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COST-VOLUME-PROFIT ANALYSIS
OVERVIEW OF BRIEF EXERCISES, EXERCISES, PROBLEMS, AND CRITICAL
THINKING CASES
Brief Learning
Exercises Topic Objectives Skills
B. Ex. 20.1 Cost behavior patterns 20-1 Analysis
B. Ex. 20.2 Cost classifications 20-1 Analysis
B. Ex. 20.3 Using a cost formula 20-1, 20-9 Analysis
20-1, 20-4,
B. Ex. 20.4 Using a cost formula 20-5, 20-9 Analysis
B. Ex. 20.5 Computing required sales volumes 20-420-6 Analysis
B. Ex. 20.6 Computing required sales volumes 20-420-6 Analysis
20-1, 20-4
B. Ex. 20.7 Contribution margins and selling prices 20-6 Analysis
B. Ex. 20.8 Evaluating marketing strategies 20-7 Analysis
B. Ex. 20.9 Selecting an activity base 20-1 Judgment, analysis
B. Ex. 20.10 CVP with multiple products 20-8 Analysis
Learning
Exercises Topic Objectives Skills
20.1 Accounting terminology 20-1, 20-2, Analysis
20-4
20.2 High-low method of cost estimation 20-1, 20-9 Analysis
20.3 Determining required sales volumes 20-4, 20-5 Analysis
20.4 Computing break-even points 20-420-6 Analysis
20.5 Solving for missing information 20-1, 20-4 Analysis
20.6 Ethical implications of CVP 20-520-7 Judgment, communication
20.7 Using CVP 20-420-6 Analysis
20.8 Using CVP 20-420-6 Analysis
20.9 Understanding break-even relationships 20-1, 20-2, Analysis
20-420-6
20.10 Margin of safety 20-4, 20-5 Analysis
20.11 Applying CVP 20-1, 20-2, Analysis
20-420-6
20.12 Solving for missing information 20-5, 20-6 Analysis
20.13 Formulating bid prices using CVP 20-1, 20-4 Analysis
20-6
20.14 CVP with multiple products 20-7, 20-8 Analysis
20.15 Estimating semivariable costs 20-9 Analysis
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SOLUTIONS TO BRIEF EXERCISES
B. Ex. 20.1 a. Total variable costs increase approximately in proportion to an increase in the
volume of activity.
b. Variable costs per unit remain relatively constant at all levels of activity; this is
the reason that total variable costs vary in proportion to changes in the volume
of activity.
c. Total fixed costs remain relatively constant despite increases in the volume of
activity.
d. Because total fixed costs tend to remain constant as the volume of activity
increases, fixed costs per unit decline with increases in the volume of activity.
e. Semivariable costs include both fixed and variable cost elements. Because of
the variable cost element, total semivariable costs tend to rise as the volume of
activity increases. Due to the fixed element of the semivariable cost, however,
this increase is less than proportionate to the increase in the volume of activity.
B. Ex. 20.2 a. Variable. The cost of goods sold normally rises and falls in almost direct
proportion to changes in net sales. Although fixed manufacturing overhead is a
component of cost of goods sold, it is applied on a per unit basis and, therefore,
acts like a variable cost.
b. As described in this exercise, the salaries to salespeople are semivariable with
respect to net sales. The monthly minimum amount represents a fixed cost that
does not vary with fluctuations in net sales. However, the commissions on sales
transactions represent a variable element of sales salaries that does fluctuate in
approximate proportion to fluctuations in net sales.
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B. Ex. 20.2 c. Income taxes are not a fixed, variable, or semivariable cost with respect to net
(continued) sales. Income taxes may be viewed as a variable cost, but the relevant activity
base is taxable income, not net sales. (Different tax brackets complicate the
analysis of income taxes expense, even given taxable income as the activity base.
Therefore, cost-volume-profit analysis usually focuses upon operating
incomethat is, income before income tax expense and other items that resist
classification as costs that are fixed, variable, or semivariable with respect to net
sales.)
d. Fixed. Property tax expense is known for each period and is not affected by
fluctuations in sales volume.
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B. Ex. 20.3 b. The overall cost of responding to emergency calls is semivariablethat
(continued) is, it includes both fixed and variable elements. Therefore, when the
volume of emergency calls is unusually low, the average cost of
responding to each call will rise, because the fixed cost elements must be
spread over fewer calls.
