Question 1

Increasing customer value occurs when

Accepted Answer

A)  the customer receives more benefits. 
B)  the customer perceives a greater gap between benefits and sacrifice. 
C)  customer costs are reduced. 
D)  none of these. 
A)  the customer receives more benefits. 
B)  the customer perceives a greater gap between benefits and sacrifice. 
C)  customer costs are reduced. 
D)  none of these.

Question 2

If only the return on investment were used to measure performance, it would be considered

Accepted Answer

A)  double-loop feedback. 
B)  triple-loop feedback. 
C)  a testable strategy. 
D)  single-loop feedback. 
A)  double-loop feedback. 
B)  triple-loop feedback. 
C)  a testable strategy. 
D)  single-loop feedback.

Question 3

In the financial perspective, economic value added would be an appropriate measure for

Accepted Answer

A)  revenue growth. 
B)  cost reduction. 
C)  improving asset utilization. 
D)  risk management. 
A)  revenue growth. 
B)  cost reduction. 
C)  improving asset utilization. 
D)  risk management.

Question 4

Clotheshound is a local clothing store in New England.Clotheshound has been experiencing increased competition from the national clothing chains.In an effort to improve performance, management intends to create a Balanced Scorecard.In a meeting, several measures were suggested by various managers.
Management has identified a key problem.Customers are taking too long to pay their department store's charge card bills, and the company has an abnormal amount of bad debts.If this problem were solved, the company would have far more cash to invest in store improvements.Investigation has revealed that much of the problem with late payments and unpaid bills is apparently due to disputes about incorrect charges on the customer bills.Incorrect charges usually occur because sales clerks enter data incorrectly on the charge account slip.
The performance measures suggested by the managers are given below:
   Required:

Accepted Answer

@#IMG-DLM&_TB2043_00

Question 5

The learning and growth perspective has three major objectives.Which of the following is an objective of the learning and growth process?

Accepted Answer

A)  increase the number of new products 
B)  increase customer acquisition 
C)  increase motivation and alignment 
D)  improve asset utilization 
A)  increase the number of new products 
B)  increase customer acquisition 
C)  increase motivation and alignment 
D)  improve asset utilization

Question 6

Which of the following is NOT true about activity-based responsibility accounting?

Accepted Answer

A)  The emphasis changes from cost reduction through change to cost control. 
B)  The emphasis includes financial results as well as how things are done. 
C)  Responsibility moves from one dimension to two dimensions. 
D)  It moves from a control system to a performance management system. 
A)  The emphasis changes from cost reduction through change to cost control. 
B)  The emphasis includes financial results as well as how things are done. 
C)  Responsibility moves from one dimension to two dimensions. 
D)  It moves from a control system to a performance management system.

Question 7

Diversifying customers and product lines are initiatives important to

Accepted Answer

A)  revenue growth. 
B)  cost reduction. 
C)  asset utilization. 
D)  risk management. 
A)  revenue growth. 
B)  cost reduction. 
C)  asset utilization. 
D)  risk management.

Question 8

From the customer perspective, which of the following might be considered a core objective rather than a performance value?

Accepted Answer

A)  decrease price 
B)  increase customer retention 
C)  improve image 
D)  improve product quality 
A)  decrease price 
B)  increase customer retention 
C)  improve image 
D)  improve product quality

Question 9

Which of the following is NOT a measure commonly used to evaluate asset utilization?

Accepted Answer

A)  return on investment 
B)  economic value added 
C)  market share 
D)  Return on investment 
A)  return on investment 
B)  economic value added 
C)  market share 
D)  Return on investment

Question 10

On-time delivery performance is calculated as

Accepted Answer

A)  orders delivered on time/total number of orders delivered. 
B)  orders delivered on time/total sales dollars. 
C)  orders delivered on time/total production. 
D)  orders delivered/orders delivered on time. 
A)  orders delivered on time/total number of orders delivered. 
B)  orders delivered on time/total sales dollars. 
C)  orders delivered on time/total production. 
D)  orders delivered/orders delivered on time.

Question 11

The balanced scorecard becomes a means of communicating the strategy of the organization to its employees and managers.What might be a downside of communicating this information?

Accepted Answer

A)  Employees will need direction about what is to be done. 
B)  Employees will need to understand where the organization is headed. 
C)  Sensitive information may end up in the hands of competitors. 
D)  All of these. 
A)  Employees will need direction about what is to be done. 
B)  Employees will need to understand where the organization is headed. 
C)  Sensitive information may end up in the hands of competitors. 
D)  All of these.

Question 12

How does the Balanced Scorecard communicate strategy to the organization? How is strategy translated into performance measures?

Accepted Answer

Balanced scorecard operationalizes strat

Increasing customer value occurs when

If only the return on investment were used to measure performance, it would be considered

In the financial perspective, economic value added would be an appropriate measure for

The learning and growth perspective has three major objectives.Which of the following is an objective of the learning and growth process?

Which of the following is NOT true about activity-based responsibility accounting?

Diversifying customers and product lines are initiatives important to

From the customer perspective, which of the following might be considered a core objective rather than a performance value?

Which of the following is NOT a measure commonly used to evaluate asset utilization?

On-time delivery performance is calculated as

The balanced scorecard becomes a means of communicating the strategy of the organization to its employees and managers.What might be a downside of communicating this information?

How does the Balanced Scorecard communicate strategy to the organization? How is strategy translated into performance measures?

Introduction to Cost Management

Basic Cost Management Concepts

Cost Behavior

Activity-Based Costing

Product and Service Costing: Job-Order System

Process Costing

Allocating Costs of Support Departments and Joint Products

Budgeting for Planning and Control

Standard Costing: a Functional-Based Control Approach

Decentralization: Responsibility Accounting, Performance Evaluation, and Transfer Pricing

Strategic Cost Management

Activity-Based Management

Quality and Environmental Cost Management

Lean Accounting and Productivity Measurement

Cost-Volume-Profit Analysis

Activity Resource Usage Model and Tactical Decision Making

Pricing and Profitability Analysis

Capital Investment

Inventory Management: Economic Order Quantity, Jit, and the Theory of Constraints

Filters

Exam 13: The Balanced Scorecard: Strategic-Based Control

Increasing customer value occurs when

If only the return on investment were used to measure performance, it would be considered

In the financial perspective, economic value added would be an appropriate measure for

The learning and growth perspective has three major objectives.Which of the following is an objective of the learning and growth process?

Which of the following is NOT true about activity-based responsibility accounting?

Diversifying customers and product lines are initiatives important to

From the customer perspective, which of the following might be considered a core objective rather than a performance value?

Which of the following is NOT a measure commonly used to evaluate asset utilization?

On-time delivery performance is calculated as

The balanced scorecard becomes a means of communicating the strategy of the organization to its employees and managers.What might be a downside of communicating this information?

How does the Balanced Scorecard communicate strategy to the organization? How is strategy translated into performance measures?

Introduction to Cost Management

Basic Cost Management Concepts

Cost Behavior

Activity-Based Costing

Product and Service Costing: Job-Order System

Process Costing

Allocating Costs of Support Departments and Joint Products

Budgeting for Planning and Control

Standard Costing: a Functional-Based Control Approach

Decentralization: Responsibility Accounting, Performance Evaluation, and Transfer Pricing

Strategic Cost Management

Activity-Based Management

Quality and Environmental Cost Management

Lean Accounting and Productivity Measurement

Cost-Volume-Profit Analysis

Activity Resource Usage Model and Tactical Decision Making

Pricing and Profitability Analysis

Capital Investment

Inventory Management: Economic Order Quantity, Jit, and the Theory of Constraints

Filters