Professional Documents
Culture Documents
COST-VOLUME-PROFIT ANALYSIS:
A MANAGERIAL PLANNING TOOL
DISCUSSION QUESTIONS
1. CVP analysis allows managers to focus on
selling prices, volume, costs, profits, and
sales mix. Many different what-if questions
can be asked to assess the effect of
changes in key variables on profits.
11.
12.
4-1
4-1
ways to increase
decrease costs.
revenue
and/or
4-2
MULTIPLE-CHOICE EXERCISES
41
42
43
44
45
46
47
48
49
Break-even units =
410
$9,000
= 3,000
$15 - $12
$12
= 0.80, or 80%
$15
412
Units to be sold =
$15 - $12
= 0.20, or 20%
$15
($15,000 + $3,600)
= 6,200
($8 - $5)
4-1
4-1
CORNERSTONE EXERCISES
Cornerstone Exercise 413
1. Variable cost per unit = Direct materials + Direct labor
+ Variable factory overhead + Variable selling expense
= $30 + $5 + $12 + $2
= $49
2. Total fixed expense = $14,000 + $15,400 = $29,400
3.
Head-First Company
Contribution Margin Income Statement
For the Coming Year
Sales ($70 5,000 helmets)..................................
Total variable expense ($49 5,000)....................
Total contribution margin.....................................
Total fixed expense................................................
Operating income .................................................
Total
Per Unit
$350,000
245,000
$105,000
29,400
$ 75,600
$70
49
$21
= 1,400 helmets
2.
Head-First Company
Contribution Margin Income Statement
At Break-Even
Sales ($70 1,400 helmets)........................................................
Total variable expense ($49 1,400).........................................
Total contribution margin...........................................................
Total fixed expense.....................................................................
Operating income........................................................................
4-2
4-2
Total
$98,000
68,600
$29,400
29,400
$
0
= 0.70, or 70%
(Price - Variable cost per unit)
Price
($70 - $49)
$70
= 0.30, or 30%
3.
Head-First Company
Contribution Margin Income Statement
For the Coming Year
Percent
of Sales
Sales ($70 5,000 helmets)..................................
Total variable expense ($49 5,000)....................
Total contribution margin.....................................
Total fixed expense................................................
Operating income .................................................
$29,400
0.30
= $98,000
4-3
4-3
$350,000
245,000
$105,000
29,400
$ 75,600
100%
70
30
(Concluded)
Head-First Company
Contribution Margin Income Statement
At Break-Even
Sales..............................................................................................
Total variable expense ($98,000 0.70)....................................
Total contribution margin...........................................................
Total fixed expense.....................................................................
Operating income........................................................................
Total
$98,000
68,600
$29,400
29,400
$
0
Break-even units =
= 5,300 helmets
2.
Head-First Company
Contribution Margin Income Statement
At 5,300 Helmets Sold
Sales ($70 5,300 helmets)........................................................
Total variable expense ($49 5,300).........................................
Total contribution margin...........................................................
Total fixed expense.....................................................................
Operating income........................................................................
= $371,000
4-4
4-4
Total
$371,000
259,700
$111,300
29,400
$ 81,900
(Concluded)
Head-First Company
Contribution Margin Income Statement
At 5,300 Helmets Sold
Sales..............................................................................................
Total variable expense ($371,000 0.70)..................................
Total contribution margin...........................................................
Total fixed expense.....................................................................
Operating income........................................................................
Total
$371,000
259,700
$111,300
29,400
$ 81,900
Product
Bicycle helmet
Motorcycle helmet
Package total
2. Break-even packages
Price
$ 70
220
Unit
Variable
Cost
Unit
Contribution
Margin
Sales
Mix
$21
77
5
1
$ 49
143
Package Unit
Contribution
Margin
$105
77
$182
Fixed cost
$54,600
$182
= 300 packages
Break-even bicycle helmets = Number of packages Sales mix amount
= 300 5
= 1,500
Break-even motorcycle helmets = Number of packages Sales mix amount
= 300 1
= 300
4-5
4-5
(Concluded)
Head-First Company
Contribution Margin Income Statement
At Break-Even
Sales [($70 1,500) + ($220 300)]............................................
