The Total Costs Curve TOTAL COSTS FIXED COSTS Revenue $$$ SALES VOLUME BREAKEVEN VOLUME VARIABLE COSTS.

Slides:



Advertisements
Similar presentations
Cost Behavior and Cost-Volume-Profit Analysis
Advertisements

OPERATIONS MANAGEMENT INTEGRATING MANUFACTURING AND SERVICES FIFTH EDITION Mark M. Davis Janelle Heineke Copyright ©2005, The McGraw-Hill Companies, Inc.
Financial and Managerial Accounting John J. Wild Third Edition John J. Wild Third Edition McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies,
9-1 Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Relevant Costing for Managerial Decisions
10-0 Chapter 10: Outline Project Cash Flows: A First Look Incremental Cash Flows Pro Forma Financial Statements and Project Cash Flows.
Chapter McGraw-Hill/Irwin Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved. 10 Making Capital Investment Decisions.
© 2003 The McGraw-Hill Companies, Inc. All rights reserved. Making Capital Investment Decisions Chapter Ten.
Project Cash Flows 04/25/07 Ch Investment decision revisited Acceptable projects are those that yield a return greater than the minimum acceptable.
Contemporary Engineering Economics, 4 th edition, © 2007 Process of Developing Project Cash Flows Lecture No.38 Chapter 10 Contemporary Engineering Economics.
© 2003 The McGraw-Hill Companies, Inc. All rights reserved. Making Capital Investment Decisions Chapter Ten.
F O U R T H E D I T I O N Financial Analysis in Operations Management © The McGraw-Hill Companies, Inc., 2003 supplement 5 DAVIS AQUILANO CHASE PowerPoint.
Break-even & Leverage Analysis
Chapter 9 - Making Capital Investment Decisions
Chapter 8 -- Estimating Incremental Cash Flows u Relevant Cash Flow u A cash flow that is caused by a course of action or project u Irrelevant Cash Flow.
Project Cash Flow – Incremental Cash Flow (Ch – 10.7) 05/22/06.
Financial and Managerial Accounting Wild, Shaw, and Chiappetta Fifth Edition Wild, Shaw, and Chiappetta Fifth Edition McGraw-Hill/Irwin Copyright © 2013.
COST-VOLUME-PROFIT ANALYSIS A Managerial Planning Tool
CHAPTER TWO The Nature of Costs. McGraw-Hill/Irwin © 2003 The McGraw-Hill Companies, Inc., All Rights Reserved. 2-2 Outline of Chapter 2 The Nature of.
1 Understanding Project Cost Elements Lecture No. 22 Chapter 9 Fundamentals of Engineering Economics Copyright © 2008.
Chapter 10 Making Capital Investment Decisions McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter McGraw-Hill Ryerson © 2013 McGraw-Hill Ryerson Limited Making Capital Investment Decisions Prepared by Anne Inglis 10.
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. 10 Making Capital Investment Decisions.
© 2003 The McGraw-Hill Companies, Inc. All rights reserved. Making Capital Investment Decisions Chapter Ten.
1 EGGC4214 Systems Engineering & Economy Lecture 2 Cost Concepts and Economic Environment.
Cost-Volume-Profit Analysis and Variable Costing
COST-VOLUME-PROFIT ANALYSIS A Managerial Planning Tool
Do most companies like Netflix try to understand how the costs of the company behave? 1.Yes 2.No.
Creating a Successful Financial Plan
Chapter 3 Cost, Revenue, and Income Behavior
EVA ECONOMIC VALUE ADDED (AN OPPORTUNITY COST). The calculation of company´s cost of capital è Cost of debt = risk-free rate + company risk premium è.
Copyright ©2008 Prentice Hall. All rights reserved 2-1 Building Blocks of Managerial Accounting Chapter 2.
Financial Aspects of Marketing Management Marketing 6201 Chip Besio Cox School of Business.
Do you agree that the cost benefit rule conflicts with our traditional principles of “never give up” and “go for it”? 1.Yes 2.No.
Chapter 2. Cost-volume-profit analysis examines the behavior of total revenues total costs operating income as changes occur in the output level selling.
Contemporary Engineering Economics Contemporary Engineering Economics, 5 th edition, © 2010.
0 Chapter 10 Making Capital Investment Decisions.
ACTG 6310 Chapter 2 – The Nature of Costs. What is a cost? “A resource sacrificed or forgone to achieve a specific objective Not necessarily an expense;
MSE608C – Engineering and Financial Cost Analysis Managerial Accounting.
10 0 Making Capital Investment Decisions. 1 Key Concepts and Skills  Understand how to determine the relevant cash flows for various types of proposed.
10 0 Making Capital Investment Decisions. 1 Key Concepts and Skills  Understand how to determine the relevant cash flows for various types of proposed.
The Nature of Costs Chapter Two Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved. 1-1 McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc., All Rights.
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 29 Relevant Costing for Managerial Decisions.
Differential Analysis and Product Pricing Chapter 12.
© 2012 Pearson Prentice Hall. All rights reserved. Using Costs in Decision Making Chapter 3.
FACHE BOG Exam Study Group FINANCE Presented by: Edward McKillip, FACHE Director of Finance, Main Line Health.
1 Chapter 16 Relevant Costs and Benefits for Decision Making.
Chapter Chapter 7 The Use of Cost Information in Making Management Decisions.
© 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license.
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.
Making Capital Investment Decision 1.Expansion 2.Replacement 3.Mandatory 4.Safety and regulatory 5.Competitive Bid price.
© 2012 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Chapter 12 Analyzing Project Cash Flows. Copyright ©2014 Pearson Education, Inc. All rights reserved.12-2 Slide Contents Learning Objectives 1.Identifying.
Key Concepts and Skills
Chapter McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. Short-Run Alternative Choice Decisions 26.
Variable versus Fixed Costs
Chapter 9 Learning Objectives
What are the major financial statements needed in a business plan?
Lesson 15-2 Determining Breakeven
Financial and Managerial Accounting
GLENCOE / McGraw-Hill.
University of 6th of October, Egypt
Cost Concepts for Decision Making
COST-VOLUME-PROFIT ANALYSIS A Managerial Planning Tool
AMIS 310 Foundations of Accounting
Lesson 15-2 Determining Breakeven
Foundations and Evolutions
Relevant Information and Decision Making: Production Decisions
Lesson 15-2 Determining Breakeven
Presentation transcript:

