ACCT3614/ICS/CASE/DO Not Bring This Case To The Examination Hall/For Self Use Only

Air Tex Aviation

“Hello, Sarah. This is Ted Richards. ‘Ted was on his way to resign from his work. He and his
business partner Frank Edwards had just bought AirTex Aviation, a floundering enterprise on
the verge of bankruptcy, and were excited about putting their business school education to
work. The two had scraped together $500,000 so that AirTex would have at least a little cash
to pay some bills. With the amount they had contributed, AirTex had a total of $515,000 in the
bank.
“Oh, Mr. Richards,” Sarah said, “I’m so glad you called. When will you be in? I have
a few checks for you to sign.”
“I should be in tomorrow. What are the checks for?”
“I’ve written checks for only our most pressing bills,” she said. “I tried very hard to
make sure that only those that are most important be paid.”
“That’s fine,” Ted replied. “What’s the total of the checks you’ve written?”
“$510, 000,” she said.
Ted nearly dropped the phone. “Let’s discuss this when I get into the office.”
He drove down to AirTex the next morning to speak with Sarah Arthur, the company’s
accountant. As it turned out, his first day owning his own company would not turn out exactly
as he had planned: I had envisioned that when I bought my company, I would walk in the front
door the next morning, and everyone would bow down to me. There would be a brass band
playing, or something. Instead, I walk in through the back door (a) realizing that I have a crisis
on my hands, (b) hoping no one is going to see me so I can deal with this crisis, and (c) of
course, not really knowing how I’m going to deal with it. What I did was say to Sarah Arthur,
“We are not going to pay these bills.” Well, she was shocked. “But you have to pay them!” she
said. I looked at this woman, who had been with the company for 20 years, and said, “No, I
will decide what bills we are going to pay.” She sat back and said, “Okay.”

THE PURCHASE

Ted Richards and Frank Edwards met in 1986 when they were students at Harvard Business
School. Although planning on initially working for large companies, they eventually wanted
to own their own business. Upon graduation in 1988, Frank took a job in the corporate finance
department of a large electronics company in Los Angeles, and Ted went to the Los Angeles
branch of a well-respected consulting firm. As they were located in the same city, the two met
often for lunch. Whenever they met, they talked about going into business together. Instead of
starting an entirely new business, Ted and Frank really wanted to find a “fixer-upper”-they
wanted to purchase and “turn around” a failing business that showed a lot of potential. “In good
business school fashion,” said Frank, “we established some criteria, which were:
1. The company couldn’t cost much, since we didn’t have much money.
2. The company had to need what we had to offer – which we thought at that time were
managerial skills.

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few seller
3. The industry had to be fragmented and non-oligopolistic. We didn’t want to be a small fish
in a big pond.
4. We needed to be able to see our way clear to have the company grow at a rate of 20% per
year the first five year-period.”
Ted and Frank looked at a number of businesses over the next year and a half and in
early fall of 1989, located a fixed-base operation1 at San Miguel Airport in Texas that was
losing money and looking for a buyer. After four months of negotiation, on December 29,
1989, Ted, just 26 years old, and Frank, 28, purchased the stock of the company for $100,000,
assumed the lease on the building (and all the assets and liabilities) and were in business.
The lease on the facilities had a purchase option at a price considerably less than the market
value. By exercising the option and then selling and leasing back the building, Ted and Frank
were able to raise the $500,000 for working capital.
Ted and Frank discussed the organizational structure at AirTex, and agreed to decentralize its
operations by making each operating activity a profit center and grouping them by
departments. Each departmental manager would be given authority over his operations,
including granting of credit, purchasing to a predetermined limit, setting policies, and
collecting receivables. He or she would also be held responsible for its results. Frank was
concerned, however:

I agree with our decision to decentralize this authority, but I am concerned whether now is the
time to do it. We’ll have a tough time when we first walk in the door and I don’t know if the
departmental managers can be taught some of these management techniques fast enough. After
all, some have never finished high school. Maybe we should begin by making all these
decisions ourselves for a month or two. I realize that we don’t know the aviation business yet,
but even though neither of us has been a line manager, maybe we can learn the aviation
business faster than some of our managers can learn formal management skills. Either way,
we’re putting the company on the line and the two-minute warning whistle has already blown.

