2. 11-2
Cost, Profit, and Investments Centers
Responsibility
Center
Cost
Center
Profit
Center
Investment
Center
Cost, profit,
and investment
centers are all
known as
responsibility
centers.
3. 11-3
Cost Center
A segment whose manager has control over
costs, but not over revenues or investment
funds.
4. 11-4
Profit Center
A segment whose
manager has control
over both costs and
revenues,
but no control over
investment funds.
Revenues
Sales
Interest
Other
Costs
Mfg. costs
Commissions
Salaries
Other
5. 11-5
Investment Center
A segment whose
manager has control
over costs,
revenues, and
investments in
operating assets.
Corporate Headquarters
6. 11-6
Responsibility Centers
Salty Snacks
Product Manger
Bottling Plant
Manager
Warehouse
Manager
Distribution
Manager
Beverages
Product Manager
Confections
Product Manager
Operations
Vice President
Finance
Chief FInancial Officer
Legal
General Counsel
Personnel
Vice President
Superior Foods Corporation
Corporate Headquarters
President and CEO
Cost
Centers
Investment
Centers
Superior Foods Corporation provides an example of the
various kinds of responsibility centers that exist in an
organization.
7. 11-7
Responsibility Centers
Salty Snacks
Product Manger
Bottling Plant
Manager
Warehouse
Manager
Distribution
Manager
Beverages
Product Manager
Confections
Product Manager
Operations
Vice President
Finance
Chief FInancial Officer
Legal
General Counsel
Personnel
Vice President
Superior Foods Corporation
Corporate Headquarters
President and CEO
Superior Foods Corporation provides an example of the
various kinds of responsibility centers that exist in an
organization.
Profit
Centers
8. 11-8
Responsibility Centers
Salty Snacks
Product Manger
Bottling Plant
Manager
Warehouse
Manager
Distribution
Manager
Beverages
Product Manager
Confections
Product Manager
Operations
Vice President
Finance
Chief FInancial Officer
Legal
General Counsel
Personnel
Vice President
Superior Foods Corporation
Corporate Headquarters
President and CEO
Cost
Centers
Superior Foods Corporation provides an example of the
various kinds of responsibility centers that exist in an
organization.
9. 11-9
Decentralization and
Segment Reporting
A segment is any part
or activity of an
organization about
which a manager
seeks cost, revenue, or
profit data. A
segment can be . . .
Quick Mart
An Individual Store
A Sales Territory
A Service Center
10. 11-10
Superior Foods: Geographic Regions
East
$75,000,000
Oregon
$45,000,000
Washington
$50,000,000
California
$120,000,000
Mountain States
$85,000,000
West
$300,000,000
Midwest
$55,000,000
South
$70,000,000
Superior Foods Corporation
$500,000,000
Superior Foods Corporation could segment its business
by geographic regions.
11. 11-11
Superior Foods: Customer Channel
Convenience Stores
$80,000,000
Supermarket Chain A
$85,000,000
Supermarket Chain B
$65,000,000
Supermarket Chain C
$90,000,000
Supermarket Chain D
$40,000,000
Supermarket Chains
$280,000,000
Wholesale Distributors
$100,000,000
Drugstores
$40,000,000
Superior Foods Corporation
$500,000,000
Superior Foods Corporation could segment its business
by customer channel.
12. 11-12
Keys to Segmented Income Statements
There are two keys to building
segmented income statements:
A contribution format should be used
because it separates fixed from variable
costs and it enables the calculation of a
contribution margin.
Traceable fixed costs should be separated
from common fixed costs to enable the
calculation of a segment margin.
13. 11-13
Identifying Traceable Fixed Costs
Traceable costs arise because of the
existence of a particular segment and would
disappear over time if the segment itself
disappeared.
No computer
division means . . .
No computer
division manager.
14. 11-14
Identifying Common Fixed Costs
Common costs arise because of the overall
operation of the company and would not
disappear if any particular segment were
eliminated.
No computer
division but . . .
We still have a
company president.
15. 11-15
Traceable Costs Can Become
Common Costs
It is important to realize that the traceable
fixed costs of one segment may be a
common fixed cost of another segment.
