BEC 2 Flashcards

1
Q

What is the formula for the contribution approach?

A
Revenue
Less: Variable costs
= Contribution margin
Less: 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
Less: COGS
= Gross Margin
Less: Operating expenses
= Net Income
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4
Q

Explain the difference between the contribution approach and the absorption approach

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 income and variable 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 < Variable income

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6
Q

What is the forumla for breakeven point in units?

A

Breakevent point in units = (Total fixed costs / Contribution margin per unit)

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7
Q

What is the formula for breakeven point in dollars?

A

Breakevent point in dollars = (Total fixed costs / Contribution margin ratio)

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8
Q

What is the margin of safety formula?

A

Margin of safety (in dollars) =
Total sales (in dolars) - Breakeven sales (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 alternative use 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 specially 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 sell or process further decision?

A

A sell or process further decision is made by comparing the incremental cost and 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 keey or drop decision?

A

When deciding whether to keep or drop a segment, a firm should compare the fixed costs that can be avoided if 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 method for studying the relationship between 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 cost per unit (B), and production expressed in units (x)].

  • Simple regression involves only one independent variables.
  • Multiple 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

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
  • COGS budget
  • SG&A budget
20
Q

List the financial budgets included in the master budget

A
  • Cash budget

- Pro forma F/S

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 quality allowed  
SP = standard price
22
Q

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

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

Identify, the manufacturing overhead one-way Variance analysis.

A

Overhead (OH) variance = Actual OH - Applied OH

24
Q

Identify, the manufacturing overhead two-way Variance analysis.

A

Budget (controllable) variance = Actual OH - [Budgeted FOH + (Std DLH x Std VOH rate)]

Volume (Noncontrollable) variance = [Budgeted FOH + (Std DLH x Std VOH rate)] - Applied OH

25
Q

Identify, the manufacturing overhead three-way Variance analysis.

A

Spending variance = Actual OH - [Budgeted FOH + (Actual DLH x Std VOH rate)]

Efficiency variance = [Budgeted FOH + (Actual DLH x Std VOH rate)] - [Budgeted FOH + (Std DLH x Std VOH rate)]

Volume variance = [Budgeted FOH + (Std DLH x Std VOH rate)] - Applied OH
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
Standard DLH = standard direct labor hours

26
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

27
Q

Describe an alternative way to calculate the efficiency variance.

A

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

28
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 (wgt avg)

29
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 (wgt avg)

30
Q

What is the formula for sales volume variance?

A

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

31
Q

What is the formula for selling price variance?

A

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

32
Q

Define contribution by SBU

A

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

33
Q

What is the purpose of the balanced scorecard?

A

Displays performance relative to critical success factors identified for multiple dimensions of a business operation

34
Q

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

A

(F)inance
(I)nternal business processes
(C)ustomer satisfaction
(A)dvancement of human resource innovation

35
Q

List and define the types of responsibility segments (or strategic 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 revenue

Profit SBU: Managers are held responsible for producing a target profit

Investment SBU: Managers are held responsible for return on investment