1. award: 5 out of 5.00 points Manufacturing overhead consists of: indirect materials but not indirect labor. all manufacturing costs‚ except direct materials and direct labor. all manufacturing costs. indirect labor but not indirect materials. 2. award: 6 out of 6.00 points Salvadore Inc.‚ a local retailer‚ has provided the following data for the month of September: Merchandise inventory‚ beginning balance $ 87‚480 Merchandise inventory‚ ending balance $ 86‚400 Sales $ 540
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contributed $4‚348 to fixed costs * 115 students are the breakeven point 3. The current Abbington’s programs enrollment is exactly at breakeven‚ so Mr. Thomas encourages the program directors to expand the size of their programs to increase margin. However‚ they come up with three concerns about expanding programs: - Infants and Toddlers Program has reached its current maximum capacity of 50 students - Preschool Program could add another 10 students‚ but would need to hire another
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Case 4-33 Cost Structure; Target profit and Break-Even Analysis Contribution Income Statement for all three scenarios: 15% commission 20% commission Own sales force Sales $16‚000‚000 $16‚000‚000 $16‚000‚000 Variable manuf. cost $7‚200‚000 $7‚200‚000 $7‚200‚000 Commissions $2‚400‚000 $3‚200‚000 $1‚200‚000 -Tot. variable cost ($9‚600‚000) ($10‚400‚000) ($8‚400‚000) Contribution margin $6‚400‚000 $5‚600‚000 $7‚600‚000 Fixed overhead $2
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Executive Summary Precision Worldwide‚Inc (PWI) is a manufacturing company of industrial machines and equipment for almost 90 years. One of their plants located in Frankfurt‚ Germany‚ produces a particular model at a price ranging from $ 18‚900 to $ 28‚900. Moreover‚ the plant has another department that manufactures steel retaining rings. These rings are considered as an integrate parts of the machines they are actually manufactured. This department can sell their rings either internally or externally
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BBUS502 Semester 2‚ 2013/14 Integrative Case Study: Part 1 In your groups you should try working through this case study to help develop your abilities to apply some of the decision approaches and techniques covered in the first five weeks of the module. The case study should be treated as a formative exercise; the topics covered will be assessed as part of the in-class multiple choice test that will be held in Week 12‚ details of which are available elsewhere on Blackboard. You will each be permitted
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a) Contribution margin= Sales per unit - Varibale expenses per unit $160 - $70 $90 Break even point in passengers = Fixed expenses / Unit CM 3‚150‚000 / 90 35‚000 units Break even point in revenues per month = Unit sales to break even X Sales per unit 35‚000 X $160 $5‚600‚000 b) Break even point in number of passenger cars per month * 90 X 70% 35‚000 / 63 63 555.5555556 or 556 Cars c) Break even point in
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CVP calculations for a single product Apply CVP calculations multiple products Describe the assumptions and limitations that mangers consider when using CVP analysis Assess operational risk using margin of safety and operating leverage Analyze the difference between contribution margin and gross margin These learning objectives (LO1 through LO6) are cross-referenced in the textbook to individual exercises and problems. © 2012 John Wiley and Sons Canada‚ Ltd. 96 Cost Management QUESTIONS
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2012 MKTG 675 (Advanced Marketing) Dr. Callow Harrington Collection “Sizing Up the Active-Wear arket” Final case study OLUWASEYI OMOKANYE [Type the company name] 1. Apply Porter’s five forces model to determine the overall attractiveness of the women’s apparel industry. Within the context of Porter’s model‚ how would you categorize the growth potential for the industry as a whole? What is the average pricing trend in women’s apparel‚ and what are the main factors that are leading
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every company may use cost-volume-profit analysis as a ways target their income. To calculate the required sales level‚ the targeted income is added to fixed costs‚ and the total is divided by the contribution margin ratio to determine required sales dollars‚ or the total is divided by contribution margin per unit to determine the required sales level in
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cost difference of € 39‚500. Thus‚ Heidelberg price would result in ISD negative gross margin. Even though if we look in terms of contribution margin‚ ISD will still get positive numbers if they took the display monitor from Heidelberg‚ but looking at the objective of having the X73 as the next best thing in a competitive market‚ longer term it would not be viable for ISD to continue having a negative gross margin. Analysis 2: Now if we try to analyze further on Heidelberg and ECD facts:
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