For example, the landing fee
paid to land an airplane at an
airport is traceable to the
particular flight, but it is not
traceable to first-class,
business-class, and
economy-class passengers.
16. 11-16
Segment Margin
The segment margin, which is computed by
subtracting the traceable fixed costs of a
segment from its contribution margin, is the
best gauge of the long-run profitability of a
segment.
Time
Profits
18. 11-18
Levels of Segmented Statements
Let’s look more closely at the Television
Division’s income statement.
Webber, Inc. has two divisions.
Computer Division Television Division
Webber, Inc.
19. 11-19
Levels of Segmented Statements
Our approach to segment reporting uses the
contribution format.
Income Statement
Contribution Margin Format
Television Division
Sales 300,000
$
Variable COGS 120,000
Other variable costs 30,000
Total variable costs 150,000
Contribution margin 150,000
Traceable fixed costs 90,000
Division margin 60,000
$
Cost of goods
sold consists of
variable
manufacturing
costs.
Fixed and
variable costs
are listed in
separate
sections.
20. 11-20
Levels of Segmented Statements
Segment margin
is Television’s
contribution
to profits.
Our approach to segment reporting uses the
contribution format.
Income Statement
Contribution Margin Format
Television Division
Sales 300,000
$
Variable COGS 120,000
Other variable costs 30,000
Total variable costs 150,000
Contribution margin 150,000
Traceable fixed costs 90,000
Division margin 60,000
$
Contribution margin
is computed by
taking sales minus
variable costs.
21. 11-21
Levels of Segmented Statements
Income Statement
Company Television Computer
Sales 500,000
$ 300,000
$ 200,000
$
Variable costs 230,000 150,000 80,000
CM 270,000 150,000 120,000
Traceable FC 170,000 90,000 80,000
Division margin 100,000 60,000
$ 40,000
$
Common costs
Net operating
income
22. 11-22
Levels of Segmented Statements
Income Statement
Company Television Computer
Sales 500,000
$ 300,000
$ 200,000
$
Variable costs 230,000 150,000 80,000
CM 270,000 150,000 120,000
Traceable FC 170,000 90,000 80,000
Division margin 100,000 60,000
$ 40,000
$
Common costs 25,000
Net operating
income 75,000
$
Common costs should not
be allocated to the
divisions. These costs
would remain even if one
of the divisions were
eliminated.
23. 11-23
Traceable Costs Can Become
Common Costs
As previously mentioned, fixed costs that
are traceable to one segment can become
common if the company is divided into
smaller segments.
Let’s see how this works
using the Webber, Inc.
example!
24. 11-24
Traceable Costs Can Become
Common Costs
Product
Lines
Webber’s Television Division
Regular Big Screen
Television
Division
25. 11-25
Traceable Costs Can Become
Common Costs
We obtained the following information from
the Regular and Big Screen segments.
Income Statement
Television
Division Regular Big Screen
Sales 200,000
$ 100,000
$
Variable costs 95,000 55,000
CM 105,000 45,000
Traceable FC 45,000 35,000
Product line margin 60,000
$ 10,000
$
Common costs
Divisional margin
26. 11-26
Income Statement
Television
Division Regular Big Screen
Sales 300,000
$ 200,000
$ 100,000
$
Variable costs 150,000 95,000 55,000
CM 150,000 105,000 45,000
Traceable FC 80,000 45,000 35,000
Product line margin 70,000 60,000
$ 10,000
$
Common costs 10,000
Divisional margin 60,000
$
Traceable Costs Can Become
Common Costs
Fixed costs directly traced
to the Television Division
$80,000 + $10,000 = $90,000
27. 11-27
External Reports
The Financial Accounting Standards Board now requires
that companies in the United States include segmented
financial data in their annual reports.
1. Companies must report segmented
results to shareholders using the same
methods that are used for internal
segmented reports.
2. Since the contribution approach to
segment reporting does not comply
with GAAP, it is likely that some
managers will choose to construct
their segmented financial statements
using the absorption approach to
comply with GAAP.
