Management Control Systems, Transfer Pricing, and Multinational Considerations

1. Management Control Systems,Transfer Pricing,and Multinational Considerations Chapter 22Accounting 3300Professor Richard E. McDermott

2. Management Control Systems Management control systems are a means of gathering and using information. Information is used to: Aid and coordinate planning and control decisions within an organization. Guide the behavior of managers and other employees.

3. Management Control Systems

4. Evaluating Management Control Systems To be effective, management control systems should be closely aligned to the firm strategies and goals. Systems should be designed to fit the company structure and decision-making responsibility of individual managers.

5. Two Aspects of Motivation Goal Congruence exists when individuals and groups work toward achieving the organizations goals – managers working in their own best interests take actions that align with the overall goals of top management.

6. Two Aspects of Motivation Effort is exertion toward reaching a goal, including both physical and mental actions.

7. Organizational Structure and Decentralization Decentralization is the freedom for managers at lower levels of the organization to make decisions. Autonomy is the degree of freedom to make decisions. The greater the freedom, the greater the autonomy.

8. Decentralization Versus Centralization Total decentralization means minimum constraints and maximum freedom for managers at the lowest levels of an organization to make decisions. Total centralization means maximum constraints and minimum freedom for managers at the lowest levels of an organization to make decisions.

9. Decentralization and Multinational Firms Companies that operate in multiple countries are often decentralized – why? What do you think is the biggest drawback to decentralization with multinational companies?

10. Choices about Responsibility Centers Regardless of the degree as decentralization, management control systems used one or a mix of the four types of responsibility centers. Cost centers Revenue centers Profit centers Investment centers

11. Transfer Pricing A transfer price is the price one subunit of a corporation charges for a product or service supplied to another subunit of the same organization. Management control systems use transfer prices to coordinate the actions of subunits and to evaluate their performance.

12. Transfer Pricing The transfer price creates revenues for the selling subunits and purchasing cost for the buying subunits, affecting each subunits operating income. The product or service transferred between subunits is called the intermediate product.

13. Three Transfer Pricing Methods Market based transfer prices Cost-based transfer prices Negotiated transfer prices

14. Dual Pricing Dual pricing is one version of cost-based pricing. Dual pricing uses two separate transfer pricing methods to price each transfer from one subunit to another Example: the selling division receives full cost price, while the buying division pays market price.

15. Dual Pricing With the previous example, what happens to the difference between full cost received by the selling division and market price paid by the buying division?

16. Multinational Transfer Pricing and Tax Considerations Transfer prices often have tax implications. Tax factors include: income taxes, payroll taxes, customs duties, tariffs, sales taxes, value added taxes, environmental related taxes, and other government levies.

17. Minimum Transfer Price

18. Problem 22-16 Durham Corporation makes exclusive furniture. Describe the financial and nonfinancial measures you would include in the company’s balanced scorecard management control system.

19. Author’s Answer Durham produces and sells furniture of unique design and outstanding quality. Clearly, it is pursuing a product-differentiation strategy.

20. Author’s Answer Its balanced-scorecard-based management control system should reflect that strategy and measure and communicate the degree to which the organization meets its strategic goals. Some possible financial and non-financial measures are:

21. Possible Financial Measures profit margins stock price net income return on investment cash flow from operations design costs as a percentage of sales

22. Possible Non-Financial Measures Market share in the high-end furniture segment. Customer repeat purchases. Number of mentions of Durham furniture in design and architecture magazines. Recognized quality certifications, number of innovative designs.

23. Possible Non-Financial Measures Ability to attract and keep the best designers. Employee satisfaction. Employee pride in Durham’s identity.

24. Problem 22-18 Hexton Chemicals has seven independent operating divisions. These are assisted by support groups such as environmental management.

25. Problem 22-18 Environmental management engineers must seek business from the divisions. The work must be paid by the operating divisions.

26. Problem 22-18 Is the environmental group centralized or decentralized? The environmental-management group appears to be decentralized because its managers have considerable freedom to make decisions.

27. Problem 22-18 They can choose which projects to work on and which projects to reject. Top management will adjust the size of the environmental-management group to match the demand for the group’s services by operating divisions.

