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BA 528 Financial and Cost Analysis

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You've got a lot of choices. If getting out of bed in the morning is a chore and you're not
smiling on a regular basis, try another choice.
--Steven D. Woodhull
Kyle Richaiu
BA S28
Case 1u
Bue: Novembei 16, 2uu9

1
1. 0se the oveiheau cost activity analysis in Exhibit S anu othei uata on
manufactuiing costs to estimate piouuct costs foi values, pumps anu flow
contiolleis.
The Total Costunits aie:
valves: $S7.7S
Pumps: $48.u7
Flow Contiolleis: $1uu.S7

Product Costs/unit Valves Pumps
Flow
Controllers
Material $16.00 $20.00 $22.00
Direct Labor $4.00 $8.00 $6.40
Machine Depreciation $12.50 $12.50 $5.00
Setup Labor $0.02 $0.05 $0.48
Receiving $0.08 $0.31 $3.88
Materials Handling $0.83 $3.10 $38.76
Engineering $2.67 $1.60 $12.50
Packing and Shipping $0.27 $1.12 $11.00
Maintenance $1.39 $1.39 $0.56
Total Cost/unit $37.75 $48.07 $100.57

2. Compaie the estimateu costs you calculate to existing stanuaiu unit costs
(Exhibit S) anu ieviseu unit costs (Exhibit 4). What causes the uiffeient
piouuct costing methous to piouuce such uiffeient iesults.
Biffeient piouuct costing piouuces such uiffeient iesults because the
allocation of oveiheau costs changes with each methou. In stanuaiu
baseu costing, the allocation of oveiheau is uone baseu on peicentage
of uiiect laboi, iegaiuless if one has moie engineeiing time spent on it
(such as foi flow contiolleis). Reviseu unit costing is allocating costs
foi some, but not all of the oveiheau. Activity baseu costing is moie
iepiesentational of the costs to piouuce an item because all the cost
aie accounteu foi on a pei item basis baseu on usage of each iesouice.






S. What aie stiategic implication of youi analysis. What actions woulu you
iecommenu to the manageis at Bestin Biass Piouucts Co.
The stiategic implications of the analysis aie that Bestin Biass
Piouucts is actually selling the flow contiolleis at a loss anu even
thiough they the piices on pumps keep loweiing, they aie making a
4u% gioss maigin cuiiently. Theii flow contiolleis aie unueivalueu
in the maiket, which explains why they coulu inciease piices with out
Valves Pumps Flow Controllers
Activity Based Costing $37.75 $48.07 $100.57
Standard Unit Costing $37.55 $63.10 $56.48
Revised Unit Costing $49.00 $58.95 $47.97
2
seeing any change in uemanu. It also explains why the piices keep
loweiing on pumps. Theie is a $1S uiffeience between wheie the
stanuaiu unit costing anu activity baseu costing places the suggesteu
maiket value. The company can continue to lowei theii piices on
pumps until they ieach $7S.9S, which is SS% gioss maigin.

Activity Based Costing $37.75 $48.07 $100.57
Planned GM (%) 35.0% 35.0% 35.0%
Actual Selling Price $57.78 $81.26 $97.07
Actual GM (%) 34.66% 40.84% -3.61%
Suggested Selling Point
(to keep 35% GM)
$58.08 $73.95 $154.72


4. Assume that inteiest in a new basis foi cost accounting at Bestin Biass
Piouucts iemains high. In the following month, quantities piouuceu anu
solu, activities, anu costs weie all at stanuaiu. Bow much highei oi lowei
with the net income iepoiteu unuei the activity-tiansaction-baseu system be
than the net income that will be iepoiteu unuei the piesent
Theie woulu be no change in oveiall net income, although theie
woulu be change in the net income pei item. Biffeient costing
methous uo not change amount eaineu oi iealizeu, they only the way
of iepoiting costs. Although if the company wisheu to iemain selling
at a gioss maigin of SS%, theii net income woulu change because
theii selling point woulu change. The suggesteu selling points foi
SS% gioss maigin aie listeu in question S. This woulu iesult in an
inciease in net income of $1S1,94u.Su. If the company wisheu to keep
theii cuiient maigins on top of theii ieviseu unit costing, this woulu
iesult in a net income inciease of $7S,29u.22.

