成本会计：管理的着重点书后习题答案第12章

1、CHAPTER12PRICINGDECISIONSANDCOSTMANAGEMENT12-1Thethreemajorinfluencesonpricingdecisionsare:1. Customers2. Competitors3. Costs12-2Notnecessarily.Foraone-time-onlyspecialorder,therelevantcostsareonlythosecoststhatwillchangeasaresultofacceptingtheorder.Inthiscase,fullproductcostswillrarelyberelevant.It

2、ismorelikelythatfullproductcostswillberelevantcostsforlong-runpricingdecisions.12-3Twoexamplesofpricingdecisionswithashort-runfocus:1. Pricingforaone-time-onlyspecialorderwithnolong-termimplications.2. Adjustingproductmixandvolumeinacompetitivemarket.12-4Activity-basedcostinghelpsmanagersinpricingde

3、cisionsintwoways.1. Itgivesmanagersmoreaccurateproduct-costinformationformakingpricingdecisions.2. Ithelpsmanagerstomanagecostsduringvalueengineeringbyidentifyingthecostimpactofeliminating,reducing,orchangingvariousactivities.12-5Twoalternativestartingpointsforlong-runpricingdecisionsare:1. Market-b

4、asedpricing,animportantformofwhichistargetpricing.Themarket-basedapproachasks,Givenwhatourcustomerswantandhowourcompetitorswillreacttowhatwedo,whatpriceshouldwecharge?2. Cost-basedpricingwhichasks,Whatdoesitcostustomakethisproductand,hence,whatpriceshouldwechargethatwillrecoupourcostsandproduceadesi

5、redprofit?12-6Atargetcostperunitistheestimatedlong-runcostperunitofaproduct(orservice)that,whensoldatthetargetprice,enablesthecompanytoachievethetargetedoperatingincomeperunit.12-7Valueengineeringisasystematicevaluationofallaspectsofthevalue-chainbusinessfunctions,withtheobjectiveofreducingcostswhil

6、esatisfyingcustomerneeds.Valueengineeringviaimprovementinproductandprocessdesignsisaprincipaltechniquethatcompaniesusetoachievetargetcostsperunit.12-8Avalue-addedcostisacostthatcustomersperceiveasaddingvalue,orutility,toaproductorservice.Examplesarecostsofmaterials,directlabor,tools,andmachinery.Ano

7、nvalue-addedcostisacostthatcustomersdonotperceiveasaddingvalue,orutility,toaproductorservice.Examplesofnonvalue-addedcostsarecostsofrework,scrap,expediting,andbreakdownmaintenance.12-9No.Itisimportanttodistinguishbetweenwhencostsarelockedinandwhencostsareincurred,becauseitisdifficulttoalterorreducec

8、oststhathavealreadybeenlockedin.12-10Cost-pluspricingisapricingapproachinwhichmanagersaddamarkuptocostinordertodetermineprice.12-11Cost-pluspricingmethodsvarydependingonthebasesusedtocalculateprices.Examplesare(a)variablemanufacturingcosts;(b)manufacturingfunctioncosts;(c)variableproductcosts;and(d)

9、fullproductcosts.12-12Twoexampleswherethedifferenceintheincrementalcostsoftwoproductsorservicesaremuchsmallerthanthedifferencesintheirpricesfollow:1. Thedifferenceinpriceschargedforatelephonecall,hotelroom,orcarrentalduringbusyversusslackperiodsisoftenmuchgreaterthanthedifferenceincoststoprovidethes

10、eservices.2. Thedifferenceinincrementalcostsforanairplaneseatsoldtoapassengertravelingonbusinessorapassengertravelingforpleasureisroughlythesame.However,airlinecompaniesroutinelychargebusinesstravelers-thosewhoarelikelytostartandcompletetheirtravelduringthesameweekexcludingtheweekendamuchhigherprice

11、thanpleasuretravelerswhogenerallystayattheirdestinationsoveratleastoneweekend.12-13Life-cyclebudgetingisanestimateoftherevenuesandcostsattributabletoeachproductfromitsinitialR&Dtoitsfinalcustomerservicingandsupport.12-14Threebenefitsofusingaproductlife-cyclereportingformatare:1. Thefullsetofrevenues

12、andcostsassociatedwitheachproductbecomesmorevisible.2. Differencesamongproductsinthepercentageoftotalcostscommittedatearlystagesinthelifecyclearehighlighted.3. Interrelationshipsamongbusinessfunctioncostcategoriesarehighlighted.12-15Predatorypricingoccurswhenabusinessdeliberatelypricesbelowitscostsi

