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HorngrenIMA14eSM ch05 PDF
HorngrenIMA14eSM ch05 PDF
HorngrenIMA14eSM ch05 PDF
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CHAPTER 5
COVERAGE OF LEARNING OBJECTIVES
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CHAPTER 5
Relevant Information and Decision Making: Marketing Decisions
1. INDEPENDENCE COMPANY
Contribution Income Statement
For the Year Ended December 31, 2006
(in thousands of dollars)
Sales $1,800
Less variable expenses
Direct material $400
Direct labor 330
Variable manufacturing overhead (Schedule 1) 150
Total variable manufacturing cost of
goods sold $880
Variable selling expenses 60
Variable administrative expenses 23
Total variable expenses 963
Contribution margin $ 837
Less fixed expenses:
Fixed manufacturing overhead (Schedule 2) $322
Selling expenses 240
Administrative expenses 121
Total fixed expenses 683
Operating income $ 154
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INDEPENDENCE COMPANY
Absorption Income Statement
For the Year Ended December 31, 2006
(in thousands of dollars)
Sales $1,800
Less manufacturing cost of goods sold:
Direct material $400
Direct labor 330
Manufacturing overhead (Schedules 1 and 2) 472
Total manufacturing cost of goods sold 1,202
Gross margin $ 598
Less:
Selling expenses $300
Administrative expenses 144 444
Operating income $ 154
INDEPENDENCE COMPANY
Schedules of Manufacturing Overhead
For the Year Ended December 31, 2006
(in thousands of dollars)
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Without With
Special Effect of Special
Order Special Order Order
Units 2,000,000 150,000
2,150,000
Total Per Unit
Sales $10,000,000$660,000 $4.401
$10,660,000
Less variable expenses:
Manufacturing $ 3,600,000$330,000 $2.202
$ 3,930,000
Selling & administrative 800,000 37,500 .253 837,500
Total variable expenses $ 4,400,000$367,500 $2.45
$ 4,767,500
Contribution margin $ 5,600,000$292,500 $1.95
$ 5,892,500
Less fixed expenses:
Manufacturing $ 2,900,000 0 0.00 $ 2,900,000
Selling & administrative 2,000,000 00.00 2,000,000
Total fixed expenses $ 4,900,000 0 0.00 $ 4,900,000
Operating income $ 700,000 $292,500$1.95 $ 992,500
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$9,000,000- $7,500,000
4. = 20%
$7,500,000
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1. KINGLAND MANUFACTURING
Contribution Income Statement
For the Year Ended December 31, 2006
(In thousands of dollars)
Sales $12,000
Less variable expenses:
Direct material $4,000
Direct labor 2,000
Variable indirect manufacturing
costs (Schedule 1) 960
Total variable manufacturing cost of goods sold $6,960
Variable selling expenses:
Sales commissions $500
Shipping expenses 300 800
Variable clerical salaries 400
Total variable expenses 8,160
Contribution margin $ 3,840
Less fixed expenses:
Manufacturing (Schedule 2) $ 582
Selling (advertising) 400
Administrative-executive salaries 100
Total fixed expenses 1,082
Operating income $ 2,758
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KINGLAND MANUFACTURING
Absorption Income Statement
For the Year Ended December 31, 2006
(In thousands of dollars)
Sales $12,000
Less manufacturing cost of goods sold:
Direct material $4,000
Direct labor 2,000
Indirect manufacturing costs
(Schedules 1 and 2) 1,542
7,542
Gross profit $ 4,458
Selling expenses:
Sales commissions $500
Advertising 400
Shipping expenses 300 $1,200
Administrative expenses:
Executive salaries $100
Clerical salaries 400 500 1,700
Operating income $ 2,758
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KINGLAND MANUFACTURING
Schedules 1 and 2
Indirect Manufacturing Costs
For the Year Ended December 31, 2006
(In thousands of dollars)
Schedule 1: Variable Costs
Cutting bits $ 60
Abrasives for machining 100
Indirect labor 800 $ 960
Schedule 2: Fixed Costs
Factory supervisors' salaries $100
Factory methods research 40
Long-term rent, factory 100
Fire insurance on equipment 2
Property taxes on equipment 10
Depreciation on equipment 300
Factory superintendent's salary 30 582
Total indirect manufacturing costs $1,542
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Without With
Special Effect of Special
Order Special Order Order
Units 2,000,000 100,000 2,100,000
Total Per Unit
Sales $40,000,000 $1,700,000 $17.00
$41,700,000
Less variable expenses:
Manufacturing $19,000,000$ 950,000 $ 9.50
$19,950,000
Selling and administrative 9,000,000 330,000 3.30*
9,330,000
Total variable expenses $28,000,000 $1,280,000 $12.80
$29,280,000
Contribution margin $12,000,000$ 420,000 $ 4.20
$12,420,000
Less fixed expenses:
Manufacturing $ 5,000,000 0 0.00 $ 5,000,000
Selling and administrative 6,000,000 20,000 0.20
6,020,000
Total fixed expenses $11,000,000 20,000 0.20
$11,020,000
Operating income $ 1,000,000$ 400,000 $ 4.00
$ 1,400,000
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c
500,000 x $.30 negative contribution margin per unit of special order
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5-4 No. Only future costs that are different under different
alternatives are relevant to a decision.
