Kimmel Acct 7e Ch20 Incremental Analysis

Accounting: Tools for Business
Decision Making
Seventh Edition
Kimmel; Weygandt; Kieso
Chapter 20
Incremental Analysis
Prepared by
COBY HARMON
University of California, Santa Barbara
Westmont College
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Chapter Outline
Learning Objectives
LO 1 Describe management’s decision-making process and incremental
analysis.
LO 2 Analyze the relevant costs in accepting an order at a special price.
LO 3 Analyze the relevant costs in a make-or-buy decision.
LO 4 Analyze the relevant costs and revenues in determining whether to
sell or process materials further.
LO 5 Analyze the relevant costs to be considered in repairing, retaining,
or replacing equipment.
LO 6 Analyze the relevant costs in deciding whether to eliminate an
unprofitable segment or product.
Copyright ©2019 John Wiley & Sons, Inc. 2

Decision-Making
LEARNING OBJECTIVE 1
Describe management’s decision-making process and
incremental analysis.
Making decisions is an important management function.
• Does not always follow a set pattern
• Decisions vary in scope, urgency, and importance
• Steps usually involved in process include:
1. Identify the problem and assign responsibility
2. Determine and evaluate possible courses of action
3. Make a decision
4. Review results of the decision
LO 1 Copyright ©2019 John Wiley & Sons, Inc. 3

Decision-Making Process
In making business decisions,
• Considers financial and non-financial information
• Financial information
o Revenues and costs, and
o Effect on overall profitability
• Nonfinancial information
o Effect on employee turnover
o The environment
o Overall company image

Incremental Analysis Approach
• Decisions involve a choice among alternative actions
• Process used to identify the financial data that change
under alternative courses of action
o Both costs and revenues may vary or
o Only revenues may vary or
o Only costs may vary

How Incremental Analysis Works
Basic approach in incremental analysis
Net Income Increase
Alternative A Alternative B
(Decrease)
Revenues $125,000 $110,000 $(15,000)
Costs 100,000 80,000 20,000
Net income $25,000 $30,000 $5,000
• Incremental revenue is $15,000 less under Alternative B

• Incremental cost savings of $20,000 is realized
• Alternative B produces $5,000 more net income

Important concepts used in incremental analysis
• Relevant cost
• Opportunity cost
• Sunk cost

Other items to consider
• Sometimes involves changes that seem contrary to
intuition
• Variable costs sometimes do not change under
alternatives
• Fixed costs sometimes change between alternatives

Types of Incremental Analysis
Common types of decisions involving incremental
analysis:
1. Accept an order at a special price
2. Make or buy component parts or finished products
3. Sell or process further them further
4. Repair, retain, or replace equipment
5. Eliminate an unprofitable business segment or product

Question 1
Incremental analysis is the process of identifying the financial
data that
a. Do not change under alternative courses of action
b. Change under alternative courses of action
c. Are mixed under alternative courses of action
d. None of the above

Answer 1
Incremental analysis is the process of identifying the financial
data that
a. Do not change under alternative courses of action
b. Answer: Change under alternative courses of action
c. Are mixed under alternative courses of action
d. None of the above

Do It! 1: Incremental Analysis
Using the contribution margin technique, compute the break-even
point in Owen T Corporation is comparing two different options.
The company currently operates under Option 1, with revenues of
$80,000 per year, maintenance expenses of $5,000 per year, and
operating expenses of $38,000 per year. Option 2 provides revenues
of $80,000 per year, maintenance expenses of $12,000 per year, and
operating expenses of $32,000 per year. Option 1 employs a piece
of equipment that was upgraded 2 years ago at a cost of $22,000. If
Option 2 is chosen, it will free up resources that will increase
revenues by $3,000.
Complete the following table to show the change in income from
choosing Option 2 versus Option 1. Designate any sunk costs with
an “S.”
Do It! 1: Incremental Analysis
Solution
Complete the following table to show the change in income from
choosing Option 2 versus Option 1. Designate any sunk costs with
an “S.”
Net Income
Option 1 Option 2 Increase Sunk (S)
(Decrease)
Revenues $80,000 $80,000 $ 0
Maintenance expenses 5,000 12,000 (7,000)
Operating expenses 38,000 32,000 6,000
Equipment upgrade 22,000 0 0 S
Opportunity cost 3,000 0 3,000
$ 2,000

