B-2 2013 Flashcards

1
Q

What is the formula for the contribution approach?

A

Revenue - Variable costs = Contribution margin - Fixed costs = Net income

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2
Q

What is the contribution margin ratio formula?

A

Contribution margin ratio = Contribution margin / Revenue

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3
Q

What is the absorption formula?

A

Revenue - Costs of goods sold = Gross margin - Operating expenses = Net income.

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4
Q

Explain the difference between the contribution approach and the absorption appraoch.

A

The difference is the treatment of fixed overhead. Under the absorption approach, fixed overhead is a product cost. Under the contribution approach, fixed overhead is a period cost.

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5
Q

Explain the difference between absorption costing net incomeand bariable costing net income.

A

The difference depends on the change in inventory level during the period. No change in inventory: Absorption income = Variable income. Increase in inventory: Absorption income > Variable income. Decrease in inventory: Absorption income = Greater than;

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6
Q

What is the formula for breakeven point in units?

A

Total fixed costs / Contribution margin per unit = Breakeven point in units.

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7
Q

What is the formula for breakeven point in dollars?

A

Total fixed costs / Contribution margin ratio = Breakeven point in dollars.

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8
Q

What is the margin of safety formula?

A

Total sales (in dollars) - Breakeven sales (in dollars) = Margin of safety (in dollars).

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9
Q

Define opportunity costs evaluated in considering an opportunity when the firm is operating at capacity.

A

Opportunity cost at full capacity is defined as the net benefit given up from the best alternatives uses of the capacity.

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10
Q

How should management approach a special order decision?

A

Special orders require a firm to decide if a specialty priced order should be accepted or rejected. When there is excess capacity, a special order should be accepted if the selling price per unit is greater than the variable cost per unit. If the company is operating at full capacity, the opportunity cost of producing the special order should be included in the analysis.

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11
Q

How should management approach a make or buy decision?

A

The decision to make or buy a component (also referred to as insourcing vs. outsourcing) is similar to the special order decision. Managers should consider only relevant costs and select the lowest-cost alternative.

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12
Q

How should management approach a sellor process further decision?

A

A sell or process further decision is made by comparing the incremental cost and the incremental revenue generated after the split-off point: If the incremental revenue exceeds the incremental cost, the organization should process further; If the incremental cost exceeds the incremental revenue, the organization should sell at the split-off point.

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13
Q

How should management approach a keep or drop decision?

A

When deciding whether to keep or drop a segment, a firm should compare the fixed costs that can be avoided it the segment is dropped (I,e., the cost of running the segment) to the contribution margin that will be lost if the segment is dropped. The segment should be kept if the lost contribution margin exceeds avoided fixed costs and dropped if the lost contribution margin is less than avoided fixed costs.

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14
Q

What is linear regression?

A

Linear regression is a nethod for studying the relationship betwee two or more variables. Linear regression is used to predict the value of a dependent variable [e.g., total cost (y)] corresponding to given values of the independent variables [e.g., fixed costs (A), variable costs per unit (B), and production expressed in units (x)]. SImple regression involves only one indpendent variable. Multple regression involves more than one independent variable.

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15
Q

Define currently attainable standards.

A

Currently attainable standards represent costs that result from work performed by employees with appropriate training and experience but without extraordinary effort.

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16
Q

Define ideal standards.

A

Ideal standards represent costs that result from perfect efficiency and effectiveness in job performance.

17
Q

Define flexible budget.

A

A flexible budget is a budget that can be adjusted to any activity level; it shows how costs vary with production volume. Budgeted total costs = (Variable cost per unit x activity level) + fixed costs. Fixed costs in total are constant over the relevant range of activity level.

18
Q

Define a master budget.

A

A master budget documents specific short-term operating performance goals for a period of time, normally one year or less. The plan generally includes an operating (nonfinancial) budget as well as a financial budget.

19
Q

List the operating budgets included in the master budget.

A

Sales budget; Production budget; Direct materials budget; Direct labor budget; Overhead budget; Cost of goods sold budget; SG&A budget.

