HOW CAN I JUMP
Content
HOW CAN I JUMP, WHEN I HAVE NO PLACE TO STAND? ACCOUNTING TO MEET THE NEEDS OF A CHANGING MARKET
Martha Lair Sale. Journal of the International Academy for Case Studies. Cullowhee: 2007. Vol. 13, Iss. 6; pg. 29, 11 pgs
Abstract (Summary)
This case, based on the Fleming-Mason Energy electric cooperative, is the result of the personal experience and commitment of Mr. David E. Smart who at the time of the case was employed with Fleming-Mason Energy as Engineering Superintendent. The case is set when the company must examine the costs of providing "unbundled" individual services due to competition brought about by deregulation. It leads the student to examine the activities necessary to provide the services offered by the company and possible Activity Based Cost pools into which the costs of these activities might be grouped. It also asks the student to consider the competitive impact of deregulation and formulate an analysis of the strengths and weaknesses of the company to assess the possibility that the company will not be able to provide all its current services at a competitive cost once consumers are able to pick and choose service providers. The case is appropriate for students at any level who have completed an introduction to Activity Based Costing. Students with a deeper knowledge of costing will be able to do a more in-depth analysis. The case can be covered in a single fifty-minute class for use in an undergraduate class, or it may be analyzed in enough detail to occupy twice that time in an advanced management accounting or masters level class. The solution should take no more than ninety minutes of outside preparation by the student. [PUBLICATION ABSTRACT]
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Full Text (1438 words)
Copyright The DreamCatchers Group, LLC 2007
[Headnote] CASE DESCRIPTION This case, based on the Fleming-Mason Energy electric cooperative, is the result of the personal experience and commitment of Mr. David E. Smart who at the time of the case was employed with Fleming-Mason Energy as Engineering Superintendent. The case is set when the company must examine the costs of providing "unbundled" individual services due to competition brought about by deregulation. It leads the student to examine the activities necessary to provide the services offered by the company and possible Activity Based Cost pools into which the costs of these activities might be grouped. It also asks the student to consider the competitive impact of deregulation and formulate an analysis of the strengths and weaknesses of the company to assess the possibility that the company will not be able to provide all its current services at a competitive cost once consumers are able to pick and choose service providers. The case is appropriate for students at any level who have completed an introduction to Activity Based Costing. Students with a deeper knowledge of costing will be able to do a more in-depth analysis. The case can be covered in a single fifty-minute class for use in an undergraduate class, or it may be analyzed in enough detail to occupy twice that time in an advanced management accounting or masters level class. The solution should take no more than ninety minutes of outside preparation by the student. CASE SYNOPSIS The primary focus of this case is the development of Activity Based Costing (ABC) cost pools. The company upon which the case is based is facing heightened competition due to deregulation. Traditionally, the company's services have been priced on a cost basis calculated on the overall cost of providing the complete bundle of services offered. Due to deregulation, customers will be allowed the opportunity to choose other providers for individual services based on the cost of these services. Management plans to use ABC as a tool to determine more accurate costs of the various services they offer and help determine the areas in which the company can be most competitive. A secondary focus of the case is the development of a SWOT analysis.
INSTRUCTORS' NOTES 1. In as much detail as possible given the information provided, make a list of services that are likely provided by Fleming-Mason Energy. See response to Question 2, below.
2. What are the activities that Fleming-Mason Energy is likely to perform in providing these services? In response to the first two questions, students will undoubtedly imagine a wide range of specific services and a variety of activities necessary to perform these services, however, the text of the case provides enough detail that students should be able to identify a number of services and activities. The following table provides an example that is neither exhaustive nor is it intended to represent a minimum response.
