MANAGERIAL ACCOUNTING

Segment Income & ROI

Barfield
Deep Sea Division is one of the operating units of Global Treasure Hunters Inc. Some of this
division's 2002 operating results follow:
Sales
$3,000,000
Profit margin
10%
Target return
15%
Residual income
$60,000
REQUIRED:
(a) What was the segment income of Deep Sea Division for 2002?
(b) What was the return on investment in the Deep Sea Division for 2002?

Segment Income & ROI

Barfield
Northern Division of Utah Chemical Co. produced the following operating results in 2002:
Sales
$10,000,000
Segment income
1,500,000
Assets
6,000,000
Northern Division is considering a $1,000,000 investment in a new project. Northern estimates
that its return on investment (for all of its operations) would be at 22 percent with the new
investment.
REQUIRED:
(a) How much net segment income is the new project expected to produce?
(b) If the manager of Northern Division is evaluated on return on investment alone, will she
invest in the new project? Explain.

Return on Investment & Residual Income

Barfield
The manager of the Dallas Division of Walking Tours of America is preparing the budget for
2003. At this point, she has determined that average total assets for 2003 will equal
$4,000,000. She is evaluated on the amount of residual income generated by her division.
Assume variable costs in Dallas Division are expected to equal 60 percent of total sales and
fixed costs are expected to equal $400,000 in 2003.

Responsibility Accounting & Transfer Pricing

REQUIRED:
a. Compute the sales level that would generate a 20 percent return on investment.
b. Assuming the rate of return on investment is 15 percent, determine the level of sales that
would generate $200,000 of residual income.
4

RI, ROI, CVP analysis, and effect of decisions

L & H 10e
The following data refer to the Pratt Division of Standard National Company.
Selling price
$40
Variable costs
$24
Total fixed costs
$200,000
Investment
$800,000
Budgeted sales in 20X4
30,000 units
Required:
Answer each of the following questions independently.
1. What is planned ROI for 20X4?
2. The minimum required ROI is 20% and the division manager wishes to maximize RI. A
new customer wants to buy 10,000 units at $32 each. If the order is accepted, the division
will incur additional fixed costs of $40,000 and will have to invest an additional $160,000 in
various assets. Should Pratt accept the order?
3. The minimum desired ROI is 20% and the manager wishes to maximize RI. The division
makes components for its product at a variable cost of $4. An outside supplier has offered
to supply the 30,000 units needed at a cost of $5 per unit. The units that the supplier
would provide are equivalent to the ones now being made and the supplier is reliable. If
the component is purchased, fixed costs will decline by $20,000 and investment will drop
by $40,000. Should Pratt make or buy the component?
4. Again, minimum required ROI is 20% and the goal is maximizing RI. The manager is
considering a new product. It will sell for $20, variable costs are $12, fixed costs will
increase by $80,000, and sales are expected to be 15,000 units. What is the most
additional investment that can be made without reducing RI?
5. Assume the same facts as in requirement 4 except that investment in the new product is
$400,000 and introducing the product will increase sales of the existing product by 2,000
units. What increase in unit sales of the existing product is needed to justify introducing
the new product?
Page 1 of 17

MANAGERIAL ACCOUNTING
5

Return On Investment & Residual Income

Horngren
Capital Investments has three divisions. Each division's required rate of return is 15%.
Planned operating results for 20x3 are as follows:
Division
Operating income
Investment
A
$15,000,000
$100,000,000
B
$25,000,000
$125,000,000
C
$11,000,000
$ 50,000,000
The company is planning an expansion, which is requiring each division to increase its
investments by $25,000,000 and its income by $4,500,000.
Required: (D)
a. Compute the current ROI for each division.
b. Compute the current residual income for each division.
c. Rank the divisions according to their current ROIs and residual incomes.
d. Determine the effects after adding the new project to each division's ROI and residual
income.
e. Assuming the managers are evaluated on either ROI or residual income, which divisions
are pleased with the expansion and which ones are unhappy?

ROI, RI, and investment decisions

L & H 10e
The manager of Brandon Division of Greene Industries has been analyzing her investment
opportunities. The division currently has profits of $1,250,000 and investment of $5,000,000.
Investment Opportunity
Annual Profit
Amount of Investment
A
$300,000
$ 900,000
B
300,000
1,600,000
C
240,000
1,200,000
D
280,000
800,000
E
260,000
1,000,000
Required:
1. The manager wants to earn the highest ROI possible. Determine which projects she will
select and the ROI that she will earn.
2. The manager wants to maximize RI. Determine which projects she will select and the total
RI she will earn if the minimum required return is (a) 20% and (b) 28%.

Responsibility Accounting & Transfer Pricing

3. Assume that the ROI on each project approximates the IRR and that the minimum desired
ROI approximates cost of capital. Determine which policy is better for the company:
maximizing ROI or maximizing RI.
7

Return On Investment & Residual Income

Horngren
The Coffee Division of American Products is planning the 20x3 operating budget. Average
operating assets of $1,500,000 will be used during the year and unit selling prices are
expected to average $100 each. Variable costs of the division are budgeted at $400,000, while
fixed costs are set at $250,000. The company's required rate of return is 18%.
Required: (D)
a. Compute the sales volume necessary to achieve a 20% ROI.
b. The division manager receives a bonus of 50% of residual income. What is his anticipated
bonus for 20x3, assuming he achieves the 20% ROI from part (a)?

