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Pg. 18<br />

Sarah Allison Takash<br />

<strong>ACC</strong> <strong>350</strong>, Spring 2018<br />

<strong>Exam</strong> 1 <strong>Study</strong> <strong>Material</strong><br />

c. <strong>Exam</strong>ples:<br />

i. Distribution costs pool<br />

1. Includes:<br />

a. all costs associated with distribution<br />

ii. Set-up costs pool<br />

1. Includes:<br />

a. all costs associated with setting up a machine<br />

27. Cost-allocation base<br />

a. The ​cost-driver​ that proportionally causes an indirect cost-pool to increase<br />

b. <strong>Exam</strong>ples:<br />

i. Cubic feet of packages<br />

1. Cost pool associated: distribution costs<br />

ii. Setup hours<br />

1. Cost pool associated: set-up costs<br />

28. Activity Based Management (ABM)<br />

a. Uses ABC to improve customer satisfaction and profitability<br />

b. Critical decisions:<br />

i. Pricing & product mix<br />

ii. Cost reduction<br />

iii. Process improvement<br />

iv. Product & process design<br />

Traditional Costing Effects: Under- and Over-Costing<br />

Summary:<br />

Traditional costing, also known as “simple costing” or “peanut-butter costing,” often<br />

leads to under/over-costing​ of products/services when applied to modern businesses.<br />

Historically used ​when companies produced ​low variety​ products with ​minimal overhead costs.<br />

The ​strategic consequences​ of traditional costing include mis-pricing of products/services<br />

along with the effects mis-pricing can lead to [under-pricing → lost profits & Over-pricing →<br />

low market share]

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