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Table 1: Services Provided by Mason-fleming
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Table 1: Services Provided by Mason-fleming
3. What are the cost pools to which you would suggest these actives be assigned? In answering the third question, students will likely observe that certain activities such as engineering are common to more than one service. They should be able to identify pools such as: engineering, purchasing, accounts payable, power demand forecasting, power acquisition, real property acquisition, real property maintenance, personnel, billing and accounts collectable, plant asset planning and acquisition, plant asset maintenance, and marketing. In the United States most ABC systems use a limited number of pools. The specific number of cost pools and whether activities are grouped together into fewer pools or accounted for in more detail is a function of the detail identified in the first two questions. 4. Are these cost pools sufficiently detailed to provide information for unbundled billing? What additional information do you think will be necessary to provide this type of billing? Choose one of the cost pools identified above and show how the cost collected in that cost pool could be traced to specific services. It may be helpful to use assumed amounts and demonstrate the process. In response to the fourth question, students will be able to conclude that it is possible to pool like activities across services as long as they provide the level of detail necessary to meet the billing requirements of unbundled billing. To provide the necessary detail the billing must be subdivided by individual service. To accomplish this task the activities must be logically and equitably identified with the different services they support. Following this process helps students understand the difference between ABC and traditional volume-based costing and helps them identify how ABC is superior. It should be come apparent to them that there are a number of costs associated with an activity and that these costs can be passed along to the service based on the level of usage of the activity. To complete this question, they might choose some activity such as Engineering that had been identified as appropriate for a separate cost pool. They would then list the costs of providing an Engineering Department. These costs should include the cost of engineer's salaries and benefits, the cost of the office space in which they work, and the cost of the supplies they use. A very detailed student response, from students who have a good background in costing, might include assigned cost from other pools like personnel and utilities. Depending on the knowledge level of the students and the goals of the instructor, this could even be expanded into a discussion of joint cost allocation and the different joint allocation methods. This is one area where the solution one would expect of lower-level students and the response one would expect of those in an advanced class might be considerably different. A response using assumed simplified numbers is presented below.
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Engineering Department Cost
5. What is Fleming-Mason Energy's strategy? Fleming-Mason Energy, like all electric cooperatives, serves a restricted area and is likely to follow a focus strategy. Students may be encouraged to do some additional research on the original purpose of the REA and conclude that the quality of service is historically more important to these owner/customers than is price. However, with deregulation, and the increased population in many of the areas served by electric cooperatives, competing on price will become necessary. If students are encouraged to obtain additional information, the following web sites are helpful. http://www.usda.gov./rus/electric/index.htm http://www.fmenergy.net/ http://v001u22was.maximumasp.com/kaec/default.htm 6. What services do you think are core to this strategy? In response to the sixth questions, it is not unreasonable to conclude that Fleming-Mason Energy will stress its position as a customer owned entity and its long history of service spanning a time when larger for-profit providers were unwilling to provide service to rural areas. This strategy will necessitate that Fleming-Mason Energy identify those services the members identify as characteristic of the customer/company relationship and continue to control those services. Distribution and outage response and restoration are likely the two services most central to this relationship. 7. Are other services provided by Fleming-Mason Energy that are not core to their strategy that they might consider outsourcing? See response to Question 8, below. 8. What are some of the considerations that they should examine when making outsourcing decisions? All areas not identified as core services in Question 6 might be considered for outsourcing in response to the seventh question. However, students should realize that careful consideration must be given to the cost, quality, and reliability of these services as provided by others versus the cost, quality, and reliability as provided by Fleming-Mason Energy. An appropriate discussion here would include the danger of relying on an outside supplier who might provide the services at a lower cost until FlemingMason Energy lost the capacity to supply the service then raise the price to force Fleming-Mason Energy to pay more or reinvest in capacity. Additional information is available on this company from the website (http://www.fmenergy.net/) listed above. I have also included a set of the most recent publicly available financial statements for MasonFleming Energy. These statements are not essential to arriving at a satisfactory solution to the case, but the instructor may wish to incorporate the information into a longer or more detailed discussion of the case.