13、nanefforttodriveoutcompetitorsandrestrictsupplyandthenraisespricesratherthanenlargedemand.UnderU.S.laws,dumpingoccurswhenanon-U.S.companysellsaproductintheUnitedStatesatapricebelowthemarketvalueinthecountryofitscreation,andthisactionmateriallyinjuresorthreatenstomateriallyinjureanindustryintheUnited

14、States.Collusivepricingoccurswhencompaniesinanindustryconspireintheirpricingandoutputdecisionstoachieveapriceabovethecompetitiveprice.12-512-16(20-30min.)Relevant-costapproachtopricingdecisions,specialorder.$3,800$1,5008007001903,190$ 6101. Relevantrevenues,$3.801,000RelevantcostsDirectmaterials,$1.

15、501,000Directmanufacturinglabor,$0.801,000Variablemanufacturingoverhead,$0.701,000Variablesellingcosts,0.05$3,800TotalrelevantcostsIncreaseinoperatingincomeThiscalculationassumesthat:a. Themonthlyfixedmanufacturingoverheadof$150,000and$65,000ofmonthlyfixedmarketingcostswillbeunchangedbyacceptanceoft

16、he1,000unitorder.b. Thepricechargedandthevolumessoldtoothercustomersarenotaffectedbythespecialorder.Chapter12usesthephraseone-time-onlyspecialordertodescribethisspecialcase.2. Thepresidentsreasoningisdefectiveonatleasttwocounts:a. Theinclusionofirrelevantcosts-assumingthemonthlyfixedmanufacturingove

17、rheadof$150,000willbeunchanged;itisirrelevanttothedecision.b. Theexclusionofrelevantcosts-variablesellingcosts(5%ofthesellingprice)areexcluded.3. Keyissuesare:a. Willtheexistingcustomerbasedemandpricereductions?Ifthis1,000-tapeorderisnotindependentofothersales,cuttingthepricefrom$5.00to$3.80canhavea

18、largenegativeeffectontotalrevenues.b. Isthe1,000-tapeorderaone-time-onlyorder,oristherethepossibilityofsalesinsubsequentmonths?ThefactthatthecustomerisnotinDillCompanysnormalmarketingchannelsdoesnotnecessarilymeanitisaone-time-onlyorder.Indeed,thesalecouldwellopenanewmarketingchannel.DillCompanyshou

19、ldbereluctanttoconsideronlyshort-runvariablecostsforpricinglong-runbusiness.12-17(20-30min.)Relevant-costapproachtoshort-runpricingdecisions.$240,000$105,00030,00015,00015,0006,000171,000$ 69,0001. Analysisofspecialorder:Sales,3,000units$80Variablecosts:Directmaterials,3,000units$35Directmanufacturi

20、nglabor,3,000units$10Variablemanufacturingoverhead,3,000units$5Othervariablecosts,3,000units$5SalescommissionTotalvariablecostsContributionmarginNotethatthevariablecosts,exceptforcommissions,areaffectedbyproductionvolume,notsalesdollars.Ifthespecialorderisaccepted,operatingincomewouldbe$1,000,000+$6

21、9,000=$1,069,000.2. WhetherMcMahonismakingacorrectdecisiondependsonmanyfactors.Heisincorrectifthecapacitywouldotherwisebeidleandifhisobjectiveistoincreaseoperatingincomeintheshortrun.Iftheofferisrejected,SanCarlos,ineffect,iswillingtoinvest$69,000inimmediategainsforgone(anopportunitycost)topreservet

22、helong-runselling-pricestructure.McMahoniscorrectifhethinksfuturecompetitionorfuturepriceconcessionstocustomerswillhurtSanCarlossoperatingincomebymorethan$69,000.ThereisalsothepossibilitythatAbramscouldbecomealong-termcustomer.Inthiscase,isapricethatcoversonlyshort-runvariablecostsadequate?WouldHolt

23、zbewillingtoaccepta$6,000salescommission(asdistinguishedfromherregular$36,000=15%$240,000)foreveryAbramsorderofthissizeifAbramsbecomesalong-termcustomer?12-18(25min.)Short-runpricing,capacityconstraints.1. WithnoconstraintsonavailabilityofPyroneoronplantcapacity,Boutiquewouldwanttochargeaminimumpric