28. 11-28
Common Costs and Segments
Segment
1
Segment
3
Segment
4
Segment
2
Common costs should not be arbitrarily allocated to segments
based on the rationale that “someone has to cover the
common costs” for two reasons:
1. This practice may make a profitable business segment appear
to be unprofitable.
2. Allocating common fixed costs forces managers to be held
accountable for costs they cannot control.
29. 11-29
Income Statement
Haglund's
Lakeshore Bar Restaurant
Sales 800,000
$ 100,000
$ 700,000
$
Variable costs 310,000 60,000 250,000
CM 490,000 40,000 450,000
Traceable FC 246,000 26,000 220,000
Segment margin 244,000 14,000
$ 230,000
$
Common costs 200,000
Profit 44,000
$
Quick Check
Assume that Hoagland's Lakeshore prepared its
segmented income statement as shown.
30. 11-30
Quick Check
How much of the common fixed cost of $200,000
can be avoided by eliminating the bar?
a. None of it.
b. Some of it.
c. All of it.
31. 11-31
Quick Check
How much of the common fixed cost of $200,000
can be avoided by eliminating the bar?
a. None of it.
b. Some of it.
c. All of it.
A common fixed cost cannot be
eliminated by dropping one of
the segments.
32. 11-32
Quick Check
Suppose square feet is used as the basis for
allocating the common fixed cost of $200,000. How
much would be allocated to the bar if the bar
occupies 1,000 square feet and the restaurant 9,000
square feet?
a. $20,000
b. $30,000
c. $40,000
d. $50,000
33. 11-33
Quick Check
Suppose square feet is used as the basis for
allocating the common fixed cost of $200,000. How
much would be allocated to the bar if the bar
occupies 1,000 square feet and the restaurant 9,000
square feet?
a. $20,000
b. $30,000
c. $40,000
d. $50,000
The bar would be
allocated 1/10 of the cost
or $20,000.
34. 11-34
Quick Check
If Hoagland's allocates its common
costs to the bar and the restaurant,
what would be the reported profit of
each segment?
35. 11-35
Income Statement
Haglund's
Lakeshore Bar Restaurant
Sales 800,000
$ 100,000
$ 700,000
$
Variable costs 310,000 60,000 250,000
CM 490,000 40,000 450,000
Traceable FC 246,000 26,000 220,000
Segment margin 244,000 14,000 230,000
Common costs 200,000 20,000 180,000
Profit 44,000
$ (6,000)
$ 50,000
$
Allocations of Common Costs
Hurray, now everything adds up!!!
37. 11-37
Should the bar be eliminated?
a. Yes
b. No
Quick Check
Income Statement
Haglund's
Lakeshore Bar Restaurant
Sales 700,000
$ 700,000
$
Variable costs 250,000 250,000
CM 450,000 450,000
Traceable FC 220,000 220,000
Segment margin 230,000 230,000
Common costs 200,000 200,000
Profit 30,000
$ 30,000
$
The profit was $44,000 before
eliminating the bar. If we eliminate
the bar, profit drops to $30,000!
38. 11-38
Return on Investment (ROI) Formula
ROI =
Net operating income
Average operating assets
Cash, accounts receivable, inventory,
plant and equipment, and other
productive assets.
Income before interest
and taxes (EBIT)
39. 11-39
Net Book Value versus Gross Cost
Most companies use the net book value of
depreciable assets to calculate average
operating assets.
Acquisition cost
Less: Accumulated depreciation
Net book value
40. 11-40
Understanding ROI
ROI =
Net operating income
Average operating assets
Margin =
Net operating income
Sales
Turnover =
Sales
Average operating assets
ROI = Margin Turnover
41. 11-41
Increasing ROI – An Example
Regal Company reports the following:
Net operating income $ 30,000
Average operating assets $ 200,000
Sales $ 500,000
Operating expenses $ 470,000
ROI = Margin Turnover
Net operating income
Sales
Sales
Average operating assets
×
ROI =
What is Regal Company’s ROI?
42. 11-42
Increasing ROI – An Example
$30,000
$500,000
×
$500,000
$200,000
ROI =
6% 2.5 = 15%
ROI =
ROI = Margin Turnover
Net operating income
Sales
Sales
Average operating assets
×
ROI =
43. 11-43
Investing in Operating Assets to
Increase Sales
Assume that Regal's manager invests in a $30,000
piece of equipment that increases sales by
$35,000, while increasing operating expenses
by $15,000.
