Danshui Plant No. 2 in southern China has a one-year contract with Apple Inc. to assemble 2.4 million iPhones. In the first three months of the contract, the plant is unable to assemble as many phones as expected and is operating at a loss. The plant manager must analyze the budget and prepare a summary of monthly operations to help identify the source of performance problems. The plant has had difficulty hiring enough workers despite raising wages over 30%. In addition, the assembly process for an iPhone is complicated, with 140 steps involving over 100 components. The plant manager considers whether a flexible budget would be more useful for uncovering problems than the static budget currently being used. Students must perform break-even and flexible budget analyses and calculate price and usage variances as they consider solutions for the plant's problems with the iPhone contract. This case, which explores the challenges of outsourcing manufacturing, can be used as an introduction to managerial accounting.
Discusses moving beyond corporate identity and branding as graphic design to the principle of Voice, defined as an organization's profile that emerges from its values and history. Outlines the design of Caterpillar's Voice as a way of building relationships as well as recognition, about taking advantage of Voice as a guidepost for strategic thinking as well as a guideline for both internal and external communications.
A computer subsidiary appears to be unprofitable. Managers must determine whether it is actually unprofitable and consider whether changes in prices or promotion might improve profitability. Allows clear separation of variable costs from fixed costs. A rewritten version of an earlier case.
Endius Inc. is a start-up company entering the medical products market. Endius has developed a design and a working prototype for a new and promising endoscopic surgical instrument--steerable surgical forceps. Endius recently hired a new president, Tom Davison, who is determined to move Endius from the research and development phase into product commercialization and launch. To do so, he needs to achieve two related objectives: complete development of a technically and financially viable product and secure funding to address the cash burn typical of a start-up firm. Davison is seriously considering two product development alternatives: developing the steerable forceps using an in-house staff or partnering with an outside product development consultancy that he used previously.
The cash flow statement provides a potential wealth of information about how a company uses its assets. Unfortunately, too many readers of financial reports gloss over this part of the document and head to the long-familiar income statement and balance sheet. They probably do this because of the comparative recency of the cash flow statement and because their business schooling did not expose them to it. Contrary to most readers' assumption, though, the cash flow statement does not require sophisticated analysis of ratios in order to appreciate its value. This article provides a straightforward sequence of steps for tapping into the trove of information that a cash flow statement offers: 1) scanning the big picture; 2) checking the power of the cash flow engine; 3) pinpointing the good news and the bad news; and 4) putting the puzzle together. A self-test is provided so that readers can assess their ability to follow these steps and thus use the cash flow statement to generate powerful information about a firm's financial operations.
A management team at Kaufmann is studying the latest year's operations and sales, which seem to have led to very confusing financial results. Sales exceeded forecast and production for the first six months, however Kaufmann reported a loss. Yet, when sales were below forecast and production above in the second six months, healthy income was reported.
The ARES team formally proposes that Burlington Northern implement the ARES system. The project meets resistance. In light of financial restructuring and high level of debt, executives wonder whether the company can afford ARES. Weak links during the ARES development process to corporate strategic planning, corporate capital planning, and other corporate functions raise concerns. Executives also worry about whether their 100-year-old, traditional organization can adapt to and exploit ARES's modern electronic technology. When ARES team members' zealous advocacy of the project raise concerns about objectivity in evaluation, an outside consultant is hired to audit benefits, technologies, and whether benefits can be unbundled and implemented selectively.
Burlington Northern's decision whether to invest in ARES, an automated train control system, is a ($350 million) strategic investment in information technology. Although set in a service industry (railroad) the issues around this decision arise in many organizations and require the company to analyze the project from many perspectives. ARES offers the potential to change the basis of competition in the industry through technology. The company must consider the value, if any, of being first in the industry to adopt a technology; the potential impact on customer services, quality, and reliability; and the role and value of information systems technology. Burlington grapples with how to quantify both tangible and intangible benefits, and deliberates whether investments that yield improvement in hard-to-quantify factors such as reduced delivery time and improved service reliability can be subjected to the same financial scrutiny as equipment replacement decisions such as new locomotives. Demonstrates thoughtful, creative approaches to measuring hard-to-quantify benefits.
At the end of the budget cycle, the manager must test whether plans are feasible given financing arrangements and constraints. Cash needs are great due to seasonality. Needed loans must be calculated at five separate dates, and financial position projected. This is a rewritten version of Hanson Industries (B) and (C).
Provides a complete description of the processes used in preparing a budget (annual operating plan). Starting with basic product line decisions, management prepares a budget that integrates production and marketing within constraints of financial feasibility. The budget is the basis for internal control of operations and for negotiations with banks for seasonal financing.