Problems 12-41 and 13-42 should be prepared in a Word document with embedded Excel spreadsheets for relevant calculations and supporting schedules. You still need to post your Excel worksheet to show
Problems 12-41 and 13-42 should be prepared in a Word document with embedded Excel spreadsheets for relevant calculations and supporting schedules. You still need to post your Excel worksheet to show support for your calculations. Note, you must show your work in Excel, which includes providing the formulas in the cells, not just the summary value. You may not earn full points if you do not show your work in detail. Suggestion: To complete all parts of the problems correctly you should start each assignment with preparing an Excel workbook. The response for Problem 12-41 should be a minimum of 250 words.
PROBLEM 12-41
The following partial organization chart is an extension of Exhibit 12–1 for Aloha Hotels and Resorts.
Waikiki Sands Hotel
Grounds and Housekeeping Recreational Hospitality Food and Beverage
Maintenance Custodial Services Department Department
Department Department Department /
I
I
I
FRONT BELL GUESS
DESK STAFF SERVICES
Each of the hotel’s five main departments is managed by a director (e.g., director of hospitality). The Front Desk subunit, which is supervised by the front desk manager, handles the hotel’s reservations, room assignments, guest payments, and key control. The Bell Staff, managed by the bell captain, is responsible for greeting guests, front door service, assisting guests with their luggage, and delivering room-service orders. The Guest Services subunit, supervised by the manager of Guest Services, is responsible for assisting guests with local transportation arrangements, advising guests on tourist attractions, and such conveniences as valet and floral services. Required: As an outside consultant, write a memo to the hotel’s general manager suggesting a responsibility center designation for each of the subunits shown in the organization chart above. Justify your choices.
13-42
Megatronics Corporation, a massive retailer of electronic products, is organized in four separate divisions. The four divisional managers are evaluated at year-end, and bonuses are awarded based on ROI. Last year, the company as a whole produced a 13 percent return on its investment. During the past week, management of the company’s Northeast Division was approached about the possibility of buying a competitor that had decided to redirect its retail activities. (If the competitor is acquired, it will be acquired at its book value.) The data that follow relate to recent performance of the Northeast Division and the competitor:
Northeast Division Competitor
Sales ......................................................................................$8,400,000 $5,200,000
Variable costs ..........................................................................70% of sales 65% of sales
Fixed costs ..............................................................................$2,150,000 $1,670,000
Invested capital ......................................................................$1,850,000 $625,000
Management has determined that in order to upgrade the competitor to Megatronics’ standards, an additional $375,000 of invested capital would be needed.
Required: As a group, complete the following requirements.
1. Compute the current ROI of the Northeast Division and the division’s ROI if the competitor is acquired.
2. What is the likely reaction of divisional management toward the acquisition? Why?
3. What is the likely reaction of Megatronics’ corporate management toward the acquisition? Why?
4. Would the division be better off if it didn’t upgrade the competitor to Megatronics’ standards? Show computations to support your answer.
5. Assume that Megatronics uses residual income to evaluate performance and desires a 12 percent minimum return on invested capital. Compute the current residual income of the Northeast Division and the division’s residual income if the competitor is acquired. Will divisional management be likely to change its attitude toward the acquisition? Why?
