Case North Country Auti, Inc Essay

875 words - 4 pages

North Country Auto. Inc.

1.      Latar Belakang
George G, Liddy salah sau pemilk North Country Auto, Inc sangat senang mempunyai sistem pengendalian baru. Dengan memiliki lima departemen (penjualan mobil baru dan bekas, pelayanan, bodi mobil, dan suku cadang).
North Country Auto, Inc. Merupakan agen penjualan dan pusat pelayanan resmi dari Ford, Saab, dan Volkswagen. Dimana saat itu mulai populer Multiple Franchise pada tahun 1980. Perusahaan ini dimiliki oleh George Liddy dan Andrew Jones. Liddy membeli saham dealership dan Jones bergabung menjadi patnership sejak tahun 1988. Liddy memusatkan pekerjaan pada penjualan mobil, sedangkan Jones berkonsentrasi pada pengelolaan departemen ...view middle of the document...

Manajer harus ahli dalam kebijakan pengembalian, persyaratan stock, dan pasar sekunder untuk ketiga barang dagang yang berbeda jenis dan berlainan lini satu sama lain.

Body shop
North Country Auto, Inc. Menanamkan tambahan modal $50.000 untuk peralatan cat semprot dan mengalami kerugian dalam alokasi overhead tetap.

Operasi Penggantian Oli
Beroperasi dibawah logo “Qwick Change” dengan menggunakan satu bengkel yang ada dalam departemen servis dan seorang mekanik setengah ahli.

3.      Tantangan George Liddy
Manajer setiap unit bisnis diberi imbalan dengan imbalan yang tetap setiap bulannya dan bonus yang diputuskan secara subjektif oleh pihak manajemen puncak terhadap kinerja masing-masing manajer.
George Liddy berpendapat bahwa sistem tersebut tidak memberikan motivasi untuk setiap manajer untuk bekerja lebih baik demi perusahaan. Hal ini mendorong George Liddy berpikir membuat perubahan dengan menerapkan sistem desentralisasi terhadap hubungan dan tanggung jawab unit bisnis-unit bisnis yang ada di perusahaan. Dengan menerapkan desentralisasi, unit-unit bisnis diberi kepercayaan sebagai pusat laba (profit center) dan beroperasi seolah-olah mereka adalah perusahaan yang berdiri sendiri.
Perubahan tersebut berdampak pada perubahan sistem imbalan atau insentif yang diberikan. Setiap manajer selain memperoleh gaji pokok yang berifat tetap, juga mendapatkan bonus sesuai dengan performancedepartemen, misalnya berdasarkan persentase gross profit. Dengan demikian, manajer tiap departemen termotivasi utuk berbuat lebih baik terutama untuk meningkatkan performance departemen masing-masing. Hal ini menjadi keunggulan sekaligus kelemahan bagi sistem baru tersebut. Terjadi goal congruence akibat implementasi sistem desentralisasi ini.
Jawaban Pertanyaan Kasus:
1. Computing the profitability of transaction described
Sales | | $5000 |
Gross Profit | | 1014 |
Number of Units | | 1 |
Sales Commision | | 250 |
Overhead Cost | | 665 |
Profit | | $99 |
2.  Menurut pendapat saya, akan lebih baik kalau transfer pricing dilakukan berdasar pada harga pasar (market price). Sesuai dengan market price bukan berarti sama dengan harga retail, melainkan sesuai dengan harga pasar ketika perusahaan luar melakukan kerjasama jangka...

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