管理会计ch12.docx

资源描述

管理会计ch12.docx

《管理会计ch12.docx》由会员分享，可在线阅读，更多相关《管理会计ch12.docx（40页珍藏版）》请在冰豆网上搜索。

管理会计ch12.docx

管理会计ch12

CHAPTER12

PRICINGDECISIONSANDCOSTMANAGEMENT

12-1Thethreemajorinfluencesonpricingdecisionsare

1.Customers

2.Competitors

3.Costs

12-2Notnecessarily.Foraone-time-onlyspecialorder,therelevantcostsareonlythosecoststhatwillchangeasaresultofacceptingtheorder.Inthiscase,fullproductcostswillrarelyberelevant.Itismorelikelythatfullproductcostswillberelevantcostsforlong-runpricingdecisions.

12-3Twoexamplesofpricingdecisionswithashort-runfocus:

1.Pricingforaone-time-onlyspecialorderwithnolong-termimplications.

2.Adjustingproductmixandvolumeinacompetitivemarket.

12-4Activity-basedcostinghelpsmanagersinpricingdecisionsintwoways.

1.Itgivesmanagersmoreaccurateproduct-costinformationformakingpricingdecisions.

2.Ithelpsmanagerstomanagecostsduringvalueengineeringbyidentifyingthecostimpactofeliminating,reducing,orchangingvariousactivities.

12-5Twoalternativestartingpointsforlong-runpricingdecisionsare

1.Market-basedpricing,animportantformofwhichistargetpricing.Themarket-basedapproachasks,“Givenwhatourcustomerswantandhowourcompetitorswillreacttowhatwedo,whatpriceshouldwecharge?

”

2.Cost-basedpricingwhichasks,“Whatdoesitcostustomakethisproductand,hence,whatpriceshouldwechargethatwillrecoupourcostsandachieveatargetreturnoninvestment?

”

12-6Atargetcostperunitistheestimatedlong-runcostperunitofaproduct（orservice）that,whensoldatthetargetprice,enablesthecompanytoachievethetargetedoperatingincomeperunit.

12-7Valueengineeringisasystematicevaluationofallaspectsofthevalue-chainbusinessfunctions,withtheobjectiveofreducingcostswhilesatisfyingcustomerneeds.Valueengineeringviaimprovementinproductandprocessdesignsisaprincipaltechniquethatcompaniesusetoachievetargetcostsperunit.

12-8Avalue-addedcostisacostthatcustomersperceiveasaddingvalue,orutility,toaproductorservice.Examplesarecostsofmaterials,directlabor,tools,andmachinery.Anonvalue-addedcostisacostthatcustomersdonotperceiveasaddingvalue,orutility,toaproductorservice.Examplesofnonvalue-addedcostsarecostsofrework,scrap,expediting,andbreakdownmaintenance.

12-9Costincurrencedescribeswhenaresourceisconsumed（orbenefitforgone）tomeetaspecificobjective.Locked-incosts,ordesignedincosts,arecoststhathavenotyetbeenincurredbut,basedondecisionsthathavealreadybeenmade,willbeincurredinthefuture.

12-10Cost-pluspricingisapricingapproachinwhichmanagersaddamarkuptocostinordertodetermineprice.

12-11Cost-pluspricingmethodsvarydependingonthebasesusedtocalculateprices.Examplesare（a）variablemanufacturingcosts;（b）manufacturingfunctioncosts;（c）variableproductcosts;and（d）fullproductcosts.

12-12Twoexampleswherethedifferenceinthecostsoftwoproductsorservicesismuchsmallerthanthedifferencesintheirpricesfollow:

1.Thedifferenceinpriceschargedforatelephonecall,hotelroom,orcarrentalduringbusyversusslackperiodsisoftenmuchgreaterthanthedifferenceincoststoprovidetheseservices.

2.Thedifferenceincostsforanairplaneseatsoldtoapassengertravelingonbusinessorapassengertravelingforpleasureisroughlythesame.However,airlinecompaniespricediscriminate.Theyroutinelychargebusinesstravelers––thosewhoarelikelytostartandcompletetheirtravelduringthesameweekexcludingtheweekend––amuchhigherpricethanpleasuretravelerswhogenerallystayattheirdestinationsoveratleastoneweekend.

12-13No.Life-cyclebudgetingisanestimateoftherevenuesandcostsattributabletoeachproductfromitsinitialR&Dtoitsfinalcustomerservicingandsupport.

12-14Threebenefitsofusingaproductlife-cyclereportingformatare:

1.Thefullsetofrevenuesandcostsassociatedwitheachproductbecomesmorevisible.

2.Differencesamongproductsinthepercentageoftotalcostscommittedatearlystagesinthelifecyclearehighlighted.

3.Interrelationshipsamongbusinessfunctioncostcategoriesarehighlighted.