Let’s calculate the new ROI.
Regal Company reports the following:
Net operating income $ 50,000
Average operating assets $ 230,000
Sales $ 535,000
Operating expenses $ 485,000
44. 11-44
Investing in Operating Assets to
Increase Sales
$50,000
$535,000
×
$535,000
$230,000
ROI =
9.35% 2.33 = 21.8%
ROI =
ROI increased from 15% to 21.8%.
ROI = Margin Turnover
Net operating income
Sales
Sales
Average operating assets
×
ROI =
45. 11-45
Major Criticism of ROI
Managers evaluated on ROI
may reject profitable
investment opportunities.
46. 11-46
Residual Income - Another Measure of
Performance
Net operating income
above some minimum
return on operating
assets
48. 11-48
Residual Income – An Example
•The Retail Division of Zephyr, Inc. has
average operating assets of $100,000 and is
required to earn a return of 20% on these
assets.
•In the current period, the division earns
$30,000.
Let’s calculate residual income.
49. 11-49
Residual Income – An Example
Operating assets 100,000
$
Required rate of return × 20%
Minimum required return 20,000
$
Actual income 30,000
$
Minimum required return (20,000)
Residual income 10,000
$
50. 11-50
Motivation and Residual Income
Residual income encourages managers to
make profitable investments that would
be rejected by managers using ROI.
51. 11-51
Quick Check
Redmond Awnings, a division of Wrap-up Corp.,
has a net operating income of $60,000 and
average operating assets of $300,000. The
required rate of return for the company is 15%.
What is the division’s ROI?
a. 25%
b. 5%
c. 15%
d. 20%
52. 11-52
Quick Check
Redmond Awnings, a division of Wrap-up Corp.,
has a net operating income of $60,000 and
average operating assets of $300,000. The
required rate of return for the company is 15%.
What is the division’s ROI?
a. 25%
b. 5%
c. 15%
d. 20%
ROI = NOI/Average operating assets
= $60,000/$300,000 = 20%
53. 11-53
Quick Check
Redmond Awnings, a division of Wrap-up
Corp., has a net operating income of $60,000
and average operating assets of $300,000. If
the manager of the division is evaluated
based on ROI, will she want to make an
investment of $100,000 that would generate
additional net operating income of $18,000
per year?
a. Yes
b. No
54. 11-54
Quick Check
Redmond Awnings, a division of Wrap-up
Corp., has a net operating income of $60,000
and average operating assets of $300,000. If
the manager of the division is evaluated
based on ROI, will she want to make an
investment of $100,000 that would generate
additional net operating income of $18,000
per year?
a. Yes
b. No
ROI = $78,000/$400,000 = 19.5%
This lowers the division’s ROI from
20.0% down to 19.5%.
55. 11-55
Quick Check
The company’s required rate of return is
15%. Would the company want the manager
of the Redmond Awnings division to make
an investment of $100,000 that would
generate additional net operating income of
$18,000 per year?
a. Yes
b. No
56. 11-56
Quick Check
The company’s required rate of return is
15%. Would the company want the manager
of the Redmond Awnings division to make
an investment of $100,000 that would
generate additional net operating income of
$18,000 per year?
a. Yes
b. No
ROI = $18,000/$100,000 = 18%
The return on the investment
exceeds the minimum required rate
of return.
57. 11-57
Quick Check
Redmond Awnings, a division of Wrap-up Corp.,
has a net operating income of $60,000 and
average operating assets of $300,000. The
required rate of return for the company is 15%.
What is the division’s residual income?
a. $240,000
b. $ 45,000
c. $ 15,000
d. $ 51,000
58. 11-58
Quick Check
Redmond Awnings, a division of Wrap-up Corp.,
has a net operating income of $60,000 and
average operating assets of $300,000. The
required rate of return for the company is 15%.