ROI, RI, EVA

L & H 10e
The Consumer Products Segment of Pfizer had the following results, in millions of dollars.
Revenues
$5,547
Profit
$813
Investment
$3,796
Required:
1. Determine ROI and RI if the minimum required return is 20%.
2. Pfizer faced a 35% income tax rate. Cost of capital is 13%. Determine EVA.

Margin, Turnover & ROI

Horngren
Kase Tractor Company allows its divisions to operate as autonomous units. The operating data
for 20x3 follow:
Plows
Tractors
Combines
Revenues
$2,250,000
$500,000
$4,800,000
Accounts receivable
800,000
152,500
1,435,000
Operating assets
1,000,000
400,000
1,750,000
Net operating income
220,000
60,000
480,000
Taxable income
165,000
90,000
385,000
Page 2 of 17

MANAGERIAL ACCOUNTING
Required: (M)
a. Compute the investment turnover for each division.
b. Compute the return on sales for each division
c. Compute the return on investment for each division.
d. Which division manager is doing best? Why?
e. What other factors should be included when evaluating the managers?
For parts (b) and (c) income is defined as operating income.

Responsibility Accounting & Transfer Pricing

12

. Margin, Turnover & ROI Relationships

Provide the missing data for the following situations: (D)
Red Division
White Division
Sales
$?
$10,000,000
Net operating income
$200,000
$400,000
Operating assets
$?
$?
Return on investment
0.16
0.10
Return on sales
0.04
?
Investment turnover
?
?

Horngren
Blue Division
$?
$288,000
$1,600,000
?
0.12
1.5

10

. Basic RI relationships
L & H 10e
Hughes Division had RI of $4 million, investment of $40 million, and asset turnover of 1.5
times. The minimum required ROI was 20%.
Required:
1. Determine Hughes's sales, profit, and ROS.
2. Determine the ROS that Hughes needs to raise its RI to $5 million, holding sales and
investment constant.
3. With the ROS calculated in requirement 1, determine the sales required to earn $5 million
RI, holding investment constant.

11

. ROI and RI relationships

L & H 10e
Fill in the blanks in the following schedule. Each case is independent of the others. In all
cases, the minimum desired ROI is 20%.
Case
A
B
C
D
Sales
$ 400
$____
$ 700
$____
Income
$____
$____
$ 42
$ 100
Investment
$____
$ 300
$____
____
Margin
15%
8%
____%
____%
Turnover
____times
3 times
____times
4 times
ROI
30%
____%
____%
40%
RI
$____
$____
$ 22
$____

13

. Sensitivity Analysis
L&H
The following information is available about the status and operations of Stills Company, which
has a minimum required ROI of 20%. ANSWER EACH ITEM INDEPENDENTLY OF THE
OTHERS.
Division A
Division B
Divisional investment
$400,000
$1,250,000
Divisional profit
$120,000
$ 580,000
Divisional sales
$800,000
$2,600,000
Required:
a. Compute ROI for Division B.
b. Compute residual income for Division A.
c. Division B could increase its profit by $80,000 by increasing its investment by $300,000.
Compute its total residual income.
d. Division A could increase its return on sales by one percentage point, while keeping the
same total sales. Compute its ROI.
e. Division A could increase its sales so that its asset turnover increased by one time, while
holding total assets constant. Compute its ROI.

Page 3 of 17

MANAGERIAL ACCOUNTING
14

. Transfer Pricing Idle Capacity

Barfield
Wire Division of XS Steel Corporation produces "bales" of steel wire that are used in various
commercial applications. The bales sell for an average of $20 each and Wire Division has the
capacity to produce 10,000 bales per month. Consumer Products Division of XS Steel uses
approximately 2,000 bales of steel wire each month in its production of various appliances.
The operating information for Wire Division at its present level of operations (8,000 bales per
month) follows:
Sales (all external)
$160,000
Variable costs per bale:
Production
$5
Selling
2
G&A
3
Fixed costs per bale (based on a 10,000 unit capacity):
Production
$2
Selling
3
G&A
4
Consumer Products Division currently pays $15 per bale for wire obtained from its external
supplier.
REQUIRED:
(A) If 2,000 bales are transferred in one month to Consumer Products Division at $10 per
bale, what would be the profit/loss of Wire Products Division?
(B) For the Wire Products Division to operate at break-even level, what would it need to
charge for the production and transfer of 2,000 bales to the Consumer Products Division?
Assume all variable costs indicated will be incurred by the Wire Division.
(C) If Wire Products Division transferred 2,000 wire bales to the Consumer Products Division
at 200 percent of full absorption cost, what would be the transfer price?
(D) If Consumer Products Division agrees to pay Wire Products Division $16 for 2,000 bales
this month, what would be Consumer's change in total profits?
(E) Assuming, for this question only, that Wire Products Division would not incur any variable
G&A costs on internal sales, what is the minimum price that it would consider accepting
for sales of bales to Consumer Products Division?

