管理会计我的资源horngrenima16e_ch05

,IntroductiontoManagementAccounting,CharlesT.Horngren,StanfordUniversityGaryL.Sundem,UniversityofWashingtonSeattleWilliamO.Stratton,DixieStateCollegeofUtahDavidBurgstahler,UniversityofWashingtonSeattleJeffSchatzberg,UniversityofArizona,SIXTEENTHEDITION,GLOBALEDITION,IntroductiontoManagementAccounting,RelevantInformationforDecisionMakingwithaFocusonPricingDecisions(价格决策),Chapter5,TheConceptofRelevance(相关),Relevantinformationdependsonthedecisionbeingmade.,Decisionmakingischoosingamongseveralcoursesofaction.,LearningObjective1,Relevantinformationisthepredictedfuturecostsandrevenuesthatdifferamongthealternatives(选择).,Accountantsshouldusetwocriteriatodeterminewhetherinformationisrelevant:,1.Informationmustbeanexpectedrevenueorcostand.,2.itmusthaveanelementofdifferenceamongthealternatives.,TheConceptofRelevance,DecisionProcessandRoleofInformation,Predictionsasinputstodecisionmodel,Decisionmodel,Decisionsbymanagerswiththeaidofthedecisionmodel,Implementationandevaluation,Feedback,(4),(3),(2),(1),LearningObjective2,DecisionModel(决策模型),Adecisionmodelisanymethodusedformakingachoice,sometimesrequiringelaboratequantitativeprocedures.,Adecisionmodelmayalsobesimple.,Youwillbeabletofocusonrelevantinformationthepredictedfuturedifferencesbetweenalternativesinanydecision.,Inthebestofallpossibleworlds,informationusedfordecisionmakingwouldbeperfectlyrelevantandaccurate.,Accuracy(精确)andRelevance(相关),Thedegreetowhichinformationisrelevantorpreciseoftendependsonthedegreetowhichitis:,AccuracyandRelevance,Quantitative(定量的),Qualitative(定性的),Qualitative(Subjective),Quantitative(Financial),CordellCompanymakesandsells1,000,000seatcovers.,RelevanceofAlternateIncomeStatements,Totalmanufacturingcostis$30,000,000,or$30perunit.,DirectMaterialCostsare$14,000,000Direct-laborcostsare$6,000,000,LearningObjective3,Absorptionapproach(吸收法),Acostingapproachthatconsidersallindirectmanufacturingcosts(bothvariableandfixed)tobeproduct(inventoriable)coststhatbecomeanexpenseintheformofmanufacturingcostofgoodssoldonlyassalesoccur.,Schedule1:VariableCosts(inthousandsofdollars)Supplies(lubricants,expendabletools,coolants,sandpaper$600Materials-handlinglabor(forkliftoperators)2,800Repairsonmanufacturingequipment400Powerforfactory200$4,000Schedule2:FixedCostsManagerssalariesinfactory$400Factoryemployeetraining180Factorypicnicandholidayparty20Factorysupervisorysalaries1,400Depreciation,plantandequipment3,600Propertytaxesonplant300Insuranceonplant100$6,000Totalindirectmanufacturingcosts$10,000,SchedulesofPredictedCosts,Schedule3:SellingExpenses(inthousandsofdollars)VariableSalesCommission$1,400ShippingExpensesforproductssold600$2,000FixedAdvertising$1,400Salessalaries2,000Other600$4,000TotalSellingExpenses$6,000Schedule4:AdministrativeExpensesVariableSomeclericalwages$160Computertimerented40$200FixedOfficesupplies200Othersalaries400Depreciationonofficefacilities200Publicaccountingfees80Legalfees200Other7201,800Totaladministrativecosts$2,000,SchedulesofPredictedCosts,Absorption(吸收法)versusContributionApproach（贡献法）,Absorptioncostingconsidersallindirectmanufacturingcosts(bothvariableandfixed)tobeproduct(inventoriable)coststhatbecomeanexpenseintheformofmanufacturingcostofgoodssoldonlyassalesoccur.,Contributioncostingisaninternal(managementaccounting)reportingmethodthatemphasizesthedistinctionbetweenvariableandfixedcostsforthepurposeofbetterdecisionmaking.,AbsorptionApproach,Sales(inthousandsofdollars)$40,000Less:ManufacturingcostsofgoodsoldDirectMaterials$14,000DirectLabor6,000IndirectManufacturing(Schedule1plus2)10,00030,000GrossMarginorGrossProfit10,000Sellingexpenses(Schedule3)$6,000Administrativeexpenses(Schedule4)2,000Totalsellingandadministrativeexpenses8,000Operatingincome$2,000,ContributionApproach(贡献法）,ComparingAbsorptionandContributionApproaches,Theabsorptionapproachseparatesmanufacturingcostsfromnonmanufacturingcosts.Itdeductsmanufacturingcostsfromsalestocomputeagrossmarginandthendeductsnonmanufacturingcoststomeasureprofit.,Thecontributionapproachseparatesfixedcostsfromvariablecosts.Itdeductsvariablecostsfromsalestocomputeacontributionmarginandthendeductsfixedcoststomeasureprofit.,5-B1,5-B1,5-B1,5-B1,CordellCompanymakesandsells1,000,000seatcovers.,SpecialSalesOrders,Totalmanufacturingcostis$30,000,000,or$30perunit.,Cordellisofferedaspecialorderof$26perunitfor100,000units.,LearningObjective4,SpecialSalesOrder(特殊销售定单),1.wouldnotaffectCordellsregularbusiness.,2.wouldnotraiseanyantitrust(反倾销)issues.,3.wouldnotaffecttotalfixedcosts.,4.wouldnotrequireadditionalvariablesellingandadministrativeexpenses.,5.wouldusesomeotherwiseidle(闲置)manufacturingcapacity.,Acceptingthespecialorder:,SpecialSalesOrder,Onlyvariablemanufacturingcostsareaffectedbythisparticularorder,atarateof$24perunit($24,000,0001,000,000units).,Allothervariablecostsandallfixedcostsareunaffectedandthusirrelevant.,SpecialSalesOrder,Specialordersalesprice/unit$26Increaseinmanufacturingcosts/unit24Additionaloperatingprofit/unit$2,Basedontheprecedinganalysis,shouldCordellaccepttheorder?,$2100,000=$200,000additionalprofit,Yes,SpecialSalesOrder,IncorrectAnalysis:MisuseofUnitCost,Faultycostanalysiscanoccurbymisinterpretingunitfixedcosts,especiallywithanabsorptionapproach.Forinstance,Cordellsmanagersmighterroneouslyusethe$30unitmanufacturingcostundertheabsorptionapproach.,Theincorrectpredictionofa$3millionincreaseincostsresultsfrommultiplying100,000unitsby$30.Thefallacyinthisapproachisthatittreatsafixedcost(fixedmanufacturingcost)asifitwerevariable.Avoidthemistakeofusingtotalunitcostsasabasisforpredictinghowtotalcostswillbehave.Unitcostsareusefulforpredictingvariablecosts,butcanbemisleadingwhenusedtopredictfixedcosts.,IncorrectAnalysis:MisuseofUnitCost,ConfusionofVariableandFixedCosts,Thetypicalcostaccountingsystemservestwopurposessimultaneously:planningandcontrolandproductcosting.Thetotalfixedcostforplanningandcontrolpurposescanbegraphedasalumpsum:,Activity-BasedCosting,SpecialOrders,andRelevantCosts,Cordellexaminedits$24millionofvariablemanufacturingcostsanddiscoveredtwosignificantactivitiesandrelatedcostdrivers:,$21millionofprocessingactivitythatvariesdirectlywithunitsproduced($14millionofdirectmaterials,$6millionofdirectlabor,and$1millionofvariablemanufacturingoverhead)atarateof$21perunitand$3millionofsetupactivitythatvarieswiththenumberofproductionsetups.,ConfusionofVariableandFixedCosts,Forproduct-costingpurposes,however,itiseasytomisinterpretthefixedunitmanufacturingcosttoactasifthesefixedcostsbehaveasiftheyarevariablecosts,whichiscontrarytofixed-costbehavior:,Activity-BasedCosting,SpecialOrders,andRelevantCosts,WhatistheadditionalvariablecostUsingABCcosting?,Additionalunit-basedvariablemanufacturingcost,100,000$21$2,100,000Additionalsetup-basedvariablemanufacturingcost,5$6,00030,000Totaladditionalvariablemanufacturingcost$2,130,000,Assumethatprocessingtheadditional100,000unitswillrequireonly5set-ups.,PricingDecisions(定价决策),1.Settingthepriceofaneworrefinedproduct2.Settingthepriceofproductssoldunderprivatelabels3.Respondingtoanewpriceofacompetitor(竞争者)4.Pricingbidsinbothsealedandopenbiddingsituations(拍卖),LearningObjective5,TheConceptofPricing(价格的概念),Inperfectcompetition(完全竞争),allcompetingfirmssellthesametypeofproductatthesameprice.,Marginalcostis(边际成本)theadditionalcostresultingfromproducingandsellingoneadditionalunit.,Marginalrevenue(边际收入)istheadditionalrevenueresultingfromthesaleofoneadditionalunit.,TheConceptofPricing,Inimperfectcompetition(不完全竞争),thepriceafirmchargesforaunitwillinfluencethequantityofunitsitsells.,Priceelasticity(价格弹性)istheeffectofpricechangesonsalesvolume.,Thefirmmustreducepricestogenerateadditionalsales.,PricingandAccounting,Accountantsseldomcomputemarginalrevenuecurvesandmarginalcostcurves.,Theyuseestimatesbasedonjudgment.,Theyexamineselectedvolumes,nottherangeofpossiblevolumes.,5-B2,5-B2,5-B2,5-B2,5-B2,5-B2,5-B2,5-B2,GeneralInfluencesonPricinginPractice,Legalrequirements(法律规定),Competitorsaction(竞争者行为),Customerdemands(顾客需求),LearningObjective6,InfluencesonPricinginPracticeLegalRequirements,InfluencesonPricinginPractice-CompetitorsActions,Competitorsusuallyreacttothepricechangesoftheirrivals.Companiesgatherinformationregardingarivalscapacity,technology,andoperatingpolicies.Amanagersexpectationsofcompetitorsreactionsandoftheoveralleffectsofpricechangesonanindustrysdemandheavilyinfluencepricingpolicies.,InfluencesonPricinginPractice-CustomerDemands,Managersrecognizetheneedsofcustomers,andpricingisnoexception.Ifcustomersbelieveapriceistoohigh,theymayturntoothersourcesfortheproduct,substituteadifferentproduct,ordecidetoproducetheitemthemselves.,Cost-PlusPricing(成本加成定价),Settingpricesbycomputinganaveragecostandaddingamarkup(theamountbywhichsalespriceexceedscost).,Targetpricescanbebasedonahostofdifferentmarkupsthatareinturnbasedonahostofdifferentdefinitionsofcost.,AdvantagesofContributionMarginApproach(贡献法),Thecontributionmarginapproachoffersmoredetailedinformation.,Thisapproachallowsmanagerstopreparepriceschedulesatdifferentvolumelevels.,Targetpricingwithfullcostingpresumesagivenvolumelevel.,Thisapproachissensitivetocost-volume-profitrelationships.,AdvantagesofAbsorption-CostPricing(吸收法),Theabsorption-costapproachassumesallcostsarevariable(evenifsomearefixedintheshortrun).,Thisapproachcopeswiththeuncertaintyofthedemandcurve.,Targetpricingwithfullcostingpresumesagivenvolumelevel.,Thisapproachmeetsthecost-benefittest.Itistooexpensivetoconductcost-volume-testsonallproducts.,TargetSalesPrice(目标价格),asapercentageofvariablemanufacturingcosts,asapercentageoftotalvariablecosts,asapercentageoffullcosts,asapercentageoftotalmanufacturingcost,LearningObjective7,Toachieveadesiredoperatingincome,managerswillexaminerelationshipsofcoststosellingpriceandsetformulasforpricing:,RelationshipsofCoststoSameTargetSellingPrices,AlternativeMarkupPercentagetoAchieveSameTargetSalesPriceTargetsalesprice$20.00($20.00$12.00)$12.00=66.6