Differential Analysis Status Quo Vs. Cost

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Differential Analysis-status quo compared to the revenue and costs of other alternatives in decision making. Short term and long term

Short term-capacity unchanged-one year or less. Effect on cash flow not important and ignored

Differential costs-when a cost differs between alternatives. Removed or added when another alternative method is chosen.

Sunk Costs-previous costs unchangeable by decisions made now or in the future

Differential Costs vs. Total Costs

Deciding between status quo or an alternative

Status Quo Alternative Difference
Sales revenue
$750 $900 $150
Variable costs
(250) (300) (50)
Contribution margin
500 600 100
Fixed costs
(350) (350) 0
Operating profit
$150 $250 $100

Full Cost-all fixed and variable costs to manufacture and sell a unit- covered long term

Variable Costs-needs to always be covered

Special Order-does not affect other sales –short term event

Decision with Short-Run pricing
When special order does not impact current sales and nonrecurring

Estimate the normal operating data for a time period
Determine the value of accepting special order
Select one that value is the highest (from above chart this alternative would be chosen because it produces a profit to the company)

Decision with Long-Run pricing

Setting prices full cost information is relevant in making pricing decision.
Full Cost-all fixed and variable costs to manufacture and sell a unit- covered long term.

Comparing long-run and short-run pricing

Remember example given in class about airline ticket-empty seat vs filling the seat.
Short run-the differential costs-low
Long run-the differential costs-high

Product Life Cycle-R&D through end of product life.
R&D to customer stops purchasing to disposal of product. (I.E.) to...

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...ribution margin per unit of product is the measure used for profit.

Consider that metal frames take ½ hour of machine time and wood frames take 1 hour.

Metal frames –can produce 2 frames per hour x $30 CM per unit=$60 per machine
Wood frames-can produce 1 frame per hour x $30 CM per unit =$30 per machine.

This tells us that the metal frames have a higher per machine hour contribution margin (60 vs 30)

If only 200 machines per month: 400 metal frames (2 x 200) vs 200 (1 x 200)

The Theory of Constraints-method for dealing with constraints for revenue and costs.

Bottlenecks-when work to be done is limited due to other work that has to be done first.
A constraining resource in that it limits one resource in favor of another.

Throughput contribution- is equal to Sales $ subtracting direct material costs and subtracting variables (energy/piecework labor).

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