CHAPTER 2

Q2-1 This is a good characterization of cost behaviour. Classifying cost drivers will identify activities that affect costs, and the relationship between a cost driver and costs specifies how the cost driver influences costs. Q2-2 Examples of variable costs are the costs of merchandise, materials, parts, supplies, commissions, and many types of labour. Examples of fixed costs are real estate taxes, real estate insurance, many executive salaries, and space rentals. Q2-3 Yes. Fixed costs, by definition, do not vary in total as volume changes. However, if fixed costs are allocated or spread over volume on a per-unit-of-volume basis, they decline per unit as volume increases. Q2-4 Yes. Fixed costs per unit change as the volume of activity changes. Therefore, for fixed cost per unit to be meaningful, you must identify an appropriate volume level. In contrast, total fixed costs are independent of volume level. Q2-5 No. Cost behaviour is much more complex than a simple division into fixed or variable. For example, some costs are not linear, and some have more than one cost driver. Division of costs into fixed and variable categories is a useful simplification, but it is not a complete description of cost behaviour in most situations. Q2-6 No. The relevant range pertains to both variable and fixed costs. Outside a relevant range, some variable costs, such as fuel consumed, may behave differently per unit of activity volume. Q2-7 Two simplifying assumptions are linearity of costs and only one measure of volume. Q2-8 The same cost may be regarded as variable in one decision situation and fixed in a second decision situation. For example, fuel costs are fixed with respect to the addition of one more passenger on a bus because the added passenger has almost no effect on total fuel costs. In contrast, total fuel costs are variable in relation to the decision of whether to add one more kilometre to a city bus route. Q2-9 No. Contribution margin is the excess of sales over all variable costs, not fixed costs. It may be expressed as a total, as a ratio, as a percentage, or per unit. Q2-10 A "break-even analysis" does not include a provision for minimum acceptable profit required before deciding in favour of the project being analyzed. The break-even point is often only incidental in studies of cost-volume relationships.

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Q2-11 No. break-even points can vary greatly within an industry. For example, Rolls Royce has a much lower break-even volume than does Chrysler (or Ford, Toyota, and other high-volume auto producers). Q2-12 No. The CVP technique you choose is a matter of personal preference or convenience. The equation technique is the most general, but it may not be the easiest to apply. All three techniques yield the same results. Q2-13 Three ways of lowering a break-even point, holding other factors constant, are: decrease total fixed costs; increase selling prices; and decrease unit variable costs. Q2-14 No. In addition to being quicker, incremental analysis is simpler. This is important because it keeps the analysis from being cluttered by irrelevant and potentially confusing data. Q2-15 Operating leverage is a firm's ratio of fixed and variable costs. A highly leveraged company has relatively high fixed costs and low variable costs. Such a firm is risky because small changes in volume lead to large changes in income. Q2-16 No. In retailing, the contribution margin is likely to be smaller than the gross margin. For instance, sales commissions are deducted in computing the contribution margin but not the gross margin. Q2-17 No. CVP relationships pertain to both profit-seeking and nonprofit organizations. In particular, managers of not-for-profit organizations must deal with tradeoffs between variable and fixed costs. To many government department managers, lump-sum budget appropriations are regarded as the available revenues. Q2-18 Contribution margin could be lower because of a decline in the proportion of the product bearing the higher unit contribution margin (change in product mix). Q2-19 Target income before Target after-tax net income = income taxes 1 - tax rate Q2-20 Change in net income = in volume ( Changeunits ) x (Contribution margin ) x (1 - tax rate) in per unit

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P2-1

(5 min.)

No. The individual does not have a solid understanding of cost classification. Definitions of variable and fixed cost behaviour are based on total cost behaviour, not unit cost behaviour. P2-2 1. 2. 3. P2-3 (5-10 min.) Contribution margin Net income Variable expenses Fixed expenses Sales Net income (10-20 min.) = $900,000 - $ 500,000 = $ 400,000 = $400,000 - $ 350,000 = $ 50,000 = $800,000 - $ 350,000 = $ 450,000 = $350,000 - $ 80,000 = $ 270,000 = $600,000 + $ 340,000 = $ 940,000 = $340,000 - $ 250,000 = $ 90,000

Let a = selling price per unit b = variable cost per unit c = total units sold d = contribution margin e = fixed costs f = net income 1. d $720,000 b f = c(a - b) = 120,000($30 - b) = $24 =d-e = $720,000 - $640,000 = $80,000

2.

d = c(a - b) = 100,000($10 - $6) = $400,000 f =d-e = $400,000 - $320,000 = $80,000 c = d (a - b) = $100,000 $5 = 20,000 units e =d-f = $100,000 - $15,000 = $85,000 d = c(a - b) = 70,000($30 - $20) = $700,000 e =d-f = $700,000 - $12,000 = $688,000

3.

4.

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5.

d $160,000 a f (10 min.)

= c(a - b) = 80,000(a - $9) = $11 =d-e = $160,000 - $120,000 = $40,000

P2-4 1.