20
Q

List the financial budgets included in the master budget.

A

Cash budget; Pro forma financial statements.

21
Q

Identify the direct materials variances (two-way variance analysis).

A
  1. Direct materials price variance = (AP-SP) x AQ where AP = actual price; SP = standard price; AQ = actual quantity purchased. 2. Direct materials quantity usage variance = (AQ - SQ) x SP where AQ = actual quantity used; SQ = standard quantity allowed; SP= standard price.
22
Q

Identify the direct labor variances (two-way variance analysis).

A
  1. Direct labor rate variance = (SR - AR) x AH. 2. Direct labor efficiency variance = (SH - AH) x SR where AR = actual labor rate; SR = standard labor rate; AH = actual hours; SH = standard hours.
23
Q

Identify the manufacturing overhead variances (one-way, two-way, and three-way analysis).

A

One-way: Overhead (OH) variance = Actual OH - Applied OH…..1 vs. 4. Two-way: Budget (Controllable) variance = Actual OH - [Budgeted FOH + (Std DLH x Std VOH rate)]….1 vs 3. Volume (Noncontrollable) variance = [Budget FOH + (Std DLH x Std VOH rate)] - Applied OH….3 vs 4. Three-way: Spending variance = Acutal OH - [Budgeted FOH + (Actual DLH x Std VOH rate]…1 vs 2. Efficiency variance = [Budgeted FOH + (Actual DLH x Std VOH rate)] - [Budgeted FOH +(Std DLH x Std VOH rate)]…2 vs 3. Volume vaariance = [Budgeted FOH x (Std DLH x Std VOH rate)] - Applied OH….3 vs 4. Where: Actual OH = Actual Overhead; Applied OH = Applied Overhead (Generally, Standard Rate x Allowable Hours or Other input); Budgeted FOH = Budgeted Fixed Overhead; Actual DLH = Actual Direct Labor Hours; Std VOH rate = Standard Variable Overhead Rate; Std DLH = Standard Direct Labor Hours.

24
Q

Describe two alternative ways to calculate the volume variance.

A

Volume variance = Budgeted fixed overhead - Applied fixed overhead. Volume variance = (Actual production in units - Budgeted production in units) x Per unit standard fixed overhead rate.

25
Q

Describe an alternative wasy to calculate the efficiency variance.

A

Efficiency variance = (Actual DLH - Standard DLH allowed) x Standard variable overhead rate.

26
Q

What is the formula for market size variance?

A

Market size variance = [Actual market size (in units) - Expected market size (in units)] x Budgeted market share x Budgeted contribution margin per unit (weighted-average).

27
Q

What is the formula for market share variance?

A

Market share variance = [Actual market share - Budgeted market share] x Actual industry units x Budgeted contribution margin per unit (weighted-average).

28
Q

What is the formula for sales volume variance?

A

Sales volume variance = [Actual sold units - Budgeted sales units] x Standard contibution margin per unit.

29
Q

What is the formula for sales price variance?

A

Selling price variance = [(Actual SP / Unit) - (Budgeted SP / Unit)] x Actual units sold.

30
Q

Define contibution by SBU.

A

Contribution by SBU represents the difference between the contribution margin (Revenue - Variable costs) and controllable fixed costs (those costs that managers can impact in less than one year).

31
Q

What is the purpose of the balanced scorecard?

A

The balanced scorecard discplays performance relative to critical success factors identified for multiple dimensions of a business operation.

32
Q

What dimensions or categories of business operation are frequently identified by the balanced scorecard?

A

FICA = Finance; Internal business processes; Customer satisfaction; Advancement of human resource innovation.

33
Q

List and define the types of responsibility segments (or stategic business units–SBUs) that are used to establish business performance measures.

A

Cost SBU: Managers are held responsible for controlling costs. Revenue SBU: Managers are held responsible for generating revenues. Profit SBU: Managers are held responsible for producing a target profit. Investment SBU: Managers are held responsible for return on investment.