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CHAPTER 7Incremental Analysis
ASSIGNMENT CLASSIFICATION TABLE
Learning ObjectivesQuestions
BriefExercises Do It!Exercises
AProblems
BProblems
1.Identify the steps in managements decision- making process.1,
211
2.Describe the concept of incremental analysis.3, 421, 17
3.Identify the relevant costs in accepting an order at a special
price.5312, 3, 4, 181A1B
4.Identify the relevant6, 7425, 6, 7,2A2B
costs in a make-or-buy decision.8, 18
5.Identify the relevant costs8, 9, 105, 639, 10, 11,3A3B
in determining whether to sell or process materials12, 18
further.
6.Identify the relevant costs to be considered in repairing,
retaining or replacing equipment.11713, 14, 184A4B
7.Identify the relevant costs128415, 16,5A5B
in deciding whether to eliminate an unprofitable segment.17,
18
ASSIGNMENT CHARACTERISTICS TABLE
ProblemNumberDescription
Difficulty Level
Time Allotted (min.)
1AUse incremental analysis for special order and identify
nonfinancial factors in the decision.
Simple2030
2AUse incremental analysis related to make or buy, consider
opportunity cost, and identify nonfinancial factors.
Moderate3040
3ADetermine if product should be sold or processed
further.Moderate3040
4ACompute gain or loss, and determine if equipment should be
replaced.
Moderate3040
5APrepare incremental analysis concerning elimination of
divisions.
Moderate3040
1BUse incremental analysis for special order and identify
nonfinancial factors in the decision.
Simple2030
2BUse incremental analysis related to make or buy, consider
opportunity cost, and identify nonfinancial factors.
Moderate3040
3BDetermine if product should be sold or processed
further.Moderate3040
4BCompute gain or loss, and determine if equipment should be
replaced.
Moderate3040
5BPrepare incremental analysis concerning elimination of
divisions.
Moderate2030
BLOOMS TAXONOMY TABLE
Correlation Chart between Blooms Taxonomy, Learning Objectives
and End-of-Chapter Exercises and Problems
Learning
ObjectiveKnowledgeComprehensionApplicationAnalysisSynthesisEvaluation
1.Identify the steps in managements decision-making
process.BE7-1Q7-1 Q7-2E7-1
2.Describe the concept of incremental analysis.Q7-3
Q7-4E7-1BE7-2E7-17
3.Identify the relevant costs in accepting an order at a special
price.Q7-5BE7-3 DI7-1E7-2 E7-3 E7-4E7-18 P7-1A P7-1B
4.Identify the relevant costs in aQ7-6BE7-4E7-5E7-18
make-or-buy decision.Q7-7DI7-2E7-6P7-2A
E7-7P7-2B
E7-8
5.Identify the relevant costs inQ7-8BE7-5E7-9E7-18
determining whether to sell orQ7-9BE7-6E7-10P7-3A
process materials further.Q7-10DI7-3E7-11P7-3B
E7-12
6.Identify the relevant costs to be considered in repairing,
retaining or replacing equipment.Q7-11BE7-7E7-13 E7-14 E7-18P7-4A
P7-4B
7.Identify the relevant costs in deciding whether to eliminate
an unprofitable segment.Q7-12BE7-8 DI7-4E7-15 E7-16 E7-17E7-18
P7-5A P7-5B
Broadening Your PerspectiveBYP7-1 BYP7-4 BYP7-5BYP7-2BYP7-8
BYP7-9BYP7-3 BYP7-6 BYP7-7
ANSWERS TO QUESTIONS
1. The following steps are frequently involved in managements
decision-making process:(1) Identify the problem and assign
responsibility.(2) Determine and evaluate possible courses of
action.(3) Make a decision.(4) Review results of the decision.
2. My roommate is incorrect. Accounting contributes to the
decision-making process at Steps 2 and 4. Prior to the decision,
accounting provides relevant revenue and cost data for each course
of action. Following the decision, internal reports are prepared to
show the actual impact of the decision.
3. Disagree. Incremental analysis involves the identification of
financial data that change under alternative courses of action.
4. In incremental analysis, the important point to consider is
whether costs will differ (change) between the two alternatives. As
a result, sometimes (1) variable costs do not change under the
alternative courses of action and (2) fixed costs do change.
5. The relevant data in deciding whether to accept an order at a
special price are the incremental revenues to be obtained compared
to the incremental costs of filling the special order.
6. The manufacturing costs that are relevant in the make-or-buy
decision are those that will change if the parts are purchased.
7. Opportunity cost may be defined as the potential benefit that
may be obtained by following an alternative course of action.
Opportunity cost is relevant in a make-or-buy decision when the
facilities used to make the part can be used to generate additional
income.
8. The decision rule in a decision to sell a product or to
process it further is: Process further as long as the incremental
revenue from the additional processing exceeds the incremental
processing costs.
9. Joint products are products that are produced from a single
raw material and a common production process. An accounting issue
related to joint products is how to allocate the joint costs
incurred during the production process that creates the joint
products.
10. Joint costs are irrelevant to a sell-or-process-further
decision because they are sunk costs and will not change whether
the decision is to sell the existing product or process it further.
Therefore, joint costs are ignored in this decision.
11. A sunk cost is a cost that cannot be changed by any present
or future decision. Sunk costs, such as the book value of an old
piece of equipment, therefore, are not relevant in a decision to
retain or replace equipment.
12. Net income will be lower if an unprofitable product line is
eliminated when the product line is producing a positive
contribution margin and its fixed costs cannot be avoided or
reduced.
SOLUTIONS TO BRIEF EXERCISES
BRIEF EXERCISE 7-1
The correct order is:
1. Identify the problem and assign responsibility.2. Determine
and evaluate possible courses of action.3. Make a decision.4.
Review results of the decision.
BRIEF EXERCISE 7-2
Revenues CostsNet income
Alternative A $160,000 100,000$ 60,000
Alternative B $180,000 125,000$ 55,000
Net Income Increase (Decrease)$ 20,000 (25,000)($ 5,000)
Alternative A is better than Alternative B.
BRIEF EXERCISE 7-3
RevenuesCostsVariable manufacturing ShippingNet income
Reject Order$0 0 0$0
Accept Order $75,000* 60,000** 6,000***$ 9,000
Net Income Increase (Decrease) $ 75,000(60,000) (6,000)$
9,000
The special order should be accepted.
*3,000 X $25**3,000 X $20***3,000 X $ 2
BRIEF EXERCISE 7-4
MakeBuy
Net Income Increase (Decrease)
Variable manufacturing costs Fixed manufacturing costs Purchase
priceTotal annual cost
$50,000 30,000 0 $80,000
$030,000 60,000$90,000
$ 50,0000 (60,000)$(10,000)
The decision should be to make the part.
