Managerial Accounting
17th Edition
ISBN: 9781260247787
Author: Ray H. Garrison, Eric W. Noreen, Peter C. Brewer
Publisher: RENT MCG
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Question
Chapter 11, Problem 19P
1.
To determine
:
The advantages to breaking down the computation of return on investment into the margin and turnover.
2.
To determine
Return on Investment or asset: It establishes the relationship between the net income and the assets or capital employed. The ratio is used to measure the overall performance of an organization by looking at how efficiently an organization uses its resources.
Operating assets: Operating assets refer to those assets which are acquired by the company to support its ongoing business operations. These are the assets that contribute to generating revenue. For instance, cash,
:
The missing information, and comment on the relative performance of the three companies. Also, provide a recommendation about how to improve the ROI.
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Students have asked these similar questions
A. What are the four performance perspectives used in the balanced scorecard?
B. For each performance perspective above, list at least two strategic objectives.
2. A balanced scorecard has the following performance metrics:
Sales increase by region
Sales order pipeline
Market share
Salesperson training hours
Number of shipping errors
Number of new customers
New product development expenditures
Relative to the metric “increase sales”, which of these performance metrics are leading and which are lagging indicators?
View Policies A
Current Attempt in Progress
What is "balanced" in the balanced scorecard approach?
A
O The number of products produced.
O The number of defects found on each product.
O The amount of costs allocated to products.
O The emphasis on financial and non-financial performance measurements.
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Attempts: 0 of 1
A-1. Evaluate the performance of the two divisions assuming BMI users return on investment (ROI).
A-2. Which division had the better performance?
Chapter 11 Solutions
Managerial Accounting
Ch. 11 - Prob. 1QCh. 11 - Prob. 2QCh. 11 - Prob. 3QCh. 11 - Prob. 4QCh. 11 - Prob. 5QCh. 11 - Prob. 6QCh. 11 - Prob. 7QCh. 11 - Prob. 8QCh. 11 - Prob. 9QCh. 11 - Prob. 10Q
Ch. 11 - Prob. 1AECh. 11 - Prob. 2AECh. 11 - Prob. 1F15Ch. 11 - Prob. 2F15Ch. 11 - Prob. 3F15Ch. 11 - Prob. 4F15Ch. 11 - Prob. 5F15Ch. 11 - Prob. 6F15Ch. 11 - Prob. 7F15Ch. 11 - Prob. 8F15Ch. 11 - Prob. 9F15Ch. 11 - Prob. 10F15Ch. 11 - Prob. 11F15Ch. 11 - (
$1,000,000
300,000
700,000
500.000
$
200,000
...Ch. 11 - Prob. 13F15Ch. 11 - Prob. 14F15Ch. 11 - Prob. 15F15Ch. 11 - Prob. 1ECh. 11 - Prob. 2ECh. 11 - Prob. 3ECh. 11 - Prob. 4ECh. 11 - Prob. 5ECh. 11 - Prob. 6ECh. 11 - Prob. 7ECh. 11 - Prob. 8ECh. 11 -
EXERCISE 11-9 Return on Investment (ROI) and...Ch. 11 - Prob. 10ECh. 11 - Prob. 11ECh. 11 - Prob. 12ECh. 11 - Prob. 13ECh. 11 - Prob. 14ECh. 11 - Prob. 15ECh. 11 - Prob. 16ECh. 11 - Prob. 17PCh. 11 - Prob. 18PCh. 11 - Prob. 19PCh. 11 - Prob. 20PCh. 11 - Prob. 21PCh. 11 - Prob. 22PCh. 11 - Prob. 23PCh. 11 - Prob. 24PCh. 11 - Prob. 25PCh. 11 - Prob. 26C
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Similar questions
- Problem #13: Balanced Scorecard a. b. Define a KPI c. Pick a real world company and give an example of a KPI for each balanced scorecard area for that company.arrow_forwardExercise 10-12 Evaluating New Investments Using Return on Investment (ROI) and Residual Income (LO10-1, LO10-2] Selected sales and operating data for three divisions of different structural engineering firms are given as follows: Division A $ 6,300,000 $ 1,260,000 340,200 Division B $ 10,300,000 $ 5,150,000 968,200 18.80% Division C $ 9,400,000 $ 1,880,000 24 Sales Average operating assets Net operating income Minimum required rate of return 2$ 249,100 20.00% 17.00% Required: 1. Compute the return on investment (ROI) for each division using the formula stated in terms of margin and turnover. 2. Compute the residual income (loss) for each division. 3. Assume that each division is presented with an investment opportunity that would yield a 20% rate of return. a. If performance is being measured by ROI, which division or divisions will probably accept or reject the opportunity? b. If performance is being measured by residual income, which division or divisions will probably accept or…arrow_forwardWhich of the following is not a criticism of using ROI as the only performance measure? 16 Multiple Cholce Ask It may Incentivize short-term decisions at the expense of long-term planning It may Incentivize employees to act in ways that are consistent with the overall goals and objectives of the organization. It may Incentlvize decistons that are effective at the divislon-level, but not necessartly at the enterprise-level It may be too rellant on subjective or arbitrary allocations of capital.arrow_forward
- Classify the performance measures below into the most likely balanced scorecard perspective towhich it relates: customer (C), internal processes (P), innovation and growth (I), or financial (F). Defective products madearrow_forwardDescribing the balanced scorecard and identifying key performance indicators for each perspective Consider the following key performance indicators, and classify each according to the balanced scorecard perspective it addresses. Choose from a financial perspective, customer perspective, internal business perspective, or learning and growth perspective. Number of employee suggestions implemented Revenue growth Number of on-time deliveries Percentage of salesforce with access to real-time inventory levels Customer satisfaction ratings Number of defects found during the manufacturing Number of warranty claims Return on investment Variable cost per unit Percentage of market share Number of hours of employee training Number of new products developed Yield rate (number of units produced per hour) Average repair time Employee satisfaction Number of repeat customersarrow_forwardChoose the one correct answer: The measurement, % of market share, would most likely be placed in which perspective of Balanced Scorecard? A. FinancialB. CustomerC. Learning & GrowthD. Product Innovation Which of the following activities should be reduced or eliminated in order that manufacturing efficiency increases?A. Training of LaborersB. Moving time of work-in process materials from one work station to another.C. None of the above.D. Amount of time consumed by a laborer to add new features to the product. All are financial measures, except:Reduction of past due accountsEarnings per shareMarket shareRevenue growtharrow_forward
