Working Papers, Chapters 1-17 for Warren/Reeve/Duchac's Accounting, 26th and Financial Accounting, 14th
26th Edition
ISBN: 9781305392373
Author: Carl Warren, Jim Reeve, Jonathan Duchac
Publisher: Cengage Learning
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Chapter 23, Problem 23.2CP
To determine
To write: A brief memorandum to the senior management of Company T, providing suggestions on how to improve the company’s performance measurement system.
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Students have asked these similar questions
The senior management of ABC Corp. has proposed the following three performance measures for the company:
1. Net income as a percent of stockholders' equity
2. Revenue growth
3. Employee satisfaction
Management believes these three measures combine both financial and nonfinancial measures and, as such, are superior to using just financial measures. What advice would you give ABC Corp. for improving its performance measurement system?
Which of the following is a key performance indicator of the internal business perspective in a balanced scorecard?
A.
return on investment
B.
hours of employee training
C.
number of warranty claims received
D.
percentage of market share
Reid Company would like to implement a balanced scorecard performance measurement system. Its senior management team has
assembled the measures shown below for possible inclusion in its scorecard.
Required:
For each measure, indicate by placing an X in the appropriate column whether it would most likely be classified in the learning and
growth, internal business process, customer, or financial category of the company's balanced scorecard.
Learning
&
Growth
Internal
Business
Process
Item
Customer
Financial
Ex. Employee absenteeism rate
X
1. Sales from new customers
2. Customer defection rate
3. Average fuel cost per sales dollar
4. Average number of workplace accidents per employee
5. Delivery cycle time
6. Average training hours per employee
7. Number of job applicants from under-represented groups
Percent of customers that strongly agree with the statement
8.
"Your employees treated me courteously."
9. Return on assets
Percent of customers that strongly agree with the statement
"Your…
Chapter 23 Solutions
Working Papers, Chapters 1-17 for Warren/Reeve/Duchac's Accounting, 26th and Financial Accounting, 14th
Ch. 23 - What are the basic objectives in the use of...Ch. 23 - What is meant by reporting by the principle of...Ch. 23 - What are the two variances between the actual cost...Ch. 23 - The materials cost variance report for Nickols...Ch. 23 - a. What are the two variances between the actual...Ch. 23 - Prob. 6DQCh. 23 - Would the use of standards be appropriate in a...Ch. 23 - a. Describe the two variances between the actual...Ch. 23 - If variances are recorded in the accounts at the...Ch. 23 - Briefly explain why firms might use nonfinancial...
Ch. 23 - Prob. 23.1APECh. 23 - Direct materials variances Dvorak Company produces...Ch. 23 - Prob. 23.2APECh. 23 - Direct labor variances Dvorak Company produces a...Ch. 23 - Prob. 23.3APECh. 23 - Factory overhead controllable variance Dvorak...Ch. 23 - Prob. 23.4APECh. 23 - Factory overhead volume variance Dvorak Company...Ch. 23 - Prob. 23.5APECh. 23 - Standard cost journal entries Dvorak Company...Ch. 23 - Prob. 23.6APECh. 23 - Income statement with variances Prepare an income...Ch. 23 - Prob. 23.7APECh. 23 - Prob. 23.7BPECh. 23 - Prob. 23.1EXCh. 23 - Prob. 23.2EXCh. 23 - Budget performance report Genie in a Botile...Ch. 23 - Direct materials variances The following data...Ch. 23 - Direct materials variances Silicone Engine Inc....Ch. 23 - Standard direct materials cost per unit from...Ch. 23 - Standard product cost, direct materials variance...Ch. 23 - Direct labor variances The following data relate...Ch. 23 - Direct labor variances Reincarnation Bicycle...Ch. 23 - Direct tabor variances Greeson Clothes Company...Ch. 23 - Direct labor standards for nonmanufacturing...Ch. 23 - Direct labor standards for a service company One...Ch. 23 - Direct labor variances for a service company...Ch. 23 - Direct materials and direct labor variances At the...Ch. 23 - Flexible overhead budget Leno Manufacturing...Ch. 23 - Flexible overhead budget Wiki Wiki Company has...Ch. 23 - Factory overhead cost variances The following data...Ch. 23 - Factory overhead cost variances Blumen Textiles...Ch. 23 - Factory overhead variance corrections The data...Ch. 23 - Factory overhead cost variance report Tannin...Ch. 23 - Recording standards in accounts Cioffi...Ch. 23 - Recording standards in accounts The Assembly...Ch. 23 - Income statement indicating standard cost...Ch. 23 - Prob. 23.24EXCh. 23 - Nonfinancial performance measures Alpha University...Ch. 23 - Direct materials and direct labor variance...Ch. 23 - Flexible budgeting and variance analysis I Love My...Ch. 23 - Direct materials, direct labor, and factory...Ch. 23 - Factory overhead cost variance report Tiger...Ch. 23 - Standards for nonmanufacturing expanses Code Head...Ch. 23 - Direct materials and direct labor variance...Ch. 23 - Flexible budgeting and variance analysis Im Really...Ch. 23 - Direct materials, direct labor, and factory...Ch. 23 - Factory overhead cost variance report Feeling...Ch. 23 - Prob. 23.5BPRCh. 23 - Genuine Spice Inc. began operations on January 1...Ch. 23 - Ethics in Action Dash Riprock is a cost analyst...Ch. 23 - Prob. 23.2CPCh. 23 - Variance interpretation You have been asked to...Ch. 23 - Variance interpretation Vanadium Audio Inc. is a...
