1. Crosson Needles Managerial Accounting 10e Short-Run Decision Analysis 9 C H A P T E R © human/iStockphoto ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2. Concepts Underlying Decision Analysis (slide 1 of 2)  The concept of cost-benefit holds that the benefits to be gained from a course of action or alternative should be greater than the costs of implementing it. –Managers frequently take the following actions when applying the cost-benefit concept:  Step 1: Discover a problem or need.  Step 2: Identify all reasonable courses of action that can solve the problem or meet the need.  Step 3: Prepare a thorough analysis of each possible solution, identifying its total costs, savings, benefits, other financial effects, and any qualitative factors.  Step 4: Select the best course of action. ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

3. Concepts Underlying Decision Analysis (slide 2 of 2)  Short-run decision analysis is the systematic examination of any decision whose effects will be felt over the course of the next year or less. –In making such decisions, managers analyze not only quantitative cost and benefit factors relating to profitability and liquidity; they also analyze qualitative factors. ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

4. Concepts Underlying Incremental Analysis  Comparing alternatives by focusing on the differences in their projected revenues and costs is called incremental analysis. –If incremental analysis excludes revenues or costs that stay the same or that do not change between the alternatives, it is called differential analysis. –A cost that changes between alternatives is known as a differential cost (or incremental cost). ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

5. Incremental Analysis  The first step in the incremental analysis is to eliminate any irrelevant revenues and costs. –Irrelevant revenues are those that will not differ between the alternatives. –Irrelevant costs include costs that will not differ between the alternatives and sunk costs.  A sunk cost is a cost that was incurred because of a previous decision and cannot be recovered through the current decision.  Once the irrelevant revenues and costs have been identified, the incremental analysis can be prepared using only the differential revenues and costs that will change between the alternatives. ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

6. Opportunity Costs  Opportunity costs are the benefits that are forfeited or lost when one alternative is chosen over another and when the choice eliminates the possibility of another course of action. –Opportunity costs often come into play when a company is operating at or near capacity and must choose which products or services to offer. –The income that might have been received from the alternative that was not chosen is the opportunity cost of the chosen alternative. ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

7. Incremental Analysis for Outsourcing Decisions  Outsourcing is the use of suppliers outside the company to perform services or produce goods that could be performed or produced internally. - Outsourcing can reduce a company’s investment in physical assets and human resources, as well as operating costs. –Make-or-buy decisions, which are decisions about whether to make a part internally or buy it from an external supplier, may lead to outsourcing. ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

8. Incremental Analysis for Special Order Decisions  Managers are often faced with special order decisions, which are decisions about whether to accept or reject special orders at prices below the normal market prices. –Before a company accepts a special product order, it must be sure that excess capacity exists to complete the order and that the order will not reduce unit sales from its full-priced regular product line. –In addition, a special order should be accepted only if it maximizes operating income. ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

9. Special Order Analysis: Price and Relevant Cost Comparison  One approach to a special order decision is to compare the price of the special order with the relevant costs of producing, packaging, and shipping the order. - The relevant costs include the variable costs, variable selling costs (if any), and other costs directly associated with the special order. ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

10. Special Order Analysis: Minimum Bid Price for Special Order  Another approach to this kind of decision is to prepare a special order bid price by calculating a minimum selling price for the special order. –The bid price must cover the relevant costs and an estimated profit. ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

11. Incremental Analysis for Segment Profitability Decisions  Another type of operating decision that management must make is whether to keep or drop unprofitable segments. –A segment margin is a segment’s sales revenue minus its direct costs.  Such costs are assumed to be avoidable costs, which are costs that could be eliminated if management were to drop the segment. –An analysis of segment profitability includes the preparation of a segmented income statement using variable costing to identify variable and fixed costs.  The fixed costs that are traceable to the segments are called direct fixed costs.  The remaining fixed costs are common costs and are not assigned to segments. ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

12. Incremental Analysis for Sales Mix Decisions  Limits on resources like machine time or available labor may restrict the types or quantities of products or services that a company can provide.  To satisfy customers’ demands and maximize operating income, management must make a sales mix decision to offer the most profitable combination of products and services. –To decide on the optimal sales mix, managers calculate the contribution margin per constrained resource (such as labor or machine hours) for each product or service. ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

13. Sales Mix Analysis  The objective of a sales mix decision is to select the alternative that maximizes the contribution margin per constrained resource. –The decision analysis consists of two steps:  Step 1: Calculate the contribution margin per unit for each product or service affected by the constrained resource as follows:  Step 2: Calculate the contribution margin per unit of the constrained resource as follows: ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

14. Incremental Analysis for Sell-or-Process-Further Decisions  Some companies offer products that can either be sold in a basic form or be processed further and sold as a more refined product. –A sell-or-process-further decision is a decision about whether to sell a joint product at the split-off point or sell it after further processing.  Joint products are two or more products made from a common material or process that cannot be identified as separate products during some or all of the processing.  Only at a specific point, called the split-off point, do joint products become separate and identifiable. At that point, a company may choose to sell the product or process it further. ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

15. Sell-or-Process-Further Analysis  The objective of a sell-or-process-further decision is to select the alternative that maximizes operating income. –The decision analysis entails calculating the incremental revenue as follows: –The common costs shared by two or more products before they are split off are called joint costs (or common costs).  Joint costs are not relevant to a sell-or-process-further decision because they are incurred before the split-off point. ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

16. Short-Run Decisions and the Management Process ©2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.