Chapter

15
Segment Reporting, and
Decentralization
 Decentralization in Organizations
Benefits of
Decentralization Top
Top management
management
freed
freed to
to concentrate
concentrate
on
on strategy.
strategy.
Lower-level
Lower-level managers
managers
gain
gain experience
experience in
in
decision-making.
decision-making. Decision-making
Decision-making
authority
authority leads
leads to
to
job
job satisfaction.
satisfaction.
Lower-level decision
Lower-level decision
often
often based
based on
on
better
better information.
information.
Improves
Improves ability
ability to
to
evaluate
evaluate managers.
managers.

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 Decentralization in Organizations
May
May be
be aa lack
lack of
of
coordination
coordination among
among
autonomous
autonomous
Lower-level
Lower-level managers
managers managers.
managers.
may
may make
make decisions
decisions
without
without seeing
seeing the
the
“big
“big picture.”
picture.”
Disadvantages of
Lower-level
Decentralization
Lower-level manager’s
manager’s
objectives
objectives may
may not
not
be
be those
those of
of the
the
organization.
organization. May
May bebe difficult
difficult to
to
spread
spread innovative
innovative ideas
ideas
in
in the
the organization.
organization.

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 Decentralization and Segment Reporting
An Individual Store
A segment is any Quick
Quick Mart
Mart

part or activity of an
organization about A Sales Territory

which a manager
seeks cost,
revenue, or profit
data. A segment A Service Center
can be . . .

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 Cost, Profit, and Investments Centers

Cost Center
A segment whose Co
s
manager has t

control over costs,

but not over st Co

revenues or Co st

investment funds.

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 Cost, Profit, and Investments Centers

Profit Center Revenues

Sales
A segment whose Interest
manager has Other
control over both Costs
costs and Mfg. costs
Commissions
revenues, Salaries
but no control over Other
investment funds.

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 Cost, Profit, and Investments Centers

Investment Center Corporate Headquarters

A segment whose
manager has
control over costs,
revenues, and
investments in
operating assets.

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 Cost, Profit, and Investments Centers

Cost
Cost Profit
Profit Investment
Investment
Center
Center Center
Center Center
Center

Cost, profit,
and investment
centers are all Responsibility
Responsibility
known as Center
Center
responsibility
centers.
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 Traceable and Common Costs

Fixed
Costs

Traceable Common

Costs arise because Costs arise because

of the existence of of overall operating
a particular segment activities.

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 Traceable and Common Costs

Fixed
Costs Don’t allocate
common costs.

Traceable Common

Costs arise because Costs arise because

of the existence of of overall operating
a particular segment activities.

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 Identifying Traceable Fixed Costs

Traceable costs would disappear over

time if the segment itself disappeared.

No computer No computer
division means . . . division manager.

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 Identifying Common Fixed Costs

Common costs arise because of overall

operation of the company and are not due to
the existence of a particular segment.
No computer We still have a
division but . . . company president.

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 Levels of Segmented Statements
Webber, Inc. has two divisions.

W e b b e r , In c .

C o m p u te r D iv is io n T e le v is io n D iv is io n

Let’s
Let’s look
look more
more closely
closely at
at the
the Television
Television
Division’s
Division’s income
income statement.
statement.

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 Levels of Segmented Statements
Our approach to segment reporting uses the
contribution format.
Income Statement Cost
Cost of
of goods
goods
Contribution Margin Format sold
sold consists
consists of
of
Television Division variable
variable
Sales $300,000 manufacturing
manufacturing
Variable COGS 120,000 costs.
costs.
Other variable costs 30,000
Total variable costs 150,000 Fixed
Fixed and
and
Contribution margin 150,000 variable
variable costs
costs
Traceable fixed costs 90,000 are
are listed
listed in
in
Segment margin $ 60,000 separate
separate
sections.
sections.
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 Levels of Segmented Statements
Our approach to segment reporting uses the
contribution format.
Income Statement
Contribution Margin Format
Television Division
Sales $300,000 Segment
Segment margin
margin
Variable COGS 120,000 is
is Television’s
Television’s
Other variable costs 30,000 contribution
contribution
Total variable costs 150,000 to
to overall
overall
Contribution margin 150,000 operations.
operations.
Traceable fixed costs 90,000
Segment margin $ 60,000

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 Levels of Segmented Statements

Let’s see how the Television

Division fits into Webber, Inc.