During the four months they were negotiating the deal, Frank and Ted spent virtually every
weekend together. Of this period, Ted commented:

We spent something on the order of ten hours a week, of which maybe two or three hours
would be trying to understand Sarah Arthur’s accounting system and accounting statements,
and another two or three discussing pro forma financial projections and the rest on what we
would do when we acquired the company. Frank basically did the financial projections and I
designed the accounting system. Actually, I dreamed it up one afternoon at work. I sat down
at my computer and designed the forms myself. Frank’s projections for the next ten years
showed that things were really tight. Even with the $500,000 from the sale and leaseback of
the facilities, Frank projected that we were going to run out of money near the end of the first
year. We knew this when we were negotiating for the company, and it made us a bit nervous.

1
Fixed-base operations are companies located on an airport that service the non-airline aviation market. They
generally sell, fuel and maintain aircraft as well as provide flight instruction and charter services. These companies
can range from small family operations to multiple-location companies with sales exceeding $500 million.

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Well, three days before the closing, Frank came to me, white as a sheet, and confessed that we
had made a structural error in the projections. He was computing accounts payable on the
wrong basis, and we were going to run out of money in three months. We had a little discussion
as to whether we should blow the whole deal right there, knowing that we couldn’t survive.
We decided to go ahead with the deal. We knew it would be an impossible job, no matter how
we sliced it, but we were prepared to go through with it.

AIRTEX AVIATION PRIOR TO PURCHASE

AirTex was one of eight fixed-base operations at San Miguel Airport, which served Center
County, Texas – one of the most rapidly growing communities in the nation. AirTex had a loss
of $500,000 on sales of $10 million in fiscal year 1989, and this left the company with a
negative net worth (see Exhibit 1). The company conducted activities through six informal
departments (see Exhibit 2).

Fuel line activity

The activity employed twelve unskilled fueling people, with an average tenure with the
company of eight months, and three dispatchers who coordinated their activities via two-way
radio. It was managed by Will Leonard, a man in his mid-30s, who had been the construction
foreman for Bill Dickerson when Bill was a real estate developer. When Dickerson bought
AirTex in 1980, he brought Will Leonard with him to manage the “line crew.” Will was
enthusiastic about his job, extremely loyal to Dickerson, and well-liked by his employees.
Although lacking in any theory of management (he had a high school diploma and some junior
college credits), Will was a good first line manager who was instinctively people-conscious
while holding them in line.

The fuel activity encompassed five operations:

Retail Fueling – A Phillips Petroleum franchise of underground storage of 60,000 gallons of
jet fuel, 20,000 gallons of “AV-Gas,” and five fuel trucks to serve locally based and transient
aircraft.
Wholesale Fueling – Service of a fuel farm for Texas Air, a regional airline connecting San
Miguel with cities in Texas, Louisiana, Arkansas and Oklahoma. AirTex bought its own fuel
separately.
Fuel Hauling – An over-the-road fuel truck and a Texas Public Utilities permit to haul fuel on
public roads. The truck, in essence, served Phillips, at a price, by delivering its fuel to AirTex.
Rental Cars – An agency of a local automobile rental company, mainly used as a service to
temporary transient pilots.
Tie-Downs – Storage of transient and San Miguel-based aircraft in six hangars and 50 open
tie-downs. 2

The fuel activity was open 18 hours a day, seven days a week, year-round.

2
A tie-down is an area of asphalt or concrete with ropes, where an aircraft is parked by tying it down to prevent
it from rolling away or from sustaining wind damage.

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Service and parts

take apart
The service activity repaired, maintained, and overhauled aircraft. It employed six mechanics
and a departmental secretary. The parts activity, a separate accounting entity, employed one
person and was managed by the head of service, as sales went almost entirely to the service
activity.
The manager of these operations was Carl Green, a man in his 60s, who had been chief
mechanic for Dove Aircraft at Love Field in Dallas prior to moving to AirTex. Before that, he
was the mechanic/copilot for a Dallas oil executive. Carl had a high school diploma, aircraft
and power plant licenses, and multi-engine and commercial pilot certificates. He knew
airplanes, engines and aircraft mechanics. He was, in Ted’s words, “not a self-starter, had a bit
of retirement mentality, and avoided conflict except when it came to quality. You would never
worry about anything he rolled out of his shop.”

