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EXERCISE 7-23 (20 MINUTES) 1. Break-even point (in units ...

EXERCISE 7-23 (20 MINUTES) 1. Break-even point (in units ...

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Solution to Chapter 7<br />

E7‐<strong>23</strong>,27,28 P7‐31,34,32,33,35<br />

<strong>EXERCISE</strong> 7-<strong>23</strong> (<strong>20</strong> <strong>MINUTES</strong>)<br />

<strong>1.</strong> <strong>Break</strong>-<strong>even</strong> <strong>po<strong>in</strong>t</strong> (<strong>in</strong> <strong>units</strong>) =<br />

2. Contribution-marg<strong>in</strong> ratio =<br />

= = 13,500 pizzas<br />

= = .4<br />

3. <strong>Break</strong>-<strong>even</strong> <strong>po<strong>in</strong>t</strong> (<strong>in</strong> sales dollars) =<br />

= = $135,000<br />

4. Let X denote the sales volume of pizzas required to earn a target net profit of<br />

$60,000.<br />

<strong>EXERCISE</strong> 7-27 (25 <strong>MINUTES</strong>)<br />

$10X – $6X – $54,000 = $60,000<br />

<strong>1.</strong> <strong>Break</strong>-<strong>even</strong> <strong>po<strong>in</strong>t</strong> (<strong>in</strong> <strong>units</strong>) =<br />

p denotes Argent<strong>in</strong>a’s peso.<br />

$4X = $114,000<br />

2. New break-<strong>even</strong> <strong>po<strong>in</strong>t</strong> (<strong>in</strong> <strong>units</strong>) =<br />

X = 28,500 pizzas<br />

= = 4,000 components<br />

= = 4,<strong>20</strong>0 components<br />

3. Sales r<strong>even</strong>ue (7,000 × 1,500p) ................................................. 10,500,000p


Variable costs (7,000 × 1,000p) ....................................................... 7,000,000p<br />

Contribution marg<strong>in</strong> ......................................................................... 3,500,000p<br />

Fixed costs ........................................................................................ 2,000,000p<br />

Net <strong>in</strong>come......................................................................................... 1,500,000p<br />

4. New break-<strong>even</strong> <strong>po<strong>in</strong>t</strong> (<strong>in</strong> <strong>units</strong>) =<br />

5. Analysis of price change decision:<br />

= 5,000 components<br />

Price<br />

1,500p 1,400p<br />

Sales r<strong>even</strong>ue: (7,000 × 1,500p) ................................ 10,500,000p<br />

(8,000 × 1,400p) ................................<br />

11,<strong>20</strong>0,000p<br />

Variable costs: (7,000 × 1,000p) ................................ 7,000,000p<br />

(8,000 × 1,000p) ................................<br />

8,000,000p<br />

Contribution marg<strong>in</strong>..................................................... 3,500,000p 3,<strong>20</strong>0,000p<br />

Fixed expenses ............................................................ 2,000,000p 2,000,000p<br />

Net <strong>in</strong>come (loss) ......................................................... 1,500,000p 1,<strong>20</strong>0,000p<br />

The price cut should not be made, s<strong>in</strong>ce projected net <strong>in</strong>come will decl<strong>in</strong>e by<br />

300,000p.


<strong>EXERCISE</strong> 7-28 (25 <strong>MINUTES</strong>)<br />

<strong>1.</strong> (a) Traditional <strong>in</strong>come statement:<br />

2.<br />

PACIFIC RIM PUBLICATIONS, INC.<br />

INCOME STATEMENT<br />

FOR THE YEAR ENDED DECEMBER 31, <strong>20</strong>XX<br />

Sales ......................................................................... $1,000,000<br />

Less: Cost of goods sold......................................... 750,000<br />

Gross marg<strong>in</strong>................................................................ $ 250,000<br />

Less: Operat<strong>in</strong>g expenses:<br />

Sell<strong>in</strong>g expenses ............................................ $75,000<br />

Adm<strong>in</strong>istrative expenses............................... 75,000 150,000<br />

Net <strong>in</strong>come.................................................................... $ 100,000<br />

(b) Contribution <strong>in</strong>come statement:<br />

PACIFIC RIM PUBLICATIONS, INC.<br />

INCOME STATEMENT<br />

FOR THE YEAR ENDED DECEMBER 31, <strong>20</strong>XX<br />

Sales ......................................................................... $1,000,000<br />

Less: Variable expenses:<br />

Variable manufactur<strong>in</strong>g ................................. $500,000<br />

Variable sell<strong>in</strong>g............................................... 50,000<br />

Variable adm<strong>in</strong>istrative.................................. 15,000 565,000<br />

Contribution marg<strong>in</strong> .................................................... $ 435,000<br />

Less: Fixed expenses:<br />

Fixed manufactur<strong>in</strong>g...................................... $ 250,000<br />

Fixed sell<strong>in</strong>g ................................................... 25,000<br />

Fixed adm<strong>in</strong>istrative ...................................... 60,000 335,000<br />

Net <strong>in</strong>come.................................................................... $ 100,000