BRIEF EXERCISE 7-5
Process
Net Income
Sell Further Increase (Decrease)
Sales price per unit Cost per unitVariable$62.00
36.00$70.00
43.00$8.00
(7.00)
Fixed 10.00 10.00 0
Total 46.00 53.00 (7.00)
Net income per unit$16.00$17.00$1.00
The bookcases should be processed further because the
incremental revenues exceed incremental costs by $1.00 per
unit.
BRIEF EXERCISE 7-6
The allocated joint costs are irrelevant to the sell or process
further decisions. If AB1 is processed further, the company will
earn incremental revenue of $50,000 ($150,000 $100,000) and only
incur incremental costs of$45,000. Therefore, the company should
process AB1 further and sell AB2. If XY1 is processed further, the
company will earn incremental revenue of$35,000 ($130,000 $95,000)
but will incur incremental costs of $50,000. Therefore, the company
should sell XY1 rather than process it further.
BRIEF EXERCISE 7-7
Variable manufacturing costs for 4 yearsNew machine cost Sell
old machineTotal
Retain Equipment
$3,000,000
$3,000,000
Replace Equipment
$2,500,000 300,000 (30,000)$2,770,000
Net 4-Year Income Increase (Decrease)
$ 500,000(300,000) 30,000$ 230,000
The old factory machine should be replaced.
BRIEF EXERCISE 7-8
Net Income
Continue Eliminate Increase (Decrease)
Sales$200,000$0$(200,000)
Variable costs 180,000 0 180,000
Contribution margin20,0000(20,000)
Fixed costs 30,000 20,000 10,000
Net income$ (10,000)$(20,000)$ (10,000)
The Big Bart product line should be continued because $20,000 of
contribu- tion margin will not be realized if the line is
eliminated. This amount is greater than the $10,000 savings of
fixed costs.
SOLUTIONS FOR DO IT! REVIEW EXERCISES
DO IT! 7-1
RejectAccept
Net Income Increase (Decrease)
Revenues$ 0$180,000$180,000 Costs$ 0138,000*(138,000) Net
income$ 0$ 42,000$ 42,000*(6,000 X $20) + (6,000 X $3)Given the
results of the above analysis, Maize Company should accept the
special order.
DO IT! 7-2
(a)
MakeBuy
Net Income Increase (Decrease)
Direct materials$ 30,000$0$ 30,000Direct labor42,000042,000
Variable manufacturingcosts45,000045,000Fixed
manufacturingcosts60,00045,00015,000
Purchase price 0 162,000 (162,000)
Total cost$177,000$207,000$ (30,000)
Given the results of the above analysis, Rubble Company will
incur$30,000 of additional costs if it buys the switches.
(b)
MakeBuy
Net Income Increase (Decrease)
Total cost$177,000$207,000$(30,000) Opportunity
cost34,000034,000 Total cost$211,000$207,000$ 4,000Yes, the answer
is different: The analysis shows that net income will be increased
by $4,000 if Rubble Company purchases the switches.
DO IT! 7-3
Process
Net Income
Sell Further Increase (Decrease)
Sales per unit Cost per unitVariable$75
$40$100
$ 57$25
($17)
Fixed 10 13 (3)
Total$50$ 70($20)
Net income per unit$25$ 30$ 5
The tables should be processed further and Mesa Verde should
finish the tables because the incremental revenues exceed
incremental costs by$5 per unit.
DO IT! 7-4
Continue EliminateNet Income Increase (Decrease)
Sales$500,000$0$(500,000)
Variable costs 370,000 0 370,000
Contribution margin130,0000(130,000)
Fixed costs 150,000 38,000 112,000
Net income$ (20,000)$(38,000)$ (18,000)
The analysis indicates that Gator should not eliminate the
gloves and mittens line because net income would decrease
$18,000.
SOLUTIONS TO EXERCISESEXERCISE 7-11. False. The first step in
managements decision-making process is identify the problem and
assign responsibility.2. False. The final step in managements
decision-making process is toreview the results of the decision.3.
True.4. False. In making business decisions, management ordinarily
considersboth financial and nonfinancial information.5. True.6.
True.7. False. Costs that are the same under all alternative
courses of action do not affect the decision.8. False. When using
incremental analysis, either costs or revenues or bothwill change
under alternative courses of action.9. False. Sometimes variable
costs will not change under alternative courses of action, but
fixed costs will.
EXERCISE 7-2
(a)
Revenues ($4.80) Materials ($0.50) Labor ($1.50)Variable
overhead ($1.00) Fixed overheadSales commissions Net income
Reject Order $ 00000 0$ 0
Accept Order $24,000 (2,500)(7,500)(5,000)(6,000) 0 $ 3,000
Net Income Increase (Decrease) $24,000
(2,500)(7,500)(5,000)(6,000) 0 $ 3,000
(b) As shown in the incremental analysis, Gruden should accept
the special order because incremental revenue exceeds incremental
expenses by$3,000.(c) It is assumed that sales of the golf discs in
other markets would not be affected by this special order. If other
sales were affected, Gruden would have to consider the lost sales
in making the decision. Second, if Gruden is operating at full
capacity, it is likely that the special order would be
rejected.
EXERCISE 7-3
(a)
Reject
Revenues (15,000 X $7.60)$0$114,000Cost of goods
sold078,000(1)Operating expenses 0 30,000(2)Net income$0$6,000
Order
Accept Order
Net Income Increase (Decrease)$114,000 (78,000)
(30,000)$6,000
(1)Variable cost of goods sold = $2,600,000 X 70% =
$1,820,000.Variable cost of goods sold per unit = $1,820,000
350,000 = $5.20 Variable cost of goods sold for the special order =
$5.20 X 15,000= $78,000.
(2) Variable operating expenses = $840,000 X 75% =
$630,000$630,000 350,000 = $1.80 per unit 15,000 X $1.80 =
$27,000$27,000 + $3,000 = $30,000
(b) As shown in the incremental analysis, Leno Company should
accept the special order because incremental revenues exceed
incremental expenses by $6,000.
EXERCISE 7-4
Net Income
RejectAcceptIncrease
Order Order (Decrease)
Revenues$0$1,187,500 (1)$1,187,500
Variable costs:
Direct materials0500,000(500,000)
Direct labor0187,500(187,500)
Variable overhead 0 250,000 (250,000)
Total variable costs 0 937,500 (937,500)
Net income$0$ 250,000$ 250,000
(1) [($2.00 + $0.75 + $1.00 + $1.00) X 250,000]Klean Fiber
should accept the Armys offer since it would increase net income by
$250,000.
