-
ment in operating assets of $890,000.
Required
Compute the return on investment.
LO 5, 6 Exercise 9-8B Return on investment

With annual sales of $4,800,000 and operating assets of $3,200,000, Nolan Company achieved a
10 percent ROI.
Required
a. If Nolan reduces expenses by $80,000 and sales remain unchanged, what ROI will result?
b. If Nolan cannot change either sales or expenses, what change in the investment base is required
to achieve the same result you calculated for Requirement a?
LO 7 Exercise 9-9B Computing residual income

Mustafa Corporations desired rate of return is 12 percent. Leeds Division, one of Mustafas five
investment centers, earned an operating income of $4,000,000 last year. The division controlled
$25,000,000 of operational assets.
Required
Compute Leeds Divisions residual income.
LO 7 Exercise 9-10B Computing residual income

Earl Oil Change operates two divisions. The following pertains to each division for 2011:
New York New Jersey
Sales $1,200,000 $1,000,000

Operating income $ 90,000 $ 60,000
Average operating assets $300,000 $240,000
Companys desired rate of return 15% 15%
Required
a. Compute each divisions residual income.
b. Which division increased the companys profitability more?
Exercise 9-11B Supply missing information regarding return on investment and LO 5, 7

residual income
Required
Supply the missing information in the following table for Hansen Company.
Sales ?
ROI 12%
Investment in operating assets $450,000
Operating income ?
Turnover ?
Residual income ?
Operating profit margin 0.08
Desired rate of return 11%
Exercise 9-12B Contrasting return on investment with residual income LO 5, 7

The Birmingham Division of Alabama Garage Doors, Inc., is currently achieving a 12 percent
ROI. The companys target ROI is 8 percent. The division has an opportunity to invest in operat-
ing assets an additional $900,000 at 10 percent but is reluctant to do so because its ROI will fall
to 11.7 percent. The divisions present investment in operating assets is $4,500,000.
Required
Explain how management can use the residual income method to motivate the Birmingham
Division to make the investment.
Exercise 9-13B Return on investment and residual income LO 5, 6, 7

Hammod Insurance Company (HIC) earned operating income of $30,000,000 on operating
assets of $240,000,000 during 2011. The Automobile Insurance Division earned $6,000,000 on
operating assets of $40,000,000. HIC has offered the Automobile Division $3,625,000 of addi-
tional operating assets. The manager of the Automobile Insurance Division believes she could
use the additional assets to generate operating income amounting to $480,000. HIC has a desired
return on investment (ROI) of 10 percent.
Required
a. Calculate the return on investment (ROI) for HIC, the Automobile Insurance Division, and
the additional investment opportunity.
b. Calculate the residual income (RI) for HIC, the Automobile Insurance Division, and the
additional investment opportunity.
Appendix
Exercise 9-14B Transfer pricing LO 8
Oscroft Company makes household water filtration equipment. The Aquafresh Division manufac-
tures filters. The Sweet Water Division then uses the filters as a component of the final product
Oscroft sells to consumers. The Aquafresh Division has the capacity to produce 8,000 filters
per month at the following cost per unit:
Variable costs $12

Division fixed costs 10
Allocated corporate-level facility-sustaining costs 8
Total cost per filter $30
Sweet Water currently uses 6,000 Aquafresh filters per month. Andy Treadway, Sweet Waters
manager, is not happy with the $30 transfer price charged by Aquafresh. He points out that
Sweet Water could purchase the same filters from outside vendors for a market price of only $24.
432 Chapter 9
Denise Cantor, Aquafreshs manager, refuses to sell the filters to Sweet Water below cost.
Mr. Treadway counters that he would be happy to purchase the filters elsewhere. Because
Aquafresh does not have other customers for its filters, Ms. Cantor appeals to Jim Volcker, the
president of Oscroft, for arbitration.
Required
a. Should the president of Oscroft allow Mr. Treadway to purchase filters from outside vendors
for $24 per unit? Explain.
b. Write a brief paragraph describing what Mr. Volcker should do to resolve the conflict between
the two division managers.
LO 8 Exercise 9-15B Transfer pricing and fixed cost per unit

