Horngren's Accounting, Student Value Edition Plus MyLab Accounting with Pearson eText -- Access Card Package (12th Edition)
12th Edition
ISBN: 9780134642932
Author: Tracie L. Miller-Nobles, Brenda L. Mattison, Ella Mae Matsumura
Publisher: PEARSON
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Textbook Question
Chapter 24, Problem P24.35BPGB
Using
Learning Objective 5
3. Consumer's asset turnover ratio 0.8202
Tiger Paints is a national paint manufacturer and retailer. The company is segmented into five divisions: Paint Stores (branded retail locations), Consumer (paint sold through home improvement stores), Automotive (sales to auto manufacturers), International, and Administration. The following is selected divisional information for its two largest divisions: Paint Stores and Consumer.
Net Sales Revenue | OperatingIncome | Average Total Assets | |
Paint Stores | $ 4,000,000 | $ 476,000 | $ 1,420,000 |
Consumer | 1,300,000 | 196,000 | 1,585,000 |
Management has specified a 19% target
Requirements
- Calculate each division's ROI. Round all of your answers to four decimal places.
- Calculate each division's profit margin ratio. Interpret your results.
- Calculate each division's asset turnover ratio. Interpret your results.
- Use the expanded ROI formula to confirm your results from Requirement 1. Interpret your results.
- Calculate each division's Rl. Interpret your results, and offer a recommendation for any division with negative Rl.
- Describe some of the factors that management considers when setting its minimum target rate of return.
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Required information
Use the following information for the Exercises below.
[The following information applies to the questions displayed below.]
Megamart, a retailer of consumer goods, provides the following information on two of its departments (each
considered an investment center).
Average
Invested
Assets
Sales
Income
Electronics $63,460,000 $3,173,000 $16,700,000
Sporting
goods
19,050,000 2,286,000 12,700,000
Investment
Center
Exercise 22-10 Computing return on investment and residual income; investing decision LO A1
1. Compute return on investment for each department. Using return on investment, which department is most efficient
at using assets to generate returns for the company?
2. Assume a target income level of 12% of average invested assets. Compute residual income for each department.
Which department generated the most residual income for the company?
3. Assume the Electronics department is presented with a new investment opportunity that will yield a 14% return on…
eBook
Question Content Area
Divisional income statements and return on investment analysis
The Crunchy Granola Company is a diversified food company that specializes in all natural foods. The company has three operating divisions organized as investment centers. Condensed data taken from the records of the three divisions for the year ended June 30, 20Y7, are as follows:
Line Item Description
CerealDivision
Snack CakeDivision
RetailBakeries Division
Sales
$25,000,000
$8,000,000
$9,750,000
Cost of goods sold
16,670,000
5,575,000
6,795,000
Operating expenses
7,330,000
1,945,000
2,272,500
Invested assets
10,000,000
4,000,000
6,500,000
The management of The Crunchy Granola Company is evaluating each division as a basis for planning a future expansion of operations.
Required:
Question Content Area
1. Prepare condensed divisional income statements for the three divisions, assuming that there were no support department allocations.
The Crunchy…
Please send answer in chart set up
Megamart, a retailer of consumer goods, provides the following information on two of its departments (each considered an investment center).
Investment Center
Sales
Income
AverageInvested Assets
Electronics
$
39,840,000
$
2,988,000
$
16,600,000
Sporting goods
25,200,000
2,142,000
12,600,000
1. Compute return on investment for each department. Using return on investment, which department is most efficient at using assets to generate returns for the company?2. Assume a target income level of 11% of average invested assets. Compute residual income for each department. Which department generated the most residual income for the company?3. Assume the Electronics department is presented with a new investment opportunity that will yield a 15% return on investment. Should the new investment opportunity be accepted?