Responsibility Accounting & Transfer Pricing

15

. Transfer Pricing Partial Excess Capacity

L&H
Bayfield Division of Ashland Inc. has a capacity of 200,000 units and expects the following
results.
Sales (160,000 units at $4)
$640,000
Variable costs, at $2
(320,000)
Fixed costs
(260,000)
Income
$ 60,000
Washburn Division of Ashland Inc. currently purchases 50,000 units of a part for one of its
products from an outside supplier for $4 per unit. Washburn's manager believes he could use
a minor variation of Bayfield's product instead, and offers to buy the units from Bayfield at
$3.50. Making the variation desired by Washburn would cost Bayfield an additional $0.50 per
unit and would increase Bayfield's annual cash fixed costs by $20,000. BAYFIELD'S
MANAGER AGREES TO THE DEAL OFFERED BY WASHBURN'S MANAGER.
Required:
a. Find the effect of the deal on Washburn's income and circle the correct direction.
(increase decrease none)
b. Find the effect of the deal on Bayfield's income and circle the correct direction. (increase
decrease none)
c. Find the effect of the deal on the income of Ashland Inc. and circle the correct direction.
(increase decrease none)

16

. Transfer Pricing Full Capacity

Barfield
Electric Division of Engineered Products Co. has developed a wind generator that requires a
special "S" ball bearing. The Ball Bearing Division of Engineered Products Co. has the
capability to produce such a ball bearing.
Unfortunately, the Ball Bearing Division is operating at capacity and will need to reduce
production of another existing product, the "T" bearing, by 1,000 units per month to provide the
600 "S" bearings needed each month by the Electric Division. The "T" bearing currently sells
for $50 per unit. Variable costs incurred to produce the "T" bearing are $30 per unit; variable
costs to produce the new "S" bearing would be $60 per unit.
Electric Division has found an external supplier that would furnish the needed "S" bearings at
$100 per unit. Assume that both Electric Division and Ball Bearing Division are independent,
autonomous investment centers.
Page 4 of 17

MANAGERIAL ACCOUNTING

Responsibility Accounting & Transfer Pricing

18

REQUIRED:
(A). What is the maximum price per unit that Electric Division would be willing to pay the Ball
Bearing Division for the "S" bearing?
(B). What is the minimum price that Ball Bearing Division would consider to produce the "S"
bearing?
(C). What is the minimum price that Ball Bearing Division would consider to produce the "S"
bearing if the Ball Bearing Division did not need to forfeit any of its existing sales to
produce the "S" bearing?
(D). What factors besides price would Electric Division want to consider in deciding where it
will purchase the bearing?

. Transfer Pricing - Comprehensive

L & H 10e
The Games Division of Toys-and-Stuff Inc. uses 500,000 batteries per year for its products.
Currently, Games buys the batteries from an outside supplier for $1.20 pricing each. Power
Division of Toys-and-Stuff makes batteries of the type used by Games Division and sells them
at $1.30 each. Power's variable cost to produce each battery is $0.70. Power Division has
ample manufacturing capacity to serve its regular customers and also meet the needs of
Games Division.
Required:
Answer each of the following questions independently.
1. If Power agrees to supply the batteries at $1.00, what will be the effect on the in comes
pf each of the divisions and on Toys-and-Stuff as a whole?
2. Why might Power's manager accept an offer as low as $0.70 per battery from Games?
3. Repeat requirement 1 assuming that Power has no excess capacity and so would lose
outside sales if it supplies the batteries to Games, and then find the lowest per-battery
price that Power's manager would accept for the 500,000 batteries.
4. Repeat requirement 1 assuming that Power has only 200,000 units of excess capacity
and so would lose outside sales of 300,000 units if it supplied the 500,000 batteries
needed by Games.
5. Power again has 200,000 units of excess capacity. What is the lowest price that Power
can accept for 500,000 units without reducing its income?

17

. Range of transfer price - Comprehensive

L & H 10e
Albacor Division of Lydell Industries makes a microprocessor chip that it presently sells only to
outsiders. The Consumer Products Division of Lydell is bringing out a new oven that requires a
sophisticated chip and has approached Albacor for a quotation. Albacor sells the chip for $28,
incurs variable costs of $9, and has excess capacity. The Consumer Products Division can
acquire a suitable chip from outside the company for $22.
Required:
1. Determine the advantage to Lydell Industries as a whole for the Consumer Products
Division to buy the chip from Albacor, as opposed to buying it outside.
2. Determine the minimum price that Albacor would accept for the chip.
3. Determine the maximum price that Consumer Products would pay Albacor for the
chip.
4. How would your answers to each of the preceding items change if Albacor was
working at capacity?