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Table 2: MASON FLEMING BALANCE SHEET 1/1/2003 Part 1 Assets and Other Debits
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Table 3: MASON FLEMING BALANCE SHEET 1/1/2003 Part 2 Liabilities and Other Credits
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Table 4: SCHEDULE OF ELECTRIC PLANT ASSETS IN SERVICE
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Table 5: ACCUMULATED PROVISIONS FOR DEPRECIATION OF ELECTRIC PLANT ASSETS IN SERVICE
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Table 6: STATEMENT OF INCOME FOR THE YEAR
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Table 7: STATEMENT OF INCOME FOR THE YEAR
[Author Affiliation] Martha Lair Sale, Sam Houston State University
Martha Lair Sale. Journal of the International Academy for Case Studies. Cullowhee: 2007. Vol. 13, Iss. 6; pg. 29, 11 pgs
Abstract (Summary)
This case, based on the Fleming-Mason Energy electric cooperative, is the result of the personal experience and commitment of Mr. David E. Smart who at the time of the case was employed with Fleming-Mason Energy as Engineering Superintendent. The case is set when the company must examine the costs of providing "unbundled" individual services due to competition brought about by deregulation. It leads the student to examine the activities necessary to provide the services offered by the company and possible Activity Based Cost pools into which the costs of these activities might be grouped. It also asks the student to consider the competitive impact of deregulation and formulate an analysis of the strengths and weaknesses of the company to assess the possibility that the company will not be able to provide all its current services at a competitive cost once consumers are able to pick and choose service providers. The case is appropriate for students at any level who have completed an introduction to Activity Based Costing. Students with a deeper knowledge of costing will be able to do a more in-depth analysis. The case can be covered in a single fifty-minute class for use in an undergraduate class, or it may be analyzed in enough detail to occupy twice that time in an advanced management accounting or masters level class. The solution should take no more than ninety minutes of outside preparation by the student. [PUBLICATION ABSTRACT]
» Jump to indexing (document details)
Full Text (1438 words)
Copyright The DreamCatchers Group, LLC 2007
[Headnote] CASE DESCRIPTION This case, based on the Fleming-Mason Energy electric cooperative, is the result of the personal experience and commitment of Mr. David E. Smart who at the time of the case was employed with Fleming-Mason Energy as Engineering Superintendent. The case is set when the company must examine the costs of providing "unbundled" individual services due to competition brought about by deregulation. It leads the student to examine the activities necessary to provide the services offered by the company and possible Activity Based Cost pools into which the costs of these activities might be grouped. It also asks the student to consider the competitive impact of deregulation and formulate an analysis of the strengths and weaknesses of the company to assess the possibility that the company will not be able to provide all its current services at a competitive cost once consumers are able to pick and choose service providers. The case is appropriate for students at any level who have completed an introduction to Activity Based Costing. Students with a deeper knowledge of costing will be able to do a more in-depth analysis. The case can be covered in a single fifty-minute class for use in an undergraduate class, or it may be analyzed in enough detail to occupy twice that time in an advanced management accounting or masters level class. The solution should take no more than ninety minutes of outside preparation by the student. CASE SYNOPSIS The primary focus of this case is the development of Activity Based Costing (ABC) cost pools. The company upon which the case is based is facing heightened competition due to deregulation. Traditionally, the company's services have been priced on a cost basis calculated on the overall cost of providing the complete bundle of services offered. Due to deregulation, customers will be allowed the opportunity to choose other providers for individual services based on the cost of these services. Management plans to use ABC as a tool to determine more accurate costs of the various services they offer and help determine the areas in which the company can be most competitive. A secondary focus of the case is the development of a SWOT analysis.
INSTRUCTORS' NOTES 1. In as much detail as possible given the information provided, make a list of services that are likely provided by Fleming-Mason Energy. See response to Question 2, below.
2. What are the activities that Fleming-Mason Energy is likely to perform in providing these services? In response to the first two questions, students will undoubtedly imagine a wide range of specific services and a variety of activities necessary to perform these services, however, the text of the case provides enough detail that students should be able to identify a number of services and activities. The following table provides an example that is neither exhaustive nor is it intended to represent a minimum response.
