Cost15EChapter13Solutions.docx
《Cost15EChapter13Solutions.docx》由会员分享,可在线阅读,更多相关《Cost15EChapter13Solutions.docx(43页珍藏版)》请在冰豆网上搜索。
Cost15EChapter13Solutions
CHAPTER13
PRICINGDECISIONSANDCOSTMANAGEMENT
13-1Thethreemajorinfluencesonpricingdecisionsare
1.Customers
2.Competitors
3.Costs
13-2Notnecessarily.Foraone-time-onlyspecialorder,therelevantcostsareonlythosecoststhatwillchangeasaresultofacceptingtheorder.Inthiscase,fullproductcostswillrarelyberelevant.Itismorelikelythatfullproductcostswillberelevantcostsforlong-runpricingdecisions.
13-3Fourpurposesofcostallocationareasfollows:
1.Toprovideinformationforeconomicdecisions
2.Tomotivatemanagersandotheremployees
3.Tojustifycostsorcomputereimbursementamounts
4.Tomeasureincomeandassets
13-4Activity-basedcostinghelpsmanagersinpricingdecisionsintwoways.
1.Itgivesmanagersmoreaccurateproduct-costinformationformakingpricingdecisions.
2.Ithelpsmanagerstomanagecostsduringvalueengineeringbyidentifyingthecostimpactofeliminating,reducing,orchangingvariousactivities.
13-5Twoalternativeapproachestolong-runpricingdecisionsarethefollowing:
1.Market-basedpricing,animportantformofwhichistargetpricing.Themarket-basedapproachasks,“Givenwhatourcustomerswantandhowourcompetitorswillreacttowhatwedo,whatpriceshouldwecharge?
”
2.Cost-basedpricingwhichasks,“Whatdoesitcostustomakethisproductand,hence,whatpriceshouldwechargethatwillrecoupourcostsandachieveatargetreturnoninvestment?
”
13-6Atargetcostperunitistheestimatedlong-runcostperunitofaproduct(orservice)that,whensoldatthetargetprice,enablesthecompanytoachievethetargetedoperatingincomeperunit.
13-7Valueengineeringisasystematicevaluationofallaspectsofthevalue-chainbusinessfunctions,withtheobjectiveofreducingcostswhilesatisfyingcustomerneeds.Valueengineeringviaimprovementinproductandprocessdesignsisaprincipaltechniquethatcompaniesusetoachievetargetcostperunit.
13-8Avalue-addedcostisacostthatcustomersperceiveasaddingvalue,orutility,toaproductorservice.Examplesarecostsofmaterials,directlabor,tools,andmachinery.Anonvalue-addedcostisacostthatcustomersdonotperceiveasaddingvalue,orutility,toaproductorservice.Examplesofnonvalue-addedcostsarecostsofrework,scrap,expediting,andbreakdownmaintenance.
13-9No.Itisimportanttodistinguishbetweenwhencostsarelockedinandwhencostsareincurredbecauseitisdifficulttoalterorreducecoststhathavealreadybeenlockedin.
13-10Cost-pluspricingisapricingapproachinwhichmanagersaddamarkuptocostinordertodetermineprice.
13-11Cost-pluspricingmethodsvarydependingonthebasesusedtocalculateprices.Examplesare(a)variablemanufacturingcosts;(b)manufacturingfunctioncosts;(c)variableproductcosts;and(d)fullproductcosts.
13-12Twoexampleswherethedifferenceinthecostsoftwoproductsorservicesismuchsmallerthanthedifferencesintheirpricesare:
1.Thedifferenceinpriceschargedforatelephonecall,hotelroom,orcarrentalduringbusyversusslackperiodsisoftenmuchgreaterthanthedifferenceincoststoprovidetheseservices.
2.Thedifferenceincostsforanairplaneseatsoldtoapassengertravelingonbusinessorapassengertravelingforpleasureisroughlythesame.However,airlinecompaniespricediscriminate.Theyroutinelychargebusinesstravelers––thosewhoarelikelytostartandcompletetheirtravelduringthesameweekexcludingtheweekend––amuchhigherpriceforthesameclassofservicethanpleasuretravelerswhogenerallystayattheirdestinationsoveratleastoneweekend.
13-13Life-cyclebudgetingisanestimateoftherevenuesandcostsattributabletoeachproductfromitsinitialR&Dtoitsfinalcustomerservicingandsupport.
13-14Threebenefitsofusingaproductlife-cyclereportingformatarethefollowing:
1.Thefullsetofrevenuesandcostsassociatedwitheachproductbecomesmorevisible.
2.Differencesamongproductsinthepercentageoftotalcostscommittedatearlystagesinthelifecyclearehighlighted.
3.Interrelationshipsamongbusinessfunctioncostcategoriesarehighlighted.
13-15Predatorypricingoccurswhenabusinessdeliberatelypricesbelowitscostsinanefforttodrivecompetitorsoutofthemarketandrestrictsupplyandthenraisespricesratherthanenlargedemand.UnderU.S.laws,dumpingoccurswhenanon-U.S.companysellsaproductintheUnitedStatesatapricebelowthemarketvalueinthecountrywhereitisproduced,andthislowerpricemateriallyinjuresorthreatenstomateriallyinjureanindustryintheUnitedStates.Collusivepricingoccurswhencompaniesinanindustryconspireintheirpricingandproductiondecisionstoachieveapriceabovethecompetitivepriceandsorestraintrade.
