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Chapter10
ManagerialPlanningandControl
DiscussionQuestionsSolutions
1.Fourcriticaldimensionsoflong-rangeplanningare:
•Identifyingkeydriversofacompany’sfutureprogress.
•Developforecastsofkeydevelopmentsandassessthecompany’sabilitytocapitalizeonthesedevelopments.
•Developtheinformationsystemstosupportstrategicchoices.
•Translatestrategicchoicesintoactions.
2.Astandardcostingsystemhasasitsobjectivethenotionofcostcontrol.Itestimatesannuallywhatcostsshouldbeunderidealoperatingconditions.Actualresultsarethencomparedwithstandardcostswithvariancesreportedtothoseresponsibleforincurringthevariances.Kaizencostinghasasitsobjectivecontinuouscostreductionsbasedoncontinuousmanufacturingimprovements.Costreductiontargetsaresetmonthlywithvariancesbasedonconstantcostreductions;i.e.,werecoststhismonthlowerthanlastmonth?Ifnot,why?
3.Financialmanagersmustbepreparedtoevaluateforeigninvestmentsfrommultiplereportingperspectives.Thissignificantlycomplicatestheinformationrequirementsfordecisionsonforeigninvestment.Management’sobjectivefromaparentcompanyperspectiveistomaximizeshareholderwealth.Todothis,managementmustselectinvestmentopportunitiesthatpromisethehighestrisk-adjustednetpresentvalues.Therefore,managementaccountantsmustidentifycashflowsthatcanberepatriatedtotheparentcompany,takingintoconsiderationfutureexchangeratechanges.Becauseonlyafter-taxcashflowsarerelevant,thetimingandamountsoftaxespayableonforeignsourceincomemustbeestimated.
Aprojectevaluatedfromahostcountryspointofviewnecessitatesanincreaseinthequantityofinformationsupplied.Thesocialcostsandbenefitsofinvestmentproposalsmustsupplementtraditionalcashflowinformation.Quantificationofriskandtheidentificationofacceptableratesofreturntosovereigngovernmentscallformeasurementtechniquesnewtointernalaccountingtoolkits.
4.Manyvariablesmustbeconsideredwhenmeasuringamultinationalentity’scostofcapital.Thesevariablesinclude:
a.Differentialinterestratesbetweennationalmarkets
b.Foreignbusinessrisk
c.Foreignexchangerisk
d.Politicalrisk
e.Investorvaluationmodelsindifferentcountries
f.Internationaltaxes
g.Internationalfinancialreportinganddisclosurepractices
h.Governmentalrestrictionsonfundremittances
i.Jointventurearrangements
j.Nationalfinancialnorms
k.Differentialinflation
l.Differentfinancialinstitutionsandinstruments
m.Internationaldiversificationeffects
n.Nationalsavingspatterns
5.Amajorcomplexityindesigningmultinationalinformationandcontrolsystemsisculture.Culturaldifferencesinattitudestowardsriskandauthority,needachievementlevels,andlanguageoftenresultinmisunderstooddirectives,lowertolerancetocriticism,unwillingnesstoseekassistancewhenindoubt,unwillingnesstodelegateauthority,andreluctancetoassumeresponsibility.Asaresult,performancestandardsandincentivestructuresmustoftenbeadjustedforforeignnationals.Globalcompetitionalsomeansthatafirm’sproduction,marketing,andfinancingstrategymustbetrulyinternationalinscope.Thelikelyresultisthatforeignsubsidiarieswillbeviewedaspartsofanintegratednetwork.Tocoordinateparentandsubsidiarydecisions,managementwillneedinformationthatenablesittoplan,coordinate,andcontrolglobalproduction,marketing,andfinancialstrategies.
6.Thefirstvarianceholdsexchangeratesconstantandexamineshowthelocalmanagerperformedintermsofhisorherprimaryoperatingresponsibilities.Ineffect,thelocalmanagerisnotheldaccountableforexchangeratechanges.Thesecondvarianceexamineswhatportionofthelocalmanagersactualresultswereattributabletoexchangeratechanges.Thisexchangeratevariancewillhopefullybeoffsetbyotherexchangerateexposuresencounteredbysisteraffiliateswhichtheinternationaldivisionmanages.Thefinalvariancelooksattheoriginalbudgetandsays,ifthebudgetedperformancewereactuallyachieved,howsuccessfulwasTreasuryinforecastingforeignexchangeratesforthatparticularcountry.
