129431734 Chapter 7 Measuring and Controlling Assets Employed

Chapter

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Measuring and .Controlling Assets Employed In some business units, the focus is on profit as measuredby the difference be- . :_'·

tween revenues and expenses. This ts described in Chapter 5. In other business ·~ .' units, profit is compared with the assets employed in earning it; We refer to the. · latter group responsibility centers as inuestment centers and, In this chapter, discuss the measurement problems involved in such responsibility centers, In ·the real world, companies use the term profit center, rather thau investment · center, to refer to both the reeponsibillty centers discussed in Chapter· 5 and · those in this chapter, We agree that an investment center is a special type of profit center, rather than a separate, parallel category. However, there are so. many problems involved in measuring the assets employed in a profit center . . Ii . '' ' . . .,. .that the topic warrants a separate chapter. · · · . , In th!§s}lapter_ we fi.rnLdis.c.uss_e.acluU...thiqmncipaLtypas_of._assets_that :, may .. be employed in an investment center. The sum of these assets is .called · :, -the investment base. We then discuss two methods of relating profit to the · investment base: (1) the percentage return investment, referred to as ROI, and (2) economic v_he added, called EVA. We describe the advantages and qualifications of using each to measure performance. Finally, we discuss the somewhat different problem of measuring the economic value of an investment center, as compared to evaluating the manager in charge of the investment center. . . . Until recently, authors used the term residual income instead of economic value added, These two concepts are effectively the same. EVA is a trademark of Stern Stewart & Co.

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Chapter 7 Measuring and Controlling Assets Employed

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Structure of the Analysis The purposes of measuring assets employed are analogous to the purposes we discussed for profit centers in Chapter 5, namely: • To provide information that is useful in making sound decisions about assets employed and to motivate managers to make these sound decisions that are in the best interests of the company. • To measure the performance of the business unit as an economic entity.

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. Inour examination of the alternative treatments of assets and the compari• son of ROI and EVA-the two ways of relating profit to assets employed-we are primarily interested in how well the alternatives serve these two purposes of providing information tor sound decision-making and measuring business unit economic performance. Focusing on profits without considering the assets employed to generate those profits is an inadequate basis for control. Except in certain types of ser• vice organizations, in which the amount of capital is insignificant, an impor• tant objective·of a profit-oriented company is to earn a satisfactory return on the capital that the company uses. A profit of $1 million in a company that has $10 million of capital does not represent as good a performance as a profit of $1 million in a company that has only $5 million of capital, assuming both com• panies have a similar risk profile. Unless the amount of assets employed is taken into account, it is difficultfor senior management to compare the profit performance of one business unit with that of other units or to similar outside companies. Comparing absolute differences'ln profits is not meaningful if business units use different amounts of resources; clearly,the more resources used, the greater the profits should be. Such comparisons are used to judge how well business unit managers are per• forming and to decide how to allocate resources. Example. Golden Grain, a business unit. of Quaker Oats, had very high prof. itability and appeared to be one of Quaker Oats'best divisions. It was, however, acquired by Quaker Oats at a premium above its book value. Based on the assets employed as measured by this premium, Golden Grain actually was · underperforming.1

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In general, business unit managers have two performance objectives. First, they should generate adequate profits from the resources at their disposal. Sec• ond, they should invest in additional resources only when the investment will produce an adequate return. (Conversely, they should disinvest if the expected annual profits of any resource, discounted at the company's required earnings rate, are less than the cash that could be realized from its sale.) The purpose of relating profits to investments is to motivate business unit managers to accomplish these objectives. As we shall see, there are significant practical difficulties involved in creating a system that focuses on assets employed in addition to the focus on profits.

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McWilliams, "Creating Value," an interview with William Smithburg, chairman, Quaker Oats,

in Enterprise,Aprll 1993.