24、eforSeltiumthatwouldcoveritsincrementalcoststomanufactureSeltium.(Becausethereisexcesscapacity,thereisnoopportunitycost.)Inthiscase,theincrementalcostsarethevariablecoststomanufactureakilogramofSeltium:Pyrone(2kilograms$4perkilogram)$8Directmanufacturinglabor4Variablemanufacturingoverheadcosts_3Tota

25、lvariablemanufacturingcosts$15Hence,theminimumpricethatBoutiqueshouldchargetomanufactureSeltiumis$15perkilogram.For3,000kilogramsofSeltium,itshouldchargeaminimumof$45,000($153,000).2. NowPyroneisinshortsupply.UsingittomakeSeltiumreducestheBolzenethatBoutiquecanmakeandsell.Thereis,therefore,anopportu

26、nitycostofmanufacturingSeltium,thelostcontributionfromusingthePyronetomanufactureBolzene.Tomake3,000kilogramsofSeltiumrequires6,000(23,000)kilogramsofPyrone.The6,000kilogramsofPyronecanbeusedtomanufacture4,000(6,0001.5)kilogramso作Bolzene,sinceeachkilogramofBolzenerequires1.5kilogramsofPyrone.Thecont

27、ributionmarginfrom4,000kilogramsofBolzeneis$24,000($6perkilogram4,000kilograms).ThisistheopportunitycostofusingPyronetomanufactureSeltium.TheminimumpricethatBoutiqueshouldchargetomanufactureSeltiumshouldcovernotonlytheincremental(variable)costsofmanufacturingSeltiumbutalsotheopportunitycost:CostsofM

28、anufacturingSeltiumTotalfor3,000KilogramsPerKilogramRelevantCosts-(1)(2)=(1)3,000Incremental(variable)costsofmanufacturingSeltium$45,000$15OpportunitycostofforgoingmanufactureandsaleofBolzene24,0008Minimumcostoforder$69,000$23TheminimumpriceperkilogramthatBoutiqueshouldchargeforSeltiumis$23perkilogr

29、am.For3,000kilogramsofSeltium,Boutiqueshouldchargeaminimumof$69,000($233,000kgs).12T9(25-30min.)Value-added,nonvalue-addedcosts1.CategoryExamplesValue-addedcostsa.Materialsandlaborforregularrepairs$800,000Nonvalue-addedcostsb. Reworkcostsc. Expeditingcostscausedbyworkdelaysg.Breakdownmaintenanceofeq

30、uipmentTotal$75,00060,00055,000$190,000Grayaread. Materialshandlingcostse. Materialsprocurementandinspectioncostsf.PreventivemaintenanceofequipmentTotal$50,00035,00015,000$100,000Classificationsofvalue-added,nonvalue-added,andgrayareacostsareoftennotclear-cut.Otherclassificationsofsomeofthecostcateg

31、oriesarealsoplausible.Forexample,somestudentsmayincludematerialshandling,materialsprocurement,andinspectioncostsandpreventivemaintenanceasvalue-addedcosts(coststhatcustomersperceiveasaddingvalueandasbeingnecessaryforgoodrepairservice)ratherthanasinthegrayarea.Preventivemaintenance,forinstance,mightb

32、eregardedasvalue-addedbecauseithelpspreventnonvalue-addingbreakdownmaintenance.3. Totalcostsinthegrayareaare$100,000.Ofthis,weassume65%,or$65,000,arevalue-addedand35%,or$35,000,arenonvalue-added.Totalvalue-addedcosts:$800,000+$65,000$865,000Totalnonvalue-addedcosts:$190,000+$35,000225,000Totalcosts$

33、1,090,000Nonvalue-addedcostsare$225,0001,090,000=20.64%oftotalcosts.12-19 (Cont d.)Effect on Costs Classified asValue-Nonvalue-GrayAdded AddedArea-$56,250-45,000$ 40,000 $ 40,000 101,250$ 12,675 - $ 6,825$ 12,675 - $6,825-$22,000-22,000+$ 4,875 +2,625+$ 4,875 - $19,375 -$ 47,800 127,450865,000225,00

34、0$817,200 $ 97,550-$7,000-12,500-19,500+ 19,500$0+$7,500+ $7,500-7,500$03.Program(a) Qualityimprovementprogramsto?reducereworkcostsby75%(0.75$75,000)?reduceexpeditingcostsby75%(0.75$60,000)?reducematerialsandlaborcostsby5%(0.05$800,000)Totaleffect(b) Workingwithsuppliersto?reducematerialsprocurement