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5-10 No. Avoidable costs are all costs (both variable and fixed) that
will not continue if an ongoing operation is changed or deleted.
5-12 Target cost per unit is the average total unit cost over the
product’s life cycle that will yield the desired profit margin.
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5-21 Two long-run effects that inhibit price cutting are (a) the
effects on longer-run price structures and (b) the effects on longer-
run relations with customers.
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5-22 Full costs are more popular than variable costs for pricing
because price stability is encouraged and in the long run all costs
must be recovered to stay in business.
5-23 No. There is a confusion between total fixed costs and unit
fixed costs. Increasing sales volume will decrease unit fixed costs,
but not total fixed costs. This assumes that the volume increase
results in operating levels that are still within the relevant range.
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5-28 (5 min.)
All the data given are historical costs. Most students will
identify the $5 and $7 prices as relevant. They will also declare that
the $3 price of popcorn is irrelevant. Press them to see that the
relevant admission prices are expected future costs that will differ
between the alternatives. The past prices are being used as a basis
for predicting the future prices.
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5-29 (20 min.) Some students may forget to apply the 10% wage rate increase
to both alternatives.
(A) (B)
(1) Historical Other (1) Historical direct materials were $5.00
Information Information
per unit; direct labor was $6.00 per unit.
Prediction Method
(2) (2) Direct material costs are expected to
fall by 10%, or 50¢ per unit. Direct labor
Predictions as inputs costs are affected by a 10% rate
to decision model increase and a 5% increase in labor
time if the new material is used.
Decision Model
(3) (3) Cost comparisons per unit:
Old New
Material Material
Direct material $5.00 $4.50
Direct labor
Decisions by managers $6.00 x 110% 6.60
with aid of $6.00x110%x105% 6.93
decision model Expected future
cost $11.60 $11.43
Implementation
(4) and Evaluation (4) The chosen action is implemented,
and the evaluation of performance be-
comes a principal source of feedback.
This historical information aids the
Feedback decision process (prediction, decision,
and implementation) of future decisions.
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Sales ¥870
Variable expenses:
Direct materials ¥290
Direct labor 140
Variable factory overhead 60
(a) Variable manufacturing cost of
goods sold ¥490
Variable selling and admin. expenses 100
Total variable expenses 590
(b) Contribution margin ¥280
Fixed expenses:
Fixed factory overhead ¥120
Fixed selling and administrative
expenses 45 165
(c)Operating income ¥ 115
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Absorption Contribution
Approach Approach
Operating income $ 40 $ 40
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*120 - 20
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5-35 (15-20 min.) The data are placed in the format of the income
statement, and the unknowns are computed as shown:
Sales $990
Variable expenses
Direct materials $210
Direct labor 170
Variable indirect manufacturing 110
Variable manufacturing cost of goods sold 490 1
Variable selling and administrative expenses 300 2
Total variable expenses (990 - 200) 790
Contribution margin 200
Fixed expenses
Fixed factory overhead 90 3
Fixed selling and administrative expenses 100 190
Operating income $ 10
1
210 + 170 + 110 = 490
2
990 - 200 = 790; 790 - 490 = 300
3
Total fixed expenses = 200 - 10 = 190
Fixed factory overhead = 190 - 100 = 90
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1. Total Total
Variable Fixed Costs
Costs
$9 $150
Total
Costs
Variable
Fixed
Volume in Number
of Lunches
3. (a) The CPA can compare either total annual costs or unit
costs. Let X = the total number of lunches in question.
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No matter how the fixed costs are spread, the total fixed costs
will be $300,000 and the total net loss will be $210,000. This is true
despite the fact that fixed costs per unit have fallen from $1.00 to
$.50. The moral is: beware of unit fixed costs.