Special Orders
Analyze the relevant costs in accepting an order at a
special price.
• To obtain additional business by making a major price
concession to a specific customer
• Assumes that sales of products in other markets are not
affected by special order
• Assumes that company is not operating at full capacity

Special Orders
Sunbelt Company produces 100,000 Smoothie blenders per
month, which is 80% of plant capacity. Variable manufacturing
costs are $8 per unit. Fixed manufacturing costs are $400,000,
or $4 per unit. The Smoothie blenders are normally sold
directly to retailers at $20 each. Sunbelt has an offer from
Kensington Co. (a foreign wholesaler) to purchase an
additional 2,000 blenders at $11 per unit. Acceptance of the
offer would not affect normal sales of the product, and the
additional units can be manufactured without increasing plant
capacity. What should management do?

Special Orders
Solution
Net Income
Reject Order Accept Order Increase
(Decrease)
Revenues $0 $22,000 $22,000
Costs 0 16,000 (16,000)
Net income $0 $6,000 $6,000
• Fixed costs do not change since within existing capacity –

thus fixed costs are not relevant
• Variable manufacturing costs and expected revenues
change – thus both are relevant to the decision

Do It! 2: Special Orders
Cobb Company incurs costs of $28 per unit ($18 variable and $10
fixed) to make a product that normally sells for $42. A foreign
wholesaler offers to buy 5,000 units at $25 each. The special order
results in additional shipping costs of $1 per unit. Compute the
increase or decrease in net income Cobb realizes by accepting the
special order, assuming Cobb has excess operating capacity.
Should Cobb Company accept the special order?
Net Income
Reject Order Accept Order Increase
(Decrease)
Revenues $0 $125,000 $125,000
Costs 0 95,000 (95,000)
Net income $0 $30,000 $30,000

Make or Buy
Analyze the relevant costs in a make-or-buy decision.
Illustration: Baron Company incurs the following annual costs in

producing 25,000 ignition switches for motor scooters.
Direct materials $50,000
Direct labor 75,000
Variable manufacturing overhead 40,000
Fixed manufacturing overhead 60,000
Total manufacturing costs $225,000
Total cost per unit ($225,000 ÷ 25,000) $9.00
Instead of making switches, Baron might purchase ignition

switches at a price of $8 per unit. What should Baron do?
Make or Buy
Net Income
Make Buy Increase
(Decrease)
Direct materials $50,000 $0 $50,000
Direct labor 75,000 0 75,000
Variable manufacturing costs 40,000 0 40,000
Fixed manufacturing costs 60,000 50,000 10,000
Purchase price (25,000 × $8) 0 200,000 (200,000)
Total annual cost $225,000 $225,000 $(25,000)
• Manufacturing cost is $1 higher per unit than purchase price

• Must absorb at least $50,000 of fixed costs under either
option
Make or Buy Decision
Question
In a make-or-buy decision, relevant costs are:
a. Manufacturing costs that will be saved
b. The purchase price of the units
c. Opportunity costs
d. All of the above

Make or Buy Decision
Answer
In a make-or-buy decision, relevant costs are:

a. Manufacturing costs that will be saved
b. The purchase price of the units
c. Opportunity costs
d. Answer: All of the above

Opportunity Cost
The lost potential benefit that could have been obtained
from following an alternative course of action.
In the make-or-buy decision, it is important for
management to take into account the social impact of its
choice.

Opportunity Cost
Illustration
Assume that through buying the switches, Baron Company can
use the released productive capacity to generate additional
income of $38,000 from producing a different product. This
lost income is an additional cost of continuing to make the
switches in the make-or-buy decision.
Net income
Make Buy Increase
(Decrease)
Total annual cost $225,000 $250,000 $(25,000)
Total cost $263,000 $250,000 $13,000

Do It! 3: Make or Buy
Juanita Company must decide whether to make or buy some of its
components for the appliances it produces. The costs of producing
166,000 electrical cords for its appliances are as follows.
Direct materials $90,000 Variable overhead $32,000
Direct labor 20,000 Fixed overhead 24,000
Instead of making the electrical cords at an average cost per unit of

$1.00 ($166,000 ÷ 166,000), the company has an opportunity to buy
the cords at $0.90 per unit. If the company purchases the cords, all
variable costs and one-fourth of the fixed costs will be eliminated.

