chapter 7 accounting information, relevant costs, and decision making
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Chapter 7
Accounting Information, Relevant Costs, and
Decision Making
Topics
An Introduction to Pricing
Pricing of Products and Services
Target Pricing
Cost Plus Pricing
Time and Material Pricing
Value Pricing
Legal and Ethical Issues in Pricing
Introduction
How does a manager decide:
The selling price of a product?
Whether to accept a special order?
Whether to add a new product or drop an old one?
Which products to put on the shelves?
Whether to hire an employee or outsource?
Whether to make or buy a product?
Introduction
All decisions require relevant, timely accounting information.
The following discussion includes some of the tools managers can use to make these decisions.
Pricing of Products and Services
Objective:
Discuss the factors and issues affecting the pricing of goods and services.
Pricing of Products and Services
Determining the selling price of a product is one of the most important decisions management will be required to make.
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Hotel Chains and Airlines
Use sophisticated yield management computer software which adjusts rates based on factors such as expected occupancy.
http://www.omnihotels.com
Agriculture
The market determines the selling price.
VCRs, CD Players
The demand for products at different stages in their life cycle affects pricing.
The Selling Price of a Product or a Service
Must be sufficient to cover the “cost” of the product and provide a profit.
Target Pricing
Used to determine the maximum cost that can be incurred in order to earn a desired target profit.
Computers
Target Cost =
Target Price - Target Profit
Cross Functional Application
Target pricing requires the cooperation of marketing, engineering, production, accounting and finance managers in multi-disciplinary teams.
Cost Plus Pricing
Target Selling Price =
Cost + (Markup % x Cost)
Cost Plus Pricing
Markup Percentage
Must cover costs not included in the product cost
Must produce an acceptable profit
Time and Material Pricing
In service industries such as CPA firms, prices are often set based on time and material used.
Value Pricing
Value Pricing is based on the perceived or actual value of the service provided to a customer.
Ex. Consulting Business
Legal and Ethical Issues in Pricing
Predatory Pricing
Price Discrimination
Price Gouging
Ethical Issues in Pricing Pharmaceutical Products
Legal and Ethical Issues in Pricing
Pause and reflect
Do you think value pricing is ethical?
http://www.merck.com
More Topics for Discussion
Special Orders
Outsourcing
Make or Buy
Add or Drop a Product, Product Line or Service
Resource Utilization
Theory of Constraints
Sell or Process Further
ABC and Relevant Cost Analysis
Special Orders
Objectives
Analyze and determine the pricing of a special order.
Special Order Decisions
Short-run decisions
Excess production capacity
Relevant costs associated with each specific special order
Sunset Airlines
Special Order
Do we provide 150 seats to San Diego for corporate executives attending a convention for $150 instead of the normal fare of $275?
Sunset Airlines
Step 1: Define the Problem
Should Sunset Airlines sell 150 tickets at a reduced price of $150 per ticket?
Sunset Airlines
Step 2: Identify Objectives
To maximize income in the short run without reducing income in the long run.
Sunset Airlines
Accept the order (sell) the tickets at $150
Let the market place determine the level of sales at the $275 price
Sell the tickets at another price
Step 3: Identify and analyze available options
Sunset Airlines
The cost per passenger is $175.14
Step 3: Identify and analyze available options
Sunset Airlines
The special order price of $150 per ticket is $25.14 less that the total costs per passenger, so decline the special order. Or should we?
Step 4: Select the Best Option
Sunset Airlines
Determine the relevant costs, which are only $3.25 for meals and drinks if the flight has excess capacity (empty seats).
Step 3: Identify and analyze available options
Sunset Airlines
Accept the special order as the order price $150 is higher than the additional variable costs ($3.25).
Step 4: Select the Best Option
Sunset Airlines
What if Sunset did not have any excess capacity? Then the special order would involve opportunity cost.
Step 3: Identify and analyze available options
Sunset Airlines
Do not accept a special order for less than $275 per ticket.
Step 4: Select the Best Option
Special Orders
Key Concept
In general, the price of a special order must be higher than the additional variable costs incurred in accepting the special order plus any opportunity costs incurred.
Outsourcing / Make or Buy Decisions
Objectives
Analyze a decision involving the outsourcing of labor or making or buying a component.