The Graca Division of Pryor Company currently produces electric fans that desktop computer
manufacturers use as cooling components. The Hackney Division, which makes notebook com-
puters, has asked the Graca Division to design and supply 20,000 fans per year for its notebook
computers. Hackney currently purchases notebook fans from an outside vendor at the price of
$18 each. However, Hackney is not happy with the vendors unstable delivery pattern. To accept
Hackneys order, Graca would have to purchase additional equipment and modify its plant lay-
out. The additional equipment would enable the company to add 35,000 notebook fans to its
annual production. Gracas avoidable cost of making 20,000 notebook fans follows:
Costs Total Per Unit
Variable costs $120,000 $6

Fixed cost $140,000 7
Required
a. What would be the financial consequence to Pryor Company if the Graca Division makes
the notebook fans and sells them to the Hackney Division? What range of transfer prices
would increase the financial performance of both divisions?
b. Suppose the Hackney Division increases production so that it could use 35,000 Graca
Division notebook fans. How would the change in volume affect the range of transfer prices
that would financially benefit both divisions?
PROBLEMSSERIES B
LO 3 Problem 9-16B Determining controllable costs
At a professional conference just a few days ago, Victor Norman, the president of Alexander
Corporation, learned how the concept of controllability relates to performance evaluation. In
preparing to put this new knowledge into practice, he reviewed the financial data of the com-
panys sales department.
Salaries of salespeople $ 350,000

Cost of goods sold 22,500,000
Facility-level corporate costs 410,000
Travel expenses 32,000
Depreciation on equipment 100,000
Salary of the sales manager 60,000
Property taxes 4,000
Telephone expenses 39,000
Required
Help Mr. Norman prepare a list of expenditures that the sales manager controls.
Problem 9-17B Controllability, responsibility, and balanced scorecard LO 3, 4

Dean Ortiz, president of Springfield Corporation, evaluated the performance report of the com-
panys production department. Mr. Ortiz was confused by some arguments presented by Angela
Sloan, the production manager. Some relevant data follow.
Variances Amount
Materials usage variance $100,000 U

Materials price variance 60,000 F
Labor price variance 19,000 F
Labor usage variance 69,000 U
Volume variance 150,000 U
Ms. Sloan argues that she had done a great job, noting the favorable materials price variance
and labor price variance. She argued that she had had no control over factors causing the unfa-
vorable variances. For example, she argued that the unfavorable materials usage variance was
caused by the purchasing departments decision to buy substandard materials that resulted in a
substantial amount of spoilage. Moreover, she argued that the unfavorable labor usage variance
resulted from the substantial materials spoilage which in turn wasted many labor hours, as did
the hiring of underqualified workers by the manager of the personnel department. Finally, she
said that the sales departments failure to obtain a sufficient number of customer orders really
caused the unfavorable volume variance.
Required
a. What would you do first if you were Dean Ortiz?
b. Did Ms. Sloan deserve the credit she claimed for the favorable variances? Explain.
c. Was Ms. Sloan responsible for the unfavorable variances? Explain.
d. Explain how a balanced scorecard can be used to improve performance evaluation.
Problem 9-18B Performance reports and evaluation LO 3, 4

The mortgage division of Thorn Financial Services, Inc., is managed by a vice president who
supervises three regional operations. Each regional operation has a general manager and several
branches directed by branch managers.
The Bronson region has two branches, Gasden and Vance. The March responsibility reports
for the managers of these branches follow.
Budgeted* Actual Variance
Gasden Branch
Controllable costs
Employee compensation $288,000 $300,800 $12,800 U
Office supplies 72,000 70,000 2,000 F
Promotions 152,000 128,000 24,000 F
Maintenance 16,000 21,200 5,200 U
Total $528,000 $520,000 $ 8,000 F
Vance Branch
Controllable costs
Employee compensation $260,000 $250,000 $10,000 F
Office supplies 76,000 84,000 8,000 U
Promotions 144,000 150,000 6,000 U
Maintenance 20,000 19,200 800 F
Total $500,000 $503,200 $ 3,200 U
*Thorn uses flexible budgets for performance evaluation.

