成本与管理会计（第15版）课件全套 马达夫 ch01-23 The Manager and Management Accounting-Performance Measurement,Compensation

CHAPTER1TheManagerandManagementAccounting

Copyright©2015PearsonEducationChapter1LearningobjectivesDistinguishfinancialaccountingfrommanagementaccountingUnderstandhowmanagementaccountantshelpfirmsmakestrategicdecisionsDescribethesetofbusinessfunctionsinthevaluechainandidentifythedimensionsofperformancethatcustomersareexpectingofcompaniesCopyright©2015PearsonEducationChapter1Learningobjectives,concludedExplainthefive-stepdecision-makingprocessanditsroleinmanagementaccountingDescribethreeguidelinesmanagementaccountantsfollowinsupportingmanagersUnderstandhowmanagementaccountingfitsintoanorganization’sstructureUnderstandwhatprofessionalethicsmeantomanagementaccountantsCopyright©2015PearsonEducationAccountingDisciplineOverviewManagementaccounting—measures,analyzes,andreportsfinancialandnonfinancialinformationtohelpmanagersmakedecisionstofulfillorganizationalgoals.ManagementaccountingneednotbeGAAPcompliant.Financialaccounting—focusesonreportingtoexternalusersincludinginvestors,creditors,banks,suppliers,andgovernmentalagencies.FinancialstatementsmustbebasedonGAAP.Copyright©2015PearsonEducationAccountingDisciplineOverview,concludedCostaccounting–measures,analyzesandreportsfinancialandnonfinancialinformationrelatedtothecostsofacquiringorusingresourcesinanorganization.Today,mostaccountingprofessionalstakethepositionthatcostinformationispartofmanagementaccounting;therefore,thedistinctionbetweenthetwoisnotclear-cutandinthisbook,weoftenusethetermsinterchangeably.Copyright©2015PearsonEducationMajordifferencesbetweenmanagementandfinancialaccountingCopyright©2015PearsonEducationStrategyandManagementAccountingStrategyspecifieshowanorganizationmatchesitsowncapabilitieswiththeopportunitiesinthemarketplace. Therearetwobroadstrategies:cost leadershiporproductdifferentiationStrategiccostmanagement—describescostmanagementthatspecificallyfocusesonstrategicissues.Copyright©2015PearsonEducationStrategyandManagementAccounting,concludedManagementaccountinghelpsanswerimportantquestionssuchas:Whoareourmostimportantcustomers,andhowcanwebecompetitiveanddelivervaluetothem?Whatsubstituteproductsexistinthemarketplace,andhowdotheydifferfromourown?Whatisourmostcriticalcapability?Willadequatecashbeavailabletofundthestrategyorwilladditionalfundsneedtoberaised?Copyright©2015PearsonEducationManagementAccountingandValueCreatingvalueisanimportantpartofplanningandimplementingstrategy.Valueistheusefulnessacustomergainsfromacompany’sproductorservice.Theentirecustomerexperiencedeterminesthevalueacustomerderivesfromaproduct.Copyright©2015PearsonEducationManagementAccountingandValue,concludedTheValuechainisthesequenceofbusinessfunctionsinwhichaproductismadeprogressivelymoreusefultocustomers.TheValuechainconsistsof:Research&developmentDesignofProductsandProcessesProductionMarketingDistributionCustomerserviceCopyright©2015PearsonEducationTheValueChainIllustratedCopyright©2015PearsonEducationAValueChainImplementationCopyright©2015PearsonEducationSupply-chainanalysisProductionandDistributionarethepartsofthevaluechainassociatedwithproducinganddeliveringaproductorservice.ThesetwofunctionstogetherareknownastheSupply-ChainThesupplychaindescribestheflowofgoods,servicesandinformationfromtheinitialsourcesofmaterials,services,andinformationtotheirdeliveryregardlessofwhethertheactivitiesoccurinoneorganizationorinmultipleorganizations.Copyright©2015PearsonEducationKeySuccessFactorsCustomerswantcompaniestousethevaluechainandsupplychaintodeliverever-improvinglevelsofperformancewhenitcomestoseveral(orevenall)ofthefollowing:CostandefficiencyQualityTimeInnovationSustainabilityCopyright©2015PearsonEducationAFive-StepDecisionMakingProcessinPlanningandControlIdentifytheproblemanduncertainties.Obtaininformation.Makepredictionsaboutthefuture.Makedecisionsbychoosingbetweenalternatives.Implementthedecision,evaluateperformance,andlearn..Copyright©2015PearsonEducationPlanningandControlSystemsPlanningselectsgoalsandstrategies,predictsresults,decideshowtoattaingoals,andcommunicatesthistotheorganization.Budget—themostimportantplanningtool-isthequantitativeexpressionofaplanofactivitybymanagementandisanaidtocoordinatingwhatneedstobedonetoexecutethatplan.Controltakesactionsthatimplementtheplanningdecision,evaluatesperformance,andprovidesfeedbackandlearningtotheorganization..Copyright©2015PearsonEducationManagementAccountingGuidelinesThreeguidelineshelpmanagementaccountantsprovidethemostvaluetothestrategicandoperationaldecision-makingoftheircompanies:Cost–benefitapproach:benefitsofanaction/purchasegenerallymustexceedcostsasabasicdecisionrule.Behavioralandtechnicalconsiderations:peopleareinvolvedindecisions,notjustdollarsandcents.DifferentCostsforDifferentPurposes:Managersusealternativewaystocomputecostsindifferentdecision-makingsituations.Copyright©2015PearsonEducationATypicalOrganizationalStructureandtheManagementAccountant.Copyright©2015PearsonEducationProfessionalEthicsThefourstandardsofethicalconductformanagementaccountantsasadvancedbytheInstituteofManagementAccountantsare:CompetenceConfidentialityIntegrityObjectivityCopyright©2015PearsonEducationSarbanes-oxleyact(sox) TheSarbanes-Oxleylegislationwaspassedin2002inresponsetoaseriesofcorporatescandals.Theactfocusesonimproving:InternalcontrolsCorporategovernanceMonitoringofmanagersDisclosurepracticesofpubliccompaniesCopyright©2015PearsonEducationTermstolearnTERMStoLEARNPageNumberReferenceBudgetPage11ChiefFinancialOfficerPage14ControlPage11ControllerPage14CostAccountingPage4Cost-BenefitapproachPage12CostManagementPage4CustomerRelationshipManagement(CRM)Page7CustomerServicePage6Copyright©2015PearsonEducationTermstolearn,cont’d TERMStoLEARNPageNumberReferenceDesignofproductsandprocessesPage6DistributionPage6FinanceDirectorPage14FinancialAccountingPage3LearningPage12LineManagementPage14ManagementAccountingPage4MarketingPage6PlanningPage11ProductionPage6Copyright©2015PearsonEducationTermstolearn,concluded TERMStoLEARNPageNumberReferenceResearch&Development(R&D)Page6StaffManagementPage14StrategicCostManagementPage5StrategyPage5SupplyChainPage7SustainabilityPage8TotalQualityManagement(TQM)Page8ValueChainPage8Copyright©2015PearsonEducation.Copyright©2015PearsonEducationChapter2AnIntroductiontoCostTermsandPurposesCopyright©2015PearsonEducation,Chapter2learningobjectivesDefineandillustrateacostobjectDistinguishbetweendirectcostsandindirectcostsExplainvariablecostsandfixedcostsInterpretunitcostscautiouslyDistinguishinventoriablecostsperiodcostsIllustratetheflowofinventoriableandperiodcosts2-26Chapter2learningobjectives,concludedExplainwhyproductcostsarecomputedindifferentwaysfordifferentpurposesDescribeaframeworkforcostaccountingandcostmanagement2-27BasicCostTerminologyCost—asacrificedorforgoneresourcetoachieveaspecificobjective.Actualcost—acostthathasoccurred.Budgetedcost—apredictedcost.Costobject—anythingforwhichacostmeasurementisdesired.2-28CostObjectExamplesatBMWCostObjectIllustrationProductABMWX6sportsactivityvehicleServiceTelephonehotlineprovidinginformationandassistancetoBMWdealersProjectR&DprojectonDVDsystemenhancementinBMWcarsCustomerHerbChambersMotors,adealerthatpurchasesabroadrangeofBMWvehiclesActivitySettingupmachinesforproductionormaintainingproductionequipmentDepartmentEnvironmental,HealthandSafetydepartment2-29BasicCostTerminology,concludedCostaccumulation—thecollectionofcostdatainanorganizedwaybymeansofanaccountingsystem.Costassignment—ageneraltermthatencompassesthegatheringofaccumulatedcoststoacostobjectintwoways:TracingaccumulatedcostswithadirectrelationshiptothecostobjectandAllocatingaccumulatedcostswithanindirectrelationshiptoacostobject.2-30DirectandIndirectCostsDirectcostscanbeconvenientlyandeconomicallytraced(tracked)toacostobject.Indirectcostscannotbeconvenientlyoreconomicallytraced(tracked)toacostobject.Insteadofbeingtraced,thesecostsareallocatedtoacostobjectinarationalandsystematicmanner.2-31Costassignmenttoacostobject(bmwexample)2-32CostExamplesDirectCostsParts(steelortiresforacar,asanexampe)AssemblylinewagesIndirectCostsElectricityRentPropertytaxesPlantadministrationexpenses2-33FactorsAffectingDirect/IndirectCostClassificationThematerialityofthecostinquestion.Theavailableinformation-gatheringtechnology.Designofoperations.NOTE:aspecificcostmaybebothadirectcostofonecostobjectandanindirectcostofanothercostobject.2-34CostBehaviorVariablecosts—changeintotalinproportiontochangesintherelatedlevelofactivityorvolumeofoutputproduced.Fixedcosts—remainunchangedintotal,foragiventimeperiod,despitechangesintherelatedlevelofactivityorvolumeofoutputproduced.Costsarefixedorvariableonlywithrespecttoaspecificactivityoragiventimeperiod.2-35CostBehavior,cont’dVariablecostsareconstantonaper-unitbasis.Ifaproducttakes5poundsofmaterialseach,itstaysthesameperunitregardlessifone,ten,orathousandunitsareproduced.Fixedcostsperunitchangeinverselywiththelevelofproduction.Asmoreunitsareproduced,thesamefixedcostisspreadovermoreandmoreunits,reducingthecostperunit.2-36CostBehaviorSummarizedTotalDollarsCostperUnitVariableCostsChangeinproportionwithoutputMoreoutput=MorecostFixedCostsUnchangedinrelationtooutputChangeinverselywithoutputMoreoutput=lowercostperunit2-37TotalDollarsCostPerUnitVariableCostsChangeinproportionwithoutputMoreoutput=MorecostUnchangedinrelationtooutputFixedCostsUnchangedinrelationtooutputChangeinverselywithoutputMoreoutput=lowercostperunitGraphsofvariableandfixedcosts2-38OtherCostConceptsCostdriver—avariable,suchasthelevelofactivityorvolume,thatcausallyaffectscostsoveragiventimespan.Relevantrange—thebandorrangeofnormalactivitylevel(orvolume)inwhichthereisaspecificrelationshipbetweenthelevelofactivity(orvolume)andthecostinquestion.Forexample,fixedcostsareconsideredfixedonlywithintherelevantrange.2-39MultipleClassificationsofCostsCostsmaybeclassifiedas:Direct/Indirect,andVariable/FixedThesemultipleclassificationsgiverisetoimportantcostcombinations:DirectandvariableDirectandfixedIndirectandvariableIndirectandfixed2-40ACostCaveatUnitcostsshouldbeusedcautiously.Becauseunitcostschangewithadifferentlevelofoutputorvolume,itmaybemoreprudenttobasedecisionsonatotalcostbasis.Unitcoststhatincludefixedcostsshouldalwaysreferenceagivenlevelofoutputoractivity.Unitcostsarealsocalledaveragecosts.Managersshouldthinkintermsoftotalcostsratherthanunitcostsformanydecisions.2-41ExamplesoftheMultipleClassificationsofCosts2-42DifferentTypesofFirmsManufacturing-sectorcompaniespurchasematerialsandcomponentsandconvertthemintofinishedproducts.Merchandising-sectorcompaniespurchaseandthenselltangibleproductswithoutchangingtheirbasicform.Service-sectorcompaniesprovideservices(intangibleproducts)likelegaladviceoraudits.2-43TypesofinventoryDirectmaterials—resourcesin-stockandavailableforuseWork-in-process(orprogress)—productsstartedbutnotyetcompleted,oftenabbreviatedasWIPFinishedgoods—productscompletedandreadyforsaleNote:Merchandising-sectorcompaniesholdonlyonetypeofinventory:merchandiseinventory2-44CommonlyusedclassificationsofmanufacturingcostsAlsoknownasinventoriablecostsDirectmaterials—acquisitioncostsofallmaterialsthatwillbecomepartofthecostobject.Directlabor—compensationofallmanufacturinglaborthatcanbetracedtothecostobject.Indirectmanufacturing—factorycoststhatarenottraceabletotheproductinaneconomicallyfeasibleway.Examplesincludelubricants,indirectmanufacturinglabor,utilities,andsupplies.2-45Inventoriablecostsvs.

