A J plc supplies and fits car tyres, exhaust pipes and other components. The company has branches throughout the country. Roughly $60 \%$ of sales are for cash (retail sales). The remainder are credit sales made to car hire companies and large organisations with fleets of company cars (business sales). Business sales tend to be more profitable than retail and the company is keen to expand in this area. There is, however, considerable competition. Branch managers are responsible for obtaining business customers and have some discretion over terms of trade and discounts.

The company's computerised accounting system has recently produced the following report for the manager of the Eastown branch for the six months ended 30 September 2013:

\begin{tabular}{|c|c|c|}

\hline & \begin{tabular}{l}

Eastown \\

branch

\end{tabular} & \begin{tabular}{l}

Average for \\

all branches

\end{tabular} \\

\hline Return on capital employed & $22 \%$ & $16 \%$ \\

\hline Gross profit & $38 \%$ & $45 \%$ \\

\hline Selling and promotion costs/revenue & $9 \%$ & $6 \%$ \\

\hline Wages/revenue & $19 \%$ & $14 \%$ \\

\hline Accounts receivable turnover (based on credit sales only) & 63 days & 52 days \\

\hline Inventory turnover & 37 days & 49 days \\

\hline

\end{tabular}

The Eastown branch manager has only recently been appointed and is unsure whether his branch appears well managed. He has asked for your advice.

You are required to compare the performance of the Eastown branch with the average for all branches. Suggest reasons for the differences you identify.

(Chartered Institute of Management Accountants)