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GOOD NEWS, BAD NEWS FOR C&C
GOOD NEWS, BAD NEWS FOR C&C
GOOD NEWS, BAD NEWS FOR C&C
GOOD NEWS, BAD NEWS FOR C&C
GOOD NEWS, BAD NEWS FOR C&C
GOOD NEWS, BAD NEWS FOR C&C
WHAT IS RELEVANT INFORMATION
WHAT IS RELEVANT INFORMATION
LET’S IDENTIFY RELEVANT INFORMATION
LET’S IDENTIFY RELEVANT INFORMATION
SO WHEN IS A COST RELEVANT
SO WHEN IS A COST RELEVANT
IMPORTANT TERMS TO KNOW
IMPORTANT TERMS TO KNOW
LET’S PRACTICE
LET’S PRACTICE
WATCH OUT FOR SUNK COSTS
WATCH OUT FOR SUNK COSTS
A RELEVANT COST DECISION MODEL
A RELEVANT COST DECISION MODEL
GOOD NEWS, BAD NEWS FOR C&C
GOOD NEWS, BAD NEWS FOR C&C
SPECIAL ORDER PRICING DECISIONS
SPECIAL ORDER PRICING DECISIONS
WHY ACCEPT SPECIAL ORDER PRICING
WHY ACCEPT SPECIAL ORDER PRICING
QUALITATIVE ISSUES TO CONSIDER
QUALITATIVE ISSUES TO CONSIDER
AN EXAMPLE…
AN EXAMPLE…
AN EXAMPLE…
AN EXAMPLE…
RECAP OF SPECIAL ORDER PRICING
RECAP OF SPECIAL ORDER PRICING
GOOD NEWS, BAD NEWS FOR C&C
GOOD NEWS, BAD NEWS FOR C&C
WHAT IS OUTSOURCING
WHAT IS OUTSOURCING
WHAT COSTS ARE RELEVANT
WHAT COSTS ARE RELEVANT
AN EXAMPLE (Exercise 8-9)
AN EXAMPLE (Exercise 8-9)
WHAT ABOUT OPPORTUNITY COSTS
WHAT ABOUT OPPORTUNITY COSTS
QUALITATIVE FACTORS TO CONSIDER…
QUALITATIVE FACTORS TO CONSIDER…
RECAP OF OUTSOURCING DECISION
RECAP OF OUTSOURCING DECISION
GOOD NEWS, BAD NEWS FOR C&C
GOOD NEWS, BAD NEWS FOR C&C
CONSTRAINED RESOURCE ALLOCATION
CONSTRAINED RESOURCE ALLOCATION
Decision: How should we allocate a scarce resource across all products
Decision: How should we allocate a scarce resource across all products
GOOD NEWS, BAD NEWS FOR C&C
GOOD NEWS, BAD NEWS FOR C&C
RECAP OF PRODUCT LINE DECISION
RECAP OF PRODUCT LINE DECISION

Презентация на тему: «GOOD NEWS, BAD NEWS FOR CCUsing accouting information to make managerial desisions». Автор: Colton Kvapil. Файл: «GOOD NEWS, BAD NEWS FOR CCUsing accouting information to make managerial desisions.pptx». Размер zip-архива: 1034 КБ.

GOOD NEWS, BAD NEWS FOR CCUsing accouting information to make managerial desisions

содержание презентации «GOOD NEWS, BAD NEWS FOR CCUsing accouting information to make managerial desisions.pptx»
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1 GOOD NEWS, BAD NEWS FOR C&C
2 GOOD NEWS, BAD NEWS FOR C&C

GOOD NEWS, BAD NEWS FOR C&C

CISD wants 1,000 standard practice jerseys, with a couple of special modifications Bonadeo Embroidery wants to supply chenille letters at a low cost There are problems with the jersey fabric order at Bradley Textile Mills It looks like some sales territories are losing money and might need to be shut down What’s the real story on these issues?

3 GOOD NEWS, BAD NEWS FOR C&C
4 WHAT IS RELEVANT INFORMATION

WHAT IS RELEVANT INFORMATION

Information that is directly related to the decision being made Information about something that will happen in the future Information that differs between alternatives

© Lev Mei/iStockphoto

5 LET’S IDENTIFY RELEVANT INFORMATION

LET’S IDENTIFY RELEVANT INFORMATION

Accord

Mazda 6

Relevant?

MSRP

$22,565

$22,550

MPG, City

21

24

MPG, highway

31

34

Warranty

36,000 miles, 36 months

36,000 miles, 36 months

Leg room (front)

42.5”

42.5”

Trunk capacity

14.0 ft3

16.6 ft3

?

?

?

?

?

?

6 SO WHEN IS A COST RELEVANT

SO WHEN IS A COST RELEVANT

7 IMPORTANT TERMS TO KNOW

IMPORTANT TERMS TO KNOW

Avoidable cost Cost associated with a particular alternative that will be eliminated if alternative is eliminated Unavoidable cost Cost that will continue regardless of the alternative selected

8 LET’S PRACTICE

LET’S PRACTICE

You are getting ready to take a trip and are trying to decide whether to drive or fly. You know that it costs you $1,000 per year plus $0.10/mile to operate your car. Based on the 20,000 miles you drive each year, you calculate total costs to be $0.15/mile. You have just gotten wind of a special $65 round trip airfare. Is it cheaper to drive the 500 miles or fly?