Let TR TR - 0.20(TR) - $40,000,000 0.80(TR) TR

= total revenue =0 = $40,000,000 = $50,000,000

2.

Daily revenue per patient = $50,000,000 40,000 = $1,250. This may appear high, but it includes the room charge plus additional charges for drugs, x-rays, and so forth. (15 min.) 100% Full Room revenue @ $50 Variable costs @ $10 Contribution margin Fixed costs Net income (loss) $3,650,000 a 730,000 c 2,920,000 1,600,000 $1,320,000 50% Full $1,825,000 b 365,000 d 1,460,000 1,600,000 $ (140,000)

P2-5 1.

a 200 x 365 = 173,000 rooms per year

73,000 x $50 = $3,650,000

b 50% of $3,650,000 = $1,825,000 c 200 x 365 = 73,000 rooms per year

73,000 x $10 = $730,000

d 50% x $730,000 = $365,000

2.

Let N = number of rooms $50N - $10N - $1,600,000 = 0 N = $1,600,000 $40 = 40,000 rooms Percentage occupancy = 40,000 73,000 = 54.8%

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P2-6 1.

(15-20 min.) Let N = $65N N= N= number of rooms $15N - $350,000 = 0 $350,000 $50 7,000 per month or 233 per day

2.

$65N - $15N - $350,000 = $120,000 N = $470,000 $50 N = 9,400

3. Let P = room rate per day; 30 = days in the month; 400 = total rooms in hotel Other contribution margin = $70,000 + $40,000 + $32,400 + $30,000 = $172,400 [0.80(400)x30xP] + $172,400 - [0.80(400)x30x$15] - $350,000 = 9,600P + $172,400 - $144,000 - $350,000 = 9,600P = P= $120,000 $120,000 $421,600 $43.92

The latter answer indicates how hotels frequently may be inclined to reduce room rates if they can generate contribution margins from other hotel activities, such as conventions. P2-7 1. (15-20 min.) Let R = litres of raspberries and 2R = litres of strawberries sales - variable expenses - fixed expenses = zero net income $1.00(2R) + $1.35(R) - $0.65(2R) - $0.85(R) - $14,400 = 0 $2.00R + $1.35R - $1.30R - $0.85R -$14,400 = 0 $1.20R - $14,400 = 0 R = 12,000 litres of raspberries 2R = 24,000 litres of strawberries Let S = litres of strawberries ($1.00 - $0.65) x S - $14,400 = 0 $0.35S - $14,400 = 0 S = 41,143 litres of strawberries

2.

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3.

Let R = litres of raspberries ($1.35 - $0.85) x R - $14,400 = 0 $0.50R - $14,400 = 0 R = 28,800 litres of raspberries (10 min.)

P2-8

The following format is only one of many ways to present a solution. This situation is really a demonstration of sensitivity analysis, whereby a basic solution is tested to see how much it is affected by changes in critical factors. Much discussion can ensue, particularly about the final three changes. The basic contribution margin per revenue kilometre is $1.50 - $1.30 = $0.20 (3) (1) x (2) Revenue Contribution Total Kilometres Margin Per Contribution Sold Revenue Kilometre Margin 1. 2. (a) (b) (c) (d) (e) (f) (g) 800,000 880,000 800,000 800,000 800,000 840,000 720,000 840,000 (15-25 min.) 176 x ($30 - $10) - $2,400 = $3,520 - $2,400 = $1,120 a. 198 x ($30 - $10) - $2,400 = $3,960 - $2,400 = $1,560 or (22 x $20) + $1,120 = $440 + $1,120 = $1,560 b. 176 x ($30 - $11) - $2,400 = $3,344 - $2,400 = $944 or $1,120 - ($1 x 176) = $944 c. $1,120 - $200 = $920 176 x ($30 - $10) - ($2,400 + $200) = $920 $0.20 0.20 0.35 0.07 0.20 0.17 0.275 0.20 $160,000 176,000 280,000 56,000 160,000 142,800 198,000 168,000 (1) (2) (4) Fixed Expenses $120,000 120,000 120,000 120,000 132,000 120,000 120,000 132,000 (5) (3) - (4) Net Income $40,000 56,000 160,000 (64,000) 28,000 22,800 78,000 36,000

P2-9 1. 2.

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d. [(9.5 x 22) x ($30 - $10)] - ($2,400 + $300) = $4,180 - $2,700 = $1,480 e. [(7 x 22) x ($33 - $10)] - $2,400 = $3,542 - $2,400 = $1,142 P2-10 (15 min.) Several variations of the following general approach are possible: Target after-tax net income Sales - Variable expenses - Fixed expenses = 1 - tax rate $42,000 S - 0.7S - $440,000 = (1 0.4) 0.3S = $440,000 + $70,000 S = $510,000 0.3 = $1,700,000 Check: Sales Variable expenses (70%) Contribution margin Fixed expenses Income before taxes Income taxes Net income P2-11 (10-15 min.) The answer is $1,320,000. $1,700,000 1,190,000 510,000 440,000 $ 70,000 28,000 $ 42,000

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P2-12 (15-20 min.) Film $2,250 1,125 a $1,125 $330 400 Refreshments $270 b 162 c $108 Total $2,520 1,287 $1,233 730 $ 503

1.