7.Anexaminationofthesevencaveatsneartheendofthechapterwillhighlightsomeofthemajorissuesinvolvedindesigningandimplementinginternationalperformanceevaluationsystems.Weillustratetwomajorissuesraisedbythesecaveats.
First,foreignsubsidiariesshouldnotbeevaluatedasindependentprofitcenterswhentheyarereallystrategiccomponentsofamultinationalsystem.Company-widereturn-on-investmentcriteriashouldbereplacedbyperformancemeasuresmoreinlinewiththespecificobjectivesandenvironmentsofeachforeignsubsidiarybeingevaluated.Oneexampleofadysfunctionalevaluationsystemisthepracticeofappraisinginternationalfinancialsubsidiariesintermsoftraditionalrate-of-returncriteria.Thesesubsidiariesshouldbeevaluatedaccordingtotheirintendedmission,whichistoincreasethesupplyoffundstothemultinationalenterpriseatthelowestpossiblecost.Rate-of-returnstatisticsshouldbereplacedbymeasuresreflectingthequantityandcostoffundssecureddomestically.Anotherapproachwouldbetoevaluatetheoverseasfinancingsubsidiaryintermsofthebenefitsthatitsoperationsmakepossibleforthemultinationalsystemasawholeasopposedtothecostsitincursinsecuringthenecessaryfunds.
Second,toprotectthevalueofassetslocatedindevaluation-pronecountries,headquartersmanagementoftenwillremovesurplusfundsfromforeignoperatingsubsidiariesbyincreasingthetransferpricesthesubsidiariesmustpayforimportedcomponents.Evaluatingforeignmanagersintermsoftheirreportedprofitsisgrosslyunfairwhenartificialtransferpricesareimposed.Itismoreappropriatetodiscounttheeffectsofstrategicpricingactionsonsubsidiarymanagementperformance,thatis,measureperformanceintermsofphysicalproductionstatisticsorvalue-added.
8.Moneylosespurchasingpowereverydayinahighlyinflationaryeconomy.Toproperlymeasureeconomicperformance,transactionsshouldberecordedinhardcurrencyequivalentsonthedaythetransactionissettled.Ifasaleismadeforcash,itsvalueisitshardcurrencyequivalentonthatdate.Recordingthesaleatanyotherdatedistortsthetransactionbyintroducingchangesinthepurchasingpowerofmoney(orimplicitinterest)intotheanalysis;thatis,therecordedamountwillnotreflectthetransactionstruevalue.
9.Wefavorthebudgetaryexchangeratecombinationthatusesaprojectedratetosetthebudgetandtheend-of-periodratetotrackperformance.Useofaprojectedratetosetthebudgetencouragesmanagerstoincorporatetheeffectsofanticipatedexchangeratechangesintotheiroperatingplansanddecisions.Useoftheendingratetomonitorperformancemotivatesmanagerstorespondtounanticipatedexchangeratechanges.Wherelocalmanagershavetheauthorityandmeanstohedgecurrencychanges,itisjustifiabletoholdthemaccountableforunexpectedratechanges.Whiletheycannotcontrolexchangeratechanges,theycancountertheiradverseeffectssomebeforeandsomeaftertheratechange.Wethinkthatmakinglocalmanagersaccountableforunexpectedexchangeratechangeswhentheydonothavethenecessaryhedgingauthorityisunjustified.
10.Thisdiscussionquestionisdesignedtogetstudentstothinkoutsidethebox,sotheirsuggestionsshouldnotbeconstrainedbutsupportedbytheiranalysis.Agoodtackwouldbetobreaktheclassintosmalldiscussiongroupsandhaveeachgroupselectaspokespersontoreportbackonalternativestrategiestheyidentified.
