Fundamentals of Cost-Volume-Profit Analysis: Solutions To Review Questions
Fundamentals of Cost-Volume-Profit Analysis: Solutions To Review Questions
Fundamentals of Cost-Volume-Profit Analysis: Solutions To Review Questions
3-1.
Profit = TR – TC
= PX – VX – F
= (P – V)X – F
where
Profit = operating profit,
TR = total revenue,
TC = total costs,
P = average unit selling price,
V = average unit variable cost,
X = quantity of units,
F = total fixed costs for the period.
3-2.
Total costs = Total variable costs plus total fixed costs.
3-3.
Total contribution margin: Total selling price – Variable manufacturing costs expensed –
Variable nonmanufacturing costs expensed = Total contribution margin.
Gross margin: Total selling price – Variable manufacturing costs expensed – Fixed
manufacturing costs expensed = Gross margin.
3-4.
Profit-volume analysis plots only the contribution margin line against volume, while cost-
volume-profit analysis plots total revenue and total costs against volume. Profit-volume
analysis is a simpler, but less complete, method of presentation.
3-5.
Costs that are ―fixed in the short run‖ are usually not fixed in the long run. In fact few, if
any, costs are fixed over a very long time horizon, because managers can make decisions
that change a firm’s cost structure.
3-7.
The margin of safety is the excess of sales over the break-even volume. Managers can
use the margin of safety to understand how far sales can fall before the firm is operating at
a loss.
3-8.
Goal Seek is the function in Microsoft Excel that can be used for CVP analysis.
3-9.
3-10.
Income taxes do not affect the break-even equation because with zero income
(breakeven), there are no income taxes to pay.
3-11.
It is common to assume a fixed sales mix when solving for break-even volumes with
multiple products because the contribution margin depends on the relative quantities of
the individual products sold. If the sales mix is not fixed, the break-even volume is
indeterminate.
3-12.
Two common assumptions in CVP analysis are that unit prices and unit variable costs are
constant. It is also common to assume that fixed costs are constant over relatively large
volume ranges. Although these assumptions are common, they are not a necessary part
of CVP analysis. CVP analysis can accept many forms of price and cost relations with
volume. However, when more general relations are used, the common break-even
formulas will no longer hold.
3-13.
There may be a difference between costs used in cost-volume-profit analysis and costs
expensed in financial statements. A common example is fixed manufacturing costs. Cost-
volume-profit analysis assumes fixed manufacturing costs are period costs, while they are
treated as product costs for financial reporting. If part of current production is inventoried,
some fixed manufacturing costs would not be expensed for financial reporting. On the
other hand, if current sales include all of current production plus some from inventory, all
fixed costs from this period plus some from previous periods would be expensed for
financial reporting.
3-14.
The accountant makes use of a linear representation to simplify the analysis of costs and
revenues. These simplifying assumptions are generally reasonable within a relevant range
of activity. Within this range, it is generally believed that the additional costs required to
employ nonlinear analysis cannot be justified in terms of the benefits obtained. Thus,
within this range, the linear model is considered the ―best‖ in a cost-benefit sense.
3-15.
As volume rises, it is likely that product markets will be saturated, leading to a need to cut
prices to maintain or increase volume. This price-cutting would result in a nonlinear
revenue function with a slope that becomes less steep (though still positive) as volume
increases. Moreover, as activity increases and approaches capacity constraints, costs
tend to rise more than proportionately. Overtime premiums and shift pay differentials
increase the unit labor costs. Similar costs may be incurred in terms of excess
maintenance costs for running machines beyond their optimal performance levels, higher
materials costs for any input commodity that is in short supply, and similar factors. These
factors tend to cause costs to rise more than proportionately with an increase in activity.
3-16.
Although the assumptions of CVP analysis appear relatively simplistic, CVP analysis is a
useful tool for understanding the relations among costs, volumes, and the resulting profit.
Clearly, the more important the decision, the more time that should be spent developing
good assumptions. However, CVP analysis is useful for developing intuition about the cost
structure of the firm.