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Part One

EXHIBIT 7.1

The Management Control Environment

Business Unit Financial Statements

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Exhibit 7 .1 is a hypothetical, simplified set of business unit financial state• ments that wiUbe used throughout this analysis. (In the inte'rest of simplicity, income taxes have been omitted from this exhibit and generally will be omitted from discussion in this chapter. Including income truces would change the mag• nitudes in the calculations that follow,but it would not change the conclusions.) The exhibit shows the two ways ofrelating profits to assets employed-namely, through return on investment and economic value added. Return on investment (ROI) is a ratio. The numerator is income, as reported on the income statement. The denominator is assets employed; In Exhibit 7.1, the denominator is taken as the corporation's equity in the business unit. This amount corresponds to the sum of noncurrent liabilities plus shareholders' equity in the balance sheet of a separate company. It is mathematically equiv• alent to total assets less current liabilities, and to noncurrent assets plus working capital. (This statement can easily be checked against the numbers in Exhibit 7.1.) Economic value added (EVA) fa a dollar amount, rather than a ratio. It is found by subtracting a capital charge from the net operating profit. This capital charge is found by multiplying the amount of assets employed by a rate, which is 10 percent in Exhibit 7.1. We shall discuss the derivation of this rate in a later section. Examples. AT&T used the economic value added measure to evaluate business unit.managers. For instance, the Long-Distance Group consisted of 40 business units which sold services such as 800 numbers, telemarketing, and public

Chapter 7 Measuring and ControllingAsset'sEmployed

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. ~& "Vtjay Govi~d~rajan, "P~fit C·~n~r . Measu~ment:. An The Amos fuck S~hool ofBusiness Administration, Dartmouth College, 1994, . . E~~iri~l . Survey," . 'Elbert De With, "Performance Measuremef!t and Evaluation in Dutc:h Companies," paper presented at the 19th Annual Congress of the European Accounting ASsociation, Bergen, 1996. . . I\~ Go1·in.darajan and Ii. Ramamurthy, "Financial Measurement ofinvestmcnt Centers: A Descriptive Study,• working paper, Indian Institute of Management, Ahbedabad, lnd!a,A11g11s~ 1!180.

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telephone calls. All the capital costs, from switching equipment to new product . development, were allocated to these .40 business units. Each business unit manager was expected to generate operating earnings that substantially exceeded the cost of capital. Diageo Pie., whose portfolio of brands includes Burger King, Guinness, and Haagen-Daes, used EVAto help make business decisions and measure the ..effects management actions. An EVAanalysis ofDiageo's returns from its liquor brands led to a new emphasis on producing and selling vodka, which, unlike Scotch, does not incur aging and storage costs.2 EVA-based financial discipline is credited with turning around many compa• nies such as Boise Cascade, Briggs & Stratton, Baxte, and Times Mirror.3

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Iri a survey of Fortune 1,000 companies, 78 percent of the respondents used. investment centers (Exhibit 7.2).4 Of the U.S. companies using. investment centers, 86 percent evaluated them on economicvalue added. Practices in other countries seem to be similar to thosein the United States (see-Exhibit 7.2). For reasons.to be explained later, EVA.is conceptually superior to ROI, and,· therefore, we shall generally use EVAin our examples. Nevertheless.it is clear fromthe-surveys that ROI is more widely used in business thari EVA.

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In deciding what investment base to use to evaluate investment center man• agers, headquarters asks two questionsrFirst, what practices will induce business unit managers to use their assets most efficiently and to acquire the proper amount and kind of new assets? Presumably, when their profits are re• lated to assets employed, business unit managers will try to improve their performance as measured in this way. Senior management wants the actions that they take toward this end to be in the best interest of the whole corpora• tion. Second, what practices best measure the performance of the unit as an economic entity? 2Dawne

Shand, "Economic Value Added," Compute1Wor/d, October 30, 2000, p. 65; Gregory Millman, "CFOsin Tune with the Times," Financial Executive, July..:.August 2000, p. 26. 3Raj Aggarwal, "Using Economic Profit to Assess Performance: A Metric for Modern Firms," Business Horizons, January-February 2001, pp. 55-60. ~Vijay Ciovindarajan, "Profit Center Measurement: An Empirical Survey," The Amos Tuck School of Business Administration, Dartmouth College, 1994, p. 2.

274:

Part One The Management Control Envircnment

Cash Most companies control cash centrally because central control permits use of a smaller cash balancethan would be the case if each business unit held the cash balances it needed to weather the unevenness of its cash inflows and outflows. Business unit cash balances may well be only the "float" between daily receipts and daily disbursements. Consequently, the actual cash balances at the busi• ness unit level tend to be much smaller than would be required if the business • . . f . unit were an independent company, Many companies therefore use a formula to calculate the cash to be included in the investment base. For example, Gen• eral Motors was reported to use 4.5 percent of annual sales; Du Pont was reported to use two months' costs of sales minus depreciation. One reason to include cash at a higher amount than the balance normally carried by a business unit is that the higher amount is necess~ry to allow com• parisons to outside 'Companies.If only the actual cash were shown, the return by internal units .would appear abnormally high and might. mislead senior management. Some companies omit cash from the investment base. These companies rea• son that the amount of cash approximates the current liabilities. If this if\ so, the sum of accounts receivable and inventories will approximate the amour't of working capital. ·

