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    Report Summary-Managerial Accounting

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    Claudine Mae G. Teodoro
    The document discusses structuring sales commissions. It provides an example of a company called Pipeline Unlimited that sells two surfboard models - the XR7 and Turbo. If salespeople are paid a 10% commission on sales revenue, they will push the Turbo model harder since it has a higher selling price and thus higher commissions, even though the XR7 model has a higher contribution margin and is more profitable for the company. To align salespeople's incentives with company profits, the document suggests paying commissions based on contribution margin rather than sales revenue alone.

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    Report Summary-Managerial Accounting

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    The document discusses structuring sales commissions. It provides an example of a company called Pipeline Unlimited that sells two surfboard models - the XR7 and Turbo. If salespeople are paid a 10% commission on sales revenue, they will push the Turbo model harder since it has a higher selling price and thus higher commissions, even though the XR7 model has a higher contribution margin and is more profitable for the company. To align salespeople's incentives with company profits, the document suggests paying commissions based on contribution margin rather than sales revenue alone.

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    The document discusses structuring sales commissions. It provides an example of a company called Pipeline Unlimited that sells two surfboard models - the XR7 and Turbo. If salespeople are paid a 10% commission on sales revenue, they will push the Turbo model harder since it has a higher selling price and thus higher commissions, even though the XR7 model has a higher contribution margin and is more profitable for the company. To align salespeople's incentives with company profits, the document suggests paying commissions based on contribution margin rather than sales revenue alone.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    108 views4 pages

    Report Summary-Managerial Accounting

    Uploaded by

    Claudine Mae G. Teodoro
    The document discusses structuring sales commissions. It provides an example of a company called Pipeline Unlimited that sells two surfboard models - the XR7 and Turbo. If salespeople are paid a 10% commission on sales revenue, they will push the Turbo model harder since it has a higher selling price and thus higher commissions, even though the XR7 model has a higher contribution margin and is more profitable for the company. To align salespeople's incentives with company profits, the document suggests paying commissions based on contribution margin rather than sales revenue alone.

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    of 4

    Structuring Sales Commissions

    What is Commission?
    According to Merriam-Webster Dictionary, a fee paid to an agent or employee for transacting a piece of
    business of performing a service.
    Types of Commission Usually Given to Salespeople:
    1. Commission based on sales
    2. Commission based on salary
    3. Commission based sales and salary(combination)
    But, commissions based on sales dollars can lead to lower profits.
    Illustration:
    Consider Pipeline Unlimited, a producer of surfing equipment. Salespersons sell the companys products to retail
    sporting goods stores throughout North America and the Pacific Basin. Data for two of the companys surfboards, the
    XR7 and Turbo models, appear below:
    Models
    XR7

    Turbo

    Selling Price

    $695

    $749

    Variable Expenses

    344
    ____________________

    410
    ___________________

    Contribution Margin

    $351

    $339

    Required:
    Which model will salespeople push hardest if they are paid a commission of 10% of sales revenue?
    Answer:
    Turbo model, due to higher selling equals larger commission.
    Illustration:
    For Turbo:
    $749 x 10% = $74.9
    Expected Salespeople Commission = $74.9
    For XR7:
    $695 x 10%
    Expected Salespeople Commission = $69.5
    On the other hand, from the companys standpoint:

    Profits will be greater if salespeople steer customers toward the XR7 model because it has the higher
    contribution margin.
    Thus, higher contribution margin means greater profit.
    Formula:
    Contribution Margin = Selling Price - Variable Expenses
    Illustration: (refer to the table above)

    For XR7:
    $695 344 = $351
    Contribution Margin = $351
    For Turbo:
    $749 410 = $339
    Contribution Margin = $339

    To eliminate such conflicts, commissions can be based on contribution margin rather than on selling price.
    Reason:
    If this is done, the salespersons will want to sell the mix of products that maximizes contribution margin.
    Providing that fixed costs are not affected by the sales mix, maximizing the contribution margin will also
    maximize the companys profit. In effect, by maximizing their own compensation, salespersons will also
    maximize the companys profit.