3-17.
Although there are no ―profits‖ in a not-for-profit organization, these organizations are still
very concerned about the difference between inflows (from fees, grants, sales, or other
sources) and costs. Often the term ―surplus‖ will be used in place of profit and the
methods of CVP analysis can be applied in the same way that it is in a for-profit firm.
3-19.
High (or low) operating leverage is not a good (or bad) thing. It is the result of managerial
decisions about the resources to be used (and the structure of the costs that result).
Therefore, if it is better to use resources, which are more flexible, it might be preferable to
rent (lease). As a result, the operating leverage would be lower than a similar business
where a manager decided that is was better not to bear the risks of rising rents.
3-20.
The ―product‖ or ―service‖ for an airline consists of a flight between two city-pairs (for
example, Los Angeles to San Francisco). As you can imagine, the number of ―products‖
for any airline is very large. (In fact, it is even larger, if time-of-day is considered to be
another product.) Airlines often fly a mix of aircraft as well, further complicating the
analysis. Therefore, when you read statements such as this, be aware that the numbers
are given assuming a current mix of flights and aircraft. It does not mean that if an
individual flight has 63% of seats filled, the flight will break even.
3-21.
Because the price Luxe pays for the leased parking space is fixed (it does not depend on
how many times it is used), the cost per use falls as the number of times it is used
increases. This is the same phenomenon we saw in Chapter 2 when considering fixed
manufacturing overhead and fixed administrative costs.
3-22.
The per-unit lease cost is not appropriate to decide where to park the cars, because the
lease costs will not be affected by that decision.
Volume
$656,250
X=
$14
X = 46,875 tickets
$656,250 + $131,250
X=
$14
X = 56,250 tickets
c. Sales dollars required = (Fixed costs + Desired profit) ÷ Contribution margin ratio
= ($450,000 + $100,000) ÷ 0.40 = $1,375,000
3-28. (55 min.) Basic Decision Analysis Using CVP: Derby Phones.
a.
Profit = (P – V)X – F
$0 = ($270 – $120)X – $300,000
$150X = $300,000
$300,000
X=
$150
X = 2,000 units
b.
Profit = (P – V)X – F
$180,000 = ($270 – $120)X – $300,000
$150X = $480,000
$480,000
X=
$150
X= 3,200 units
Profit = (P – V)X – F
$0 = ($15 – $3)X – $42,000
$12X = $42,000
$42,000
X=
$12
X = 3,500 units
b.
Profit = (P – V)X – F
$30,000 = ($15 – $3)X – $42,000
$12X = $72,000
$72,000
X=
$12
X= 6,000 units
Amount Unit
Sales ............................................... $8,100,000 (a) $30
Variable cost .................................... 6,210,000 23 (c)
Contribution margin ......................... $1,890,000 (b) $7
Fixed costs ....................................... 890,000
Operating profit before taxes ............ $1,000,000
3-33. (30 min.) Analysis of Cost Structure: The Greenback Store vs. One-Mart.
b. Greenback Store’s profits increase by $30,000 [= .25 x ($800,000 x .15)] and One
Mart’s profits increase by $90,000 [= .75 x ($800,000 x .15)].
b. Spring Company’s profits increase by $8,000 [= .20 x ($500,000 x .08)] and Winter
Company’s profits increase by $28,000 [= .70 x ($500,000 x .08)].
3-35. (15 min.) CVP and Margin of Safety: Bristol Car Service.
a.
Profit = (P – V)X – F
$0 = ($50 – $12)X – $2,736
$38X = $2,736
$2,736
X=
$38
X = 72 trips
b.
Margin of safety = 90 – 72
= 18 trips (25%)
Profit = (P – V)X – F
$0 = ($30 – $26)X – $2,480
$4X = $2,480
$2,480
X=
$4
X = 620 cases
b.