19

. Transfer Pricing Comprehensive

L&H
Division A of Nash Company expects the following results. ANSWER EACH QUESTION
INDEPENDENTLY.
To Division B
To Outsiders
Sales (5,000 x $60)
$300,000
(25,000 x $72)
$1,800,000
Variable costs at $36
180,000
900,000
Contribution margin
$120,000
$ 900,000
Fixed costs, all common, allocated on the
basis of relative units
60,000
300,000
Profit
$ 60,000
$ 600,000
Division B has the opportunity to buy its needs for 5,000 units from an outside supplier at $45
each.
Page 5 of 17

MANAGERIAL ACCOUNTING
Required:
a. Division A refuses to meet the $45 price, sales to outsiders cannot be increased, and
Division B buys from the outside supplier. Compute the effect on the income of Nash.
b. Division A cannot increase its sales to outsiders, does meet the $45 price, and Division B
continues to buy from A. Compute the effect on the income of Nash.
c. Suppose that Division A could sell the 5,000 units now taken by Division B to outsiders at
$57 each without disturbing sales at the regular $72 price. Division B buys outside at $45
and Division A increases its outside sales. Find the effect on the income of Nash.
20

. Make-or-buy and transfer pricing

L & H 10e
Barron Enterprises, Inc. has three divisions, A, B, and C. One of the company's products uses
components made by A and B, with the final assembly done by C. One unit from A and one
from B are required.
Data for the product are as follows:
Selling price (C division)
$110
Variable costs:
A division
$ 36
B division
20
C division
16
Total Variable costs
$ 72
Volume
10,000 units
Divisions A and B charge division C $44 and $28, respectively, for each unit. Division C has
been approached by an outside supplier who will sell the component now made by division A
at $40 per unit.

Responsibility Accounting & Transfer Pricing

21

. Comprehensive review
L & H 10e
The following information relates to the Lerner Division of Transnational Company.
Budgeted sales
80,000 units
Selling price
$32
Variable cost, per unit
$20
Annual direct fixed costs, all unavoidable
$600,000
Total divisional investment
$1,600,000
Minimum required ROI
20%
Required:
Answer each of the following questions independently.
1. What are Lerner's budgeted ROI and RI?
2. How many units must Lerner sell to earn $100,000 RI?
3. Assume that Lerner expects to produce and sell 80,000 units but has the capacity to
produce 100,000 units. The manager of Rogers Division, which is currently buying 25,000
units of a similar product from an outside supplier for $26, offers to buy the units from
Lerner only if Lerner will supply the full 25,000 units needed.
A. What is the maximum price Rogers' manager is likely to offer for the units?
B. What is the minimum price Lerner's manager is likely to accept on a sale of 25,000
units to Rogers Division?
C. If Rogers' manager offers $24 per unit and Lerner's manager accepts the offer, what
will be the amount and direction of the effect on the total income of Transnational?

Required:
1. Prepare partial income statements, down to contribution margin, for A, B, and C based on
current operations.
2. Determine whether the offer from the outside supplier should be accepted. If A meets the
outside price, C will continue to buy from A.
3. Suppose that A can sell its entire output of 10,000 units per year at $48 if it performs
additional work on the component. The additional work will add $5 to variable cost per
unit; fixed costs will be unchanged. Capacity of division A is 10,000 units. Should A meet
the outside supplier's price or allow C to buy from the outside supplier? Support with
calculations. Is A's decision good for the company?
Page 6 of 17

MANAGERIAL ACCOUNTING

Responsibility Accounting & Transfer Pricing

SOLUTIONS

Page 7 of 17

.
Segmented Income & ROI
(a) Segment income = Profit Margin Sales
= .10 x $3,000,000 = $300,000
(b) ROI = Segment Income/Assets
Segment Income = $3,000,000 .10 = $300,000
Assets = ($300,000 - $60,000)/.15 = $1,600,000
ROI = $300,000/$1,600,000 = 18.75%

Segmented Income & ROI

(a) The total of the new segment income = .22($6,000,000 + $1,000,000) = .22 ($7,000,000) = $1,540,000; The portion
of the total segment income that is produced by the new project = $1,540,000 - $1,500,000 = $40,000
(b) The manager would not invest in the new project because the new project would lower the Division's ROI from the
current 25 percent ($1,500,000/$6,000,000) to 22 percent. The new project only generates an ROI of 4 percent
($40,000/$1,000,000).

. Return on Investment & Residual Income

(changed some numbers)
a. The required net income = 20% $4,000,000 = $800,000.
Sales = Net income + Fixed costs + Variable costs
Sales = $800,000 + $400,000 + (.60 Sales)
.40 Sales = $1,200,000
Sales = $3,000,000
b. Sales = Fixed costs + Variable costs + Required return + Residual income
Sales = $400,000 + (.60 x Sales) + (.15 x Investment) + $200,000
.25 Sales = $600,000
Sales = $3,000,000

. RI, ROI, CVP Analysis, and Effects of Decisions (35 minutes)

1. 35% ($280,000/$800,000)
Contribution margin [30,000 x ($40 - $24)]
Fixed costs
Income

$480,000
200,000
$280,000

2. Yes, because residual income would increase by $8,000.

Additional contribution margin [10,000 x ($32 - $24)]
Additional fixed costs
Additional profit
Less increase in required income ($160,000 x 20%)
Additional residual income

$ 80,000
40,000
$ 40,000
32,000
$ 8,000

3. The division should make the component. Reducing investment by $40,000 permits a cost increase (profit
decrease) of $8,000 ($40,000 x 20%) to leave residual income the same. Because the cost increase is $10,000
(see below), residual income would drop by $2,000 if the division bought the component.
Additional cost of purchasing outside [30,000 x ($5 - $4)]
$ 30,000
Less savings in fixed costs
20,000
Net increase in cost to buy component
$ 10,000
4. $200,000 ($40,000/20%)

