t16Question 2 of 3 - Ch 23: Homework with Video Assistance

E22-11 UrLink Company is a newly formed company specializing in high-speed Internet Prepare and discuss a service for home and business. The owner, Lenny Kirkland, had divided the company Into two segments Home Internet Service and Business Internet Service. Each segment Is run by Its own supervisor, while basic selling and administrative services are shared by both segments. Lenny has asked you to help him create a performance reporting system that will allow him to measure cach segment's performance in terms of its profitability. To that end, the following information has been collected on the Home Internet Service segment for the first quarter of 2017, responsibility reporl. (L0 2, 3), P I 22 Budgetary Control and Responsibility Accounting Budget $25,000 Actual Service revenue Allocated portion of: Building depreciation Advertising Billing Property taxes Material and supplies Supervisory salaries Insurance $26,200 11,000 5,000 3,500 1,200 1,600 9,000 4,000 3,000 2,800 1,500 11,000…

Question 1 Nicholson Co sells mobile telephones. It supplies its customers with telephones and wireless telephone connections. Customers pay an annual fee plus a monthly charge based on calls made. The company has recently employed a consultant to install a balanced scorecard system of performance measurement and to benchmark the results against those of Nicholson Co’s competitors. Unfortunately the consultant was called away before the work was finished. You have been asked to complete the work. The following data is available. Nicholson Co Operating data for the year ended 30 November 2013 Sales revenue $480 million Sales attributable to new products $8 million Average capital employed $192 million Profit before interest and tax $48 million Average numbers of customers 1,960,000 Average number of telephones returned for repair each year 10,000 Number of bill queries 12,000 Number of customer complaints 21,600 Number of customers lost 117,600 Average number of telephones unrepaired at…

Outsourcing Call Centers; Strategy; Ethics; Present-Value Analysis (Chapter 12) Merchants’Bank (MB) is a large regional bank operating in 634 locations in the southeastern United States.Until 2014, the bank operated a call center for customer inquiries out of a single location in Atlanta,Georgia. MB understood the importance of the call center for overall customer satisfaction andmade sure that the center was managed effectively. However, in early 2013, it became clear that thecost of running the center was increasing very rapidly, along with the firm’s growth, and that someissues were arising about the quality of the service. To improve the quality and dramatically reducethe cost of the service, MB moved its call center to Bangalore, India, to be run by an experiencedoutsourcing firm, Naftel, which offers similar services to other banks like MB.The Naftel contract was for 5 years, and in late 2017 it was time to consider whether to renewthe contract, change to another call center…

Strategy The table below contains the names of six companies. Required: For each company, categorize its strategy as being focused on customer intimacy, operational excellence, or product leadership, if you wish to improve your understanding of each company’s customer value proposition before completing the exercise, review its most recent annual report. To obtain electronic access to this information, perform an Internet search on each company’s name followed by the words “annual report.”

Sonos, Incorporated designs, develops, manufactures, and sells multi-room audio products. The Sonos sound system provides customers with an immersive listening experience created by the design of its speakers and components, a proprietary software platform, and the ability to stream content from a variety of sources over the customer's wireless network or over Bluetooth. In an earlier year, it reported the following on its income statement (dollars in millions). Net sales Costs and expenses Cost of sales Research and development Selling, general, and administrative Operating income (loss) Interest and other incone (expenses), net Loss before provision for income taxes Provision for income taxes Net loss The company's beginning and ending assets were $762 and $816, respectively. Transaction a b. $ 1,326 Required: Listed here are hypothetical additional transactions. Assuming that they also occurred during the fiscal year, complete the following tabulation, indicating the sign of the…

CASE:Outsourcing Accounting FunctionsYou have been employed for two years in the accounting department of a mid-sized multinational consumer products company. Your performance has been outstanding, and it is clear that management feels you have great potential with the firm. However, you are quite surprised when your manager calls you into her office to tell you that you have been chosen to lead an effort to identify an outsourcing partner for the payroll, accounts payable, and accounts receivable functions. She assures you that there will be an excellent assignment for you after the outsourcing is successfullycompleted and all is functioning well in one to two years. Questions: 1.What benefits might your organization gain from outsourcing basic accounting functions? 2. .Identify at least three major organizational challenges associated with transitioning these functions to an outsourcing firm.

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FUNCTIONAL SEGMENTATIONThe current organizational structure of Blue Sky Company, amanufacturer of small sailboats, is presented here.Required a. What operational problems (e.g., inefficiency, errors, or fraud)do you think Blue Sky could experience because of this structure?b. Draw a new diagram reflecting an improved structure that solvesthe problems you identified. If necessary, you may add up to twonew positions.

Describing the balanced scorecard and identifying key performance indicators for each perspective Consider the following key performance indicators, and classify each indicator according to the balanced scorecard perspective it addresses. Choose from the financial perspective, customer perspective, internal business perspective, and the learning and growth perspective. a. Number of customer complaints b. Number of information system upgrades completed c. Residual income d. New product development time e. Employee turnover rate f. Percentage of products with online help manuals g. Customer retention h. Percentage of compensation based on performance i. Percentage of orders filled each week j. Gross margin growth k. Number of new patents l. Employee satisfaction ratings m. Manufacturing cycle time (average length of production process) n. Earnings growth o. Average machine setup time p. Number of new customers q. Employee promotion rate r. Cash flow from operations s. Customer…