Part a. solution
a. Prepare an incremental analysis showing whether the

company should make or buy the electrical cords.
Net Income
Make Buy
Increase (Decrease)
Direct materials $ 90,000 $ –0– $90,000
Direct labor 20,000 –0– 20,000
Variable manufacturing costs 32,000 –0– 32,000
Fixed manufacturing costs 24,000 18,0001 6,000
Purchase price –0– 149,4002 (149,400)
Total cost $166,000 $167,400 $ (1,400)
1
$24,000 × .75 = $18,000 remain, $6,000 avoided
2
166,000 × $0.90 = $149,400 purchase price

Part b. solution
b. Will your answer be different if the released productive
capacity will generate additional income of $5,000?
Net Income
Make Buy
Increase (Decrease)
Total cost $166,000 $167,400 $(1,400)
Opportunity cost $171,000 $167,400 $3,600
Yes, net income will be increased by $3,600 if Juanita

Company purchases the electrical cords rather than making
them.

Sell or Process Further
Analyze the relevant costs and revenues in determining whether to
sell or process materials further.
May have option to sell product at a given point in production
or to process further and sell at a higher price.
Decision Rule:
• Process further as long as the incremental revenue from
such processing exceeds the incremental processing costs.

Single-Product Case
Illustration: Woodmasters Inc. makes tables. The cost to manufacture an
unfinished table is $35. The selling price per unfinished unit is $50.
Woodmasters has unused capacity that can be used to finish the tables and
sell them at $60 per unit. For a finished table, direct materials will
increase $2 and direct labor costs will increase $4. Variable manufacturing
overhead costs will increase by $2.40 (60% of direct labor). No increase is
anticipated in fixed manufacturing overhead.
Direct materials $15
Direct labor 10
Variable manufacturing overhead 6
Fixed manufacturing overhead 4
Manufacturing cost per unit $35

Single-Product Case
Solution (1 of 2)
Sell Process Net Income

Unfinished Further Increase
(Decrease)
Sales price per unit $50.00 $60.00 $10.00
Cost per unit
Direct materials 15.00 17.00 (2.00)
Direct labor 10.00 14.00 (4.00)
Variable manufacturing overhead 6.00 8.40 (2.40)
Fixed manufacturing overhead 4.00 4.00 0.00
Total 35.00 43.40 (8.40)
Net income per unit $15.00 $ 16.60 $1.60
Should Woodmasters sell or process further?

begin underline End underline

Single-Product Case
Solution (2 of 2)
Sell Process Net Income

Unfinished Further Increase
(Decrease)
Sales price per unit $50.00 $60.00 $10.00
Cost per unit
Direct materials 15.00 17.00 (2.00)
Direct labor 10.00 14.00 (4.00)
Variable manufacturing overhead 6.00 8.40 (2.40)
Fixed manufacturing overhead 4.00 4.00 0.00
Total 35.00 43.40 (8.40)
Net income per unit $15.00 $ 16.60 $1.60
Should Woodmasters sell or process further?

begin underline End underline

Multiple-Product Case
Joint production process-Creamery
Cream and skim milk are products that result from the
processing of raw milk.
Joint product costs are sunk costs and thus not relevant to the
sell-or-process further decision.

Cost and revenue data per day for cream
Costs (per day)

Joint cost allocated to cream $9,000
Cost to process cream into cottage cheese 10,000
Revenues from Products (per day)
Cream $19,000
Cottage cheese 27,000
Determine whether the company should simply sell the

cream or process it further into cottage cheese.
Analysis of whether to sell cream or process
further (1 of 2)
Net Income
Process
Sell Increase
Further
(Decrease)
Sales per day $19,000 $27,000 $8,000
Cost per day to process
cream into cottage cheese 0 10,000 (10,000)
Net income per day $19,000 $17,000 $(2,000)
Marais should or should not process the cream further?