EXERCISE 7-5
(a)
MakeBuy
Net Income Increase (Decrease)
Direct materials (30,000 X $4.00) Direct labor (30,000 X
$5.00)Variable overhead costs ($150,000 X 70%)Fixed manufacturing
costs Purchase price (30,000 X $12.75)Total annual cost
$120,000 150,000
105,00045,000 0$420,000
$00
045,000 382,500$427,500
$ 120,000150,000
105,0000 (382,500)$(7,500)
(b) No, Schopp Inc. should not purchase the shades. As indicated
by the incremental analysis, it would cost the company $7,500 more
to pur- chase the lamp shades.
(c) Yes, by purchasing the lamp shades, a total cost saving of
$17,500 will result as shown below.
Net Income Increase Make Buy (Decrease)
Total annual cost (above)$420,000$427,500$ (7,500)
Opportunity cost 25,000 0 25,000
Total cost$445,000$427,500$ 17,500
EXERCISE 7-6
(a) 1.
MakeBuy
Net Income Increase (Decrease)
Direct materials$1,000,000$0$ 1,000,000 Direct
labor800,0000800,000Variable overhead120,0000120,000Fixed
overhead600,000195,000405,000 Purchase price02,300,000(2,300,000)
Total annual cost$2,520,000$2,495,000$25,000
Yes. The offer should be accepted as net income will increase by
$25,000.
EXERCISE 7-6 (Continued)
2.
MakeBuy
Net Income Increase (Decrease)
Direct materials$1,000,000$0$ 1,000,000 Direct
labor800,0000800,000Variable overhead120,0000120,000Fixed
overhead600,000600,0000Opportunity cost405,0000405,000 Purchase
price02,300,000(2,300,000)Totals$2,925,000$2,900,000$25,000
Yes. The offer should be accepted as net income would be $25,000
more.
(b) Qualitative factors include the possibility of laying off
those employees that produced the robot and the resulting poor
morale of the remaining employees, maintaining quality standards,
and controlling the purchase price in the future.
EXERCISE 7-7
(a) Net IncomeIncrease Make SailsBuy Sails(Decrease)Direct
materials$100$0$ 100 Direct labor80080Variable
overhead35035Purchase price0250(250)Total unit cost$215$250$
(35)Gibbs should be making the sails, because they could save $35
per unit or $42,000. The president was including the fixed overhead
cost in the calculation. Variable overhead = Total overhead ($100)
Fixed overhead ($78,000 1,200) = $35. This amount has been
allocated, so Gibbs will incur the cost whether or not they make
the sails. This is an example of an irrelevant cost, because it
does not differ between the two alternatives.
EXERCISE 7-7 (Continued)(b) The best decision would be to rent
out the space as shown below. The differential savings would be
$77,000 $42,000 = $35,000.
Net Income
PerMakeIncrease
(Based on 1,200 units) Unit Sails Buy Sails (Decrease)
Manufacturing cost$215$258,000$0$ 258,000
Purchase price$2500300,000(300,000)
Opportunity cost 77,000 0 77,000
Total annual cost$335,000$300,000$ 35,000
(c) Qualitative factors to consider would be (1) whether Gibbs
will be able to exercise control over the future price of the
product (2) whether Gibbs will be able to exercise control over the
quality of the product and(3) the potential for interruptions in
the supply of the product.
EXERCISE 7-8
(a)
Net Income
Increase
Make IMC2Buy IMC2 (Decrease)
Direct materials$ 65.00$0$65.00
Direct labor45.00045.00
Material handling6.5006.50
Variable overhead72.00*072.00
Purchase price 0 200.00 (200.00)
Total unit cost$188.50$200.00$ (11.50)
*Variable overhead = 60% X ($126.50 6.50)
The unit should not be purchased from the outside vendor, as the
per unit cost would be $11.50 greater than if they made it.
EXERCISE 7-8 (Continued)
(b) In order for Innova to make an accurate decision, they would
have to know the opportunity cost of manufacturing the other
product. As determined in (a), purchasing the product from outside
would cost$11,500 more (1,000 X $11.50). Innova would have to
increase their contribution margin by more than $11,500 through the
manufacture of the other product, before it would be economical for
them to purchase the IMC2 from the outside vendor.
(c) Qualitative factors to consider would be (1) quality of the
component(2) on-time delivery, and (3) reliability of the
vendor.
EXERCISE 7-9
Sales per unit Costs per unitDirect materials Direct
laborTotal
Net income per unit
Sell (Basic Kit)$30
$14 0$14
$16
Process Further (Stage 2 Kit) $35
$ 7 (1) 9 (2)$16
$19
Net Income Increase (Decrease) $ 5
$ 7 (9)$(2)
$ 3
(1) The cost of materials decreases because Rachel can make two
Stage 2 Kits from the materials for a basic kit.
(2) The total time to make the two kits is one hour at $18 per
hour or$9 per unit.
EXERCISE 7-9 (Continued)
Rachel should carry the Stage 2 Kits. The incremental revenue,
$5, exceeds the incremental processing costs, $2. Thus, net income
will increase by processing the kits further.
EXERCISE 7-10
(a)Sales ($60,000 + $15,000 + $55,000)$ 130,000
Joint costs (100,000)
Net income$ 30,000
(b)Sales ($190,000 + $35,000 + $215,000)$ 440,000
Joint costs(100,000)
Additional costs ($100,000 + $30,000 + $150,000) (280,000)
Net income$ 60,000
(c)
Product 10Product 12Incremental revenue(1)$ 130,000$
20,000Product 14$ 160,000
Incremental costs(100,000)(30,000) (150,000)
Incremental profit (loss)$ 30,000$(10,000)$ 10,000
(1)Sales value after further processing Sales value @ split-off
point
Products 10 and 14 should be processed further and product 12
should be sold at the split-off point.
(d)Sales ($190,000 + $15,000 + $215,000)$ 420,000
Joint costs(100,000)
Additional costs ($100,000 + $150,000) (250,000)
Net income$ 70,000
Net income is $10,000 ($70,000 $60,000) higher in (d) than in
(b) because product 12 is not processed further, thereby increasing
overall profit $10,000.
