管理会计Ch12Performance Evaluation and the Balanced Scorecard.docx
《管理会计Ch12Performance Evaluation and the Balanced Scorecard.docx》由会员分享，可在线阅读，更多相关《管理会计Ch12Performance Evaluation and the Balanced Scorecard.docx（39页珍藏版）》请在冰豆网上搜索。
管理会计Ch12PerformanceEvaluationandtheBalancedScorecard
Chapter12
PerformanceEvaluationandthe
BalancedScorecard
ChapterReviewQuiz
Answers:
1.b
3.c
5.d
7.c
9.b
2.d
4.c
6.a
8.a
10.c
Explanations:
6.a.
Salesmargin
=
Operatingincome÷Sales
=
$850,000÷$4,250,000
=
20%
7.c.
Capitalturnover
=
Sales÷Totalassets
=
$4,250,000÷$5,000,000
=
85%
8.a.
ROI
=
Operatingincome÷Totalassets
=
$850,000÷$5,000,000
=
17%
9.b.
RI
=
Operatingincome−（Targetrateofreturn×Totalassets）
=
$850,000−（12%×$5,000,000）
=
$850,000−$600,000
=
$250,000
ShortExercises
（5min.）S12-1
Companiesusuallydecentralizewhentheygrowtoolargeforonepersontomanagetheentireorganization’sdailyoperations.Decentralizationisoftenbasedongeographicalarea,productline,customerbase,orbusinessfunction.Managementmustdeterminethemannerofdecentralizationthatbestsuitsthecompany’sstrategy.
Studentanswersmayvary.
（5min.）S12-2
Thefourmostcommontypesofresponsibilitycenters,andtheirresponsibilities,include:
1.CostCenters—responsibleforcontrollingcosts
2.RevenueCenters—responsibleforgeneratingrevenue
3.ProfitCenters—responsibleforgeneratingprofitthroughcontrollingcostsandgeneratingrevenue
4.InvestmentCenters—responsibleforgeneratingprofitandefficientlymanagingthedivision’sinvestedcapital
（thedivision’sassets）
（5min.）S12-3
1.Revenuecenter
2.Profitcenters
3.Investmentcenter
4.Costcenter
5.Investmentcenter
6.Costcenter
（5min.）S12-4
a.Providingfeedback
b.Communicatingexpectations
c.Benchmarking
d.Motivatingunitmanagers
e.Promotinggoalcongruenceandcoordination
f.Benchmarking
g.Motivatingunitmanagers
（5-10min.）S12-5
a.Numberofemployeesuggestionsimplemented—LearningandGrowthperspective
b.Revenuegrowth—Financialperspective
c.Numberofon-timedeliveries—CustomerperspectiveORInternalBusinessperspective
d.Percentageofsalesforcewithaccesstoreal-timeinventorylevels—LearningandGrowthperspective
e.Customersatisfactionratings—Customerperspective
f.Numberofdefectsfoundduringmanufacturing—InternalBusinessperspective
g.Numberofwarrantyclaims—InternalBusinessperspective
（orCustomerperspective）
h.Returnoninvestment—Financialperspective
（5-10min.）S12-6
a.Variablecostperunit—Financialperspective
b.Percentageofmarketshare—Customerperspective
c.Numberofhoursofemployeetraining—LearningandGrowthperspective
d.Numberofnewproductsdeveloped—InternalBusinessperspective
e.Yieldrate（numberofunitsproducedperhour）—InternalBusinessperspective
f.Averagerepairtime—InternalBusinessperspective
g.Employeesatisfaction—LearningandGrowthperspective
h.Numberofrepeatcustomers—Customerperspective
（5min.）S12-7
Performancereportsforcost,revenueandprofitcenterstypicallylistbothactualandbudgetedamounts,alongwithdollarandpercentagevariances.Managementbyexceptionisatoolthatallowsmanagementtofocusitsattentiononimportantdifferencesbetweenactualandbudgetedamounts.Usingmanagementbyexception,managementonlyinvestigatesvariancesexceedingacertaindollaramount（e.g.,variancesover$10,000）and/orvariancesexceedingacertainpercentage（e.g.,variancesover10%）.Managementdoesnotbotherinvestigatingsmallervariances,sincethecostofdoingsowouldmostlikelyoutweighthebenefit.
（5-10min.）S12-8
Theconceptof“profitability”canbeinterpretedindifferentways.TheInternationalDivisionprovidesmoreoperatingincome（$10million）,insheerdollarsterms,thantheDomesticDivision（$6million）.Therefore,onemightsaytheInternationalDivisionismoreprofitablethantheDomesticDivision.However,ifoneconsiderseachdivision’soperatingincomeinlightoftheassetsthatareavailabletogenerateincome,theDomesticdivisionismoreprofitable.TheDomesticDivisionearns$0.30oneverydollarofassets（$6million÷$20million）whereastheInternationalDivisionearnsabout$0.29oneverydollarofassets（$10million÷$35million）.Therefore,onecouldalsoarguethattheDomesticDivisionismoreprofitablethantheInternationalDivision.
（5-10min.）S12-9
Req.1
ROI=OperatingIncome÷TotalAssets
SnowSports
Non-snowSports
Operatingincome
$900,000
$1,440,000
÷Totalassets
÷$4,000,000
÷$6,000,000
Returnoninvestment
22.5%
24%
Req.2
TopmanagementwillprobablyallocateanyextrafundstotheNon-snowSportsDivisionbecauseithasahigherROI.ThehigherROImeansthedivisionhasbeenabletogeneratemoreincomefromitscapital（assets）thanhastheSnowSportsDivisionofthecompany.TheNon-snowSportsDivisionhasbeenabletoearn$0.24oneachdollarofassetswhereastheSnowSportsDivisionhasearnedslightlyless（$0.225）oneachdollarofassets.
