Recommendations for improvements to a performance report and a review of the management control system Your firm has been consulted by the managing director of Inzone Inc., which owns a chain of retail stores. Each store has departments selling furniture, tableware and kitchenware.

Departmental managers are responsible to a store manager, who is in turn responsible to head office (HO).

All goods for sale are ordered centrally and stores sell at prices fixed by HO. Store managers (aided by departmental managers) order stocks from HO and stores are charged interest based on month-end stock levels. HO appoints all permanent staff and sets all pay levels. Store managers can engage or dismiss temporary workers, and are responsible for store running expenses.

The introduction to Inzone Inc.’s management accounting manual states:

Budgeting starts 3 months before the budget year, with product sales projections which are developed by HO buyers in consultation with each store’s departmental managers. Expense budgets, adjusted for expected inflation, are then prepared by HO for each store.

Inzone Inc’s accounting year is divided into 13 fourweekly control periods, and the budgeted sales and expenses are assigned to periods with due regard to seasonal factors. The budgets are completed 1 month before the year begins on 1 January.

All HO expenses are recharged to stores in order to give the clearest indication of the ‘bottom line’ profit of each store. These HO costs are mainly buying expenses, which are recharged to stores according to their square footage.

Store reports comparing actual results with budgets are on the desks of HO and store management 1 week after the end of each control period. Significant variations in performance are then investigated, and appropriate action taken.

Ms Lewis is manager of an Inzone Inc. store. She is eligible for a bonus equal to 5 per cent of the amount by which her store’s ‘bottom-line’ profit exceeds the year’s budget. However, Ms Lewis sees no chance of a bonus this year, because major roadworks near the store are disrupting trade. Her store report for the 4 weeks ending 21 June is as follows:

Required:

(a) Make recommendations for the improvement of Inzone Inc.’s store report, briefly justifying each recommendation.
(11 marks)

(b) Prepare a report for the managing director of Inzone Inc. reviewing the company’s responsibility delegation, identifying the major strengths and weaknesses of Inzone Inc.’s management control system, and recommending any changes you consider appropriate.

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Sales Costs: Actual Budget ($) ($) 98,850 110,000 Cost of goods (including stock losses) 63,100 70,200 Wages and salaries 5,300 5,500 Rent 11,000 11,000 Depreciation of store fittings 500 500 Distribution costs 4,220 4,500 Other store running expenses 1,970 2,000 Interest charge on stocks 3,410 3,500 Store's share of HO costs 2,050 2,000 Store profit 7,300 10,800 Stocks held at end of period 98,850 110,000 341,000 350,000 Store fittings at written-down value 58,000 58,000