Describing the balanced scorecard and identifying key performance indicators for each perspective Consider the following key performance indicators, and classify each indicator according to the balanced scorecard perspective it addresses. Choose from the financial perspective, customer perspective, internal business perspective, and the learning and growth perspective. Number of customer complaints Number of information system upgrades completed Residual income New product development time Employee turnover rate Percentage of products with online help manuals Customer retention Percentage of compensation based on performance Percentage of orders filled each week Gross margin growth Number of new patents Employee satisfaction ratings Manufacturing cycle time (average length of the production process) Earnings growth Average machine setup time Number of new customers Employee promotion rate Cash flow from operations Customer satisfaction ratings Machine downtime Finished products per…

Taylor Construction builds custom homes in Dallas, Texas. Brandon Taylor knows that his future depends on the quality of the homes he builds and the service he provides to customers. Most new-customer sales arise from word-of-mouth advertising by former customers.Identify the balanced scorecard perspective for each measure in the exercise.       Perspective   a. Number of customer complaints    Internal business processesCustomerLearning & growthFinancial   b. Employee turnover    Learning & growthFinancialInternal business processesCustomer   c. Net profit per house constructed    Learning & growthFinancialInternal business processesCustomer   d. Turnaround time on customer design changes    Learning & growthInternal business processesCustomerFinancial   e. Hours of training per employee    Learning & growthFinancialInternal business processesCustomer   f. Average labor cost per house    CustomerLearning &…

Overview   In the article for this assignment, Plaskett shows that ERP systems are helpful for companies to establish needed agility. ERP systems are also discussed in length in Chapter 6 of your textbook. Accurate, up-to-date information on business products can help reduce production times and make businesses more effective.   Read this article before you begin the assignment:   ERP System Enables Gearmaker to Achieve Needed Agility.   Instructions   Using the same framework used by Plaskett, answer the following in 3 pages of paper   Summarize the factors that made the ERP system successful in Gearmaker. Apply the same ERP analysis process to a company of your choice and describe the potential impact on its operations.   Use at least three quality resources in this assignment. Note: Wikipedia and similar websites do not qualify as quality resources.   This course requires the use of Strayer Writing Standards (SWS). The library is your home for SWS assistance, including citations and…

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Required information [The following information applies to the questions displayed below.] Cranshaw Business Services (CBS) operates an information technology (IT) consulting firm out of two offices: Detroit and Los Angeles. Corporate services, such as legal, finance, and personnel, are centralized at the main office and the costs of these services are allocated to the two offices for the purposes of profitability assessment. The Detroit office is the original unit of the company and is well established, having long-time clients from the automotive and other manufacturing industries. The Los Angeles office is new with a smaller, much more varied, clientele. The costs of personnel services at CBS are currently allocated on the basis of the number of employees in each office. The annual costs of the personnel department total $510,000. Data for the fiscal year just ended show the following: Number of employees Number of new hires. Number of employees departing Allocation based on…

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eBook   Show Me How Question Content Area Measure Maps Rizzo Goal Inc. produces and sells hockey equipment, often custom made for online orders. The company has the following performance metrics on its balanced scorecard: days from ordered to delivered, number of shipping errors, customer retention rate, and market share. A measure map illustrates that the days from ordered to delivered and the number of shipping errors are both expected to directly affect the customer retention rate, which affects market share. Additional internal analysis finds that: Every shipping error over 2 shipping errors per month reduces the customer retention rate by 1.5%. On average, each day above 2 days from ordered to delivered yields a reduction in the customer retention rate of 1%. Each day before 2 days from order to delivery yields an increase in the customer retention rate of 1%, on average. Rizzo Goal Inc.’s current customer retention rate is 60%. The company estimates that for every 1%…

Analyzing a cost-volume-profit graph Nolan Rouse is considering starting a Web-based educational business, e-Prep MBA. He plans to offer a short-course review of accounting for students entering MBA programs. The materials would be available on a password-protected Web site; students would complete the course through self—study. Rouse would have to grade the course assignments, but most of the work would be in developing the course materials, setting up the site, and marketing. Unfortunately, Rouse’s hard drive crashed before he finished his financial analysis. However, he did recover the following partial CVP chart: Requirements Label each axis, the sales revenue line, the total costs line, the fixed costs line, the operating income area, and the breakeven point. It Rouse attracts 300 students to take the course, will the venture be profitable Explain your answer. What are the breakeven sales in students and dollars?

Which of the following would most appropriately be evaluated as a “profit center”? Group of answer choices a)Maintenance operations for American Airlines b)A warehouse operation for Amazon c)A hotel restaurant that caters to both hotel guests and non-guests d)Sales division for a large publisher

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1 Jennifer Baskiter is president and CEO of Plants&More.com, an Internet company that sells plants and flowers. The success of her startup Internet company has motivated her to expand and create two divisions. One division focuses on sales to the general public and the other focuses on business-to-business sales to hotels, restaurants, and other firms that want plants and flowers for their businesses. She is considering using return on investment as a means of evaluating her divisions and their managers. She has hired you as a compensation consultant. What issues or concerns would you raise regarding the use of ROI for evaluating the divisions and their managers? (You may select Ask

The balanced scorecard for a service company American Express Company is a major financial services company noted for its American Express® card. Some of the performance measures used by the company on its balanced scorecard are listed below. For each measure, identify whether the measure best fits the learning and growth, internal processes, customer, or financial performance perspective of the balanced scorecard. Performance Metric Performance Perspective Average card member spending   Number of Internet features   Cards in force   Number of merchant signings   Earnings growth   Number of new card launches   Hours of credit consultant training   Return on equity   Investment in information technology   Revenue growth   Number of card choices