12-15Predatorypricingoccurswhenabusinessdeliberatelypricesbelowitscostsinanefforttodrivecompetitorsoutofthemarketandrestrictsupply,andthenraisespricesratherthanenlargedemand.UnderU.S.laws,dumpingoccurswhenanon-U.S.companysellsaproductintheUnitedStatesatapricebelowthemarketvalueinthecountrywhereitisproduced,andthislowerpricemateriallyinjuresorthreatenstomateriallyinjureanindustryintheUnitedStates.Collusivepricingoccurswhencompaniesinanindustryconspireintheirpricingandproductiondecisionstoachieveapriceabovethecompetitivepriceandsorestraintrade.

12-16（20–30min.）Relevant-costapproachtopricingdecisions,specialorder.

1.Relevantrevenues,$4.001,000$4,000

Relevantcosts

Directmaterials,$1.601,000$1,600

Directmanufacturinglabor,$0.901,000900

Variablemanufacturingoverhead,$0.701,000700

Variablesellingcosts,0.05$4,000200

Totalrelevantcosts3,400

Increaseinoperatingincome$600

Thiscalculationassumesthat:

a.Themonthlyfixedmanufacturingoverheadof$150,000and$65,000ofmonthlyfixedmarketingcostswillbeunchangedbyacceptanceofthe1,000unitorder.

b.Thepricechargedandthevolumessoldtoothercustomersarenotaffectedbythe

specialorder.

Chapter12usesthephrase“one-time-onlyspecialorder”todescribethisspecialcase.

2.Thepresident’sreasoningisdefectiveonatleasttwocounts:

a.Theinclusionofirrelevantcosts––assumingthemonthlyfixedmanufacturingoverheadof$150,000willbeunchanged;itisirrelevanttothedecision.

b.Theexclusionofrelevantcosts––variablesellingcosts（5%ofthesellingprice）areexcluded.

3.Keyissuesare:

a.Willtheexistingcustomerbasedemandpricereductions?

Ifthis1,000-tapeorderisnotindependentofothersales,cuttingthepricefrom$5.00to$4.00canhavealargenegativeeffectontotalrevenues.

b.Isthe1,000-tapeorderaone-time-onlyorder,oristherethepossibilityofsalesinsubsequentmonths?

ThefactthatthecustomerisnotinDillCompany’s“normalmarketingchannels”doesnotnecessarilymeanitisaone-time-onlyorder.Indeed,thesalecouldwellopenanewmarketingchannel.DillCompanyshouldbereluctanttoconsideronlyshort-runvariablecostsforpricinglong-runbusiness.

12-17（20–30min.）Relevant-costapproachtoshort-runpricingdecisions.

1.Analysisofspecialorder:

Sales,2,500units$80$200,000

Variablecosts:

Directmaterials,2,500units$40$100,000

Directmanufacturinglabor,2,500units$1537,500

Variablemanufacturingoverhead,2,500units$512,500

Othervariablecosts,2,500units$410,000

Salescommission7,000

Totalvariablecosts167,000

Contributionmargin$33,000

Notethatthevariablecosts,exceptforcommissions,areaffectedbyproductionvolume,notsalesdollars.

Ifthespecialorderisaccepted,operatingincomewouldbe$700,000+$33,000=$733,000.

2.WhetherFontaine’sdecisiontoquotefullpriceiscorrectdependsonmanyfactors.Heisincorrectifthecapacitywouldotherwisebeidleandifhisobjectiveistoincreaseoperatingincomeintheshortrun.Iftheofferisrejected,Regis,ineffect,iswillingtoinvest$3,000inimmediategainsforgone（anopportunitycost）topreservethelong-runselling-pricestructure.FontaineiscorrectifhethinksfuturecompetitionorfuturepriceconcessionstocustomerswillhurtRegis’soperatingincomebymorethan$33,000.ThereisalsothepossibilitythatAdamscouldbecomealong-termcustomer.Inthiscase,isapricethatcoversonlyshort-runvariablecostsadequate?

WouldHayesbewillingtoaccepta$7,000salescommission（asdistinguishedfromherregular$30,000=15%$200,000）foreveryAdamsorderofthissizeifAdamsbecomesalong-termcustomer?

12-18（15–20min.）Short-runpricing,capacityconstraints.

1.Perkilogramofhardcheese:

Milk（10liters

$1.50perliter）

$15

Directmanufacturinglabor

Variablemanufacturingoverhead

Fixedmanufacturingcostallocated

Totalmanufacturingcost

$29

IfVermontHillscangetalltheHolsteinmilkitneeds,andhassufficientproductioncapacity,then,theminimumpriceperkiloitshouldchargeforthehardcheeseisthevariablecostperkilo=$15+5+3=$23perkilo.

2.Ifmilkisinshortsupply,theneachkiloofhardcheesedisplaces2.5kilosofsoftcheese（10litersofmilkperkiloofhardcheeseversus4litersofmilkperkiloofsoftcheese）.Then,forthehardcheese,theminimumpriceVermontshouldchargeisthevariablecostperkiloofhardcheeseplusthecontributionmarginfrom2.5kilosofsoftcheese,or,

$23+（2.5

$8perkilo）=$43perkilo

Thatis,ifmilkisinshortsupply,Vermontshouldnotagreetoproduceanyhardcheeseunlessthebuyeriswillingtopayatleast$43perkilo.

12-19（25–30min.）Value-added,nonvalue-addedcosts.