chapter 3 using costs in decision making. cost classification costs can be classified by: ...
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CHAPTER 3CHAPTER 3CHAPTER 3CHAPTER 3
Using Costs in Decision MakingUsing Costs in Decision Making
Cost ClassificationCost Classification
Costs can be classified by: Financial reporting: product VS
period costs Traceability: direct VS indirect costs Behavior: variable/fixed /mixed/step
costs Other terms: incremental costs,
sunk costs, opportunity costs, avoidable costs etc
Cost Categories Used in Cost Categories Used in Financial ReportingFinancial Reporting
Cost Categories Used in Cost Categories Used in Financial ReportingFinancial Reporting
Variable Costs: total costs changes in proportion to changes in quantity or activity. E.g. DM, DL, & sales commissions.
Fixed Costs: total costs do not change in response to changes in quantity or activity.
• E.g. depreciation by straight line method, rent, and insurance etc.
Mixed Costs: costs that have both variable and fixed elements. E.g. a salesperson’s salary where he receives a base salary (fixed) plus
commissions (variable).
Step Costs: fixed for a range of output, but increase when upper bound of range is exceeded. E.g. company adds second or third production shift, fixed costs
related to supervisory salary, heat, light etc are expected to increase.
Common Cost Behavior Patterns
Common Cost Behavior Patterns
PracticePractice
How does the cost of your cell phone plan behavior? $0.50 per minute $10 monthly fee, $0.10 per minute $60 per month unlimited minutes $20 monthly fee up to 200 minutes;
$40 monthly fee if 201 to 500 minutes; and $50 monthly fee if 501-1000 minutes.
PracticePractice
Matching questions #1
Other Useful Cost Definitions
Other Useful Cost Definitions
Incremental Cost—the cost of the next unit of production, sometimes referred to as the Marginal Cost
Sunk costs—these are costs that have occurred and no current action or decision can change them
Other Useful Cost Definitions
Other Useful Cost Definitions
Relevant Costs—a cost that will change as a result of a decision
Opportunity Costs—the maximum value forgone when a course of action is chosen
Avoidable Costs—costs that can be avoided by taking a specific course of action
Summary of Cost ConceptsSummary of Cost Concepts Sunk costs are never incremental or
relevant i.e. Do not differ between alternatives
Avoidable costs are always incremental and relevant
Opportunity costs are also incremental and relevant
Which of the following is often not an incremental cost?
a. Materialb. Laborc. Variable overheadd. Fixed overhead
Slide 7-11
Opportunity costs are:a. Never incremental costsb. Always incremental costsc. Sometimes sunk costsd. Never avoidable costs
Learning objective 2: Define sunk cost, avoidable cost, and opportunity cost, and understand how to use these concepts in
analyzing decisions
Which of the following costs should not be taken into consideration when making a decision?
a. Opportunity costsb. Sunk costsc. Relevant costsd. Differential costs
“What Does This Product Cost?”
“What Does This Product Cost?”
Answer: Why do you want to know?
No single cost number is relevant for all decisions
Must find incremental information that is applicable to the decision- Some costs will change due to the decision, some will not
- Only costs that change are relevant
Cost-Volume-Profit AnalysisCost-Volume-Profit Analysis
The Profit Equation
Profit (NI) = SP(x) – VC(x) – TFC
Where: x = Quantity of units produced and
sold SP = Selling price per unit VC = Variable cost per unitTFC = Total fixed cost
Fundamental to CVP analysis
Cost-Volume-Profit AnalysisCost-Volume-Profit Analysis
Break-Even Point• # of units sold that allow the company cover its total costs, with a profit of zero.