434 Chapter 9
Other pertinent cost data for March follow.
Budgeted* Actual
Cost data of other regions

Helena $1,400,000 $1,452,000
Alabaster 1,720,000 1,688,000
Other costs controllable by
Bronson region general manager 280,000 292,000
Vice president of mortgage 384,000 392,000
*Thorn uses flexible budgets for performance evaluation.
Required
a. Prepare a responsibility report for the general manager of the Bronson region.
b. Prepare a responsibility report for the vice president of the mortgage division.
c. Explain where the $24,000 favorable promotions variance in the Gasden branch managers
report is included in the vice presidents report.
d. Based on the responsibility report prepared in Requirement a, explain where the Bronson
regions general manager should concentrate her attention.
LO 2 Problem 9-19B Different types of responsibility centers

Kaito Industries, Inc., has five different divisions; each is responsible for producing and market-
ing a particular product line. The electronics division makes cellular telephones, pagers, and
modems. The division also buys and sells other electronic products made by outside companies.
Each division maintains sufficient working capital for its own operations. The corporate head-
quarters, however, makes decisions about long-term capital investments.
Required
a. For purposes of performance evaluation, should Kaito classify its electronic division as a
cost center, a profit center, or an investment center? Why?
b. Would the manager of the electronics division be likely to conduct the operations of the divi-
sion differently if the division were classified as a different type of responsibility center than
the one you designated in Requirement a? Explain.
LO 5, 7 Problem 9-20B Comparing return on investment and residual income

Zimmerman Corporation operates three investment centers. The following financial statements
apply to the investment center named Meier Division.
MEIER DIVISION
Income Statement
Gross margin 122,340
Operating expenses
Administrative expense (2,400)
Nonoperating expense
Interest expense (6,800)
Net income $ 99,940
MEIER DIVISION
Balance Sheet
Assets
Cash $ 68,360
Equipment less accum. dep. 428,600
Nonoperating assets 48,000
Liabilities
Accounts payable $115,000
Stockholders equity
Common stock 520,000
Required
a. Should operating income or net income be used to determine the rate of return (ROI) for the
Meier investment center? Explain your answer.
b. Should operating assets or total assets be used to determine the ROI for the Meier investment
center? Explain your answer.
c. Calculate the ROI for Meier.
d. Zimmerman has a desired ROI of 8 percent. Headquarters has $300,000 of funds to assign to
its investment centers. The manager of the Meier Division has an opportunity to invest the
funds at an ROI of 10 percent. The other two divisions have investment opportunities that
yield only 9 percent. Even so, the manager of Meier rejects the additional funding. Explain
why the manager of Meier would reject the funds under these circumstances.
e. Explain how residual income could be used to encourage the manager to accept the addi-
tional funds.
Problem 9-21B Return on investment LO 5, 6

Clifton Corporations balance sheet indicates that the company has $100,000 invested in operating
assets. During 2011, Clifton earned $16,000 of operating income on $320,000 of sales.
Required
a. Compute Cliftons operating profit margin for 2011.
b. Compute Cliftons turnover for 2011.
c. Compute Cliftons return on investment for 2011.
d. Recompute Cliftons ROI under each of the following independent assumptions.
(1) Sales increase from $320,000 to $360,000, thereby resulting in an increase in operating
income from $16,000 to $18,900.
(2) Sales remain constant, but Clifton reduces expenses, thereby resulting in an increase in
income from $16,000 to $16,800.
(3) Clifton is able to reduce its operating assets from $100,000 to $96,000 without affecting
income.
Problem 9-22B Return on investment and residual income LO 5, 6, 7

Emery Company has operating assets of $3,600,000. The companys operating income for the
most recent accounting period was $407,000. The Lindburg Division of Emery controls
$1,200,000 of the companys assets and earned $175,000 of its operating income. Emerys
desired ROI is 10 percent. Emery has $300,000 of additional funds to invest. The manager of
436 Chapter 9
the Lindburg Division believes that his division could earn $36,000 on the additional funds.
The highest investment opportunity to any of the companys other divisions is 11 percent.
Required
a. If ROI is used as the sole performance measure, would the manager of the Lindburg Division
be likely to accept or reject the additional funding? Why or why not?
b. Would Emery Company benefit if the manager of the Lindburg Division accepted the addi-
tional funds? Why or why not?
c. If residual income is used as the sole performance measure, would the manager of the
Lindburg Division be likely to accept or reject the additional funding? Why or why not?
LO 5, 6, 7 Problem 9-23B Return on investment and residual income