Outsourcing
Contracting with another company to provide janitorial and repair services instead of using employees of the company.
Factors Affecting Outsourcing Decisions
Impact of taxes
Payment of fringe benefits to salaried employees
Impact on the attitude of the remaining work force
Vertical Integration
Vertical Integration is accomplished when a company is involved in multiple steps of the value chain.
Advantages
Disadvantages
www.gm.com
Make or Buy Decision
Birdie Maker Golf Company
Currently they make all golf clubs in the set but are considering acquiring the putter from Flutter Putter, Inc., a manufacturer of custom putters.
Birdie Maker Golf Company
Step 1: Define the Problem
Continue making the putter or purchase it from Flutter Putter, Inc.
Birdie Maker Golf Company
Step 2: Identify Objectives
Maximize income by producing or buying the putter at the lowest cost
Quality of the putter
Impact of the putter on the sales of other clubs
Birdie Maker Golf Company
Case I
Cost to make: $26.50
Cost to buy: $34.50
Step 3: Identify and analyze available options
Birdie Maker Golf Company
Case I
Continue making putters IF they believe they can manufacture a putter of acceptable quality and keep up with technological changes.
Step 4: Select the Best Option
Birdie Maker Golf Company
Case II
Due to a change in fixed costs (leased equipment being returned)
Cost to make: $26.50
Cost to buy: $29.00
Step 3: Identify and analyze available options
Birdie Maker Golf Company
Case II
Make internally considering:
Quality of the putter
Changing technology
Dependability of the supplier
Step 4: Select the Best Option
Birdie Maker Golf Company
Case III
If volume drops to 500 sets of clubs, fixed costs per putter increase
Cost to make: $36
Cost to buy: $33
Step 3: Identify and analyze available options
Birdie Maker Golf Company
Case III
Purchase the putter
Step 4: Select the Best Option
Birdie Maker Golf Company
Case IV
Opportunity Costs
Rent out the factory space now being used to make the putters, adding $10 opportunity costs per putter
Cost to make: $36.50
Cost to buy: $34.50
Step 3: Identify and analyze available options
Birdie Maker Golf Company
Case IV
Buy the putter.
Step 4: Select the Best Option
Make or Buy
Key Concept
In general, a product should continue to be made internally and labor incurred internally if the avoidable costs are less than the additional costs that will be incurred by buying or outsourcing.
Add or Drop a Product, Product Line or Service
Objectives
Analyze a transaction dealing with adding or dropping a product, product line or service.
Add or Drop a Product, Product Line or Service
One of the most difficult decisions a manager can make
Must analyze relevant costs
Must also consider qualitative factors
Must consider contribution margin
www.pg.com
Add or Drop a Product, Product Line or Service
Key Concept
In general, a product should be dropped when the fixed costs avoided are greater than the contribution margin lost.
Resource Utilization Decisions
Objectives
Analyze a decision dealing with scarce or limited resources.
Resource Utilization Decisions
Constraint: The capacity to manufacture a product or provide a service is limited in some manner.
Resource Utilization Decisions
Key Concept
Resource utilization decisions require an analysis of relevant costs and relevant qualitative factors and hinge on an analysis of the contribution margin earned per unit of the limited resource.
Resource Utilization Decisions
Examples
Skilled craftspeople, special machinery and limited space often times are short-run constraints
Theory of Constraints
Identifies bottlenecks in the production process.
Bottlenecks: limit throughput, the number of finished goods that result from the production process.
Theory of Constraints
Steps for Resolution
Identify the bottleneck
Manage the bottleneck
Relieve the bottleneck
Sell or Process Further Decisions
Furniture Manufacturer Example
Sell furniture:
Unassembled and Unfinished
Assembled and Unfinished
Assembled and Finished
Sell or Process Further Decisions
Key Concept
Assuming sufficient demand, a product should be processed further if the additional revenue is greater than the additional cost.
ABC and Relevant Cost Analysis
Uses multiple cost drivers to trace costs directly to products
Focuses on changes in costs associated with a variety of different activities
Helps managers identify what costs are really avoidable in a relevant cost analysis
End of Chapter 7
Uses multiple cost drivers to trace costs directly to products
Focuses on changes in costs associated with a variety of different activities
Helps managers identify what costs are really avoidable in a relevant cost analysis
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