Case 16–2 Prestige Telephone Company

1. What is the role of the consultant in this case, and what recommendations are they making to
Prestige Telephone Company?
2. How should Prestige Telephone Company decide whether to implement the consultant's
recommendations or stick with the existing cost allocation method?
3. Are there any ethical considerations or broader implications that should be taken into account
when making this decision?
4. What additional information or data might be needed to make an informed decision regarding
cost allocation in this case?
5. What are the risks and benefits associated with the proposed changes to cost allocation for both
Prestige Telephone Company and the subsidiary?

Case 16–3 Bill French

1. What specific issue or dilemma is Bill French facing in the case?

2. What are the interests and concerns of the various stakeholders in the company, including
shareholders, management, and Bill French himself?
3. What financial data or ratios are relevant to this case, and how do they impact the decision?
4. What are the key business activities and financial performance of the company?
5. How would you advise him to approach the issue?

Case 17–1 Delaney Motors

1. Were there any specific challenges or issues that Frank Delaney and Delaney Motors were facing
at the time of the case?
2. What were the market conditions and competitive landscape for automobile dealerships in
Ohio, and how did Delaney Motors fit into this context?
3. Did the case highlight any strategic decisions or actions taken by Frank Delaney in managing the
dealership?
4. Did the case discuss any specific goals, plans, or initiatives for the future of Delaney Motors?
5. What are the major takeaways or recommendations presented in the case, and what are the
potential implications for the future of the dealership?