Otway Trading Company (OTC) has three divisions. OTC has a desired rate of return of 14%.
The operating assets and income for each division are as follows:
Divisions Operating Assets Operating Income
Americas $1,920,000 $345,000

Asia 965,000 160,400
Europe 1,215,000 165,000
Total $4,100,000 $670,400
OTC headquarters has $30,000 of additional cash to invest in one of its divisions. The
division managers have identified investment opportunities that are expected to yield the
following ROIs.
Expected ROIs for

Divisions Additional Investments
Americas 16%
Asia 12
Europe 15
Required
a. Which division manager is currently producing the highest ROI?
b. Based on ROI, which division manager would be most eager to accept the $30,000 of
investment funds?
c. Based on ROI, which division manager would be least likely to accept the $30,000 of
investment funds?
d. Which division offers the best investment opportunity for OTC?
e. What is the term used to describe the apparent conflict between Requirements b and d ?
f. Explain how the residual income performance measure could be used to motivate the
managers to act in the best interest of the company.
g. Calculate the residual income:
(1) At the corporate (headquarters) level before the additional investment.
(2) At the division level before the additional investment.
(3) At the investment level.
(4) At the division level after the additional investment.
h. Based on residual income, which division manager would be most eager to accept the
$30,000 investment opportunity?
Appendix
Problem 9-24B Transfer pricing LO 8
Laya Electronics Corporation makes a modem that it sells to retail stores for $75 each. The
variable cost to produce a modem is $35 each; the total fixed cost is $5,000,000. Laya is
operating at 80 percent of capacity and is producing 200,000 modems annually. Layas parent
company, Ocean Corporation, notified Layas president that another subsidiary company, Leap
Technologies, has begun making computers and can use Layas modem as a part. Leap needs
40,000 modems annually and is able to acquire similar modems in the market for $72 each.
Under instructions from the parent company, the presidents of Laya and Leap meet to nego-
tiate a price for the modem. Laya insists that its market price is $75 each and will stand firm on
that price. Leap, on the other hand, wonders why it should even talk to Laya when Leap can get
modems at a lower price.
Required
a. What transfer price would you recommend?
b. Discuss the effect of the intercompany sales on each presidents return on investment.
c. Should Laya be required to use more than excess capacity to provide modems to Leap if
Leaps demand increases to 60,000 modems? In other words, should it sell some of the
200,000 modems that it currently sells to unrelated companies to Leap instead? Why or
why not?
ANALYZE, THINK, COMMUNICATE

ATC 9-1 Business Applications Case Analyzing segments at Coca-Cola
The following excerpt is from Coca-Cola Companys 2008 annual report filed with the SEC.
Management evaluates the performance of our operating segments separately to individually mon-
itor the different factors affecting financial performance. Our Company manages income taxes
and financial costs, such as interest income and expense, on a global basis within the Corporate
operating segment. We evaluate segment performance based on income or loss before income taxes.
Below are selected segment data for Coca-Cola Company for the 2008 and 2007 fiscal years.
Dollar amounts are in millions.
Eurasia & Latin North

Africa Europe America America Pacific
2008 Fiscal Year

Net operating revenues $2,327 $5,801 $3,835 $ 8,280 $4,695
Income before taxes 811 3,182 2,082 1,587 1,836
Identifiable operating assets 956 3,012 1,849 10,845 1,444
2007 Fiscal Year