28. Problem 22-18 What type of responsibility is the environmental management group? The environmental-management group is a cost center. The group is required to charge the operating divisions for environmental services at cost and not at market prices that would help earn the group a profit.

29. Problem 22-18 What benefits and problems do you see in structuring the environmental group in this way? Does it lead to goal congruence?

30. Benefits The operating managers have incentives to carefully weigh and conduct cost-benefit analyses before requesting the environmental group’s services. The operating managers have an incentive to follow the work and the progress made by the environmental team.

31. Benefits The environmental group has incentives to fulfill the contract, to do a good job in terms of cost, time, and quality, and to satisfy the operating division to continue to get business.

32. Problems The contract requires extensive internal negotiations in terms of cost, time, and technical specifications. The environmental group needs to continuously “sell” its services to the operating division, and this could potentially result in loss of morale.

33. Problems Experimental projects that have long-term potential may not be undertaken because operating division managers may be reluctant to undertake projects that are costly and uncertain, whose benefits will be realized only well after they have left the division.

34. Problem 22-19 User Friendly Computer with headquarters in San Francisco, manufactures and sells a desktop computer. The company has three divisions each of which is located in a different country.

35. Three Divisions China Division – manufactures memory devices and keyboards. South Korean Division – assembles desktop computers using internally manufactured parts and memory devices and keyboards from the China division. US Division – packages and distributes desktop computers.

36. Additional Information Each division is run as a profit center. The cost for work done in each division for a single desktop computer is as follows.

37. Additional Information Chinese income tax rate is 40%. A South Korean income tax rate is 20%. United States income tax rate is 30%. Exchange rates: 8 yuan = $1.00 US dollar 1,200 won = $1.00 US dollar

38. Additional Information Each desktop computer is sold through retail outlets in the United States for $3200.

39. Additional Information Both China and South Korea sell part of their production under a private label. The Chinese division sells a comparable memory/keyboard package to a Chinese manufacturer for 3600 yuan. The South Korea division sells a comparable desktop computer to a South Korean distributor for 1,560,000 won

40. Part One Calculate the after tax operating income per unit earned by each division under the following transfer pricing methods: (a) market price, ( b) 200% of full costs, and (c) 300% of variable costs. Income taxes are not included in the computation of cost based transfer prices.

41. Analysis This is a three-country, three-division transfer pricing problem with three alternative transfer pricing methods.

42. Analysis Let’s take this approach in solving the problem: First begin by summarizing the costs in US dollars. Then organize this data into transfer price alternatives. Then prepare income statements for each division using each transfer price method, summing to see the total corporate net income under each alternative.

43. Summary of Costs in US Dollars China Plant: Variable costs: 1000 yuan = $125 per subunit Fixed costs: 1800 yuan = $225 per subunit. South Korea Plant: Variable costs: 360,000 won = $300 per unit Fixed cost: 490,000 won = $400 per unit. United States Plant: Variable costs: $100 per unit Fixed costs: $200 per unit

44. Market Prices for Private Label Sale Alternatives: China Plant: 3600 yuan = $450 per subunit South Korea Plant: 1,560,000 won = $1300 per unit.

45. Transfer Prices Market Price as a transfer price: China to South Korea = $450 per subunit South Korea to U.S. Plant = $1,300 per unit

46. Transfer Prices 200% of Full Cost as a transfer price China to South Korea: 2.0 ? ($125 + $225) = $700 per subunit South Korea to U.S. Plant: 2.0 ? ($700 + $300 + $400) = $2,800 per unit

47. Transfer Prices 300% of Variable Costs: China to South Korea: 3.0 ? $125 = $375 per subunit South Korea to U.S. Plant: 3.0 ? ($375 + $300) = $2,025 per unit

54. Problem 22-20 British Columbia lumber has a raw lumber division and a finished lumber division. The variable costs are: Raw Lumber Division: $100 per 100 board feet of raw lumber. Finished Lumber Division: $125 per 100 board feet of finished lumber.

55. Problem 22-20 Assume there is no board feet lost in processing raw lumber into finished lumber. Raw lumber can be sold at $200 per 100 board feet. Finished lumber can be sold at $275 per 100 board feet.

