Chapter 11 Flashcards
the expected future data that differ among alternative courses of action
relevant information
cost that can be eliminated as a result of choosing one alternative over another in a decision making situation
avoidable cost
all costs are considered avoidable, except
sunk cost and future cost that do not differ the alternatives at hand
expected future costs which differ between the decision alternatives
relevant costs
never relevant in decisions because they are not avioidable and they must be eliminated from manager’s decision framework
sunk/historical cost
depreciation relating to bv of old equipment is not relevant in decision making
true
profits lost by the diversion of an input factor from one use to another
opportunity cost
intermediate or near future cash outlay; relevant to decisions
out-of-pocket costs
contrasts choices by comparing differential revenues, differential costs, and differential contribution margins.
incremental or differential analysis approach
steps of incremeental or differential analysis approach
- gather all costs associated with each alternative
- drop sunk costs and non-differential costs
- select the best alternative
shows all the items of revenue and cost data (whether relevant or not) under the different alternatives and compares the net income results
total project analysis approach
in a total project analysis approach, comparative income statements under this approach are prepared in a
contribution format
types of decisions
- make or buy
- add or drop a product or other segments
- sell now or process further
- special sales pricing
- utilization of scarce resources
- shutdown or continue operations
- pricing
production level at which the cost of buying = cost of making it
point of indifference cost volume
used to describe those manufacturing costs that are incurring is producing the joint products up to the split off point
joint product costs