New compensation plan LL Linda Lopez Board Member, Marketing Fri, 6:14 pm Zoe, I was speaking with Rich earlier this week and he told me that we intend to continue our push for more stability in the way we compensate our salesforce. I firmly believe that this gives us a unique competitive edge in the industry. In line with this compensation strategy, we will retain the current commission rate structure to incentivize performance but also plan to increase the average base pay for all salespeople by 20%. Last year the average base pay was $49,000 across our 104 salespeople. Given that we plan to grow our salesforce by 12.08% next year, what is the estimated total cost associated with the 20% increase in average base pay? Sincerely, Linda Linda Lopez Board Member, Marketing | Andrews Corporation O $1,528,800 O $1,142,319 O $1,019,200 O $571,160 Respond

New compensation plan LL Linda Lopez Board Member, Marketing Fri, 6:14 pm Zoe, I was speaking with Rich earlier this week and he told me that we intend to continue our push for more stability in the way we compensate our salesforce. I firmly believe that this gives us a unique competitive edge in the industry. In line with this compensation strategy, we will retain the current commission rate structure to incentivize performance but also plan to increase the average base pay for all salespeople by 20%. Last year the average base pay was $49,000 across our 104 salespeople. Given that we plan to grow our salesforce by 12.08% next year, what is the estimated total cost associated with the 20% increase in average base pay? Sincerely, Linda Linda Lopez Board Member, Marketing | Andrews Corporation O $1,528,800 O $1,142,319 O $1,019,200 O $571,160 Respond

Essentials of Business Analytics (MindTap Course List)

2nd Edition

ISBN:9781305627734

Author:Jeffrey D. Camm, James J. Cochran, Michael J. Fry, Jeffrey W. Ohlmann, David R. Anderson

Publisher:Jeffrey D. Camm, James J. Cochran, Michael J. Fry, Jeffrey W. Ohlmann, David R. Anderson

Chapter6: Statistical Inference

Section: Chapter Questions

Problem 29P: Carpetland salespersons average 8,000 per week in sales. Steve Contois, the firms vice president,...