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 Levels of Segmented Statements
Income Statement
Company Television Computer
Sales $ 300,000
Variable costs (150,000)
CM 150,000
Traceable FC (90,000)
Division margin 60,000
Common costs
Segment
Segment margin
margin has
has now
now
Net income
become
become division
division margin.
margin.

Let’s add the Computer

Division’s numbers.

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 Levels of Segmented Statements
Income Statement
Company Television Computer
Sales $ 500,000 $ 300,000 $ 200,000
Variable costs (230,000) (150,000) (80,000)
CM 270,000 150,000 120,000
Traceable FC (170,000) (90,000) (80,000)
Division margin 100,000 60,000 40,000
Common costs
Net income

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 Levels of Segmented Statements
Income Statement
Company Television Computer
Sales $ 500,000 $ 300,000 $ 200,000
Variable costs (230,000) (150,000) (80,000)
CM 270,000 150,000 120,000
Traceable FC (170,000) (90,000) (80,000)
Division margin 100,000 60,000 40,000
Common costs (25,000)
Net income $ 75,000

Common
Common costs
costs arise
arise because
because of
of overall
overall
operating
operating activities.
activities. ABC
ABC may
may be
be helpful
helpful
in
in the
the analysis
analysis ofof common
common costs.
costs.
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 Traceable Costs Can Become Common Costs

Fixed costs that are traceable on one

segmented statement can become
common if the company is divided into
smaller segments.

Let’s see how this works!

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 Traceable Costs Can Become Common Costs

Webber’s Television Division

T e le v is io n
Product
D iv is io n Lines

R e g u la r B ig S c r e e n

U .S . S a le s F o r e ig n S a le s U .S . S a le s F o r e ig n S a le s

Sales
Territories
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 Traceable Costs Can Become Common Costs

Income Statement
Television
Division Regular Big Screen
Sales $ 200,000 $ 100,000
Variable costs (95,000) (55,000)
CM 105,000 45,000
Traceable FC (45,000) (35,000)
Product line margin 60,000 10,000
Common costs
Divisional margin

We obtained the following information from

the Regular and Big Screen segments.
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 Traceable Costs Can Become Common Costs

Income Statement
Television
Division Regular Big Screen
Sales $ 300,000 $ 200,000 $ 100,000
Variable costs (150,000) (95,000) (55,000)
CM 150,000 105,000 45,000
Traceable FC (80,000) (45,000) (35,000)
Product line margin 70,000 60,000 10,000
Common costs 10,000
Divisional margin $ 60,000

Fixed
Fixed costs
costs directly
directly traced
traced
to
to the
the Television
Television Division
Division
$80,000
$80,000 ++ $10,000
$10,000 == $90,000
$90,000

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 Traceable Costs Can Become Common Costs

Income Statement
Television
Division Regular Big Screen
Sales $ 300,000 $ 200,000 $ 100,000
Variable costs (150,000) (95,000) (55,000)
CM 150,000 105,000 45,000
Traceable FC (80,000) (45,000) (35,000)
Product line margin 70,000 60,000 10,000
Common costs 10,000
Divisional margin $ 60,000
Of the $90,000 cost directly traced to
the Television Division, $45,000 is
traceable to Regular and $35,000
traceable to Big Screen product lines.

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 Traceable Costs Can Become Common Costs

Income Statement
Television
Division Regular Big Screen
Sales $ 300,000 $ 200,000 $ 100,000
Variable costs (150,000) (95,000) (55,000)
CM 150,000 105,000 45,000
Traceable FC (80,000) (45,000) (35,000)
Product line margin 70,000 60,000 10,000
Common costs 10,000
Divisional margin $ 60,000

The remaining $10,000 cannot be traced to

either the Regular or Big Screen product lines.