Flight training

The flight training activity was managed by Roy Douglas, whose pilot license was signed by
one of the Wright Brothers. Roy had held several world records in aviation’s early days, and
was highly respected by the aviation community. He spent a lot of time “hangar flying” with
old cronies and, while he didn’t manage the department in any real day-today sense, he hired
the seven instructor pilots and three dispatchers, gave check rides to students prior to their FAA
[Federal Aviation Administration] flight exam, and set safety policies. He and his chief
dispatcher, who now had been with him for over ten years, were intensely loyal to both AirTex
Aviation and the flying community. They had, however, “seen everything and were surprised
by nothing,” and they were very resistant to change, be it new aircraft technology, aviation
teaching methodology, or accounting systems.
The flight training activity, which had lost money each year, had two types of operations:
Flight School – Flight training in 18 single engine light aircraft from eight flight instructors
coordinated by three dispatchers. Flight ratings were offered from private pilot through air
transport ratings.
Pilot Shop – Sales of flight supplies, such as logbooks, navigational charts, and personal and
training flight supplies. Sales were made from three display counters by the flight school
dispatchers.

electronic
Avionics

Avionics was a single-person activity conducted by Leon Praxis. Leon was a college-trained
electronics technician whose responsibilities included repairing radios and electronic
navigational equipment. He started at eight every morning and left promptly at five, so that he
could spend time working on other interests at home.

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Aircraft sales
AirTex had been a Piper Aircraft dealer until two months before its sale. The owner, Bill
Dickerson, was unable to finance the number of aircraft Piper required to be carried in
inventory, so he lost the franchise, fired his two salespeople, and closed down the department.

Accounting
The Accounting Department was central to the company in two ways. First, it was located in
a glass-enclosed office in the center of the building, where it could be seen by everyone and
everyone could be seen from it.The second part of its centrality was the role that its manager,
Sarah Arthur, played in AirTex. Sarah had worked for Bill Dickerson for more than 20 years.
In his absence, which was frequent, Sarah managed the company. While her title was
accountant, she had no accounting training of any kind, and her idea of running the company
was to be the central repository of all information. She received and opened all the mail – not
just mail for her department – and she would distribute it to the department heads as she saw
fit. What she distributed, in Ted’s words, “was typically nothing – bills would come and she
would keep them. Checks would come and she would keep them. And, at the end of the day,
she would collect cash from all the departments and keep it.” Sarah managed all the receivables
and payables.
All accounting information was Sarah’s, and nothing left her office. The department managers
knew nothing about the profitability of their operations. All they knew was that airplanes would
fly and that Sarah Arthur would come around at the end of each day and collect their money.
scold
Then, occasionally, she would berate the department managers for their high receivables. Of
course, they had no idea how big their receivables were, or who they represented. They would
just “be beaten over the head.”
As Ted described it:

The management system that was in place when we bought the company was one woman who
magically kept everything in her head. There was a limited and almost incomprehensible
formal system. There were basic financial statements and a set of reports that were produced
for and according to Piper Aircraft’s specifications each month, but they helped Piper, not the
management. We may have negotiated with Bill Dickerson, but we were going to take over
the management of the company from Sarah Arthur.

ASSUMING MANAGEMENT RESPONSIBILITIES

The roles of Ted and Frank

Frank and Ted took over the business not only as full and equal partners, but as best friends
who understood each other very well. Frank assumed the chairmanship, and turned his
attention to specific and critical projects, the first being the reestablishment of aircraft sales –
potentially a major profit area. Ted took the title of president and chief operating officer, and
began to manage the rest of the business. As Ted said later:

I knew Frank wouldn’t be right at my side at every decision, but I made sure that four times a
day I could walk into his office and say, “Frank, I don’t really know what I’m doing,” and he
would give me a pat on the back and put my head in order.
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Frank, in turn, depended on Ted for operational inputs and intellectual support. They both
worked 12-hour days, five days a week, with Ted, not married, putting in 10–12 hours each
day on weekends as well. Frank, who had a family, tried to put in three or four hours a day on
the weekends.

Management and control

Beyond the immediate cash crisis, Ted viewed his three most important tasks as:
redesign
1. Revamping the management of AirTex.
2. Installing a control system that would both support the management and provide
information needed in order to make decisions.
3. Wresting de facto control of the company from Sarah Arthur promptly.

