FREQUENTLY USED FORMULAS FOR MANAGING OPERATIONS CHAPTER 1—MANAGING REVENUE AND EXPENSE Revenue – Expenses = Profit Revenue – Desired Profit = Ideal Expense Part Whole = Percent Expense Revenue = Expense % Profit Revenue = Profit % Desired Profit Revenue = Desired Profit % Revenue – (Food and Beverage Cost + Labor Cost + Other Expense) = Profit Food and Beverage Cost Revenue = Food and Beverage Cost % Labor Cost Revenue
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1. Discuss the pros and cons to launching the Foxy brand in the United States. PROS: Launching the Foxy brand in the United States would be beneficial to the company because of the sheer size of the market. In comparison to the Canadian market‚ the U.S market is much larger and includes a larger number of consumers. In addition‚ those consumers are very interested in attaining nice but affordable products. American consumer culture is concerned with seeking out the lowest-cost‚ highest-quality
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Colin Drury‚ Management and Cost Accounting – Boston Creamery Boston Creamery Professor John Shank‚ The Amos Tuck School of Business Administration Dartmouth College This case is reprinted from Cases in Cost Management‚ Shank‚ J. K. 1996‚ South Western Publishing Company. The case was prepared by Professor John Shank from an earlier version he wrote at Harvard Business School with the assistance of William J. Rauwerdink‚ Research Assistant. This case deals with the design and use of formal
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Case: CRU Computer Rental CRU Computer Rentals is a national computer rental company that has seen rapid growth since its inception in 1990. The company purchases computers‚ printers‚ monitors‚ and other peripherals and rents them out both for the long term and short term. CRU’s sales have begun to increase from the previous quarter‚ but profitability continued to decline. Although revenue was increasing‚ the decline in profit warranted further investigation into the root problem causing this occurrence
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Sales per period 1‚000 units Selling price $40 per unit Variable manufacturing cost $12 per unit Selling expenses $5‚100 plus 5% of selling price Administrative expenses $3‚000 plus 20% of selling price 3. The margin of safety would be: A) $18‚000. B) $28‚560. C) $24‚000. D) $10‚000. E) None of the above. 4. The salaries of a manufacturing plant’s management are said to arise from: A) unit-level activities. B) batch-level activities.
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do not change‚ then: (Points: 5) Contribution Margin Per Unit - Increases‚ Contribution Margin Ratio - Increases‚ Break-Even in Units - Decreases Contribution Margin Per Unit - No Change‚ Contribution Margin Ratio - No Change‚ Break-Even in Units - No Change Contribution Margin Per Unit - No Change‚ Contribution Margin Ratio-Increases‚ Break-Even in Units - No Change Contribution Margin Per Unit - Increases‚ Contribution Margin Ratio - No Change‚ Break-Even in Units
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Target Profit; Margin of Safety; CM Ratio 1. What is the monthly break-even point in units sold and in sales dollars? Break-even point in units sold = Fixed expenses Unit Contribution Margin $ 150‚000 $ 12 per unit = = 12‚ 500 units Break-even point in total sales dollars = Fixed expenses Contribution Margin Ratio $ 150‚000 30% = = $ 500‚000 2. Without resorting to computations‚ what is the total contribution margin at the break-even
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1) What is the break-even volume in units‚ and in sales dollars? Total Fixed Costs | 4‚290‚000.00 | Total Variable Costs per unit | 2‚070.00 | Contribution Margin per unit | 2‚280.00 | Contribution Margin Ratio | 0.52 | Break-even Point in Units | 1‚882 | Break-even Point in Sales Dollars | $8‚184‚868.42 | 2) Market research estimates that monthly
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Harvard Business School 9-198-048 Rev. October 14‚ 1999 Citibank: Performance Evaluation Frits Seegers‚ President of Citibank California‚ was meeting with his management team to review the performance evaluation and bonus decisions for the California branch managers. James McGaran ’s performance evaluation was next. Frits felt uneasy about this one. McGaran was manager of the most important branch in the Los Angeles area‚ and his financials were impressive. A year ago he would have received
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Cumberland Metal Industries – Decision Sheet Objective: To devise a pricing strategy which would allow Cumberland to extract maximum value in the first year and later operate at expected margin Estimation of Market Size Number of feet of driven piles* | 290000000 | 390000000 | Amount of feet per set (1) | 10000 | 10000 | Amount of feet per set (2) | 20000 | 20000 | Number of pads per set | 5 | 5 | Market size (1) | 145000 | 195000 | Market size (2) | 72500 | 97500 | Value provided
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