$300,000
or = $.50
600,000units
@$.50
$300,000 $300,000
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2 & 3.
Materials and supplies, at cost $ 30,000
Hourly pay for consultants 70,000
Fringe benefits for consultants 24,000
Total variable cost $124,000
Avoidable fixed costs 9,000
2. Minimum bid $133,000
Unavoidable fixed costs 35,000
Total cost 168,000
Desired mark-up, 20% x $168,000 33,600
3. Bid to achieve desired profit $201,600
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Note that the unit amounts are averages over the entire product life
cycle. Thus, $70 is the expected average selling price and $43.50 is
the average cost to manufacture, sell, distribute, and service the
toothbrush product. The initial selling price may be substantially
higher than $70 and the initial costs may also be higher than $43.50.
Continuous improvements across the value chain (kaizen costing)
will bring down the costs just as competitive market forces will very
likely bring down the price.
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Existing Unit Cost = Total Cost over Product Life Total Demand
= $10,000,000 50,000
= $200
The new expected average unit cost will be reduced to $200 - $18 =
$182 which is below the target cost. So the new product should be
released to production.
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1. LAGRANDE CORPORATION
Contribution Income Statement
For 2006
(In millions of Euros)
Sales € 900
Less variable expenses:
Manufacturing cost of goods sold € 400
Selling and administrative expenses 140 540
Contribution margin 360
Less fixed expenses:
Manufacturing costs 180
Selling and administrative expenses 60 240
Operating income € 120
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1. Final Course
Year to Enrollment Grand
Date 30 10 More Totals
Tuition revenues $2,000,000$6,000$1,000 $2,007,000
Costs of courses 800,000 3,000 500 803,500
Contribution margin 1,200,000 3,000 500 1,203,500
General administrative
expenses 400,000 0 0 400,000
Operating income $ 800,000 $3,000$ 500 $ 803,500
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Costs that are the same for both alternatives are irrelevant.
These include the cost of the tour guide, cost of moving the car
or car and engine to the main track (assuming both options
require an additional car to be moved to the track), and
depreciation.
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2. Relevant items:
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5-58 (20-30 min.) When this problem was used in an exam, it was
well done by students who used contribution margin analysis in total
dollars. A number of students attempted to force a decision by
means of analysis of unit costs or by break-even analysis, failing to
consider the effect of sales volume on profits. A number of good
solutions were marred by failure to draw specific conclusions.
Output and pricing:
CM per Total Contribution
Volume Price Unit Margin
50,000 $26 11 $550,000
60,000 25 10 600,000
70,000 24 9 630,000
80,000 23 8 640,000
90,000 22 7 630,000
The contribution margin per unit decreases as volume
increases.
Output of 80,000 at selling price of $23 yields the largest
contribution margin. However, this is in excess of present capacity.
Maximum at present capacity: 60,000 units output at $25
= Contribution margin of $600,000
To increase capacity:
Investment $500,000
Useful life 10 years
Cost per year ($500,000 ÷ 10) $ 50,000
By increasing capacity to 80,000 units, which maximizes the
total contribution margin, the company gains an additional $40,000
in contribution margin but incurs an additional fixed cost of
$50,000.
Conclusions: Do not invest in new capacity. Sell at $25.
Produce 60,000, the maximum capacity now available.
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* Target cost = (1 – desired contribution percentage) x market price = (1 - .40) x $39 = $23.40.
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St. Tropez should not accept either order. The company does
not have adequate plant capacity to manufacture the order of 20,000
jewelry cases from Lyon Inc. without subcontracting. The order
from Avignon Co. does not yield St. Tropez a positive contribution
margin.
The calculations showing that St. Tropez does not have the
necessary plant capacity in the second quarter to produce the order
for 20,000 jewelry cases are as follows:
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The Lyon Inc. order for 20,000 jewelry cases would require
5,000 machine hours, but only 4,500 machine hours are available in
the second quarter.
*Fixed costs are not relevant in this case and should be omitted.
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5-64 (20 – 30 min.) For the solution, see the Prentice Hall Web site,
www.prenhall.com/
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Perhaps the most significant factor that influences the process for
establishing a pricing policy is company size. For many small
companies, the process is simple. For example, one restaurant
establishes prices using a formula of three times the cost of material
used in each menu item. This markup is designed (hoped) to cover
all the operating costs in the restaurant's value chain beyond direct
material (food cost). Other important factors commonly mentioned
include market conditions and the experience level of management.
Students may discover that different pricing policies are used for
different product or service families in the same firm. This is
particularly true for large companies that compete in many different
markets.
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