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Investment Centers
and Transfer Pricing
McGraw-Hill/Irwin
Learning
Objective
1
McGraw-Hill/Irwin
Decentralization
Advantages
Allows organization
to respond more
quickly to events.
Uses specialized
knowledge and
skills of managers.
1-4
Decentralization
Challenge
Goal Congruence:
Managers of the subunits
make decisions that achieve
top-management goals.
1-5
Learning
Objective
2
McGraw-Hill/Irwin
Measuring Performance
in Investment Centers
Investment Center
managers make
decisions that
affect both profit
and invested
capital.
Investment
Center
Evaluation
Corporate Headquarters
Return on investment,
residual income, or
economic value added
1-7
Income
Sales Revenue
Sales
Margin
Sales Revenue
Invested Capital
Capital
Turnover
1-8
$ 30,000
$ 500,000
$ 200,000
Income
Sales Revenue
ROI =
$30,000
$500,000
Sales Revenue
Invested Capital
$500,000
$200,000
1-10
1-11
(
(
Investment
centers
total assets
Investment
centers
current liabilities
After-tax
Market
cost of value
debt
of debt
Market
value
of debt
Weighted
average
cost of capital
Cost of
Market
equity value
capital
of equity
Market
value
of equity
) (
)
1-12
6,750,000
45,000,000
600,000
40,000,000
60,000,000
9%
12%
30%
Learning
Objective
3
McGraw-Hill/Irwin
Improving R0I
Decrease
Expenses
Increase
Sales
Prices
Lower
Invested
Capital
Improving R0I
Hollys manager was able to increase sales
revenue to $600,000 which increased
income to $42,000.
There was no change in invested capital.
1-18
Income
Sales Revenue
ROI =
$42,000
$600,000
Sales Revenue
Invested Capital
$600,000
$200,000
Residual Income
Investment center profit
Investment charge
= Residual income
Investment capital
Imputed interest rate
= Investment charge
Investment centers
minimum required
rate of return
1-21
Residual Income
Flower Co. has an opportunity to invest
$100,000 in a project that will return
$25,000.
Flower Co. has a 20 percent required rate
of return and a 30 percent ROI on existing
business.
Residual Income
Investment center profit = $25,000
Investment charge
= 20,000
= Residual income
= $ 5,000
Investment capital = $100,000
Imputed interest rate = 20%
= Investment charge = $ 20,000
Investment centers
minimum required
rate of return
1-23
Learning
Objective
4
McGraw-Hill/Irwin
Residual Income
As a manager at
Flower Co., would you
invest the $100,000 if
you were evaluated
using residual income?
Would your decision
be different if you were
evaluated using ROI?
1-25
Residual Income
Residual income encourages managers to
make profitable investments that would
be rejected by managers using ROI.
1-26
Learning
Objective
5
McGraw-Hill/Irwin
Total assets.
Total productive assets.
Total assets less current liabilities.
Only the assets controllable by the manager
being evaluated.
1-28
Profits
Gross
before
Depreciation Operating
Book
Depreciation
Expense
Profits
Value
$
25,000 $
10,000 $
15,000 $ 100,000
25,000
10,000
15,000
100,000
25,000
10,000
15,000
100,000
Net
Book
Value
$ 90,000
80,000
70,000
1-31
Net
Gross
Operating
Net Book
Book
Profits
Value
ROI
Value
ROI
$
15,000 $ 90,000 16.67% $ 100,000 15.00%
15,000
80,000 18.75% 100,000 15.00%
15,000
70,000 21.43% 100,000 15.00%
Measuring Investment
Center Income
Division managers should be evaluated on
profit margin they control.
Exclude these costs:
Costs traceable to the division but not
controlled by the division manager.
Common costs incurred elsewhere and
allocated to the division.
1-34
1-35
Measuring Performance in
Nonprofit Organizations
1-36
Transfer Pricing
Learning
Objective
6
McGraw-Hill/Irwin
Transfer Pricing
The transfer price affects the profit measure
for both the selling division and the buying
division.
A higher transfer
price for batteries
means . . .
Battery Division
greater
profits for the
battery division.
lower profits
for the
auto division.
Auto Division
1-39
Goal Congruence
The ideal transfer price allows
each division manager to make
decisions that maximize the
companys profit, while
attempting to maximize his/her
own divisions profit.
1-40
General-Transfer-Pricing Rule
Transfer
price
Additional outlay
cost per unit
incurred because
goods are
transferred
Opportunity cost
per unit to the
organization
because of
the transfer
1-41
Additional outlay
cost per unit
incurred because
goods are
transferred
Transfer
price
$18 variable
cost per battery
Transfer
price
Opportunity cost
per unit to the
organization
because of
the transfer
$22 Contribution
lost if outside
sales given up
1-43
Transfer
will not
occur.
Transfer
will
occur.
$40
transfer
price
1-44
General Rule
When the selling division is operating
at capacity, the transfer price should
be
set at the market price.
1-45
Additional outlay
cost per unit
incurred because
goods are
transferred
Transfer
price
$18 variable
cost per battery
Transfer
price
Transfer
price
Opportunity cost
per unit to the
organization
because of
the transfer
$0
1-47
General Rule
When the selling division is
operating below capacity, the
minimum transfer price is the
variable cost per unit.
So, the transfer price will be no lower
than $18, and no higher than $39.
1-48
Transfer
will
occur.
$18
transfer
price
Transfer
will not
occur.
$39
transfer
price
1-49
Learning
Objective
7
McGraw-Hill/Irwin
1-51
Goal Congruence
Conflicts may arise between the
companys interests and an individual
managers interests when transferprice-based performance measures are
used.
1-52
1-53
1-54
Centrally Established
Transfer Prices
As a general rule, a market price-based
transfer pricing policy contains the
following guidelines . . .
1. The transfer price is usually set at a
discount from the cost to acquire the item
on the open market.
2. The selling division may elect to transfer or
to continue to sell to the outside.
1-55
Much management
time is used in the
negotiation process.
1-57
An International Perspective
Since tax rates and import duties are
different in different countries, companies
have incentives to set transfer prices that
will:
1. Increase revenues in low-tax countries.
2. Increase costs in high-tax countries.
3. Reduce cost of goods transferred to highimport-duty countries.
1-58
Learning
Objective
8
McGraw-Hill/Irwin
Behavioral Issues:
Risk Aversion and Incentives
The design of a managerial performance
evaluation system using financial performance
measures involves a trade-off between:
Incentives for the
manager to act in
the organizations
interests.
And
1-61
End of Chapter 13
Lets transfer some of your
capital to me so that my rate
of return will be higher!
1-62