EXERCISE 7-11
To determine whether each of the three joint products should be
sold as is, or processed further, we must determine the incremental
profit or loss that would be earned by each. The allocated joint
costs are irrelevant to the decision since these costs will not
change whether or not the products are sold as is or processed
further. LarcoMarcoNarco
Incremental revenue Incremental cost Incremental profit
(loss)
$100,000* (110,000)$ (10,000)
$100,000** (85,000)$ 15,000
$395,000*** (250,000)$145,000
From this analysis we see that Marco and Narco should be
processed further because the incremental revenue exceeds the
incremental costs, but Larco should be sold as is.*$300,000
$200,000 **$400,000 $300,000 ***$800,000 $405,000
EXERCISE 7-12
(a) The costs that are relevant in this decision are the
incremental revenues and the incremental costs associated with
processing the material past the split-off point. Any costs
incurred up to the split-off point are sunk costs, and therefore,
irrelevant to this decision.(b) Revenue after further
processing:Product D$60,000 (4,000 units X $15.00 per unit) Product
E$97,200 (6,000 units X $16.20 per unit) Product F$45,200 (2,000
units X $22.60 per unit)Revenue at split-off:Product D$40,000
(4,000 units X $10.00 per unit) Product E$69,600 (6,000 units X
$11.60 per unit) Product F$38,800 (2,000 units X $19.40 per
unit)
D E F
Incremental revenue$20,000$27,600$ 6,400
Incremental cost (14,000) (20,000) (9,000)
Increase (decrease) in profit$ 6,000$ 7,600$(2,600)
Products D and E should be processed further.(c) The decision
would remain the same. It does not matter how the joint costs are
allocated because joint costs are irrelevant to this decision.
EXERCISE 7-13
(a)Cost$100,000
Accumulated depreciation (25,000*)
Book value75,000
Sales proceeds 40,000
Loss on sale$ 35,000
*One years depreciation: ($100,000 $0) 4 years
(b)
Retain Scanner
Replace Scanner
Net Income Increase (Decrease)
Annual operating costs$315,000*$225,000**$90,000 New scanner
cost110,000(110,000) Old scanner
salvage(40,000)40,000Total$315,000$295,000$ 20,000
*(3 years X $105,000)**[3 years X ($105,000 $30,000)]
Yes. Benson Hospital should replace the old scanner because it
will result in a savings of $20,000 over the next four years.
(c) As shown in (a) above, replacing the old scanner will result
in reporting a loss of $35,000. Reluctance to report losses of this
nature is the usual reason for not recognizing that a poor decision
was made in the past. The remaining book value of the old scanner
($75,000) is a sunk cost. It will be deducted in the future, if the
scanner is retained, or written off now if it is replaced. However,
if it is replaced now, that cost will be partially offset by the
salvage value that Dyno is willing to pay ($40,000).
EXERCISE 7-14
Operating costs New machine cost Salvage value (old)Total
Retain Machine$125,0000 0$125,000
Replace Machine (1)$100,00025,000 (6,000)$119,000
Net Income Increase (Decrease) (2)$ 25,000(25,000) 6,000$
6,000
(1) $25,000 X 5.(2) $20,000 X 5.
The current machine should be replaced. The incremental analysis
shows that net income for the five-year period will be $6,000
higher by replacing the current machine.
EXERCISE 7-15
Net Income
Increase
Continue Eliminate (Decrease)
Sales Variable costsCost of goods sold$100,000
61,000$0
0$(100,000)
61,000
Operating expenses 26,000 0 26,000
Total variable 87,000 0 87,000
Contribution margin Fixed costsCost of goods sold 13,000
15,000 0
15,000 (13,000)
0
Operating expenses 24,000 24,000 0
Total fixed 39,000 39,000 0
Net income (loss)$(26,000)$(39,000)$ (13,000)
Judy is incorrect. The incremental analysis shows that net
income will be$13,000 less if the Huron Division is eliminated.
This amount equals the contribution margin that would be lost
through discontinuing the division.
(Note: None of the fixed costs can be avoided.)
EXERCISE 7-16(a)$30,000 + $70,000 $40,000 = $60,000(b)
TinglerShockerTotal
SalesVariable expenses Contribution margin Fixed expensesNet
income
$300,000 150,000 150,000 142,500*$7,500
$500,000 200,000 300,000 267,500**$ 32,500
$800,000 350,000 450,000 410,000$ 40,000
*$30,000 + [($300,000 $800,000) X $300,000]**$80,000 +
[($500,000 $800,000) X $300,000](c) As shown in the analysis above,
Cawley should not eliminate the Stunner product line. Elimination
of the line would cause net income to drop from $60,000 to $40,000.
The reason for this decrease in net income is that elimination of
the product line would result in the loss of $55,000 of
contribution margin while saving only $35,000 of fixed
expenses.
EXERCISE 7-17
Calculation of contribution margin per unit:
C D E
Selling price per unit$95$75$115
Less: variable costs/unit 50 40 40
Contribution margin/unit$45$35$ 75
Fixed costs = $22 X (9,000 + 20,000) = $638,000
Company profit with Products C and D:
Units sold C 9,000 D 20,000 Total
Sales revenue$855,000$1,500,000$2,355,000
Less: Variable costs 450,000 800,000$1,250,000
Contribution margin$405,000$ 700,0001,105,000
Less: Fixed costs 638,000
Net income$ 467,000
EXERCISE 7-17 (Continued)
Company profit with Products C and E:
CETotal Units sold9,900*10,000
Sales revenue$940,500 $1,150,000 $2,090,500 Less: Variable
costs495,000 400,000 895,000 Contribution margin$445,500 $
750,0001,195,500 Less: Fixed costs638,000Net income$ 557,500
*Product C sales increase by 10%, (9,000 X 110%)
Yes they should introduce Product E since net profit would
increase by$90,500 ($557,500 $467,000). EXERCISE 7-181. Irrelevant.
Unavoidable costs will be incurred regardless of the decision
made.
2. Relevant.
3. Irrelevant. This is a sunk cost and all sunk costs are
irrelevant.
4. Irrelevant. These are sunk costs.
5. Relevant.
6. Relevant.
7. Relevant.
8. Relevant.
9. Irrelevant. If there is no change in the direct materials
charge regardless of the decision made, the cost is irrelevant.
10. Relevant.
SOLUTIONS TO PROBLEMS
PROBLEM 7-1A
(a)
Reject Order
Accept Order
Net Income Increase (Decrease)
Revenues (10,000 X $27)$0$270,000$ 270,000
Cost of goods sold Selling and administrativeexpenses0
0220,000
20,000(1)
(2)(220,000)
(20,000)
Net income$0$ 30,000$ 30,000
(1)Variable costs = $3,600,000 $960,000 = $2,640,000;$2,640,000
120,000 units = $22.00 per unit; 10,000 X $22.00 = $220,000.
(2)Variable costs = $405,000 $225,000 = $180,000;$180,000
120,000 units = $1.50 per unit; 10,000 X ($1.50 + $0.50) =
$20,000.
(b) Yes, the special order should be accepted because net income
will increase by $30,000.
(c) Unit selling price = $22.00 (variable manufacturing costs) +
$2.00 variable selling and administrative expenses + $4.00 net
income = $28.