11.For:
a.Thereisareducedcostofimplementation.
b.Financialcontrolmaynotbeacriticalproblemduringtheinitialphaseofoperations
c.Therearefewerproblemsrelatedtopreparingandanalyzingconsolidatedreportsofdomesticandforeignoperations.
d.Thefinancialcontrolsystemcanbeinstalledmorequicklyassystemtestinganddesignhavealreadybeencompleted.
e.Headquarterspersonnelassignedabroadwillfeelcomfortablewithafamiliarcontrolsystem.f.Thesystemfacilitatescentralizedcontrolfromcorporateheadquarters.
Against:
a.Theorganizationandenvironmentofforeignoperationsmaybesufficientlydifferenttowarranttailor-madecontrolsystems.
b.Foreignpersonnelmaybecomefrustratedanddemoralizedinhavingtoadapttoanunfamiliarcontrolsystem.
c.Reconciliationofdatageneratedbytwodifferentbutparallelcontrolsystemsmaynotbeaseriousproblemgivenextantdataprocessingtechnology.
d.Localmanagersadaptingtothetransplantedcontrolsystemmayengageindecisionsthataredysfunctionaltothesuccessoflocaloperations.
e.Itisthemissionoftheforeignunitandnottheexecutivesneedtofeelcomfortablethatshoulddictatethetypeofcontrolsystememployed.
f.Successfulimplementationofthetransplantedcontrolsystemmaydictatethesoleuseofdomesticcompanypersonnel,whichmaysourrelationswiththehostgovernment.
12.Valuereportingisforwardlookingwhereasthetraditionalfinancialreportingmodelstudents
learnishistoricalinitsorientation.Thosewhofavorvaluereportingwillappreciateitsfocusonwhatfinancialstatementanalysisistryingtoachieve.Moreover,itprovidesawayofeliminatingthearbitrarydistinctionthatisdrawnbetweenmanagerialandfinancialaccounting.Those
opposedtovaluereportingwillarguethattheinformationislessobjectiveandleavestoomuchtomanagementdiscretion.
DiscussionQuestions
1.2,250/100units=22.50X1.10=24.75.
2.Slovenia’stargetcostisderivedasfollows:
Sellingprice=21.50X100units=2,150
Allowablecosts=2,150-.10X=X
X=1,955
ThiscalculationimpliesthatGlasgowCorporationneedstoreduceproductioncostsby295[2,250-
1,955].
3.ThefollowinganalysisignoresRussianwithholdingtaxesondividendsremittedtotheU.S.parent.
Chapter11treatsthisaspectofinternationaltaxation.
CashFlows
RussianSubsidiary
a.Pre-taxearnings
b.Incometaxat40%
c.Netincome
d.DividendtoU.S.parent(linecX70%)
U.S.Parent
e.f.
g.h.i.
j.k.
l.
Income
Dividendgross-up
(lined./linec.Xlineb)
Taxableincome
U.S.taxat34%
Less:Foreigntaxcredit(linef)
U.S.taxespayable
(lineh-linei)
Netcashflow(rubles)(linee-linej)
Netcashflow(dollars)
Year1
RUB55,600,000
22,240,000
RUB33,360,000
RUB23,352,000
RUB23,352,000
15,568,000
RUB38,920,000
13,232,800
15,568,000
-0-
RUB23,352,000
$1,167,600
Year2
RUB130,332,000
52,132,800
RUB78,199,200
RUB54,739,440
RUB54,739,440
36,492,960
RUB91,232,400
31,019,016
36,492,960
-0-
RUB54,739,440
$2,606,640
4.Thisexerciseshouldmakeforinterestingdiscussionandshouldbeusedtohighlightthemanymeasurementissuessurroundingforeigninvestmentdecisions.
YearCashFlowExchangeCashFlowPVfactorPresentValue
(Rubles)Rate(Dollars)at20%equivalent
0-8,000,0001.000-8,000,000
123,352,000R20=$11,167,600.833$972,611
254,739,440R21=$12,606,640.694$1,809,008
357,476,412R23=$12,498,974.579$1,446,906
460,350,232R25=$12,414,009.482$1,163,552
563,367,743R25=$12,534,710.402$1,018,953
666,536,130R25=$12,661,445.335$891,584
Netpresentvalue$(697,386)
Becausethenetpresentvalueisnegative,theinvestmentmightnotappearattractive.However,studentswillquicklyandrightlybegintoquestiontheexercisesassumptions.Pointsthatstudentsshouldraiseinclude:
1.Themeasurementofcashflow:Shouldoneignorecashflowsbeyondyear6?