- Understanding the relationships in the expanded contribution margin model may be the singlemost important concept developed in managerial accounting. The model presented here provides a structure for explaining, in a consistent manner, the effect on operating income of changesin selling price, variable expenses, fixed expenses, or the volume of activity. As you study theseexamples, you will notice that four relationships are constantly interacting with one another:1. Revenue −Variable expenses 5 Contribution margin.2. Contribution margin / Revenue 5 Contribution margin ratio.3. Total contribution margin depends on the volume of activity.4. Contribution margin must cover fixed expenses before an operating income is earned.Your goals are to identify these relationships in every cost–volume–profit question and appreciatetheir interaction as a way of thinking that becomes second nature for you. Once you can visualize thisinteraction of these relationships, you are well on your way to…arrow_forwardInstructions 1.Based on the balanced scorecard and the following descriptions of the predicted relationships between strategic objectives, draw the scorecards strategy map. a.Training employees effectively and reducing employee turnover can both be expected to improve returns processing and reduce shipping errors. b.Both improving returns processing and reducing shipping errors can be expected to delight the customer. c.Delighting the customer can be expected to increase market share. 2.Based on the balanced scorecard and the following descriptions of the predicted relationships between performance metrics, draw the scorecards measure map. a.Median training hours per employee and average employee tenure will both influence hours from returned to refunded and number of erroneous shipments. b.Both hours from returned to refunded and number of erroneous shipments will affect percentage of customers who shop again and online customer satisfaction rating. c.Both percentage of customers who shop again and online customer satisfaction rating will influence the companys market share. 3.Label each element of the balanced scorecard.arrow_forward(Appendix 11A) Balanced Scorecard The following list gives a number of measures associated with the Balanced Scorecard: a. Number of new customers b. Percentage of customer complaints resolved with one contact c. Unit product cost d. Cost per distribution channel e. Suggestions per employee f. Warranty repair costs g. Consumer satisfaction (from surveys) h. Cycle time for solving a customer problem i. Strategic job coverage ratio j. On-time delivery percentage k. Percentage of revenues from new products Required: 1. Classify each performance measure as belonging to one of the following perspectives: financial, customer, internal business process, or learning and growth. 2. Suggest an additional measure for each of the four perspectives.arrow_forward
- Which of the following objectives would likely be associated with the customer perspective of the balanced scorecard? a. Increasing post-sales service efficiency b. Decreasing product development cycle time c. Reducing distribution channel cost d. Increasing delivery reliabilityarrow_forwardContinuous improvement is the governing principle of a lean accounting system. Following are several performance measures. Some of these measures would be associated with a traditional standard-costing accounting system, and some would be associated with a lean accounting system. a. Materials price variances b. Cycle time c. Comparison of actual product costs with target costs d. Materials quantity or efficiency variances e. Comparison of actual product costs over time (trend reports) f. Comparison of actual overhead costs, item by item, with the corresponding budgeted costs g. Comparison of product costs with competitors product costs h. Percentage of on-time deliveries i. First-time through j. Reports of value- and non-value-added costs k. Labor efficiency variances l. Days of inventory m. Downtime n. Manufacturing cycle efficiency (MCE) o. Unused (available) capacity variance p. Labor rate variance q. Using a sister plants best practices as a performance standard Required: 1. Classify each measure as lean or traditional (standard costing). If traditional, discuss the measures limitations for a lean environment. If it is a lean measure, describe how the measure supports the objectives of lean manufacturing. 2. Classify the measures into operational (nonfinancial) and financial categories. Explain why operational measures are better for control at the shop level (production floor) than financial measures. Should any financial measures be used at the operational level? 3. Suggest some additional measures that you would like to see added to the list that would be supportive of lean objectives.arrow_forward72 Inc. has developed a balanced scorecard with the following performance metrics: Total sales Employee turnover Market share Number of shipping errors Median training hours per employee Number of new customers Relative to the metric customer satisfaction ratings, which of these performance metrics are leading indicators and which are lagging indicators?arrow_forward
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