Total
Std. Qty Sold 7500 12500 4000
Std. Price $57.78 $81.26 $97.07
Std. Unit Cost $37.56 $63.12 $56.50
Std. Net Income $151,650.00 $226,750.00 $162,280.00 $540,680.00
35% GM ABC Price $58.08 $73.95 $154.72
35% GM ABC Unit Cost $37.75 $48.07 $100.57
35% GM ABC Net
Income $152,459.21 $323,546.34 $216,614.96 $692,620.50
Actual GM from Last
Month 35.0% 22.3% 41.8%
Actual GM Price $58.08 $61.88 $172.79
Actual GM Net Income $152,424.33 $172,684.00 $288,861.89 $613,970.22

Exhibit 6
Question 1
Product Costs/unit Valves Pumps Flow Controllers
Material 16.00 $ 20.00 $ 22.00 $
Direct Labor 4.00 $ 8.00 $ 6.40 $
Machine Depreciation 12.50 $ 12.50 $ 5.00 $
Setup Labor 0.02 $ 0.05 $ 0.48 $
Receiving 0.08 $ 0.31 $ 3.88 $
Materials Handling 0.83 $ 3.10 $ 38.76 $
Engineering 2.67 $ 1.60 $ 12.50 $
Packing and Shipping 0.27 $ 1.12 $ 11.00 $
Maintenance 1.39 $ 1.39 $ 0.56 $
Total Cost/unit 37.75 $ 48.07 $ 100.57 $
Planned GM (%) 35.0% 35.0% 35.0%
Last Month
Actual Selling Price 57.78 $ 81.26 $ 97.07 $
Actual GM (%) 34.7% 40.8% -3.6%
Question 2
Valves Pumps Flow Controllers
Activity Based Costing 37.75 $ 48.07 $ 100.57 $
Standard Unit Costing 37.55 $ 63.10 $ 56.48 $
Revised Unit Costing 49.00 $ 58.95 $ 47.97 $
Question 3
Activity Based Costing 37.75 $ 48.07 $ 100.57 $
Planned GM (%) 35.0% 35.0% 35.0%
Actual Selling Price 57.78 $ 81.26 $ 97.07 $
Actual GM (%) 34.66% 40.84% -3.61%
Question 4
Total
Std. Qty Sold 7500 12500 4000
Std. Price 57.78 $ 81.26 $ 97.07 $
Std. Unit Cost 37.56 $ 63.12 $ 56.50 $
Std. Net Income 151,650.00 $ 226,750.00 $ 162,280.00 $ 540,680.00 $
35% GM ABC Price 58.08 $ 73.95 $ 154.72 $
35% GM ABC Unit Cost 37.75 $ 48.07 $ 100.57 $
35% GM ABC Net Income 152,459.21 $ 323,546.34 $ 216,614.96 $ 692,620.50 $
Actual GM from Last Month 35.0% 22.3% 41.8%
Actual GM Price 58.08 $ 61.88 $ 172.79 $
Actual GM Net Income 152,424.33 $ 172,684.00 $ 288,861.89 $ 613,970.22 $
154.72 $
Suggested Selling Point (to
keep 35% GM)
58.08 $ 73.95 $
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C
1. Revenue hours represent the key activity that drives costs at Salem Data
Services. Which expenses in Exhibit 2 are variable with respect to revenue
hours? Which expenses are fixed with respect to revenue hours?
The expenses that are variable with respect to revenue hours are: Power,
hourly staff, Sales promotion, & corporate services.

The expenses that are fixed with respect to revenue hours are: Rent,
custodial services, computer leases, office equipment, maintenance,
salaried staff, systems development, Administration & sales.

2. For each expense that is variable with respect to revenue hours, calculate the cost
per revenue hour.
See attached Exhibit 6

3. Create a contribution margin income statement for Salem Data Services. Assume
that intra-company usage is 205 hours. Assume commercial usage is at the March
level.
See attached Exhibit 4, bottom of page

4. Assuming the intra-company demand for service will average 205 hours per
month, what level or commercial revenue hours of computer use would be
necessary to break even each month?
182 commercial hours. 387 total revenue hours. See attached Exhibit 4,
scenario 1 for further details.