Net operating revenues $2,109 $5,292 $3,244 $ 7,836 $4,406
Income before taxes 696 2,796 1,752 1,665 761
Identifiable operating assets 1,023 2,997 1,989 10,510 1,468
Required
a. Compute the ROI for each of Cokes geographical segments for each fiscal year. Which
segment appears to have the best performance during 2008 based on ROI? Which segment
showed the most improvement from 2007 to 2008?
b. What factor seems most important in explaining why the ROI for North America is so much
lower that the ROIs of other segments?
c. Assuming Cokes management expects a minimum return of 30 percent, calculate the residual
income for each segment for each fiscal year. Which segment appears to have the best
performance based on residual income? Which segment showed the most improvement from
2007 to 2008?
438 Chapter 9
d. Explain why the segment with the highest ROI in 2008 is not the segment with the highest
residual income.
e. Assume the management of Coke is considering a major expansion effort for the next five
years. On which geographic segment would you recommend Coke focus its expansion efforts?
Explain the rationale for your answer.
ATC 9-2 Group Assignment Return on investment versus residual income

Bellco, a division of Becker International Corporation, is operated under the direction of Antoin
Sedatt. Bellco is an independent investment center with approximately $72,000,000 of assets that
generate approximately $8,640,000 in annual net income. Becker International has additional
investment capital of $12,000,000 that is available for the division managers to invest. Mr. Sedatt
is aware of an investment opportunity that will provide an 11 percent annual net return. Becker
Internationals desired rate of return is 10 percent.
Required
Divide the class into groups of four or five students and then organize the groups into two sections.
Assign Task 1 to the first section and Task 2 to the second section.
Group Tasks
1. Assume that Mr. Sedatts performance is evaluated based on his ability to maximize return
on investment (ROI). Compute ROI using the following two assumptions: Bellco retains its
current asset size and Bellco accepts and invests the additional $12,000,000 of assets.
Determine whether Mr. Sedatt should accept the opportunity to invest additional funds.
Select a spokesperson to present the decision made by the group.
2. Assume that Mr. Sedatts performance is evaluated based on his ability to maximize residual
income. Compute residual income using the following two assumptions: Bellco retains its
current asset base and Bellco accepts and invests the additional $12,000,000 of assets. Deter-
mine whether Mr. Sedatt should accept the opportunity to invest additional funds. Select a
spokesperson to present the decision made by the group.
3. Have a spokesperson from one of the groups in the first section report the two ROIs and the
groups recommendation for Mr. Sedatt. Have the groups in this section reach consensus on
the ROI and the recommendation.
4. Have a spokesperson from the second section report the two amounts of residual income
and disclose the groups recommendation for Mr. Sedatt. Have this section reach consensus
on amounts of residual income.
5. Which technique (ROI or residual income) is more likely to result in suboptimization?
ATC 9-3 Research Assignment Using real-world data from Berkshire Hathaway
Obtain Berkshire Hathaways (Berkshire) Form 10-K for the year ended December 31, 2008, and
complete the requirements below. To obtain the Form 10-K you can use either the EDGAR
system following the instructions in Appendix A, or it can be found under on the companys
corporate website www.berkshirehathaway.com. The companys annual reports are also available
on its website.
Required
a. Unlike most companies, Berkshire organizes the revenues and expenses on its earnings state-
ments, and the assets and liabilities on its balance sheets, by major business segments. Calculate
the return on investment for each segment of Berkshires business using the margin 3 turnover
method. For segment earnings, use earnings before taxes, which you will have to calculate. Show
your computations.
b. Rank the segments performance from best to worst, based on their ROIs.
c. Why did the best-performing segment do better than the next best? Was it profitability, the
efficiency with which it used its assets, or both?
ATC 9-4 Writing Assignment Transfer pricing