Total variable expense [($49 1,500) + ($143 300)]..............
Total contribution margin...........................................................
Total fixed expense.....................................................................
Operating income........................................................................
Total
$171,000
116,400
$ 54,600
54,600
$
0
($570,000 - $388,000)
$570,000
= 0.3193
Break-even sales dollars
$54,600
0.3193
= $170,999
2.
Head-First Company
Contribution Margin Income Statement
At Break-Even Sales Dollars
Sales..............................................................................................
Total variable expense ($170,999 0.6807)..............................
Total contribution margin...........................................................
Total fixed expense.....................................................................
Operating income........................................................................
4-6
4-6
Total
$170,999
116,399
$ 54,600
54,600
$
0
= $75,600
= 1.4
4-7
4-7
EXERCISES
Exercise 424
1. Direct materials............................................................................
Direct labor...................................................................................
Variable overhead........................................................................
Variable selling and administrative expense............................
Unit variable cost.........................................................................
$3.90
1.40
2.10
1.60
$9.00
3. Break-even units =
$7
= 0.4375, or 43.75%
$16
$9
= 0.5625, or 56.25%
$16
($52,000 + $37,950)
= 12,850
($16 - $9)
Exercise 425
1. Unit variable cost = $7.60 0.60 = $4.56
Unit contribution margin = $7.60 $4.56 = $3.04
2. Break-even units =
$349,600
$3.04
= 115,000
4-8
4-8
$205,600
115,650
$ 89,950
89,950
$
0
Exercise 425
(Concluded)
$349,600
= $874,000
0.40
4. Sales..............................................................................................
Less: Variable costs....................................................................
Contribution margin....................................................................
Less: Fixed costs.........................................................................
Operating income........................................................................
$874,000
524,400
$349,600
349,600
$
0
Exercise 426
1. Contribution margin ratio =
Contribution margin
Sales
$18,000
$72,000
= 0.80, or 80%
$90,000
OR
Variable cost ratio = 1 Contribution margin ratio = 1.00 0.20 = 0.80
Fixed cost
$6,900
= $34,500
0.20
4-9
4-9
Exercise 427
1. Sales ($14 27,000).....................................................................
Variable cost ($9.50 27,000).....................................................
Total contribution margin......................................................
Less: Fixed expenses..................................................................
Operating income........................................................................
2. Break-even units =
$378,000
256,500
$121,500
126,000
$ (4,500)
$126,000
= 28,000
($14 - $9.50)
($126,000 + $9,900)
= 30,200
($14 - $9.50)
Exercise 428
1. Break-even units =
=
($131,650 + $18,350)
($2.45 - $1.65)
$150,000
$0.80
= 187,500
2. Unit variable cost includes all variable costs on a unit basis:
Direct materials......................................................................
Direct labor.............................................................................
Variable overhead..................................................................
Variable selling.......................................................................
Unit variable cost...................................................................
$0.27
0.58
0.63
0.17
$1.65
$0.27
0.58
0.63
$1.48
Unit variable cost is used in CVP because it includes all variable costs, not
just manufacturing costs.
4-10
4-10
Exercise 428
(Concluded)
= 203,250
4. Sales revenue to earn $12,600 = 203,250 $2.45 = $497,962.50
Exercise 429
1. Break-even units =
($231,650 + $315,390)
= 208,000
($6.28 - $3.65)
380,000
(208,000)
172,000
Exercise 430
Sales
Total variable costs
Total contribution margin
Total fixed costs
Operating income (loss)
A
$15,000
5,000
$10,000
9,500*
$ 500
Units sold
Price per unit
Variable cost per unit
Contribution margin per unit
Contribution margin ratio
Break even in units
3,000*
$5.00
$1.67*
$3.33*
67%*
2,853*
B
$15,600*
11,700
$ 3,900
4,000
$ (100)*
1,300
$12*
$9
$3
25%*
1,333*
C
$16,250*
9,750
$ 6,500*
6,136*
$ 364
D
$10,600
5,300*
$ 5,300*
4,452
$ 848
125
$130
$78*
$52*
40%
118*
1,000
$10.60*
$5.30*
$5.30*
50%*
840*
4-11
4-11
Exercise 431
$141,750
$63,000
= $114,545 (rounded to the nearest
0.55
dollar)
Sales..............................................................................................