begin underline end underline

Analysis of whether to sell cream or process further (2 of 2)
Net Income
Process
Sell Increase
Further
(Decrease)
Sales per day $19,000 $27,000 $8,000
Cost per day to process
cream into cottage cheese 0 10,000 (10,000)
Net income per day $19,000 $17,000 $(2,000)


Cost and revenue data per day for skim milk
Costs (per day)

Joint cost allocated to skim milk $5,000
Cost to process skim into condensed milk 8,000
Revenues from Products (per day)
Skim milk $11,000
Condensed milk 26,000
Determine whether the company should sell the skim milk

or process further into condensed milk.
Sell skim milk or process into condensed milk? (1 of 2)
Net Income
Process
Sell Increase
Further
(Decrease)
Sales per day $11,000 $26,000 $15,000
Cost per day to process skim
milk into condensed milk 0 8,000 (8,000)
Net income per day $11,000 $18,000 $ 7,000


Sell skim milk or process into condensed milk? (2 of 2)
Net Income
Process
Sell Increase
Further
(Decrease)
Sales per day $11,000 $26,000 $15,000
Cost per day to process skim
milk into condensed milk 0 8,000 (8,000)
Net income per day $11,000 $18,000 $ 7,000


Question
Process further as long as the incremental revenue from
processing exceeds:
a. Incremental processing costs
b. Variable processing costs
c. Fixed processing costs
d. No correct answer is given

Answer
Process further as long as the incremental revenue from
processing exceeds:
a. Answer: Incremental processing costs
b. Variable processing costs
c. Fixed processing costs
d. No correct answer is given

Do It! 4: Sell or Process Further
Easy Does It manufactures unpainted furniture for the
do-it-yourself (DIY) market. It currently sells a child’s
rocking chair for $25. Production costs per unit are $12
variable and $8 fixed. Easy Does It is considering
painting the rocking chair and selling it for $35.
Variable costs to paint each chair are expected to be $9,
and fixed costs are expected to be $2. Prepare an
analysis showing whether Easy Does It should sell
unpainted or painted chairs.

Do It! 4: Sell or Process Further
Solution
Prepare an analysis showing whether Easy Does It should
sell unpainted or painted chairs.
Process Net Income Increase
Sell
Further (Decrease)
Revenues $25 $35 $10
Variable costs 12 21a (9)
Fixed costs 8 10b (2)
Net income $5 $4 $ (1)
a
$12 + $9 = $21
b
$8 + $2 = $10

Repair, Retain, or Replace Equipment
Analyze the relevant costs to be considered in repairing, retaining, or
replacing equipment.
Illustration: Jeffcoat Company has a factory machine that
originally cost $110,000. It has a balance in Accumulated
Depreciation of $70,000, so the machine’s book value is $40,000. It
has a remaining useful life of four years. The company is
considering replacing this machine with a new machine. A new
machine is available that costs $120,000. It is expected to have zero
salvage value at the end of its four-year useful life. If the new
machine is acquired, variable manufacturing costs are expected to
decrease from $160,000 to $125,000 annually, and the old unit
could be sold for $5,000. Prepare the incremental analysis for the
four-year period.

Incremental analysis-retain or replace
equipment (1 of 2)
Prepare the incremental analysis for the four-year period.
Net Income
Retain Replace
Increase
Equipment Equipment
(Decrease)
Variable manufacturing costs $640,000a $500,000b $140,000
New machine cost 120,000 (120,000)
Sale of old machine (5,000) 5,000
Total $640,000 $615,000 $ 25,000
a
$160,000 × 4 years = $640,000
Retain or Replace? begin underline end underline
b
$125,000 × 4 years = $500,000

Incremental analysis-retain or replace equipment (2 of 2)
Prepare the incremental analysis for the four-year period.