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- Bluetiful Inc. has the following strategic objectives on its balanced scorecard but is unsure how to measure them: Increase profits Obtain new customers Improve production efficiency Recruit top candidates State which performance perspective each strategic objective should fall under, and suggest at least two possible performance metrics for each strategic objective listed.arrow_forwardAs manager of department B in MarIeys Manufacturing, based on the costs you identified in the previous exercise for further research, how does this impact the financial performance of your department, and what might be some questions you want to ask or solutions you might propose to Marleys management?arrow_forwardCompare and contrast short- and long-term goals for a company. Give an example of each, and explain why they are important for performance measurement systems.arrow_forward
- The balanced scorecard provides an action plan for achieving competitive success by focusing management attention on critical success factors. Which of the following is not one of the competitive success factors commonly found on the balanced scorecard? a. Competitor business strategies b. Financial performance measures c. Internal business processes d. Learning and growtharrow_forwardClassify each of the following performance measures into the balanced scorecard perspective to which it relates: financial perspective, internal operations perspective, learning and growth perspective, or customer perspective. A. Number of improved products B. Time from packaging to delivery or display C. Production costs D. Number of customer suggestions E. Sales mix revenues F. Number of repeat customersarrow_forwardEye Swear Inc. has a balanced scorecard that includes the following relationships: Actual results for this year and last year are as follows: Instructions 1.Analyze these statistics to verify whether they support the expected relationships between the strategic objectives and performance metrics. 2.Identify three possible reasons for any unsupported relationship you identified in part (1). 3.Which of the three possibilities you identified in part (2) is the most likely reason for the unsupported relationship you identified in part (1)?arrow_forward
- 72 Inc. has developed a balanced scorecard with the following performance metrics: Total sales Employee turnover Market share Number of shipping errors Median training hours per employee Number of new customers Relative to the metric customer satisfaction ratings, which of these performance metrics are leading indicators and which are lagging indicators?arrow_forwardWhich of the following statements is false? A. The four dimensions of performance that are considered in a balanced scorecard are financial, customer, internal process, and learning and growth B. A balanced scorecard will include qualitative and quantitative measures. C. Stakeholders cannot include stockholders. D. A balanced scorecard is the compatibility between personal goals and the goals of the organization.arrow_forwardThe following comment was made by the CEO of a company that recently implemented the Balanced Scorecard: Responsibility in a strategic-based performance management system differs on the three Ds: Direction, Dimension, and Diffusion. Required: Explain how this comment describes differences in responsibility between an activity-based and a strategic-based performance management system.arrow_forward
- A companys attempts to utilize sustainable business practices with regard to its employees, the environment, and society are known as ______________________. a balanced scorecard corporate social responsibility total quality management value chainarrow_forwardWhich of the following statements is true? 1. Financial measures such as ROI are generally better than nonfinancial measures of key success drivers such as customer satisfaction as lead indicators of future financial performance. II. The performance measures on a balanced scorecard tend to fall into four groups: financial measures, customer measures, internal business process measures, and learning and growth measures. III. Financial measures such as ROI and residual income as well as operating measures may be included in a balanced scorecard. Multiple Choice Both statements II and Ill are true. None of the statements are true. Both statements I and Ill are true. All of the statements are true. planningarrow_forward1. Customer profitability analysis allows managers to do which of the following? a. Identify the closest competitor. b. Sell to higher end customers. c. Manage each customer's costs-to-serve. d. Focus solely on service calls. 2. What is the focus of operational control? a. Long-term operating performance. b. The profitability of the company. c. The activities of company executives. d. Short-term operating performance. 3. The objectives of management control of the manager include: a. Cost, quality, and functionality. b. Management by objectives. c. Management by exception. d. Motivation, incentive, and fairness. 4. Cost allocation of costs for shared services in an organization is intended to remind managers of: a. The cost and value of using shared resources. b. How much capacity a firm has. c. Manufacturing cycle time. d. Variable costing income calculations. 5. The method for directly measuring the value of a firm's equity is: a. Market value. b. Sales multiple. c. Earnings-based…arrow_forward
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