Formulas Flashcards
Breakeven points in units
Fixed costs / Unit contribution margin
Breakeven point in dollars
Fixed costs / contribution margin ratio
Margin of safety
Excess of budgeted sales over breakeven
= planned sales / breakeven sales
Margin of safety ratio is the amount by which sales can decline before breakeven is reached
= margin of safety / planned sales
Target income in units
(fixed costs + target op income)/ UCM
tells you how many units must be sold to achieve target op income
Target net income
(fixed costs + (tgt net income /(1-tax rate))) / UCM
used to find after-tax income target
Multiple product breakeven units
total fixed costs / (weighted avg SP - weighted avg var cost)
or
total fixed cost / weighted avg UCM
Multiple product breakeven dollars
first calculate weighted avg CMR:
=weighted avg UCM / weighted avg SP
Then calc:
=total fixed costs / weighted avg CMR
Price elasticity of demand
= % change in qty demanded / % change in price
Midpoint formula calculates elasticity across a range
=(abs(Q1 - Q2)/abs((Q1 + Q2)/2)) / abs((P1 - P2)/abs((P1 + P2)/2))
note: use absolute values for each component above
Payback period
Only used if cash flows are constant
=initial net investment / annual expected cash flow
If cash flows inconsistent, calculation must be done cumulatively for each period
drawbacks - disregards cash flows after payback, and disregards time value of money
Discounted payback method
Discounts each year of cash flow to calculate PV of each, and then looks at cumulative payback. Also called “breakeven time”. Addressed time value of money issue seen with basic payback period calculation.
Payback reciprocal
= 1 / payback period
Sometimes used to estimate IRR
Profitability index
= PV of future cash flows / net investment
method for ranking projects by highest discounted cash flows per dollar invested
Cost of preferred stock capital
Annual dividend / net issue price
Dividend discount model
Dividend per share
Divided by
(Cost of capital - dividend growth rate)
Benefit of speeding up collections
(Daily receipts x reduced days) * opportunity cost of funds
Then subtract any costs in order to calculate net benefit/loss