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Chapter 26 Special Business Decisions and Capital Budgeting
[object Object],[object Object],Objective  1
Relevant Information for Decision Making ,[object Object],It is expected future data that differs among alternatives. Only relevant data affect decisions.
[object Object],[object Object],Objective 2
Special Sales Order ,[object Object],[object Object],[object Object]
Special Sales Order ,[object Object],[object Object],[object Object]
Special Sales Order ,[object Object],[object Object],[object Object],[object Object]
Dropping Products, Departments, Territories ,[object Object],[object Object],[object Object],[object Object]
Dropping Products, Departments, Territories ,[object Object],[object Object],[object Object],[object Object]
Dropping Products, Departments, Territories Product Line Oil Filters   Air Cleaners   Total Units   250,000   20,000   270,000 Sales $805,000 $ 41,000 $846,000 Variable expenses   375,000   30,000   405,000 Contribution margin $430,000 $ 11,000 $441,000 Fixed expenses   310,185   24,815    335,000 Operating income/(loss) $119,815 ($13,815) $106,000
Dropping Products, Departments, Territories ,[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Dropping Products, Departments, Territories
Dropping Products, Departments, Territories ,[object Object],[object Object],[object Object],[object Object],[object Object]
Product Mix ,[object Object],[object Object],[object Object]
Product Mix A. B. Fast can produce 5 oil filters in one hour  or  8 windshield wipers. Product   Oil  Windshield Per Unit   Filters Wipers Sales price $3.22 $13.50 Variable expenses   1.50   12.00 Contribution margin $1.72 $  1.50 Contribution margin ratio   53%   11%
Product Mix Which product should A. B. Fast emphasize? Oil filters: $1.72 contribution margin per unit  ×  5 units per hour =  $8.60 per machine hour Windshield wipers: $1.50 contribution margin per unit  ×  8 units per hour =  $12.00   per machine hour
Outsourcing (Make or Buy) ,[object Object],[object Object],[object Object]
Outsourcing (Make or Buy) A. B. Fast has the following costs for 250,000 units of Part no. 4: Part no. 4 costs: Total Direct materials $  40,000 Direct labor   20,000 Variable overhead   15,000 Fixed overhead   50,000 Total $125,000 $125,000 ÷ 250,000 units = $0.50/unit
Outsourcing (Make or Buy) ,[object Object],[object Object],[object Object]
Outsourcing (Make or Buy) Purchase cost (250,000  ×  $0.37) $  92,500 Fixed costs that will continue   35,000 Total $127,500 The unit cost is then $0.51 ($127,500 ÷ 250,000). $127,500 – $125,000 = $2,500, which is the difference in favor of manufacturing the part.
Best Use of Facilities ,[object Object],[object Object],[object Object]
Best Use of Facilities Expected cost of obtaining 250,000 parts: Make part $125,000 Buy part and leave facilities idle $127,500 Buy part and use facilities for gas filters $110,500* *Cost of buying part: $127,500 less $17,000 contribution from gasoline filters.
Sell As-Is Or Process Further ,[object Object],[object Object],[object Object],[object Object]
Sell As-Is Or Process Further ,[object Object],[object Object],[object Object]
Sell As-Is Or Process Further ,[object Object],[object Object],[object Object]
Sell As-Is Or Process Further Cost to produce 250,000 parts: $500,000 Sell these parts for $3.22 each: $805,000 Cost to process original parts further: $  25,000 Sell these parts for $3.52 each: $880,000 Sales increase ($880,000 – $805,000) $  75,000 Less processing cost   25,000 Net gain by processing further $  50,000
[object Object],[object Object],[object Object],[object Object],Objective 3
Correct Analysis ,[object Object],[object Object],[object Object]
Incorrect Analysis ,[object Object],[object Object]
[object Object],[object Object],Objective 4
Opportunity Cost... ,[object Object],[object Object],[object Object]
Opportunity Cost ,[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],Objective 5
Capital Budgeting... ,[object Object],[object Object],[object Object]
Capital Budgeting ,[object Object],[object Object],[object Object],[object Object],[object Object]
Payback... ,[object Object],[object Object]
Payback Example ,[object Object],[object Object]