Revenue from admissions Variable costs Contribution margin Fixed costs: Auditorium rental Labour Operating income
a 0.50 x $2,250 = $1,125 b 0.12 x $2,250 = $270 c 0.60 x $270 = $162

Some labour might be exclusively devoted to refreshments. Labour might be allocated, but such a discussion is not the major point of this chapter. Refreshments Film $1,350 $162 b 750 a 97 c $ 65 $ 600 $330 400 Total $1,512 847 $ 665 730 $ (65)

2.

Revenue from admissions Variable costs Contribution margin Fixed costs: Auditorium rental Labour Operating income (loss)
a Minimum is $750 b 0.12 x $1,350 = $162 c 0.60 x $162 = $97

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3.

The risk is shifted completely to the movie producer, whereas a great deal of the risk is borne ordinarily by the theatre owner. The owner is assured of a specified income; the producer then reaps the rewards or losses. On the other hand, the owner forgoes the chance of a large income should the movie be very popular.

P2-13 (20-30 min.) Many shortcuts are available, but this solution uses the equation technique. 1. Let N = meals sold Sales - Variable expenses - Fixed expenses = Profit before taxes $18N - $9.60N - $21,000 = $8,400 N = $29,400 $8.40 N = 3,500 $18N - $9.60N - $21,000 = $8,400 = 0 N = $21,000 $8.40 N = 2,500 $22N - $11.50N - $29,400 = $8,400 N = $37,800 $10.50 N = 3,600 Profit = $22(3,150)a - $11.50(3,150) - $29,400 Profit = $3,675
a 90% x 3,500 = 3,150

2.

3.

4.

5.

Profit = $22(3,450) - $11.50(3,450) - ($29,400 + $2,000) Profit = $36,225 - $31,400 Profit = $4,825, an increase of $1,150. A shortcut, incremental approach follows: Increase in contribution margin, 300 x $10.50 = Increase in fixed costs Increase in profit $3,150 2,000 $1,150

P2-14 (25-30 min.) This problem raises more issues than are apparent at first glance. For instance, unless Andre is very wealthy and generous, he probably would not regard the five barbers as fixed costs over the entire possible range of volume. In short, if business declines precipitously, barbers would be discharged or laid off. Note how the later requirements demonstrate the effects of various mixes of variable and fixed costs on risks.

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1. 2.

Selling Price - Unit Variable Costs $12 0

= Contribution Margin = $12 $ 99,000 21,000 $120,000

Fixed Expenses (annual) Barbers' salaries (5 x $9.90 x 40 x 50) Rent and other fixed expenses (12 x $1,750)

Total Fixed Expenses $120,000 = 10,000 haircuts B.E. Point = Contribution Margin = $12 3. Two valid approaches: (a) Revenue (20,000 x $12) Fixed expenses Operating income (b)

$240,000 120,000 $ 120,000

Haircuts in excess of break-even point: 20,000 - 10,000 = 10,000 haircuts 10,000 haircuts @ $12 = $120,000

4.

Even though fixed costs decline, the break-even point rises: Contribution margin per haircut = $12 - $6 = $6 Fixed costs = (5 x $4 x 40 x 50) + (12 x $1,750) = $61,000 $61 ,000 Break-even point = = 10,167 haircuts $6.00 Contribution margin = $12.00 - $7.00 = $5.00 Fixed costs = $21,000 given $21 ,000 = 4,200 haircuts Break-even point = $5.00 Revenue (20,000 x $12.00) Variable expenses (20,000 x $7.00) Contribution margin Fixed expenses Operating income $240,000 140,000 $100,000 21,000 $ 79,000

5.

6.

Thus, if volume is 20,000 haircuts, the new arrangement would increase the barbers' compensation from $99,000 to $140,000 and decrease operating income from $120,000 to $79,000. Note the risk-sharing here of the sales commission plan. Generally, the lower the fixed costs, the lower the risks, but the lower the rewards. If the volume declines markedly, Andre would still have an operating income as long as the total volume exceeds 4,200 haircuts. However, if volume soars to 20,000, Andres operating income would be less than that of the hourly wage plan.

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7.

Let X = rate of commission 20,000($12) - $120,000 = $240,000 - $120,000 = $240,000X = $240,000X =

20,000($12) - 20,000($12)X - $21,000 $240,000 - $240,000X - $21,000 $120,000 - $21,000 $99,000 $99,000 X= = 41.25%, $240,000 or 41.25% x $12 = $4.95 per haircut

Proof: Contribution margin: $12.00 - $4.95 = $7.05 Operating income: (20,000 x $7.05) - $21,000 = $120,000 P2-15 (15-25 min.) 1. Average revenue per person Total revenue, 200 @ $8.50 = Rent Total available for prizes and operating income $4.00 + 3($1.50) = $8.50 $1,700 800 $ 900

The church could award $900 and break even. 2. Number of persons Total revenue @ $8.50 Fixed costs Rent Prizes Operating income (loss) 100 $ 850 $800 900 1,700 $(850) 200 $1,700 1,700 0 300 $2,550 1,700 $ 850

Note how "leverage" works. Leverage means having relatively high fixed costs. In this case, there are no variable costs. Therefore, the revenue is the same as the contribution margin. As volume departs from the break-even point, operating income is affected at a significant rate of $8.50 per person.

