This document discusses management control in decentralized organizations. It covers several key points:
1) Decentralization delegates decision making to lower levels which has benefits like better local knowledge but also costs like potential misaligned decisions.
2) Companies find balancing decentralization in some areas with centralization in others works best.
3) Performance measures and incentives should be carefully designed to motivate managers' efforts toward the overall organization's goals.
4) Transfer pricing between organizational units requires consideration of costs, market prices, and tax implications.
The document discusses transfer pricing within multinational companies. It begins by introducing the team members working on transfer pricing. It then provides definitions of key terms like transfer price and arm's length price. It discusses how transfer pricing is used for different purposes like calculating divisional profits, international taxation, and regulatory issues. The document outlines India's transfer pricing model and laws, and describes various transfer pricing methods like comparable uncontrolled price method, resale price method, cost plus method, and profit split method. It provides an example of transfer pricing and penalties for non-compliance. Finally, it discusses a case study of a client restructuring its transfer pricing between India and Europe.
This document discusses pricing calculations and methods. It covers:
1. Full cost-plus pricing, where the sales price is determined by calculating full costs and adding a percentage markup. This allows recovery of production costs and other costs like overheads.
2. Calculating markup percentages to achieve desired profit levels or returns on investment. Worked examples show how to determine the markup needed.
3. Factors like allowing for inflation when setting prices, and whether the buyer or seller bears the risk of inflation depending on how prices are determined.
This document provides an overview of transfer pricing. It defines transfer pricing as the price at which divisions of a company transact with each other. The document outlines several purposes of transfer pricing, including evaluating division performance and shifting profits between tax jurisdictions. It also discusses transfer pricing methods, influences on companies, disadvantages, and provides an example to illustrate how transfer pricing can benefit a company.
Company 1Company #1Income StatementBalance SheetAll numbers in thoLynellBull52
Company 1Company #1Income StatementBalance SheetAll numbers in thousandsAll numbers in thousandsRevenue20182017Period Ending20182017Total Revenue14,134,73212,866,757Current AssetsCost of Revenue9,510,2388,668,505Cash And Cash Equivalents1,290,2941,111,599Gross Profit4,624,4944,198,252Short Term Investments512-Operating ExpensesNet Receivables87,86875,154Selling General and Administrative2,576,0982,395,608Inventory1,641,7351,512,886Total Operating Expenses12,086,33611,064,113Other Current Assets11,84713,642Operating Income or Loss2,048,3961,802,644Total Current Assets3,151,1572,813,049Income from Continuing OperationsLong Term Investments7121,288Total Other Income/Expenses Net-7,676-16,488Property Plant and Equipment2,382,4642,328,048Earnings Before Interest and Taxes2,048,3961,802,644Other Assets187,718166,966Interest Expense-18,847-19,569Deferred Long Term Asset Charges--Income Before Tax2,040,7201,786,156Total Assets5,722,0515,309,351Income Tax Expense677,967668,502Current LiabilitiesNet Income1,362,7531,117,654Accounts Payable1,059,8441,021,735Short/Current Long Term Debt84,973-Other Current Liabilities9,90224,559Total Current Liabilities1,926,4021,752,506Long Term Debt311,994396,493Other Liabilities434,347412,335Total Liabilities2,672,7432,561,334Stockholders' EquityPreferred Stock--Common Stock3,7963,919Retained Earnings2,071,4001,801,138Treasury Stock-318,252-272,755Capital Surplus1,292,3911,215,806Total Stockholder Equity3,049,3082,748,017Net Tangible Assets3,049,3082,748,017
Company 2Company #2Income StatementBalance SheetAll numbers in thousandsAll numbers in thousandsRevenue20182017Period Ending20182017Total Revenue38,972,93435,864,664Current AssetsCost of Revenue27,831,17725,502,167Cash And Cash Equivalents3,030,2002,758,477Gross Profit11,141,75710,362,497Short Term Investments-506,165Operating ExpensesNet Receivables860,000327,166Selling General and Administrative6,923,5646,375,071Inventory4,579,0004,187,243Total Operating Expenses34,754,74131,877,238Other Current Assets-12,217Operating Income or Loss4,218,1933,987,426Total Current Assets8,469,2008,485,727Income from Continuing OperationsLong Term Investments--Total Other Income/Expenses Net-44,982-130,838Property Plant and Equipment5,255,2005,006,053Earnings Before Interest and Taxes4,218,1933,987,426Goodwill97,600100,069Interest Expense-8,860-64,295Intangible Assets-144,900Income Before Tax4,173,2113,856,588Other Assets504,000321,266Income Tax Expense1,113,4131,248,640Deferred Long Term Asset Charges-6,558Net Income3,059,7982,607,948Total Assets14,326,00014,058,015Current LiabilitiesAccounts Payable2,644,1002,488,373Short/Current Long Term Debt--Other Current Liabilities-1,429,136Total Current Liabilities5,531,3005,125,537Long Term Debt2,233,6002,230,607Other Liabilities1,512,5001,331,645Total Liabilities9,277,4008,909,706Stockholders' EquityPreferred Stock--Common Stock5,048,600628,009Retained Earnings-4,962,159Treasury Stock--441,859Capital Surplus--Other Stockholder Equity--4 ...
