The income statement for Performance Limited is given below along with some supplementary information.

Performance Limited Income Statement for the year ended December $30,2020($in $$000\text{'}$s$)$

Division

A Division

B Division

C Division

D Corporate

Office Total

Sales $$3,400$ $$5,000$ $$11,800$ $$6,800$ $$27,000$

Cost of Goods Sold $1,8002,8006,6003,70014,900$

Gross Margin $1,6002,2005,2003,10012,100$

Selling, General and Administrative Expenses $707202,4501,1005,2009,540$

Corporate office Allocation $6559632,2721,310(5,200)0$

Operating Income $8755174786902,560$

Interest Expense $000112112$

Net Income before Taxes $8755174785782,448$

Income Tax expense $350207191231979$

Net Income before Discontinued Operations $5253102873471,469$

Loss $($after taxes$)$ from Discontinued Operation $(277)$

Net Income $$1,192$

Additional Information

Division

A Division

B Division

C Division

D Corporate

Office Total

Assets $$1,400$ $$2,900$ $$3,800$ $$3,200$ $$600$ $$11,900$

Return on investment $37\mathrm{.}5\%10\mathrm{.}7\%7\mathrm{.}6\%10\mathrm{.}8\%12\mathrm{.}3\%$

Shareholder's Equity $$5,800$

Notes

Division A is relatively new and sales have grown $9\%$ year over year for its first three years and are forecasted to grow $7\%$ and $6\%$ over the next two years.

Division B has been operating for the past $7$ years. It has two manufacturing plants that are running below capacity and executive management at Corporate Office have advised the General Manager of the Division to move all production to one plant as head office is going to sell the unneeded machinery and equipment that is on the books at a value of $$700,000.$ The statements above have segregated the costs to date of discontinuing the operations of the idle plant.

Division C is the oldest division $($over $30$ years old$)$ with mature products. Its workforce is very stable and has very little turnover in personnel. Head office calculations show that It is earning $7\mathrm{.}6\%$ based on assets valued at $$3,800,000.$

Division D has been in existence for six years and is much more volatile than the other divisions. Sales have varied by as much as $15\%$ year to year. This past year, sales were up $10\%$ from the prior year but down $5\%$ from the year before last. Management is forecasting an average of $5\%$ growth in sales up to $2017.$ Corporate Office issued bonds to finance this division.

The corporate office makes all capital investment and financing decisions for the operating divisions and allocates its costs to the operating divisions

The weighted average cost of capital is $10\%$ and the Board of Directors at the Parent Company have discussed their goal to ensure all divisions that cannot earn tis $10\%$ threshold should be shut down with resources devoted to division with greater returns and future growth.

The Board and executive management have focused their attention almost entirely on the niche markets of Divisions A$,$ B$,$ and D over the past few year as they see this as the future of the firm. To motivate the general managers, the Board is proposing a bonus plan to reward divisions earning in excess of the $10\%$ Weighted Average Cost of Capital.

All divisions are budgeting the same gross margin percent for the next three years.

Required:

What are the key issues you see in terms of the current performance evaluation and plans to close divisions not earning the $10\%$ cost of capital?

Hint $$ look for about $5$ issues that should be addressed $$ and write a maximum of one or two short sentences on each. Number your points and eave some space between each point made. It is not necessary to do a significant number of calculations.