periodcostsInventoriablecostsareallcostsofaproductthatareconsideredassetsinacompany’sbalancesheetwhenthecostsareincuredandthatareexpensedascostofgoodssoldonlywhentheproductissold.Formanufacturingcompanies,allmanufacturingcostsareinventoriablecosts.Periodcostsareallcostsintheincomestatementotherthancostofgoodssold.Theyaretreatedasexpensesoftheaccountingperiodinwhichtheyareincurred.2-46CostFlowsTheCostofGoodsManufacturedandtheCostofGoodsSoldsectionoftheIncomeStatementareaccountingrepresentationsoftheactualflowofcoststhroughaproductionsystem.Notehowinventoriablecoststothroughthebalancesheetaccountsofwork-in-processandfinishedgoodsinventorybeforeenteringthecostofgoodssoldintheincomestatement.2-47Costflowsillustrated2-48Multiple-stepincomestatement,partone2-49Multiple-stepincomestatement,parttwo2-50OtherCostConsiderationsPrimecostisatermreferringtoalldirectmanufacturingcosts(materialsandlabor).Conversioncostisatermreferringtodirectlaborandindirectmanufacturingcosts.Overtimelaborcostsareconsideredpartofindirectoverheadcosts.2-51MeasuringcostsrequiresjudgmentBecausetherearealternativewaysformanagementtodefineandclassifycosts,judgmentisrequired.Managers,accountants,suppliersandothersshouldagreeontheclassificationsandmeaningsofthecosttermsintroducedinthischapterandthroughoutthebook.2-52DifferentproductCosts