5. Estimate the effect on income of each of the options Flores has suggested if Wu
estimates as follows:
i. Increasing Price to commercial customers to $1,000 per hours would
reduce demand by 30%
Scenario 2
Commercial hours required: 141.5
Additional revenue required to break even: $141,452
See exhibit 5

ii. Reducing the price to commercial customers to $600 per hours would
increase demand by 30%
Scenario 3
Commercial hours required: 254.0
Additional revenue required to break even: $152,372
See exhibit 5





"


iii. Increased promotion would increase revenue hours by up to 30%. Wu is
unsure how much promotion this would take. (How much could be spent
and still leave SDS with no reported loss each month if commercial hours
were increased 30%?)
Scenario 4
Sales Promotion: $9631.40. Increase of $1,548.40 from March
Commercial hours required: 179.4
Additional revenue required to break even: $143,520
See exhibit 5

6. Based on you analysis above, is SDS really a problem to Salem Telephone
Company (STC)? What should Flores do about SDS?
Based on my analysis (preformed with a variable cost averaged
from Q1), while SDS is currently loosing Salem Telephone money and
causing problems, they are not a large problem to STC. Looking at
exhibit 5s break-even analysis, they are only utilizing 67% of the total
available hours and have a potential additional net revenue of $132,773 if
they were to capitalize on all the available hours. Even in the other
scenarios the max utilization is only 80%. The company has the potential
to become profitable, although it seems their profitability problems might
lie in their management.
Scenario 2 would not work because the company did not generate
the amount of hours needed per month to break even in the previous
quarters. The highest that the company achieved was 138, which it needs
142 to break even in scenario 2. If looking at March commercial hours,
the 30% drop that an increase in price would bring the hours down to 97,
well shy of the 142 needed.
Scenario 3 also wouldnt be successful because it would need an
84% increase in commercial hours from March. In addition, adding a 30%
increase to the March commercial hours would still fall 20 hours short of
the break-even point.
For the above reason I believe that Flores should increase
promotion for the company. This scenario would set the break-even hours
at 179.4 for the month. A decrease in the break-even hours calculated for
March. In addition, the company would be only be spending
approximately $2,000 more that month then in the month of March.