Cost-volume-profit (CVP) analysis is used to determine how changes in costs and sales volume affect a company's profits. It requires identifying all costs as either variable or fixed. CVP analysis explores the relationship between costs, revenues, and activity level to measure how costs and profits vary with sales volume. It is used for forecasting profits, budget planning, pricing decisions, determining sales mix, and more. The three elements of CVP are costs, volume, and profit. The break-even point is the sales volume where total revenue equals total costs. Relevant costs must differ between alternatives and affect the decision. Sunk costs do not affect decisions as they cannot be changed.
This document discusses management control in decentralized organizations. It covers several key points:
1) Decentralization delegates decision making to lower levels which has benefits like better local knowledge but also costs like potential misaligned decisions.
2) Companies find balancing decentralization in some areas with centralization in others works best.
3) Performance measures and incentives should be carefully designed to motivate managers' efforts toward the overall organization's goals.
4) Transfer pricing between organizational units requires consideration of costs, market prices, and tax implications.
The document discusses transfer pricing within multinational companies. It begins by introducing the team members working on transfer pricing. It then provides definitions of key terms like transfer price and arm's length price. It discusses how transfer pricing is used for different purposes like calculating divisional profits, international taxation, and regulatory issues. The document outlines India's transfer pricing model and laws, and describes various transfer pricing methods like comparable uncontrolled price method, resale price method, cost plus method, and profit split method. It provides an example of transfer pricing and penalties for non-compliance. Finally, it discusses a case study of a client restructuring its transfer pricing between India and Europe.
This document discusses pricing calculations and methods. It covers:
1. Full cost-plus pricing, where the sales price is determined by calculating full costs and adding a percentage markup. This allows recovery of production costs and other costs like overheads.
2. Calculating markup percentages to achieve desired profit levels or returns on investment. Worked examples show how to determine the markup needed.
3. Factors like allowing for inflation when setting prices, and whether the buyer or seller bears the risk of inflation depending on how prices are determined.
This document provides an overview of transfer pricing. It defines transfer pricing as the price at which divisions of a company transact with each other. The document outlines several purposes of transfer pricing, including evaluating division performance and shifting profits between tax jurisdictions. It also discusses transfer pricing methods, influences on companies, disadvantages, and provides an example to illustrate how transfer pricing can benefit a company.
Company 1Company #1Income StatementBalance SheetAll numbers in thoLynellBull52
Company 1Company #1Income StatementBalance SheetAll numbers in thousandsAll numbers in thousandsRevenue20182017Period Ending20182017Total Revenue14,134,73212,866,757Current AssetsCost of Revenue9,510,2388,668,505Cash And Cash Equivalents1,290,2941,111,599Gross Profit4,624,4944,198,252Short Term Investments512-Operating ExpensesNet Receivables87,86875,154Selling General and Administrative2,576,0982,395,608Inventory1,641,7351,512,886Total Operating Expenses12,086,33611,064,113Other Current Assets11,84713,642Operating Income or Loss2,048,3961,802,644Total Current Assets3,151,1572,813,049Income from Continuing OperationsLong Term Investments7121,288Total Other Income/Expenses Net-7,676-16,488Property Plant and Equipment2,382,4642,328,048Earnings Before Interest and Taxes2,048,3961,802,644Other Assets187,718166,966Interest Expense-18,847-19,569Deferred Long Term Asset Charges--Income Before Tax2,040,7201,786,156Total Assets5,722,0515,309,351Income Tax Expense677,967668,502Current LiabilitiesNet Income1,362,7531,117,654Accounts Payable1,059,8441,021,735Short/Current Long Term Debt84,973-Other Current Liabilities9,90224,559Total Current Liabilities1,926,4021,752,506Long Term Debt311,994396,493Other Liabilities434,347412,335Total Liabilities2,672,7432,561,334Stockholders' EquityPreferred Stock--Common Stock3,7963,919Retained Earnings2,071,4001,801,138Treasury Stock-318,252-272,755Capital Surplus1,292,3911,215,806Total Stockholder Equity3,049,3082,748,017Net Tangible Assets3,049,3082,748,017