Net Income
Retain Replace
Increase
Equipment Equipment
(Decrease)
Variable manufacturing costs $640,000a $500,000b $140,000
Total $640,000 $615,000 $ 25,000
a
$160,000 × 4 years = $640,000
Retain or Replace? begin underline end underline
b
$125,000 × 4 years = $500,000

Additional Considerations
• Book value of old machine does not affect the decision

o Book value is a sunk cost
o Costs which cannot be changed by future decisions (sunk
cost) are not relevant in incremental analysis
• Any trade-in allowance or cash disposal value of the
existing asset is relevant

Do It! 5: Repair or Replace
Rochester Roofing is faced with a decision. The company relies on
the use of its 60-foot extension lift for work on large homes and
commercial properties. Last year, the company spent $60,000
refurbishing the lift. Another $40,000 of repair work is required.
Alternatively, Rochester Roofing has found a newer used lift that is
for sale for $170,000. The company estimates that both the old and
new lifts would have useful lives of 6 years. However, the new lift
is more efficient and thus would reduce operating expenses by
about $20,000 per year. The company could also rent out the new
lift for about $2,000 per year. The old lift is not suitable for rental.
The old lift could currently be sold for $25,000 if the new lift is
purchased. Prepare an incremental analysis that shows whether the
company should repair or replace the equipment.

Do It! 5: Repair or Replace
Solution
Prepare an incremental analysis that shows whether the company
should repair or replace the equipment.
a
$20,000 × 6 years = $120,000
b
$2,000 × 6 years = $12,000
Net Income
Retain Replace
Increase
Equipment Equipment
(Decrease)
Operating expenses $120,000a $120,000
Repair costs 40,000 40,000
Rental revenue $(12,000)b 12,000
Total cost $160,000 $133,000 $27,000

Eliminate Unprofitable Segment or Product
Analyze the relevant costs in deciding whether to eliminate an
unprofitable segment or product.
• Key: Focus on Relevant Costs
• Consider effect on related product lines
• Fixed costs allocated to the unprofitable segment must be
absorbed by the other segments
• Net income may decrease when an unprofitable segment is
eliminated
• Decision Rule: Retain the segment unless fixed costs eliminated
exceed contribution margin lost

Eliminate Unprofitable Segment
Segment income data
Illustration: Venus Company manufactures three models of tennis
rackets:
• Profitable lines: Pro and Master Should Champ be
eliminated?
• Unprofitable line: Champ
Pro Master Champ Total

Sales $800,000 $300,000 $100,000 $1,200,000
Variable costs 520,000 210,000 90,000 820,000
Contribution margin 280,000 90,000 10,000 380,000
Fixed costs 80,000 50,000 30,000 160,000
Net income $200,000 $40,000 $(20,000) $ 220,000

Income data after eliminating Champ
Prepare income data after eliminating Champ product line. Assume

2 1
fixed costs are allocated to Pro and to Master.
3 3
Pro Master Champ Total
Sales $800,000 $300,000 $1,100,000
Variable costs 520,000 210,000 730,000
Contribution margin 280,000 90,000 370,000
Fixed costs 100,000a 60,000b 160,000
Net income $180,000 $30,000 $210,000
a 2 
$80, 000    $30, 000   $1000, 000
3 
b 1 
$50, 000    $30, 000   $60, 000
Total income is decreased by $10,000.
3 
Incremental analysis-no reduction in fixed costs
Incremental analysis of Champ provided the same results:
Do Not Eliminate Champ

Incremental analysis-reduction in fixed costs
Assume that $22,000 of the fixed costs attributed to the
Champ line can be eliminated if the line is discontinued.
Eliminate Champ

Question 2
If an unprofitable segment is eliminated:
a. Net income will always increase.
b. Variable expenses of the eliminated segment will have
to be absorbed by other segments.
c. Fixed expenses allocated to the eliminated segment will
have to be absorbed by other segments.
d. Net income will always decrease.

Answer 2
If an unprofitable segment is eliminated:
a. Net income will always increase.
b. Variable expenses of the eliminated segment will have
to be absorbed by other segments.
c. Answer: Fixed expenses allocated to the eliminated
segment will have to be absorbed by other segments.
d. Net income will always decrease.

Do It! 6: Unprofitable Segments
Lambert, Inc. manufactures several types of accessories.
For the year, the knit hats and scarves line had sales of
$400,000, variable expenses of $310,000, and fixed
expenses of $120,000. Therefore, the knit hats and scarves
line had a net loss of $30,000. If Lambert eliminates the
knit hats and scarves line, $20,000 of fixed costs will
remain.
Prepare an analysis showing whether the company should
eliminate the knit hats and scarves line.