Margin of safety = 700 – 620
= 80 cases (12.9%)
Profit = (P – V)X – F
$0 = ($550 – $330)X – $143,000
$143,000
X=
$220
X = 650 units
b. In order to achieve a profit of $39,600 after tax, Hunter & Sons must earn:
$66,000 = [$39,600 ÷ (1.00 – 0.40)] before taxes.
The number of units to earn $66,000 in operating profits is:
X = ($143,000 + $66,000) ÷ ($550 – $330) = 950 units
Profit = (P – V)X – F
$0 = ($50 – $20)X – $6,000
$6,000
X=
$30
X = 200 trips
b. In order to achieve a profit of $9,000 after tax, Hammerhead Charters must earn:
$12,000 = [$9,000 ÷ (1.00 – 0.25)] before taxes.
The number of units to earn $75,000 in operating profits is:
X = ($6,000 + $12,000) ÷ ($50 – $20) = 600 trips
Profit = (P – V)X – F
$0 = $0.96 X – $6,720
X = 7,000 cups
4,200 (= 60% x 7,000) cups of regular coffee
= and
2,800 (= 40% x 7,000) lattes
Profit = (P – V)X – F
$0 = $1.95 X – $117,000
X = 60,000 tacos
= 24,000 (= 40% x 60,000) chicken tacos and
36,000 (= 60% x 60,000) fish tacos
Profit = (P – V)X – F
$0 = $1.65 X – $117,000
X = 70,910 tacos (rounding up)
= 56,728 (= 80% x 70,910) chicken tacos and
14,182 (= 20% x 70,910) fish tacos
3-43. (35 min.) CVP Analysis and Price Changes: Argentina Partners.
a. Current profit = 60,000 units x ($30 – $15) – $700,000 = $200,000
Variable costs. New variable cost per unit:
Labor + Materials + Overhead
115% 50% $15 + 110% 25% $15 + 120% 25% $15 = $17.25
b.
Profit target = $200,000 106% = $212,000
Profit = (P – V)X – F
$212,000 = ($33.00 – $17.25)X – $735,000
X = $947,000 ÷ ($33.00 – $17.25)
= 60,127 units (rounded)
b.
Profit target = $1,000,000 106% = $1,060,000
Profit = (P – V)X – F
$1,060,000 = ($66.00 – $34.50)X – $1,470,000
X = $2,530,000 ÷ ($66.00 – $34.50)
= 80,318 units (rounded up)
3-47. (20 min.) CVP Analysis With Subsidies: Suburban Bus Lines.
a.
$50,000
X=
$0.50
X = 100,000 riders
b. With 75,000 riders, Suburban will operate at a surplus because the subsidy more than
offsets the negative contribution margin plus fixed costs. It is ―below‖ break-even, but
because Suburban loses money on each rider ($1.00 revenue less the $1.50 variable
costs), it operates with a surplus below break-even and at a deficit above break-even.
a. Profit = (P – V) X – F
Profit = ($800 – $480) X – $160,000
0 = ($800 – $480) X – $160,000
X = $160,000 ÷ $320
= 500 students
3-49. (35 min.) Extensions of the CVP Model―Semifixed (Step) Costs: Sam's
Sushi.
a. There are three possible break-even points (one with each additional lane):
Alternative Profit
1 shift [($2.00 - $0.90) x 2,000 cases – $1,980] = $220
2 shifts [($2.00 - $0.90) x 3,600 cases – $3,740] = $220
3 shifts [($2.00 - $0.90) x 5,000 cases – $5,170] = $330
3-51. (15 min.) Extensions of the CVP Model—Taxes: Odd Wallow Drinks.
a.
X = $12,168,000 ÷ ($75 – $36) = 312,000 cases
b. In order to achieve a profit of $1,872,000 after tax, Odd Wallow must earn:
$3,120,000 = [$1,872,000 ÷ (100% – 40%)] before taxes.
The number of cases to earn $3,120,000 in operating profits is:
X = ($12,168,000 + $3,120,000) ÷ ($75 – $36) = 392,000 cases
a.