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3.

Number of persons Revenue Variable costs (2 x # of persons) Contribution margin Fixed costs: Rent $400 Prizes 900 Operating income

$ $

100 850 200 650

200 $1,700 400 $1,300 1,300 $ 0

300 $2,550 600 $1,950 1,300 $ 650

1,300 $ (650)

Note how the risk is lower because of less leverage. Fixed costs are less, and some of the risk has been shifted to the hotel. Note too that lower risk brings lower rewards and lower punishments. The income and losses are $650 instead of the $850 shown in part (2). P2-16 (15 min.) 1. Let X = amount of additional fixed costs for advertising (1,100,000 x 13) + 300,000 - 0.30(1,100,000 x 13) (8,000,000 + X) 14,300,000 + 300,000 - 4,290,000 - 8,000,000 X = 0 X = 14,600,000 - 12,290,000 X = 2,310,000 Let Y = number of seats sold 13Y + 300,000 - 0.30(13)Y - 9,000,000 = 500,000 9.10Y = 9,200,000 Y = 1,010,989 seats

2.

P2-17 (15-25 min.) 1. Let N $1.10N $0.40N N = = = = number of hamburgers per month $0.70N + $1,560 $1,560 3,900 per month, or 3,900 30 = 130 per day

2.

Multiply the answers in (1) by $1.10 3,900 x $1.10 = $4,290 per month 130 x $1.10 = $143 per day

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3.

Hamburgers per month = (3,600 2) = 1,800 Revenue per month = 1,800 x $1.10 = $1,980 Variable expenses, 1,800 x $0.70 1,260 Contribution margin $ 720 Fixed expenses 1,560 Operating income (loss) $ (840) Contribution margin on extra beers: Per day, 60 x $0.60 = $36 Per month, 30 x 36 = $1,080 Income would increase by $1,080, which more than offsets the $630 loss on the hamburger operation, making the net increase in operating income $1,080 - $840 = $240.

4.

5.

Operating loss on hamburgers Desired contribution margin on extra beers Overall effect on operating income

$(840) 840 $ 0

Desired number of extra beers to provide overall effect on operating income of zero: Per month = $840 0.60 = 1,400 beers Per day = 1,400 30 = 46.7 beers Or, desired contribution margin per day is $840 30 = $28 Daily number of beers = $28 $0.60 = 46.7 Therefore, if Andy believed that the extra beers sold amounted to 47 daily instead of 60, the hamburger operation would have provided an overall effect on operating income of zero.

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P2-18 (40 min.) 1. Let N = the number of people to be admitted for the season Revenue: Rights for concession Admissions Percentage of bets Total revenue = $50,000 + $3.70N Expense: Fixed costs: Wages of cashiers and ticket takers Commissioner's salary Maintenance Utilities Other expense Purses Total fixed costs $50,000 $1.00N 10% of $27N = $2.70N

$ 160,000 20,000 20,000 30,000 90,000 810,000 $1,130,000

Variable costs: Parking is $6.00 per car or $2.00 per person (3 persons attended per car, so $6.00 3 = $2.00) Number of attendees arriving by car = N/2 or 0.5N Total variable costs: $2.00 x 0.5N = $1.00N Total expense = $1,130,000 + $1.00N (a) Break-even Point: $50,000 + $3.70N - $1,130,000 - $1.00N = 0 $2.70N = $1,080,000 N = 400,000 people $1,130,000 Desired Operating Profit $270,000: $50,000 + $3.70N - $1,130,000 - $1.00N = $270,000 $2.70N = $1,350,000 N = 500,000 people

(b) (c)

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2.

Previous level of attendance 600,000 people 20% increase in attendance 720,000 people Total bets: 720,000 x $27 $19,440,000 Revenue: Concession $ 50,000 Admission None Percentage of bets (10% x $19,440,000) 1,944,000 Total revenue $1,994,000 Expense: Fixed Variable ($1.00 x 720,000) Operating profit $1,130,000 720,000

$1,850,000 $ 144,000 $1,130,000 810,000 $1,940,000

3.

The purses are doubled: Previous fixed expense Additional purse money New fixed expense Variable expense $1.00 per person Revenue $50,000 + $3.70N

$50,000 + $3.70N - $1,940,000 - $1.00N = 0 $2.70N = $1,890,000 N = 700,000 people P2-19 (20-25 min.) 1. Let N Sales $1.00N $0.20N N or, Let S S 0.20 S S = sales in dollars = $3,000 + 0.80 S + 0 = $3,000 = $15,000 = number of units = Fixed expenses + Variable expenses + Net income = $3,000 + $0.80 N + 0 = $3,000 = 15,000 units

Alternatively, the 15,000 units may be multiplied by the $1.00 to obtain $15,000.

