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what are the three most important features of the balanced scorecard approach-凯发娱乐
what are the three most important features of the balanced scorecard approach
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题型：论述题 难度星级：★★★★★ 9万热度
what are the three most important features of the balanced scorecard approach
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fill in the blanks.
nfpis are less likely to be …………………. than traditional profit-related measures and they shouldtherefore offer a means of counteracting ………………………….. .
choose the correct words from those highlighted.
in general, a current ratio in excess of 1/less than 1/approximately zero should be expected.
how do quantitative and qualitative performance measures differ
give five examples of a financial performance measure.
suggest two separate performance indicators that could be used to assess each of the following areas of afast food chain's operations.
(a) food preparation department
(b) marketing department
ejet is an airline company that operates domestically and internationally using a fleet of 20aircraft. passengers book flights using the internet or by telephone and pay for their flights at thetime of booking using a debit or credit card.
ejet currently measures its performance using financial ratios. the new managing director hassuggested that non-financial measures are equally important as financial measures and providefurther insights into company performance.
indicate the statements shown below that are valid:
a non-financial measures are less likely to be manipulated than traditional financial ratios.
b non-financial measures may discourage dysfunctional behaviour by airline staff.
c financial ratios do not need to be linked with non-financial measures.
d non-financial measures are a better indicator of future prospects than financial ratios whichfocus on the short term.
e internal efficiency can be measured by the number of flight take-offs that are on time.
f non-financial performance measures do not need to be developed and refined over time asthey always remain relevant.
g customer satisfaction can be measured in terms of the number of failed attempts to make abooking due to website crashes.
dust co has two divisions, a and b. each division is currently considering the followingseparate projects:
division a division b
capital required for the project $32.6 million $22.2 million
sales generated by the project $14.4 million $8.8 million
operating profit margin 30% 24%
cost of capital 10% 10%
current return on investment of division 15% 9%
if residual income is used as the basis for the investment decision, which division(s)would choose to invest in the project
division a only
division b only
both division a and division b
neither division a neither division b
oxco has two divisions, a and b. division a makes a component for air conditioning unitswhich it can only sell to division b. it has no other outlet for sales.
current information relating to division a is as follows:
marginal cost per unit $100
transfer price of the component $165
total production and sales of the component each year 2,200 units
specific fixed costs of division a per year $10,000
cold co has offered to sell the component to division b for $140 per unit.
if division baccepts this offer, division a will be shut.if division b accepts cold co’s offer, what will be the impact on profits per year for thegroup as a whole
increase of $65,000
decrease of $78,000
decrease of $88,000
increase of $55,000
perrin co has two divisions, a and b.
division a has limited skilled labour and is operating at full capacity making product y. it hasbeen asked to supply a different product, x, to division b. division b currently sources thisproduct externally for $700 per unit.
the same grade of materials and labour is used in both products. the cost cards for eachproduct are shown below:
product y x
($)/unit ($)/unit
selling price 600 –
direct materials ($50 per kg) 200 150
direct labour ($20 per hour) 80 120
apportioned fixed overheads ($15 per hour) 60 90
using an opportunity cost approach to transfer pricing, what is the minimum transferprice
$270
$750
$590
$840
division b of a company makes units which are then transferred to other divisions. thedivision has no spare capacity. the following statements have been made regarding theminimum transfer price that will encourage the divisional manager of b to transfer units toother divisions:
(1) any price above variable cost will generate a positive contribution, and will thereforebe accepted.
(2) the division will need to give up a unit sold externally in order to make a transfer;this is only worthwhile if the income of a transfer is greater than the net income of anexternal sale.
which of the above statement(s) is/are true
(1) only
(2) only
cneither (1) nor (2)
both (1) and (2)