Less: Variable cost ($114,545 0.45)........................................
Contribution margin...............................................................
Less: Fixed cost...........................................................................
Operating income...................................................................
$114,545
51,545
$ 63,000
63,000
$
0
4. Expected sales.............................................................................
Break-even sales.........................................................................
Margin of safety......................................................................
$315,000
114,545
$200,455
5. Sales revenue...............................................................................
Break-even sales.........................................................................
Margin of safety......................................................................
$280,000
114,545
$165,455
4-12
4-12
Exercise 432
1. Sales mix is 2:1 (twice as many DVDs are sold as equipment sets).
2.
Product
Price
DVDs
Equipment sets
Total
$12
15
Break-even packages =
Variable
Cost
=
CM
$4
6
$8
9
Sales
Mix
2
1
Total
CM
$16
9
$25
$70,000
= 2,800
$25
Exercise 433
1. Sales mix is 2:1:4 (twice as many DVDs will be sold as equipment sets, and
four times as many yoga mats will be sold as equipment sets).
2.
Product
Price
DVDs
Equipment sets
Yoga mats
Total
$12
15
18
Break-even packages =
Variable
Cost
=
CM
$4
6
13
$118,350
$45
$8
9
5
= 2,630
4-13
4-13
Sales
Mix
2
1
4
Total
CM
$16
9
20
$45
Exercise 433
(Concluded)
3.
Switzer Company
Income Statement
For the Coming Year
Sales..............................................................................................
Less: Total variable costs...........................................................
Contribution margin...............................................................
Less: Total fixed costs................................................................
Operating income...................................................................
$555,000
330,000
$225,000
118,350
$106,650
$225,000
$118,350
= $292,222
0.405
Exercise 434
1. Sales mix is 3:5:1 (three times as many small basics will be sold as carved
models, and five times as many large basics will be sold as carved models).
2.
Product
Price
Small basic
Large basic
Carved model
Total
$120
200
350
Break-even packages =
Variable
Cost
=
$ 70
150
275
CM
$50
50
75
$446,500
= 940
$475
4-14
4-14
Sales
Mix
3
5
1
Total
CM
$150
250
75
$475
Exercise 434
(Concluded)
3.
Sonora Company
Income Statement
For the Coming Year
Sales..............................................................................................
Less: Total variable costs...........................................................
Contribution margin...............................................................
Less: Total fixed costs................................................................
Operating income...................................................................
$17,100,000
12,350,000
$ 4,750,000
446,500
$ 4,303,500
$4,750,000
$446,500
= $1,607,271
0.2778
Exercise 435
$35,000
$30,000
$ Profit
$25,000
$20,000
$15,000
$10,000 X
$5,000
$0
0
500
1,000
1,500
2,000
2,500
3,000
3,500
Units Sold
Break-even point = 2,500 units; + line is total revenue, and x line is total
cost.
4-15
4-15
Exercise 435
X
$35,000
$30,000
$25,000
$ Profit
2.
(Continued)
$20,000
$15,000X
$10,000
$5,000
$0
0
500
1,000
1,500
2,000
2,500
Units Sold
4-16
4-16
3,000
3,500
4,000
Exercise 435
$50,000
$40,000
$ Profit
2.
(Continued)
$30,000
$20,000
$10,000
$0
0
500
1,000
1,500
2,000
Units Sold
Break-even point = 3,333 units
4-17
4-17
2,500
3,000
3,500
4,000
Exercise 435
$50,000
$40,000
$ Profit
2.
(Continued)
$30,000
$20,000
$10,000
$0
0
500
1,000
1,500
2,000
Units Sold
4-18
4-18
2,500
3,000
3,500
4,000
Exercise 435
2.
(Concluded)
$ Profit
$50,000
$40,000
$30,000
$20,000 X
$10,000
$0
0
1,000
2,000
3,000
4,000
Units Sold
Exercise 436
1. Unit contribution margin =
Break-even units =
$486,000
18,000
$540,000
$27
= $27
= 20,000 units
$27
= 0.45, or 45%
$60
$540,000
= $1,200,000
0.45
4-19
4-19
5,000
6,000
7,000
Exercise 437
1. Break-even sales dollars =
$916,650
= $1,580,431
0.58 *
$1,305,000
= 0.58, or 58%
= $388,350
= 3.36
4-20
4-20
Exercise 438
1.