Receivables Business unit managers can influence the level of receivables indirectly, by their ability to generate sales, and directly, by establishing credit terms and approving individual credit accounts and credit limits, and by their vigor in collecting overdue amounts. In the interest of simplicity, receivables often are included at the actual end-of-period balances, although the average of in• traperiod balances is conceptually a better measure of the amount that should be related to profits. Whether to include accounts receivable at selling prices or at cost of goods sold is debatable. One could argue that the business unit's real investment in accounts receivable is only the cost of goods sold and that a satisfactory return on this investment is probably enough. On the other hand, it. is possible to argue that the business unit could reinvest the money collected from accounts receivable, and, therefore, accounts receivable should be included at selling prices. The usual practice is to take the simpler alternative-that is, to include receivables at the book amount, which is the selling price less an allowance for bad debts. If the business unit does not control credits and collections, receivables may be calculated on a formula basis. This formula should be consistent with the normal payment period-for example, 30 days' sales where payment normally is made 30 days after the shipment of goods. ·

Inventories Inventories ordinarily are treated in a manner similar to receivables-that is, they are often recorded at end-of-period amounts even though intraperiod av· erages would be preferable conceptually. If the company uses LIFO (last in, first out) for financial accounting purposes, a different valuation method usually is ·

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Chapter 7 Measuring and Controlling Assets Employed.

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used for business unit profit reporting because LIFO inventory balances tend to be unrealistically low in periods of inflation. In these circumstances, invento• ries should be valued at standard or average costs, and these same costs should be used to measure cost of sales on the business unit income statement. If work-in-process inventory is financed by advance payments or byprogress payments from the customer, as is typically the case with goods that require a long manufacturing period, these payments either are subtracted from the gross inventW

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(a) What would be the manager's ROA each year? (b) What would be the average ROA? (c) What would his bonuses be over the five-year period? (d> What the IRR? 9. The corporate management of Ace Corporation later decided to try a differ• ent type ofmachineinvestment.The machineinvolvedin this decision would last 10years, althoughit would have aftertax cash inflows ofonly $1,627 ,500 per year. The machine cost $10,000,000. The financial staff chose to use an annuity method of depreciation. (In this method, the depreciation increases each year as the machine grows older. In concept, the net book value and the return-afterdepreciation-on the machine decreasecommensurately,so as to help create a consistent ROAover the lifeof the machine.)

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construct an annuity depreciation schedule that provides an equal ROA(using net book value of assets at the beginning of the year) for each of the expected 10 years' life of the project. (b) · What advantagesor disadvantages do you see with this methodology? 10. 'I'he t{ltiina Company er;nploys a return-on-investment (ROI) methodology to measure divisional performance. "Investment" in their calculations con• sists of a figure representing average annual current assets plus average .·· annual fixed assets. Following are both the budgeted and then the actual data for five divisions of UltimaCompany for the year 1997 (in thousands of dollars).

~9.8

Part One The Management Control Environment

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Questions (a) Please compute budgeted ROI for each division. (b) Please compute actual ROI for each division. (c) Comment on the comparison of the two sets of results. 11. Some new managers at Ultima Company feel that there should be a way-to measure divisional performance, taking into account the basic cost of cap• ital. They suggest running the same numbers for Ultima as in Problem 10, based on the concept of economic value added, charging 5 percent for the usage of current assets and 10 percent for the usage of fixed assets.

Questions Using the budgeted and actual figures for Ultima Company from Problem 10, and using the charges for capital given above: (a) Please compute budgeted EVAfor each division. (b) Please compute actual EVAfor each division. {c) Comment on the comparison of the two sets of results, and a compari• son with the results of Problem 10. 12. The Ultima Company decides to make an investment in fixed assets costing $100,000. This investment is expected to produce profits of$10,000 per year. How would this investment help the managers of each division attain their budgeted ROI and EVA goals if this project w~re added to their divisions? .

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Using the budgeted figures for Ultima Company in Problem 10, please find the impact of this project on: >(a) Budgeted ROI goals of each division. .: (b) Budgeted EVAgoalsi of each division. (c) Please analyze the resulting data. .13. If, instead. of making an investment in fixed assets, the Ultima Company decides to make an investment current assets of $100,000 with an ex· ·. pected profit of$7,000 per year, how would that affect its budgets?