forDifferentpurposesPricingandproduct-mixdecisions—decisionsaboutpricingandmaximizingprofitsContractingwithgovernmentagencies—veryspecificdefinitionsofallowablecostsfor“costplusprofit”contractsPreparingexternal-usefinancialstatements—GAAP-drivenproductcostsonly2-53DifferentproductCosts

forDifferentpurposes2-54AframeworkforcostaccountingandcostmanagementThefollowingthreefeaturesofcostaccountingandcostmanagementcanbeusedforawiderangeofapplications(forhelpingmanagersmakedecisions):Calculatingthecostofproducts,services,andothercostobjectsObtaininginformationforplanningandcontrol,andperformanceevaluationAnalyzingtherelevantinformationformakingdecisions2-55TERMStolearn

2-56TERMStoLEARNPageNumberReferenceActualcostPage29AveragecostPage36BudgetedcostPage29ConversioncostsPage46CostPage29CostaccumulationPage29CostallocationPage30CostassignmentPage30CostdriverPage34CostobjectPage29CostofgoodsmanufacturedPage43CosttracingPage30TERMStolearn,cont’d

2-57TERMStoLEARNPageNumberReferenceDirectcostsofacostobjectPage30DirectmanufacturinglaborcostsPage39DirectmaterialcostsPage39DirectmaterialsinventoryPage38FactoryoverheadcostsPage39FinishedgoodsinventoryPage38FixedcostsPage32IdletimePage47IndirectcostsofacostobjectPage30IndirectmanufacturingcostsPage39InventoriablecostsPage39ManufacturingoverheadcostsPage39TERMStolearn,cont’d

2-58TERMStoLEARNPageNumberReferenceManufacturing-sectorcompaniesPage38Merchandising-sectorcompaniesPage38OperatingincomePage44OvertimepremiumPage47PeriodcostsPage39PrimecostsPage45ProductcostPage48RelevantrangePage35RevenuesPage39Service-sectorcompaniesPage38UnitcostPage36VariablecostPage21Work-in-processinventoryPage38WorkinprogressPage3859CHAPTER3Cost-Volume-ProfitAnalysisCopyright©2015PearsonEducationChapter3learningobjectivesExplainthefeaturesofcost-volume-profit(CVP)analysisDeterminethebreakevenpointandoutputlevelneededtoachieveatargetoperatingincomeUnderstandhowincometaxesaffectCVPanalysisExplainhowmanagersuseCVPanalysistomakedecisionsCopyright©2015PearsonEducationChapter3learningobjectives,cont’dExplainhowsensitivityanalysishelpsmanagerscopewithuncertaintyUseCVPanalysistoplanvariableandfixedcostsApplyCVPanalysistoacompanyproducingmultipleproductsApplyCVPanalysisinserviceandnot-for-profitorganizationsDistinguishcontributionmarginfromgrossmarginCopyright©2015PearsonEducationWhatisCVP?Howisitused?Managerswanttoknowhowprofitswillchangeastheunitssoldofaproductorservicechanges.Managersliketouse“what-if”analysistoexaminethepossibleoutcomesofdifferentdecisionssotheycanmakethebestone.InChapter2,wediscussedtotalrevenues,totalcostsandincome.Inthischapter,wetakeacloserlookattherelationshipamongtheelements(sellingprice,variablecosts,fixedcosts).Copyright©2015PearsonEducationAFive-StepDecision-MakingProcessinPlanningand

Control-RevisitedIdentifytheproblemanduncertainties.Obtaininformation.Makepredictionsaboutthefuture.Makedecisionsbychoosingbetweenalternatives,usingcost-volume-profit(CVP)analysis.Implementthedecision,evaluateperformance,andlearn.Copyright©2015PearsonEducationFoundationalAssumptions

USEDinCVPANALYSISChangesinproduction/salesvolumearethesolecauseforcostandrevenuechanges.Totalcostsconsistoffixedcostsandvariablecosts.Revenueandcostsbehaveandcanbegraphedasalinearfunction(astraightline).Sellingprice,variablecostperunit,andfixedcostsareallknownandconstant.Inmanycasesonlyasingleproductwillbeanalyzed.Ifmultipleproductsarestudied,theirrelativesalesproportionsareknownandconstant.Thetimevalueofmoney(interest)isignored.Copyright©2015PearsonEducationCVP:ContributionMarginManipulationofthebasicequationsyieldsanextremelyimportantandpowerfultoolextensivelyusedincostaccounting:contributionmargin(CM).Contributionmarginequalsrevenuelessvariablecosts.Contributionmarginperunitequalsunitsellingpricelessunitvariablecostsorcanbeobtainedbytakingcontributionmargindividedbynumberofunitssold.Copyright©2015PearsonEducationCVP:ContributionMargin

