Haley romeros had just been appointed vice president of the rocky mountain region of the bank services corporation (bsc). the company provides check processing services for small banks. the banks send checks presented for deposit or payment to bsc, which records the data on each check in a computerized database. bsc then sends the data electronically to the nearest federal reserve bank check-clearing center where the appropriate transfers of funds are made between banks. the rocky mountain region has three check processing centers, which are located in billings, montana; great falls, montana; and clayton, idaho. prior to her promotion to vice president, ms. romeros had been the manager of a check processing center in new jersey.

bank services corporation (bsc)
rocky mountain region
financial performance

check processing centers

totals
billings
great falls
clayton
sales
$50,000,000
$20,000,000
$18,000,000
$12,000,000
operating expenses:
direct labor
32,000,000
12,500,000
11,000,000
8,500,000
variable overhead
850,000
350,000
310,000
190,000
equipment depreciation
3,900,000
1,300,000
1,400,000
1,200,000
facility expense
2,800,000
900,000
800,000
1,100,000
local admin expense
450,000
140,000
160,000
150,000
regional admin expense
1,500,000
600,000
540,000
360,000
corporate admin expense
4,750,000
1,900,000
1,710,000
1,140,000
total operating expense
46,250,000
17,690,000
15,920,000
12,640,000
net operating income (loss)
$3,750,000
$2,310,000
$2,080,000
$(640,000)
dialogue -

upon seeing this report, ms. romeros summoned john littlebear for an explanation.

romeros: what’s the story on clayton? it didn’t have a loss the previous year did it?

littlebear: no, the clayton facility has had a nice profit every year since it opened six years ago,
but clayton lost a big contract this year.

romeros: why?

littlebear: one of our national competitors entered the local market and bid very aggresively on
the contract. we couldn’t afford to meet the bid. clayton’s costs-particularly their facility expenses-are just too high. when clayton lost the contract, we had to lay off a lot of employees, but we could not reduce the fixed costs of the clayton facility.

romeros: why is clayton’s facility expense so high? it’s a smaller facility than either billings or
great falls and yet its facility expense is higher.

littlebear: the problem is that we are able to rent suitable facilities very cheaply at billings and
great falls. no such facilities were available at clayton; we had them built. unfortunately, there were big cost overruns. the contractor was inexperienced at this kind of work and in fact went bankrupt before the project was completed. after hiring another contractor to finish the work, we were way over budget. the large depreciation charges on the facility didn’t matter at first because we didn’t have much competition at the time and could charge premium prices.

romeros: well we can’t do that anymore. the clayton facility will obviously have to be shut
down. its business can be shifted to the other two check processing centers in the
region.

littlebear: i would advise against that. the $1,100,000 in facility depreciation at the clayton
location is misleading. that facility should last indefinately with the proper maintanence. and it has no resale value; there is no other commercial activity around clayton.

romero: what about the other costs at clayton?

littlebear: if we shifted clayton’s sales over to the other two processing centers in the region, we
wouldn’t save anything on direct labor or variable overhead costs. we might save $90,000 or so in local administrative expense, but we would not save any regional administrative expense and corporate headquarters would still charge us 9.5% of our sales as corporate administrative expense.

in addition, we would have to rent more space in billings and great falls in order to handle the work transferred in from clayton; that would probably cost us at least $600,000 a year. and don’t forget that it will cost us something to move the equipment from clayton to billings and great falls. and the move will disrupt service to customers.

romeros: i understand all of that, but a money-losing processing center on my performance report
is completely unacceptable.

littlebear: and if you shut down clayton, you are going to throw some loyal employees out of work.

romeros: that’s unfortunate, but we have to face hard business realities.

littlebear: and you would have to write off the investment in the facilities at clayton.

romeros: i can explain a write-off to corporate headquarters; hiring an unexperienced contractor
to build the clayton facility was my predecessor’s mistake. but they’ll have my head at
headquarters if i show operating losses every year at one of my processing centers. clayton has to go. at the next corporate board meeting, i am going to recommend the clayton facility be closed.

identify at least two viable alternative courses of action that you might take to address this ethical issue.