• NI= SP(x) – VC(x) – TFC = 0• Break Even Unit (x0)=TFC/(SP-VC)
• Break-Even Sales= SP*x0
• Units to realize target profit:• Target Profit = SP(xt) – VC(xt) – TFC
• xt= (Target Profit + TFC)/(SP-VC)
• Target Sales= SP*xt
Gabby’s Wedding Cakes creates elaborate wedding cakes. Each cake sells for $500. The variable cost of baking the cakes is $200 and the fixed cost per month is $6,000
1.Calculate the break-even point in units
2. How many cakes must be sold to earn a profit of $9,000?
At Winford Corp., the selling price per lawn mower is $120, variable cost per lawn mower is $55. Fixed costs are $130,000. Break-Even Point in units is?
a. 1,000 units
b. 1,083 units
c. 2,000 units
d. None of these
Break-Even PointBreak-Even Point
PracticePractice
Matching questions #2
Contribution MarginContribution Margin
Difference between revenue and variable costs
Contribution margin (CM): CM=Sales-TVC = SP(x) – VC(x)
Unit contribution margin (Unit CM): Unit CM= SP– VC CM=Unit CM * x Unit CM measures the amount of incremental profit generated by selling an additional unit
At Winford Corp., the selling price per lawn mower is $120, variable cost per lawn mower is $55. Fixed costs are $130,000. Contribution Margin per unit is?
a. $65
b. $75
c. $175
d. $30
Contribution Margin RatioContribution Margin Ratio
The contribution margin ratio measures the amount of incremental profit generated by an additional dollar of sales
Two methods to calculate the contribution margin ratio1. Contribution margin divided by
sales revenue (Sales – TVC) / Sales2. Unit contribution margin divided by
selling price (SP – VC) / SP
Rhetorix, Inc. produces stereo speakers. The selling price per pair of speakers is $800. The variable cost of production is $300 and the fixed cost per month is $50,000.
1.Calculate the unit contribution margin associated with a pair of speakers
2.Calculate the contribution margin ratio for Rhetorix associated with a pair of speakers
Rhetorix, Inc. produces stereo speakers. The selling price per pair of speakers is $800. The variable cost of production is $300 and the fixed cost per month is $50,000.
1.If the company sells five more speakers than planned, what is the expected effect on profit of selling the additional speakers?
2.If the company has sales that are $5,000 higher than expected, what is the expected effect on profit?
Variations in CVP AnalysisVariations in CVP Analysis
Pg 68-71 Profit in percent Impact of income tax what-if analysis Multiproduct firm
Analysis of Decisions Faced by Managers
Analysis of Decisions Faced by Managers
Four types of decisions that managers frequently face:
1.Make or buy (outsourcing)2.Short-term product mix with
constraints3.Drop a product or not (death spiral)4.Costing order (the floor price)Save 3&4 for later chapters
Make or Buy DecisionsMake or Buy Decisions
A Case Picture this: you are new at the job and you
are eager to succeed. You go out and buy (after convincing your boss) a new machine for $1 million. It’s a highly specialized machine, built especially for your firm, with no resale value.
You plan to use this machine to produce a part that is used in every product the firm makes.
It will cost you, thanks to this new machine, only $4 per unit in variable costs and $1 in depreciation (fixed cost) to make the part.
Make or Buy DecisionsMake or Buy Decisions
Case continued Great!!...until a salesman from a very
reputable firm comes to your office and offers to sell you the same part you are making, same quality, reliable delivery, etc. for $4.50 a part. Her company is willing to sign a long-term contract so the price is firm.
Questions: Should you accept her offer (i.e., buy the
part) or continue to make the part yourself? Would your decision change if the fixed costs
could be avoided by selling the machine at cost?
Make or Buy DecisionsMake or Buy Decisions
Decision involves no incremental revenues; Analysis concentrates solely on incremental costs. How much cost can be saved?
Make or Buy DecisionsMake or Buy Decisions
Cost savings (avoidable cost) Not all fixed cost are irrelevant. If they are
avoidable, then they should be factored into the decision just like variable costs;
Labor costs, even for direct labor (variable) costs, could be unavoidable if workers cannot be laid off because existing labor contract.
An opportunity cost (benefit forgone by selecting one decision alternative over another) must also be considered in decision making.
ExamplesExamples
Chaps Company pg79-80 Anjlee’s Catering Services pg80-
81
Practice 3-40 pg102
Short –Term Product Mix Decisions with ConstraintsShort –Term Product Mix
Decisions with Constraints Constraining factor
Fred’s wood products pg87-89 Harris Chemical pg89-93 Group Case: Excel Solver
3-67 pg114