Chapter Eight
Cost-VolumeCost-Volume-Profit Analysis
McGraw-Hill/Irwin
8-2
McGraw-Hill/Irwin
8-3
Contribution-Margin Approach
Consider the following information developed by the accountant at Curl, Inc.:
Sales (500 surf boards) Less: variable expenses Contribution margin Less: fixed expenses Net income Total $250,000 150,000 $100,000 80,000 $ 20,000 Per Unit $ 500 300 $ 200 Percent 100% 60% 40%
McGraw-Hill/Irwin
8-4
Contribution-Margin Approach
For each additional surf board sold, Curl generates $200 in contribution margin.
Sales (500 surf boards) Less: variable expenses Contribution margin Less: fixed expenses Net income Total $250,000 150,000 $100,000 80,000 $ 20,000 Per Unit $ 500 300 $ 200 Percent 100% 60% 40%
McGraw-Hill/Irwin
8-5
Contribution-Margin Approach
Fixed expenses Unit contribution margin BreakBreak-even point = (in units)
Per Unit $ 500 300 $ 200 Percent 100% 60% 40%
Sales (500 surf boards) Less: variable expenses Contribution margin Less: fixed expenses Net income
$80,000 $200
McGraw-Hill/Irwin
8-6
Contribution-Margin Approach
Here is the proof!
Sales (400 surf boards) Less: variable expenses Contribution margin Less: fixed expenses Net income Total $200,000 120,000 $ 80,000 80,000 $ Per Unit $ 500 300 $ 200 Percent 100% 60% 40%
8-7
= CM Ratio
McGraw-Hill/Irwin
8-8
$80,000 40%
McGraw-Hill/Irwin
$200,000 sales
8-9
Equation Approach
Sales revenue Variable expenses Fixed expenses = Profit
($500 X)
($300 X)
$80,000 = $0
8-10
McGraw-Hill/Irwin
8-11
Cost-Volume-Profit Graph
450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 McGraw-Hill/Irwin
BreakBreak-even point
Total sales
100
200
300
400
500
600
700
800
Units Sold
8-12
Profit-Volume Graph
Some managers like the profit-volume profit$80,000 graph because it focuses on profits and volume.
$60,000 $40,000 $20,000 $$$(20,000) $(40,000) $(60,000) $(80,000) $(100,000)
McGraw-Hill/Irwin
$100,000
$50
$100
$150
$200
$250
$300
$350
$400
Break-even point
1 2 3 4 5 6 7 8
8-13
8-14
Equation Approach
Sales revenue Variable expenses Fixed expenses = Profit
($500 X)
McGraw-Hill/Irwin
8-15
McGraw-Hill/Irwin
8-16
Safety Margin
Curl, Inc. has a break-even point of $200,000. If breakactual sales are $250,000, the safety margin is $50,000 or 100 surf boards.
Break-even sales 400 units $ 200,000 120,000 80,000 80,000 $ Actual sales 500 units $ 250,000 150,000 100,000 80,000 $ 20,000
Sales Less: variable expenses Contribution margin Less: fixed expenses Net income
McGraw-Hill/Irwin
8-17
McGraw-Hill/Irwin
8-18
Sales Less: variable expenses Contribution margin Less: fixed expenses Net income
540 units $500 per unit = $270,000 $80,000 + $10,000 advertising = $90,000
McGraw-Hill/Irwin
8-19
Sales Less: variable expenses Contribution margin Less: fixed expenses Net income
McGraw-Hill/Irwin
8-20
($500 X)
McGraw-Hill/Irwin
8-21
Given:
McGraw-Hill/Irwin
8-22
8-23
Lets assume Curl sells surf boards and sail boards and see how we deal with breakbreakeven analysis.
McGraw-Hill/Irwin
8-24
Number Description of Boards Surfboards 500 Sailborads 300 Total sold 800
McGraw-Hill/Irwin
8-25
McGraw-Hill/Irwin
8-26
McGraw-Hill/Irwin
8-27
McGraw-Hill/Irwin
8-28
8-29
the extent to which an organization uses fixed costs in its cost structure. greatest in companies that have a high proportion of fixed costs in relation to variable costs.
McGraw-Hill/Irwin
8-30
Sales Less: variable expenses Contribution margin Less: fixed expenses Net income
$100,000 $20,000
McGraw-Hill/Irwin
= 5
8-31
10% 5 50%
8-32
McGraw-Hill/Irwin
8-33
McGraw-Hill/Irwin
8-34
End of Chapter 8
We made it!
McGraw-Hill/Irwin