0 = (P – V)X – F
0 = ($240 – $60)X – $8,640
$8,640 = ($240 – $60)X
X = $8,640 ÷ $180
= 48 passengers
b.
After-tax profits = [(P – V)X – F](1 – t)
$3,510 = [($240 – $60)X – $8,640](1 – .25)
$3,510 = ($180X – $8,640)(.75)
($3,510 ÷ .75) = $180X – $8,640
$4,680 + $8,640 = $180X
$180X = $13,320
X = $13,320 ÷ $180
X = 74 passengers
c. With a capacity of 70 passengers, Frightproof can break even (48 < 70), but will not be
able to earn $3,510 per flight after taxes (74 > 70).
a.
0 = (P – V)X – F
0 = ($1,200 – $750)X – $900,000
$900,000 = ($1,200 – $750)X
X = $900,000 ÷ $450
= 2,000 units
b.
After tax profits = [(P – V)X – F](1 – t)
$135,000 = [($1,200 – $750)X – $900,000](1 – .40)
$135,000 = ($450X – $900,000)(.60)
($135,000 ÷ .60) = $450X – $900,000
$225,000 + $900,000 = $450X
$450X = $1,125,000
X = $1,125,000 ÷ $450
X = 2,500 units
a.
Sales ................................ $10,000,000 (= $400 x 25,000)
Variable costs .................. 4,125,000 (= $165 x 25,000)
Contribution margin .......... $5,875,000
Fixed costs ....................... 1,500,000
Before-tax profit ............... $ 4,375,000
Taxes (35% rate) ............. 1,531,250
After-tax profit .................. $ 2,843,750
b.
Profit = (P – V)X – F
$0 = ($400 – $165)X – $1,500,000
$235X = $1,500,000
$1,500,000
X=
$235
X = 6,383 Units (rounded)
c.
Sales ................................ $11,200,000 (= $400 x 28,000)
Variable costs ................... 4,620,000 (= $165 x 28,000)
Contribution margin .......... $ 6,580,000
Fixed costs ....................... 1,800,000 (= $1,500,000 + $300,000)
Before-tax profit ................ $ 4,780,000
Taxes (35% rate) .............. 1,673,000
After-tax profit ................... $3,107,000
d.
Profit = (P – V)X – F
$0 = ($400 – $165)X – $1,800,000
$235X = $1,800,000
$1,800,000
X= = 7,660 units (rounded)
$235
Sales $ = $400 x 7,660 = $3,064,000
e. $10,510,800
f. $3,926,154
Sales ................................ $11,200,000 (= $400 x 28,000)
Variable costs .................. 4,620,000 (= $165 x 28,000)
Contribution margin .......... $6,580,000
Advertising costs .............. ?
Other fixed costs .............. 1,500,000
Before-tax profit ............... $ 1,153,846 (= $750,000 ÷ [1 − 0.35]
Taxes (35% rate) ............. 403,846
After-tax profit .................. $ 750,000
To find the maximum advertising cost to maintain after-tax profit of $750,000, solve as
follows:
Contribution Margin ($6,580,000) – Advertising Costs – Other Fixed Costs
($1,500,000)
= Before-Tax Profits ($1,153,846)
$6,580,000 – $1,500,000 – $1,153,846 = Advertising Costs
Maximum Advertising Costs = $3,926,154
a. Programmer + Executive
8,000 $70 + 12,000 $100 = $1,760,000 PX
8,000 $30 + 12,000 $40 = 720,000 VX
8,000 $40 + 12,000 $60 = $ 1,040,000 (P – V)X
819,000 F
$ 221,000 Profit
b.