Additional contribution margin [15,000 x ($20 - $12)]

Additional fixed costs
Additional profit

$120,000
80,000
$ 40,000

5. 2,500 units
Total increase in income required ($400,000 x 20%)
Increase from sales of new product
Increase in contribution margin required on sales of existing products
Divided by contribution margin on 2,000 units of existing product
Equals units required

$ 80,000
40,000
$ 40,000
$
16
2,500

Return on Investment & Residual Income

a. A ROI = $15,000,000/$100,000,000
B ROI = $25,000,000/$125,000,000
C ROI = $11,000,000/$50,000,000
b. A RI
B RI
C RI

= $15,000,000 - ($100,000,000 x 0.15) = $ 0

= $25,000,000 - ($125,000,000 x 0.15) = $6,250,000
= $11,000,000 - ($50,000,000 x 0.15) = $3,500,000

c. Project Ranking
ABCROI Rank3rd2nd1stRI Rank3rd1st2nd
d. A ROI = $19,500,000/$125,000,000
B ROI = $29,500,000/$150,000,000
C ROI = $15,500,000/$75,000,000
A RI
B RI
C RI

= 0.15
= 0.20
= 0.22

= 0.156
= 0.197
= 0.207

= $19,500,000 - ($125,000,000 x 0.15) = $ 750,000

= $29,500,000 - ($150,000,000 x 0.15) = $7,000,000
= $15,500,000 - ($75,000,000 x 0.15) = $4,250,000

e. Everyone would be pleased if residual income was used because residual incomes increase with the expansion.
However, it would be difficult to evaluate each division on a comparative basis because each divisions investment
base is different.
Only the manager of Division A is pleased with the new investment if ROI is used because that is the only division
with an increased ROI. In the case of additional investments that are required by corporate management, residual
income may be the best to use for evaluating each manager individually, but not collectively.

. ROI, RI, and Investment Decisions (30-35 minutes)

1. Only projects A and D are acceptable.
ROI
Project A (investment of $900,000):
Income
$300,000
Divided by $900,000 investment equals ROI 33.33%

RI If Minimum ROI
= 20%
= 28%
$300,000

$300,000

Required income (investment x minimum ROI)

Residual income
Project B (investment of $1,600,000):
Income
$300,000
Divided by $1,600,000 investment equals ROI 18.75%
Required income (investment x minimum ROI)
Residual income

180,000
$120,000

252,000
$ 48,000

$300,000

$300,000

320,000
$(20,000)

Project C (investment of $1,200,000):

Income
$240,000 $240,000
Divided by $1,200,000 investment equals ROI 20.00%
Required income (investment x minimum ROI)
240,000
Residual income
$ 0
Project D (investment of $800,000):
Income
$280,000 $280,000
Divided by $800,000 investment equals ROI
35.00%
Required income (investment x minimum ROI)
160,000
Residual income
$120,000
Project E (investment of $1,000,000):
Income
$260,000 $260,000
Divided by $1,000,000 investment equals ROI 26.00%
Required income (investment x minimum ROI)
200,000
Residual income
$ 60,000

448,000
$(148,000)
$240,000
336,000
$(96,000)
$280,000
224,000
$ 56,000
$260,000
280,000
$(20,000)

Though project E has a higher ROI than is currently being earned, 25% ($1,250,000/$5,000,000), it would not be
selected because its inclusion would reduce the highest possible ROI of 27.3%. Taking the projects in descending
order of ROI gives the following.
Income
Investment
ROI
Current
$1,250,000 $5,000,000
25.0%
Add D
1,530,000
5,800,000
26.4%
Add A to prior
1,830,000
6,700,000
27.3%
Project E, the next highest ROI project, earns less than 27.3%, so including it would reduce ROI below the
maximum obtainable of 27.3%. Thus, accepting a project that earns more than the current ROI will not necessarily
increase ROI. Acceptance of a project should always consider the other available opportunities.
2. (a) At a 20% minimum desired ROI, all projects except B and perhaps C
would be accepted. RI would be
$550,000 whether project C is accepted or not, because C is expected to return just 20%.
Income
Investment
RI
Current
$1,250,000 $5,000,000
$250,000
Plus A
1,550,000
5,900,000
370,000
Plus D
1,830,000
6,700,000
490,000
Plus E
2,090,000
7,700,000
550,000
RI can be calculated directly by adding the additional RI of each acceptable project to that currently being earned.
Each cumulative RI above is the prior RI plus the amount in the first schedule. Managers would be indifferent
between acceptance and rejection of project C if they consider their estimate of cost of capital to be appropriate and
are quite confident about their estimates of future returns from the investment.
(b) Only projects A and D would be selected and RI would be a negative $46,000. However, that is better than the
negative $150,000 [$1,250,000 - ($5,000,000 x 28%)] that is currently being earned. If A and D are added,
income is $1,830,000 and investment is $6,700,000 (from the answer to requirement 1). The required income

is $1,876,000 ($6,700,000 x 28%) and the result is a negative $46,000 ($1,876,000 - $1,830,000).
Note to the Instructor: Some students may wonder why the division's current RI is negative. One answer is that
investments are based on expectations and the existing investment could be earning much less, or requiring much
more investment, than had been expected when originally undertaken.
3. The policy of maximizing RI is the better one. If projects have time-adjusted rates of return in excess of cost of
capital, and therefore positive net present values, they should be accepted.
7