35、andinspectioncostsby20%(0.20$35,000)?reducematerialshandlingcostsby25%(0.25$50,000)TotaleffectTransferring65%ofgrayareacosts(0.65$19,500=$12,675)asvalue-addedand35%(0.35$19,500=$6,825)asnonvalue-addedEffectonvalue-addedandnonvalue-addedcosts(c)Maintenanceprogramsto?increasepreventivemaintenancecosts

36、by50%(0.50$15,000)?decreasebreakdownmaintenancecostsby40%(0.40$55,000)TotaleffectTransferring65%ofgrayareacosts(0.65$7,500=$4,875)asvalue-addedand35%(0.35$7,500=$2,625)asnonvalue-addedEffectonvalue-addedandnonvalue-addedcostsTotaleffectofallprogramsValue-addedandnonvalue-addedcostscalculatedinrequir

37、ement2Expectedvalue-addedandnonvalue-addedcostsasaresultofimplementingtheseprogramsIftheseprogramshadbeenimplementedin2001,totalcostswoulddecreasefrom$1,090,000(requirement2)to$817,200+$97,550=$914,750,andthepercentageofnonvalue-addedcostswoulddecreasefrom20.64%(requirement2)to$97,550+914,750=10.66%

38、.ThesearesignificantimprovementsinMarinosperformance.12-712-20 (Cont d.)12-20(2530min.)Targetoperatingincome,value-addedcosts,servicecompany.1. Theclassificationoftotalcostsin2001intovalue-added,nonvalueadded,orinthegrayareainbetweenfollows.Doing calculations and preparing drawings75% $400,000$300,0

39、00Checking calculations and drawings4% $400,000Correcting errors found in drawings7% $400,000Making changes in response to client requests$16,000$28,0006% $400,00024,000Correcting errors to meet government building code, 8% $400,000Total professional labor costs324,000Administration and support cost

40、s at 40%($160,000 + $400,000) of professional labor costs129,600Travel18,000Total$471,60016,0006,400$22,40032,00060,00024,000$300,00016,00028,00024,00032,000400,000160,00018,000$578,000ValueGrayNonvalueTotalAddedAreaadded(4)=(1)(2)(1)+(2)+(3)Doingcalculationsandrespondingtoclientrequestsforchangesar

41、evalue-addedcostsbecausecustomersperceivethesecostsasnecessaryfortheserviceofpreparingarchitecturaldrawings.Costsincurredoncorrectingerrorsindrawingsandmakingchangesbecausetheywereinconsistentwithbuildingcodesarenonvalue-addedcosts.Customersdonotperceivethesecostsasnecessaryandwouldbeunwillingtopayf

42、orthem.Carascoshouldseektoeliminatethesecosts.Checkingcalculationsanddrawingsisinthegrayarea(some,butnotall,checkingmaybeneeded).Thereisroomfordisagreementontheseclassifications.Forexample,checkingcalculationsmayberegardedasvalueadded,andmakingchangestoconformtothebuildingcodemightberegardedasintheg

43、rayarea.Carascostaffcanreducenonvalue-addedcostsbycheckinggovernmentbuildingcoderequirementsbeforedrawinguptheplansandtakingmorecarewhendoingtheactualwork.Toreducevalue-addedcosts,Carascosstaffmustworkfasterandmoreefficientlywhileatthesametimemaintainingquality.Toachievethesegoals,Carascomaywanttoco

44、nsiderinvestingincomputer-aideddrawingprogramsandtrainingitsprofessionalstafftoworkwiththesetools.2. Reductioninprofessionallabor-hoursbya. Correctingerrorsindrawings(7%8,000)b. Correctingerrorstoconformtobuildingcode(8%8,000)TotalCostsavingsinprofessionallaborcosts(1,200hours$50)Costsavingsinvariab

45、leadministrationandsupportcosts(40%$60,000)TotalcostsavingsCurrentoperatingincomein2001AddcostsavingsfromeliminatingerrorsOperatingincomein2001iferrorseliminated560 hours640 hours1,200 hours $ 60,00024,000$ 84,000$102,00084,000$186,0003.Currently85%8,000hours=6,800hoursarebilledtoclientsgeneratingre

46、venuesof$680,000.Theremaining15%ofprofessionallabor-hours(15%8,000=1,200hours)islostin$680,000makingcorrections.Carascobillsclientsattherateof68。=$100perprofessionallaborhour.Ifthe1,200professionallabor-hourscurrentlynotbeingbilledtoclientswerebilledtoclients,Carascosrevenueswouldincreaseby1,200hou0

