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Profit Center Responsibility Reporting for a Service Company Thomas Railroad Company organizes its three divisions, the North ( N ) , South ( S )

Profit Center Responsibility Reporting for a Service Company
Thomas Railroad Company organizes its three divisions, the North (N), South (S), and West (W) regions, as profit centers. The chief executive officer (CEO) evaluates divisional performance using income from operations as a percent of revenues. The following quarterly income and expense accounts were provided from the trial balance as of December 31:
RevenuesN Region $830,500
RevenuesS Region 1,008,500
RevenuesW Region 1,770,500
Operating ExpensesN Region 526,300
Operating ExpensesS Region 600,200
Operating ExpensesW Region 1,070,700
Corporate ExpensesDispatching 389,400
Corporate ExpensesEquipment Management 230,400
Corporate ExpensesTreasurers 126,300
General Corporate Officers Salaries 278,900
The company operates three service departments: the Dispatching Department, the Equipment Management Department, and the Treasurers Department. The Treasurers Department and general corporate officers salaries are not controllable by division management. The Dispatching Department manages the scheduling and releasing of completed trains. The Equipment Management Department manages the inventories of railroad cars. It makes sure the right freight cars are at the right place at the right time. The Treasurers Department conducts a variety of services for the company as a whole. The following additional information has been gathered:
North South West
Number of scheduled trains 4,4005,3008,000
Number of railroad cars in inventory 9001,4001,300
Required:
Question Content Area
1. Prepare quarterly income statements showing income from operations for the three regions. Use three column headings: North, South, and West. Do not round your interim calculations.
Thomas Railroad Company
Divisional Income Statements
For the Quarter Ended December 31
North South West
Revenues $fill in the blank 2eaa5d00b064fdc_1
$fill in the blank 2eaa5d00b064fdc_2
$fill in the blank 2eaa5d00b064fdc_3
Operating expenses fill in the blank 2eaa5d00b064fdc_4
fill in the blank 2eaa5d00b064fdc_5
fill in the blank 2eaa5d00b064fdc_6
Income from operations before service department charges $fill in the blank 2eaa5d00b064fdc_7
$fill in the blank 2eaa5d00b064fdc_8
$fill in the blank 2eaa5d00b064fdc_9
Less service department charges:
Dispatching $fill in the blank 2eaa5d00b064fdc_10
$fill in the blank 2eaa5d00b064fdc_11
$fill in the blank 2eaa5d00b064fdc_12
Equipment Management fill in the blank 2eaa5d00b064fdc_13
fill in the blank 2eaa5d00b064fdc_14
fill in the blank 2eaa5d00b064fdc_15
Total service department charges $fill in the blank 2eaa5d00b064fdc_16
$fill in the blank 2eaa5d00b064fdc_17
$fill in the blank 2eaa5d00b064fdc_18
Income from operations $fill in the blank 2eaa5d00b064fdc_19
$fill in the blank 2eaa5d00b064fdc_20
$fill in the blank 2eaa5d00b064fdc_21
Question Content Area
2. What is the profit margin of each division? Round to one decimal place.
Region Profit Margin
North Region fill in the blank 173805fa204901a_1
%
South Region fill in the blank 173805fa204901a_2
%
West Region fill in the blank 173805fa204901a_3
%
Identify the most successful region according to the profit margin.
3. What would you include in a recommendation to the CEO for a better method for evaluating the performance of the divisions?
The method used to evaluate the performance of the divisions should be reevaluated.
A better divisional performance measure would be the rate of return on investment (income from operations divided by divisional assets).
A better divisional performance measure would be the residual income (income from operations less a minimal return on divisional assets).
None of these choices would be included.
All of these choices (a, b & c) would be included.

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