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In formula form: In units Fixed costs + Net income Contribution margin per unit In dollars Fixed costs + Net income Contribution margin percent 2. =
($3,000 + 0) = $15,000 $0.20

($3,000 + 0) = 15,000 units $0.20

The quick way: (18,000 - 15,000) x $0.20 = $600 Compare income statements: Break-even Point Volume in units Sales Deduct expenses: Variable Fixed Total expenses Effect on net income 15,000 $15,000 12,000 3,000 $15,000 $ 0 Increment 3,000 $3,000 2,400 $2,400 $ 600 Total 18,000 $18,000 14,400 3,000 $17,400 $ 600

3.

Total fixed expenses would be $3,000 + $576 = $3,576

($3,576) ($3,576) = 17,880 units; = $17,880 sales 0.20 $0.20

or 17,880 x $1.00 = $17,880 sales 4. New contribution margin is $0.19 ($0.20 - $0.01) per unit; $3,000 $0.19 = 15,789 units 15,789 units x $1.00 = $15,789 in sales 5. The quick way: (18,000 - 15,000) x $0.18 = $540. On a graph, the slope of the total cost line would have a kink upward, beginning at the break-even point.

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P2-20 (30-40 min.) 1. Fixed costs: Amortization ($13,500 - $6,000) 3 = Insurance Total fixed costs Variable costs: Gas, $0.60 6 kilometres Oil, $30.00 3,000 kilometres Maintenance, $240 6,000 kilometres Variable cost per kilometre $2,500 700 $3,200 $0.10 0.01 0.04 $0.15

2.

Let N = Number of kilometres to break even Revenue - Variable costs - Fixed costs = 0 $0.23N - $3,200 - $0.15N = 0 N = $3,200 $0.08 = 40,000 kilometres An "equitable" rate might be based on the actual number of business-related kilometres expected. The days not on the road are: Days Weekends, 52 x 2 104 Vacation 10 Holidays 6 Home office 15 Not on the road 135 On the road, 365 - 135 = 230 Kilometres, 230 x 120 = 27,600 Let X = Reimbursement per kilometre to break even 27,600X = $3,200 - 27,600($0.15) 27,600X - $3,200 - $4,140 = 0 X = $7,340 27,600 = $0.266 Therefore, a rate of $0.27 seems more equitable than $0.23.

P2-21 (15-20 min.) Note in requirements 2 and 3 how the percentage declines exceed the 15% budget reduction. 1. Let N = number of persons Revenue - Variable expenses - Fixed expenses = 0 $900,000 - $5,000N - $290,000 = 0 5,000N = $900,000 - $290,000 N = $610,000 $5,000 N = 122

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Revenue is now 0.85($900,000) = $765,000 $765,000 - $5,000y - $290,000 = 0 $5,000y = $765,000 - $290,000 y = $475,000 $5,000 y = 95 Percentage drop: (122 - 95) 122 = 22.1% 3. Let y = supplement per person $765,000 - 122y - $290,000 = 0 122y = $765,000 - $290,000 y = $475,000 122 y = $3,893 Percentage drop: ($5,000 - $3,893) $5,000 = 22.1% Regarding requirements 2 and 3, note that the cut in service can be measured by a formula: % budget change % cut in service = % variable cost The variable cost ratio is $610,000 $900,000 = 67.8% 15% % cut in service = 67.8% = 22.1% P2-22 (10-15 min.) Amounts are in millions. Net sales (1.10 x $24,002) $26,402 Variable costs: Cost of goods sold (1.10 x $20,442) 22,486 Contribution margin 3,916 Fixed costs Selling, administrative, and general expenses $2,265 Interest expense 277 Total fixed costs 2,542 Operating income $1,374 The percentage increase in operating income would be ($1,374 $1,018) - 1 = 0.35 or 35%, compared with a 10% increase in sales. The contribution margin would increase by 10% or 0.10 x ($24,002 - $20,442) = $356 million. Because fixed costs would not change (assuming the new volume is within the relevant range), operating income would also increase by $356 million, from $1,018 million to $1,374 million. If all costs had been variable, costs would have increased by an additional 0.10 x $2,542 = $254 million, making operating income $1,374 - $254 = $1,120 million, a 10% increase over the 1997 operating income of $1,018 million. Because of the existence of fixed costs, the percentage increase in operating income will exceed the percentage increase in sales.

2.