Company 2Company #2Income StatementBalance SheetAll numbers in thousandsAll numbers in thousandsRevenue20182017Period Ending20182017Total Revenue38,972,93435,864,664Current AssetsCost of Revenue27,831,17725,502,167Cash And Cash Equivalents3,030,2002,758,477Gross Profit11,141,75710,362,497Short Term Investments-506,165Operating ExpensesNet Receivables860,000327,166Selling General and Administrative6,923,5646,375,071Inventory4,579,0004,187,243Total Operating Expenses34,754,74131,877,238Other Current Assets-12,217Operating Income or Loss4,218,1933,987,426Total Current Assets8,469,2008,485,727Income from Continuing OperationsLong Term Investments--Total Other Income/Expenses Net-44,982-130,838Property Plant and Equipment5,255,2005,006,053Earnings Before Interest and Taxes4,218,1933,987,426Goodwill97,600100,069Interest Expense-8,860-64,295Intangible Assets-144,900Income Before Tax4,173,2113,856,588Other Assets504,000321,266Income Tax Expense1,113,4131,248,640Deferred Long Term Asset Charges-6,558Net Income3,059,7982,607,948Total Assets14,326,00014,058,015Current LiabilitiesAccounts Payable2,644,1002,488,373Short/Current Long Term Debt--Other Current Liabilities-1,429,136Total Current Liabilities5,531,3005,125,537Long Term Debt2,233,6002,230,607Other Liabilities1,512,5001,331,645Total Liabilities9,277,4008,909,706Stockholders' EquityPreferred Stock--Common Stock5,048,600628,009Retained Earnings-4,962,159Treasury Stock--441,859Capital Surplus--Other Stockholder Equity--4 ...
Cost-volume-profit (CVP) analysis is used to determine how changes in costs and sales volume affect a company's profits. It requires identifying all costs as either variable or fixed. CVP analysis explores the relationship between costs, revenues, and activity level to measure how costs and profits vary with sales volume. It is used for forecasting profits, budget planning, pricing decisions, determining sales mix, and more. The three elements of CVP are costs, volume, and profit. The break-even point is the sales volume where total revenue equals total costs. Relevant costs must differ between alternatives and affect the decision. Sunk costs do not affect decisions as they cannot be changed.
This chapter discusses management control systems in decentralized organizations. It covers the benefits and costs of decentralization, including lower-level managers having better local information but also potential for inefficient decisions. Responsibility centers and incentives are key parts of control systems. Performance measures and rewards should encourage managerial efforts that further organizational goals. Transfer pricing systems, including market-based, cost-based and negotiated prices, aim to align decisions across divisions. Multinational companies also consider tax implications in transfer pricing. Management by objectives and carefully set budgets can help motivate managers' performance.
The document discusses variance analysis, relevant costing, and cost-volume-profit analysis. It defines a variance as the difference between a budgeted or standard cost and an actual cost. Variance analysis identifies reasons for deviations from budgets. Relevant costing considers only incremental and avoidable costs for decision making. Cost-volume-profit analysis examines how operating profit is affected by variable costs, fixed costs, sales price, and sales volume or mix. Contribution margin is sales minus variable costs and shows how much each sale contributes to covering fixed costs.
This document discusses various managerial accounting concepts related to cost behavior analysis, decision making, and pricing strategies. It defines three types of cost behavior - fixed costs that do not vary with production, variable costs that vary with production, and mixed costs that have attributes of both. Decision making concepts covered include make-or-buy, keep-or-drop, special order pricing, and product mix decisions. Cost-volume-profit analysis and relevant costing are also summarized. Finally, different pricing strategies such as cost-based pricing, value-based pricing, and strategic pricing are defined.
Cost, volume, profit Analysis. for decision makingHAFIDHISAIDI1
Part 1 discusses different cost behaviors such as fixed, variable, and semi-variable costs. It also covers topics like direct vs indirect costs, marginal costing, and operational gearing.