13-16(25–30min.)Value-added,nonvalue-addedcosts.
1.
Category
Examples
Value-addedcosts
a.Materialsandlaborforregularrepairs
$1,100,000
Nonvalue-addedcosts
b.Reworkcosts
c.Expeditingcostscausedbyworkdelays
g.Breakdownmaintenanceofequipment
Total
$90,000
65,000
75,000
$230,000
Grayarea
d.Materialshandlingcosts
e.Materialsprocurementandinspectioncosts
f.Preventivemaintenanceofequipment
Total
$80,000
45,000
55,000
$180,000
Classificationsofvalue-added,nonvalue-added,andgrayareacostsareoftennotclear-cut.Otherclassificationsofsomeofthecostcategoriesarealsoplausible.Forexample,somestudentsmayincludematerialshandling,materialsprocurement,andinspectioncostsandpreventivemaintenanceasvalue-addedcosts(coststhatcustomersperceiveasaddingvalueandasbeingnecessaryforgoodrepairservice)ratherthanasinthegrayarea.Preventivemaintenance,forinstance,mightberegardedasvalue-addedbecauseithelpspreventnonvalue-addingbreakdownmaintenance.
2.Totalcostsinthegrayareaare$180,000.Ofthis,weassume60%,or$108,000,arevalue-addedand40%,or$72,000,arenonvalue-added.
Totalvalue-addedcosts:
$1,100,000+$108,000$1,208,000
Totalnonvalue-addedcosts:
$230,000+$72,000302,000
Totalcosts$1,510,000
Nonvalue-addedcostsare$302,000÷$1,510,000=20%oftotalcosts.
Value-addedcostsare$1,208,000÷$1,510,000=80%oftotalcosts.
3.
EffectonCostsClassifiedas
Program
Value-Added
Nonvalue-Added
Gray
Area
(a)Qualityimprovementprogramsto
•reducereworkcostsby40%(0.40$90,000)
•reduceexpeditingcostsby40%
(0.40$65,000)
•reducematerialsandlaborcostsby5%
(0.05$1,100,000)
Totaleffect
–$55,000
–$55,000
–$36,000
–26,000
–$62,000
(b)Workingwithsuppliersto
•reducematerialsprocurementandinspectioncostsby20%(0.20$45,000)
•reducematerialshandlingcostsby30%
(0.30$80,000)
Totaleffect
Transferring60%ofgrayareacosts(0.60
$33,000=$19,800)asvalue-addedand40%
(0.40$33,000=$13,200)asnonvalue-added
Effectonvalue-addedandnonvalue-addedcosts
–$19,800
–$19,800
–$13,200
–$13,200
–$9,000
–24,000
–33,000
+33,000
$0
(c)Maintenanceprogramsto
•increasepreventivemaintenancecostsby70%
(0.70$55,000)
•decreasebreakdownmaintenancecostsby50%
(0.50$75,000)
Totaleffect
Transferring60%ofgrayareacosts(0.60$38,500=$23,100)asvalue-addedand40%(0.40$38,500=$15,400)asnonvalue-added
Effectonvalue-addedandnonvalue-addedcosts
+$23,100
+$23,100
–$37,500
–37,500
+15,400
–$ 22,100
+$38,500
+38,500
–38,500
$0
Totaleffectofallprograms
Value-addedandnonvalue-addedcostscalculatedinrequirement2
Expectedvalue-addedandnonvalue-addedcostsasaresultofimplementingtheseprograms
–$51,700
1,208,000
$1,156,300
–$97,300
302,000
$204,700
Iftheseprogramshadbeenimplemented,totalcostswouldhavedecreasedfrom$1,510,000(requirement2)to$1,156,300+$204,700=$1,361,000,andthepercentageofnonvalue-addedcostswoulddecreasefrom20%(requirement2)to$204,700÷$1,316,000=15%.ThesearesignificantimprovementsinMagill’sperformance.
13-17(2530min.)Targetoperatingincome,value-addedcosts,servicecompany.
1.Theclassificationoftotalcostsin2013intovalue-added,nonvalue-added,orinthegrayareainbetweenfollows:
ValueGrayNonvalue-Total
AddedAreaadded(4)=
(1)
(2)(3)
(1)+
(2)+(3)
Doingcalculationsandpreparingdrawings
77%×$390,000$300,300$300,300
Checkingcalculationsanddrawings
3%×$390,000$11,70011,700
Correctingerrorsfoundindrawings
8%×$390,00031,20031,200
Makingchangesinresponsetoclient
requests5%×$390,00019,50019,500
Correctingerrorstomeetgovernment
buildingcode,7%×$390,00027,30027,300
Totalprofessionallaborcosts319,80011,70058,500390,000
Administrativeandsupportcostsat44%
($171,600÷$390,000)ofprofessional
laborcosts140,7125,14825,740171,600
Travel15,000—15,000
Total$475,512$16,848$84,240$576,600
Doingcalculationsandrespondingtoclientrequestsforchangesarevalue-addedcostsbecausecustomersperceivethesecostsasnecessaryfortheserviceofpreparingarchitecturaldrawings.Costsincurredoncorrectingerrorsindrawingsandmakingchangesbecausetheywereinconsistentwithbuildingcodesarenonvalue-addedcosts.Customersdonotperceivethesecostsasnecessaryandwouldbeunwillingtopayforthem.Calvertshouldseektoeliminatethesecostsbymakingsurethatallassociatesarewell-informedregardingbuildingcoderequirementsandbytraininga