56. Question Should British Columbia Lumber processed raw lumber into its finished form? The way to solve a problem like this is to subtract incremental costs from incremental revenue. ($275 -$200) - $125 = ($50) incremental loss Do not processed raw lumber into finished lumber.

57. Question Assume that internal transfers are made at 110% of variable costs. Will each division maximize its division operating income by adopting the action that is in the best interests of British Columbia Lumber as a whole?

58. Analysis

59. Analysis

60. Question Assume that internal transfers are made at market prices. Will each division maximize its division operating income contribution by adopting the action that is in the best interest of the British Columbia’s a whole?

61. Analysis

62. Problem 22-23 The Mornay Company manufactures telecommunication equipment. The company is marketing divisions throughout the world. A division in Vietnam imports 1000 units of product 4a36 from the United States.

63. The Following Information Is Available

64. Additional Information The Austrian import duty is charged on the price at which the product is transferred into Austria. Any import duty paid to the Austrian authorities is a deductible expense for calculating Austrian income taxes due.

65. Question Calculate the after-tax operating income earned by the US and Austrian divisions from transferring 1000 units of the products at full manufacturing costs per unit. Do the same calculation based on a transfer price of market price of comparable imports (income taxes are not included in the computation of the cost based transfer prices).

67. Problem 22-25 The Allison-Chambers Corporation, is organized along decentralized product lines with each division acting as a profit center.

68. Problem 22-25 Division managers have full authority with regard to sale of division output to outsiders and other divisions. Division C has always purchased its tractor engine component from Division A.

69. More Information However, when informed that Division A is increasing its selling price to $150, Division C’s manager decides to purchase the engine component from external suppliers.

70. More Information Division A insist that, because of the recent installation of some highly specialized equipment and the resulting high depreciation charges, it will not be able to earn an adequate return on its investment unless it raises its price.

71. More Information Division A’s manager appeals to top management for support in the dispute with Division C and supplies the following operating data. C’s annual purchase of the tractor engine components – 1,000 units A’s variable cost per unit of the tractor engine components -- $120 A’s fixed cost per unit of the tractor engine component -- $20.

72. Question Assume there are no alternative uses for the internal facilities. Determine rather the company as a whole will benefit if Division C purchased the component from external suppliers at $135 per unit.

73. Analysis

74. Question and Answer Question: What should the transfer price be set at so the division managers acting in their own best interest take actions that are in the best interest of the company as a whole? Answer: Any transfer price between $120 and $135 will achieve goal congruence.

75. Question Assume that the internal facilities of Division A would not otherwise be idle. By not producing 1,000 units for Division C, Division A’s equipment and other facilities would be used for other production operations that would result in annual cash operating savings of $18,000. Should Division C now purchase from external suppliers?

76. Answer

77. Answer

78. Answer

79. Question Assume that there are no alternative uses for Division A’s internal facilities and that the price from outsiders drops $20. Should Division C purchase from external suppliers? What should the transfer price for the components be set so that division managers have goal congruence?

80. Answer

81. Answer

82. Answer

83. Problem 22-26 Refer to Exercise 22-25, assume that Division A can sell the 1,000 units to other customers at $155 per unit, with variable marketing cost of $5 per unit. Determine whether Allison-Chambers will benefit if Division C purchases the 1,000 units from external suppliers at $135.

84. Problem 22-26

85. Problem 22-26

86. Problem 22-28 Europa Inc. has two divisions, A and B, which manufacture expensive bicycles. Division A produces the bicycle frame, and Division B assembles the rest of the bicycle onto the frame.

87. Problem 22-28 There is a market for both the subassembly and the final product. Each division has been designated as a profit center. The transfer price for the subassembly has been set at the long-run average market price. Data for each division follows.

88. Problem 22-28

89. Problem 22-28 The manager for Division B has made the following calculation:

90. Problem 22-28 No, transfers should not be made internally, as the company as a whole can make more by selling the product on the outside.

91. Problem 22-28 If Division B assembles the bicycle the company still has an overall contribution margin per unit of $30 as calculated below:

92. Problem 22-28 However, if the company simply sells the bicycle frame, its contribution margin is $80 as shown below.

93. Problem 22-28 Since there is no excess capacity, and therefore an opportunity cost of every unit sold inside the company, the market price is the correct transfer price. Let’s illustrate it with the general guideline described in the chapter. =

94. Question Assume that Division A’s maximum capacity is 1,000 units per month and sales to the intermediate market are now 800 units. Should 200 units be transferred to Division B? If so at what transfer price?