.
Return on Investment & Residual Income
a. Target operating income = 0.20 x $1,500,000 = $300,000
Operating income
Variable costs
Fixed costs
Target revenues

$300,000
400,000
250,000
$950,000

Sales volume = $950,000/$100 = 9,500 units

b.
Asset base
Minimum rate
Required return

$1,500,000
x 0.18
$ 270,000

Target operating income

Required return
Residual income

$ 300,000
270,000
$ 30,000

Bonus = $30,000 x 0.50 = $15,000

8

. ROI, RI, and EVA for Pfizer (10 minutes)

1. 21.4% ROI, $53.8 million RI
ROI = $813/$3,796 = 21.4%
Income
Minimum required return, $3,796 x 20%
RI

$813.0
759.2
$ 53.8

2. Income
Income tax at 35%
After-tax operating income
Minimum required return, $3,796 x 13%
EVA

$813.0
284.6
$528.4
493.5
$ 34.9

.
Margin, Turnover & ROI
a. Investment turnover:
Plows
= $2,250,000/$1,000,000 = 2.25
Tractors
= $500,000/$400,000
= 1.25
Combines = $4,800,000/$1,750,000 = 2.74

b. Return on Sales:
Plows
= $220,000/$2,250,000
Tractors
= $60,000/$500,000
Combines = $480,000/$4,800,000

= 0.10
= 0.12
= 0.10

c. ROI:
Plows
Tractors
Combines

= 0.225
= 0.150
= 0.274

= 2.25 x 0.10
= 1.25 x 0.12
= 2.74 x 0.10

d. Combines' manager had the best performance because he had the highest investment turnover, which offset his
second-best return on sales.
e. Residual income should be considered and noncontrollable factors such as the age of the assets.
10

. Basic RI Relationships (10-15 minutes)

1. Sales = $60 million ($40 investment x 1.5 turnovers)
Profit = $12 million
RI
Plus required return ($40 x 20%)
Profit
Return on sales = 20% ($12 profit/$60 sales)
2. 21.7%
Profit required ($5 RI + $8 minimum)
Divided by sales
Equals required ROS

$ 4.0
8.0
$12.0

$13
$60
21.7%

3. $65 million
Profit required
Divided by ROS
Equals sales required, in millions
11

$13
20%
$65

. ROI and RI Relationships (20 minutes)

In many cases several relationships allow you to fill in blanks.
A

Income = $60
Investment = $200
Turnover = 2 times
RI = $20

$400 sales x 15% margin

$60 income/30% ROI
$400 sales/$200 investment, or 30% ROI/15% margin
$60 income - (20% x $200 investment)

Sales = $900
Income = $72
ROI = 24%
RI = $12

$300 investment x 3 turnovers

$900 sales x 8% margin
$72 income/$300 investment, or 8% margin x 3 turnovers
$72 income - (20% x $300 investment)

Margin = 6%
Investment = $100
Turnover = 7
ROI = 42%

$42 income/$700 sales

$42 income - $22 RI = $20 income needed for 20% ROI; dividing $20 by 20% gives $100
$700 sales/$100 investment
$42 income/$100 investment, or 6% margin x 7 turnovers

D Margin = 10%
Sales = $1,000
Investment = $250
RI = $50
12

40% ROI/4 times turnover

$100 income/10% margin
$1,000 sales/4 times turnover
$100 income - (20% minimum ROI x $250 investment)

. Margin, Turnover & ROI Relationships

Red Division:
ROI = ROS x IT
0.16 = 0.04 x IT
IT
= 4.0
ROS = Income/Sales
0.04 = $200,000/Sales
Sales = $5,000,000
IT = Sales/OA
4 = $5,000,000/OA
OA = $1,250,000
White Division:
ROS
= $400,000/$10,000,000 = 0.04
IT = ROI/ROS
= 0.10/0.04
= 2.5
OA = S/IT = $10,000,000/2.5
= $4,000,000
Blue Division:
Sales
= IT x OA
ROI
= 0.12 x 1.5

13

a.
b.
c.
d.
e.

14

= 1.5 x $1,600,000
= 0.18

= $2,400,000

.
Sensitivity Analysis
ROI for B: 46.4% ($580,000/$1,250,000)
RI for A: $20,000 [$120,000 - ($400,000 x 20%)]
RI for B: $350,000 [$580,000 + $80,000 - 20% x ($1,250,000 + $300,000)]
ROI for A: 32% [$120,000/$800,000 = 15% ROS + 1% = 16%, turnover = 2 ($800,000/$400,000), so 16% x 2 =
32%]
ROI for A: 45% [$800,000/400,000 = 2 times + 1 = 3 times x ROS of 15% ($120,000/$800,000) = 45%]

.
Transfer Pricing Idle Capacity
A. The $10 per unit would equal the Division's variable costs ($5 + 2 + 3 = $10), so the contribution margin per unit is
zero. Thus, only the 8,000 units of external sales would generate a contribution margin of $80,000 (8,000 $10) to
cover fixed costs of $90,000 (10,000 $9). So the Division would show a $10,000 loss.

B.
Total fixed costs to Wire are:
Production$2 x 10,000 =$20,000
Selling$3 x 10,000 =30,000
G&A$4 x 10,000
= 40,000
Total$90,000 Less: Contrib. Margin on Regular Business [$20 - (5 + 2 + 3)] x 8,000(80,000)Unrecovered Fixed
Costs$10,000 which must be covered by CM of inside sales = Trans.Price Vol. = SP - [(5 + 2 + 3) x 2,000] SP = $15
C.
Full absorption cost:Variable Production Cost =$ 5Fixed Production Cost = 2Total full absorption cost$7Doubledx 2Transfer
price$14
D.

Proposed transfer price per unit$16Consumer's current market purchase price per unit 15Increase in cost per unit of wire to
Consumer's$ 1Times units purchasedx 2,000Decrease in profit due to increased costs$2,000
E. Wire Division must cover its out of pocket costs or the relevant variable costs; the fixed costs are irrelevant since
they will be incurred regardless of this extra inside business. Thus, the total cost to be covered is $7 (production, $5;
selling, $2).
15

.
Transfer Pricing Partial Excess Capacity
a. Washburn's income, + $25,000 [50,000 x ($4 - $3.50)]
b. Bayfield's income, + $10,000 {50,000 x ($3.50 - $2 - $0.50) - [lost contribution margin of 10,000 x ($4 - $2)] $20,000 new fixed costs}
c. Ashland's income, + $35,000 ($25,000 + $10,000)

16

.
Transfer Pricing Full Capacity
(A) Electric Division would be willing to pay no more than $100 per unit, the price offered by the external supplier.
(B) The minimum price that Ball Bearing Division would accept is the one that would leave its profits at the same level
as if it only produced "T" bearings. To produce the "S" bearing, Ball Bearing Division must give up production and
sale of 1,000 "T" bearings. These 1,000 bearings generate $20,000 of contribution margin: [1,000 ($50 - $30) ].
The sales price would have to be high enough to recoup both the variable costs of the "S" bearings and the
contribution margin that is forfeited on the 1,000 units of "T" bearings: $60 + ($20,000/600) = $93.33
(C) The minimum price would be $60, the incremental costs to produce the "S" bearing.
(D) In particular, Electric Division would want to consider the quality of both suppliers. The factors to be considered
would include: ability to meet delivery deadlines, quality of the product produced, ability to change as environmental
conditions change, willingness to work on future cost reductions/quality improvements, business reputation, stability
of the labor force, and possibility of future price increases.

17

. Range of Transfer Price (15 minutes)

1. $13 ($22 outside price - $9 variable cost)
2. $9 variable cost
3. $22, the price it would have to pay on the outside
4. The company will lose $6 for each chip transferred. Albacor will lose $28 in revenue while the company saves the
$22 outside price. There should be no transfer because Albacor's minimum is $28, while the Consumer Products
Division is willing to pay only $22. The $6 difference is also the loss to the company.
Note to the Instructor: Some students might wonder why Albacor can sell its chip for $28 while an outside company
sells one for $22. The text says that the outside company makes a "suitable chip," so that it might be of lower
quality than Albacor's.
After completing requirement 3, you might also wish to point out that the range of acceptable prices, from $9 to $22,
is $13, which is also the benefit to the company of making the chip. It is always true that if there is a benefit to the
company in making a transfer, there is potential benefit to the divisions, as reflected in the range of acceptability of
the transfer price. In this case, the divisional managers should be able to get together because the range is wide.

18

. Basic Transfer Pricing (30-35 minutes)

1. Games gains $100,000 and Power gains $150,000. Toys-and-Stuff gains $250,000, which is also the sum of the net

changes in the incomes of the individual divisions.

Games saves [500,000 x ($1.20 - $1.00)]
Power gains the contribution margin from sales of
500,000 more units at $0.30 ($1.00 - $0.70)
Toys-and-Stuff saves ($1.20 - $0.70) x 500,000

