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Visit UMT online at www.umtweb.edu© South-Western 2004Survey of Accounting, 2/e
1 of 31Chapter 12,
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ACCOUNTING ACCOUNTING FUNDAMENTALS FOR FUNDAMENTALS FOR
MANAGERSMANAGERS
University of Management and Technology1901 North Fort Myer Drive
Arlington, VA 22209Voice: (703) 516-0035 Fax: (703) 516-0985
Website: www.umtweb.edu
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Task Force Clip Art Task Force Clip Art included in this electronic included in this electronic presentation is used with presentation is used with
the permission of New the permission of New Vision Technology of Vision Technology of
Nepean Ontario, Canada.Nepean Ontario, Canada.
Visit UMT online at www.umtweb.edu© South-Western 2004Survey of Accounting, 2/e
3 of 31Chapter 12,
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Chapter 12Chapter 12
Differential Analysis and Differential Analysis and Product PricingProduct Pricing
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ACCT125
After studying this After studying this chapter, you should chapter, you should
be able to:be able to:
After studying this After studying this chapter, you should chapter, you should
be able to:be able to:
ContinuedContinuedContinuedContinued
Learning ObjectivesLearning Objectives
1. Prepare a differential analysis report for decisions involvingLeasing or selling equipment.
Discontinuing an unprofitable segment.
Manufacturing or purchasing a needed part.
Replacing usable fixed assets.
Processing further or selling an intermediate product.
Accepting additional business at a special price.
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ACCT125
Learning ObjectivesLearning Objectives
2. Determine the selling price of a product using the total cost concept.
3. Calculate the relative profitability of products in bottleneck production environments.
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ACCT125
1Prepare a differential analysis report.
Learning ObjectiveLearning Objective
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ACCT125
Differential AnalysisDifferential Analysis
1. Leasing or selling equipment
2. Discontinuing an unprofitable segment
3. Manufacturing or purchasing a needed part
4. Replacing usable fixed assets
5. Processing further or selling an intermediate product
6. Accepting additional business at a special price
Differential analysis is used for analyzing:
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Proposal to Lease or Sell EquipmentJune 22, 2006
Differential revenue from alternatives:Revenue from lease $160,000Revenue from sales 100,000 Differential revenue from lease $60,000
Differential cost of alternatives:Repairs, insurance, taxesa $ 35,000Commission expense on sale 6,000 Differential cost of lease 29,000
Net differential income from leasing $31,000
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Proposal to Lease or Sell EquipmentJune 22, 2006
Revenue from lease $160,000 Revenue from sales 100,000 Repairs, insurance, taxes (35,000)Commission expense on sale (6,000)
Totals $125,000 $94,000
Lease Sell
This alternative format separates the two options into columns. The net benefit is the same.
This alternative format separates the two options into columns. The net benefit is the same.
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Proposal to Lease or Sell EquipmentJune 22, 2006
Lease Sell
Revenue from lease $160,000 Revenue from sales 100,000 Repairs, insurance, taxes (35,000)Commission expense on sale (6,000)
Totals $125,000 $94,000
Net benefit from leasingNet benefit from leasing $31,000 $31,000
This analysis indicates that it would be better to lease the equipment rather then sell it. What other factors should be considered?
This analysis indicates that it would be better to lease the equipment rather then sell it. What other factors should be considered?
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Battle Creek Cereal Co.Condensed Income Statement
For the Year Ended August 31, 2006
Bran Corn Toasted Total Flakes Flakes
OatsSales $100,000 $500,000 $400,000 $1,000,000Cost of goods sold:
Variable costs $ 60,000 $220,000 $200,000 $ 480,000Fixed costs 20,000 120,000 80,000 220,000 Total cost of goods sold $ 80,000 $340,000 $280,000 $ 700,000
Gross profit $ 20,000 $160,000 $120,000 $ 300,000Operating expenses:
Variable expenses $ 25,000 $ 95,000 $ 60,000 $ 180,000Fixed expenses 6,000 25,000 20,000 51,000 Total operating expenses $ 31,000 $120,000 $ 80,000 $ 231,000
Income (loss) from operations$ (11,000) $ 40,000 $ 40,000 $ 69,000
Should Bran Flakes be discontinued?Should Bran Flakes be discontinued?
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ACCT125
Battle Creek Cereal Co.Condensed Income Statement
For the Year Ended August 31, 2006
Bran Corn Toasted Total Flakes Flakes
Oats
Differential itemsDifferential items
SalesSales $100,000$100,000 $500,000 $400,000 $1,000,000Cost of goods sold:
Variable costs $ 60,000 $220,000 $200,000 $ 480,000Fixed costs 20,000 120,000 80,000 220,000 Total cost of goods sold $ 80,000 $340,000 $280,000 $ 700,000
Gross profit $ 20,000 $160,000 $120,000 $ 300,000Operating expenses:
Variable expenses $ 25,000 $ 95,000 $ 60,000 $ 180,000Fixed expenses 6,000 25,000 20,000 51,000 Total operating expenses $ 31,000 $120,000 $ 80,000 $ 231,000
Income (loss) from operations$ (11,000) $ 40,000 $ 40,000 $ 69,000
Should Bran Flakes be discontinued?Should Bran Flakes be discontinued?