Frank and Ted believed that it was very important to provide an environment where the
departmental managers could make correct decisions on their own, since they had decided they
could not make all the decisions themselves. They had neither the time nor the technical
knowledge. As Ted put it:

One of the things I was very concerned about was how to manage by providing an environment
that encouraged the managers to make decisions the way I would want them made. That was
very, very important to me. I wanted to provide a framework that didn’t limit their actions but
certainly provided very fast feedback as to how they were doing and made it personally
worthwhile for them to do the right things. I spent a lot of time thinking about how to do that,
and it occurred to me that there were really two ways to do that. I recognize that there has to
be the black hat and the white hat in any of these situations, and so I decided to make the
control system represent reality and my personal role would then be that of an emotional leader
as opposed to a task leader. I would let the control system be the task leader, and then I could
exert more avuncular personal leadership.
uncle

I also realized that I didn’t have the time to train everyone in the management approach we
wanted to use at AirTex. Nor did I have the guts to fire everyone and bring in new talent, and
that wouldn’t have been a good idea anyway. I also realized that unless I changed the basic
attitudes in the company, we would never survive. In order to do that, we needed to do a lot of
education, and that would be my personal role. But, if I was going to do that successfully, I
scold
couldn’t at the same time be berating them about the receivables, so it was necessary to take
the nitty-gritty daily tasks of banging people over the head and put them somewhere else. I
didn’t really feel that Frank should do that, and so to provide this environment for decentralized
decision making was very, very important.

Ted began to implement a management control structure, incorporating the following policies:

1. Profit centers would be established for each major activity. These profit centers would be
combined where appropriate into departments.

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2. Revenues and expenses would be identified by profit center and communicated to the profit
center manager.
3. Departmental managers would be responsible for their profit centers, and would receive a
bonus of 10% of their profit center profits after administrative allocation.
4. The profit center managers would have pricing authority for their products or services, both
internally fuel department manager could, and did, charge the Flight School retail price for the
fuel they used, whereas he charged the Service Department his cost for its oil.
5. The profit center managers could buy products externally rather than internally, if it was in
their best interests to do so. The Flight School manager could, and did, have his aircraft
repaired outside AirTex’s shop when it was unable to fulfill his service needs.
6. The profit center managers could buy needed capital equipment and operating supplies on
their own authority within established purchase order limits.

Ted recalled one of the first times this decentralized authority was tested:
outdated
When we bought the company, it had an old, rotten, obsolete copier. It was under the control
of Sarah Arthur, and everyone who wanted a copy of anything had to go to Sarah, the Witch
begging
of the North, and plead – which was really an awful thing to do. I remember one day, Will
Leonard, the manager of the Fuel Department, said, “Can’t I get a copier?” I said, “Will, you
can do anything you want within the limitations of the PO.” So, he bought the smallest copier
he could find, and he let everyone in the company make copies, charging them 10 cents a copy.
At the end of the month, he would present bills to every department for the copies they used.
He made money on his copier because everyone else was scared to death to walk into the
Accounting Department and face the Witch of the North. Here was a classic entrepreneurial
popular
example, and it became almost a cause célèbre. People were saying, “How did he get a copier?
What right does he have to charge me for the copier?” I would say, “If you want a copier, go
get one.” But with one here at 10 cents a copy, they realized they couldn’t really afford one
themselves, so they grumbled and went about their business.

7. The profit center managers had the authority to hire, fire, and administer the salary schedule
in their departments quite independent of the rest of the company.

CASH MANAGEMENT

Cash and accounts payable

When Ted arrived at AirTex on the first day of his ownership, he gathered up the checks Sarah
had written and pulled up the accounts payable file on the computer, called in his departmental
managers one by one and said, “Who are your most important suppliers?” He looked at the
individual accounts to see how old the balances were and called up each of the suppliers,
saying, “I’m the new owner of AirTex Aviation, and I would like to come down and talk to
you about our credit arrangements.” He later said:

Over the next six months, I got on good terms with the suppliers. I talked to them, took them
out to lunch, and let them take me out to lunch. We paid them a little bit here and a little bit
there, and we stayed out of serious trouble.
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A direct result of Ted’s assumption of the accounts payable decision was that Sarah Arthur
began to view her stay at AirTex as being limited to the four months agreed upon. As it became
clear that Ted was not going to let her make the management decisions anymore, she limited
her work for the company strictly to the four-month transition period agreed upon in the
purchase agreement. As Ted put it:

She effectively said, “I will work from 11:00 a.m. to 2:00 p.m. every day. I will answer your
questions and that is all.” That was fine with me. I hired a new accounting clerk to be Sarah’s
assistant. She worked from 8 in the morning until 7 at night. I hired her; she worked for me.
And when Sarah Arthur quietly packed up and left, the departure was easy.