Green Lawn Mower, Inc., recently acquired Hallit Engines, a small engine manufacturing com-
pany. Greens president believes in decentralization and intends to permit Hallit to continue to
operate as an independent entity. However, she has instructed the manager of Greens lawn
mower assembly division to investigate the possibility of purchasing engines from Hallit instead
of using the current third-party supplier. Hallit has excess capacity. The current full cost to
produce each engine is $96. The avoidable cost of making engines is $78 per unit. The assembly
division, which currently pays the third-party supplier $90 per engine, offers to purchase engines
from Hallit at the $90 price. Hallits president refuses the offer, stating that his companys
engines are superior to those the third-party supplier provides. Hallits president believes that
the transfer price should be based on the market price for independent customers, which is
$132 per engine. The manager of the assembly division agrees that Hallits engines are higher
quality than those currently being used but notes that Greens customer base is in the low-end,
discount market. Putting more expensive engines on Green mowers would raise the price
above the competition and would hurt sales. Greens president tries to negotiate a settlement
between the assembly manager and Hallits president, but the parties are unable to agree on a
transfer price.
Required
a. Assuming that Green makes and sells 40,000 lawn mowers per year, what is the cost of
suboptimization resulting from the failure to establish a transfer price?
b. Assume that you are a consultant asked by the president of Green to recommend whether a
transfer price should be arbitrarily imposed. Write a brief memo that includes your recom-
mendation and your justification for making it.
ATC 9-5 Ethical Dilemma Manipulating return on investment and residual income
The October 5, 1998, issue of BusinessWeek includes the article Who Can You Trust? authored
by Sarah Bartlett. Among other dubious accounting practices, the article describes a trick known
as the big bath, which occurs when a company makes huge unwarranted asset write-offs that
drastically overstate expenses. Outside auditors (CPAs) permit companies to engage in the prac-
tice because the assets being written off are of questionable value. Because the true value of the
assets cannot be validated, auditors have little recourse but to accept the valuations suggested by
management. Recent examples of questionable write-offs include Motorolas $1.8 billion restruc-
turing charge and the multibillion-dollar write-offs for in-process research taken by high-tech
companies such as Compaq Computer Corp. and WorldCom, Inc.
Required
a. Why would managers want their companies to take a big bath? (Hint: Consider how a big
bath affects return on investment and residual income in the years following the write-off.)
b. Annual reports are financial reports issued to the public. The reports are the responsibility
of auditors who are CPAs who operate under the ethical standards promulgated by the
American Institute of Certified Public Accountants. As a result, attempts to manipulate an-
nual report data are not restricted by the Institute of Management Accountants Standards of
Ethical Conduct shown in Exhibit 1.15 of Chapter 1. Do you agree or disagree with these
statements? Explain your position.
ATC 9-6 Spreadsheet Assignment Using Excel

Waldon Corporations balance sheet shows that the company has $600,000 invested in operating
assets. During 2010, Waldon earned $120,000 on $960,000 of sales. The companys desired return
on investment (ROI) is 12 percent.
Required
a. Construct a spreadsheet to calculate ROI and residual income using these data. Build the
spreadsheet using formulas so that the spreadsheet could be used as a template for any ROI or
residual income problem. The following screen capture shows how to construct the template.
440 Chapter 9
Spreadsheet Tips
(1) The cells below row 12 that show numbers should all be based on formulas. This allows
the results to be automatically recalculated based on changes in the data rows 3 to 6.
(2) The parentheses in columns F and J have been entered as text in columns that have a
column width of 1.
ATC 9-7 Spreadsheet Assignment Mastering Excel

The Pillar Manufacturing Company has three identified levels of authority and responsibility.
The organization chart as of December 31, 2011, appears as follows:
Level 1 President
Level 2 Marketing Production Finance

Vice President Vice President Vice President
Level 3 Cutting Finishing

Department Department Department Department
Supervisors Supervisor Supervisor Supervisors
Pertinent expenses for Level 3 follow:
Budget Actual
Finishing Department
Wages expense $6,240 $6,000
Direct materials 2,300 2,400
Supplies 840 980
Small tools 1,300 1,140
Other 700 820
Budget Actual
Production Department
Administrative expenses $ 1,200 $ 1,400
Supervisory salaries 5,800 5,200
Cutting Department 6,800 6,420
Finishing Department 11,380 11,340
Budget Actual
Presidents Office Expense