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P2-23 (15-20 min.) Answers are in millions. 1. Sales Variable costs: Variable costs of goods sold ($8,326 - $1,800) $6,526 Variable other operating expenses ($6,086 - $4,000) 2,086 Contribution margin Contribution margin percentage = $7,356 $15,968 = 46.07% $15,968 8,612 $ 7,356

The contribution margin is sales less all variable costs, while gross margin is sales less cost of goods sold. The variable costs will include part of the costs of goods sold and also part of the other operating costs. Note that contribution margin can be either larger than or smaller than the gross margin. If most of the cost of goods sold and a good portion of the other operating costs are variable, then variable costs may exceed the cost of goods sold, and the contribution margin will be smaller than the gross margin, as is the case for Photography, Inc. However, if a large portion of both the cost of goods sold and the other expenses are fixed, cost of goods sold may exceed the variable cost, resulting in the contribution margin exceeding the gross margin. 2. Predicted sales increase = $15,968 x 0.10 = $1,596.8 Additional contribution margin = $1,596.8 x 0.4607 = $735.6 Fixed costs do not change Predicted 2007 operating income = $1,556 + $735.6 = $2,291.6 Percentage increase in operating income = $735.6 $1,556 = 47.28%
10% Increase in sales and variable costs 2007 $17,564.8 7,178.6 2,294.6 9,473.2 8,091.6 1,800 4,000 5,800 $2,291.6

Original 2006 $15,968 6,526 2,086 8,612 7,356 1,800 4,000 5,800 $1,556

Sales Variable Costs: Variable cost of goods sold Variable other operating expenses Total Variable costs Contribution Margin Fixed Costs: Fixed cost of goods sold Fixed other operating expenses Total fixed costs Operating Income

3.

Assumptions include: Expenses can be classified into variable and fixed categories that completely describe their behaviour within the relevant range. 34

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Costs and revenues are linear within the relevant range. 2007 volume is within the relevant range. Efficiency and productivity are unchanged. Sales mix is unchanged. Changes in inventory levels are insignificant.

P2-24 (20-30 min.) Variable costs per box are: Economy ($0.14 + $0.09 + $0.22) = $0.45 Regular ($0.14 + $0.09 + $0.14) = $0.37 Super ($0.14 + $0.09 + $0.05) = $0.28 1. Let N = volume level in boxes that would earn same profit $8,000 + $0.45N = $11,200 + $0.37N $0.08N = $3,200 N = 40,000 boxes As volume increases, the more expensive models would generate more profits. Compare the regular and super models: Let N = volume level in boxes that would earn same profit $20,200 + $0.28N = $11,200 + 0.37N $0.09N = $9,000 N = 100,000 boxes Therefore, the decision rule is as shown below. Anticipated Annual Sales Between 0 - 40,000 40,000 - 100,000 100,000 and above Use Model Economy Regular Super

2.

The decision rule places volume well within the capacity of each model. 3. No, management cannot use theatre capacity or average boxes sold because the number of seats per theatre does not indicate the number of patrons attending nor the popcorn buying habits in different geographic locations. Each theatre may have a different "boxes sold per seat" average with significant variations. The decision rule does not take into account variations in demand that could affect model choice.

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P2-25 (20-25 min.) 1. Net income = 250,000($3) + 125,000($4) - $1,320,000 = $750,000 + $500,000 - $1,320,000 = $(70,000) Let V = number of units of veal to break even (V) 2V = number of units of chicken to break even (C) Total contribution margin - fixed expenses = zero net income $4V + $3(2V) - $1,320,000 $10V V 2V =0 = $1,320,000 = 132,000 = 264,000 = C

2.

The break-even point is 132,000 units of veal plus 264,000 units of chicken, a grand total of 396,000 units. 3. If veal, break-even would be $1,320,000 $4 = 330,000 units. If chicken, break-even would be $1,320,000 $3 = 440,000 units. Note that as the mixes change from 1 veal to 2 chicken, to 0 chicken to 1 veal, and to 1 chicken to 0 veal, the break-even point changes from 396,000 to 330,000 to 440,000. 4. Net income (loss) = 297,000($3) + 99,000($4) - $1,320,000 = $891,000 + $396,000 - $1,320,000 = ($33,000) Let V = number of units of veal to break even (V) 3V = number of units of chicken to break even (C) Total contribution margin - fixed expenses = zero net income $4V + $3(3V) - $1,320,000 = 0 $13V = $1,320,000 V = 101,538 3V = 304,614 = C The major lesson of this problem is that changes in sales mix change breakeven points and net incomes. The break-even point is 101,538 units of veal plus 304,614 units of chicken, a total of 406,152 units. Thus, the unfavourable change in mix results in a net loss of $33,000 at the old total break-even level of 396,000 units. In short, the break-even level is higher because the sales mix is less profitable when chicken represents a higher proportion of sales. In this example, the budgeted and actual total sales in number of units were identical, but the proportion of product having the higher contribution margin declined.

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P2-26 (15-25 min.) 1. Let N = number of rooms $105N - $25N - $10,000,000 = $720,000 1 0.40 $80N - $10,000,000 = $1,200,000 $80N = $11,200,000 N = 140,000 rooms $80N - $10,000,000 = $360,000 1 0.40 $80N = $10,600,000 N = 132,500 rooms

2.