What is the division’s residual income?
a. $240,000
b. $ 45,000
c. $ 15,000
d. $ 51,000
Net operating income $60,000
Required return (15% of $300,000) (45,000)
Residual income $15,000
59. 11-59
Quick Check
If the manager of the Redmond Awnings
division is evaluated based on residual
income, will she want to make an investment
of $100,000 that would generate additional
net operating income of $18,000 per year?
a. Yes
b. No
60. 11-60
Quick Check
If the manager of the Redmond Awnings
division is evaluated based on residual
income, will she want to make an investment
of $100,000 that would generate additional
net operating income of $18,000 per year?
a. Yes
b. No
Net operating income $78,000
Required return (15% of $400,000) (60,000)
Residual income $18,000
Yields an increase of $3,000 in the residual income.
61. 11-61
Divisional Comparisons and Residual
Income
The residual
income approach
has one major
disadvantage.
It cannot be used
to compare the
performance of
divisions of
different sizes.
62. 11-62
Zephyr, Inc. - Continued
Retail Wholesale
Operating assets 100,000
$ 1,000,000
$
Required rate of return × 20% 20%
Minimum required return 20,000
$ 200,000
$
Retail Wholesale
Actual income 30,000
$ 220,000
$
Minimum required return (20,000) (200,000)
Residual income 10,000
$ 20,000
$
Recall the following
information for the Retail
Division of Zephyr, Inc.
Assume the following
information for the Wholesale
Division of Zephyr, Inc.
63. 11-63
Zephyr, Inc. - Continued
Retail Wholesale
Operating assets 100,000
$ 1,000,000
$
Required rate of return × 20% 20%
Minimum required return 20,000
$ 200,000
$
Retail Wholesale
Actual income 30,000
$ 220,000
$
Minimum required return (20,000) (200,000)
Residual income 10,000
$ 20,000
$
The residual income numbers suggest that the Wholesale Division outperformed
the Retail Division because its residual income is $10,000 higher. However, the
Retail Division earned an ROI of 30% compared to an ROI of 22% for the
Wholesale Division. The Wholesale Division’s residual income is larger than the
Retail Division simply because it is a bigger division.
Editor's Notes
Chapter 11: Performance Measurement in Decentralized Organizations
Managers in large organizations have to delegate some decisions to those who are at lower levels in the organization. This chapter explains how responsibility accounting systems, return on investment (ROI), residual income, operating performance measures, and the balanced scorecard are used to help control decentralized organizations.
Responsibility accounting systems link lower-level managers’ decision-making authority with accountability for the outcomes of those decisions. The term responsibility center is used for any part of an organization whose manager has control over, and is accountable for cost, profit, or investments. The three primary types of responsibility centers are cost centers, profit centers, and investment centers.
The manager of a cost center has control over costs, but not over revenue or investment funds.
Service departments such as accounting, general administration, legal, and personnel are usually classified as cost centers, as are manufacturing facilities. Standard cost variances and flexible budget variances, such as those discussed in Chapters 10 and 11, are often used to evaluate cost center performance.
The manager of a profit center has control over both costs and revenue. Profit center managers are often evaluated by comparing actual profit to targeted or budgeted profit. An example of a profit center is a company’s cafeteria.
The manager of an investment center has control over cost, revenue, and investments in operating assets. Investment center managers are often evaluated using return on investment (ROI) or residual income (discussed later in this chapter). An example of an investment center would be the corporate headquarters.
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An investment center’s performance is often evaluated using a measure called return on investment (ROI). ROI is defined as net operating income divided by average operating assets.
Net operating income is income before taxes and is sometimes referred to as earnings before interest and taxes (EBIT). Operating assets include cash, accounts receivable, inventory, plant and equipment, and all other assets held for operating purposes.
Net operating income is used in the numerator because the denominator consists only of operating assets.
The operating asset base used in the formula is typically computed as the average of the operating assets (beginning assets + ending assets/2).
Most companies use the net book value (i.e., acquisition cost less accumulated depreciation) of depreciable assets to calculate average operating assets. With this approach, ROI mechanically increases over time as the accumulated depreciation increases. Replacing a fully-depreciated asset with a new asset will decrease ROI.
An alternative to using net book value is the use of the gross cost of the asset, which ignores accumulated depreciation. With this approach, ROI does not grow automatically over time, rather it stays constant; thus, replacing a fully-depreciated asset does not adversely affect ROI.