(d) Nonfinancial factors to be considered are: (1) possible
effect on domestic sales, (2) possible alternative uses of the
unused plant capacity, and(3) ability to meet customers schedule
for delivery without increasing costs.
PROBLEM 7-2A
(a)
Direct materials
Make CISCOBuy CISCO
Net Income Increase (Decrease)
(8,000 X $4.80)Direct labor (8,000 X $4.30)Indirect labor
$38,400 34,400
$0$38,400
034,400
(8,000 X $.43)3,44003,440
Utilities (8,000 X $.40)3,20003,200
Depreciation3,0009002,100
Property taxes700200500
Insurance1,500600900
Purchase price080,000(80,000)
Freight and inspection
(8,000 X $.35)02,800(2,800)
Receiving costs 0 1,300 (1,300)
Total annual cost$84,640$85,800$ (1,160)
(b) The company should continue to make CISCO because net income
would be $1,160 less if CISCO were purchased from the supplier.
(c) The decision would be different. Because of the opportunity
cost of$3,000, net income will be $1,840 higher if CISCO is
purchased as shown below:
Make CISCO
Buy CISCONet Income Increase (Decrease)
Total annual cost$84,640$85,800$(1,160)
Opportunity cost 3,000 0 3,000
Total cost$87,640$85,800$ 1,840
(d) Nonfinancial factors include: (1) the adverse effect on
employees if CISCO is purchased, (2) how long the supplier will be
able to satisfy the Shatner Manufacturing Companys quality control
standards at the quoted price per unit, and (3) whether the
supplier will deliver the units when they are needed by
Shatner.
PROBLEM 7-3A
(a) (1)Table Cleaner Not Processed Further
Sales:FloorShine (600,000 30) X $20$400,000
Table Cleaner (300,000 25) X $18 216,000
Total revenue$616,000
Costs:
CDG210,000
Additional costs of FloorShine 240,000
Total costs 450,000
Gross profit$166,000
(2) Table Cleaner Processed Further
Sales:FloorShine$400,000
Table Stain Remover (300,000 25) X $14168,000
Table Polish (300,000 25) X $14 168,000
Total revenue$736,000
Costs:
CDG210,000
Additional costs of FloorShine240,000
TCP 100,000
Total costs 550,000
Gross profit$186,000
(3) If the table cleaner is processed further overall company
profits will be $20,000 higher. Therefore, management made the
wrong decision by choosing to not process table cleaner
further.
PROBLEM 7-3A (Continued)
(b) Dont ProcessTable Cleaner Further
Process Table Cleaner Further
Net Income Increase (Decrease)
Incremental revenue$216,000$336,000$120,000 Incremental
costs0100,000(100,000)Totals$216,000$236,000$ 20,000
When trying to decide if the table cleaner should be processed
further into TSR and TP, only the relevant data need be considered.
All of the costs that occurred prior to the creation of the table
cleaner are sunk costs and can be ignored. The decision should be
made by comparing the incremental revenue from further processing
to the incremental costs.
PROBLEM 7-4A
(a)
Cost
$120,000
Accumulated depreciation (24,000*)
Book value96,000
Sales proceeds (25,000)
Loss on sale$ 71,000
*$120,000 5 years = $24,000
(b) (1)Retain Old ElevatorRevenues ($240,000 X 4 yrs.)$960,000
Less costs:Variable costs ($35,000 X 4)$140,000 Fixed costs
($23,000 X 4)92,000Selling &
administrative116,000*Depreciation96,000444,000 Net
income$516,000*($29,000 X 4)
(2)Replace Old ElevatorRevenues$960,000Less costs:Variable costs
($10,000 X 4)$ 40,000
Fixed costs ($8,500 X 4)34,000
Selling and administrative116,000
Depreciation 160,000350,000
Operating income610,000
Less: Loss on old elevator 71,000
Net income$539,000
(c)
Retain Old Elevator
Replace Old Elevator
Net Income Increase (Decrease)
Variable operating costs$140,000$ 40,000$ 100,000 Fixed
operating costs92,00034,00058,000New elevator cost160,000(160,000)
Salvage on old elevator.(25,000)25,000Totals$232,000$209,000$
23,000
PROBLEM 7-4A (Continued)
(d)MEMO
TO: Ron Richter FROM: StudentSUBJECT: Relevant Data for Decision
to Replace Old Elevator
When deciding whether or not to replace any old equipment, the
analysis should only include cost data relevant to the replacement
decision. The$71,000 loss that would be experienced if we replace
the old elevator with the newer model is related to a sunk cost,
namely the cost of the old elevator. Sunk costs are irrelevant in
decision making.
The loss occurs when comparing the book value of the old
elevator to the cash proceeds that would be received. The book
value of $96,000 would be deducted as depreciation expense over the
next four years if the elevator were retained. If the elevator is
replaced with the newer model, the book value will be expensed in
the current year, less the cash proceeds received on disposal.
Therefore, the $96,000 book value will be expensed under either
alternative, making it irrelevant.
PROBLEM 7-5A
(a)
Sales
Division I $250,000
Division II$200,000
Variable costs
Cost of goods sold150,000172,800
Selling and administrative 30,000 42,000
Total variable expenses 180,000 214,800
Contribution margin$ 70,000$ (14,800)
(b)(1)
Division I
Continue
EliminateNet Income Increase (Decrease)
Contribution margin (above) Fixed costsCost of goods sold$
70,000
50,000$0
25,000$(70,000)
25,000
Selling and administrative 45,000 22,500 22,500
Total fixed expenses 95,000 47,500 47,500
Income (loss) from operations$(25,000)$(47,500)$(22,500)
(2)
Division II
Continue
EliminateNet Income Increase (Decrease)
Contribution margin (above) Fixed costsCost of goods
sold$(14,800)
19,200$0
9,600$14,800
9,600
Selling and administrative 18,000 9,000 9,000
Total fixed expenses 37,200 18,600 18,600
Income (loss) from operations$(52,000)$(18,600)$33,400
Division II should be eliminated as its negative contribution
margin is$14,800. Income from operations would increase $33,400 if
Division II is eliminated.
Division I should be continued because it is producing positive
con- tribution margin of $70,000. Income from operations will
decrease$22,500 by discontinuing this division.