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Using the figures given in Problem 10, please compute: (a) Budgeted ROI for 1997. (b) Budgeted EVA for 1997. (c) Please analyze the resulting data. 14~ If, instead ofexpanding operations, Ultima Company decides to retrench · in a declining market, what would be the effect on budgeted ROI and EVA of reducing inventories by $50,000? It is expected that slightly increased ·. delivery costs and definitely reduced sales will result in profits lowered by $5,000 per year .

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. . .Questio(s~~~~~~~~~~~~~~~~~~~~~~~~ Starting with the figures forUltima Company given in Problem 10, please cal· culate the effect these changes would have on: (a) Budgeted ROI in 1997. (b) Budgeted EVA in 1997. (c) Your analysis oftlie resultant data. 15. If, instead of reducing inventories, Ultima Company prefers to handle its retrenchment by selling a plant, it will reduce fixed assets by $75,000. It is expected that this move will also decrease sales by $5,000 per year.

· - Questions What will. be the effect in Problem 10? · . (a) Please compute (b) Please compute (c) Please analyze

of this move on the data about Ultima Company given the effect this sale will have on ROI in 1997. the effect this sale will have on EVA in 1997. and comment upon the resultant data.

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300·

Part One · The·Management ControlEnvironment

Case 7-3

Quality Metal Service Center In early March 1992, Edward Brown, president and chief executive officer of Quality Metal Service Center (Quality), made the following observation: Though I am satisfied with our past performance, I believe that we are capable : of achieving even higher levels of sales and profits. Considering the market ex• . pansion and the state of competition, I feel we might have missed out on some . growth opportunities. I .don't know if our controls have inhibited managers from pursuing our goals of aggressive growth and above-average return on assets, as compared to the industry, but you might keep that in mind while evaluating our systems. '

The Metal Distribution Industry Service centers bought metals from manyof the mills including USX, Bethlehem, Alcoa, Reynolds, and such smaller firms as Crucible, Northwestern, and Youngstown.These suppliers sold their products in large lots, thereby optimizing the efficiencies associated with large production runs. Service centers sold their products to metal users smallerlots on ~ short leadtimebasis. The metal distribution industry was generally regarded as \ mature, highly competitive,and fragmentedindustry.However,there werea nun'berofkeytrends in the metal industry that were enhancing service centers'growth potential.

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Steel Mill's Retrenchment In their efforts to become more competitive through' increased productivity, most of the major domestic metals producers had been scaling back product lines by dropping low-volume specialty products. Further,they had cut back on service to customers by reducing sales force size and technical support. Full• line service centers, recognizing that many customers preferred to deal with only a few primary suppliers, had profited from this trend by maintaining wide product lines and increasing customer service. · ·· just-In-Tlme Inventory Management Given the high cost of ownership and maintenance of inventory, most metal users attempted to reduce their costs by lowering their levels of raw materi• als inventories ("just-in-time" inventory management). This resulted in smaller order quantities and more frequent deliveries. Metal service centers had a natural advantage over the mills here because inventory was the service center's stock-in-trade, i . . . While the service center's price was always higher than buying from the mills, customers were increasingly willing to pay the extra charge. They recog• nized that the savings they generated from 'lower inventories and handling This case was prepared by Vijay Govindarajan, (T'OS). · Copyright © Dartmouth College.

with the assistance of Rony Levinson

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Chapter 7 Measuringand Controlling Assets Employed

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· -, . . costs, plus reduced scrap and risk ofobsolescence, would lower the total cost of g~tting the metal into their production system.

Productivity Improvement and Quality Enhancement of

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'Quality and productivity had become overriding issues with metal users. They had implemented majortquality and productivity' improvement programs aimed: at increasing both the reputation of their products and the overall prof• itability of operations. In their attempt to focus on quality, end users were -redueing the numberof supplierswith whom they did business and were con• centrating their purchases withthose that were best.able to meet their specific closer re•quality, availability, and service requirements. End users found that lationships With fewer suppliers resulted in better quality conformance and "stronger ties between supplier and customer as each sought to maximize the long-term benefits of the relationship.