DuPont pioneered the use of ROI and recognized the importance of looking at the components of ROI, namely margin and turnover.
Margin is computed as shown and is improved by increasing sales or reducing operating expenses. The lower the operating expenses per dollar of sales, the higher the margin earned.
Turnover is computed as shown. It incorporates a crucial area of a manager’s responsibility – the investment in operating assets. Excessive funds tied up in operating assets depress turnover and lower ROI.
Assume that Regal Company reports net operating income of $30,000; average operating assets of $200,000; sales of $500,000; and operating expenses of $470,000. What is Regal Company’s ROI?
Given this information, its current ROI is 15%.
The fourth way to increase ROI is to invest in operating assets to increase sales.
Assume that Regal's manager invests $30,000 in a piece of equipment that increases sales by $35,000 while increasing operating expenses by $15,000.
Let’s calculate the new ROI.
In this case, the ROI increases from 15% to 21.8%.
Just telling managers to increase ROI may not be enough. Managers may not know how to increase ROI in a manner that is consistent with the company’s strategy.
This is why ROI is best used as part of a balanced scorecard.
A manager who takes over a business segment typically inherits many committed costs over which the manager has no control. This may make it difficult to assess this manager relative to other managers.
A manager who is evaluated based on ROI may reject investment opportunities that are profitable for the whole company but that would have a negative impact on the manager’s performance evaluation.
Residual income is the net operating income that an investment center earns above the minimum required return on its assets.
Economic Value Added (EVA) is an adaptation of residual income. We will not distinguish between the two terms in this class.
The equation for computing residual income is as shown. Notice that this computation differs from ROI. ROI measures net operating income earned relative to the investment in average operating assets. Residual income measures net operating income earned less the minimum required return on average operating assets.
Assume the information for a division of Zephyr, Inc. is as follows. The Retail Division of Zephyr, Inc. has average operating assets of $100,000 and is required to earn a return of 20% on these assets. In the current period, the division earns $30,000.
Let’s calculate residual income.
The residual income of $10,000 is computed by subtracting the minimum required return of $20,000 from the actual income of $30,000.
The residual income approach encourages managers to make investments that are profitable for the entire company but that would be rejected by managers who are evaluated using the ROI formula.
It motivates managers to pursue investments where the ROI associated with those investments exceeds the company’s minimum required return but is less than the ROI being earned by the managers.
Redmond Awnings, a division of Wrap-up Corp., has a net operating income of $60,000 and average operating assets of $300,000. The required rate of return for the company is 15%. What is the division’s ROI?
The ROI is 20%.
If the manager of the division is evaluated based on ROI, will she want to make an investment of $100,000 that would generate additional net operating income of $18,000 per year?
No, she would not want to invest in this project because its return is 18%, which would reduce her division’s ROI from 20% to 19.5%.
The company’s required rate of return is fifteen percent. Would the company want the manager of the Redmond Awnings division to make an investment of $100,000 that would generate additional net operating income of $18,000 per year?
Yes, she would want to invest in this project because the return on the investment exceeds the minimum required rate of return.
Review this question. What is the division’s residual income?
The residual income is $15,000.
If the manager of the Redmond Awnings division is evaluated based on residual income, will she want to make an investment of $100,000 that would generate additional net operating income of $18,000 per year?
Yes, she would want to invest in this project because it will increase the residual income by $3,000.
The residual income approach has one major disadvantage. It cannot be used to compare the performance of divisions of different sizes.
Recall that the Retail Division of Zephyr had average operating assets of $100,000, a minimum required rate of return of 20%, net operating income of $30,000, and residual income of $10,000.
Assume that the Wholesale Division of Zephyr had average operating assets of $1,000,000, a minimum required rate of return of 20%, net operating income of $220,000, and residual income of $20,000.
The residual income numbers suggest that the Wholesale Division outperformed the Retail Division because its residual income is $10,000 higher. However, the Retail Division earned an ROI of 30% compared to an ROI of 22% for the Wholesale Division. The Wholesale Division’s residual income is larger than the Retail Division simply because it is a bigger division.