AdditionalcalculationsYoucanalsocalculate:Contributionmarginwhichisequaltothecontributionmarginperunitmultipliedbythenumberofunitssold.ContributionmarginpercentagewhichisthecontributionmarginperunitdividedbyunitsellingpriceorContributionmargindividedbyrevenue.Copyright©2015PearsonEducationCost–Volume–ProfitEquationREVENUE–VARIABLE-FIXED=OPERATING

COSTSCOSTSINCOMECopyright©2015PearsonEducation

(SellingPrice*QuantityofUnitsSold)-(UnitVariableCosts*QuantityofUnitsSold)-FixedCosts=OperatingIncomeKeepinmindthefollowing:SellingPrice*QuantityofUnitsSold=RevenueUnitVariableCosts*QuantityofUnitsSold=VariableCostsRevenue–VariableCosts=ContributionMarginContributionMargin–FixedCosts=OperatingIncomeBreakevenPointAtthebreakevenpoint,afirmhasnoprofitorlossatthegivensaleslevel.Breakeveniswhere:Sales–VariableCosts–FixedCosts=0CalculationofbreakevennumberofunitsBreakevenUnits=FixedCosts_CalculationofbreakevenrevenuesBreakevenRevenue=FixedCosts_Copyright©2015PearsonEducationContributionMarginperUnitContributionMarginPercentageBreakevenPoint,extended:

ProfitPlanningThebreakevenpointformulacanbemodifiedtobecomeaprofitplanningtoolbyaddingTargetOperatingIncometofixedcostsinthenumerator.QuantityofUnits=(FixedCosts+TargetOperatingIncome)RequiredtoBeSold ContributionMarginperUnitCopyright©2015PearsonEducationLet’sreview:emmaEmmahasfixedcostsof$2,000andacontributionmarginpercentageof40%.IfEmmawantstomakeaprofitof$2,000,whatmustrevenueequal?WhatifEmmawantstomakeaprofitof$3,000,whatmustrevenueequal?Remembertheformula:(FixedCost+TargetOperatingIncome)/ContributionMargin%Let’slookatthedetails:Copyright©2015PearsonEducationEMMA’sANALYSISFORTARGETOPERATINGINCOMERevenue=$10,000Revenue=$12,500ForOPERATINGINCOMEof$2,000 Revenue=(FC+TOI)/CM%Revenue=(2,000+2,000)/.40=ForOPERATINGINCOMEof$3,000Revenue=(FC+TOI)/CM%Revenue=(2,000+3,000)/.40=Copyright©2015PearsonEducationCVP:GraphicallyCopyright©2015PearsonEducationCVPandIncomeTaxesAfter-taxprofit(NetIncome)canbecalculatedby:NetIncome=OperatingIncome*(1-TaxRate)Netincomecanbeconvertedtooperating

incomeforuseinCVPequationOperatingIncome=IINetIncomeI

(1-TaxRate)Copyright©2015PearsonEducationNote:TheCVPequationwillcontinuetouseoperatingincome.We’llusethisconversionformulatoobtaintheoperatingincomevaluewhenprovidedwithNetIncome.ProfitPlanning,IllustratedCopyright©2015PearsonEducationSensitivityAnalysisCVPprovidesstructuretoansweravarietyof“what-if”scenarios.“What”happenstoprofit“if”:Sellingpricechanges.Volumechanges.Coststructurechanges.Variablecostperunitchanges.Fixedcostschange.Copyright©2015PearsonEducationAsanexample,ifacompanydeterminesthatanadcampaigncosting$15,000isexpectedtoincreasesales25%,shouldtheyproceed?Thatquestioncannotbeproperlyansweredwithoutdoingthistypeofanalysis.MarginofSafety-DefinedThemarginofsafetycalculationanswersaveryimportantquestion:Ifbudgetedrevenuesareabovethebreakevenpoint,howfarcantheyfallbeforethebreakevenpointisreached.Inotherwords,howfarcantheyfallbeforethecompanywillbegintolosemoney.Copyright©2015PearsonEducationMarginofSafety

