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Proposed Plan for Presentation Acknowledgements Period of Desk & Empirical Survey Emerging Imperatives in Liberalised Environment The Problem Objectives of Research Study Review of Literature TP Determination Practices TPS and Organisation Structure Role of TPS in Delegation of Authority and Motivation TPS and Goal Congruence Conclusions & Recommendation for Future Research
Acknowledgement
Prof. G. Sinha, University of Calcutta; Prof. Michael Bromwich, CIMA Pof. at London School of Economics; Prof. Miles B. Gietzman, London School of Economics;
Officials of Organisations, studied during empirical survey; Libraries of CU, IIM (C), BDHC, USIC, ICAI, ICWAI, ISI, B. L. & Co. Ltd. and National Library, Kolkata; and
Empirical Survey
Twenty-seven Business Organisations in India during 1995 to 1997 (out of sixty-four, identified to be practising Transfer Pricing System)
11% 7%
60%
Business Environment
Yesterday First four decades after independence India kept
her industries insulated from global competition
She evolved her own brand of self-sufficiency Self-sufficiency does not mean inefficiency The inevitable happened The historic process of liberalisation and
integration with the global economy started with the dawn of nineties
Business Environment 2
Today
Exposure to sever global competition. Technology explosion is increasing emphasis on productivity Consumerism, manifold options to choose from Earlier formula of Price = Cost + Pre-determined is being replaced by the market driven reality: Selling Price = Value critically measured by customers for the utility offered Return = Interest, Profit, Capital Appreciation, and Retentions for meeting term liabilities future business expansion. Thus Cost = Residue to be shared by other inputs and hence is the Target for Value Management
Business Environment 3
Tomorrow
Harder time ahead for Enterprise and not Customers Competitive edge will shift from products to technical skill Obsolescence galore Demand for accountability and transparency will redefine the concept of fiscal and corporate governance Disinvestment from and hostile takeover of inefficiently managed units will be inevitable Jobs will revolve around thinking, innovation and creativity Sustained value generation skill and not ownership will be the ultimate criteria for occupying the drivers seat Thus > The new era will be harder for business enterprises and not
Emerging Imperatives
High operating efficiency and effectiveness Dramatic improvement of systems and procedures in terms of: Quality - Product Differentiation Cost - Cost Leadership Service - Customers delight Speed - Respond to changes in market, and environment - Increased turnover of resources Volume - Large enough to achieve competitive advantage
Emerging Imperatives 2
Integration of operation for achieving sustained growth Result focussed design of Organisation Structure
Simulated decentralisation forms structural units which are not businesses . set up as if they were businesses, with maximum possible autonomy and responsibilities for profit and loss
Peter F. Drucker
Defining divisional interdependence with autonomy to deal with external sources / customers to remove sub-optimalities
Deriving benefits of integrating operations:
Save input costs for the final product Ensure supply of intermediates with 4 Rs Right quantity, Right quality, Right time, Right price Cope with changing technology Improve co-ordination and speed
However, avoid setting-up Pseudo Profit Centres ICMA, London
Therefore the Need has Emerged for Managing Business in a Multi-divisional Environment
The Problem
Divisionalisaion of operation through decentralisation brings in many risky effects
Is Transfer Pricing System an effective tool for neutralising those risky effects?
urge to maximise his/ her own divisions profitability May become myopic and may not contribute towards optimising companys profitability
Particularly in an integrated operation the second division may
not accept the input from the first division if prices are not competitive Two forces shall operate in reverse directions with given autonomy
Office
Obstacles in coordination, coherence and harmony for: Allocation of resources Maximising employee motivation and performance Maximising Companys profitability through that of divisions
managers Introduction of effective information and communication system The above actions are expensive and time consuming Continuous human interventions and improvisations may bring in non-standard but conflicting solutions for similar types of problems
The Solution
so that goals of the organisation as a whole are achieved by aggregating the goals of the divisions Inter-relation between business units can exist in a Multi-divisional environment, or Conglomerate environment
Research findings:
Even in the 18th century England, cotton mill owners wished to know which were the profitable parts of their business and used Transfer Prices to help identify this
C. Emannuel D. Oteley & K Merchant
Application of Transfer Pricing System, as a tool for management in a multi-divisional environment, gained momentum after World War II.
With explosion of technology and vertical integration of industrial units, TPS evolved as an essential tool for profit optimisation in a multi-divisional environment.