2.Doaccountingprinciplesdifferencesaffectthemeasurementofincomeandcashflow?
3.Whatistheterminalvalue(includingtherecaptureofworkingcapitalattheendofthe6-yearinvestmenthorizon)?
4.Isitwisetopenalizeallfuturecashflowsbya10percentpremium?Onecouldarguethattheriskpremiummightbepartlyoffsetbyaninternationaldiversificationdiscount.Howdoesonequantifyriskinamultinationalsetting?
5.Howreasonableareexchangerateforecasts?
6.Taxratesareseldomconstant.
7.Howvalidarethestrategicdimensionsoftheinvestmentdecision?
5.Thisquestionshouldgenerateusefulideasanddiscussionontheimportanceofstrategicthinkingandanalysis.
6.YTL1,000,000ExpensesinMonth1
VaryingInvoiceDatesandPaymentDates
Invoice
Day
Payment
Day
Conventional
Measure
Proposed
MeasureDifference
1Cash7,69210,0002,308
515days7,6928,361669
525days7,6927,6920.0
7.Theanswerwilldependonthestudentsdomicile.Thepurposeofthisexerciseistoforcestudentstothinkabouthowenvironmentalconsiderationsaffectthemeasurementandinterpretationofaccounting-basedperformancemeasures.Politicalconsiderationssuchaslegallyrequiredcapitalinfusionsfromtheparentcompany(e.g.,Mexico)willincreasethedenominatoroftheROIratioandreducethatstatisticrelativetoacompanythatcanfillmostofitsfinancialneedsbylocalborrowing(Singapore).Economicconsiderationssuchasinflationandcurrencydevaluation(Mexico)willtendtolowerthenumeratoroftheROIstatisticrelativetoastrongcurrencycountry(Singapore)withlowerratesofinflation.Socialandculturalconsiderationswouldaffectafirmsoperatingleverage(i.e.,theratiooffixedcoststovariablecostsinafirmsoperatingcoststructure).This,inturn,wouldmagnifychangesinincomeorlosses
relativetoachangeinsalesforthatcompany.Finally,legalconsiderations(suchastheimpactoftaxlawonfinancialreporting)wouldtendtoimpartaconservativebiastoreportedearningswheregenerousdepreciationallowances,suchasacceleratedandexcessdepreciation,arepermitted.
8.
Unit
(attributableitems)
Sales
Otherincome
Costsandexpenses:
CostofSales
Sellingandadministrative
Depreciation
Interest
Exchangegains&losses
Incomebeforetaxes
$4,000,000
120,000
3,200,000
330,000
160,000
162,000
------
268,000
Performanceevaluationmetricsofaforeignunitshouldreflectitsmissioninrelationtooverallcorporategoals.Accordingly,allrevenuesandexpensesattributabletotheforeignunitaregermane.AsFXriskandtaxationaremanagedbycorporateheadquarters,onecouldarguethattheseshouldnotbeincludedintheperformanceoftheunit.
9.Manager
(controllableitems)
Sales
Otherincome
Costandexpenses:
Costofsales
Sellingandadministrative
Depreciation
Interest
Exchangegains&losses
Incomebeforetaxes
Incometaxes
$4,000,000
120,000
4,120,000
3,050,000
280,000
160,000
42,000
------
$588,000
TheinclusionofselectitemsofrevenueandexpenseintheperformancereportofthemangerofCompagniedeCalaisreflectsthegeneralprinciplethatamanagershouldonlybeheldaccountableforitemsoverwhichheorshehassomecontrol.
10.