Part 2 is about cost-volume-profit (CVP) analysis. It discusses how CVP is used to determine the break-even point and analyze how costs and profits are affected by changes in sales volume. The assumptions of CVP analysis and formulas for calculating the break-even point in terms of units and sales volume are also presented.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Transfer pricing refers to the prices charged for goods and services transferred between divisions of a multinational company operating across international borders. The objectives of transfer pricing include reducing taxes, managing cash flows, and avoiding conflicts with governments. Common transfer pricing methods are market-based prices, cost-based prices, and negotiated prices. Transfer pricing allows companies to shift profits between countries to minimize taxes but also presents challenges in terms of performance measurement and conflicts with tax authorities.
Cost allocation provides managers with information to make strategic and operational decisions by assigning indirect costs to cost objects like products, departments, or activities. There are three main reasons for allocating costs: 1) to provide information for economic decision making, 2) to motivate managers and employees, and 3) to compute income and asset valuation. Costs can be allocated between organizational units, from service departments to other units, or within a unit to activities, products, or customers. Allocation methods include single or dual rates that allocate variable and fixed costs separately using a cost driver like space occupied or direct costs.
Pricing Strategy for the third year- Updated.pdfcharlesmartial77
The document discusses pricing strategies and cost theory for ICT products and services. It describes several pricing strategies such as cost-based pricing, market-based pricing, penetration pricing, and value-based pricing. It also explains different types of costs including fixed costs, variable costs, average costs, and marginal costs. Additionally, the document defines revenue, profit, break-even analysis, and provides examples of calculating break-even points.
This document discusses transfer pricing, which refers to the prices charged for goods, services, or assets transferred between divisions within the same company. It covers several key points:
1. Transfer pricing is important for performance evaluation and goal congruence between divisions. Various transfer pricing methods can be used, including cost-plus, negotiated prices, and market prices.
2. The choice of transfer pricing method impacts divisional behavior and incentives. Cost-based methods may not incentivize cost reductions, while market prices promote competitiveness.
3. Internationally, transfer prices must comply with the arm's length principle of being comparable to prices charged between unrelated parties. Application of this standard varies between countries.
This document discusses measuring performance at the strategic business unit (SBU) level. It covers several key points:
1. Strategies can be found at the corporate level for the whole organization and at the business unit level for divisions within the organization. Consistency is needed across levels.
2. SBUs are autonomous organizational units that control most factors affecting long-term performance.
3. Strategy concerns and options differ at the corporate versus business unit levels. Business unit strategies focus on competitive advantage in each industry.
Break-even analysis determines the sales volume needed to recover total costs. It examines the relationship between costs, sales, and profits. The break-even point is where total revenue equals total costs, resulting in no profit or loss. There are two types of break-even points: cash break-even considers debt payments, and income break-even considers required dividend payments. Break-even analysis can be used by managers to determine safety margins, target profits, the effects of price/cost changes, choice of production techniques, and plant expansion decisions.
This document discusses profit centers and transfer pricing. It defines a profit center as a division of an organization where financial performance is measured based on revenues and costs. Transfer price refers to the price used for goods and services transferred between divisions, and there are several methods for determining transfer price, including cost-based, market-based, and negotiated prices. The document also outlines criteria for evaluating profit center performance and categories of costs and revenues considered.
How is the Break-even Point in Service-based Businesses Calculated.pdfMr. Business Magazine
The break-even point is a term in economics, especially cost-accounting. The break-even point represents the juncture at which total revenue equals total costs, signifying the transition from losses to profits.
unit 2 CVP analysis, Break-even point.pptxuday231983
The National Anti-profiteering Authority (NAA) in India has issued letters to 50 consumer goods companies and over-the-counter drug makers to check if they have passed on the benefits of reduced GST rates to consumers. NAA is questioning the pricing strategies of companies like Mankind Pharma, Johnson & Johnson, and Colgate-Palmolive. Cost-volume-profit (CVP) analysis is an important tool that provides information on the behavior of costs with changes in volume, break-even points, sensitivity of profits to output changes, and profits for projected sales levels. Break-even analysis determines the sales volume needed to cover total costs and is a key aspect of CVP analysis.
The document discusses different types of government contracts, including fixed price, cost type, and flexibly priced contracts. It explains key aspects of each contract type such as risk allocation, payment methods, and fee structures. The document also provides an overview of Earned Value Management (EVMS), describing it as a method to correlate cost and schedule performance by tracking budgeted, earned, and actual costs over the life of a contract.