Do It! 6: Unprofitable Segments
Solution
Prepare an analysis showing whether the company should eliminate
the knit hats and scarves line.
Should Eliminate
Net Income
Continue Eliminate Increase
(Decrease)
Sales $400,000 $ 0 $(400,000)
Variable costs 310,000 0 310,000
Contribution margin 90,000 0 (90,000)
Fixed costs 120,000 20,000 100,000
Net income $(30,000) $ (20,000) $ 10,000

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Accounting: Tools for Business

Copyright ©2019 John Wiley & Sons, Inc. 2

LO 1 Copyright ©2019 John Wiley & Sons, Inc. 3

LO 1 Copyright ©2019 John Wiley & Sons, Inc. 4

LO 1 Copyright ©2019 John Wiley & Sons, Inc. 5

• Incremental revenue is $15,000 less under Alternative B

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LO 1 Copyright ©2019 John Wiley & Sons, Inc. 7

LO 1 Copyright ©2019 John Wiley & Sons, Inc. 8

LO 1 Copyright ©2019 John Wiley & Sons, Inc. 9

LO 1 Copyright ©2019 John Wiley & Sons, Inc. 10

LO 1 Copyright ©2019 John Wiley & Sons, Inc. 11

LO 1 Copyright ©2019 John Wiley & Sons, Inc. 13

LO 2 Copyright ©2019 John Wiley & Sons, Inc. 14

LO 2 Copyright ©2019 John Wiley & Sons, Inc. 15

• Fixed costs do not change since within existing capacity –

LO 2 Copyright ©2019 John Wiley & Sons, Inc. 16

LO 2 Copyright ©2019 John Wiley & Sons, Inc. 17

Illustration: Baron Company incurs the following annual costs in

Instead of making switches, Baron might purchase ignition

• Manufacturing cost is $1 higher per unit than purchase price

LO 3 Copyright ©2019 John Wiley & Sons, Inc. 20

In a make-or-buy decision, relevant costs are:

LO 3 Copyright ©2019 John Wiley & Sons, Inc. 21

LO 3 Copyright ©2019 John Wiley & Sons, Inc. 22

LO 3 Copyright ©2019 John Wiley & Sons, Inc. 23

Instead of making the electrical cords at an average cost per unit of

LO 3 Copyright ©2019 John Wiley & Sons, Inc. 24

a. Prepare an incremental analysis showing whether the

LO 3 Copyright ©2019 John Wiley & Sons, Inc. 25

Yes, net income will be increased by $3,600 if Juanita

LO 3 Copyright ©2019 John Wiley & Sons, Inc. 26

LO 4 Copyright ©2019 John Wiley & Sons, Inc. 27

LO 4 Copyright ©2019 John Wiley & Sons, Inc. 28

Sell Process Net Income

Should Woodmasters sell or process further?

LO 4 Copyright ©2019 John Wiley & Sons, Inc. 29

Sell Process Net Income

Should Woodmasters sell or process further?

LO 4 Copyright ©2019 John Wiley & Sons, Inc. 30

LO 4 Copyright ©2019 John Wiley & Sons, Inc. 31

Costs (per day)

Determine whether the company should simply sell the

Marais should or should not process the cream further?

LO 4 Copyright ©2019 John Wiley & Sons, Inc. 33

Marais should or should not process the cream further?

LO 4 Copyright ©2019 John Wiley & Sons, Inc. 34

Costs (per day)

Determine whether the company should sell the skim milk

Marais should or should not process the cream further?

LO 4 Copyright ©2019 John Wiley & Sons, Inc. 36

Marais should or should not process the cream further?

LO 4 Copyright ©2019 John Wiley & Sons, Inc. 37

LO 4 Copyright ©2019 John Wiley & Sons, Inc. 38

LO 4 Copyright ©2019 John Wiley & Sons, Inc. 39

LO 4 Copyright ©2019 John Wiley & Sons, Inc. 40

LO 4 Copyright ©2019 John Wiley & Sons, Inc. 41

LO 5 Copyright ©2019 John Wiley & Sons, Inc. 42

LO 5 Copyright ©2019 John Wiley & Sons, Inc. 43

Prepare the incremental analysis for the four-year period.