Question Tag: Goal Congruence

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b) The traditional methods of measuring performance of sub-units to achieve goal congruence include divisional profit, Return on Investment, Residual Income and Transfer pricing. These profit based measures do not reveal all about the long term survival of corporate institutions.

Required: Identify and explain FIVE areas of relevance that should engage the attention of management to ensure both short and long term profitability and survival.

(10 marks)

Factors that will ensure both short and long term profitability and survival:

  • Customer satisfaction; meeting the short and long term needs of the customer will create loyalty that will translate into increased sales.
  • Product improvement and innovation; as the products go through their life cycle there is the need to add new features to bring them at par with changing needs of customers.
  • Constant improvement in the internal processes to achieve efficient and cost effective production.
  • Loyal workforce; this will reduce labour turnover rate, leading to the building of experienced workforce that will produce quality goods at less cost.
  • Use of ICT; the use of ICT will not only help in product design but will also help in solving complex decision models that will improve decision making at all levels of management.
  • Partnership and collaboration; the new concept in competition is not to see the competitor as an enemy but a partner to look for areas of collaboration.

(5 points @ 2 marks = 10 marks)

Intra-group trading within multinationals is trending and is a very important part of business today. This intra-group trade is aimed at promoting global trade competitiveness. Within this competitive environment, companies within the group usually trade with each other and therefore may be required to set fair and arm’s length prices for goods and services. Such prices may give benefits other than the mere value for goods and services.

Required:
Identify and explain THREE (3) objectives of transfer pricing. (6 marks)

 

Objectives of Transfer Pricing (TP) include:

  1. Goal Congruence:
    The prices should be set so that the divisional management’s desire to maximize divisional earnings is consistent with the objectives of the company as a whole. The transfer prices should not encourage sub-optimal decision-making. The system should be designed so that decisions that improve business unit profits will also improve company profits.
  2. Foreign Exchange Gains Maximized and Losses Minimized:
    Transfer prices could be set between group members such that foreign exchange losses are minimized and gains maximized. This can be achieved by setting the transfer price in the subsidiary’s domestic currency, where currency strengthens against other subsidiaries’ domestic currencies. The group stands to gain if profit from exchange gain transactions is repatriated to the group for consolidation as part of income derived from its worldwide operations.
  3. Performance Appraisal:
    The prices should enable reliable assessments of divisional performance. The prices form part of information that should:

    • Guide decision-making
    • Appraise managerial performance
    • Evaluate the contribution made by the division to overall company profits
    • Assess the worth of the division as an economic unit
    • The transfer prices should be designed such that they help in measuring economic performance

Ayittey Ltd is an organization with two divisions: A and B, each with its own cost and revenue streams. Each of the two divisions is classified as an Investment center. The company’s cost of capital is 12%. Historically, investment decisions have been made by calculating the return on investment (ROI). A new manager who has recently been appointed in Division A has argued that using residual income (RI) to make investment decisions would result in ‘better goal congruence’ throughout the company. The data below shows the current position of the division as at the end of 31 December, 2016:

Details of Projects Project A Project B
Capital required GH¢ 82.8 million GH¢ 40.6 million
Sales generated GH¢ 44.6 million GH¢ 21.8 million
Net Profit margin 28% 33%

The company is seeking to maximize shareholders’ wealth. Assuming that Division A acquires a more efficient asset at GH¢15 million and Division B sold one of its assets with a written down value of GH¢24 million, and profits are expected to increase and decrease by GH¢11 million and GH¢5 million for Division A and B respectively.

Required:
i) Calculate both the current Return on Investment (ROI) and Residual Income (RI) for each of the divisions. (5 marks)
ii) Calculate and comment on the effect of the decision to invest in the new asset and disposal of some assets on the current ROI and RI. (7 marks)

i) Divisional performance measurement using ROI
Division A:
ROI = Net Profit / investment x 100
= 12.49 / 82.8 x 100 = 15.085%

Division B:
ROI = Net Profit / investment x 100
= 7.194 / 40.6 x 100 = 17.72%

Divisional performance measurement using RI
Division A:

GH¢
Net Profit 12.49
Less imputed interest charge (12% @ 82.8) (9.936)
Residual Income (RI) 2.554

Division B:

GH¢
Net Profit 7.194
Less imputed interest charge (12% @ 40.6) (4.872)
Residual Income (RI) 2.322

(5 marks evenly spread using ticks)

ii) Divisional performance after the new investment
Division A:
ROI = Net Profit / investment x 100
= 23.49 / 97.8 x 100 = 24.02%

Division B:
ROI = Net Profit / investment x 100
= 2.194 / 16.6 x 100 = 13.21%

Residual Income after new investment.