Product
Vases
Figurines
Total
Price
$40
70
Break-even packages =
Variable
Cost
=
$30
42
CM
$10
28
Sales
Mix
2
1
Package
=
CM
$20
28
$48
$30,000
= 625
$48
Price
$40
70
Break-even packages =
Variable
Cost
=
$30
42
CM
$10
28
$35,260
= 410
$86
4-21
4-21
Sales
Mix
3
2
Package
=
CM
$30
56
$86
Exercise 439
1.
$6,720,000
350,000
= $19.20
$4.80
$24.00
$1,512,000
$4.80
$1,680,000
350,000
= $4.80
= 0.20, or 20%
= 315,000
$1,512,000
= $7,560,000
0.20
OR
Break-even sales dollars = 315,000 $24 = $7,560,000
2. Units for target income =
($1,512,000 + $300,000)
= 377,500
$4.80
= 10.0
4-22
4-22
PROBLEMS
Problem 440
1. Break-even units =
Fixed cost
(Price - Unit variable cost)
$716,800
($20 - $12)
$716,800
$8
= 89,600 units
2. Units for target profit =
=
($716,800 + $640,000)
$8
$1,356,800
$8
= 169,600 units
3. Contribution margin ratio =
$8
= 0.40
$20
With additional sales of $50,000, the additional profit would be 0.40 $50,000 =
$20,000.
4. Current units =
$2,480,000
= 124,000 units
$20
Margin of safety in units = 124,000 89,600 = 34,400 units
4-23
4-23
Problem 441
1. Break-even units =
Fixed cost
(Price - Unit variable cost)
$96,000
($10 - $5)
= 19,200 units
2. Break-even units =
($96,000 - $13,500)
($10 - $5)
= 16,500 units
3. The reduction in fixed costs reduces the break-even point because less
contribution margin is needed to cover the new, lower fixed costs. Operating
income goes up, and the margin of safety also goes up.
Problem 442
1. Unit contribution margin =
Break-even point =
$1,920,000
128,000
$1,000,000
$15
= $15
= 66,667 units
$15
= 0.3
$50
$1,000,000
= $3,333,333
0.3
OR
= $50 66,667 = $3,333,350 (rounded)
Note: Difference in break-even sales due to rounding.
2. Increased contribution margin ($1,000,000 0.3)....................
Less: Increased advertising expense........................................
Increased profit......................................................................
4-24
4-24
$300,000
100,000
$200,000
Problem 442
(Concluded)
$1,920,000
$920,000
Problem 443
1. Sales mix:
Squares:
$300,000
$30
Circles:
$2,500,000
$50
Product
Price
Squares
Circles
Package
$30
50
$100,000
* 10,000
$500,000
50,000
= 10,000 units
= 50,000 units
Variable
Cost* =
$10
10
Contribution
Margin
$20
40
= $10
= $10
Break-even packages =
$1,628,000
$220
= 7,400 packages
4-25
4-25
Sales
Mix =
1
5
Total
CM
$ 20
200
$220
Problem 443
(Concluded)
2. New mix:
Product
Price
Squares
Circles
Package
$30
50
Break-even packages =
Variable
Cost* =
Contribution
Margin
$10
10
$1,628,000
$260
$20
40
Sales
Mix =
3
5
Total
CM
$ 60
200
$260
= 6,262 packages
$ 500,000
(200,000)
$ 300,000
245,000
$ 55,000
Gosnell would gain $55,000 by increasing advertising for the squares. This
is a good strategy.
Problem 444
1. Break-even units =
$58,500
= 650,000
($0.36 - $0.27)
($58,500 + $36,000)
($0.36 - $0.27)
= 1,050,000
4-26
4-26
$298,800
224,100
$ 74,700
58,500
$ 16,200
Problem 444
(Concluded)
Problem 445
$302,616
$150,000
= $277,778
0.54
283,562
$332,878
$332,878
$150,000
= $294,118
0.51
4-27
4-27
Problem 445
(Concluded)
$302,616
326,604
$ 23,988
Problem 446
1. Revenue =
=
Fixed cost
(1 - Variable rate)
$150,000
(1/3)
= $450,000
2. Of total sales revenue, 60 percent is produced by floor lamps and 40 percent
by desk lamps.