13 of 31Visit UMT online at www.umtweb.eduChapter 12,
ACCT125
Battle Creek Cereal Co.Condensed Income Statement
For the Year Ended August 31, 2006
Bran Corn Toasted Total Flakes Flakes
Oats
Differential itemsDifferential items
SalesSales $100,000$100,000 $500,000 $400,000 $1,000,000Cost of goods sold:
Variable costsVariable costs $ 60,000$ 60,000 $220,000 $200,000 $ 480,000Fixed costs 20,000 120,000 80,000 220,000 Total cost of goods sold $ 80,000 $340,000 $280,000 $ 700,000
Gross profit $ 20,000 $160,000 $120,000 $ 300,000Operating expenses:
Variable expenses $ 25,000 $ 95,000 $ 60,000 $ 180,000Fixed expenses 6,000 25,000 20,000 51,000 Total operating expenses $ 31,000 $120,000 $ 80,000 $ 231,000
Income (loss) from operations$ (11,000) $ 40,000 $ 40,000 $ 69,000
Should Bran Flakes be discontinued?Should Bran Flakes be discontinued?
14 of 31Visit UMT online at www.umtweb.eduChapter 12,
ACCT125
Battle Creek Cereal Co.Condensed Income Statement
For the Year Ended August 31, 2006
Bran Corn Toasted Total Flakes Flakes
Oats
Differential itemsDifferential items
SalesSales $100,000$100,000 $500,000 $400,000 $1,000,000Cost of goods sold: Variable costsVariable costs $ 60,000$ 60,000 $220,000 $200,000 $ 480,000
Fixed costs 20,000 120,000 80,000 220,000 Total cost of goods sold $ 80,000 $340,000 $280,000 $ 700,000
Gross profit $ 20,000 $160,000 $120,000 $ 300,000Operating expenses:
Variable expensesVariable expenses $ 25,000 $ 25,000 $ 95,000 $ 60,000 $ 180,000Fixed expenses 6,000 25,000 20,000 51,000 Total operating expenses $ 31,000 $120,000 $ 80,000 $ 231,000
Income (loss) from operations$ (11,000) $ 40,000 $ 40,000 $ 69,000If Bran Flakes are discontinued, how would net income be affected?
If Bran Flakes are discontinued, how would net income be affected?
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ACCT125
Battle Creek Cereal Co.Condensed Income Statement
For the Year Ended August 31, 2006
Differential itemsDifferential items Bran Corn Toasted Total Flakes Flakes
OatsSalesSales $100,000$100,000 $500,000 $400,000 $1,000,000Cost of goods sold: Variable costsVariable costs $ 60,000$ 60,000 $220,000 $200,000 $ 480,000
Fixed costs 20,000 120,000 80,000 220,000 Total cost of goods sold $ 80,000 $340,000 $280,000 $ 700,000
Gross profit $ 20,000 $160,000 $120,000 $ 300,000Operating expenses:
Variable expensesVariable expenses $ 25,000 $ 25,000 $ 95,000 $ 60,000 $ 180,000Fixed expenses 6,000 25,000 20,000 51,000 Total operating expenses $ 31,000 $120,000 $ 80,000 $ 231,000
Income (loss) from operations$ (11,000) $ 40,000 $ 40,000 $ 69,000If Bran Flakes are discontinued, $15,000 of net income will be lost and overall net income would be reduced to $54,000.
If Bran Flakes are discontinued, $15,000 of net income will be lost and overall net income would be reduced to $54,000.
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Annual variable costs—present $225,000Annual variable costs—new equip. 150,000Annual differential decrease in cost $ 75,000Number of years applicable x 5Total differential decrease in cost $375,000Proceeds from sale of present equipment 25,000 $400,000Cost of new equipment 250,000Net differential decrease in cost, 5-years $150,000
Annual net differential—new equipment $ 30,000
Proposal to Replace EquipmentNovember 28, 2006
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Proposal to Replace EquipmentNovember 28, 2006
Present NewEquipment Equipment
This analysis indicates that it would be better to replace the existing equipment. What other factors should be considered?
This analysis indicates that it would be better to replace the existing equipment. What other factors should be considered?
