Managing Finance and Budgets Lecture 5 Activities & Solutions.

Slides:



Advertisements
Similar presentations
5.2 Costs and Revenues IBBM.
Advertisements

Break-even ‘SPLAT!!!’. is all the money that comes into a business. Many businesses keep their money in a bank account that pays them a regular income..
Financial and Managerial Accounting Wild, Shaw, and Chiappetta Fifth Edition Wild, Shaw, and Chiappetta Fifth Edition McGraw-Hill/Irwin Copyright © 2013.
Relevant Costs and Revenues for Decision-making
1 Bruce Bowhill University of Portsmouth ISBN: © 2008 John Wiley & Sons Ltd.
Managing Finance and Budgets Seminar 5. Seminar Five - Activities  Preparation: read M & A Chapters 8, 9 and 10  Describe key concepts: Objectives of.
(c) 2002 Contemporary Engineering Economics 1 Chapter 3 Cost Concepts and Behaviors General Cost Terms Classifying Costs for Financial Statements Cost.
Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall
Chapter 5. Merchandisers Cost of Goods Sold Manufacturers Direct Material, Direct Labor, and Variable Manufacturing Overhead Merchandisers and Manufacturers.
Relevant Costs for Decision Making Chapter 13. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Cost Concepts for Decision Making A relevant.
Contrôle Interne Avancé-HEC Lausanne-2007/ Thème 9: Decision Making and Relevant Information.
Understanding & Managing Finance
Managing Finance and Budgets Lecture 5 Profit & Loss Accounts.
Contemporary Engineering Economics, 4 th edition, © 2007 Estimating Profit from Production Lecture No. 31 Chapter 8 Contemporary Engineering Economics.
Copyright © 2006, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Five & Six Cost Behavior: Analysis and Use- Cost Volume Profit Relations.
Business Fundamentals: Accounting Prof. Salem Helles.
Contemporary Engineering Economics, 4 th edition, © 2007 Cost-Volume-Profit Analysis Lecture No. 30 Chapter 8 Contemporary Engineering Economics Copyright.
©2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler Introduction.
Costs for decision making
Cost-Volume-Profit Relationships
(c) 2002 Contemporary Engineering Economics 1 Chapter 3 Cost Concepts and Behaviors General Cost Terms Classifying Costs for Financial Statements Cost.
Managing Finance and Budgets Lecture 5. Session 5 - Costing & Pricing (1) LEARNING OUTCOMES  Understand the different ways of classifying costs and be.
OVERHEAD ANALYSIS Objectives of Cost Accounting: To calculate the cost of any work-in-progress To attempt to control costs by comparing actual with estimated.
Chapter48 An introduction to management accounting.
Few concepts at a quick glance………. MARGINAL COSTING.
Hawawini & VialletChapter 81 IDENTIFYING AND ESTIMATING A PROJECT’S CASH FLOWS.
1 Management Decision Making. 2 Lecture Outline Cost Volume Profit Analysis Equation Method Assessment of Risk Assumptions Contribution Margin Method.
Relevant Costs for Decision Making Chapter 13. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Cost Concepts for Decision Making A relevant.
Costing and Pricing Judith Harrison FCCA DipChA Manager of VAS’s Community Accountancy & Payroll Service.
1 CHAPTER M6 Making Decisions Using Relevant Information © 2007 Pearson Custom Publishing.
Copyright © 2011 Nelson Education Limited Finance for Non-Financial Managers, 6 th edition PowerPoint Slides to accompany Prepared by Pierre Bergeron,
Financial and Managerial Accounting John J. Wild Third Edition John J. Wild Third Edition McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies,
Copyright © 2006, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 11 th Edition Chapter 6.