Chapter 24 Solutions
Horngren's Accounting, Student Value Edition Plus MyLab Accounting with Pearson eText -- Access Card Package (12th Edition)
Ch. 24 - Prob. 1QCCh. 24 - Which is not one of the potential advantages of...Ch. 24 - The Quaker Foods division of PepsiCo is most...Ch. 24 - Which of the following is not a goal of...Ch. 24 - Which of the following balanced scorecard...Ch. 24 - The performance evaluation of a cost center is...Ch. 24 - Prob. 7QCCh. 24 - Prob. 8QCCh. 24 - Prob. 9QCCh. 24 - Prob. 10QC
Ch. 24 - Prob. 11AQCCh. 24 - Prob. 1RQCh. 24 - Prob. 2RQCh. 24 - Prob. 3RQCh. 24 - Prob. 4RQCh. 24 - Prob. 5RQCh. 24 - Prob. 6RQCh. 24 - Prob. 7RQCh. 24 - Prob. 8RQCh. 24 - Prob. 9RQCh. 24 - 10. Explain the difference between a centralized...Ch. 24 - Prob. 11RQCh. 24 - Prob. 12RQCh. 24 - Prob. 13RQCh. 24 - Prob. 14RQCh. 24 - Prob. 15RQCh. 24 - Prob. 16RQCh. 24 - List the four types of responsibility centers, and...Ch. 24 - What is a performance evaluation system?Ch. 24 - What are the goals of a performance evaluation...Ch. 24 - Prob. 20RQCh. 24 - Prob. 21RQCh. 24 - Prob. 22RQCh. 24 - Prob. 23RQCh. 24 - Prob. 24RQCh. 24 - Prob. 25RQCh. 24 - Prob. 26RQCh. 24 - Prob. 27RQCh. 24 - Prob. 28RQCh. 24 - Prob. 29RQCh. 24 - Prob. 30RQCh. 24 - Prob. 31RQCh. 24 - Prob. 32RQCh. 24 - Prob. 33RQCh. 24 - What is a transfer price?Ch. 24 - Prob. 35ARQCh. 24 - Prob. 36ARQCh. 24 - Prob. S24.1SECh. 24 - Prob. S24.2SECh. 24 - Prob. S24.3SECh. 24 - Prob. S24.4SECh. 24 - Prob. S24.5SECh. 24 - Prob. S24.6SECh. 24 - Describing the balanced scorecard and identifying...Ch. 24 - Prob. S24.8SECh. 24 - Prob. S24.9SECh. 24 - Prob. S24.10SECh. 24 - Prob. S24.11SECh. 24 - Prob. S24.12SECh. 24 - Prob. S24A.13SECh. 24 - Prob. E24.14ECh. 24 - Prob. E24.15ECh. 24 - Prob. E24.16ECh. 24 - E24-17 Computing product costs in traditional and...Ch. 24 - Identifying responsibility centers after...Ch. 24 - Prob. E24.19ECh. 24 - Prob. E24.20ECh. 24 - Prob. E24.21ECh. 24 - Prob. E24.22ECh. 24 - Prob. E24.23ECh. 24 - Prob. E24.24ECh. 24 - Prob. E24.25ECh. 24 - Prob. E24.26ECh. 24 - Prob. P24.27APGACh. 24 - Prob. P24.28APGACh. 24 - Prob. P24.29APGACh. 24 - Prob. P24.30APGACh. 24 - Prob. P24.31APGACh. 24 - Prob. P24.32BPGBCh. 24 - Prob. P24.33BPGBCh. 24 - Prob. P24.34BPGBCh. 24 - Using ROI and Rl to evaluate investment centers...Ch. 24 - Prob. P24.36BPGBCh. 24 - Prob. P24.37CTCh. 24 - Continuing Problem
P24-38 Using ROI and Rl to...Ch. 24 - Comprehensive Problem for Chapters 22-24 The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24 The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Comprehensive Problem for Chapters 22-24
The...Ch. 24 - Tying It All Together Case 24-1 Before you begin...Ch. 24 - Prob. 24.1DCCh. 24 - Prob. 24.1EICh. 24 - Fraud Case 24-1 Everybody knew Ed McAlister was a...
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