Annual variable costs $ 225,000 $150,000 Number of years applicable x 5 x 5 Total variable costs $1,125,000 $750,000 Cost of new equipment 250,000 Less proceeds from sale (25,000) Total costs $1,125,000 $975,000
Net total benefit to replace $150,000 Net annual benefit to replaceNet annual benefit to replace $ 30,000 $ 30,000
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Differential revenue from further processing per batch:Revenue from sale of gasoline [(4,000 gallons - 800 gallons evaporation) x $1.25] $4,000Revenue from sale of kerosene (4,000 gallons x $0.80) 3,200
Differential revenue $800Differential cost per batch:
Additional cost of producing gasoline 650Differential income from further processing gasoline per batch $150
Proposal to Process Kerosene FurtherOctober 1, 2006
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ACCT125
Determine the selling price of a product using the total cost concept.2
Learning ObjectiveLearning Objective
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Setting Normal Product Selling PricesSetting Normal Product Selling Prices
1. Demand-based methods
2. Competition-based methods
1. Total cost concept
2. Product cost concept
3. Variable cost concept
Cost-Plus MethodsCost-Plus Methods
Market MethodsMarket Methods
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Per Unit TotalCost Cost
Cost Structure Example (100,000 units)Cost Structure Example (100,000 units)
Variable Costs:Direct materials $ 3.00 $ 300,000Direct labor 10.00 1,000,000Factory overhead 1.50 150,000Selling and admin. 1.50 150,000
Fixed Costs:Factory overhead .50 50,000Selling and admin. .20 20,000
Total costs $16.70 $1,670,000
Product costs $15.00 $1,500,000
Variable costs $16.00 $1,600,000
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Per Unit TotalCost Cost
Cost Structure Example (100,000 units)Cost Structure Example (100,000 units)
Variable Costs:Direct materials $ 3.00 $ 300,000Direct labor 10.00 1,000,000Factory overhead 1.50 150,000Selling and admin. 1.50 150,000
Fixed Costs:Factory overhead .50 50,000Selling and admin. .20 20,000
Total costs $16.70 $1,670,000
Product costs $15.00 $1,500,000
Variable costs $16.00 $1,600,000
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Per Unit TotalCost Cost
Cost Structure Example (100,000 units)Cost Structure Example (100,000 units)
Variable Costs:Direct materials $ 3.00 $ 300,000Direct labor 10.00 1,000,000Factory overhead 1.50 150,000Selling and admin. 1.50 150,000
Fixed Costs:Factory overhead .50 50,000Selling and admin. .20 20,000
Total costs $16.70 $1,670,000
Product costs $15.00 $1,500,000
Variable costs $16.00 $1,600,000
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Selling Price:Desired profit $ 1.60 $ 160,000Total to markup $ 1.60 $ 160,000Total costs 16.70 1,670,000 Selling price $18.30 $1,830,000
Markup Percentage:Markup amount $1.60 Total costs $16.70
Per Unit Total
Total Cost ConceptTotal Cost Concept
= 9.6%
Only the desired profit is covered in the markup.Only the desired profit is covered in the markup.
=
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Per Unit TotalSelling Price:Desired profit $ 1.60 $ 160,000Total to markup $ 1.60 $ 160,000Total costs 16.70 1,670,000 Selling price $18.30 $1,830,000
Markup Percentage:Markup amount $1.60 Total costs $16.70
Total Cost ConceptTotal Cost Concept
= 9.6%
Markup on total costMarkup on total cost
=
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ACCT125
Calculate the relative profitability of products in bottleneck production environments.3
Learning ObjectiveLearning Objective
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ACCT125
Products—Unit Analysis Small Medium Large
Wrench Wrench Wrench
Sales price $130 $140 $160
Variable cost 40 40 40
Contribution margin $ 90 $100 $120
Profitability Under Production BottlenecksProfitability Under Production Bottlenecks
The process is currently operating at full capacity and is a production bottleneck.
The process is currently operating at full capacity and is a production bottleneck.
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Sales price $130 $140 $160
Variable cost 40 40 40
Contribution margin $ 90 $100 $120
Bottleneck hours 1 4 8
Products—Unit Analysis Small Medium Large
Wrench Wrench Wrench
Profitability Under Production BottlenecksProfitability Under Production Bottlenecks
The number of hours per unit for each product.The number of hours per unit for each product.
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Products—Unit Analysis Small Medium Large
Wrench Wrench Wrench
Profitability Under Production BottlenecksProfitability Under Production Bottlenecks
Contribution after dividing by the bottleneck hours.Contribution after dividing by the bottleneck hours.
Sales price $130 $140 $160
Variable cost 40 40 40
Contribution margin $ 90 $100 $120
Bottleneck hours 1 4 8
Bottleneck contribution $ 90 $ 25 $ 15
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Products—Unit Analysis Small Medium Large
Wrench Wrench Wrench
Sales price $130 $140 $160
Variable cost 40 40 40
Contribution margin $ 90 $100 $120
Bottleneck hours 1 4 8
Bottleneck contribution $ 90 $ 25 $ 15
Profitability Under Production BottlenecksProfitability Under Production Bottlenecks
What price for Product C would equate its profitability to Product A?
What price for Product C would equate its profitability to Product A?
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Products—Unit Analysis Small Medium Large
Wrench Wrench Wrench
Sales price $130 $140 $160 $760
Variable cost 40 40 40 40
Contribution margin $ 90 $100 $120 $720
Bottleneck hours 1 4 8 8
Bottleneck contribution $ 90 $ 25 $ 15 $ 90
Profitability Under Production BottlenecksProfitability Under Production Bottlenecks
A price of $760 will provide the same contribution as Product A.
A price of $760 will provide the same contribution as Product A.