$100,000
$150,000
$250,000

2. Power's manager might want to keep busy, so that he avoids losing skilled workers who might leave the area
because a temporary decline in demand prompted a layoff. Because the order is a break-even proposition, Power's
manager might accept it in a spirit of cooperation. The manager might also believe that accepting the order could
lead to other, profitable orders in the future.
3. Games gains $100,000 (see requirement 1); Power's income declines by $150,000 [500,000 x ($1.30 - $1.00)]
because it is simply trading sales at $1.00 for sales at $1.30; and Toys-and-Stuff's income declines by $50,000.
Toys-and-Stuff:
Saves the $0.50 noted in requirement 1
$250,000
Loses the contribution margin on outside sales 500,000 x ($1.30 - $0.70)
300,000
Net change in income (decrease)
$(50,000)
In the absence of excess capacity, Power's manager is not likely to accept any price below the market price of
$1.30.
4. As in requirements 1 and 3, Games gains $100,000. Power's income declines by $30,000. Income of
Toys-and-Stuff increases by $70,000, which is also the sum of the changes in the incomes of the individual
divisions.
Games:
Saves [500,000 x ($1.20 - $1.00)]
$100,000
Power:
New contribution [500,000 x ($1.00 - $0.70)]
$150,000
Lost contribution [300,000 x ($1.30 - $0.70)]
180,000
Net decrease in income
$ 30,000
Toys-and-Stuff:
Saves the $0.50 noted in requirement 1
$250,000
Loses contribution margin on outside sales 300,000 x ($1.30 - $0.70)
180,000
Net increase in income
$ 70,000
5. $1.06. The price has to bring contribution margin on 500,000 units to equal the contribution margin lost from
300,000 units sold at regular prices.
Contribution margin to be lost = Contribution margin needed on order
300,000 x ($1.30 - $0.70) = 500,000 x (P - $0.70)
$180,000 = 500,000P - $350,000
$530,000 = 500,000P
P = $1.06
Note to the Instructor: The organization of the solutions provided for requirements 1, 2, and 3 is designed to
emphasize two points. First, the effect of the transfer on the company as a whole is equal to the sum of the effects
on the divisions involved in the transfer. Second, the effect of the transfer on the company as a whole can be
determined independently of the effects on the involved divisions.
19

.
Transfer Pricing Comprehensive
a. Nash's income: Decreases $45,000 [5,000 units x ($45 outside price - $36 variable cost)]
b. Nash's income: No change
c. Nash's income: $60,000 increase ($285,000 added revenue from outsiders - $225,000 paid to the outsider by B)

20

. Make-or-Buy and Transfer Pricing (20-25 minutes)

1. Partial income statements
A
B
C
Sales
$440,000 $280,000
$1,100,000
Variable costs
360,000
200,000
880,000*
Contribution margin
$ 80,000
$ 80,000
$ 220,000

Totals
$1,820,000
1,440,000
$ 380,000

* Sales of A and B plus $160,000 ($16 x 10,000) variable cost incurred in C.

2. A would lose $40,000 if it failed to meet the price and the company would lose $40,000 as well. The offer should
not be accepted.
Division A
Sell at $40 Do Not Sell
Sales
$400,000
0
Variable costs
360,000
0
Contribution margin
$ 40,000
0
Loss to company:
Difference in variable costs ($40 - $36)
Times volume
Equals loss
3. A should sell outside and C should buy the component outside.
Sell outside
Sales (10,000 x $48)
Variable costs [($36 + $5) x 10,000]
Contribution margin
Contribution margin selling inside, requirement 2
Advantage to selling outside

$4
10,000
$40,000

$480,000
410,000
$ 70,000
40,000
$ 30,000

The decision is also good for the company. Division C will have the same $40 cost whether it buys from Division A
or from the outside supplier. The difference in incomes for Division A is therefore the difference for the company as
a whole because none of the other division's incomes are affected.
Note to the Instructor: You might wish to ask students what would happen if the constraint on A's capacity were
loosened so that A could make, say, 15,000 units per year. The general answer is that A should sell as many units
outside as it can at $48 and devote any leftover capacity to supplying division C.
21

. Comprehensive Review (40-50 minutes)

1. (a) 22.5%
Contribution margin, 80,000 x ($32 - $20)
Fixed costs
Income
Divided by investment = ROI, $360,000/$1,600,000
(b) $40,000
Income (a)
Required minimum ROI ($1,600,000 x 20%)
RI
2. 85,000 units

$960,000
600,000
$360,000
22.5%
$360,000
320,000
$ 40,000

Target RI
Required minimum ROI ($1,600,000 x 20%)
Required divisional income
Fixed costs
Required divisional contribution margin
Divided by contribution margin per unit
Equals required sales, in units
3.

$100,000
320,000
$420,000
600,000
$1,020,000
$12
85,000

(a) $26, the price Rogers now pays to the outside supplier.
(b) $22.40
Variable costs on units supplied to Rogers, 25,000 x $20
Lost contribution margin on lost sales, 5,000 x $12
Amount to be recovered in price to Rogers
Divided by number of units to be sold to Rogers
Required price for units to be sold to Rogers

$500,000
60,000
$560,000
25,000
$ 22.40

(c) Income will increase by $90,000.

Transnational:
Savings from making 25,000 at $20 rather than buying at $26
Lost contribution margin ($32 - $20) x 5,000
Increase in income

$150,000
60,000
$90,000

Alternatively, using the changes in the incomes of the divisions.

Rogers Division:
Cost saving of $1 ($26 - $24) x 25,000 units
Lerner Division:
Contribution margin on sales to Rogers, 25,000 x $4
Lost contribution on outside sales, 5,000 x $12
Net gain to Lerner
Increase in company income

$50,000

$100,000
60,000
40,000
$90,000

Note to the Instructor: Students usually find it more difficult to determine the change in the company's income
directly when the situation involves losing regular sales. Accordingly, our solutions to many of the early problems
showed both alternatives and suggested that both be presented. Our experience has been that students are more
willing to try using an approach they find more difficult if they can check their answer against one developed using
an approach that they understand better but that is more cumbersome.