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4-Cycle, Inc., manufactures small engines for recreational vehicles, motorcycles, boats, and stationary equipment. Each line has its own product manager. The company CFO, Stan Downs, prepares divisional budgets on a per-month basis using a standard cost system. Each product line occupies its own space, with square footage varying considerably among lines. Fixed production costs are allocated on the basis of square feet using a factory-wide rate. Variable factory overhead is based on machine hours. Other costs are based on revenue. At the company's quarterly meeting, Laura Fleur, the new product manager for marine engines, received an unpleasant surprise. When distributing the performance report (see below) to each manager, Stan Downs remarked aloud that Fleur would need to see him after the meeting to discuss ways to improve her line's lackluster performance. Since she thought her first quarter's performance was impressive, she was taken aback by Downs' comments. The performance report (see background information) provided her with no clue to what had gone wrong. ![]() Questions A. What are at least three weaknesses in 4-Cycle's quarterly performance report? Explain your answer. B. What are some ways in which 4-Cycle can eliminate the weaknesses in the way it reports quarterly performance to its managers? Revise the quarterly report accordingly. Answer C: If Sparta Enterprises let its divisions buy and sell in the open market and also allowed them to negotiate an acceptable transfer price, the result would be as follows: Any price between $24.50 and $26 will result in an overall benefit to the company. The extraction division would prefer to sell its clay to the pet products division at the same price it receives in the market: $26 per unit. But it would be willing to sell at $24.50, because it saves $1.50 in selling costs per unit by selling within the company. Similarly, the pet products division would like to continue paying $22 per unit for the clay, but if it cannot purchase the clay within the company it will |