This document discusses objectives and methods for transfer pricing within companies. The key objectives are to provide information for cost-benefit tradeoffs, induce goal-aligned decisions, and measure economic performance simply. Methods include market prices, cost-based prices using standard or actual costs plus a markup, and negotiated prices. Ideal transfer pricing considers competence, open communication, market prices when available, and full information sharing, but constraints like limited markets or excess/short capacity complicate pricing.
The document discusses a cost plus model for remunerating business partners or distributors. It proposes a 5 step process: 1) identify required services, 2) identify structure to deliver services, 3) determine costs of structure and services, 4) ensure distributor basic profit relates to costs incurred, 5) determine sales levels to calculate commissions. Additional profit is tied to achieving key performance indicators to incentivize cost reduction and growth while ensuring equitable remuneration.
This document discusses transfer pricing, which refers to the prices at which divisions within a company transact with each other. It begins by defining transfer pricing and providing an example. Key issues are then outlined, such as divisions prioritizing revenue, preferred customers, and preferred suppliers. Various methods for determining transfer prices are described, including using market rates, adjusted rates, negotiation, contribution margins, cost-plus pricing, and cost-based approaches. The document concludes by providing a case study example of an integrated wood and paper production company and discussing optimal transfer pricing between divisions.
This document discusses transfer pricing, which refers to the price at which divisions within a company transact with each other. It provides definitions of transfer pricing and outlines some key issues like how transfer prices impact revenue and influence whether managers prefer customers or suppliers that are internal or external to the company. The document then describes several methods that can be used to determine transfer prices, such as using market rates, negotiated prices, or cost-plus models. It provides an example of calculating an optimal transfer price between wood and paper divisions of a company. The summary concludes by noting how transfer prices can be manipulated for tax purposes in multinational companies.
Cost management of kurukshetra university mtechRising Sher
Strategic Cost Management is the cost management technique that aims at reducing costs while strengthening the position of the business. It is a process of combining the decision-making structure with the cost information, in order to reinforce the business strategy as a whole. It measures and manages costs to align the same with the company’s business strategy.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
This chapter discusses management control systems in decentralized organizations. It covers the benefits and costs of decentralization, including lower-level managers having better local information but also potential for inefficient decisions. Responsibility centers and incentives are key parts of control systems. Performance measures and rewards should encourage managerial efforts that further organizational goals. Transfer pricing systems, including market-based, cost-based and negotiated prices, aim to align decisions across divisions. Multinational companies also consider tax implications in transfer pricing. Management by objectives and carefully set budgets can help motivate managers' performance.
The document discusses variance analysis, relevant costing, and cost-volume-profit analysis. It defines a variance as the difference between a budgeted or standard cost and an actual cost. Variance analysis identifies reasons for deviations from budgets. Relevant costing considers only incremental and avoidable costs for decision making. Cost-volume-profit analysis examines how operating profit is affected by variable costs, fixed costs, sales price, and sales volume or mix. Contribution margin is sales minus variable costs and shows how much each sale contributes to covering fixed costs.
This document discusses various managerial accounting concepts related to cost behavior analysis, decision making, and pricing strategies. It defines three types of cost behavior - fixed costs that do not vary with production, variable costs that vary with production, and mixed costs that have attributes of both. Decision making concepts covered include make-or-buy, keep-or-drop, special order pricing, and product mix decisions. Cost-volume-profit analysis and relevant costing are also summarized. Finally, different pricing strategies such as cost-based pricing, value-based pricing, and strategic pricing are defined.
Cost, volume, profit Analysis. for decision makingHAFIDHISAIDI1
Part 1 discusses different cost behaviors such as fixed, variable, and semi-variable costs. It also covers topics like direct vs indirect costs, marginal costing, and operational gearing.
Part 2 is about cost-volume-profit (CVP) analysis. It discusses how CVP is used to determine the break-even point and analyze how costs and profits are affected by changes in sales volume. The assumptions of CVP analysis and formulas for calculating the break-even point in terms of units and sales volume are also presented.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Transfer pricing refers to the prices charged for goods and services transferred between divisions of a multinational company operating across international borders. The objectives of transfer pricing include reducing taxes, managing cash flows, and avoiding conflicts with governments. Common transfer pricing methods are market-based prices, cost-based prices, and negotiated prices. Transfer pricing allows companies to shift profits between countries to minimize taxes but also presents challenges in terms of performance measurement and conflicts with tax authorities.
Cost allocation provides managers with information to make strategic and operational decisions by assigning indirect costs to cost objects like products, departments, or activities. There are three main reasons for allocating costs: 1) to provide information for economic decision making, 2) to motivate managers and employees, and 3) to compute income and asset valuation. Costs can be allocated between organizational units, from service departments to other units, or within a unit to activities, products, or customers. Allocation methods include single or dual rates that allocate variable and fixed costs separately using a cost driver like space occupied or direct costs.