Cash and accounts receivable

With the accounts payable crisis on the road to a solution, Ted turned his attention to cash
inflow. In his words:

My biggest worry was how we were going to control cash, or rather, how I was going to provide
a system that would motivate the departments to manage cash. The solution I came up with
was to take the receivables and give them back to the departments. That was very controversial.
Everybody in the whole company fought me on that. Frank didn’t like it – I was totally alone.
First of all, the managers didn’t understand it. They had never seen receivables, they didn’t
know what they were. They felt as though they were playing with dynamite. “Here they are,
but what do I do with them?” Frank, on the other hand, was concerned that things would get
totally out of control because our most important asset – our incoming cash flow – had
suddenly been handed out to amateurs. Sarah Arthur may not have been perfect, but she had a
lot of experience.
In the Fuel Department, I handed the receivables to the dispatcher, a 20-year-old surfer who
had dropped out of college after two years. In the Flight School, I also gave them to the
dispatcher, a 55-year-old, loyal employee. These were the only two departments with
significant accounts receivable. In Service and Avionics, I gave them to the managers, but
electronic
these were not significant.
One Saturday morning, I sat down at the computer and printed up all of the balances, and
physically presented them to these two women – the de facto department heads. Then I sat
down and showed them how to input the correct information using the current week’s
transactions. So, we started to collect data on the accounts receivable.

To motivate the department heads to manage their accounts receivable, Ted gave them the
credit-granting authority and the responsibility for collections. He also established the
following monthly charges against their departmental profits:

Receivables 60 days old or less 1% of the balance

Receivables 60–90 days old 3% of the balance
Receivables 90–120 days old 6% of the balance
Receivables over 120 days old charged the balance to the profit center

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Cash and the banks

When Frank and Ted acquired AirTex, they also acquired short-term bank notes payable of
$300,000 from the Center National Bank. The notes had been outstanding for several years,
and Ted was concerned, since if the bank called the notes, it would put the company into
bankruptcy. As Ted recalled:

One of the people I called just before we bought the company was Hal Lattimer, the manager
of the branch we did business with. I took him out to dinner, and over dinner, I told him about
the company and how it was doing, as well as some of my plans for the future. I said, “But we
have this problem of the $300,000 I owe you. I would love to convert that to a 24-month note
to get it out of the short-term category, so as to increase our working capital to make us more
attractive to our suppliers. That way, we can get better terms from them.” He looked at me and,
without thinking it over, said, “Fine, I’ll do it.”
He had made a gut decision based upon some good vibes, and I was shocked, since I was
prepared to negotiate with him. I thought to myself, “The basis upon which business is done,
at least with this man, is total candor and honesty.” So, I started this program of giving the
bank our internal financial reports every month, along with a cover letter summarizing what I
was doing. Hal’s reaction was great. He thought it was the best thing he’d ever seen. No
customer had ever done that to him before. The result was that whenever I went to him – we
paid off the loan ahead of time – and said, “Hal, it looks as if I’m going to need $500,000 for
60 days,” he would say, “Yes, I’ve been following it. I’ve been watching your receivables
growing because of your extra business. I know a growing business needs money from time to
time. It’s no problem – I’ll put the money in your account this afternoon.”

THE ACCOUNTING SYSTEM

By the end of the second month, AirTex was producing a profit and loss statement on the
activities of each department. Each department kept account of its own sales, receivables,
inventories, expenses and, through the PO system, expenses initiated by the department.
In order to provide a predictable, and simple method of cost allocation which still would be
understood and “managed” by the department heads, Ted established an Administration Profit
Center which paid taxes, borrowed money, paid interest, utilities, bills, and other general
administrative expenses. The Administrative Department in turn levied a series of monthly
charges to each department as follows:

 Social Security taxes, health insurance, and other fringe benefits were charged to
departments as a predetermined percent of wages. Thus, when a manager took on a new
employee, he or she knew that it would cost the department, say, 125% of the wage.
 Accounts receivable – a monthly charge based on the amount and age of the
receivables.
 Operating assets – including the Parts Department inventory and the Service
Department’s shop equipment – were charged to the departments using them on a
predetermined percent of the asset’s cost.