$360,000
$30
= 12,000 units
$240,000
$20
= 12,000 units
4-28
4-28
Problem 446
(Concluded)
Product
Price
Floor lamps
Desk lamps
Package
$30
20
Variable
Cost
=
Contribution
Margin
Sales
Mix =
Total
CM
$10.00
6.67
1
1
$10.00
6.67
$16.67
$20.00
13.33
Number of packages =
=
Fixed cost
(Price - Variable cost)
$150,000
$16.67
= 8,998 packages
Floor lamps: 1 8,998 = 8,998
Desk lamps: 1 8,998 = 8,998
3. Operating leverage =
Contribution margin
Operating income
$200,000
= $50,000
= 4.0
Problem 447
1.
CM
CM ratio
Door Handles
Trim Kits
$12 $9 = $3
$3/$12 = 0.25
$8 $5 = $3
$3/$8 = 0.375
2. Contribution margin:
($3 20,000) + ($3 40,000)
Less: Fixed costs
Operating income
$180,000
146,000
$ 34,000
4-29
4-29
Problem 447
(Concluded)
$12
8
$9
5
Break-even packages
CM
$3
3
Sales Mix
1
2
Total CM
$3.00
6.00
$9.00
$146,000
= 16,222
$9
$560,000
350,000
$210,000
111,000
$ 99,000
Yes, operating income is $65,000 higher than when both door handles and trim
kits are sold.
Problem 448
1. Break-even units =
$406,000
* 29,000
$300,000
= 21,429
$14*
= $14
$300,000
(1/3)
= $900,000
$1,218,000
29,000
= $42
4-30
4-30
Problem 448
(Concluded)
$550,000
= 23,810
$23.10*
* 29,000
$669,900
** $1,218,000
$550,000
= $1,000,000
0.55**
= $23.10
= 55%
Problem 449
1. Variable cost ratio
Variable costs
Sales
$353,400
= 0.62, or 62%
2. Break-even sales revenue =
3. Margin of safety
$310,000
= $500,000
0.62
4-31
4-31
Problem 449
(Concluded)
Problem 450
1.
2.
$160,000
= 128,000
($3.50 - Unit variable cost)
Problem 451
1. Contribution margin per unit = $5.60 $4.20*
= $1.40
*Variable costs per unit:
$0.70 + $0.35 + $1.85 + $0.34 + $0.76 + $0.20 = $4.20
Contribution margin ratio =
2. Break-even in units =
$1.40
$5.60
= 0.25
($32,300 + $12,500)
= 32,000 boxes
$1.40
($32,300 + $12,500)
= $179,200
0.25
4-32
4-32
Problem 451
(Concluded)
$196,000
147,000
$ 49,000
44,800
$ 4,200
$44,800
= 22,400 boxes
($6.20 - $4.20)
Problem 452
1. Company A:
$100,000
$50,000
=2
Company B:
$300,000
$50,000
=6
2.
Company A
Company B
X=
$50,000
(1 - 0.8)
X=
$250,000
(1 - 0.4)
X=
$50,000
0.2
X=
$250,000
0.6
X = $250,000
X = $416,667
Company B must sell more than Company A to break even because it must
cover $200,000 more in fixed costs (it is more highly leveraged).
4-33
4-33
Problem 452
(Concluded)
3. Company A:
2 50% = 100%
Company B:
6 50% = 300%
Problem 453
1. Contribution margin ratios:
$23,910
$20,330
= $37,031
0.549
$13,800
= $24,599
0.561
3. Margin of safety:
May of current year = $43,560 $37,031 = $6,529
May of prior year = $41,700 $24,599 = $17,101
4. Clearly, the sharp rise in fixed costs from the prior year to the current year has
had a strong impact on the break-even point and the margin of safety. Kicker
will need to ensure that tight cost control is exercised since the margin of
safety is much slimmer. Still, the decision to go with the OEM investment
program could pay large dividends in the future. Note that the margin of safety
and break-even point give the company important information on the potential
risk of the venture but do not tell it the upside potential.