<strong>EXERCISE</strong> 7-28 (CONTINUED)<br />

3.<br />

= 12% × 4.35<br />

= 52.2%<br />

4. Most operat<strong>in</strong>g managers prefer the contribution <strong>in</strong>come statement for answer<strong>in</strong>g this<br />

type of question. The contribution format highlights the contribution marg<strong>in</strong> and<br />

separates fixed and variable expenses.<br />

<strong>EXERCISE</strong> 7-31 (25 <strong>MINUTES</strong>)<br />

<strong>1.</strong> The follow<strong>in</strong>g <strong>in</strong>come statement, often called a common-size <strong>in</strong>come<br />

statement, provides a convenient way to show the cost structure.<br />

2.<br />

3.<br />

Amount Percent<br />

R<strong>even</strong>ue ............................................................... $1,500,000 100<br />

Variable expenses............................................... 900,000 60<br />

Contribution marg<strong>in</strong>............................................ $600,000 40<br />

Fixed expenses ................................................... 450,000 30<br />

Net <strong>in</strong>come........................................................... $ 150,000 10<br />

Decrease <strong>in</strong> Contribution Marg<strong>in</strong><br />

Decrease <strong>in</strong><br />

R<strong>even</strong>ue<br />

Percentage<br />

Net Income<br />

$300,000* × 40% † = $1<strong>20</strong>,000<br />

*$300,000 = $1,500,000 × <strong>20</strong>%<br />

† 40% = $600,000/$1,500,000


4.<br />

<strong>EXERCISE</strong> 7-32 (10 <strong>MINUTES</strong>)<br />

Requirement (1) Requirement (2)<br />

R<strong>even</strong>ue ....................................................... $1,875,000 $1,500,000<br />

Less: Variable expenses........................... 1,125,000 1,800,000<br />

Contribution marg<strong>in</strong>.................................... $ 750,000 $ (300,000)<br />

Less: Fixed expenses ............................... 675,000 350,000<br />

Net Income (loss) ........................................ $ 75,000 $ (650,000)<br />

<strong>EXERCISE</strong> 7-33 (<strong>20</strong> <strong>MINUTES</strong>)<br />

<strong>1.</strong><br />

2.<br />

3. Service r<strong>even</strong>ue required to earn<br />

target after-tax <strong>in</strong>come of<br />

$1<strong>20</strong>,000<br />

4. A change <strong>in</strong> the tax rate will have no effect on the firm's break-<strong>even</strong> <strong>po<strong>in</strong>t</strong>. At the break<strong>even</strong><br />

<strong>po<strong>in</strong>t</strong>, the firm has no profit and does not have to pay any <strong>in</strong>come taxes.


SOLUTIONS TO PROBLEMS<br />

PROBLEM 7-34 (30 <strong>MINUTES</strong>)<br />

<strong>1.</strong> <strong>Break</strong>-<strong>even</strong> <strong>po<strong>in</strong>t</strong> <strong>in</strong> sales dollars, us<strong>in</strong>g the contribution-marg<strong>in</strong> ratio:<br />

2. Target net <strong>in</strong>come, us<strong>in</strong>g contribution-marg<strong>in</strong> approach:<br />

3. New unit variable manufactur<strong>in</strong>g cost = $12 × 110%<br />

<strong>Break</strong>-<strong>even</strong> <strong>po<strong>in</strong>t</strong> <strong>in</strong> sales dollars:<br />

= $13.<strong>20</strong>


PROBLEM 7-34 (CONTINUED)<br />

4. Let P denote the sell<strong>in</strong>g price that will yield the same contribution-marg<strong>in</strong> ratio:<br />

Check: New contribution-marg<strong>in</strong> ratio is:<br />

PROBLEM 7-35 (30 <strong>MINUTES</strong>)<br />

<strong>1.</strong><br />

2.<br />

3. Number of sales <strong>units</strong> required to<br />

earn target net profit<br />

4. Marg<strong>in</strong> of safety = budgeted sales r<strong>even</strong>ue – break-<strong>even</strong> sales r<strong>even</strong>ue<br />

= (140,000)($25) – $3,375,000 = $125,000<br />

5. <strong>Break</strong>-<strong>even</strong> <strong>po<strong>in</strong>t</strong> if direct-labor costs <strong>in</strong>crease by 10 percent:<br />

New unit contribution marg<strong>in</strong> = $25.00 – $8.<strong>20</strong> – ($4.00)(<strong>1.</strong>10) – $6.00 – $<strong>1.</strong>60


<strong>Break</strong>-<strong>even</strong> <strong>po<strong>in</strong>t</strong><br />

PROBLEM 7-35 (CONTINUED)<br />

6. Contribution marg<strong>in</strong> ratio<br />

Old contribution-marg<strong>in</strong> ratio<br />

= $4.80<br />

Let P denote sales price required to ma<strong>in</strong>ta<strong>in</strong> a contribution-marg<strong>in</strong> ratio of .<strong>20</strong>8. Then<br />

P is determ<strong>in</strong>ed as follows:<br />

Check: New contribution-<br />

marg<strong>in</strong> ratio

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