The Total Costs Curve TOTAL COSTS FIXED COSTS Revenue $$$ SALES VOLUME BREAKEVEN VOLUME VARIABLE COSTS

The Cost-Price-Volume (CPV) Curve REVENUES TOTAL COSTS FIXED COSTS $$$ SALES VOLUME BREAKEVEN VOLUME BREAKEVEN REVENUES VARIABLE COSTS

The CPV Curve for Profit Planning To make a profit sales Revenues must exceed the sum of Fixed and Variable Expenses. Revenues > Fixed Expenses + Variable Expenses REVENUES TOTAL COSTS FIXED COSTS $$$ SALES VOLUME BREAKEVEN VOLUME VARIABLE COSTS PRICE INCREASE NEW BREAKEVEN

The CPV Curve for Profit Planning To make a profit sales Revenues must exceed the sum of Fixed and Variable Expenses. REVENUES TOTAL COSTS FIXED COSTS $$$ SALES VOLUME ORIGINAL BREAKEVEN NEW VARIABLE COST CURVE NEW BREAKEVEN

The Contribution Margin The Gross Margin format –Separates costs by function The Contribution Margin format –Separates Costs into Variable Expenses and Fixed Expenses. –The Contribution Margin shows how much revenue is left to contribute to Fixed Expenses. –This is a useful analytical tool for managerial accounting.

The Contribution Margin Ratio Shows the percentage of sales revenues required to cover variable costs. Calculate the Breakeven Point Revenues = Fixed Expenses / CM Ratio

Operating Leverage BREAKEVEN VOLUME TC REVENUES $ V BREAKEVEN VOLUME TC REVENUES $ V HIGH LEVERAGE (HIGH FIXED COSTS) LOW LEVERAGE (LOW FIXED COSTS)

Business Decisions and Costing Analysis Costing information is used to make a wide range of business decisions. –Make-or-Buy –Production decisions –Capital Investment Alternatives –Equipment Replacement –Product Design (new and redesigns) –Inventory levels

Common Pitfalls When performing decision analysis it is important to avoid a few common pitfalls. –Cash flows are the only elements to be considered; –Consider the timing and amount of cash flows; –Consider only relevant costs and analyze only those financial elements that are affected by the choices; –Sunk costs are not included.

Common Pitfalls –Non-cash flows, such as depreciation, are after-tax savings: Depreciation reduces Net Income on the Income Statement and therefore has a net savings of Income Taxes; Depreciation is a multi-year savings so the amount and timing of the after-tax savings must be considered; The Income Tax savings must usually be provided by the Accounting department; –Consider all reasonable alternatives.

Additional Cost Definitions Differential (a.k.a. Marginal or Incremental) Costs –The difference in costs between two alternatives. Opportunity Costs –The value of lost benefits when a course of action is chosen; expected benefits foregone when one alternative is chosen. –Only used in Managerial Accounting. Sunk Costs –Costs that have already been incurred and cannot be recovered. They will have no bearing when choosing between alternative courses of action.