95. Answer Since there is no opportunity cost, the correct price would range between: incremental cost + opportunity cost = $120 + 0 = $120. This would be the ideal price for Division B $120 + $30 (contribution margin now earned by the assembly division) = $150 This would be the ideal price for Division A. The negotiated price would probably be somewhere between $120 and $150, so that the assembly division could make at least some of its desired $30 contribution margin.

96. Answer Above 200 units, the price would be $200 per unit, the market price, since there is an opportunity cost equal to the contribution given up by Division A. The transfer price therefore is: incremental cost of making the frame of $120 + lost contribution margin from not selling to outside customers of ($200 - $120 = $80) = $120 + $80 = $200! At no excess capacity, the correct transfer price is always market price.

97. Question Suppose Division A quoted a transfer price of $150 for up to 200 units. What would be the contribution margin to the company as a whole if the transfer were made?

98. Answer Division B would show zero contribution margin. The company as a whole, however, would generate a contribution margin of $30 per unit on the 200 units transferred. Any price between $120 and $150 would induce the transfer that would be desirable for the company as a whole.

99. Answer A motivational problem may arise regarding how to split the $30 contribution between Division A and Division B. Unless the price is below $150, Division B generates no contribution margin and has little incentive to buy.

100. Problem 22-30 Crango Products is a cranberry cooperative with two divisions: Harvesting and Processing. Currently all output is converted into cranberry juice by Processing and sold to large companies. The Processing Division has a yield of 500 gallons of juice per 1,000 pounds of cranberries.

101. Problem 22-30 Cost information is given below:

102. Question Compute Crango’s operating income from harvesting 500,000 pounds of cranberries during June 2006 and processing them into juice.

103. Question Crango rewards its division managers with a bonus equal to 5% of operating income. Compute the bonus earned by each manager for each of the following transfer pricing methods: 200% of full cost Market price

105. Question Which transfer pricing method will each division manager prefer? The Harvesting Division manager will prefer to transfer at 200% of full costs because this method gives a higher bonus. The Processing Division manager will prefer transfer at market price for its higher resulting bonus.

106. Question How might Crango resolve any conflicts that may arise on the issue of transfer pricing? Basing division managers’ bonuses on overall Crango profits in addition to division operating income. This will motivate each manager to consider what is best for Crango overall and not be concerned with the transfer price alone. Letting the two divisions negotiate the transfer price between themselves. However, this may result in constant re-negotiation between the two managers each accounting period. Using dual transfer prices However, a cost-based transfer price will not motivate cost control by the Harvesting Division manager. It will also insulate that division from the discipline of market prices. 

107. Problem 22-32 Industrial Diamonds has two divisions: South African Mining Division which polishes raw diamonds for use in industrial polishing tools. US Processing Division which polishes raw diamonds for use in industrial cutting tools.

108. Problem 22-32 The Processing Division’s yield is 50%. It takes two pounds of raw diamonds to produce 1 pound of top-quality polished industrial diamonds. Although all of the Mining Division’s annual output of 2,000 pounds of raw diamonds is sent for processing to the United States, there is also an active market for raw diamonds in South Africa.

109. Problem 22-32 The foreign exchange rate is 7 ZAR (South African Rands) = $1.00 US Dollar. The information shown on the following slide is for the two divisions.

110. Information on Diamond Divisions

111. Question Compute the annual pre-tax operating income, in US dollars, of each division using 200% of full cost and market price transfer pricing methods. Then calculate after-tax income using same methods.

112. Answer—Pre-tax Operating Income

113. Answer—After-Tax Income

114. Question In addition to tax minimization, what other factors might Industrial Diamonds consider in choosing a transfer-pricing method? Performance evaluation Management motivation Pricing and product emphasis External market recognition Overall income of the company Income or dividend repatriation restrictions Competitive position of subsidiaries in their respective markets  

115. Answer—After-Tax Income

116. Problem 22-33 Dropped as per Web.