    AN ALTERNATIVE APPROACH TO SALES COMMISSIONS


    Thrive Networks, located in Concord, Massachusetts, used to pay its three salesmen based on indi- vidually
    earned commissions. This system seemed to be working fine as indicated by the companys sales growth from $2.7
    million in 2002 to $3.6 million in 2003. However, the company felt there was a better way to motivate and compensate
    its salesmen. It pooled commissions across the three salesmen and compensated them collectively. The new approach
    was designed to build teamwork and leverage each salesmans individual strengths. Jim Lippie, the director of business
    development, was highly skilled at networking and generating sales leads. John Barrows, the sales director, excelled at
    meeting with prospective clients and producing compelling proposals. Nate Wolfson, the CEO and final member of the
    sales team, was the master at closing the deal. The new approach has worked so well that Wolfson plans to use threeperson sales teams in his offices nationwide.
    Source: Cara Cannella, Kill the Commissions, Inc. Magazine, August 2004, p. 38.

    WHAT IS SALES MIX?


    The term sales mix refers to the relative proportions in which a companys products are sold. The idea
    is to achieve the combination, or mix, that will yield the greatest profits. Most companies have many products,
    and often these products are not equally profitable.
    Hence, profits will depend to some extent on the companys sales mix. Profits will be greater if highmargin rather than low-margin items make up a relatively large proportion of total sales.
    Changes in the sales mix can cause perplexing variations in a companys profits. A shift in the sales mix from
    high-margin items to low-margin items can cause total profits to decrease even though total sales may
    increase. Conversely, a shift in the sales mix from low-margin items to high-margin items can cause the
    reverse effecttotal profits may increase even though total sales decrease. It is one thing to achieve a
    particular sales volume; it is quite another to sell the most profitable mix of products.

    Sales Mix and Break-Even Analysis


    If a company sells more than one product, break-even analysis is more complex than discussed to this
    point. The reason is that different products will have different selling prices, different costs, and different
    contribution margins. Consequently, the break-even point depends on the mix in which the various products
    are sold. To illustrate, consider Virtual Journeys Unlimited, a small company that imports DVDs from France. At
    present, the company sells two DVDs: the Le Louvre DVD, a tour of the famous art museum in Paris; and the Le
    Vin DVD, which features the wines and wine-growing regions of France.

    As shown in the exhibit, the break-even point is $60,000 in sales, which was computed by dividing the
    companys fixed expenses of $27,000 by its overall CM ratio of 45%. However, this is the break-even only if the
    companys sales mix does not change. Currently, the Le Louvre DVD is responsible for 20% and the Le Vin DVD
    for 80% of the companys dollar sales. Assuming this sales mix does not change, if total sales are $60,000, the
    sales of the Le Louvre DVD would be $12,000 (20% of $60,000) and the sales of the Le Vin DVD would be
    $48,000 (80% of $60,000). As shown in Exhibit 54 , at these levels of sales, the company would indeed break
    even. But $60,000 in sales represents the break-even point for the company only if the sales mix does not
    change. If the sales mix changes, then the break-even point will also usually change. This is illustrated by the
    results for October in which the sales mix shifted away from the more profitable Le Vin DVD (which has a 50%
    CM ratio) toward the less profitable Le Louvre CD (which has a 25% CM ratio).

    Assumptions of CVP Analysis


    A number of assumptions commonly underlie CVP analysis:
    1. Selling price is constant. The price of a product or service will not change as volume changes.
    2. Costs are linear and can be accurately divided into variable and fixed elements. The variable element is constant
    per unit, and the fixed element is constant in total over the entire relevant range.
    3. In multiproduct companies, the sales mix is constant.
    4. In manufacturing companies, inventories do not change. The number of units produced equals the number of units
    sold.
    While these assumptions may be violated in practice, the results of CVP analysis are often good enough to be
    quite useful. Perhaps the greatest danger lies in relying on simple CVP analysis when a manager is contemplating a large
    change in volume that lies outside of the relevant range. For example, a manager might contemplate increasing the level
    of sales far beyond what the company has ever experienced before. However, even in these situations the model can be
    adjusted as we have done in this chapter to take into account anticipated changes in selling prices, fixed costs, and the
    sales mix that would otherwise violate the assumptions mentioned above. For example, in a decision that would affect
    fixed costs, the change in fixed costs can be explicitly taken into account as illustrated earlier in the chapter in the
    Acoustic Concepts example on pages 192195.

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