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 Rent, fire and occupancy insurance, building maintenance and depreciation, and other
occupancy costs were charged as predetermined rental per square foot of floor or ramp
space occupied.
 A predetermined percentage of sales which represented the cost of Ted’s office and the
Accounting Department was also charged.

As all the charges were predetermined, calculated and announced twice a year, the
managers would control their expenses by managing their receivable balances, conserving on
equipment purchases, and varying the square footage they occupied. There were never any
unanticipated expenses, and the charging rates were set for breakeven. As Ted put it:

There was an interesting example of the effects of this system. AirTex had a total of 5.2 acres
of land, of which approximately 3 were for tie-downs that accommodated approximately 60
aircraft. The fuel Department always wanted more space because it meant that they could
sementara
accommodate more transient aircraft. The Flight School always wanted more space to make it
easier to manage their comings and goings. The Shop always wanted more space as a service
and convenience to customers leaving or dropping off aircraft to be serviced.
Before the departments were charged for the area they occupied there was no way to
intelligently resolve this conflict. Bill Dickerson, the former owner, or Sarah would have to
make what was essentially an arbitrary decision. With our system, however, there was a
definite price to be paid for demanding more space. And with the manager’s bonus system,
10% of that price came right out of the manager’s pocket.
The result was that we had very few of these discussions that did not reach a natural
compromise. And when, over time, each department truly needed more space and was more
and more willing to pay the rent, we raised the rent until demand equaled supply. It was great
to see a free market in action!

THE TASK GUIDANCE SYSTEM

As an aid towards educating departmental managers in the management of their operations and
for keeping them aware of their activities, responsibilities and results, Frank and Ted instituted
a Daily Department Report, which required the departments to submit internally consistent
operating and accounting information. Each department kept the customer account
information, and central accounting kept only receivables control accounts, which would
balance to each department’s detail. The managers would account for their daily activity in
units and in dollars.
For example, the Flight School’s DDR was prepared each morning by 11:00 a.m. and reported
the activity of the preceding day. The first set of entries on the report detailed the sales made
by the Flight Department by each type of sales. The total represented all the revenue that was
credited to Sales (indicated by (1) on the DDR). The second set of numbers categorized the
flow of funds into the Flight Department by type – cash, credit card slips, or reductions in the
block accounts3 or leaseback payments due. The total of these funds (indicated by (2) on the
DDR) are the charges (debits), to cash, accounts receivable or the block accounts payable.
3
A block account represented prepaid flying lessons or aircraft rental. Cash was received in advance and recorded
as an accounts payable by AirTex. The customer’s flying activities were then charged (debited) to this account as
they occurred. AirTex leased most of its instructional aircraft from private owners. AirTex contracted to pay them
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The final group of items details the direct costs incurred in the production of revenue. These
were:
 The expenses incurred in utilizing leased training aircraft. These were, by contract, a
fixed amount per actual hour of aircraft use.
 The wages due to the flight instructors. These instructors were paid a contractual
amount for each hour of instruction given. If the flight student was charged $60.00 per
instructional hour by AirTex, AirTex would then owe the instructor $40.00 for that
hour.
 Cost of supplies – the direct cost of the items sold in the Pilot Shop

The total, (3) on the DDR, represented the direct costs of the Flight Department for that
day.
Cash received in the mail and cash collected by the departments was deposited daily.
Photocopies of the checks were given to the departments for identification of source and
inclusion on their DDRs. Ted commented:

We would deposit the check and send the photocopies around to the departments. Sometimes
a check would come into AirTex from someone and no one would AirTex Aviation know who
it was. Sometimes it would take two or three weeks to find out what it was for. It was passed
around the various departments, but in the meantime, we had the money. We couldn’t account
for it, so we put it in a little suspense account. And, interestingly enough, sometimes no one
accounted for it, and it became administrative profit.