Supervisory salaries $ 4,900 $ 5,100
Clerical staff 800 400
Other expenses 600 700
Production Department 25,180 24,360
Marketing Department 8,850 8,300
Finance Department 5,900 6,220
Required
a. Construct a spreadsheet that shows responsibility reports for the finishing department super-
visor, the production vice president, and the president.
b. Include formulas in the responsibility reports that illustrate the interrelationships between
these reports. For example, changes in the finishing department report should be automati-
cally reflected in the production department report.
Spreadsheet Tip
(1) Use the absolute value function [5ABS(value)] in the formulas that calculate the variances.
COMPREHENSIVE PROBLEM
Assume Magnificent Modems (MM) is a division of Gilmore Business Products (GBP). GBP
uses ROI as the primary measure of managerial performance. GBP has a desired return on
investment (ROI) of 3 percent. The company has $100,000 of investment funds to be assigned
toits divisions. The president of MM is aware of an investment opportunity for these funds that
is expected to yield an ROI of 3.5 percent.
Required
a. Explain why you believe the president of MM will accept or reject the $100,000 investment
opportunity. Support your answer by calculating MMs existing ROI. Base your computation
on the information contained in the income statement and balance sheet that you prepared in
Chapter 1 (page 52).
b. Name the term used to describe the condition that exists in Requirement a. Provide a brief
definition of this term.
c. If GBP changes its performance measurement criteria from ROI to residual income (RI),
will the new evaluation approach affect the Presidents decision to accept or reject the
$100,000 investment opportunity? Support your answer by calculating MMs residual
income for the investment opportunity.

Chapter 9 - Responsibility Accounting

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Chapter 9 - Responsibility Accounting

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What is decentralization and why is it important for large organizations?

What is decentralization and why is it important for large organizations?

What is responsibility accounting and what are its main objectives?

What is responsibility accounting and what are its main objectives?

edm10890_ch09_398-441.

indd Page 398 7/17/10 3:37 PM user-f497 /Volumes/105/PHS00142/work/indd

The Curious Accountant

Warren Buffett, often identified as one of the richest

Sales Production Planning Accounting

PANTHER HOLDING COMPANY

PANTHER HOLDING COMPANY

PANTHER HOLDING COMPANY

PANTHER HOLDING COMPANY

PANTHER HOLDING COMPANY

Mr. Buffett oversees the diverse oper-

Answers to The Curious Accountant ations of Berkshire by using a very

Source: Companys annual reports.

Qualitative Reporting Features

Managerial Performance Measurement

Lumber Manufacturing Home Building Furniture Manufacturing

The ROI for each division is:

CHECK YOURSELF 9.1

Measuring Operating Assets

Northern Divisions Southern Divisions

FACTORS AFFECTING RETURN ON INVESTMENT

CHECK YOURSELF 9.2

Residual income 5 Operating income 2 (Operating assets 3 Desired ROI)

FOCUS ON INTERNATIONAL ISSUES

Calculating Multiple ROIs and/or RIs for

Responsibility Accounting and the Balanced Scorecard

CHECK YOURSELF 9.3

<< A Look Back

A Look Forward >>

Market-Based Transfer Prices

FOCUS ON INTERNATIONAL ISSUES

Negotiated Transfer Prices

Variable (unit-level) costs $45

Cost-Based Transfer Prices

SELF-STUDY REVIEW PROBLEM

Residual income 5 Operating income 2 (Operating assets 3 Desired ROI)

Exercise 9-2A Responsibility report LO 3

Exercise 9-3A Organization chart and controllable costs LO 1

LO 4 Exercise 9-4A Income statement for internal use

LO 3, 4 Exercise 9-5A Evaluating a cost center including flexible budgeting concepts

Static Budget Actual Results

Production in units 30,000 kits 32,000 kits

Exercise 9-6A Evaluating a profit center LO 2, 3

Exercise 9-7A Return on investment LO 5

Exercise 9-8A Return on investment LO 5, 6

Exercise 9-9A Residual income LO 7

Exercise 9-10A Residual income LO 7

Sales $200,000 $72,000

LO 5, 7 Exercise 9-11A Return on investment and residual income

LO 5, 7 Exercise 9-12A Comparing return on investment with residual income

LO 5, 6, 7 Exercise 9-13A Return on investment and residual income

Exercise 9-15A Transfer pricing and fixed cost per unit LO 8

Costs Total Cost per Unit

Variable cost $200,000 $30