Casual Living Furniture Inc. is a privately held diversified company with five separate divisions organized as investment centers. A condensed income statement for the Outdoor Division for the past year, assuming no service department charges, is as follows:

Casual Living Furniture Inc.—Outdoor Division

Income Statement

For the Year Ended December 31, 2007

Sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $12,800,000

Cost of goods sold . . . . . . . . . . . . . . . . . . . . . . . . . . . 8,080,000

Gross profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 4,720,000

Operating expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,520,000

Income from operations . . . . . . . . . . . . . . . . . . . . . . $ 3,200,000

The manager of the Outdoor Division was recently presented with the opportunity to add an additional product line, which would require invested assets of $11,000,000. A projected income statement for the new product line is as follows:

New Product Line

Projected Income Statement

For the Year Ended December 31, 2008

Sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $6,000,000

Cost of goods sold . . . . . . . . . . . . . . . . . . . . . . . . . . . 3,360,000

Gross profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $2,640,000

Operating expenses . . . . . . . . . . . . . . . . . . . . . . . . . . 1,680,000

Income from operations . . . . . . . . . . . . . . . . . . . . . . $ 960,000

The Outdoor Division currently has $20,000,000 in invested assets, and Casual Living Furniture Inc.’s overall rate of return on investment, including all divisions, is 8%. Each division manager is evaluated on the basis of divisional rate of return on investment, and a bonus equal to $12,000 for each percentage point by which the division’s rate of return on investment exceeds the company average is awarded each year.

The president is concerned that the manager of the Outdoor Division rejected the addition of the new product line, when all estimates indicated that the product line would be profitable and would increase overall company income. You have been asked to analyze the possible reasons why the Outdoor Division manager rejected the new product line.

1. Determine the rate of return on investment for the Outdoor Division for the past year.

2. Determine the Outdoor Division manager’s bonus for the past year.

3. Determine the estimated rate of return on investment for the new product line. Round whole percent’s to one decimal place.

4. Why might the manager of the Outdoor Division decide to reject the new product line? Support your answer by determining the projected rate of return on investment for 2008, assuming that the new product line was launched in the Outdoor Division, and 2008 actual operating results were similar to those of 2007.

5. Can you suggest an alternative performance measure for motivating division managers to accept new investment opportunities that would increase the overall company income and rate of return on investment?