Chapter 4 Solutions. Exercise 4-5A Since the product- and facility-sustaining costs do not differ between the alternatives, they are not avoidable. The.
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.1 Finance for Non-Financial Managers Fifth Edition Slides prepared by Pierre G. Bergeron.
Chapter 3. The Contribution Format Used primarily for external reporting. Used primarily by management.
5.2 Costs and Revenues Chapter 31. Management Decisions and Cost Business decisions cannot be made without cost information. Why?  Profit or loss cannot.
Pricing products Cost Behaviour 1.Direct Labour and Direct Materials are Variable Costs: – Expenses that tend to change in direct proportion to the volume.
Objective 1 Define Opportunity Cost and Use it to Analyze the Income Effects of a Given Alternative
1 MANAGERIAL ACCOUNTING LECTURE 11 LECTURE Learning Objectives Identifying Relevant Costs and Benefits for decision making Adding/Dropping decisions.
Costs. Introducing the topic Cutting costs to increase profits. Page 507 Answer all questions.
Contemporary Engineering Economics Contemporary Engineering Economics, 5 th edition, © 2010.
Decision Making: Relevant Costs and Benefits Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior.
Break-even Analysis. Break - Even Analysis (Cost/Volume/Profit Analysis) n This is a planning and control technique. n PLANNING: – make informed decisions.
C H A P T E R 9 Making Decisions Using Relevant Information Making Decisions Using Relevant Information.
Accounting Costs, Profit, Contribution and break Even Analysis.
BREAK-EVEN The break-even point of a new product is the level of production and sales at which costs and revenues are exactly equal. It is the point at.
C H A P T E R 8 Evaluating Products and Processes Evaluating Products and Processes.
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 29 Relevant Costing for Managerial Decisions.
Differential Cost Analysis
© The McGraw-Hill Companies, Inc., 2002 McGraw-Hill/Irwin Cost-Volume-Profit Analysis Lecture 16.
Financial and Managerial Accounting Wild, Shaw, and Chiappetta Fourth Edition Wild, Shaw, and Chiappetta Fourth Edition McGraw-Hill/Irwin Copyright © 2011.
Introduction to Cost Behavior and Cost-Volume Relationships.
M AKE VS BUY WEEK 10. Product RProduct S Selling price$12$20 Materials$4$11 Labour hours 24 Machine hours 43 I LLUSTRATIVE QUESTIONS Q 11.2 Maxitank makes.
Differential Cost Analysis
Accounting for Executives Week 8 6/5/2010 (Fri) Lecture 8.
Business Development Services 1 What are your costs? Session 10.
Learning Objectives 1 To define and calculate revenue 2 To describe the different types of cost 3 To calculate revenue.
Break-even Analysis. Revenues, costs and profits Richard Repairs – your local garage repair service. Reminder for November and December trading. Looks.
Cost & Management Accounting Break-even Analysis Lecture-31 Mian Ahmad Farhan (ACA)
Short Term Decision Making Chathuri Senarath Senior Lecturer- University of Kelaniya MEcon(UOC), BCom Sp (Hons) (UOC), CIMA (UK) Passed Finalist, AAT (SL)
BREAK-EVEN (BE) Unit 2 Business Development Finance GCSE Business Studies.
Cost & Management Accounting Lecturer-45. RA & RB Company owns a department store. It sells three major lines of their products in three departments.
Cost-Volume-Profit Analysis
Financial planning: break-even. Syllabus Candidates should be able to: define contribution and contribution per unit (selling price – variable cost per.
Relevant Costs for Decision Making
Cost Accounting Decision Making Lecture-43 Main Ahmad Farhan.
Cost & Management Accounting
Absorption and marginal costing
Marginal costing and short term decision making
Presentation transcript:

