learning objectives
DESCRIPTION
LEARNING OBJECTIVES. When you finish this chapter, you should be able to. LEARNING OBJECTIVES. Prepare differential analysis report for 6 special decisions. Determine selling price under 3 cost conditions. Calculate relative profitability in bottleneck production environment. - PowerPoint PPT PresentationTRANSCRIPT
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PowerPointPowerPoint Presentation by Presentation by
Gail B. WrightGail B. WrightProfessor of AccountingProfessor of AccountingBryant UniversityBryant University
© Copyright 2007 Thomson South-Western, a part of The Thomson Corporation. Thomson, the Star Logo, and South-Western are trademarks used herein under license.
CARL S. WARRENCARL S. WARREN
SURVEY OF ACCOUNTINGSURVEY OF ACCOUNTING
Chapter 12
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LEARNING OBJECTIVES
When you finish this chapter, you should be able to
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1. Prepare differential analysis report for 6 special decisions.
2. Determine selling price under 3 cost conditions.
3. Calculate relative profitability in bottleneck production environment.
LEARNING OBJECTIVESLEARNING OBJECTIVES
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LEARNING OBJECTIVELEARNING OBJECTIVE
1Prepare differential analysis report for 6 special decisions.
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DIFFERENTIAL ANALYSIS
Differential analysis looks at effects of different courses of action
Uses estimated revenues, costs
Focuses on relevant revenues, costs
Sunk costs are past costs that are not relevant
Differential analysis looks at effects of different courses of action
Uses estimated revenues, costs
Focuses on relevant revenues, costs
Sunk costs are past costs that are not relevant
LO 1
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DIFFERENTIAL ANALYSIS
Focuses on effect of alternative courses of action on relevant revenues and costs
LO 1
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DIFFERENTIAL REVENUE
Increase or decrease in revenue derived from a particular course of action compared to an alternative
LO 1
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DIFFERENTIAL COSTS
Increase or decrease in costs derived from a particular course of action compared to an alternative
LO 1
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6 SPECIAL DECISIONS
LO 1
Lease or sellDiscontinue product, segmentMake or buyReplace equipmentProcess or sellAccept business at special price
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LO 1
Marcus has equipment to dispose of.Cost = $200,000
Accumulated depreciation = $120,000Should Marcus lease ($160,000 less $35,000 repairs,
Taxes, etc.)Or sell ($100,000 less 6% commission)
the equipment?
Marcus has equipment to dispose of.Cost = $200,000
Accumulated depreciation = $120,000Should Marcus lease ($160,000 less $35,000 repairs,
Taxes, etc.)Or sell ($100,000 less 6% commission)
the equipment?
LEASE OR SELL: Problem Statement
LEASE OR SELL: Problem Statement
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Book value of equipment ($80,000) is a sunk cost and not considered.
Analysis focuses on differential revenues and differential costs
LEASE OR SELL: Analysis
LEASE OR SELL: Analysis
LO 1
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EXHIBIT EXHIBIT 11
Decision: Lease alternative provides $31,000 more income.
LO 1
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LO 1
Battle Creek Cereals produces & sells 3 cereals. Because Bran Flakes exhibits an operating loss,
Battle Creek is considering discontinuing production,sale of the product. If fixed costs remain unchanged,
Is this the right decision?
Battle Creek Cereals produces & sells 3 cereals. Because Bran Flakes exhibits an operating loss,
Battle Creek is considering discontinuing production,sale of the product. If fixed costs remain unchanged,
Is this the right decision?
TO DISCONTINUE: Problem Statement
TO DISCONTINUE: Problem Statement
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EXHIBIT EXHIBIT 33
LO 1
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Fixed costs do not relate to a particular product. We analyze the revenue and costs related to
Bran Flakes alone to determine whether Bran Flakes contributes to covering fixed costs in
making a discontinue decision.