PROBLEM 7-5A (Continued)
(c) GUTIERREZ COMPANY CVP Income StatementFor the Quarter Ended
March 31, 2014
Divisions
IIIIIVTotal
Sales$250,000$500,000$450,000$1,200,000
Variable costs
Cost of goods sold150,000240,000187,500577,500
Selling and
administrative 30,000 30,000 30,000 90,000
costs 180,000 270,000 217,500 667,500Contribution margin 70,000
230,000 232,500 532,500Fixed costsCost of goods sold
(1)53,20063,20065,700182,100Selling andadministrative (2) 48,000
33,000 23,000 104,000Total fixedcosts 101,200 96,200 88,700
286,100Total variable
Income (loss) from operations
$(31,200)
$133,800
$143,800
$ 246,400
(1) Divisions fixed cost of goods sold plus 1/3 of Division IIs
unavoidable fixed cost of goods sold [$192,000 X (100% 90%) X 50% =
$9,600]. Each divisions share is $3,200.
(2) Divisions fixed selling and administrative expense plus 1/3
of Division IIs unavoidable fixed selling and administrative
expenses [$60,000 X (100% 70%) X 50% = $9,000]. Each divisions
share is $3,000.
(d) Income from operations with Division II of $213,000 (given)
plus incremental income of $33,400 from eliminating Division II =
$246,400 income from operations without Division II.
PROBLEM 7-1B
(a)
Revenues (10,000 X $30) Cost of goods sold Selling and
administrativeexpenses Net income
Reject Order $0 0
0$0
Accept Order $300,000 240,000 (1)
25,000 (2)$ 35,000
Net Income Increase (Decrease) $ 300,000(240,000)
(25,000)$35,000
(1)Variable costs = $3,060,000 $900,000 = $2,160,000;$2,160,000
90,000 units = $24 per unit; 10,000 X $24 = $240,000.
(2)Variable costs = $360,000 $180,000 = $180,000;$180,000 90,000
units = $2.00 per unit; 10,000 X ($2.00 + $0.50) = $25,000.
(b) Yes, the special order should be accepted because net income
will be increased by $35,000.
(c) Unit selling price = $24 (variable manufacturing costs) +
$2.50 (variable selling and administrative expenses) + $5.50 (net
income) = $32.00.
(d) Nonquantitative factors to be considered are: (1) possible
effect on domestic sales, (2) possible alternative uses of the
unused plant capacity, and (3) ability to meet customers schedule
for delivery without increasing costs.
PROBLEM 7-2B
(a)
Make FIZBEBuy FIZBE
Net Income Increase (Decrease)
Direct materials (5,000 X $4.75)$23,750$0$ 23,750
Direct labor (5,000 X $4.60)23,000023,000
Indirect labor (5,000 X $.45)2,25002,250
Utilities (5,000 X $.35)1,75001,750
Depreciation2,0009001,100
Property taxes700200500
Insurance1,500600900
Purchase price056,000(56,000)
Freight and inspection
(5,000 X $.30)01,500(1,500)
Receiving costs 0 500(500)
Total annual cost$54,950$59,700$ (4,750)
(b) The company should continue to make FIZBE because net income
would be $4,750 less if FIZBE were purchased from the supplier.
(c) The decision would be different. Because of the opportunity
cost of$6,000, net income will be $1,250 higher if FIZBE is
purchased as shown below:
Make FIZBE
Buy FIZBE Net Income Increase (Decrease)
Total annual cost$54,950$59,700$(4,750)
Opportunity cost 6,000 0 6,000
Total cost$60,950$59,700$ 1,250
(d) Nonfinancial factors include: (1) the adverse effect on
employees if FIZBE is purchased, (2) how long the supplier will be
able to satisfy the Gill Corporations quality control standards at
the quoted price per unit, and (3) will the supplier deliver the
units when they are needed by Gill?
PROBLEM 7-3B
(a) (1)General-Purpose Cleaner Not Processed Further
SalesShineBrite (750,000 25) X $15$450,000
General-Purpose Cleaner (250,000 20) X $20Total revenue
250,000$700,000
CostsNPR200,000
Additional costs for ShineBrite Total costs 300,000 500,000
Gross profit$200,000
(2) General-Purpose is Processed Further
SalesShineBrite (750,000 25) X $15$450,000
Premium Cleaner (250,000 20) X $16200,000
Premium Stain Remover (250,000 20) X $16Total revenue
200,000$850,000
CostsNPR200,000
Additional costs for ShineBrite300,000
PSTTotal costs 140,000 640,000
Gross profit$210,000
(3) If the general-purpose cleaner is processed further overall
company profits will be $10,000 higher. Therefore, management made
the wrong decision by choosing to not process the general-purpose
cleaner further.
PROBLEM 7-3B (Continued)
(b) Dont ProcessG-P Cleaner Further
Process G-P Cleaner Further
Net Income Increase (Decrease)
Incremental revenue$250,000$400,000$150,000 Incremental
costs0140,000(140,000)Totals$250,000$260,000$ 10,000
When trying to decide if the general-purpose cleaner should be
processed further into PC and PSR, only the relevant data need be
considered. All of the costs that occurred prior to the creation of
the general-purpose cleaner are sunk costs and can be ignored. The
decision should be made by com- paring the incremental revenue from
further processing to the incremental costs.
PROBLEM 7-4B
(a)
Cost
$210,000
Accumulated depreciation (42,000*)
Book value168,000
Sales proceeds (58,000)
Loss on sale$110,000
*$210,000 5 years = $42,000
(b) (1)Retain Old EquipmentRevenues ($360,000 X 4
yrs.)$1,440,000 Less costs:Variable costs$200,000
Fixed costs120,000
Selling & administrative180,000
Depreciation 168,000 668,000
Net income$ 772,000
(2)Replace Old EquipmentRevenues$1,440,000Less costs:Variable
costs$ 48,000 Fixed costs20,000Selling and
administrative180,000Depreciation250,000498,000 Operating
income942,000Less: Loss on old equipment110,000Net income$
832,000
(c)
Retain Old Equipment
Replace Old Equipment
Net Income Increase (Decrease)
Variable costs$200,000$ 48,000$152,000Fixed
costs120,00020,000100,000New equipment cost250,000(250,000) Salvage
on old equipment.(58,000)58,000Totals$320,000$260,000$ 60,000
PROBLEM 7-4B (Continued)
(d)MEMO
TO: Gene Simmons FROM: StudentSUBJECT: Relevant Data for
Decision to Replace Old Equipment
When deciding whether or not to replace any old equipment, the
analysis should only include cost data relevant to the replacement
decision. The$110,000 loss that would be experienced if we replace
the old equipment with the newer equipment is related to a sunk
cost, namely the cost of the old equipment. Sunk costs are
irrelevant in decision making.
The loss occurs when comparing the book value of the old
equipment to the cash proceeds that would be received. The book
value of $168,000 would be deducted as depreciation expense over
the next four years if the equipment were retained. If the
equipment is replaced with the newer model the book value will be
expensed in the current year, less the cash proceeds received on
disposal. Therefore, the $168,000 book value will be expensed under
either alternative, making it irrelevant.
