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Solutions Manual For Managerial Accounting 13th Canadian Edition by Alan Webb Ray Garrison, Theresa Libby (All Chapters, 100% Original Verified, A+ Grade) $28.49
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Managerial Accounting 13ce By Alan Webb Ray Garris
Managerial Accounting 13ce by Alan Webb Ray Garris
Exam (elaborations)
Solutions Manual For Managerial Accounting 13th Canadian Edition by Alan Webb Ray Garrison, Theresa Libby (All Chapters, 100% Original Verified, A+ Grade)
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Managerial Accounting 13ce by Alan Webb Ray Garris
Institution
Managerial Accounting 13ce By Alan Webb Ray Garris
This Is The Original 13th Edition Of The Solution Manual From The Original Author All Other Files In The Market Are Fake/Old Editions. Other Sellers Have Changed The Old Edition Number To The New But The Solution Manual Is An Old Edition.
Solutions Manual For Managerial Accounting 13th Canadian...
Managerial Accounting 13ce by
Alan Webb Ray Garrison,
Theresa Libby (Solutions
Manual All Chapters, 100%
Original Verified, A+ Grade)
All Chapters Solutions Manual
Supplement files download link
at the end of this file.
Part 1: Ch 11-14+Apps: Page 2-306
Part 2: Ch 1-10: Page 307-912
, Part 1
Chapter 11
Reporting for Control
Discussion Case (30 minutes)
Although both businesses are in the same industry (food service), they serve very
different markets and target customers that have very different expectations.
Consequently, there are likely to be more differences than similarities between
measures on the balanced scorecards of these two restaurants. Some examples
(although not comprehensive) of the types of measures that might be included are as
follows:
Sam's Pita Place Classic Steakhouse Explanation
Number of orders Number of special occasion Sam's is focused on speed
processed per hour dining reservations taken of service while Classic is
per week focused on special
occasion dining offerings;
larger dining parties that
spend more money per
visit.
Number of sandwiches Number of orders sent Sam's allows customers to
sent back - different back as over/under-cooked customize their
ingredients than ordered or due to poor taste. sandwiches. Getting
something different than
ordered with reduce the
probability the customer
will return to the
restaurant.
Classic serves food at a
higher price point and
customers dine-in. They
expect their food to be
tasty and cooked to order.
.
Solutions Manual, Chapter 11 1
,Discussion Case (continued)
Sam's Pita Place Classic Steakhouse Explanation
Customer satisfaction Customer satisfaction scores While both restaurants
scores received via provided at the end of the would likely collect
social media sources. meal. Survey would include customer satisfaction
Survey would include measures of server survey data, each
measures such as attentiveness and the restaurant must collect this
speed of service and quality of the overall dining data from different sources
variety of food offerings experience. considering differences in
at low prices. their target markets. The
scores collected should
reflect differences in these
target markets and overall
strategies
Number of sandwich Number of menu items that Sam's is concerned with
offerings below $6 are priced at or slightly offering enough low-priced
above competitors menu items while Classic is
concerned about ensuring
their higher priced items
are still price-competitive.
.
2 Managerial Accounting, 13th Canadian Edition
, Solutions to Questions
11-1 There are a number of possible 11-7 Three inappropriate methods for
disadvantages including decision-making by assigning traceable costs are: treating traceable
individuals who don’t necessarily understand the fixed costs as indirect, using the wrong
company’s strategy. Also, independent decision- allocation base and arbitrarily dividing common
making by managers as part of decentralization costs among segments. Each of these practices
may lead to coordination problems, lack of is inappropriate because they can lead to
information sharing and possible self-interested distorted segment costs and consequently,
behaviour that is not aligned with the distorted segment margins.
organization’s objectives.
11-8 A cost center manager has control over
11-2 A segment is any part or activity of an cost, but not revenue or the use of investment
organization about which a manager seeks cost, funds. A profit center manager has control over
revenue, or profit data. Examples of segments both cost and revenue. An investment center
include departments, operations, sales manager has control over cost and revenue and
territories, divisions, product lines, and so forth. the use of investment funds. To evaluate cost
centre performance, standard cost variances
11-3 A common fixed cost is one that and flexible budget variances are often used.
supports the operations or activities of more Profit centre managers are often evaluated by
than one segment but is not traceable in whole comparing actual profit to targeted or budgeted
or in part to any one segment. profit. Investment centre managers are usually
evaluated using return on investment or residual
11-4 The contribution margin is the
income measures.
difference between sales revenue and variable
expenses. The segment margin is calculated by 11-9 The net book value (NBV) approach is in
deducting traceable fixed expenses from the keeping with how plant and equipment are
contribution margin. The contribution margin is reported on the balance sheet. Also, the NBV
useful as a planning tool for many decisions, approach is consistent with the determination of
including those in which fixed costs don’t operating income, which includes depreciation
change. The segment margin is useful in as an expense.
assessing the overall profitability of a segment.
11-10 Return on investment (ROI) can be
11-5 If common costs were allocated to improved by increasing sales, reducing
segments, then the costs directly attributable to operating expenses or reducing operating
segments would be overstated and their assets.
margins would be understated. As a
consequence, some segments could appear to 11-11 Residual income is the operating income
be unprofitable and managers may be tempted an investment center earns above the
to eliminate them. If a segment were eliminated company’s minimum required rate of return on
because of the existence of arbitrarily allocated operating assets.
common costs, the overall profit of the company
would decline by the amount of the segment 11-12 If ROI is used to evaluate performance,
margin because the common cost would remain. a manager of an investment center may reject a
The common cost that had been allocated to the profitable investment opportunity whose rate of
segment would then be reallocated to the return exceeds the company’s required rate of
remaining segments—making them appear less return but is less than the investment center’s
profitable. current ROI. The residual income approach
overcomes this problem since any project whose
11-6 A traceable fixed cost is one that can be rate of return exceeds the company’s minimum
identified with a particular segment and that required rate of return will result in an increase
only arises because a segment exists. in residual income. A positive change in residual
income will be viewed favourably by
management.
.
Solutions Manual, Chapter 11 3
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