成本会计管理的着重点 书后习题答案第12章.docx

成本会计管理的着重点 书后习题答案第12章.docx

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成本会计管理的着重点书后习题答案第12章

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,whatpriceshouldwechargethatwillrecoupourcostsandproduceadesiredprofit?

"

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.

12-9No.Itisimportanttodistinguishbetweenwhencostsarelockedinandwhencostsareincurred,becauseitisdifficulttoalterorreducecoststhathavealreadybeenlockedin.

12-10Cost-pluspricingisapricingapproachinwhichmanagersaddamarkuptocostinordertodetermineprice.

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

12-12Twoexampleswherethedifferenceintheincrementalcostsoftwoproductsorservicesaremuchsmallerthanthedifferencesintheirpricesfollow:

1.Thedifferenceinpriceschargedforatelephonecall,hotelroom,orcarrentalduringbusyversusslackperiodsisoftenmuchgreaterthanthedifferenceincoststoprovidetheseservices.

2.Thedifferenceinincrementalcostsforanairplaneseatsoldtoapassengertravelingonbusinessorapassengertravelingforpleasureisroughlythesame.However,airlinecompaniesroutinelychargebusinesstravelers––thosewhoarelikelytostartandcompletetheirtravelduringthesameweekexcludingtheweekend––amuchhigherpricethanpleasuretravelerswhogenerallystayattheirdestinationsoveratleastoneweekend.

12-13Life-cyclebudgetingisanestimateoftherevenuesandcostsattributabletoeachproductfromitsinitialR&Dtoitsfinalcustomerservicingandsupport.

12-14Threebenefitsofusingaproductlife-cyclereportingformatare:

1.Thefullsetofrevenuesandcostsassociatedwitheachproductbecomesmorevisible.

2.Differencesamongproductsinthepercentageoftotalcostscommittedatearlystagesinthelifecyclearehighlighted.

3.Interrelationshipsamongbusinessfunctioncostcategoriesarehighlighted.

12-15Predatorypricingoccurswhenabusinessdeliberatelypricesbelowitscostsinanefforttodriveoutcompetitorsandrestrictsupplyandthenraisespricesratherthanenlargedemand.UnderU.S.laws,dumpingoccurswhenanon-U.S.companysellsaproductintheUnitedStatesatapricebelowthemarketvalueinthecountryofitscreation,andthisactionmateriallyinjuresorthreatenstomateriallyinjureanindustryintheUnitedStates.Collusivepricingoccurswhencompaniesinanindustryconspireintheirpricingandoutputdecisionstoachieveapriceabovethecompetitiveprice.

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

1.Relevantrevenues,$3.801,000$3,800

Relevantcosts

Directmaterials,$1.501,000$1,500

Directmanufacturinglabor,$0.801,000800

Variablemanufacturingoverhead,$0.701,000700

Variablesellingcosts,0.05$3,800190

Totalrelevantcosts3,190

Increaseinoperatingincome$610

Thiscalculationassumesthat:

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

b.Thepricechargedandthevolumessoldtoothercustomersarenotaffectedbythespecialorder.

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$3.80canhavealargenegativeeffectontotalrevenues.

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,3,000units$80$240,000

Variablecosts:

Directmaterials,3,000units$35$105,000

Directmanufacturinglabor,3,000units$1030,000

Variablemanufacturingoverhead,3,000units$515,000

Othervariablecosts,3,000units$515,000

Salescommission6,000

Totalvariablecosts171,000

Contributionmargin$69,000

Notethatthevariablecosts,exceptforcommissions,areaffectedbyproductionvolume,notsalesdollars.

Ifthespecialorderisaccepted,operatingincomewouldbe$1,000,000+$69,000=$1,069,000.

2.WhetherMcMahonismakingacorrectdecisiondependsonmanyfactors.Heisincorrectifthecapacitywouldotherwisebeidleandifhisobjectiveistoincreaseoperatingincomeintheshortrun.Iftheofferisrejected,SanCarlos,ineffect,iswillingtoinvest$69,000inimmediategainsforgone（anopportunitycost）topreservethelong-runselling-pricestructure.McMahoniscorrectifhethinksfuturecompetitionorfuturepriceconcessionstocustomerswillhurtSanCarlos'soperatingincomebymorethan$69,000.

ThereisalsothepossibilitythatAbramscouldbecomealong-termcustomer.Inthiscase,isapricethatcoversonlyshort-runvariablecostsadequate?

WouldHoltzbewillingtoaccepta$6,000salescommission（asdistinguishedfromherregular$36,000=15%$240,000）foreveryAbramsorderofthissizeifAbramsbecomesalong-termcustomer?

12-18（25min.）Short-runpricing,capacityconstraints.

1.WithnoconstraintsonavailabilityofPyroneoronplantcapacity,BoutiquewouldwanttochargeaminimumpriceforSeltiumthatwouldcoveritsincrementalcoststomanufactureSeltium.（Becausethereisexcesscapacity,thereisnoopportunitycost.）Inthiscase,theincrementalcostsarethevariablecoststomanufactureakilogramofSeltium:

Pyrone（2kilograms$4perkilogram）$8

Directmanufacturinglabor4

Variablemanufacturingoverheadcosts3

Totalvariablemanufacturingcosts$15

Hence,theminimumpricethatBoutiqueshouldchargetomanufactureSeltiumis$15perkilogram.For3,000kilogramsofSeltium,itshouldchargeaminimumof$45,000（$153,000）.

2.NowPyroneisinshortsupply.UsingittomakeSeltiumreducestheBolzenethatBoutiquecanmakeandsell.Thereis,therefore,anopportunitycostofmanufacturingSeltium,thelostcontributionfromusingthePyronetomanufactureBolzene.Tomake3,000kilogramsofSeltiumrequires6,000（23,000）kilogramsofPyrone.

The6,000kilogramsofPyronecanbeusedtomanufacture4,000（6,000÷1.5）kilogramsofBolzene,sinceeachkilogramofBolzenerequires1.5kilogramsofPyrone.

Thecontributionmarginfrom4,000kilogramsofBolzeneis$24,000（$6perkilogram4,000kilograms）.ThisistheopportunitycostofusingPyronetomanufactureSeltium.TheminimumpricethatBoutiqueshouldchargetomanufactureSeltiumshouldcovernotonlytheincremental（variable）costsofmanufacturingSeltiumbutalsotheopportunitycost:

CostsofManufacturingSeltium

RelevantCosts

Totalfor

3,000Kilograms

（1）

PerKilogram

（2）=

（1）÷3,000

Incremental（variable）costsofmanufacturingSeltium

OpportunitycostofforgoingmanufactureandsaleofBolzene

Minimumcostoforder

$45