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Table 1: Services Provided by Mason-fleming
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Table 1: Services Provided by Mason-fleming
3. What are the cost pools to which you would suggest these actives be assigned? In answering the third question, students will likely observe that certain activities such as engineering are common to more than one service. They should be able to identify pools such as: engineering, purchasing, accounts payable, power demand forecasting, power acquisition, real property acquisition, real property maintenance, personnel, billing and accounts collectable, plant asset planning and acquisition, plant asset maintenance, and marketing. In the United States most ABC systems use a limited number of pools. The specific number of cost pools and whether activities are grouped together into fewer pools or accounted for in more detail is a function of the detail identified in the first two questions. 4. Are these cost pools sufficiently detailed to provide information for unbundled billing? What additional information do you think will be necessary to provide this type of billing? Choose one of the cost pools identified above and show how the cost collected in that cost pool could be traced to specific services. It may be helpful to use assumed amounts and demonstrate the process. In response to the fourth question, students will be able to conclude that it is possible to pool like activities across services as long as they provide the level of detail necessary to meet the billing requirements of unbundled billing. To provide the necessary detail the billing must be subdivided by individual service. To accomplish this task the activities must be logically and equitably identified with the different services they support. Following this process helps students understand the difference between ABC and traditional volume-based costing and helps them identify how ABC is superior. It should be come apparent to them that there are a number of costs associated with an activity and that these costs can be passed along to the service based on the level of usage of the activity. To complete this question, they might choose some activity such as Engineering that had been identified as appropriate for a separate cost pool. They would then list the costs of providing an Engineering Department. These costs should include the cost of engineer's salaries and benefits, the cost of the office space in which they work, and the cost of the supplies they use. A very detailed student response, from students who have a good background in costing, might include assigned cost from other pools like personnel and utilities. Depending on the knowledge level of the students and the goals of the instructor, this could even be expanded into a discussion of joint cost allocation and the different joint allocation methods. This is one area where the solution one would expect of lower-level students and the response one would expect of those in an advanced class might be considerably different. A response using assumed simplified numbers is presented below.
Enlarge 200% Enlarge 400%
Engineering Department Cost
5. What is Fleming-Mason Energy's strategy? Fleming-Mason Energy, like all electric cooperatives, serves a restricted area and is likely to follow a focus strategy. Students may be encouraged to do some additional research on the original purpose of the REA and conclude that the quality of service is historically more important to these owner/customers than is price. However, with deregulation, and the increased population in many of the areas served by electric cooperatives, competing on price will become necessary. If students are encouraged to obtain additional information, the following web sites are helpful. http://www.usda.gov./rus/electric/index.htm http://www.fmenergy.net/ http://v001u22was.maximumasp.com/kaec/default.htm 6. What services do you think are core to this strategy? In response to the sixth questions, it is not unreasonable to conclude that Fleming-Mason Energy will stress its position as a customer owned entity and its long history of service spanning a time when larger for-profit providers were unwilling to provide service to rural areas. This strategy will necessitate that Fleming-Mason Energy identify those services the members identify as characteristic of the customer/company relationship and continue to control those services. Distribution and outage response and restoration are likely the two services most central to this relationship. 7. Are other services provided by Fleming-Mason Energy that are not core to their strategy that they might consider outsourcing? See response to Question 8, below. 8. What are some of the considerations that they should examine when making outsourcing decisions? All areas not identified as core services in Question 6 might be considered for outsourcing in response to the seventh question. However, students should realize that careful consideration must be given to the cost, quality, and reliability of these services as provided by others versus the cost, quality, and reliability as provided by Fleming-Mason Energy. An appropriate discussion here would include the danger of relying on an outside supplier who might provide the services at a lower cost until FlemingMason Energy lost the capacity to supply the service then raise the price to force Fleming-Mason Energy to pay more or reinvest in capacity. Additional information is available on this company from the website (http://www.fmenergy.net/) listed above. I have also included a set of the most recent publicly available financial statements for MasonFleming Energy. These statements are not essential to arriving at a satisfactory solution to the case, but the instructor may wish to incorporate the information into a longer or more detailed discussion of the case.
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Table 2: MASON FLEMING BALANCE SHEET 1/1/2003 Part 1 Assets and Other Debits
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Table 3: MASON FLEMING BALANCE SHEET 1/1/2003 Part 2 Liabilities and Other Credits
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Table 4: SCHEDULE OF ELECTRIC PLANT ASSETS IN SERVICE
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Table 5: ACCUMULATED PROVISIONS FOR DEPRECIATION OF ELECTRIC PLANT ASSETS IN SERVICE
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Table 6: STATEMENT OF INCOME FOR THE YEAR
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Table 7: STATEMENT OF INCOME FOR THE YEAR
[Author Affiliation] Martha Lair Sale, Sam Houston State University