B. Ex. 20.4 a. Contribution margin ratio 60% (100%, minus variable costs of 40%)
$6,000 + $0
60%
$10,000
c. Fixed element of room service costs $ 6,000
Variable element of room service costs ($20,000 40%) 8,000
Estimated total room service costs in a month
generating $20,000 room service revenue $ 14,000
B. Ex. 20.5 a. If contribution margin ratio is 25%, variable costs must be 75% of sales
Unit Contribution Margin Unit Sales Price Variable Cost per Unit
$800,000 + $400,000
=
$15
= 80,000 units
$800,000 + $400,000
=
25%
= $4,800,000
[or 80,000 units (part b ) x ($60 unit sales price (part a ) = $4,800,000]
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B. Ex. 20.6 a. If variable costs are 60% of sales revenue, the contribution
margin ratio must be (100% - 60%) = 40%
Fixed Costs
b. Break-Even Sales Volume =
CM ratio
Fixed Costs
$24,000 = ; Fixed Costs = $9,600
40%
Fixed Costs + Target Operating Income
c. Sales Volume =
Contribution Margin Ratio
$9,600 + $36,000
=
40%
= $ 114,000
Alternatively, if the contribution margin ratio is 30%, variable costs must amount
to 70% of the unit sales price. Thus, $60 sales price 70% = $42.
c. Total costs = fixed costs + (variable cost per unit number of units)
= $1,350,000 + ($42 number of units)
B. Ex. 20.8 a. $6,000 ($2,400 additional monthly fixed cost, divided by 40%
contribution margin)
b. $9,000 [($2,400 additional cost + $1,200 target
operating income) 40%]
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B. Ex. 20.9 The following activity bases could be suggested to each of your clients:
Break-Even
Fixed Costs/Average Contribution Margin Ratio =
Sales Revenue
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SOLUTIONS TO EXERCISES
Ex. 20.1 a. Break-even point
b. Fixed costs
c. Relevant range
d. Contribution margin
e. Unit contribution margin
f. Economies of scale
g. Semivariable costs
h. None (This is not a meaningful measurement; variable costs have already been
deducted in arriving at operating income.)
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Ex. 20.3 a. Unit contribution margin: $90 $38 = $52
b. Sales required to break-even: $650,000 $52 = 12,500 units
c. ($650,000 + $234,000) $52 = 17,000 units
Fixed Costs
Break-Even in Sales =
Contribution Margin Ratio
b. Product 1 Product 2
Contribution margin ratio 60% 20%
Relative sales mix 20% 80%
12% + 16% = 28%
Contribution
b. Variable Margin Ratio Fixed Operating
Sales Costs Ratio (%) Costs Income
(1) $900,000 $720,000 20% $85,000 $95,000
(2) 600,000 360,000 40% 165,000 75,000
(3) 500,000 350,000 30% 90,000 60,000
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Ex. 20.6 It is never ethical to lie to ones employees. This type of behavior will only serve
to promote an atmosphere of distrust throughout the company. Rather than
attempting to motivate the sales force by lying about sales quotas, the company
should consider rewarding regional sales managers using commissions and
bonuses.
$30 $6
= = 80%
$30
$360,000
= = $450,000
80%
$360,000 + $440,000
=
80%
= $1,000,000
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Ex. 20.8
a.
Ordering
Ad Campaign System
Projected sales revenue $1,260,000 (1) $ 1,200,000
CM ratio 0.25 0.30
Total contribution margin $ 315,000 $ 360,000
minus fixed costs (100,000) (100,000)
Operating income $ 215,000 $ 260,000
Thus projected operating income will decrease by $5,000 if the ad campaign is chosen
($215,000 - $220,000), and increase by $40,000 ($260,000 - $220,000) if the ordering system
is chosen.
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Ex. 20.9
Total cost per unit declines at higher production levels because the fixed manufacturing costs
are allocated over a greater number of units.
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Ex. 20.10 a. Contribution Margin Unit Sales Price - Variable Costs
=
Ratio Sales Price
$45 - $27
= = 40%
$45
Break-Even Sales Fixed Costs
=
Volume Contribution Margin Ratio
$300,000
= = $750,000
40%
b. Sale volume at 20,000 units (20,000 $45) . $ 900,000
Less: Break-even sales volume (part a ) 750,000
Margin of safety sales volume $ 150,000
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Ex. 20.11 d. Anticipated increase in sales revenue . $ 100,000
(continued) Contribution margin ratio x 60%
Estimated increase in operating income . $ 60,000
Ex. 20.12 20,000 units x $7 per unit = $140,000 total fixed costs
10,000 SP = $400,000
Ex. 20.13 a. The lowest bid price required to maintain the current
level of operating income equals total variable cost
per unit:
Direct materials .. $ 9
Direct labor . 8
Variable manufacturing overhead .. 7
Lowest bid price to maintain current income level $ 24
$24 = 0.60 SP
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Ex. 20.14 a. Vests Skis Ropes
Unit selling prices $120 $300 $50
Unit variable costs (60) (210) (10)
Average
CM% x Mix % = CM
Vests 50% 20% 10%
Skis 30% 70% 21%
Ropes 80% 10% 8%
Average contribution margin ratio 39%
Ex. 20.15 ($975,000 - $700,000) (19,250 DLH - $12,375 DLH) = $40 per DLH
a.
b. $975,000 = Monthly Fixed Costs ($40 19,250 DLH)
Monthly Fixed Costs = $975,000 - $770,000 = $205,000
Total 3-Month Cost = ($205,000 3 months) ($40 40,000 DLH)
c.