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QU:ality Metals had been established a century agoas a local metals distribu- J()r. $i,nce then; it had grown into a firm. with national distribution, and its sales in 1~91 were well over $750 million. Quality's business strategy provided the framework for the development of specific goals. and objectives. According to Mr. Brown, three fundamental objectives guided Quality.

Objective 1: To Focus Sales Efforts on Targeted. Markets .• , . I of Specialty Metal Users Quality recognized that it could compete much more effectivelyin specialty

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markets where price was the primary determining factor. Consequently, Quality decided · to dimiriish its participation in commodity product lines and redeploy those re• sources into higher-technology metals, such as carbon alloy bars, stainless steel, aluminum, nickel alloys, titanium, copper, and brass, which offered higher returns and had less-effective competition. More than 60 percent of its revenues were derived from higher-technologymetals in 1992, compared with 29 percent in 1982. Quality had made a long-term commitment to high-technology metal users. The company's introduction of titanium, a natural adjunct to the existing prod• uct line, wa.: indicative of the company's strategy of bringing new products to the market ·co meet the needs of existing customers. Previously, titanium was not readily available oil the distributor market. Quality psanned to continue to diversifyinto complementary higher-technologyproducts as new customer re• quirements arose.

Objective .Z: To Identify Those Industries and Geographic Markets Where These Metals Were Consumed 'lb identify more accurately the major industries and geographies for these prod• ucts, Quality developed the industry's first metal usage data base. Mr. Brown

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302'· • · Part·One :

The Management Contrtil E~uironment '!

believed that this database, which was continually refined and updated, was the most accurate inthe country. Its use enabled Quality to profile product con- · sumption by industry and by geography. It also enabled the company to analyze total market demand on a nationwide basis and to project potential sales on a · market-by-market basis. As a result, Quality had a competitive edge in deter• mining where customers. were located and what products they were buying. It used this information in selecting locations for opening new service centers.

Objective 3: To Develop Techniques and Marketing Programs That WouldJncrease Market Share ·

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·:To build market share, Quality offered programs that assisted its customers in implementing just-in-time inventory management . systems coordinated with their materials requirement planning programs. The company worked with cus• tomer representatives in purchasing, manufacturing, and quality assurance to determine their precise requirements fpr product specifications, quantities, and delivery schedules. ·· · · Similarly, Quality emphasized value-added business by offering a wide range "of processing services for its customers, suchas saw cutting to specific sizes, ..• flame crltting intoboth pattern and nonpattern 'shapes, flattening, surface grind. ing, shearing, bending,. edge conditioning, polishing; and thermal treatment. Because of Quality's volume, the sophisticated equipment required for these production Steps was operated at a lower cost per unit than most -customerowned .equipment. ·

Organizational Structure Since the Great Depression, Qu~lity had experienced rapid sales growth and geographical expansion. In 1992, Quality operated in more than 20 locations, situated in markets representing about 75 percent of metal consumption in the United States. Consistent with this growth was the necessity to decentralize line functions. The firm currently had 4 regions, each of which had about 6 dis• tricts for a total of 23 districts. There were staff departments in finance, mar• keting, operations, and human resources. A partial organizational structure is given in. Exhibit .1. Typically, a district manager had under him a warehouse superintendent, a sales manager, a credit manager, a purchasing manager, and an administra• tion manager (Exhibit 1). The decision-making authorities of these managers are described below: The Warehouse Superintendent oversees transportation, loading and unloading, storage, and preproduction processing. The Sales Manager coordinates a staff that includes "inside" salespersons who establish contacts and take orders over the phone, and an "outside" team who make direct customer contacts and close large ·deals. Sales price and dis• count terms are generally established by the District Manager; freight adjust• ments are also made at the district level. The Credit Manager assesses the risk of new customer accounts, approves ·customer credit periods within a range established by corporate headquarters, and enforces customer collections.

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The Purchasing Manager acquires inventory from the regional warehouse, other districts, and outside companies. Districts have freedom to purchase from outside suppliers. However, senior management has established Economic Order Quantity guidelines for the purchase of inventory, and metals are stocked in a district warehouse only if local demand is sufficient to justify it. Within this overall constraint, the PurchasingManager has authority to choose suppliers and negotiatecredit terms, although payments to suppliers are handled centrally at the home office. · . Capital expenditures in excess of$10,000 and all capital leasing decisions require corporate approval. .

Responsibility Allocation and

Performance Measurement

District managers were responsible for attaining predetermined return on · asset (ROA) levels, which were agreed to at the beginning of the year. The fol• lowing items were included in the asset base for ROA calculations.