PROBLEM 7-5B
(a)
Division III
Division IV
SalesVariable expensesCost of goods sold$310,000
189,000$170,000
140,400
Selling and administrative 45,000 49,000
Total variable expenses 234,000 189,400
Contribution margin$ 76,000$ (19,400)
(b)(1)
Division III
Continue
EliminateNet Income Increase (Decrease)
Contribution margin (above) Fixed expensesCost of goods sold$
76,000
81,000$0
40,500$(76,000)
40,500
Selling and administrative 30,000 15,000 15,000
Total fixed expenses 111,000 55,500 55,500
Income (loss) from operations$(35,000)$(55,500)$(20,500)
(2)
Division IV
Continue
EliminateNet Income Increase (Decrease)
Contribution margin (above) Fixed expensesCost of goods
sold$(19,400)
15,600$0
7,800$19,400
7,800
Selling and administrative 21,000 10,500 10,500
Total fixed expenses 36,600 18,300 18,300
Income (loss) from operations$(56,000)$(18,300)$37,700
Division III should be continued as contribution margin
($76,000) is greater than the savings in fixed costs ($55,500) that
would result from elimination. Therefore, income from operations
would decrease $20,500 if Division III is eliminated.Division IV
should be eliminated because it is producing negative con-
tribution margin ($19,400). Income from operations will increase
$37,700 by discontinuing this division.
PROBLEM 7-5B (Continued)
(c) PANDA COMPANYCVP Income StatementFor the Quarter Ended March
31, 2014
Divisions
IIIIIITotal
Sales$510,000$400,000$310,000$1,220,000
Variable expenses
Cost of goods sold210,000200,000189,000599,000
Selling and
administrative 24,000 40,000 45,000 109,000
Total variable
expenses 234,000 240,000 234,000 708,000
Contribution margin 276,000 160,000 76,000 512,000
Fixed expenses
Cost of goods sold (1)92,60052,60083,600228,800
Selling and
administrative (2) 39,500 43,500 33,500 116,500
Total fixedexpenses 132,100 96,100 117,100 345,300
Income (loss) from operations$143,900$ 63,900$ (41,100 )$
166,700
(1) Divisions fixed cost of goods sold plus 1/3 of Division IVs
unavoid- able fixed cost of goods sold [$156,000 X (100% 90%) X 50%
=$7,800]. Each divisions share is $2,600.
(2) Divisions fixed selling and administrative expenses plus 1/3
of Division IVs unavoidable fixed selling and administrative
expenses [$70,000 X (100% 70%) X 50% = $10,500]. Each divisions
share is $3,500.
(d) Income from operations with Division IV of $129,000 (given)
plus incre- mental income of $37,700 from eliminating Division IV =
$166,700 income from operations without Division IV.
BYP 7-1DECISION-MAKING AT CURRENT DESIGNS
Situation #1
(a) Current Designs should accept the special order based on the
following calculations:
Reject OrderAccept Order
Net Income Increase (Decrease)
Revenues$0$25,000*$25,000 Costs0(19,000)**(19,000) Net Income$0$
6,000$ 6,000*(100 X $250)**(($80 + $60 + $20) X 100) + ($1,000 +
$2,000)
(b) Assuming that Current Designs is currently operating with
excess capacity, it should accept the order based on the
calculations shown in part (a). If Current Designs is currently
operating at full capacity, it would have to weigh its options. If
it displaced production of regular kayaks in order to fill this
order, it would have to consider the opportu- nity costs associated
with this decision. The opportunity cost, when operating at full
capacity, would be the lost contribution margin from regular sales
given up in order to fulfill the special order. Alternatively,
rather than reject the special order, it might consider temporarily
expand- ing the plants capacity by adding an additional production
shift to handle the special order. If this option were considered,
it would have to identify all additional incremental costs (for
example, overtime pay) that would be incurred.
BYP 7-1 (Continued)
Situation #2
(a) Current designs should not replace the Rotomold oven based
on the following calculations:
Retain Oven
Replace Oven
Net Income Increase (Decrease)
Variable manufacturing costs$110,500*$ 97,500**$13,000 New oven
cost0250,000(250,000) Proceeds from scrapping old
oven0(10,000)10,000 Total$110,500$337,500($ 227,000)
*(17,000 therms/year X $0.65/therm X 10 years)**(15,000
therms/year X $0.65/therm X 10 years)
(b) Even with the cost of natural gas increasing at a faster
than expected rate, Current Designs still should not replace the
Rotomold oven as the rate increase does not cover the cost of the
new oven based on the following calculations:
Retain Oven
Replace Oven
Net Income Increase (Decrease)
Variable manufacturing costs$144,500*$127,500**$17,000 New oven
cost0250,000(250,000) Proceeds from scrapping old
oven0(10,000)10,000 Total$144,500$367,500($ 223,000)
*(17,000 therms/year X $0.85/therm X 10 years)**(15,000
therms/year X $0.85/therm X 10 years)
BYP 7-1 (Continued)
Situation #3
(a) Current Designs should make the seats based on the following
calcu- lations:
MakeBuy
Net Income Increase (Decrease)
Direct materials$ 60,000$0$60,000Direct
labor45,000045,000Variable manufacturing costs36,000036,000Fixed
manufacturing costs20,00015,0005,000 Purchase price ($50 X
3,000)0150,000(150,000) Total annual
cost$161,000$165,000($4,000)
(b) When the opportunity cost of $20,000 is considered, Current
Designs should buy the seats based on the following
calculations:
Make
Buy Net Income Increase (Decrease)
Total annual cost$161,000$165,000($ 4,000)
Opportunity cost 20,000 0 20,000
Total cost$181,000$165,000$16,000
BYP 7-2DECISION-MAKING ACROSS THE ORGANIZATION
Retain Old MachinePurchase New MachineNet Income Increase
(Decrease)
SalesCosts and expenses Cost of goods sold$6,000,000
4,500,000(1)
(3)$6,600,000
4,620,000(2)
(4)$ 600,000
(120,000)
Selling expenses900,000990,000(90,000)
Administrative expenses500,000565,000(65,000)
Purchase price 150,000(5) (150,000)
Total costs and expenses 5,900,000 6,325,000 (425,000)
Net income$ 100,000$ 275,000$ 175,000
(1) 12,000 X $100 X 5 years = $6,000,000.(2) $6,000,000 X 110% =
$6,600,000.(3) $6,000,000 X (100% 25%) = $4,500,000.(4) $6,600,000
X (100% 30%) = $4,620,000. (5) $140,000 + $4,000 + $6,000 =
$150,000.