A B
Income 23.49 2.194
Cost of capital 11.74 1.992
RI 11.75 0.202

(3 marks)

Comment

  • If a decision about whether to proceed with the investments is made based on ROI, it is possible that the manager of Division A will accept the new proposal whereas the manager of Division B will reject the new proposal. Prior to the new investment Division A had 15.085%, though this is a bit lower than the target rate of return of 16% while Division B had 17.72%. With the new investment Division A’s manager has an ROI of 24.02%, which is above the target rate of return, representing a 37.21% increase in the ROI of division A. Division B has an ROI of 13.21%, which is lower than the target rate of return, representing a 25.45% reduction in the ROI of Division B.
  • However, since Division B’s new ROI of 13.21% is higher than the firm’s cost of capital of 12%, accepting the new investment would encourage goal congruence and improve the firm’s overall performance. Behaviorally, Division B’s manager may not be motivated to venture into the new investment if his rewards are tied to the current level of performance. Accepting the new investment means a reduction in his incentives (bonuses).

Lamiokor and Zenator are two divisions of Tsorkor group. Lamiokor division manufactures an intermediate product known as component A which has no external market. Zenator division incorporates this intermediate product, component A, into a final product that it sells to external customers. One unit of component A is used in the production of one unit of the final product. Lamiokor has quoted a transfer price of GH¢45 for each unit of component A.

The details of monthly production costs for each division are as follows:

Lamiokor Division:

  • Variable cost: GH¢15 per Component A
  • Product Specific Fixed Cost: GH¢50,000 (Incurred only by Lamiokor division and specifically for the production of Component A)

Zenator Division:

  • Variable cost: GH¢9 per unit
  • Product Specific Fixed Cost: GH¢75,000 (Cost incurred only by Zenator when converting component A to the final product)

The relationship between monthly external customer demand and selling price of the final product is as follows:

Month Demand (Units) Selling price per Unit (GH¢)
1 1,000 120
2 3,000 100
3 4,000 90
4 5,000 80
5 6,000 67

Required:
a) Explain FOUR (4) objectives of transfer pricing.

(4 marks)

b) Based on a transfer price of GH¢45 per component A, prepare the monthly profit statement for:
i) Lamiokor Division (6 marks)
ii) Zenator Division (6 marks)
iii) Tsorkor Group (4 marks)

 

a) The main objectives of a transfer pricing system:

  • To achieve goal congruence. The transfer prices should be such that actions that will increase a division’s reported profit will also have the effect of increasing the company’s reported profit. This maximizes the likelihood that the division managers will act in the company’s best interests.
  • To ensure that divisional autonomy is maintained. In principle, a company’s top management could simply issue precise instructions to divisions as to what goods to transfer to each other, in what quantities, and at what prices. However, most organizations prefer allowing divisional autonomy to harness the benefits it offers.
  • To ensure that the information provided (e.g., division Profit & Loss Accounts) is useful for evaluating the economic performance of divisions and the managerial performance of division managers.
  • Minimizing global tax liability. Companies can use transfer pricing to transfer profits and costs to other divisions internally to reduce their tax burden.

b)
i) Lamiokor Division:

Month Demand (Units) Transfer Price (GH¢) Variable Cost (GH¢) Contribution/Unit (GH¢) Total Contribution (GH¢) Fixed Cost (GH¢) Profit/Loss (GH¢)
1 1,000 45 15 30 30,000 50,000 (20,000)
2 3,000 45 15 30 90,000 50,000 40,000
3 4,000 45 15 30 120,000 50,000 70,000
4 5,000 45 15 30 150,000 50,000 100,000
5 6,000 45 15 30 180,000 50,000 130,000

ii) Zenator Division:

Month Demand (Units) Selling Price (GH¢) Variable Cost (GH¢) Transfer Price (GH¢) Contribution/Unit (GH¢) Total Contribution (GH¢) Fixed Cost (GH¢) Profit/Loss (GH¢)
1 1,000 120 9 45 66 66,000 75,000 (9,000)
2 3,000 100 9 45 46 138,000 75,000 63,000
3 4,000 90 9 45 36 144,000 75,000 69,000
4 5,000 80 9 45 26 130,000 75,000 55,000
5 6,000 67 9 45 13 78,000 75,000 3,000

iii) Tsorkor Group:

Month Demand (Units) Selling Price (GH¢) Variable Cost (GH¢) Contribution/Unit (GH¢) Total Contribution (GH¢) Fixed Cost (GH¢) Profit/Loss (GH¢)
1 1,000 120 24 96 96,000 125,000 (29,000)
2 3,000 100 24 76 228,000 125,000 103,000
3 4,000 90 24 66 264,000 125,000 139,000
4 5,000 80 24 56 280,000 125,000 155,000
5 6,000 67 24 43 258,000 125,000 133,000

Alternatively:
Adding the profits from both divisions:

Month Lamiokor Profit/Loss (GH¢) Zenator Profit/Loss (GH¢) Group Profit/Loss (GH¢)
1 (20,000) (9,000) (29,000)
2 40,000 63,000 103,000
3 70,000 69,000 139,000
4 100,000 55,000 155,000
5 130,000 3,000 133,000