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 Segment Margin

The segment margin is the best gauge of

the long-run profitability of a segment.
Profits

Time
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 Hindrances to Proper Cost Assignment

The Problems
Omission of some Assignment of costs
costs in the to segments that are
assignment process. really common costs of
the entire organization.

The use of inappropriate

methods for allocating
costs among segments.

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 Omission of Costs

Costs assigned to a segment should include

all costs attributable to that segment from
the company’s entire value chain.
chain
Business Functions
Making Up The
Value Chain

Product Customer
R&D Design Manufacturing Marketing Distribution Service

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 Inappropriate Methods of Allocating
Costs Among Segments

Arbitrarily dividing
common costs
among segments
Inappropriate
Failure to trace allocation base
costs directly

Segment Segment Segment Segment

1 2 3 4

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 Return on Investment (ROI) Formula
Income
Incomebefore
before interest
interest
and
andtaxes
taxes(EBIT)
(EBIT)

Net operating income

ROI =
Average operating assets

Cash,
Cash,accounts
accountsreceivable,
receivable,inventory,
inventory,
plant
plantand
andequipment,
equipment,and
andother
other
productive
productiveassets.
assets.

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 Return on Investment (ROI) Formula

Regal Company reports the following:

Net operating income $ 30,000
Average operating assets $ 200,000
Sales $ 500,000

$30,000
ROI = = 15%
$200,000

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 Controlling the Rate of Return
Three ways to improve ROI . . .
Reduce
Expenses
Increase Reduce
Sales Assets

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 Controlling the Rate of Return

 Regal’s manager was able to increase

sales to $600,000 which increased net
operating income to $42,000.
 There was no change in the average
operating assets of the segment.

Let’s calculate the new ROI.

Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000

 Return on Investment (ROI) Formula

We can modify our original formula slightly:

Margin × Turnover
Net operating income Sales
ROI = ×
Sales Average operating assets

ROI = $42,000 $600,000

×
$600,000 $200,000

ROI = 21%

We
We increased
increased ROI
ROI from
from 15%
15% to
to 21%
21%

Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000

 ROI and the Balanced Scorecard

The balanced scorecard provides managers with

a roadmap that indicates how the company
intends to increase its ROI.
I’m
I’m glad
glad wewe used
used the
the
balanced
balanced scorecard
scorecard
Reduce to
to tell
tell which
which approach
approach
Expenses is
is best.
best.
Increase Reduce
Sales Assets

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 Criticisms of ROI
In the absence of the balanced
scorecard, management may
not know how to increase ROI.

Managers often inherit many

committed costs over which
they have no control.

Managers evaluated on ROI

may reject profitable
investment opportunities.

Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000

 Criticisms of ROI
 As division manager at Winston, Inc., your
compensation package includes a salary plus bonus
based on your division’s ROI -- the higher your ROI,
the bigger your bonus.
 The company requires an ROI of 15% on all new
investments -- your division has been producing an
ROI of 30%.
 You have an opportunity to invest in a new project
that will produce an ROI of 25%.
As division manager would you
invest in this project?
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 Criticisms of ROI
As division manager,
I wouldn’t invest in
that project because
it would lower my pay!

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 Criticisms of ROI
Gee . . .
I thought we were
supposed to do what
was best for the
company!

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 Residual Income - Another Measure of
Performance

Net operating income

above some minimum
return on operating
assets

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 Residual Income

 A division of Zepher, Inc. has average

operating assets of $100,000 and is
required to earn a return of 20% on these
assets.
 In the current period the division earns
$30,000.

Let’s calculate residual income.

Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000

 Residual Income

Operating
Operating assets
assets $$100,000
100,000
Required
Requiredrate
rateof
ofreturn
return ×× 20%
20%
Required
Requiredreturn
return $$ 20,000
20,000

Actual
Actualreturn
return $$ 30,000
30,000
Required
Required return
return (20,000)
(20,000)
Residual
Residualincome
income $$ 10,000
10,000

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 Motivation and Residual Income
Residual income encourages managers to
make profitable investments that would
be rejected by managers using ROI.

Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000

 End of Chapter 12

Let’s get to work

on my ROI . . .

Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000