The detail of charge slips, photocopies of checks, and physical currency would be attached to
the DDR and by 11:00 a.m. each department would turn them into Accounting – with sales
balanced against receipts, inventory against fuel flows, and receivables proven-out. There were
still errors, but they got corrected at the departmental level, although at least one department
had to hire an additional person to do the DDR.
The system left the Accounting Department with a simple task. They had DDRs from each
department, but only one sales figure from each. Thus, their postings were trivial. All they had
to do was to post the DDRs and then worry about other corporate issues, like taxes. Now, only
one person was needed in accounting, and the detail was where it should be – in the
departments where it could be used.
Similar systems were put in place for the Flight School, Service Department and Parts
Department. For example, in Parts, a physical card was maintained for each inventory item.
AIS. PURC CYCLE To purchase, the Parts Department would issue a purchase order. When the parts and invoice
arrived, the total inventory balance was increased by the invoice amount, and a copy of the
invoice was sent to the Parts Department. They would update their card balances for sales
made. At the end of each month, Accounting would balance its control account against the
sums shown on the parts cards.
Another control was the requirement for each department to submit aging of their accounts
receivables to Accounting. Accounting would compare these amounts against their control

so much per hour for use of the aircraft. Some leases were “wet,” meaning that the aircraft owner furnished the
fuel. Other were “dry,” meaning that AirTex paid for the fuel used .

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totals. As Ted put it, “We balanced the aging provided by the departments against the books
in central accounting down to the penny. That gave us our basic control.”

Aircraft sales

While Ted was implementing the control system, educating the managers, dealing with the
org kita hutang creditors, and establishing a better relationship with the bank, Frank was dealing with aircraft
sales. Frank began by reestablishing AirTex’s relationship with the Piper Aircraft Corporation.
He convinced them that AirTex was on its way to financial stability and could not only sell but
be able to inventory the requisite number of aircraft to maintain dealer status. Frank negotiated
the terms with Piper, involving Ted only with Piper’s reporting requirements.
A few years before, AirTex had been the largest Piper dealer in the territory, so Piper was
interested in the potential of the new management. Things went well until Piper brought up the
subject of their standard accounting reports. Frank and Ted were willing to commit to purchase
unwilling
five aircraft in the first six months, but they balked at the standardized reporting requirements
which Ted characterized as “factory-oriented.” He stated:
burden
I wanted to be basically independent. The reports weren’t all that onerous. It might have been
childish, but it was partly, “I own this place and no one is going to tell me what to do.” It was
also partly a feeling that I wanted to establish an equal relationship with Piper. I did not want
to come to them as a supplicant. For the past several years, AirTex had always been begging
Daddy Piper for handouts. I wanted to establish a relationship with them that was one of equals.
It was psychological, but I also didn’t want to waste the time of my people on something that
I didn’t think would be productive. I told them they could have access to any of our reports
that they wanted, but that we wouldn’t use their forms. They didn’t like it, but they bought it.
guide
After obtaining the Piper franchise, Frank rehired the old salesmen, but personally shepherded
the first aircraft sales through. The first one was, in Frank’s word, “memorable.” He continued:

Our first sale was to a local car dealer. He wanted to buy the aircraft, but he wouldn’t pay for
it until it arrived at San Miguel, saying, “In my business, you don’t pay for a car until you see
it.” Now we had to pay for it when we picked it up at the factory, so I asked Ted how we stood.
He said, “We have enough money although if he doesn’t pay for it, we won’t make the next
payroll, and we’ll be out $200,000 for however long it takes to get the airplane from Vero
Beach to here. But I’m willing to do it. Go do whatever you have to do.” So we did. I engaged
the son of the aircraft salesman to fly the airplane. Unfortunately, there was horrible weather
that grounded him in Tuscaloosa, Alabama for a week. I nearly lost my mind. I had committed
every last cent the company had, and it was sitting in Tuscaloosa. That’s how tight things were.

Profitability of the aircraft sales activity proved to be highly variable between months. For
example, while losses were shown in May and August 1990, several very high-margin sales,
accounting for nearly $500,000 in operating profit, were made in the June–July 1990 period.
(See Exhibits 3-5.)

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ACCT3614/ICS/CASE/DO Not Bring This Case To The Examination Hall/For Self Use Only

MANAGEMENT STYLE

In running the company, Ted took an active role both through long hours of planning and
managing, and also through learning and doing. He learned to fly and got a multi-engine
commercial license, changed the oil in the shop, and worked on the engines. It was, as Ted
said:
uncle
a part of the process of being an avuncular, emotional leader. In the first couple of years, I
deliberately set out to make my role a teacher. The first thing I did in my office was to put up
a blackboard, and arrange the furniture so that there was a sofa facing the blackboard and a
chair turned towards it as well. My desk was at right angles to the blackboard – all of us could
see it. When departmental managers would come to me with a problem, rather than focusing
on the problem, we would talk about the process. I would say, “Where is your accounting data?
Where are your profit center reports? What do your profit center reports tell you about this
problem? What thought processes did you go through to extract information from the profit
center reports that would help you solve this problem? What alternatives did you consider?”
And I did this in a typical Socratic teaching process. Through Frank’s and my personal
involvement in the company, and through this teaching approach, we could not only obviate prevent
Frank’s forecast of bankruptcy in three months, but we could rely on our managers and build
for the future.