Managing Finance and Budgets Lecture 5 Activities & Solutions

Activity One A garage has an old car standing around which it bought several months ago for £3,000. The car needs a replacement engine before it can be sold. It is possible to buy a reconditioned engine for £300. It would take a mechanic (who paid is £8 per hour) 7 hours to fit the engine. At present the garage is short of work, but the owners are reluctant to lay off any mechanics or even to cut down their basic working week because skilled labour is difficult to find and an upturn in repair work is expected soon. Without the engine the car could be sold for an estimated £3,500. Identify the following: Historic cost of the car Outlay cost if the car is to be repaired Opportunity cost of the car and sunk cost of the car Relevant costs to consider in deciding whether or not to repair the car What is the minimum price to sell the car for to justify carrying out the work? How would the minimum price change if the garage were busy at the moment, and the mechanic’s time could be charged to other customers at £12 per hour.

Activity One Solution (1) Historic cost £3,000 What we paid for the car originally Outlay cost (to repair) £300 NB We disregard labour costs of £8 x 7 = £56 because the mechanics are already paid, but not employed. Opportunity cost £3,500 What we think we can sell the car for now Sunk cost£3,000 What we have currently spent on the car to date Relevant costs to consider : Opportunity Costs + Outlay Costs = £ £300 = £3800 £3,800 is the minimum price that the garage will sell the car for in order to justify carrying out the work.

Activity One Solution (2) If the garage were busy, with the mechanic’s time charged at £12 per hour. Historic cost 3,000 What we paid for the car originally Outlay costs (to repair)Engine £300 Labour Costs £12 x 7 = £84 £384 Relevant costs to consider : Opportunity Costs + Outlay Costs = £ £384 = £3884 £3,884 is the minimum price that the garage will sell the car for in order to justify carrying out the work. NB: What we could charge for their labour, rather than what it costs us.

Activity Two Identify a range of Fixed and a range of Variable Costs for each of the following types of organisation: Manufacturing company Hotel Supermarket

Activity Two Solution Fixed CostsVariable Costs ManufacturingRent/Rates Cleaning Raw Materials Transport HotelRates/Mortgage Cleaning Food, Laundry SupermarketRates/Lease Admin Salaries Goods, Some wages

Activity Three Company ACompany B FIXED COSTS £ 10,000 £ 54,000 UNIT SALES PRICE £ 20 £ 20 VARIABLE COSTS PER UNIT £ 10 £ 2 PLANNED SALES 2000 units 5000 units Calculate the following for each Company: Contribution per Unit Break-even point and Margin of safety Profit at planned sales, twice planned sales and 1/2 x planned sales Which company has the higher operating gearing and what effect does this have?

Activity Three: Company A Solution Company A FIXED COSTS £ 10,000 UNIT SALES PRICE £ 20 VARIABLE COSTS PER UNIT £ 10 PLANNED SALES 2000 units Contribution per Unit: £20 -£10= £10 Break-even point:£10000/£10= 1000 Margin of safety:(2000 –1000) x £10= £10,000 Profit atplanned sales= £10,000 twice planned sales = £30,000 1/2 x planned sales= NIL

Activity Three: Company B Solution Company B FIXED COSTS £ 54,000 UNIT SALES PRICE £ 20 VARIABLE COSTS PER UNIT £ 2 PLANNED SALES 5000 units Contribution per Unit: £20 -£2= £18 Break-even point:£54000/£18= 3000 Margin of safety:(5000 –3000) x £10= £20,000 Profit atplanned sales= £20,000 twice planned sales = £110,000 1/2 x planned sales= £9,000 Loss

Activity Four Calculate the COST of producing 5,000 pints of bitter and 2,300 pints of lager in 1 month using the Direct Costs & the three methods of allocating overheads shown below. DIRECT COSTSBitterLager Ingredients10p per pint25p per pint Labour20p per pint10p per pint Fuel 5p per pint10p per pint Brewery/Depreciation£500Overheads £ 5,000 Method 1: Allocate overheads according to pints produced Method 2: Allocate overheads according to % of labour cost Method 3: Allocate overheads according to overall direct cost of production

Activity Four Solution Method 1

Activity Four Solution Method 2

Activity Four Solution Method 3

Activity Five “The full cost of pursuing an objective is effectively the long-run break-even selling price.” What does this mean?

Activity Five - Solution “The full cost of pursuing an objective is effectively the long-run break-even selling price.” If the analysis has been performed correctly, then selling the item for its full cost, should do just that, precisely recover the cost of producing it. This is just another way of saying we would neither make a profit or a loss, but just “break even”

Activity Six You work in the costing department of a budget airline. What items need to be taken into account when trying to calculate the unit cost of transporting a passenger from one destination to another?

Activity Six - Solution What items need to be taken into account when trying to calculate the unit cost of transporting a passenger? This is not an exhaustive list: Airport Service/Tax Charges Air Traffic Control Charges Maintenance & Replacement (Labour & Parts) Cleaning Depreciation of Aircraft Fuel & other running costs Food costs Baggage handling costs Staff salaries (cabin and ground) Admin Costs (booking, travel agent commission etc.)