Sales
Exchange
Rate
$Equivalent
Variance
LocalcurrencyMXP8,000,000operatingvariance
CAD.00032
CAD2,560
(foreignmanagement)-9,000,000
CAD.00032
2,880
CAD320
Parentcurrency9,000,000CAD.00032CAD2,880
operatingvariance
(headquartersmgt.)-9,000,000CAD.000242,160CAD(720)
Expenses
Exchange
Rate
$Equivalent
Variance
Localcurrency
MXP6,400,000
CAD.00032
CAD2,048
operatingvarianceParentcurrency
-7,000,000
CAD.00032
2,240
CAD(192)
operatingvariance
MXP7,000,000
CAD.00032
CAD2,240
7,000,000
CAD.00024
1,680
CAD560
Ifweignoretheeffectsofunanticipatedexchangeratechanges,thelocalmanagerappearstohaveperformedwell.Althoughhisexpenses,fromalocalcurrencyperspective,exceededhisbudgetbyCAD192,000,hisactualsalesperformanceexceededhisbudgetbyCAD320,000,resultinginanetpositivecontributionofCAD128,000.
11.Ifthelocalcurrencyisdeemedthefunctionalcurrency,theexchangeratevarianceinExhibit10.10willchangetonegative239.Thedifferenceincurrencyeffectsisduetotheuseofthecurrentinsteadofthetemporalcurrencytranslationmethod(i.e.,theuseofthecurrentratetotranslateinventoriesandfixedassetsandtheirassociatedexpenses).
Analysisofvarianceprocedureswouldbethesameasunderthetemporalmethodusingthebeginning-of-yearexchangerateasourbenchmark.Thus,thevolumeprice/costandexpensevarianceswouldreflectthesamerelationshipsaftertranslationtotheparentcurrencyasbeforewiththeexceptionofthecurrencyvariance.ThefavorableexchangevarianceofPC456inoperatingearningswouldbeattributedtothe
followingfactors:
Highersalesvolume
Lowersellingprice
Lowerproductioncost
Higheroperatingexpenses
HigherInterestexpense
Exchangeratechanges
PC+400
-300
+720
-75
-50
-239
PC+456
12.
Sub
Nominal
Country
Risk-adjustment
Actual
ROI
Risk
Coefficient
ROI
ROI
X
10%
30/60=50%
.10/.50=20%
25%
Y
10%
21/60=35%
.10/.35=28.6%
30%
Z
10%
15/60=25%
.10/.25=40%
40%
Onthisanalysis,SubsidiaryXperformedbest.
Case10-1
ForeignInvestmentAnalysis:ATangledAffair
FollowingisacomparisonofthetranslationadjustmentwithMBI’sexposure:
2007$1.698billion-$1.917billion
$15.034billion=-1.46%
2008$3.266billion-$1.698billion
$15.443billion=+10.15%
Changesinthetrade-weightedindex:
2007:
2008:
-1.0%
+10.6%
Ascanbeseen,thetrade-weightedindexisareasonableproxyforMBI’sexchangerateexperience.Assumingthat90percentofMBIsnetassetsabroadarealsoinlocalcurrencies,theimpactofforeigncurrency(FC)changesonnetassetsemployed(ameasureofMBIsforeigncurrencyexposureperthe
currentratetranslationmethod)follows:
20082007
Non-U.S.netassets(billions)$18.985
Localcurrency=Functional
currency(90%)$17.086
CumulativetranslationAdjustment$3.266
2006$17.159
$15.443
$1.698
16.704
$15.034
$1.917
RealChangeinNetAssets:
Year
ReportedChange
Changein
Translation
Adjustment
RealChange
2007
$455
$(219)
$674
2008
1,826
1,568
258
Theimpactofforeigncurrency(FC)changesonrevenuesisdeterminedasfollows(inmillions):
200820072006
Non-U.S.revenues$41,886$36,965$34,361
Non-$FCrevenues(90%)37,69733,26830,925
Percentincrease+13.3%+7.6%---
Dollarindex89.198.692.7
FCrevenuesFC33,588FC32,802FC28,667
Percentincrease2.4%+14.4%
Theimpactofforeignexchangechangesonnetincomeisdeterminedas:
Foreignpre-taxincome(bil.)Non-$FCincome(90%)
Percentincrease
Dollarindex
Adj.Pre-taxincome
Percentincrease
2008
$7.844
7.0594.6%
89.1
6.289
-5.4%
20072006
$7.496$7.088
6.7466.379
5.8%---
98.692.7
6.6515.913
+12.5%---
Whentheeffectofexchangeratechangeshavebeeneliminated,weseeacompl
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