Pricing Strategy for the third year- Updated.pdfcharlesmartial77
The document discusses pricing strategies and cost theory for ICT products and services. It describes several pricing strategies such as cost-based pricing, market-based pricing, penetration pricing, and value-based pricing. It also explains different types of costs including fixed costs, variable costs, average costs, and marginal costs. Additionally, the document defines revenue, profit, break-even analysis, and provides examples of calculating break-even points.
This document discusses transfer pricing, which refers to the prices charged for goods, services, or assets transferred between divisions within the same company. It covers several key points:
1. Transfer pricing is important for performance evaluation and goal congruence between divisions. Various transfer pricing methods can be used, including cost-plus, negotiated prices, and market prices.
2. The choice of transfer pricing method impacts divisional behavior and incentives. Cost-based methods may not incentivize cost reductions, while market prices promote competitiveness.
3. Internationally, transfer prices must comply with the arm's length principle of being comparable to prices charged between unrelated parties. Application of this standard varies between countries.
This document discusses measuring performance at the strategic business unit (SBU) level. It covers several key points:
1. Strategies can be found at the corporate level for the whole organization and at the business unit level for divisions within the organization. Consistency is needed across levels.
2. SBUs are autonomous organizational units that control most factors affecting long-term performance.
3. Strategy concerns and options differ at the corporate versus business unit levels. Business unit strategies focus on competitive advantage in each industry.
Break-even analysis determines the sales volume needed to recover total costs. It examines the relationship between costs, sales, and profits. The break-even point is where total revenue equals total costs, resulting in no profit or loss. There are two types of break-even points: cash break-even considers debt payments, and income break-even considers required dividend payments. Break-even analysis can be used by managers to determine safety margins, target profits, the effects of price/cost changes, choice of production techniques, and plant expansion decisions.
This document discusses profit centers and transfer pricing. It defines a profit center as a division of an organization where financial performance is measured based on revenues and costs. Transfer price refers to the price used for goods and services transferred between divisions, and there are several methods for determining transfer price, including cost-based, market-based, and negotiated prices. The document also outlines criteria for evaluating profit center performance and categories of costs and revenues considered.
How is the Break-even Point in Service-based Businesses Calculated.pdfMr. Business Magazine
The break-even point is a term in economics, especially cost-accounting. The break-even point represents the juncture at which total revenue equals total costs, signifying the transition from losses to profits.
unit 2 CVP analysis, Break-even point.pptxuday231983
The National Anti-profiteering Authority (NAA) in India has issued letters to 50 consumer goods companies and over-the-counter drug makers to check if they have passed on the benefits of reduced GST rates to consumers. NAA is questioning the pricing strategies of companies like Mankind Pharma, Johnson & Johnson, and Colgate-Palmolive. Cost-volume-profit (CVP) analysis is an important tool that provides information on the behavior of costs with changes in volume, break-even points, sensitivity of profits to output changes, and profits for projected sales levels. Break-even analysis determines the sales volume needed to cover total costs and is a key aspect of CVP analysis.
The document discusses different types of government contracts, including fixed price, cost type, and flexibly priced contracts. It explains key aspects of each contract type such as risk allocation, payment methods, and fee structures. The document also provides an overview of Earned Value Management (EVMS), describing it as a method to correlate cost and schedule performance by tracking budgeted, earned, and actual costs over the life of a contract.
This document discusses objectives and methods for transfer pricing within companies. The key objectives are to provide information for cost-benefit tradeoffs, induce goal-aligned decisions, and measure economic performance simply. Methods include market prices, cost-based prices using standard or actual costs plus a markup, and negotiated prices. Ideal transfer pricing considers competence, open communication, market prices when available, and full information sharing, but constraints like limited markets or excess/short capacity complicate pricing.
The document discusses a cost plus model for remunerating business partners or distributors. It proposes a 5 step process: 1) identify required services, 2) identify structure to deliver services, 3) determine costs of structure and services, 4) ensure distributor basic profit relates to costs incurred, 5) determine sales levels to calculate commissions. Additional profit is tied to achieving key performance indicators to incentivize cost reduction and growth while ensuring equitable remuneration.