$105N - $25N - $10,000,000 = 0 $80N = $10,000,000 N = 125,000 rooms Number of rooms at 100% capacity = 600 x 365 = 219,000 Percentage occupancy to break even = 125,000 219,000 = 57%

3.

Using the shortcut approach described in the chapter appendix: Change in volume Contribution margin Change in in units x x (1 - tax rate) = in units net income = 15,000 x $80 x (1 - 0.40) = 15,000 x $48 = $720,000, a large increase because of a high contribution margin per dollar of revenue.

) (

Note that a 10% increase in rooms sold increased net income by $720,000 $1,200,000 or 60%. Rooms sold Contribution margin @ $80 Fixed expenses Income before taxes Income taxes @ 40% Net income Increase in net income Percentage increase 150,000 $12,000,000 10,000,000 2,000,000 800,000 $ 1,200,000 165,000 $13,200,000 10,000,000 3,200,000 1,280,000 $ 1,920,000

$720,000 60%

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P2-27 (25-35 min.) 1.

$12,000,000 = 15,000 patient-days $800

2.

Variable costs =

$3,150,000 = $210 per patient-day 15,000

Contribution margin = $800 - $210 = $590 per patient-day To recoup the specified fixed expenses: $5,900,000 $590 = 10,000 patient-days 3. The fixed cost levels differ as the relevant range changes: Patient-Days 10,000-12,000 12,001-16,000 Non-Nursing Fixed Expenses $5,900,000 5,900,000 Nursing Fixed Expenses $1,350,000(a) 1,575,000(b) Total Fixed Expenses $7,250,000 7,475,000

(a) $45,000 x 30 = $1,350,000 (b) $45,000 x 35 = $1,575,000 To break even on a lower level of fixed costs: $7,250,000 $590 = 12,288 patient-days This answer exceeds the lower-level maximum; therefore, this answer is infeasible. The department must operate at a $7,475,000 level of fixed costs to break even: $7,475,000 $590 = 12,669 patient-days. 4. The nursing costs would have been variable instead of fixed. The contribution margin per patient-day would have been $800 - $210 - $200 = $390. The breakeven point would be higher: $5,900,000 390 = 15,128 patient-days. Some instructors might want to point out that hospitals have been under severe pressures to reduce costs. More than ever, nursing costs are controlled as variable rather than fixed costs. For example, more part-time help is used, and nurses may be used for full shifts but only as volume requires.

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P2-28 (25-30 min.) This case is based on real data that has been simplified so that the numbers are easier to handle. 1. Daily break-even volume is 85 dinners and 170 lunches:

First, compute contribution margins on lunches and dinners: Variable cost percentage = ($1,246,500 + $222,380) $2,098,400 = 70% Contribution margin percentage Lunch contribution margin Dinner contribution margin = 1 - variable cost percentage = 1 - 70% = 30% = 0.30 x $20 = $6 = 0.30 x $40 = $12

Annual fixed cost is $170,700 + $451,500 = $622,200 Let X = number of dinners and 2X = number of lunches 12(X) + 6(2X) - $622,200 = 0 24(X) = 622,200 X = 25,925 dinners annually to break even 2X = 51,850 lunches annually to break even On a daily basis: Dinners to break even = 25,925 305 = 85 dinners daily Lunches to break even = 85 x 2 = 170 lunches daily or 51,850 305 = 170 lunches daily. To determine the actual volume, let Y be a combination of 1 dinner and 2 lunches. The price of Y is $40 + (2 x $20) = $80, and total volume in units of Y is $2,098,400 $80 = 26,230 and daily volume is 26,230 305 = 86. Therefore, 86 dinners and 2 x 86 = 172 lunches were served on an average day. This is 1 dinner and 2 lunches above the break-even volume. 2. The extra annual contribution margin from the 3 dinners and 6 lunches is: 3 x $40 x 0.30 x 305 = $10,980 + 6 x $20 x 0.30 x 305 = 10,980 Total $21,960

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The added contribution margin is greater than the $15,000 advertising expenditure. Therefore, the advertising expenditure would be warranted. It would increase operating income by $21,960 - $15,000 = $6,960. 3. Let Y again be a combination of 1 dinner and 2 lunches, priced at $80. Variable costs are 0.70 x $80 = $56, of which $56 x 0.25 = $14 is food cost. Cutting food costs by 20% reduces variable costs by 0.20 x $14 = $2.80, making the variable cost of Y $56 - $2.80 = $53.20 and the contribution margin $80 $53.20 = $26.80. (This could also be determined by adding the $2.80 saving in food cost directly to the old contribution margin of $24.) The required annual volume in Y needed to keep operating income at $7,320 is: $26.80 (Y) - $622,200 = $7,320 $26.80 (Y) = $629,520 Y = 23,490 Therefore, daily volume = 23,490 305 = 77 (rounded) If volume drops no more than 86 - 77 = 9 dinners and 172 - 154 = 18 lunches, using the less costly food is more profitable. However, there are many subjective factors to be considered. Volume may not fall in the short run, but the decline in quality may eventually affect repeat business and cause a longrun decline. Much may depend on the skill of the chef. If the quality difference is not readily noticeable, so that volume falls less than, say, 10%, saving money on the purchases of food may be desirable. P2-29 (10-15 min.) 1. 2. Total variable cost = $10 x 75,000 = $750,000 Total fixed cost = $1,000,000 - $12,000 - $750,000 = $238,000 (a) Operating income = $1,700,000 - $10 x 92,000 - $238,000 = $1,700,000 - $1,158,000 = $542,000 = $1,870,000 - $10 x 101,200 - $238,000 = $1,870,000 - $1,250,000 = $620,000 = $1,530,000 - $10 x 82,800 - $238,000 = $1,530,000 - $1,066,000 = $464,000

(b) Operating income

(c) Operating income

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3.