Exhibit 3
January February March
Intracompany Sales Intracompany Sales $ 82,400 $ 72,400 $ 89,200
Commercial Sales Commercial Sales $ 98,400 $ 108,000 $ 110,400
Total Rev $ 180,800 $ 180,400 $ 199,600
Rent $ 8,000 $ 8,000 $ 8,000
Custodial Serv $ 1,240 $ 1,240 $ 1,240
Computer Leases $ 95,000 $ 95,000 $ 95,000
Maintenance $ 5,400 $ 5,400 $ 5,400
Depreciation
Computer Equip Computer Equip $ 25,500 $ 25,500 $ 25,500
Office Equip $ 680 $ 680 $ 680
Power $ 1,546 $ 1,485 $ 1,697
Salaried Staff $ 21,600 $ 21,600 $ 21,600
Hourly Staff $ 7,896 $ 7,584 $ 8,664
Systems development Systems development $ 12,000 $ 12,000 $ 12,000
Admin $ 9,000 $ 9,000 $ 9,000
Sales $ 11,200 $ 11,200 $ 11,200
Sales Promotion $ 7,909 $ 7,039 $ 8,083
Corporate Services Corporate Services $ 15,424 $ 15,359 $ 15,236
Total Expenses $ 222,395 $ 221,087 $ 223,300
Net Income (loss) Net Income (loss) $ (41,595) $ (40,687) $ (23,700)
# Wk-day Hours 528 480 552
# Wk-end hours 40 32 32
Total hours available Total hours available 568 512 584
Total hours sold
Intracompany 206 181 223
Commercial 123 135 138
Total Revenue Hours Total Revenue Hours 329 316 361
Hours available 239 196 223
Total Hour Utilization Total Hour Utilization 57.92% 61.72% 61.82%
Total Additional Revenue Available Total Additional Revenue Available $ 191,200 $ 156,800 $ 178,400
Average company hours per month Average company hours per month 576
Exhibit 4 January February March Increase Promo
Fixed costs
Rent $ 8,000 $ 8,000 $ 8,000 $ 8,000
Custodial Serv Custodial Serv $ 1,240 $ 1,240 $ 1,240 $ 1,240
Computer Equip Computer Equip $ 25,500 $ 25,500 $ 25,500 $ 25,500
Computer Leases Computer Leases $ 95,000 $ 95,000 $ 95,000 $ 95,000
Office Equip Office Equip $ 680 $ 680 $ 680 $ 680
Maintenance $ 5,400 $ 5,400 $ 5,400 $ 5,400
Salaried Staff Salaried Staff $ 21,600 $ 21,600 $ 21,600 $ 21,600
Systems development Systems development $ 12,000 $ 12,000 $ 12,000 $ 12,000
Admin $ 9,000 $ 9,000 $ 9,000 $ 9,000
Sales $ 11,200 $ 11,200 $ 11,200 $ 11,200
Total Fixed Cost Total Fixed Cost $ 189,620 $ 189,620 $ 189,620 $ 189,620
Variable Costs Variable Costs
Power $ 1,546 $ 1,485 $ 1,697 $ 1,807
Hourly Staff $ 7,896 $ 7,584 $ 8,664 $ 9,226
Sales Promotion Sales Promotion $ 7,909 $ 7,039 $ 8,083 $ 9,631.40
Corporate Services Corporate Services $ 15,424 $ 15,359 $ 15,236 $ 15,236
Total Variable Cost Total Variable Cost $ 32,775 $ 31,467 $ 33,680 $ 35,900
Variable Cost per Rev. Hour Variable Cost per Rev. Hour $ 99.62 $ 99.58 $ 93.30 $ 93.39
Average Variable cost/hr Average Variable cost/hr $ 97.50 (average of January-March) (average of January-March)
Contribution Margin Income Statement Contribution Margin Income Statement Contribution Margin Income Statement
Sales $ 192,400.00
Variable Costs Variable Costs
Power $ 1,807
Hourly Staff $ 9,226
Sales Promotion Sales Promotion $ 9,631
Corporate Services Corporate Services $ 15,236
Total Variable Total Variable $ 35,900
Contribution Margin Contribution Margin $ 156,500 81.34%
Fixed Costs
Rent $ 8,000
Custodial Serv Custodial Serv $ 1,240
Computer Equip Computer Equip $ 25,500
Computer Leases Computer Leases $ 95,000
Office Equip Office Equip $ 680
Maintenance $ 5,400
Salaried Staff Salaried Staff $ 21,600
Systems development Systems development $ 12,000
Admin $ 9,000
Sales $ 11,200
Total Fixed Costs Total Fixed Costs $ 189,620
Net Income (Loss) Net Income (Loss) $ (33,120.00)
Exhibit 5
Scenario Number Scenario Number 1 2 3 4
Rate up/ 30%
Demand Down
Rate Dn / 30%
Demand up
Increase in Promo /
w March Figures Break Even
Rate up/ 30%
Demand Down
Rate Dn / 30%
Demand up
Increase in Promo /
w March Figures
Intra Company Rate Intra Company Rate $ 400 $ 400 $ 400 $ 400
Intra Company Hours Intra Company Hours 205 205 205 205
Intra Company Billing Intra Company Billing $ 82,000 $ 82,000 $ 82,000 $ 82,000
Commercial Rate Commercial Rate $ 800 $ 1,000 $ 600 $ 800
Commercial Hours Commercial Hours 182 142 254 179.4
Commercial Billings Commercial Billings $ 145,600 $ 142,000 $ 152,400 $ 143,520
Total Revenue Total Revenue $ 227,600 $ 224,000 $ 234,400 $ 225,520
Total Fixed Costs Total Fixed Costs $ 189,620 $ 189,620 $ 189,620 $ 189,620
Avg. Variable Cost Avg. Variable Cost $ 37,732 $ 33,832 $ 44,752 $ 35,900
Total Expenditures Total Expenditures $ 227,352 $ 223,452 $ 234,372 $ 225,520
Net Revenue $ 248.07 $ 548.01 $ 28.18 $ 0.000000
Break Even Hours Break Even Hours 387 347 459 384.4
Total Hour Utilization Total Hour Utilization 67.19% 60.24% 79.69% 66.74%
Additional Hours Available Additional Hours Available 189 229 117 191.6
Additional Net Rev. Available Additional Net Rev. Available $ 132,773 $ 206,673 $ 58,793 $ 135,386
Fixed costs covered by IC Sales Fixed costs covered by IC Sales $ 82,000 $ 82,000 $ 82,000 $ 82,000
Fixed Costs Remaining Fixed Costs Remaining $ 107,620 $ 107,620 $ 107,620 $ 107,620
Commercial Revenue Req'd to
Break Even (fixed & variable costs)
Commercial Revenue Req'd to