47、0=$120,000from$680,000to$800,000.CostsremainunchangedProfessionallaborcostsAdministrationandsupport(40%$400,000)TravelTotalcosts$400,000160,00018,000 $578,000$800,000578,000$222,000CarascosoperatingincomewouldbeRevenuesTotalcostsOperatingincome12-912-21(25-30min.)Targetprices,targetcosts,activity-ba

48、sedcosting.1. Snappysoperatingincomein2000isasfollows:Totalfor250,000TilesPerUnit=250,000Revenues($4250,000)$1,000,000$4.00Purchasecostoftiles($3250,000)750,0003.00Orderingcosts($50500)25,0000.10Receivingandstorage($304,000)120,0000.48Shipping($401,500)60,0000.24Totalcosts955,0003.82Operatingincome$

49、45,000$0.182. Pricetoretailersin2001is95%of2000sprice=0.95$4=$3.80;costpertilein2001is96%of2000scost=0.96$3=$2.88.Snappysoperatingincomein2001isasfollows:Totalfor250,000TilesPerUnit(1)=250,000Revenues($3.80250,000)$950,000$3.80Purchasecostoftiles($2.88250,000)720,0002.88Orderingcosts($50500)25,0000.

50、10Receivingandstorage($304,000)120,0000.48Shipping($401,500)60,0000.24Totalcosts925,0003.70Operatingincome$25,000$0.103. Snappysoperatingincomein2001,ifitmakeschangesinorderingandmaterialhandling,willbeasfollows:Totalfor250,000TilesPerUnit(1(2)=250,000Revenues($3.80250,000)$950,000$3.80Purchasecosto

51、ftiles($2.88250,000)720,0002.88Orderingcosts($25200)5,0000.02Receivingandstorage($283,125)87,5000.35Shipping($401,500)60,0000.24Totalcosts872,5003.49Operatingincome$77500T-,一$031Throughbettercostmanagement,Snappywillbeabletoachieveitstargetoperatingincomeof$0.30pertiledespitethefactthatitsrevenueper

52、tilehasdecreasedby$0.20($4.0$3.80),whileitspurchasecostpertilehasdecreasedbyonly$0.12($3.00$2.88).12-22(20min.)Cost-plustargetreturnoninvestmentpricing.1. Targetoperatingincome=targetreturnoninvestmentinvestedcapitalTargetoperatingincome(25%of$960,000)$240,000Totalfixedcosts352,000Targetcontribution

53、margin$592,000Targetcontributionperroom,($592,00016,000)+$37Addvariablecostsperroom_3Pricetobechargedperroom$40ProofTotalroomrevenues($4016,000rooms)$640,000Totalcosts:Variablecosts($316,000)$48,000Fixedcosts352,000Totalcosts400,000Operatingincome$240,000Thefullcostofaroom=variablecostperroom+fixedc

54、ostperroomThefullcostofaroom=$3+($352,00016000)=$3+$22=$25Markupperroom=Rentalpriceperroom-Fullcostofaroom=$40-$25=$15Markuppercentageasafractionoffullcost=$15$25=60%+2. Ifpriceisreducedby10%,thenumberofroomsBeckcouldrentwouldincreaseby10%.Thenewpriceperroomwouldbe90%of$40$36ThenumberofroomsBeckexpe

55、ctstorentis110%of16,00017,600Thecontributionmarginperroomwouldbe$36-$3$33Contributionmargin($3317,600)$580,800Becausethecontributionmarginof$580,800atthereducedpriceof$36islessthanthecontributionmarginof$592,000atapriceof$40,Beckshouldnotreducethepriceoftherooms.Notethatthefixedcostsof$352,000willbe

56、thesameunderthe$40andthe$36pricealternativesandare,hence,irrelevanttotheanalysis.12-1312-23(2025min.)Cost-plusandtargetpricing.$1,800,000 20%$360,000 $24$200$22412%1. InvestmentReturnoninvestmentOperatingincome(20%$1,800,000)OperatingincomeperunitofRF17($360,00315,000)FullcostperunitofRF17Sellingprice($200+$24)Markuppercentageonfullcost($24+$200)2. SellingpriceofRF17=VariablecostsperunitofRF171.40SellingpriceofRF17$224Hence,VariablecostsperunitofRF17=4。=4。=$1603. Fixedcostsare$40($200-$160)perunit15,000units=$600,000Revenues($23013,500)$3,105,000Variablec