Payback Example ,[object Object],[object Object],[object Object]
Payback Example ,[object Object],[object Object],[object Object]
Payback Example ,[object Object],[object Object],[object Object],[object Object],[object Object]
Accounting Rate of Return... ,[object Object],[object Object],[object Object]
Accounting Rate of Return Example ,[object Object],[object Object],[object Object],[object Object]
Accounting Rate of Return Example ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Discounted Cash-Flow Models ,[object Object],[object Object],[object Object]
Net Present Value ,[object Object],[object Object],[object Object]
Net Present Value Example ,[object Object],[object Object],[object Object],[object Object]
Net Present Value Example Periods   Amount   PV Factor   Present Value 0  ($450,000) 1.000   ($450,000) 1 225,000 0.862   193,950 2   230,000 0.743   170,890 3   210,000 0.641   134,610 Total PV of net cash inflows $499,450 Net present value of project $  49,450
Internal Rate of Return... ,[object Object],[object Object],[object Object]
Internal Rate of Return ,[object Object],[object Object],[object Object]
Internal Rate of Return Example ,[object Object],[object Object],[object Object]
Internal Rate of Return Example ,[object Object],[object Object],[object Object]
[object Object],[object Object],Objective 6
Comparison of Capital Budgeting Models ,[object Object],[object Object],[object Object]
Comparison of Capital Budgeting Models ,[object Object],[object Object],[object Object]
End of Chapter 26

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Marginal costing applications

  • 1. Chapter 26 Special Business Decisions and Capital Budgeting
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10. Dropping Products, Departments, Territories Product Line Oil Filters Air Cleaners Total Units 250,000 20,000 270,000 Sales $805,000 $ 41,000 $846,000 Variable expenses 375,000 30,000 405,000 Contribution margin $430,000 $ 11,000 $441,000 Fixed expenses 310,185 24,815 335,000 Operating income/(loss) $119,815 ($13,815) $106,000
  • 11.
  • 12.
  • 13.
  • 14.
  • 15. Product Mix A. B. Fast can produce 5 oil filters in one hour or 8 windshield wipers. Product Oil Windshield Per Unit Filters Wipers Sales price $3.22 $13.50 Variable expenses 1.50 12.00 Contribution margin $1.72 $ 1.50 Contribution margin ratio 53% 11%
  • 16. Product Mix Which product should A. B. Fast emphasize? Oil filters: $1.72 contribution margin per unit × 5 units per hour = $8.60 per machine hour Windshield wipers: $1.50 contribution margin per unit × 8 units per hour = $12.00 per machine hour
  • 17.
  • 18. Outsourcing (Make or Buy) A. B. Fast has the following costs for 250,000 units of Part no. 4: Part no. 4 costs: Total Direct materials $ 40,000 Direct labor 20,000 Variable overhead 15,000 Fixed overhead 50,000 Total $125,000 $125,000 ÷ 250,000 units = $0.50/unit
  • 19.
  • 20. Outsourcing (Make or Buy) Purchase cost (250,000 × $0.37) $ 92,500 Fixed costs that will continue 35,000 Total $127,500 The unit cost is then $0.51 ($127,500 ÷ 250,000). $127,500 – $125,000 = $2,500, which is the difference in favor of manufacturing the part.
  • 21.
  • 22. Best Use of Facilities Expected cost of obtaining 250,000 parts: Make part $125,000 Buy part and leave facilities idle $127,500 Buy part and use facilities for gas filters $110,500* *Cost of buying part: $127,500 less $17,000 contribution from gasoline filters.
  • 23.
  • 24.
  • 25.
  • 26. Sell As-Is Or Process Further Cost to produce 250,000 parts: $500,000 Sell these parts for $3.22 each: $805,000 Cost to process original parts further: $ 25,000 Sell these parts for $3.52 each: $880,000 Sales increase ($880,000 – $805,000) $ 75,000 Less processing cost 25,000 Net gain by processing further $ 50,000
  • 27.
  • 28.
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37.
  • 38.
  • 39.
  • 40.
  • 41.
  • 42.
  • 43.
  • 44.
  • 45.
  • 46.
  • 47. Net Present Value Example Periods Amount PV Factor Present Value 0 ($450,000) 1.000 ($450,000) 1 225,000 0.862 193,950 2 230,000 0.743 170,890 3 210,000 0.641 134,610 Total PV of net cash inflows $499,450 Net present value of project $ 49,450
  • 48.
  • 49.
  • 50.
  • 51.
  • 52.
  • 53.
  • 54.