Compute break-even:
Profit = (P – V)X – F
$0 = $52X – $819,000
$52X = $819,000
X = $819,000 ÷ $52
X = 15,750 total units
Weights:
Programmer = .90
Executive = .10
Compute break-even:
Profit = (P – V)X – F
$0 = $42X – $819,000
$42X = $819,000
X = $819,000 ÷ $42
X = 19,500 total units
Programmer: produce 0.9 19,500 = 17,550 units
Executive: produce 0.1 19,500 = 1,950 units
Alternative approach:
Define a package containing 9 Programmer and 1 Executive models:
Price 9 $70 + 1 $100 = $730
Variable cost 9 $30 + 1 $40 = 310
Contribution margin $420
Break-even $819,000 ÷ $420 = 1,950 packages
Programmer model: 9 1,950 packages = 17,550 units
Executive model: 1 1,950 packages = 1,950 units
a. AU + NZ
60,000 $160 + 40,000 $160 = $16,000,000 PX
60,000 $60 + 40,000 $80 = 6,800,000 VX
60,000 $100 + 40,000 $80 = $ 9,200,000 (P – V)X
2,208,000 F
$6,992,000 Profit
b.
Compute break-even:
Profit = (P – V)X – F
$0 = $92X – $2,208,000
$92X = $2,208,000
X = $2,208,000 ÷ $92
X = 24,000 total units
Weights:
AU = .80
NZ = .20
Compute break-even:
Profit = (P – V)X – F
$0 = $96X – $2,208,000
$96X = $2,208,000
X = $2,208,000 ÷ $96
X = 23,000 total units
AU: produce 0.8 23,000 = 18,400 units
NZ: produce 0.2 23,000 = 4,600 units
Alternative approach:
Define a package containing 8 AU and 2 NZ models:
Price 8 $160 + 2 $160 = $1,600
Variable cost 8 $60 + 2 $80 = 640
Contribution margin $960
Break-even $2,208,000 ÷ $960 = 2,300 packages
AU model: 8 2,300 packages = 18,400 units
NZ model: 2 2,300 packages = 4,600 units
Compute break-even:
Profit = (P – V)X – F
$0 = $60X – $3,690,000
$60X = $3,690,000
X = $3,690,000 ÷ $60
X = 61,500 total returns
Weights:
Individuals = .60
Partnerships = .10
Corporations = .30
Compute breakeven:
Profit = (P – V)X – F
$0 = $82X – $3,690,000
$82X = $3,690,000
X = $3,690,000 ÷ $82
X = 45,000 total units
Individuals: prepare 0.60 45,000 = 27,000 returns
Partnerships: prepare 0.10 45,000 = 4,500 returns
Corporations: prepare 0.30 45,000 = 13,500 returns
The assumed sales mix is 450/750 or 60 percent basic desks and 40 percent adjustable
desks.
b.
c.
After-tax income: = $180,000
Before-tax income = [$180,000 ÷ (1 – .40)]
= ($180,000 ÷ .60)
= $300,000
Compute required revenue:
Revenue = (F + Required profit) ÷ Weighted-average CM%
= ($390,000 + $300,000) ÷ 60%
= $690,000 ÷ 60%
= $1,150,000
Based on after-tax profit, Limitless Labs should not change the product mix.
Based on after-tax profit, Painless Dental Clinics should change the product mix.
3-63. (20 min.) Extensions of the CVP Model—Taxes With Graduated Rates:
Hastings & Daughters.
a.
Profit = (P – V)X – F
$0 = ($25 – $17)X – $112,000
$8X = $112,000
$112,000
X=
$8
X = 14,000 Units
b.
First, determine the pre-tax income necessary to earn $90,000 after-tax. The first
$100,000 of income is taxed at 25 percent, so the after-tax income is $75,000:
To earn an additional $15,000 (= $90,000 – $75,000) after tax requires pre-tax income of
$25,000 [= $15,000 ÷ (1.0 – 0.40)]. Therefore, to earn $90,000 after tax requires pre-tax
income of $125,000 (= $100,000 + $25,000).
Profit = (P – V)X – F
$125,000 = ($25 – $17)X – $112,000
$8X = $112,000
$237,000
X=
$8
X = 29,625 Units
(4) The sales dollars required to achieve $200,000 in operating profit is $1,710,214,
calculated as follows:
These calculations assume that the product mix is constant. The contribution margin
ratio is dependent on the product mix, and will change as the product mix changes.