Break Even (fixed & variable costs)
$ 145,352 $ 141,452 $ 152,372 $ 143,520
Commercial Revenue Req'd to
Break Even (fixed & variable costs)
Commercial Revenue Req'd to
Break Even (fixed & variable costs)
$ 145,352 $ 141,452 $ 152,372 $ 143,520
# of Commercial Hrs Required # of Commercial Hrs Required 181.7 141.5 254.0 179.4
Revenue per Hour Revenue per Hour $ 588.11 $ 645.53 $ 510.68 $ 586.68
Increase (decrease) in commercial
hrs from March
Increase (decrease) in commercial
hrs from March
31.88% 2.90% 84.06% 30.00%
Increase (decrease) in commercial
hrs from March
Increase (decrease) in commercial
hrs from March
31.88% 2.90% 84.06% 30.00%
March Hours with potential
increase or decrease applied
March Hours with potential
increase or decrease applied
0 96.60 234.60 179.40
March Hours with potential
increase or decrease applied
March Hours with potential
increase or decrease applied
0 96.60 234.60 179.40
Description of column Description of column Break even
analysis using
averaged
variable cost
for the quarter.
If commercial rates
increased by $200 it
would cause a 30%
drop in demand.
Break even hours
given
If Commercial rates
went down by $200
it would cause 30%
increase in demand.
Break even hours
given
Promotion was
increased to max (to
still break even)
which would
increase sales by 30%
Description of column Description of column Break even
analysis using
averaged
variable cost
for the quarter.
If commercial rates
increased by $200 it
would cause a 30%
drop in demand.
Break even hours
given
If Commercial rates
went down by $200
it would cause 30%
increase in demand.
Break even hours
given
Promotion was
increased to max (to
still break even)
which would
increase sales by 30%
Description of column Description of column Break even
analysis using
averaged
variable cost
for the quarter.
If commercial rates
increased by $200 it
would cause a 30%
drop in demand.
Break even hours
given
If Commercial rates
went down by $200
it would cause 30%
increase in demand.
Break even hours
given
Promotion was
increased to max (to
still break even)
which would
increase sales by 30%
Description of column Description of column Break even
analysis using
averaged
variable cost
for the quarter.
If commercial rates
increased by $200 it
would cause a 30%
drop in demand.
Break even hours
given
If Commercial rates
went down by $200
it would cause 30%
increase in demand.
Break even hours
given
Promotion was
increased to max (to
still break even)
which would
increase sales by 30%
Description of column Description of column Break even
analysis using
averaged
variable cost
for the quarter.
If commercial rates
increased by $200 it
would cause a 30%
drop in demand.
Break even hours
given
If Commercial rates
went down by $200
it would cause 30%
increase in demand.
Break even hours
given
Promotion was
increased to max (to
still break even)
which would
increase sales by 30%
Description of column Description of column Break even
analysis using
averaged
variable cost
for the quarter.
If commercial rates
increased by $200 it
would cause a 30%
drop in demand.
Break even hours
given
If Commercial rates
went down by $200
it would cause 30%
increase in demand.
Break even hours
given
Promotion was
increased to max (to
still break even)
which would
increase sales by 30%
Assumptions Assumptions Averaged
variable costs.
205 max intra
company hours
Averaged variable
costs. 205 max intra
company hours
Averaged variable
costs. 205 max intra
company hours
Used variable costs
calculate in exhibit 6
to calculate variable
costs.
Assumptions Assumptions Averaged
variable costs.
205 max intra
company hours
Averaged variable
costs. 205 max intra
company hours
Averaged variable
costs. 205 max intra
company hours
Used variable costs
calculate in exhibit 6
to calculate variable
costs.
Assumptions Assumptions Averaged
variable costs.
205 max intra
company hours
Averaged variable
costs. 205 max intra
company hours
Averaged variable
costs. 205 max intra
company hours
Used variable costs
calculate in exhibit 6
to calculate variable
costs.
Assumptions Assumptions Averaged
variable costs.
205 max intra
company hours
Averaged variable
costs. 205 max intra
company hours
Averaged variable
costs. 205 max intra
company hours
Used variable costs
calculate in exhibit 6
to calculate variable
costs.
Exhibit 6
January February March
Variable Costs
Power $ 1,546 $ 1,485 $ 1,697
Hourly Staff $ 7,896 $ 7,584 $ 8,664
Sales Promotion $ 7,909 $ 7,039 $ 8,083
Corporate Services Corporate Services $ 15,424 $ 15,359 $ 15,236
Total Variable Cost Total Variable Cost $ 32,775 $ 31,467 $ 33,680
Variable Costs per Hour Variable Costs per Hour
Power $ 4.70 $ 4.70 $ 4.70
Hourly Staff $ 24.00 $ 24.00 $ 24.00
Sales Promotion $ 24.04 $ 22.28 $ 22.39
Corporate Services Corporate Services $ 46.88 $ 48.60 $ 42.20
Total Variable Cost Total Variable Cost $ 99.62 $ 99.58 $ 93.30

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