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Category > Accounting Posted 02 Aug 2017 My Price 9.00

Stanmore Corporation

Strategy, balanced scorecard. Stanmore Corporation makes a special-purpose machine, D4H, used in the textile industry. Stanmore has designed the D4H machine for 2011 to be distinct from its competitors. It has been generally regarded as a superior machine. Stanmore presents the following data for 2010 and 2011.

   

2010

2011
 

Units of D4H produced and sold

200

210
 

Selling price

$40,000

$42,000
 

Direct materials (kilograms)

300,000

310,000
 

Direct material cost per kilogram

$8

$8.50
 

Manufacturing capacity in units of D4H

250

250
 

Total conversion costs

$2,000,000

$2,025,000
 

Conversion cost per unit of capacity (row 6 ÷ row 5)

$8,000

$8,100
 

Selling and customer-service capacity

100 customers

95 customers
 

Total selling and customer-service costs

$1,000,000

$940,500
 

Selling and customer-service capacity cost per customer(row 9 ÷ row 8)

$10,000

$9,900

Stanmore produces no defective machines, but it wants to reduce direct materials usage per D4H machine in 2011. Conversion costs in each year depend on production capacity defined in terms of D4H units that can be produced, not the actual units produced. Selling and customer-service costs depend on the number of customers that Stanmore can support, not the actual number of customers it serves. Stanmore has 75 customers in 2010 and 80 customers in 2011.

1. Is Stanmore’s strategy one of product differentiation or cost leadership? Explain briefly. Required

2. Describe briefly key measures that you would include in Stanmore’s balanced scorecard and the reasons for doing so.

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Maurice Tutor
(5)
Status NEW Posted 02 Aug 2017 12:08 AM My Price 9.00

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