TO DISCONTINUE: Analysis
TO DISCONTINUE: Analysis
LO 1
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EXHIBIT EXHIBIT 44
LO 1
Decision: Discontinuing Bran Flakes would reduce overall profit by $15,000, the amount that Bran Flakes
contributes to covering fixed costs.
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LO 1
MAKE OR BUY: Problem Statement
MAKE OR BUY: Problem Statement
Direct materials $80 Variable overhead $52
Direct labor 80 Fixed overhead 68
An automotive company has been buying a part for $240 that it now is considering producing.
Cost of production includes
Should the company make or buy?
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Focus the analysis on differential costs. If the automotive company has excess
factory capacity, fixed costs are not relevant to the decision since they will
not change.
MAKE OR BUY: Analysis
MAKE OR BUY: Analysis
LO 1
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EXHIBIT EXHIBIT 66
LO 1
Decision: By including only relevant costs in the analysis, there is a cost savings of $28 per part from
making the instrument panel.
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LO 1
REPLACE EQUIPMENT: Problem Statement
REPLACE EQUIPMENT: Problem Statement
A manufacturer is considering replacing several old machines with a total book value, $100,000,
remaining useful life, 5 years, with a new machine costing $250,000 less $25,000 proceeds from sale of
old equipment. Variable costs with new machine will be reduced from $225,000 to $150,000.
Should the company buy the new machine?
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Book value of equipment ($100,000) is a sunk cost and not considered.
Relevant costs include cost savings of more efficient equipment, product
quality.
REPLACE EQUIPMENT: Analysis
REPLACE EQUIPMENT: Analysis
LO 1
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EXHIBIT EXHIBIT 77
LO 1
Decision: Efficiencies achieved with new machine will produce an annual savings of $30,000.
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OPPORTUNITY COSTS
Measures the cost of an alternative choice that is foregone.
Ex.: Suppose the net outlay ($225,000) were invested & earned 10% ($22,500). It would still be more beneficial to replace equipment ($30,000).
LO 1
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LO 1
PROCESS OR SELL: Problem Statement
PROCESS OR SELL: Problem Statement
A company can produce a 4,000 gallon batch of kerosene with a selling price of $.80 per gallon from 4,000 gallons of raw material costing $.60 per gallon. Alternatively, the company can continue processing the raw material into gasoline selling for $1.25 at an additional cost of $650 per batch and losing 20% of
end product.
Should the company process or sell?
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Initial raw material cost will be incurred in both alternatives & is not considered.
Differential revenues from 2 alternatives are only relevant issues.
PROCESS OR SELL: Analysis
PROCESS OR SELL: Analysis
LO 1
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EXHIBIT EXHIBIT 88
LO 1
Decision: Processing further will result in an additional $150 per batch after considering product loss & additional
costs.
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LO 1
SPECIAL BUSINESS: Problem Statement
SPECIAL BUSINESS: Problem Statement
A company currently produces 10,000 basketballs on average each month, although the factory has a
capacity of `12,500 basketballs. Variable costs are $12.50, fixed costs are $7.50, and domestic selling
price is $30.An offer to sell 5,000 additional basketballs for $18 to
a foreign buyer & produced over 3 months is considered.
Should the company accept the business?
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The company has excess capacity and can produce additional product without incurring
additional fixed costs.
Whether differential revenue covers relevant costs and produces income is the issue.
SPECIAL BUSINESS: Analysis
SPECIAL BUSINESS: Analysis
LO 1
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EXHIBIT EXHIBIT 99
LO 1
Decision: This special business should be accepted because the additional revenue covers the variables costs
& increases income.
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LEARNING OBJECTIVELEARNING OBJECTIVE
2Determine selling price under 3 cost conditions.
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ROLE OF COST CONCEPT
Uses “cost +” to set selling price that provides sufficient profit.
