ACCT 2302

Fundamentals of Accounting II

Spring 2011

Lecture 15

Professor Jeff Yu

Review: Performance Evaluation

Cost Center(controls costs only) Spending Variance;

Standard Cost Variances

Profit Center(controls costs & revenues)

SegmentedIncome Statement(Segment Margin)

Investment Center(controls costs & revenues

& Investments)

Return on Investment (ROI);Residual Income

Evaluation Tool

Review: Standard Cost Variances

Materials Price Variance

AQ(AP - SP)

Labor/VOH Rate Variance

AH(AR – SR)

Materials Quantity Variance

SP(AQ - SQ)

Labor/VOH Efficiency Variance

SR(AH – SH)

AP (AR)= Actual Price (Actual Rate): the amount actually paid foreach unit of the materials (labor or VOH).

SP (SR)= Standard Price (Standard Rate): the amount that should Have been paid for each unit of the materials (labor or VOH).

AQ (AH)= Actual Quantity (Actual Hour): the amount of materials(labor or VOH activity) actually used in the production.

SQ (SH)= Standard Quantity (Stan. Hour) allowed for the actual output = actual production in units * standard quantity (hours) per unit

Sales - Variable ExpensesContribution Margin

- Traceable Fixed costsSegment Margin

NOI for the company = the sum of segment margins minus Common fixed costs.

Important: CVP analyses using the segmented income statement!

Review: Segmented Income Statement

Return on Investment (ROI)

MarginMargin

TurnoverTurnoverROI = NOI ÷ AOA

AOA

Sales

Sales

NOI

Thought Question: how will changes in sales, operating expenses and average operating assets affect ROI?

AOA=Average Operating Assets =(Beginning + Ending Operating Assets)/2

Holly Company reports the following information in 2009:

Net Operating Income $ 30,000Sales Revenue $ 500,000Average Operating Assets $ 200,000

Q: (1)Holly’s 2009 ROI? Margin? Turnover? Operating Expenses?

(2) How will Holly’s ROI change if sales increases to $600,000 and both AOA and operating expenses do not change in 2010?

(3) How will Holly’s ROI change if there is no change in sales and AOA but operating expenses decrease to $458,000 in 2010?

(4) How will Holly’s ROI change if there is no change in sales and operating expenses, but AOA decreases to $100,000 in 2010?

Example

Summary: Improving ROI

DuPont Analysis: ROI = Margin * Turnover

IncreaseSales

DecreaseOperating

Expensesgenerate the same NOI

with Less Operating Assets

Residual Income (RI)

RI = NOI - Required rate of return × AOA

NOI- Net operating income (profits)AOA- Average operating assets

Required rate of return × AOA = Required return

Decision Rule: Invest if RI>0.

Practice Problem

At Pitts Co. the required rate of return on operating assets is 8%. The 2010 sales revenue for division A is $10 million, NOI is $2 million, AOA is $2.5 million.

Q: Division A’s 2010 ROI? Margin? Turnover? Residual Income?

Given the following information for Division C:

NOI $560,000Margin 35%Turnover 1.6Minimum required rate of return 12%

What is the division’s residual income?

Practice Problem

Example: ROI vs. RI

Flower Co. Division C has an opportunity to invest $100,000 (AOA) in a project that will yield NOI of $25,000 for the year.

Flower Co. has a 20% required rate of return and Division C has a 30% ROI on its existing business.

Q: (1) As a manager at Division C, will you invest in that project if you are evaluated based on division ROI (the higher the ROI, the bigger the bonus)?

(2) Is this investment project good for the company?

(3) Will your decision be different if you are evaluated using residual income?

As division manager,I wouldn’t invest in

that project becauseit would lower my pay!

Gee . . .I thought we were

supposed to do what was best for the

company!

ROI – A Drawback

Residual Income VS. ROI

Under ROI, the basic message is:

Maximize rate of return, a percentage.

Under the residual income approach, the basic message is:

Maximize residual income, an absolute amount.

Residual income may encourage managers to make profitable investments that would be rejected by managers using ROI to evaluate that same investment.

However, residual income cannot be used to compare the performance of divisions with different sizes (i.e. different AOA).

The Balanced Scorecard

Management translates its strategy into performance measures that

employees understand and accept.

Management translates its strategy into performance measures that

employees understand and accept.

Performancemeasures

Customers

Learningand growth

Internalbusinessprocesses

Financial

The Balanced Scorecard: FromStrategy to Performance Measures

FinancialHas our financial

performance improved?

CustomerDo customers recognize that

we are delivering more value?

Internal Business Processes

Have we improved key business processes so that we

can deliver more value to customers?

Learning and GrowthAre we maintaining our ability

to change and improve?

Performance Measures

What are ourfinancial goals?

What customers dowe want to serve andhow are we going towin and retain them?

What internal busi-ness processes arecritical to providingvalue to customers?

Vision and

Strategy

The Balanced Scorecard: Non-financial Measures

The balanced scorecard relies on non-financial measures in addition to financial measures for two reasons:

Financial measures are lagging indicators that summarize the results of past actions. Non-financial measures are leading indicators of future financial performance.

Financial measures are lagging indicators that summarize the results of past actions. Non-financial measures are leading indicators of future financial performance.

Top managers are ordinarily responsible for financial performance measures – not lower level managers. Non-financial measures are more likely to be understood and controlled by lower level managers.

Top managers are ordinarily responsible for financial performance measures – not lower level managers. Non-financial measures are more likely to be understood and controlled by lower level managers.

Example: The Balanced Scorecard

Employee skills in installing options

Number ofoptions

available

Time toinstall option

Customer satisfactionwith options

Number of cars sold

CM per car

Profit

Learningand Growth

Internal Business Processes

Customer

Financial

ROI and the Balanced Scorecard

It may not be obvious to managers how to increase sales, decrease costs, and decrease investments in a way that is consistent with the company’s strategy. A

well constructed balanced scorecard can provide managers with a road map that indicates how the

company intends to increase ROI.

Which internal business process

should be improved?

Which customers should be targeted

and how will they be attracted and

retained at a profit?

For Next Class

Review for Midterm Exam II

Homework Problem 1

At Davis Co. the required rate of return on operating assets is 8%.

The 2010 residual income of division B is $120,000, Margin is 25%, ROI is 20%.

Q: (1) What is Division B’s 2010 Turnover?

(2) What is Division B’s NOI?

(3) What is Division B’s AOA?

(4) What is Division B’s Sales?

Homework Problem 2

DFW Inc.’s required rate of return is 10%. In 2009, its Division A reported the following performance data: Residual Income = $18,000, Margin = 20%, Turnover = 1.5.

Q: (1) What is Division A’s ROI in 2009?

(2) What is Division A’s NOI in 2009?

(3) What is Division A’s AOA in 2009?

(4) What is Division A’s sales revenue in 2009?