ABC plc, a group operating retail stores, is compiling its budget statements for the next year. In this exercise revenues and costs at each store A, B and C are predicted. Additionally, all central costs of warehousing and a head office are allocated across the three stores in order to arrive at a total cost and net profit of each store operation. In earlier years the central costs were allocated in total based on the total sales value of each store. But as a result of dissatisfaction expressed by some store man- agers alternative methods are to be evaluated. The predicted results before any re-allocation of central costs are as follows: A В (£000) (£000) (000) 5000 3000 1900 1100 Sales Costs of sales Gross margin Local operating expenses Variable Fixed Operating profit 4000 2300 1700 2800 2200 660 730 310 500 290 700 600 370 840 The central costs which are to be allocated are: (£000) Warehouse costs: Depreciation Storage Operating and despatch Delivery Head office: Salaries 100 80 120 300 200 Advertising Establishment Total 80 120 1000 The management accountant has carried out discussions with staff at all locations in order to identify more suitable 'cost drivers' of some of the central costs. So far the following has been revealed. A В Number of despatches Total delivery distances (thousand miles) Storage space occupied (%) 550 70 450 520 50 90 40 30 30 An analysis of senior management time revealed that 10% of their time was devoted to warehouse issues with the remainder shared equally between the three stores. 1. 2. It was agreed that the only basis on which to allocate the advertising costs was sales revenue. 3. Establishment costs were mainly occupancy costs of senior management. This analysis has been carried out against a background of developments in the com- pany, for example, automated warehousing and greater integration with suppliers.

FINANCIAL ACCOUNTING
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Chapter1: Financial Statements And Business Decisions
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ABC plc, a group operating retail stores, is compiling its budget statements for the
next year. In this exercise revenues and costs at each store A, B and C are predicted.
Additionally, all central costs of warehousing and a head office are allocated across
the three stores in order to arrive at a total cost and net profit of each store operation.
In earlier years the central costs were allocated in total based on the total sales
value of each store. But as a result of dissatisfaction expressed by some store man-
agers alternative methods are to be evaluated.
The predicted results before any re-allocation of central costs are as follows:
A
В
(£000)
(£000)
(000)
Sales
Costs of sales
Gross margin
Local operating expenses
Variable
5000
4000
3000
2800
2300
1700
1900
2200
1100
660
730
310
600
370
Fixed
700
500
Operating profit
840
290
The central costs which are to be allocated are:
(£000)
Warehouse costs:
Depreciation
Storage
Operating and despatch
Delivery
Head office:
Salaries
100
80
120
300
200
Advertising
Establishment
80
120
Total
1000
The management accountant has carried out discussions with staff at all locations
in order to identify more suitable 'cost drivers' of some of the central costs. So far
the following has been revealed.
A
В
Number of despatches
Total delivery distances (thousand miles)
Storage space occupied (%)
550
450
520
70
50
90
40
30
30
1.
An analysis of senior management time revealed that 10% of their time was
devoted to warehouse issues with the remainder shared equally between the
three stores.
2. It was agreed that the only basis on which to allocate the advertising costs was
sales revenue.
3. Establishment costs were mainly occupancy costs of senior management.
This analysis has been carried out against a background of developments in the com-
pany, for example, automated warehousing and greater integration with suppliers.
Transcribed Image Text:ABC plc, a group operating retail stores, is compiling its budget statements for the next year. In this exercise revenues and costs at each store A, B and C are predicted. Additionally, all central costs of warehousing and a head office are allocated across the three stores in order to arrive at a total cost and net profit of each store operation. In earlier years the central costs were allocated in total based on the total sales value of each store. But as a result of dissatisfaction expressed by some store man- agers alternative methods are to be evaluated. The predicted results before any re-allocation of central costs are as follows: A В (£000) (£000) (000) Sales Costs of sales Gross margin Local operating expenses Variable 5000 4000 3000 2800 2300 1700 1900 2200 1100 660 730 310 600 370 Fixed 700 500 Operating profit 840 290 The central costs which are to be allocated are: (£000) Warehouse costs: Depreciation Storage Operating and despatch Delivery Head office: Salaries 100 80 120 300 200 Advertising Establishment 80 120 Total 1000 The management accountant has carried out discussions with staff at all locations in order to identify more suitable 'cost drivers' of some of the central costs. So far the following has been revealed. A В Number of despatches Total delivery distances (thousand miles) Storage space occupied (%) 550 450 520 70 50 90 40 30 30 1. An analysis of senior management time revealed that 10% of their time was devoted to warehouse issues with the remainder shared equally between the three stores. 2. It was agreed that the only basis on which to allocate the advertising costs was sales revenue. 3. Establishment costs were mainly occupancy costs of senior management. This analysis has been carried out against a background of developments in the com- pany, for example, automated warehousing and greater integration with suppliers.
Required:
As the management accountant prepare a report for the management of the group which:
(a) Computes the budgeted net profit of each store based on the sales value allocation base originally adopted and
explains 'cost driver', 'volume' and 'complexity' issues in relation to cost allocation commenting on the possible
implications of the dissatisfaction expressed.
(b) Computes the budgeted net profit of each store using the additional information provided, discusses the extent
to which an improvement has been achieved in the information on the costs and profitability of running the
stores and comments on the results.
Transcribed Image Text:Required: As the management accountant prepare a report for the management of the group which: (a) Computes the budgeted net profit of each store based on the sales value allocation base originally adopted and explains 'cost driver', 'volume' and 'complexity' issues in relation to cost allocation commenting on the possible implications of the dissatisfaction expressed. (b) Computes the budgeted net profit of each store using the additional information provided, discusses the extent to which an improvement has been achieved in the information on the costs and profitability of running the stores and comments on the results.
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