There are two reasons for the increased operating income: increased sales price and increased volume. In 1993 the sales price was $1,000,000 75,000 or $13.33, creating a unit contribution margin of $13.33 - $10.00 or $3.33. In 1994 the sales price is predicted to be $1,700,000 92,000 or $18.48, creating a unit contribution margin of $8.48. Even with no increase in sales volume, the extra contribution margin would increase operating income by ($8.48 - $3.33) x 75,000 = $386,250. Further, each of the 17,000 additional units to be sold in 1994 would have a unit contribution margin of $8.48, creating additional operating income of $8.48 x 17,000 = $144,160. The total extra operating income in 1994 would be $386,250 + $144,160 = $530,410, which is within a rounding error of the $530,000 by which predicted 1994 operating income exceeds 1993 operating income.

P2-30 (15-20 min.) 1. Old: New: 2. 3. (Contribution margin x 600,000) - $585,000 = Budgeted profit [($3.10 - $2.10) x 600,000] - $585,000 = $15,000 (Contribution margin x 600,000) - $1,140,000 = Budgeted profit [($3.10 - 1.10) x 600,000] - $1,140,000 = $60,000

Old: $585,000 $1.00 = 585,000 units New: $1,140,000 $2.00 = 570,000 units A fall in volume will be more devastating under the new system because the high fixed costs will not be affected by the fall in volume: Old: ($1.00 x 500,000) - $585,000 = $85,000 (a $85,000 loss) New: ($2.00 x 500,000) - $1,140,000 = $140,000 (a $140,000 loss) The 100,000 unit fall in volume caused a $15,000 - (-$85,000) = $100,000 decrease in profits under the old environment and a $60,000 - (-$140,000) = $200,000 decrease under the new environment.

4.

Increases in volume create larger increases in profit in the new environment: Old: ($1.00 x 700,000) - $585,000 = $115,000 New: ($2.00 x 700,000) - $1,140,000 = $260,000 The 100,000 unit increase in volume caused a $115,000 - $15,000 = $100,000 increase in profit under the old environment and a $260,000 - $60,000 = $200,000 increase under the new environment.

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5.

Changes in volume affect profits in the new environment (a high fixed cost, low variable cost environment) more than they affect profits in the old environment. Therefore, profits in the old environment are more stable and less risky. The higher risk new environment promises greater rewards when conditions are favourable, but also leads to greater losses when conditions are unfavourable, a more risky situation.

P2-31 (20-30 min.) 1. 2. 2006 revenue = 61,000 million x 0.681 x $0.1310 = $5,442 million 2005 revenue = 61,000 million x 0.656 x $0.1251 = $5,006 million a) b) 3. $3,000 million ($0.1251 - $0.05) = 39,947 million revenue passenger miles 39,947 61,000 = 65.5% load factor $3,000 million ($0.1310 - $0.05) = 37,037 million revenue passenger miles 37,037 61,000 = 60.7% load factor

$3,400 million ($0.13 - $0.05) = 42,500 million revenue passenger miles 42,500 61,000 = 69.7% load factor

P2-32 (25 min.) 1. Break even = $950 million ($70 million - $45 million) = $950 million $25 million = 38 airplanes Sales = $70 million x 38 = $2.660 billion There are two efficient ways to compute the profit: a) b) 3. (42 - 38) x $25 million = $100 million 42 x $25 million - $950 million = $100 million

2.

Operating profit = 42 x ($70 million - $43 million) - $1,034 million = 42 x $27 million - $1,034 million = $100 million Break even = $1,034 million ($70 million - $43 million) = $1,034 million $27 million = 38.3 airplanes

Although the change in cost structure does not change the operating profit at the projected level of sales, the break-even point increases from 38 to 38.3 airplanes. The additional fixed costs add to the risk of not breaking even. However, it also adds to the potential rewards if sales exceed the projected level of 42 airplanes.

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4.

Break even

= $950 million [$70 million - (1.1 x $45 million)] = $950 million $20.5 million = 46.3 airplanes

Notice the substantial increase in the break-even point with a 10% increase in variable costs. Boeing might want an escalation clause in its contracts so that the price charged for airplanes increases with cost increases. They might want to enter into long-term contracts with suppliers to limit the possibilities for cost increases. Finally, they might want to undertake changes in their production process to limit cost increases.

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