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John Mendenhall seeks your advice on revising the existing bonus plan for division managers of News Report Group. Assume division managers do not like bearing risk. Mendenhall is considering three ideas: ■ Make each division manager’s compensation depend on division RI. ■ Make each division manager’s compensation depend on company-wide RI. ■ Use benchmarking and compensate division managers on the basis of their division’s RI minus the RI of the other division. Q. Mendenhall is concerned that the pressure for short-run performance may cause managers to cut corners. What systems might Mendenhall introduce to avoid this problem? Explain briefly.
John Mendenhall seeks your advice on revising the existing bonus plan for division managers of News Report Group. Assume division managers do not like bearing risk. Mendenhall is considering three ideas: ■ Make each division manager’s compensation depend on division RI. ■ Make each division manager’s compensation depend on company-wide RI. ■ Use benchmarking and compensate division managers on the basis of their division’s RI minus the RI of the other division. Q. Mendenhall is also concerned that the pressure for short-run performance might cause managers to ignore emerging threats and opportunities. What system might Mendenhall introduce to prevent this problem? Explain briefly.
Carpetland salespersons average 8,000 per week in sales. Steve Contois, the firms vice president, proposes a compensation plan with new selling incentives. Steve hopes that the results of a trial selling period will enable him to conclude that the compensation plan increases the average sales per salesperson. a. Develop the appropriate null and alternative hypotheses. b. What is the Type I error in this situation? What are the consequences of making this error? c. What is the Type II error in this situation? What are the consequences of making this error?
(Appendix 11A) Balanced Scorecard The following list gives a number of measures associated with the Balanced Scorecard: a. Number of new customers b. Percentage of customer complaints resolved with one contact c. Unit product cost d. Cost per distribution channel e. Suggestions per employee f. Warranty repair costs g. Consumer satisfaction (from surveys) h. Cycle time for solving a customer problem i. Strategic job coverage ratio j. On-time delivery percentage k. Percentage of revenues from new products Required: 1. Classify each performance measure as belonging to one of the following perspectives: financial, customer, internal business process, or learning and growth. 2. Suggest an additional measure for each of the four perspectives.
Suspicious Acquisition of Data, Ethical Issues Bill Lewis, manager of the Thomas Electronics Division, called a meeting with his controller, Brindon Peterson, and his marketing manager, Patty Fritz. The following is a transcript of the conversation that took place during the meeting: Bill: Brindon, the variable costing system that you developed has proved to be a big plus for our division. Our success in winning bids has increased, and as a result our revenues have increased by 25%. However, if we intend to meet this years profit targets, we are going to need something extraam I right, Patty? Patty: Absolutely. While we have been able to win more bids, we still are losing too many, particularly to our major competitor, Kilborn Electronics. If we knew more about their bidding strategy, we could be more successful at competing with them. Brindon: Would knowing their variable costs help? Patty: Certainly. It would give me their minimum price. With that knowledge, Im sure that we could find a way to beat them on several jobs, particularly on those jobs where we are at least as efficient. It would also help us to identify where we are not cost competitive. With this information, we might be able to find ways to increase our efficiency. Brindon: Well, I have good news. Ive been talking with Carl Penobscot, Kilborns assistant controller. Carl doesnt feel appreciated by Kilborn and wants to make a change. He could easily fit into our team here. Plus, Carl has been preparing for a job switch by quietly copying Kilborns accounting files and records. Hes already given me some data that reveal bids that Kilborn made on several jobs. If we can come to a satisfactory agreement with Carl, hell bring the rest of the information with him. Well easily be able to figure out Kilborns prospective bids and find ways to beat them. Besides, I could use another accountant on my staff. Bill, would you authorize my immediate hiring of Carl with a favorable compensation package? Bill: I know that you need more staff, Brindon, but is this the right thing to do? It sounds like Carl is stealing those files, and surely Kilborn considers this information confidential. I have real ethical and legal concerns about this. Why dont we meet with Laurie, our attorney, and determine any legal problems? Required: 1. Is Carls behavior ethical? What would Kilborn think? 2. Is Bill correct in supposing that there are ethical and/or legal problems involved with the hiring of Carl? (Reread the section on corporate codes of conduct in Chapter 1.) What would you do if you were Bill? Explain.
At ABC Co., 10% of each salesperson's yearly bonus is based on whether or not the entire company reaches its annual sales goals. ABC's compensation structure is based on the fundamental idea that ______. A) compensation policies must be legal B) incentives will be more effective if it encourages people to act in ways that benefit both society and the person C) people will work to accomplish a goal if they have a real stake in the reaching the goal D) incentive structures should be as simple as possible E) People are more likely to adhere to a policy if they have had some input into the development of the policy
Q9 b (i) Your Boss is looking over a Breakeven Chart which you have prepared to portray the Cost Volume Profit relationship of proposed plan of operations. He comments, “The chart only tells me more we sell more profits we make.” What will be your reply? How will you convince your boss that BEP analysis is important for every organization, it gives a way to design production units and identifying profits and losses? Q9 b (ii) Do you ever wonder why these Breakeven Charts are necessary to prepare only for manufacturing businesses not for trading or service business? Give Real life examples for each type of business mentioned here to justify your answer.
*COULD YOU ANSWER PARTS 6A-6C* “I know headquarters wants us to add that new product line,” said Dell Havasi, manager of Billings Company’s Office Products Division. “But I want to see the numbers before I make any move. Our division’s return on investment (ROI) has led the company for three years, and I don’t want any letdown.” Billings Company is a decentralized wholesaler with five autonomous divisions. The divisions are evaluated on the basis of ROI, with year-end bonuses given to the divisional managers who have the highest ROIs. Operating results for the company’s Office Products Division for this year are given below: Sales $ 22,700,000 Variable expenses 14,363,700 Contribution margin 8,336,300 Fixed expenses 6,175,000 Net operating income $ 2,161,300 Divisional average operating assets $ 5,675,000 The company had an overall return on investment (ROI) of 16.00% this year (considering all divisions). Next year the Office Products Division…
9. James Jessmore is a manager at a local bank. James's management style is best described as entrepreneurial-he is risk neutral. Wynetta George is a customer service representative who reports to James. Wynetta is risk averse. In designing a compensation package for James and Wynetta, which type of compensation arrangement should be emphasized more? James Jessmore a. Performance-based b. Performance-based C. Straight salary d. Straight salary Wynetta George Performance-based Straight salary Performance-based Straight salary
d) Calculate the margin of safety in units and in sales dollars. e) The President of Benoit is under pressure from shareholders to increase operating income by 50% in2020. Management expects per unit data and total fixed costs to remain the same in 2020. Computethe number of units that would have to be sold in 2020 to reach the shareholders desired profit level. Isthis a realistic goal? f) Assume that as a result of reorganizing the production process, the management of BenoitManufacturing was able to reduce direct material cost per unit by $5 due to a change in the supplier ofthe raw material used in the production process. Variable manufacturing overhead per unit would alsodecrease by $3. The business is also considering paying additional annual commission of $36,400 toits sales team as part of the sales expansion effort, which should result in an increase in sales revenue.The head of the marketing department has indicated that the effort of the sales team should result in a5%…
Please solve this Question No. 3 CVP – Applied: Revising Sales IncentivesData concerning Wislocki Corporation's single product appear below: Per Unit Percent of SalesSelling price$ 180 100 %Variable expenses45 25 %Contribution margin$ 135 75 % Fixed expenses are $1,048,000 per month. The company is currently selling 9400 units per month.The marketing manager would like to introduce sales commissions as an incentive for the sales staff. Themarketing manager has proposed a commission of $12 per unit. In exchange, the sales staff would acceptan overall decrease in their salaries of $106,000 per month. The marketing manager predicts thatintroducing this sales incentive would increase monthly sales by 440 units. Required:What should be the overall effect on the company's monthly net operating income of this change?
control risk, inherent risk, detection risk, RMM? Explain why? IR/CR yes or no? RMM and DR increase,decrease or no effect? Factor IR Factor CR Factor Why? Comments Impact on RMM Impact on DR 1 Apollo advanced $1.25 million to Larry Lancaster’s secretary. 2 Apollo does not have adequate documentation supporting customer returns of product. 3 Apollo has maintained a positive trend in net income over the past several years, and has a strategic emphasis on meeting profitability targets. 4 Apollo has not allowed your firm to speak with the predecessor auditor about their withdrawal after last year’s engagement. 5 Apollo installed a new computer system mid-year.