Anindicatorofrisk,themarginofsafety(MOS),measuresthedistancebetweenbudgetedsalesandbreakevensales:MOS=BudgetedSales–BESalesTheMOSratioremovesthefirm’ssizefromtheoutput,andexpressesitselfintheformofapercentage:MOSRatio=MOS÷BudgetedSalesCopyright©2015PearsonEducationCOSTSTRUCTUREManagersmakestrategicdecisionsthataffectthecoststructureofthecompany.Thecoststructureissimplytherelationshipoffixedcostsandvariablecoststototalcosts.WecanuseCVP-basedsensitivityanalysistohighlighttherisksandreturnsasfixedcostsaresubstitutedforvariablecostsinacompany’scoststructure.Therisk-returntrade-offacrossalternativecoststructurescanbemeasuredasoperatingleverage.Copyright©2015PearsonEducationOperatingLeverageOperatingleverage(OL)describestheeffectthatfixedcostshaveonchangesinoperatingincomeaschangesoccurinunitssoldandcontributionmargin.OL=ContributionMarginOperatingIncomeNoticethatthedifferencebetweenthenumeratorandthedenominatorinourformula=ourfixedcosts.Copyright©2015PearsonEducationUSINGOPERATINGLEVERAGETOESTIMATECHANGESINOPERATINGINCOMETheformulatoestimatethechangeinoperatingincomethatwillresultfromapercentagechangeinsalesis:OperatingLeverageX%ChangeinSalesIfsalesincrease50%andoperatingleverageis1.67,youshouldexpectoperatingincometoincrease83.5%.Copyright©2015PearsonEducationEffectsofSalesMixonCVPTheformulaepresentedtothispointhaveassumedasingleproductisproducedandsold.Amorerealisticscenarioinvolvesmultipleproductssold,indifferentvolumes,withdifferentcostsanddifferentmargins.Inthiscase,weusethesameformulae,butuseaveragecontributionmarginsforthemultipleproducts.Thistechniqueassumesaconstantmixatdifferentlevelsoftotalunitsales.Copyright©2015PearsonEducationCVPforSERVICEandNot-For-ProfitorganizationsCVPisn’tjustformerchandisingandmanufacturingcompanies.ServiceandNot-for-Profitbusinessesneedtofocusonmeasuringtheiroutputwhichisdifferentfromtheunitssoldthatwe’vebeendealingwith.Forexample,aserviceagencymightmeasurehowmanypersonstheyassistoranairlinemightmeasurehowmanypassengermilestheyfly.Copyright©2015PearsonEducationAlternativeIncomeStatementFormats-especiallysignificantinTHEmanufacturingsectorCopyright©2015PearsonEducationTERMstolearnCopyright©2015PearsonEducationPageNumberReferenceBreakevenpoint(BEP)Page73ChoicecriterionPage90ContributionincomestatementPage69ContributionmarginPage68ContributionmarginperunitPage69ContributionmarginpercentagePage69ContributionmarginratioPage69Cost–volume–profit(CVP)analysisPage67Termstolearn,cont’dCopyright©2015PearsonEducationPageNumberReferenceDecisiontablePage91DegreeofoperatingleveragePage82EventPage90ExpectedmonetaryvaluePage91ExpectedvaluePage91GrossmarginpercentagePage88MarginofsafetyPage79NetincomePage76OperatingleveragePage82TERMStolearn,concludedCopyright©2015PearsonEducationPageNumberReferenceOutcomesPage91ProbabilityPage90ProbabilitydistributionPage90PVgraphPage75RevenuedriverPage72SalesmixPage84SensitivityanalysisPage79UncertaintyPage80Copyright©2015PearsonEducation,Inc.AllRightsReservedJobCosting4-89Copyright©2015PearsonEducationCHAPTER4CHAPTER4LEARNINGOBJECTIVESDescribethebuilding-blocksconceptsofcostingsystemsDistinguishjobcostingfromprocesscostingDescribetheapproachestoevaluati