Total 3-Month Cost = $615,000 $1,600,000 = $2,215,000
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SOLUTIONS TO PROBLEMS SET A
Fixed Costs
b. Break-Even Sales Volume (in units) =
Contribution Margin per Unit
$800,000
=
$25
= 32,000 units
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PROBLEM 20.1A
IONIC CHARGE (concluded)
d. No. With a unit sales price of $60, the break-even sales volume is 80,000 units:
$800,000
Break-even sales volume (in units) =
$10
= 80,000 units
Unless Ionic Charge has the ability to manufacture 80,000 units (or lower fixed and/or
variable costs), setting the unit sales price at $60 will not enable the company to break-even.
Of course, even if it is able to lower its costs, there must be sufficient demand to support a
sales level of 80,000 units, or more.
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25 Minutes, Medium PROBLEM 20.2A
BLASTER CORPORATION
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30 Minutes, Medium PROBLEM 20.3A
STOP-N-SHOP
a.
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PROBLEM 20.3A
STOP-N-SHOP (continued)
Capacity = 800 spaces 2,500 hours per year = 2,000,000 parking-space hours per year
Revenue at full capacity = 2,000,000 $0.50 = $1,000,000 per year
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PROBLEM 20.3A
STOP-N-SHOP (concluded)
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30 Minutes, Medium PROBLEM 20.4A
RAINBOW PAINTS
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PROBLEM 20.4A
RAINBOW PAINTS (concluded)
b.
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40 Minutes, Strong PROBLEM 20.5A
SIMON TEGUH
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PROBLEM 20.5A
SIMON TEGUH (concluded)
b.
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30 Minutes, Strong PROBLEM 20.6A
PRECISION SYSTEMS
$390,000 + $350,000
= 20,000 units
$37
c. Current After
Capacity Expansion
(20,000 Units) (25,000 Units)
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35 Minutes, Strong PROBLEM 20.7A
PERCULA FARMS
a. Raising clownfish will result in the highest
operating income.
Clownfish Angelfish
Variable costs:
Eggs $ 5,500 $ 9,500
Feedings 78,750 150,000
Water changes 35,000 100,000
Heating and lighting 14,000 20,000
Total variable costs $ 133,250 $ 279,500
Total contribution margin $ 266,750 $ 220,500
Fixed costs: 80,000 80,000
Operating income $ 186,750 $ 140,500
b. The most important factors in determining operating income are survival rates, and the
costs of feeding and water changes.
c. and d.
Operating income with new filter material:
Clownfish Angelfish
Variable costs:
Eggs $ 5,500 $ 9,500
Feedings 84,000 160,000
Water changes 35,000 50,000
Heating and lighting 14,000 20,000
Total variable costs $ 138,500 $ 239,500
Total contribution margin $ 341,500 $ 360,500
Fixed costs: 88,000 88,000
Operating income $ 253,500 $ 272,500
Percula will earn the highest operating income by purchasing the new filter material and
raising angelfish.
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PROBLEM 20.7A
PERCULA FARMS (concluded)
c. and d.
Operating income with new heating and lighting
equipment: Clownfish Angelfish
Number of salable fish 105,000 55,000
sale price $ 4 $ 10
Total revenue $ 420,000 $ 550,000
Variable costs:
Eggs $ 5,500 $ 9,500
Feedings 78,750 150,000
Water changes 35,000 100,000
Heating and lighting 10,500 15,000
Total variable costs $ 129,750 $ 274,500
Total contribution margin $ 290,250 $ 275,500
Fixed costs: 88,000 88,000
Operating income $ 202,250 $ 187,500
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35 Minutes, Strong PROBLEM 20.8A
LIFEFIT PRODUCTS
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PROBLEM 20.8A
LIFELIFT PRODUCTS (concluded)
d. In the new sales mix, increased sales of shorts have replaced some sales of shoes. Shorts
have a much higher contribution margin than shoes. Thus, at a given sales volume, selling
shorts instead of shoes provides more contribution margin, contributes more toward
operating income, and lowers the sales volume required to break even.
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