© kickers/iStockphoto

© fotoVoyager/iStockphoto

9 WATCH OUT FOR SUNK COSTS

WATCH OUT FOR SUNK COSTS

Sunk costs are NEVER relevant to a decision These costs have been incurred in the past and nothing you can do today can change them

10 A RELEVANT COST DECISION MODEL

A RELEVANT COST DECISION MODEL

Identify the decision Identify the alternatives Identify the relevant revenues and costs Identify the qualitative issues to consider Identify the alternative with the greatest benefit or least cost

11 GOOD NEWS, BAD NEWS FOR C&C
12 SPECIAL ORDER PRICING DECISIONS

SPECIAL ORDER PRICING DECISIONS

Sometimes a company may get an order from a customer asking for a “special price” that is less than the stated selling price Could be a grocery chain approaching Kleenex maker Kimberly-Clark to produce a “private label” facial tissue Sometimes the price requested appears to be less than the full product cost

13 WHY ACCEPT SPECIAL ORDER PRICING

WHY ACCEPT SPECIAL ORDER PRICING

For product made to customer specs For unusual order (quantity, packaging, means of delivery, etc.) For one-time job To utilize idle production facilities

14 QUALITATIVE ISSUES TO CONSIDER

QUALITATIVE ISSUES TO CONSIDER

What precedent does this special order set for future jobs? How will regular customers react? Is there enough capacity to produce the order without reducing normal production?

15 AN EXAMPLE…

AN EXAMPLE…

Coopersmith produces premium wooden barrels. A one liter barrel sells for $25, but a fancy Swiss ski resort has offered to buy 10,000 barrels for $18 each for its St. Bernard patrol. The barrel has the following product costs, based on annual production of 30,000 barrels:

DM $ 5 ? DL 2 ? VOH 3 ? FOH 9 ? $ 19 $ 10

DM $ 5 DL 2 VOH 3 FOH 9 $ 19

16 AN EXAMPLE…

AN EXAMPLE…

Coopersmith produces premium wooden barrels. A one liter barrel sells for $25, but a fancy Swiss ski resort has offered to buy 10,000 barrels for $18 each for its St. Bernard patrol. The barrel has the following product costs, based on annual production of 30,000 barrels:

DM $ 5 DL 2 VOH 3 FOH 9 $ 19

DM $ 5 ? DL 2 ? VOH 3 ? FOH 9 ? $ 19 $ 10 VS&A 2 ? $ 12

17 RECAP OF SPECIAL ORDER PRICING

RECAP OF SPECIAL ORDER PRICING

Decision: Should we accept an order at a price less than normal selling price? Factors: differential income for the order Qualitative issues: affect on regular sales, expectation of continued special treatment Watch out: unavoidable fixed costs Decision Rule: as long as the special order covers differential costs and provides profit, accept the order

18 GOOD NEWS, BAD NEWS FOR C&C
19 WHAT IS OUTSOURCING

WHAT IS OUTSOURCING

Moving production outside the organization Offshoring is moving production to a foreign country (It may or may not be outsourcing) Outsourcing is a big trend in business today Sometimes referred to as a “make-or-buy” decisions (Do I make a component myself, or do I but it already fabricated from someone else?)

20 WHAT COSTS ARE RELEVANT

WHAT COSTS ARE RELEVANT

Price we have to pay to buy the component All avoidable costs we would incur to make the component Watch out for fixed overhead per unit; it may or may not be avoidable

21 AN EXAMPLE (Exercise 8-9)

AN EXAMPLE (Exercise 8-9)

Thomas Company makes bicycles. It has always made its own tires but has recently received a bid from Tiny Tires, Inc. to supply the tires for $13 each. Thomas’s tire costs are shown below. Of the fixed overhead, 40% is related to plant occupancy costs that will continue even if tires are purchased from Tiny. Should Thomas make or buy the 5,000 tires it needs?

DM $ 3 DL 4 VOH 1 FOH 6 $ 14

22 WHAT ABOUT OPPORTUNITY COSTS

WHAT ABOUT OPPORTUNITY COSTS

Opportunity costs of using our facilities may be relevant What alternative uses of the capacity exist? Can we generate additional income by using the freed up facilities in some way?

23 QUALITATIVE FACTORS TO CONSIDER…

QUALITATIVE FACTORS TO CONSIDER…

Relative net advantage given uncertainty of estimates (costs, risks, etc.) Reliability and number of sources of supply Ability to assure quality Future bargaining position with suppliers Perceptions regarding possible future price changes

24 RECAP OF OUTSOURCING DECISION

RECAP OF OUTSOURCING DECISION

Decision: Do you make a component in house or buy it from an outsider? Factors: avoidable costs to make, purchase price, alternative uses of facility Qualitative issues: supplier reliability and quality, theft of intellectual property, transfer or technological risk Watch out: non-differential fixed costs Decision Rule: If purchase price is less than avoidable costs, buy from outside

25 GOOD NEWS, BAD NEWS FOR C&C
26 CONSTRAINED RESOURCE ALLOCATION

CONSTRAINED RESOURCE ALLOCATION

Most businesses face some constraint in terms of available resources We need a way to decide how to allocate those scarce resources aross the business Focus on the highest contribution margin per unit of scarce resource

27 Decision: How should we allocate a scarce resource across all products

Decision: How should we allocate a scarce resource across all products

Factors: scarce resource, CM per unit of scarce resource, demand for products Qualitative factors: customer preferences for products, customer service issues Watch out: CM per unit of product Decision Rule: Make the product with the highest contribution margin per unit of scarce resource

RECAP OF CONSTRAINED RESOURCE ALLOCATION DECISION

28 GOOD NEWS, BAD NEWS FOR C&C
29 RECAP OF PRODUCT LINE DECISION

RECAP OF PRODUCT LINE DECISION

Decision: Should we keep an existing segment that appears to have a net loss? Factors: contribution margin, segment margin, direct fixed costs Qualitative issues: customer relations, preferences Watch out: allocated common fixed costs Decision Rule: If segment margin is positive, keep the segment

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