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EXHIBIT 1 Balance Sheet Air Tex Aviation ($,000)

Assets 8/26/89 1/1/90 Liabilities and net worth 8/26/89 1/1/90

Cash and marketing securities $40 $440 Accounts payable – trade $310 $250
Accounts receivable 125 245 Accounts payable – Philips oil 560 580
Contracts receivable – current 255 75 Contracts payable – current 155 165
Financing commissions due 100 100 Customers deposits - 10
Receivables from officers and employees 340 - Notes payable 440 155
Other receivables 70 - Accrued expenses 160 175
Inventory: Deferred block time 25 20
Aircraft 165 515 Other current liabilities 10 10
Parts and flight supplies 250 225 Total current liabilities 1,660 1,365
Fuel 65 125 Contracts payable – long term 205 450
Work in progress 35 10 Long-term debt 2,120 170
Prepaid expenses 35 150 Total liabilities 3,985 1,985
Total current assets 1,480 1,885 Net worth (85) 310
Fixed assets (net) 2,185 135 Total liabilities and net worth $3,900 $2,295
Contracts receivable – long term - 130
Investments 145 145
Others 90 -
Total assets $3,900 $2,295

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EXHIBIT 2 Pre-purchase organizational chart

President
Bill Dickerson

Service Flight Aircraft Sales

Accounting
Carl Green Roy Douglas (discontinued
Sarah Arthur
)

Sales - $118,540 Sales - $585,815 Sales -

Expenses - $392,350 Gross - $47,625 Gross - $329,830 $114,500
Net – ($67,310) Net – ($25,470) Gross - $6,585
Net –
($53,490)
Fuel Line Parts
Will Leonard Carl Green
Avionics
Net –
Leon Praxis
Sales - $1,051,565
Sales - $69,435 ($53,490)
Gross - $539,465
Net – ($130,880) Gross - $20,595
Net – ($12,125)
Sales - $8,065
Gross - $4,360
Net – ($5,100)

Sales, Gross Profit Margin, and Net Income were for the fourth months preceding purchase – September-December, 1989. Profit was
calculated from the extant system, which fully allocated administrative costs.

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EXHIBIT 3 Summary income statement by activity – January-February 1990 ($000)

Part and
Avionics Flight training Fuel activity Aircraft sales
Services
Sales 78.5 0 125.5 313 439.5
Cost of product 28.5 7 52 204.5 382
Salaries & commissions 17.5 - 30 39 2.5
Payroll-related expenses 3.5 - 5.5 5 -
49.5 7 87.5 248.5 384.5

Gross margin 29 (7) 64.5

38 55
Other expenses 34 .5 22.5 55 39.5
Operating profit (5.0) (7.5) 15.5 9.5 15.5

EXHIBIT 4 Summary income statement by activity – M 1990 ($000)

Part and
Flight training Fuel activity Aircraft sales Charter*
Services
Sales
65 315.5 225.5 8
207
Cost of product 19.5 109.5 166.5 214.5 7
Direct payroll 25 46.5 41.5 - -
Commissions - - 5 - -
Payroll-related expenses 4 5.5 9.5 - -
48.5 161.5 222.5 214.5 7
Gross margin 16.5 45.5 93 11 1
Other expenses 32.5 49 31 .5
33
Operating profit (16) 3.5 44 (20) .5
*charter activity started in May.

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EXHIBIT 5 Summary income statement by activity – August 1990 ($000)

Part and
Flight training Fuel activity Aircraft sales Charter
Services
Sales 132.5 177 327.5 111.5 61.5
Cost of product 46.5 93 168.5 99.5 34
Direct payroll 23 39 7.7 - 3
Payroll-related expenses 4.5 4.5 13.5 - -
74 136.5 220.5 99.5 37
Gross margin 58.5 40.5 107 12 24.5
Other expenses 33.5 30 14 43 12.5
Operating profit 25 10.5 93 (31) 12

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