This document discusses transfer pricing, which refers to the prices at which divisions within a company transact with each other. It begins by defining transfer pricing and providing an example. Key issues are then outlined, such as divisions prioritizing revenue, preferred customers, and preferred suppliers. Various methods for determining transfer prices are described, including using market rates, adjusted rates, negotiation, contribution margins, cost-plus pricing, and cost-based approaches. The document concludes by providing a case study example of an integrated wood and paper production company and discussing optimal transfer pricing between divisions.
This document discusses transfer pricing, which refers to the price at which divisions within a company transact with each other. It provides definitions of transfer pricing and outlines some key issues like how transfer prices impact revenue and influence whether managers prefer customers or suppliers that are internal or external to the company. The document then describes several methods that can be used to determine transfer prices, such as using market rates, negotiated prices, or cost-plus models. It provides an example of calculating an optimal transfer price between wood and paper divisions of a company. The summary concludes by noting how transfer prices can be manipulated for tax purposes in multinational companies.
Cost management of kurukshetra university mtechRising Sher
Strategic Cost Management is the cost management technique that aims at reducing costs while strengthening the position of the business. It is a process of combining the decision-making structure with the cost information, in order to reinforce the business strategy as a whole. It measures and manages costs to align the same with the company’s business strategy.
Similar to Managerial Accounting Presentation transfer pricing.pptx (20)
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
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My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
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2. DEFINITION-TRANSFER PRICING
A transfer price is the price at which goods or services are transferred from one
division to another within the same organization.
E.g.: If one division sells goods to another division, the cost of those goods is the transfer
price.
Scope of Transactions:
Transactions may include the trade of supplies or labor between departments.
Purpose of Transfer Prices:
Transfer prices are used when individual entities of a larger multi-entry firm are treated
and measured as separately run entities.
3. Characteristics of good transfer price
1 Alignment with Company Goals
Exploring the importance of transfer
prices aligning with company goals to
maximize profits and ensure goal
congruence across all divisions.
2
Divisional Autonomy
Understanding how effective transfer
pricing should preserve divisional
autonomy while also contributing to the
overall company profit. 3 Impact on Divisional Profits
Analyzing how transfer prices can
affect divisional profits and the
subsequent implications for business
decisions.
4. Financial Implications of Transfer Pricing
1 Profit Maximization
Assessing how transfer prices can
impact the ability of divisions to
maximize profits, and the subsequent
effect on the overall company's
financial performance.
2
Cost Analysis
Understanding the cost implications of
different transfer pricing approaches
and their potential impact on divisional
and company profits.
3 Strategic Decision Making
Exploring how transfer prices influence
strategic decision-making within
divisions and the overall financial
implications for the company.
5. The Business Impact of Transfer Pricing
Performance
Assessment
Understanding how transfer
pricing impacts the
assessment of divisional
performance and the
subsequent decisions
made by the management.
Employee Motivation
Analyzing how transfer
prices can affect the
motivation of divisional
managers and employees,
thereby influencing the
overall performance of the
division.
Decision Making
Exploring the potential
impact of transfer prices on
the decision-making
process within the divisions
and the subsequent effect
on company profits.
6. The Importance of Transfer Prices
Impact on Divisional
Performance
Motivation of Divisional
Managers
1 2
The transfer price has a direct
impact on the profit of each
division, thereby influencing their
reported performance. This affects
the assessment of divisional
performance and could lead to
potentially poor decisions by the
management.
Transfer prices affect the
remuneration of employees in each
division, impacting their motivation
as profits change. Poor
performance due to high transfer
prices can lead to demotivation,
affecting the real performance of
the division.
Decision Making
3
The influence of transfer prices on divisional profits can lead to different decisions
made by each division, which in turn affects the overall company profits.
7. Methods of Determining Transfer Price
Cost-Based Method
This method sets the transfer
price based on the cost of
producing or acquiring the
goods or services, ensuring a
fair allocation of expenses.
8. Example: Cost-Based Method
1 Scenario
Division A produces a component at a cost of $10 per unit and transfers it to
Division B for further processing.
2 Calculation
The transfer price using the cost-based method would be set at $10 to cover
Division A's production cost and ensure no profit or loss is incurred.
3 Result
Division B receives the component at a fair price, accounting for Division A's
costs without any additional charges.
9. Methods of Determining Transfer Price
negotiated price:
the transfer price may be
fixed through negotiation
between the selling and
buying divisions.
10. Methods of Determining Transfer Price
Market-Based Method
The market-based method
determines the transfer price
by referencing prices in an
external market, providing a
benchmark for fair pricing.