Req.3
ThebasicROIformulasimplyshowsthattheNon-snowSportsDivisionhasbeenabletogeneratemoreincomefromitsinvestedassetsthanhastheSnowSportsDivision.However,itdoesn’tofferanycluesastowhythisisthecase.ManagementcouldlearnmoreabouttheunderlyingfactorsbyusingtheexpandedROIformulawhichcalculatessalesmarginandcapitalturnoverseparately.
（5-10min.）S12-10
SalesMargin=OperatingIncome÷Sales
SnowSports
Non-snowSports
Operatingincome
$900,000
$1,440,000
÷Sales
÷$5,000,000
÷$8,000,000
Salesmargin
18%
18%
Bothdivisionshad18%salesmargins.Thismeansthatbothdivisionswereabletoearn$0.18ofincomeoneachdollarofsales.Inotherwords,theywerebothequallyprofitableonsales.Therefore,salesmarginhadnothingtodowiththedivisions’differingROI.
（10min.）S12-11
Req.1
CapitalTurnover=Sales÷TotalAssets
SnowSports
Non-snowSports
Sales
$5,000,000
$8,000,000
÷Totalassets
÷$4,000,000
÷$6,000,000
Capitalturnover
1.25
1.33（rounded）
TheNon-snowSportsDivisionhadahighercapitalturnover（1.33）thantheSnowSportsDivision（1.25）.ThismeansthattheNon-snowSportsDivisionwasabletogenerate$1.33ofsalesforeverydollarofassetsinvestedinthedivision,whereastheSnowSportsDivisionwasabletogenerate$1.25foreverydollarofassetsinvested.TheNon-snowSportsDivisionwasabletouseitsassetsmoreefficientlytogeneratesalesrevenue.ThehighercapitalturnoveraccountsforitshigherROI.
Req.2
ROI=SalesMargin×CapitalTurnover
SnowSports
Non-snowSports
Salesmargin（fromS12-10）
18%
18%
×Capitalturnover（frompart1）
×1.25
×1.33（rounded）
ROI
22.5%
24%（rounded）
TheresultsoftheexpandedROIformulaagreetothosefoundusingthesimpleROIformulainS12-9.
（5-10min.）S12-12
RI=Operatingincome−Minimumacceptableincome
=Operatingincome−（Targetrateofreturn×Totalassets）
SnowSportsRI=$900,000−（$4,000,000×15%）
=$900,000−$600,000
=$300,000
Non-snowSportsRI=$1,440,000−（$6,000,000×15%）
=$1,440,000−$900,000
=$540,000
Bothdivisionshavepositiveresidualincome.Positiveresidualincomemeansthatthedivisionsareearningincomeataratethatexceedsmanagement’sminimumexpectations.Management’sminimumdesiredrateofreturnis15%,sobothdivisionsmustbeearningahigherrateofreturn.ThisresultisconsistentwiththeROIcalculationsinS12-9.TheSnowSportsDivisionhadanROIof22.5%andtheNon-snowSportsDivisionhadanROIof24%—botharehigherthan15%.
（10-15min.）S12-13
EVA=（After-taxoperatingincome）−[（Totalassets−Currentliabilities）×WACC%]
SnowEVA
=
（$900,0000×65%）−[（$4,000,000−$350,000）×12%]
=
$585,000−（$3,650,000×12%）
=
$585,000−$438,000
=
$147,000
Non-snow
EVA
=
（$1,440,000×65%）−[（$6,000,000−$600,000）×12%]
=
$936,000−（$5,400,000×12%）
=
$936,000−$648,000
=
$288,000
Bothdivision’shavepositiveeconomicvalueadded（EVA）.Thismeansthatthedivisionsaregeneratingincomeforinvestorsandlong-termcreditorsataratethatexceedstheexpectationsofthesetwogroupsofstakeholders.
Exercises
（10-15min.）E12-14
SincethebusinessisgettingtoolargeforGrandmaJonestohandle,shewouldprobablybenefitfromdecentralizingherbusiness.First,decentralizationwouldfreeGrandmaJonesfromtheday-to-dayoperations,andallowhertheopportunitytoworkonlong-termstrategicplanningandothercriticaldecisions.
Second,shecouldalsobenefitfromhiringpersonnelwithexpertknowledgeinthefieldsofbaking,packaging,distribution,salesandfinance,aswellasotherareas—expertiseshewillneedifherbusinesscontinuestoexpand.Sinceherbusinesswasahomegrowneffort,sheprobablydoesn’tpossessexpertiseinalloftheseareasandcouldincreasetheefficiencyandprofitabilityofhercompanybyemployingsuchexpertise.
（continued）E12-14
Third,GrandmaJonesmaybeabletousehertimetodevelopgoodcustomerrelationshipswithlargerclients,suchascorporateeventplanners.Thisshouldhelpincreasehersalesinthefuture.AsGrandmaJonescontinuestoage,shewilleventuallywantsomeoneelsetorunhercompanyforher.Decentralizationprovidesgoodtraininggroundforunitmanagers—oneofwhomshemaychooseashersuccessor.
Finally,bygivingunitmanagersdecision-makingresponsibility,decentralizationoftenincreasesemployeemotivation,satisfaction,andretention.GrandmaJonesshouldalsobemadeawareofthepoten
升级会员 