Escolar Documentos
Profissional Documentos
Cultura Documentos
1.
Buckeye
Department
Stores, Inc.
$118,200
Cleveland
Division
$63,000
Columbus
Division
$55,200
Olentangy
Store
$15,000
$ 69,000
9,150
1,140
1,770
1,395
$ 82,455
$ 35,745
$36,000
4,800
600
900
750
$43,050
$19,950
$33,000
4,350
540
870
645
$39,405
$15,795
$ 9,000
1,200
150
240
180
$10,770
$ 4,230
$6,000
900
120
180
105
$7,305
$ (105)
$18,000
2,250
270
450
360
$21,330
$11,670
$ 1,680
1,215
2,340
1,065
1,050
$ 7,350
870
630*
1,350
600
630
$ 4,080
810
585
990
465
420
$ 3,270
240
120
210
120
90
780
$ 150
90
180
75
90
$ 585
$ 28,395
$15,870
$12,525
$ 3,450
$(690)
$ 2,790
915
5,250
$ 8,955
$ 19,440
360
$ 19,080
5,850
$ 13,230
$ 1,410
510
3,000
$ 4,920
$10,950
$ 1,380
405
2,250
$ 4,035
$ 8,490
360
105
450
$ 915
$ 2,535
*$630 = $480 listed in table + $150 not allocated. $3,000 = $2,700 listed in table + $300 not allocated.
Scioto
Store
$7,200
$ 270
60
300
$ 630
$(1,320)
Downtown
Store
$33,000
Not Allocated
420
225
600
270
240
$ 1,755
_____
$150
$ 9,915
(150)
750
240
1,200
$ 2,190
$ 7,725
150
$300
$300
$(450)
The segmented income statement would help the president of Buckeye Department
Stores gain insight into which division and which individual stores are performing well
or having difficulty. Such information serves to direct management's attention to areas
where its expertise is needed.
Today
To:
From:
I. M. Student
Cost-efficient production: The firm must meet the market price, which implies
producing in a cost-efficient manner.
2.
High product quality: Stated by the company president as necessary for success.
3.
On-time delivery: Also noted by the company president as critical to the firm's success.
Note that the product price is not a critical success factor, since it is largely beyond the
company's control. The price is determined by the market.
A responsibility-accounting system in which the plants are profit centers is consistent
with achieving high performance on the firm's critical success factors. The plant managers
are in the best position to influence production cost control, product quality, and on-time
delivery.
The sales districts should be revenue centers, in which the sales district managers are
accountable for meeting sales projections.
Suppose the plants are cost centers and the sales districts are revenue centers. When
a rush order comes in, the plant manager's incentive is to reject it because rush orders tend
to increase production costs (due to increased setups, interrupted production, etc.). The
sales district manager's incentive is to push rush orders, because accepting a rush order
results in a satisfied customer and increased future business. Thus, there is a built-in
conflict between the plant managers and the sales district managers.