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304

Part- One· "The Management G_ontrol Enoironment

1. Land, warehouse buildings, and equipment were included in the asset base at gross book value. 2. Leased buildings and equipment (except for leased trucks) were included in the asset base at the capitalized lease value. (Leased trucks were not capitalized; rather, lease.expenses on trucks were reported as an operating expense.) · 3. Average inventory, in units, was calculated. The replacement costs, based on current mill price schedules, were determined for these units and included in the asset base. 4. Average accounts receivable balance for the period was included in the asset base. (Cash was excluded from: district's assets; the amounts were trivial.) 5. As a general rule, accounts payable was not deducted from the asset base. However, an adjustment was made if the negotiated credit period was greater than the company standard of30 days. If this occurred, "deferred in• ventory," a contra-asset account, was djducted from the amount of the inventory value for the period in excess of the 30-day st~ndard. This was equivalent to a reduction of inventory asset corresponding to the excess credit period. For example, if a district negotiated a credit 1' eri od of 50 days, then the inventory expenditure was removed from the asset base for 20 days. However, a penalty was not assessed if the negotiated credit period · was less than the SO-day company standard. Income before taxes, for each district, was calculated in accordance with generally accepted accounting principles, except for cost of sales, which was calculated based on current inventory replacement values. Expenses were sep• arated into controllable and noncontrollable categories. Controllable expenses included such items as warehouse labor and sales commissions; noncontrol• lable expenses included rent, utilities, and property taxes. No corporate overhead expanses were allocated to the districts. A few years earlier, the company had considered a proposal to allocate corporate overheads to the districts. However, the proposal had been rejected on the grounds that the "allocation bases" were arbitrary and that such expenses could not be controlled at the district level. ·

Performance Evaluation and Incentives The incentive bonus for district managers was based on a formula that tied the bonus to meeting and exceeding 90 percent of their ROA targets. Exhibit 2 con• tains the detailed procedure used to calculate the incentive bonus. The calcu• lations determine an applicable payout rate, which was then multiplied by the district manager's base salary to yield the amount of the bonus award. Thus, the size of the bonus depended on (1) the amount of the manager's base salary and (2) how far 90 percent of the ROA target was exceeded; there was a maxi• mum bonus amount. The bonus of a district inanager was also affected by his or her region's performance. In 1992, 75 percent of a district manager's bonus was based on district performance, and 25 percent was based on his or her region's per\for• mance, The bonus of the district manager's staff was based solely on Ghe performance of that district. ·

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Meeting With the Columbus District Manager A few days after speaking with Mr. Brown, the casewriter visited Ken Richards, th~ district manager for the Columbus Service Center. Mr. Brown recommended him as one of the company's brightest and most successful district managers •. The _district had been highly successful in recent years, consistently earning well above 30 percent ROA (pretax). . . For 1992, Ken Richards's targeted figure for operating profit was $3.8. mil• lion; targeted assets were set at $10 million. He felt that an ROA of 38 percent was reachable, considering historical performance and market opportunities. As of March 1992, Ken was reviewing a capital investment proposal (for the purchase of new processing equipment), which he had received from his sales manager (Exhibits 3 and 4). Before submitting the proposal to corporate head• quarters for approval, Ken wanted to make sure that the new investment would have a favorable effect on his incentive bonus for 1992. Using 1992 profit and asset targets as the benchmark, he. compared his incentive bonus for 1992 with and without the new investment. These calculations are shown in· Exhibit 5.

Questions s fl

1. Is the capital investment proposal described in Exhibit 3 an attractive one for Quality Metal Service Center? 2. Should Ken Richards send that proposal to home officefor approval? 3. Comment on the general usefulness of ROA as the basis of evaluating dis• trict managers' performance. Could this performance ·measure be made more effective?

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3o6 · . Part One

The Management Control Environment

EXHIBIT 3 Memorandum

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A typical division of Marden Company had financial statements as shown in Exhibit 1.Accounts receivable were billed by the division, but customers made payments to bank accounts (i.e., lockboxes) maintained in the name of Marden Company and located throughout the country. The debt item on the balance sheet is a proportionate part of the corporate 9 percent bond issue. Interest on this debt was not charged to the division.

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Question Recommend the best way of measuring the performance of the division man• ager. If you need additional information, make the assumption you.believe to be most reasonable.

each re of This case was prepared and copyrighted by Professor Robert N. Anthony.