11. Example: Market-Based Method
1 Scenario
Division A transfers a product to
Division B. Similar products are sold in
the external market at a price of $50
per unit.
2
Calculation
Using the market-based method, the
transfer price would be set at $50 to
align with the prevailing market rates
and ensure fairness. 3 Result
Division B receives the product at a
price that reflects its true market value,
promoting transparency and avoiding
distortions.
12. Methods of Determining Transfer Price
Profit-Based
Method
Using this method, the
transfer price is derived by
considering the profit margins
off the selling division,
ensuring profitability and
shared success.
13. Example: Profit-Based Method
1 Scenario
Division A produces a specialized
service that requires expertise and
generates a profit margin of 15% for
the company.
2
Calculation
The transfer price determined using
the profit-based method would include
a 15% profit margin to ensure Division
A profitability and incentivize quality
performance.
3 Result
By considering the desired profit
margin, the transfer price aligns the
interests of both divisions and rewards
Division A contribution to overall
profitability.
14. Methods of Determining Transfer Price
Shared price
method
• In this method no price is charged
for intra company transfer.
• Profits are distributed according the
cost of divisions.
Sℎ𝑎𝑟𝑒 𝑜𝑓 𝑝𝑎𝑟𝑡𝑖𝑐𝑢𝑙𝑎𝑟 𝑑𝑖𝑣𝑖𝑠𝑖𝑜𝑛 =
𝑃𝑟𝑜𝑓𝑖𝑡 𝑜𝑓 𝑐𝑜𝑚𝑝𝑎𝑛𝑦 × 𝐶𝑜𝑠𝑡 𝑜𝑓 𝑑𝑖𝑣𝑖𝑠𝑖𝑜𝑛
𝑇𝑜𝑡𝑎𝑙 𝐶𝑜𝑠𝑡
15. Example
Division A Division B
Division (B) =
100000 ×40000
100000
Division (B) = 40000
Total Sales
Cost Of Division (A)
Cost of Division (B)
Total Cost
Total Profit
200000
60000
40000
100000
100000
Division (A) =
100000 ×60000
100000
Division (A) = 60000
16. INTERNATIONAL TRANSFER PRICING
“Transfer price refers to amount that one division of the company pays to other division
of the same company”.
• Divisions are in different countries.
• It is significant because it affects the allocation of profits and tax liabilities among
different countries.
• Multinational companies get the tax advantage.
• It’s a critical area of focus for multinational corporations and tax authorities alike.
17. Example
Division A Division B Company
100000
50000
(70000)
-----
_______________
80000
40000
120000
-----
(40000)
(50000)
_______________
30000
24000
220000
50000
(110000)
(50000)
_______________
110000
64000
External Sales
Internal transfer to division B
Fixed & Variable Cost
Transfer cost from division A
Profit before Tax
Profit after tax
XYZ is a multinational company. Division is based in USA with a tax rate of 50%.Division B is based in Canada with a tax rate of 20%.
Division A transfer goods to division B at a cost of $50000 per annum. Based on $50000 transfer the profit of the divisions and company
are as follows:
18. Division A Division B Company
100000
20000
(70000)
-----
_______________
50000
25000
120000
-----
(40000)
(20000)
_______________
60000
48000
220000
20000
(110000)
(20000)
_______________
110000
73000
External Sales
Internal transfer to division B
Fixed & Variable Cost
Transfer cost from division A
Profit before Tax
Profit after tax
• The decrease in the transfer price has increased the company profits from $64000 to 73000.
Example
The XYZ company want to take the advantage of the difference in the tax rates and decided to reduce the transfer price from 50000 to
20000. This will result in the following revised profit figures:
19. Division A Division B Company
100000
80000
(70000)
-----
_______________
110000
55000
120000
-----
(40000)
(80000)
_______________
0
0
220000
80000
(110000)
(80000)
_______________
110000
55000
External Sales
Internal transfer to division B
Fixed & Variable Cost
Transfer cost from division A
Profit before Tax
Profit after tax
Example
If the company increase the transfer price from $50000 to $80000.
• The Increase in the transfer price has decrease the company profits from $64000 to 55000.
• If the selling division has lower tax rates than buying division, then increasing the transfer price will increase the profit of the company
and vice versa.
20. Importance
Tax Saving
We can save tax through transfer
pricing by getting the advantage of tax
difference of difference countries.
Profits Maximization
Multinational companies increase their
profits legally by saving taxes.
Making Smart Investments:
For big companies, it helps them figure out the best ways to invest their money in
different parts of the world.