Cross border Transfer Pricing is an extension of the tool to transactions between related parties in a multinational environment. It is a phenomenon of late sixties.
Even in the 18th century England, cotton mill owners wished to know which were the profitable parts of their business and used Transfer Prices to help identify this
C. Emannuel D. Otley & K. Merchant
Application of Transfer Pricing System, as a tool for management in a multi-divisional environment, gained momentum after World War II.
With explosion of technology and vertical integration of industrial units, TPS evolved as an essential tool for profit optimisation in a multi-divisional environment.
Cross border Transfer Pricing is an extension of the tool to transactions between related parties in a multinational environment. It is a phenomenon of late sixties.
Determination of TP
Parameters for setting targets vis--vis Method of Fixing TP (%) Method of Fixing TP Profitability - Market Price - Negotiated Price Production Efficiency - Cost of Production Corporate Control - Other Methods Total India 1997 25.93 14.81 51.85 U S A 1977 1990 31.50 18.10 50.40 36.70 16.60 46.20 Japan 1977 33.70 19.30 46.20
7.41
100.00
-100.00
0.50
100.00
0.80
100.00
Sources
PCBs Study
R. Y. W. Tangs Study
Timing of divisionalisation
Interdependencies Coordination Formality and Informality
Delegation of Authority in complex and competitive environment Motivation drives, desires, needs, wishes Relation between TPS, DoA and Motivation Position of DoA and Motivation in selected organisations Extent of interference Level of satisfaction Measurement of accountability - performance evaluation Commitment of employees Role of TPS in motivating employees Impact of TPS in inter-personal behaviour
Major Conclusions
and Recommendation for Future Studies
Major Conclusions
TP Determination System
Adequate norms, checks and balances are there in Cost Based Methods to remove effects of inefficiency
Market price is adjusted with savings for in-house procurement
Major Conclusions 2
TPS and Organisation Structure
Integration of operation has helped in profit maximisation Organisation structure has been re-laid to introduce Responsibility Accounting In about 50% cases decentralisation was done concurrently with and in about 33% cases after introduction of TPS
Extent of formality observed in the style of management does not hamper the success in adopting TPS
Major Conclusions 3
TPS and Delegation of Authority
TPS helps in management of both involvement and empowerment Adequate independence is there in operation with laid down DoA Divisions are self-contained in about 80% cases Marginal interference in routine matters and about 50% in divisional level strategic matters Complete independence does not guarantee higher success Performance evaluation is done at regular intervals
Major Conclusions 4
Employee Motivation
TPS helps employees in achieving both organisational and personal goals TPS helps in interact more and developing inter-personal relationship Commitment increases 90% opined to have committed employees to both divisional and organisational goals TPS thus helps as a multiplier effect in motivating employees
Major Conclusions 5
Goal Congruence
Goal setting for Turnover, Profit and profitability is dependent upon TPS TPS influences employee behaviour in management of goals In about 70% cases TPS is opined to be of substantial help in settlement of goal conflicts and profit sharing
TPs are not reset if goals are not achieved by any of the divisions
In case of Market Price and Negotiation based TPS, goal congruence occurs automatically
Resolves issues related to allocation of quantity amongst user division and external sales of intermediates
TPS has excellent effect in integration through profit management
TP Determination
Parameters for setting targets vis--vis Method of Fixing TP: 1. Cost of Production a. Marginal Cost of Production With negotiated norms for: - Inputs and Outputs - Productivity - With or without fixing procurement rate for each factor Actual cost of previous year
b. Total Cost of Production (a) plus Fixed Costs i) Actual for the previous year ii) Pre-determined with detailed assumptions iii) Dual Pricing ~ (ii) is allocated at the year end in proportion of internal and external sales
c. Pre-determined profit
With negotiated rate for: - ROCE or ROI percentage - Profit per unit Fixed or percent of COP - Fixed per unit 3. Market Price i) Country average or Regional average ii) With or without adjustments for savings in costs for procurement and selling
- With corporate representative as an umpire - Without corporate representative - If fixed for a year with or without clauses for escalation in price for major input(s) at a given input/output ratio - With or without initial bidding
5. Centralised Control - Fixed by Corporate Head Office
a. With strategic imperatives - Internal - External b. Without strategic imperatives control c. With or without participation of representatives from Divisions