4-34
4-34
CASES
Case 454
1. Let X be a package of 3 Grade I cabinets and 7 Grade II cabinets.
0.3X($3,400) + 0.7X($1,600) = $1,600,000
X = 748 packages
Grade I: 0.3 748 = 224 units
Grade II: 0.7 748 = 524 units
2.
Product
I
II
Package
Price
Variable
Cost =
$ 3,400
1,600
21,400
$ 2,686
1,328
17,354
$ 95,000
95,000
35,000
$225,000
$225,000
$4,046
Contribution
Margin
$714
272
= 56 packages
Grade I: 3 56 = 168
Grade II: 7 56 = 392
4-35
4-35
Sales
Mix =
Total
CM
3
7
$2,142
1,904
$4,046
Case 454
(Continued)
3.
Product
I
II
Package
Price
$ 3,400
1,600
21,400
Variable
Cost =
Contribution
Margin
$ 2,444
1,208
15,788
$956
392
Sales
Mix =
3
7
Total
CM
$2,868
2,744
$5,612
$73,602
44,000
$29,602
($225,000 + $44,000)
= 48 packages
$5,612
Grade I: 3 48 = 144
Grade II: 7 48 = 336
If the new break-even point is interpreted as a revised break-even point for the
current year, then total fixed costs must be reduced by the contribution
margin already earned (through the first five months) to obtain the units that
must be sold for the last seven months. These units would then be added to
those sold during the first five months:
Contribution margin earned = $600,000 (83* $2,686) (195* $1,328)
= $118,102
*224 141 = 83; 524 329 = 195
X=
From the first five months, 28 packages were sold (83/3 or 195/7). Thus, the
revised break-even point is 55 packages (27 + 28)in units, 165 of I and 385 of
II.
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Case 454
(Concluded)
4.
Product
I
II
Package
Price
$3,400
1,600
Variable
Cost =
Contribution
Margin
$2,686
1,328
$714
272
Sales
Mix =
1
1
Total
CM
$714
272
$986
= $1,300,000
= 260 packages
Thus, 260 units of each cabinet will be sold during the rest of the year.
Effect on profits:
Change in contribution margin:
$714(260 141) $272(329 260)
$66,198
40,833
$25,365
X =
=
Fixed cost
(Price - Variable cost)
$295,000
$986
($295,000 - $118,102)
$986
$176,898
$986
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Case 455
1. Break-even point =
2.
Fixed expense
(Price - Varible cost)
First process:
$100,000
= 5,000 cases
($30 - $10)
Second process:
$200,000
= 8,333 cases
($30 - $6)
Income
X($30 $10) $100,000
$20X $100,000
$100,000
X
=
=
=
=
=
The manual process is more profitable if sales are less than 25,000 cases; the
automated process is more profitable at a level greater than 25,000 cases. It is
important for the manager to have a sales forecast to help in deciding which
process should be chosen.
3. The right to decide which process should be chosen belongs to the divisional
manager. Danna has an ethical obligation to report the correct information to
her superior. By altering the sales forecast, Danna unfairly and unethically
influenced the decision-making process. Managers certainly have a moral
obligation to assess the impact of their decisions on employees, and every
effort should be taken to be fair and honest with employees. Dannas behavior,
however, is not justified by the fact that it helped a number of employees
retain their employment. First, Danna had no right to make that decision.
Danna certainly has the right to voice her concerns about the impact of
automation on the employees well-being. In so doing, perhaps the divisional
manager would come to the same conclusion even though the automated
system appears to be more profitable. Second, the choice to select the manual
system may not be the best for the employees anyway. The divisional
manager may possess more information, making the selection of the
automated system the best alternative for all concerned, provided the sales
volume justifies its selection. For example, if the automated system is viable,
the divisional manager may have plans to retrain and relocate the displaced
workers in better jobs within the company. Third, her motivation for altering
the forecast seems more driven by her friendship with Jerry Johnson than any
legitimate concerns for the layoff of other employees. Danna should examine
her reasoning carefully to assess the real reasons for her behavior. Perhaps in
so doing, the conflict of interest that underlies her decision will become
apparent.
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