By Andrew M. McCosh, Michael J. Earl
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Extra info for Accounting Control and Financial Strategy: Teachers’ Manual
4. 5. 6. 7. What is the effect of Cresta's transfer pricing? How controllable are the items presented? Is it sensible to report fixed costs? If so are any improYements required? Should these responsibility centres be investment centres as implied by the reports? How is 'assets employed' defmed? How meaningful is ROI? Is Crest a best treated as an investment centre and its departments as cost centres? Finally of course improvements can be discussed. Planned or budgeted comparisons would clearly be of value.
The translation alternatives 28 Accounting Control and Financial Strategy The 'decision tree' shown has proved a useful transparency in making sure that the group understand what each exhibit is meant to contain. The letters at the branch ends denote the exhibits in which each combination is shown; thus the simple historic cost accounts in local currencies are given in exhibit 1 and so on. I have found it worth while spending a bit of time on the 'not feasible' branch. It helps people understand what 'temporal translation' and 'special index' mean.
Mr Hunt has tried to apply his own commercial judgement by assessing the risks inherent in renewing the Cairn agreement. There are however the technical risks involved in the Melville agreement - and also commercial risks, for why is the know-how and machinery contract so attractive? Despite the fact that apparently Anderson required capital budgeting to be based on DCF techniques, Elliot, supported by Hunt, adopted the ROI method. The imperfections of ROI compared with the DCF method are well known, in particular failure to concentrate on economic cash flows, failure to recognise the time value of money, problems of defining ROI and difficulties of computing an average return.
Accounting Control and Financial Strategy: Teachers’ Manual by Andrew M. McCosh, Michael J. Earl