Lanier Corporation Operates on a Calendar

Lanier Corporation operates on a calendar-year basis. It begins the annual budgeting process in late August when the president establishes tushs for the total dollar gross revenue and net income before taxes for the next year.The sales target is given first to the merchandising department. The marketing theatre director formulates a sales budget by product line in both units and dollars. From this budget, sales quotas by product line in units and dollars are established for each of the corporations sales districts. The marketing manager also estimates the cost of the marketing activities to support the target sales volume and prepares a provisionary marketing expense budget.The executive misdeed president uses the sales and profit targets, the sales budget by product line, and the tentative marketing expense budget to determine the dollar gists that can be prone to manufacturing and embodied office expense. The executive vice president prepares the budget for corporate expense s. She then forwards to the ware department the product-line sales budget in units and the total dollar amount that can be attached to manufacturing.The production manager meets with the factory managers to develop a manufacturing plan that will produce the required units when required within the cost constraints set by the executive vice president. The budgeting process usually comes to a block off at this point because the production department does non consider the financial resources allocated to be adequate.When this standstill occurs, the vice president to finance, the executive vice president, the marketing manager, and the production manager meet together to determine the final exam budget for each of the areas.This normally results in a modest increase in the total amount available for manufacturing costs and cuts in the marketing expense and corporate office expense budgets. The total sales and net income figures proposed by the president are seldom changed. Although the participants are seldom pleased with the compromise, these budgets are final. distributively executive then develops a new detailed budget for the operations in his or her area. no(prenominal) of the areas has achieved its budget in recent years. Sales often run below the target. When budgeted sales are not achieved, each area is expected to cut costs so that the presidents profit target can be met. However, the profit target is seldom met because costs are not cut enough. In fact, costs often run above the original budget in all functional areas (marketing, production, and corporate office).The president is disturbed that Lanier has not been able to meet the sales and profit targets. He hired a consultant with considerable experience with companies in Laniers industry. The consultant reviewed the budgets for the past 4 years. He think that the product line sales budgets were reasonable and that the cost and expense budgets were adequate for the budgeted sales and production l evels.