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Transfer price
As explained in the previous slide, transfer price is used to charge for the product or service when divisions in a company transfer products or services to each other. These may be used for cost, revenue, profit , and investment centers.
Cost center
A distinctly identifiable department, division, or unit of a firm whose managers are responsible for all of its associated costs and for ensuring adherence to its cost budgets. Eg: Production department of a manufacturing company, marketing department, R&D department, help desks, customer service or contact center.
Revenue center
A distinctly identifiable department, division, or unit of a firm that generates revenue through the sale of goods and services. Eg: Rooms department and F&B department of a hotel.
Profit center
A distinctly identifiable department, division, or unit of a firm that contributes to the overall financial results of the firm. These centers are given the responsibility to target certain percentages of the total revenue and are given adequate authority to control their costs to achieve those targets. Eg: An independent branch/segment; manufacturing units that produce and sell products.
Investment center
A profit center where management also makes capital investment decisions.
Transfer price
Danger of transfer price: the department that provides the product or service may misuse the setting up of transfer price and the overall company benefit may suffer. The main thrust of setting transfer price: to motivate managers to behave in a manner that will increase the overall company income (profit maximizing viewpoint) while allowing divisional autonomy and responsibility. Objectives for setting transfer price:
Motivate a high level of effort on the part of subunit managers (extent to which a particular transfer pricing method maintains divisional autonomy). Goal congruency achieving consistency between decisions made by managers and goals of top mangers Reward managers fairly for their effort and skills and for the effectiveness of the decisions they make.
DISADVANTAGES:
Intermediate products often have no market price. Should be adjusted for any cost savings associated with an internal transfer (eg: reduced selling costs if any) Inappropriate for long-term decision making in which fixed costs are also relevant, but ignored. Unfair to the selling division if the selling division is a profit or investment center.
Irrelevance of fixed cost in short-term decision making. Fixed costs should be ignored in the buyers choice of whether to buy inside or outside the firm. If used, should be standard rather than actual cost (so buyer will know cost in advance and prevents seller from passing on the inefficiencies.
Negotiation rule/arbitration procedure can reduce autonomy. Can be costly and time-consuming to implement. Potential tax problems as it might not be considered arms length. Resulting profitability measures (ROI, RI) are partly a function of the managers negotiating skills rather than the operational performance of the business unit.
Transfer price
Cost or negotiated price
No
Buy inside
Yes
Is the sellers VC < Outside price?
No
Buy outside
No transfer price
Yes
Is the selling unit operating at full capacity?
No
Buy inside
Opportunity cost of selling units lost sales outside > Cost savings of inside purchase Opportunity cost of selling units lost sales outside < Cost savings of inside purchase
Yes
Buy outside
No transfer price
Buy inside
Market price
Sample Problem 1
Espadrille Shoes has two divisions: Production and Marketing. Production produces Espadrille shoes which it sells to both the Marketing division and to outside retailers. Marketing operates several small shoe stores in shopping centers. Marketing sells both Espadrille and other brands. Production is operating far below capacity. Relevant facts for Production are as follows: Sales price to outsiders P2,850 per pair Variable cost to produce P1,800 per pair Fixed costs P10 million per month Marketing is also operating far below capacity. The following data pertain to the shoes of Espadrille shoes by Marketing: Sales price P4,000 per pair Variable marketing costs P100 per pair The companys variable manufacturing and marketing costs are differential to this decision, while fixed manufacturing and marketing costs are not.
Sample Problem 1
Required: 1. What is the minimum price that can be charged by the Marketing Division for the shoes and still cover the companys differential manufacturing and marketing costs? 2. What is the appropriate transfer price for this decision? 3. If the transfer price is set at P2,850, what effect will this have on the minimum price set by the Marketing manager? 4. How would your answer to Requirement 2 change if the Production Division was operating at full capacity?
Sample Problem 2
Assume the information as shown with respect to Imperial Beverages and Pizza Maven (both companies are owned by Harris and Louder). Imperial Beverages Ginger beer production capacity per month Variable cost per barrel of ginger beer Fixed costs per month Outside Selling price of Imperial ginger beer
Pizza Maven Monthly consumption of ginger beer Selling price Fixed costs per month
Sample Problem 2
Requirements:
1. Suppose that Imperial Beverages is currently selling 7,000 barrels to outside customers, and that the purchase price of a regular brand of ginger beer outside costs P1,800, calculate the highest and lowest acceptable transfer price. 2. Suppose that Imperial Beverages is currently selling 10,000 barrels to outside customers, and that there is no other supplier other than Pizza Maven, calculate the highest and lowest acceptable transfer price. 3. Suppose that Imperial Beverages is currently selling 9,000 barrels to outside customers, and that purchase price of a regular brand of ginger beer outside costs P1,800, calculate the highest and lowest acceptable transfer price. 4. Suppose that Imperial Beverages is currently selling 10,000 barrels to outside customers, and that purchase price of a regular brand of ginger beer outside costs P1,800, calculate the highest and lowest acceptable transfer price.
Budgeted, not actual variable and fixed service department costs should be charged to operating departments using a predetermined rate applied to actual services consumed.
Variable costs at the beginning of the year shall be allocated using planned hours. (Assumption, if problem is silent) Variable costs at the end of the year shall be allocated using actual hours.
Requirement: Allocate maintenance costs to the two operating departments assuming: 1. Allocation is done at the beginning of the year (Assumption, if problem is silent). 2. Allocation is done at the end of the year.