The new machine should be purchased. The incremental analysis
shows that net income will increase from $100,000 to $275,000 over
the five years with the new machine.
BYP 7-3MANAGERIAL ANALYSIS
MakeBuy Trans- Tech Buy Omega Sales Revenue$ 14.50$ 14.50$
14.50Variable Manufacturing Cost:Circuit Board2.0000Plastic
Case0.8000Alarms (4 @ $.15
each)0.6000Labor3.0000Overhead0.5000Purchase Cost010.005.00Fixed
Manufacturing Cost: 1.00* 1.00Total Manufacturing Cost 6.90 11.00
6.00Profit per Unit$7.60$3.50$8.50Total
Profit$38,000$17,500$42,500(a)
*The $5,000 cost that will continue to be incurred, even if the
product is not manufactured, divided by the 5,000 units.
The company will make the most profit if the clocks are
purchased from Omega Company. The company will make $4,500 less if
the clocks are manufactured by MiniTek. The company will make
$25,000 less if the clocks are purchased from Trans-Tech.
(b) There are several important nonfinancial factors described
in the case. Other factors might be identified as well. The factors
described are: The company is having serious difficulty
manufacturing the clocks. Therefore, it would probably be willing
to have someone else manu- facture the clocks, even if it cost more
to do so. The most promising company appears to be Omega; however,
there is a serious question about Omegas ability to remain in
business. However, the company could purchase just this one order
from Omega, and then continue to search for another manufacturer,
or stop manufacturing the clocks. Trans-Techs stringent
requirements for preferred customer status, in the form of large
sales requirements, appear to limit the possibilities for MiniTek
to use it as a supplier. However, if MiniTek does desire to
continue to offer the clocks because of their popularity, then
perhaps Trans-Tech could be used in the future.
BYP 7-3 (Continued)
(c) Many answers are possible, depending upon each students
assessment of the seriousness of the issues mentioned in (b). One
answer would be: The company should use Omega to manufacture the
Kmart order. After that, the company should not offer the clocks
any longer. Espe- cially since the clocks are no longer very
profitable, it does not seem like a good idea to keep spending
money to modify the process.
BYP 7-4REAL-WORLD FOCUS
(a) Before building the special-order new ceiling fans, company
manage- ment must consider the effect of the new lines on current
production capacity, existing and available channels of
distribution, the effect on manufacturing efficiency, the effect on
sales of current lines of product, and the supply of materials and
labor.
(b) Incremental analysis would provide a financial comparison of
income with the special-order ceiling fans to income without the
special orders.
BYP 7-5REAL-WORLD FOCUS
(a) The types of outsourcing services that the company provides
assis- tance on are:
Information technology outsourcing, finance and accounting,
human re- source outsourcing, business process outsourcing,
procurement, and call centers.
(b) Insourcing means to take work that is currently being
performed by an outside service provider back in-house. For
example, collections of accounts receivable might currently be
performed by a collection agency, and you might decide to establish
a collection group within your company.
(c) Some of the benefits of insourcing include: Greater control
over resources Greater ability to control intellectual property
Increased visibility of accountability within the organization
BYP 7-6COMMUNICATION ACTIVITY
To:Preston ThiesePlant Manager From:Hank JewelProduction
ManagerI have spent considerable time thinking about the dilemma
created by the new PDD1130 machine. Clearly, it is far superior to
our existing machine. There is no question that it would save us
tremendous amounts of money. I hope I am not overstepping my bounds
here, but I just reviewed a chapter in my managerial accounting
text on incremental analysis which has made me think we need to
reconsider this decision.
The key to incremental analysis is identifying relevant costs.
Relevant costs are those costs that vary depending on the course of
action taken. In our situation, a relevant cost would be the
savings that we would experience were we to purchase the new
machine. The book value of the existing machine is not a relevant
cost since it would not be changed by purchasing or not purchasing
the new machine. Costs incurred in the past that do not change are
referred to as sunk costs. Sunk costs are irrelevant to incremental
analysis.
I would really like to lay out an analysis of our options to
decide the proper course of action. I am concerned that by using
the old machine for a couple of years the profitability of the
plant could be impacted negatively.
BYP 7-7ETHICS CASE
(a) Many factors need to be considered when determining whether
to close a division. The loss of jobs can have a devastating impact
on a community and on the morale of remaining employees. From a
financial perspective, closing a division that is reporting losses
will not necessarily increase the reported net income of the
company. The reason: if fixed costs that have been allocated to a
division that is closed are reallocated to the remaining divisions,
the companys net income might actually decrease. This sounds like
it would most likely be the case at Peters.
(b) It is not unusual to reevaluate fixed cost allocations
periodically. However, the allocation should be based on the
underlying economics of the situation rather than the motives of
individuals.
(c) Blake should explain to the board of directors that the
change in income is due to a reallocation and that closing the
plumbing division is not advisable. In this case, being honest is
not only the ethical thing to do, but it will also maximize the
companys net income.
BYP 7-8ALL ABOUT YOU
(a) Chronic homelessness is defined as being on the streets for
a year or more.
(b) Homelessness costs cities money because the chronic homeless
have frequent jail time, shelter costs, emergency room visits and
hospital stays. Some costs per city per homeless person are: New
York $40,000; Dallas$50,000; San Diego $150,000.
(c) The first step is to try to identify the size of the problem
by doing street counts. From this count, benchmarks can be set,
enabling a reward system for meeting goals. Next is to identify
what the homeless people want. What do they think they need to help
them address their problem? They typically want adequate housing
with some privacy.
(d) It has been estimated that in New York this approach costs
about $22,000 per year. New York has documented an 88% success rate
(defined as not returning to the streets for five years).
(e) In terms of incremental analysis, two alternatives are to
either continue with the current situation, with the costs
presented in part (b) or to imple- ment the approach outlined in
part (d). From a purely financial perspective the approach in (d)
appears to have significant merit. Also (d) does not even take into
account the intangible benefits of improving the quality of life
for this segment of the population.
BYP 7-9CONSIDERING YOUR COSTS AND BENEFITS
Discussion guide: This is a very difficult decision. All of the
evidence suggests that your short-term and long-term prospects will
be far greater with some form of posthigh-school degree. Because of
this, we feel strongly that you should make every effort to
continue your education. Many of the discussions provided in this
text present ideas on how to get control of your individual
financial situation. We would encourage you to use these tools to
identify ways to reduce your financial burden in order to continue
your education. We also want to repeat that even taking only one
course a semester is better than dropping out. Your instructors and
advisors fre- quently provide advice to students who are faced with
the decision about whether to continue with their education. If you
are in this situation, we would encourage you to seek their advice
since the implications of this decision can be long-lasting.