LO 2
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3 COST DETERMINANTS
LO 2
Total cost conceptMarkup added to total cost
Product cost conceptMarkup added to product costs
Variable cost conceptMarkup added to variable costs
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COST INFORMATION
LO 2
VARIABLE COSTS*
Direct materials $ 3.00
Direct labor 10.00
Factory overhead 1.50
Selling & Admin Exp 1.50
Total $ 16.00
FIXED COSTS
Factory overhead $50,000
Selling & Admin Exp 20,000
*per unit
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MARKUP FORMULA:Total Cost
LO 2
Markup % =
Desired profit / Total cost
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BASIC INFORMATION:Total Cost
A manufacturer wants to earn a 20% return on assets valued at $800,000. 100,000 calculators
will be produced.
LO 2
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SELLING PRICE UNDER TOTAL COST
LO 2
Desired profit (800,000 * 20%) $160,000
Selling price {$16.70 + (160,000/100,000)} $18.30
CHECK: (100,000 * $18.30) - $1,670,000 =
$1,830,000 – 1,670,000 =
$160,000
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CALCULATING MARKUP:Total Cost
LO 2
Markup %
Desired profit / Total cost =
$160,000 / $1,670,000 =
9.6%
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MARKUP FORMULA:Product Cost
LO 2
Markup % =
(Desired profit + Selling, Administrative expense) /
Manufacturing cost
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BASIC INFORMATION:Product Cost
LO 2
MANUFACTURING COSTS (100,000 UNITS)
Direct materials $ 300,000
Direct labor 1,000,000
Factory overhead-var 150,000
Factory overhead-fix 50,000
Total $1,500,000
MANUFACTURING COSTS PER UNIT
($1,500,000/100,000) $15
Desired profit $160,000
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CALCULATING MARKUP:Product Cost
LO 2
Markup % =
(Desired profit + Selling, Administrative expense) / Manufacturing cost
{$160,000 + ($1.50*100,000) + $20,000} / $1,500,000
22%
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SELLING PRICE UNDER PRODUCT COST
LO 2
Desired profit (800,000 * 20%) $160,000
Selling price {$15.00 + ($15 * 22%)} $18.30
CHECK: {100,000 * ($15 + $3.30)} = $18.30
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MARKUP FORMULA:Variable Cost
LO 2
Markup % =
(Desired profit + Total fixed costs) / Variable costs
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BASIC INFORMATION:Product Cost
LO 2
VARIABLE COSTS
Direct materials $ 300,000
Direct labor 1,000,000
Factory overhead-var 150,000
Selling, Admin Exp 150,000
Total $1,600,000
VARIABLE COSTS PER UNIT
($1,500,000/100,000) $16
Desired profit $160,000
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CALCULATING MARKUP:Variable Cost
LO 2
Markup % =
(Desired profit + Total fixed costs) / Variable costs
{$160,000 + $50,000 + $20,000} / $1,600,000
14.4%
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SELLING PRICE UNDER PRODUCT COST
LO 2
Desired profit (800,000 * 20%) $160,000
Selling price {$16.00 + ($16 * 14.4%)} $18.30
CHECK: {100,000 * ($16 + $2.30)} = $18.30
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OTHER COST CONCEPTS
LO 2
Activity based costingIdentifies, traces costs to specific activities
Target cost conceptCombines market-based pricing with cost
containmentVariable cost concept
Markup added to variable costs
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LO 2
EXHIBIT EXHIBIT 1010
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LEARNING OBJECTIVELEARNING OBJECTIVE
3Calculate relative profitability in bottleneck production environment.
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PRODUCTION BOTTLENECKS
LO 3
A production bottleneck (constraint) occurs at a point in the production process where demand exceeds the
ability to produce the product.
Theory of constraints attempts to reduce influence of bottlenecks.
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ANALYZING PROFIT IN BOTTLENECK
LO 3
CM suggests large wrench
most profitable BUT
Small wrench produces most bottleneck profit.
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THE END
CHAPTER 12