| 1. |
Calculate the annual break-even point in unit sales and in dollar sales for Shop 48.
Explanation:
1.
| Profit | = Unit CM × Q − Fixed expenses |
| $0 | = ($20 − $10) × Q − $158,000 |
| $0 | = ($10) × Q − $158,000 |
| $10Q | = $158,000 |
| Q | = $158,000 ÷ $10 |
| Q | = 15,800 pairs |
| Unit sales to break even | = |
Fixed expenses
|
| Unit CM |
| | | | |
| | = |
$158,000
| = 15,800 pairs |
| | $10.00 |
| Dollar sales to break even | = |
Fixed expenses
|
| CM ratio |
| | | | |
| | = |
$158,000
| = $316,000 in sales |
| | 0.5 |
| 15,800 pairs × $20 per pair = $316,000 in sales |
3.
| The simplest approach is: |
| | | |
| Break-even sales | 15,800 | pairs |
| Actual sales | 15,200 | pairs |
| |
|
|
| Sales short of break-even | 600 | pairs |
| |
|
|
|
| 600 pairs × $10 contribution margin per pair = $6,000 loss |
| | |
| Sales (15,200 pairs × $20.00 per pair) | $304,000 |
| Variable expenses (15,200 pairs × $10.00 per pair) | 152,000 |
| |
|
| Contribution margin | 152,000 |
| Fixed expenses | 158,000 |
| |
|
| Net operating loss | $ (6,000) |
| |
|
|
4.
|
The
variable expenses will now be $10.70 ($10.00 + $0.70) per pair, and the
contribution margin will be $9.30 ($20.00 − $10.70) per pair.
|
| Profit | = Unit CM × Q − Fixed expenses |
| $0 | = ($20.00 − $10.70) × Q − $158,000 |
| $0 | = ($9.30) × Q − $158,000 |
| $9.30Q | = $158,000 |
| Q | = $158,000 ÷ $9.30 |
| Q | = 16,989 pairs (rounded) |
| 16,989 pairs × $20.00 per pair = $339,785 in sales |
| Unit sales to break even | = |
Fixed expenses
|
| CM per unit |
| | | | |
| | = |
$158,000
| = 16,989 pairs |
| | $9.30 |
| Dollar sales to break even | = |
Fixed expenses
|
| CM ratio |
| | | | |
| | = |
$158,000
| = $339,785 in sales |
| | 0.465 |
5.
| The simplest approach is: |
| | | |
| Actual sales | 18,400 | pairs |
| Break-even sales | 15,800 | pairs |
| |
|
|
| Excess over break-even sales | 2,600 | pairs |
| |
|
|
|
| 2,600 pairs × $9.55 per pair* = $24,830 profit |
| *$10.00 present contribution margin − $0.45 commission = $9.55 |
| | |
| Sales (18,400 pairs × $20 per pair) | $368,000 |
Variable expenses (15,800 pairs × $10.00 per pair + 2,600 pairs × $10.45 per pair)
| 185,170 |
| |
|
| Contribution margin | 182,830 |
| Fixed expenses | 158,000 |
| |
|
| Net operating income | $ 24,830 |
| |
|
|
6.
| The new variable expenses will be $7.00 per pair. |
| Profit | = Unit CM × Q − Fixed expenses |
| $0 | = ($20.00 − $7.00) × Q − $188,500 |
| $0 | = ($13.00) × Q − $188,500 |
| $13.00Q | = $188,500 |
| Q | = $188,500 ÷ $13.00 |
| Q | = 14,500 pairs |
| 14,500 pairs × $20 per pair = $290,000 in sales |
|
Although
the change will lower the break-even point from 15,800 pairs to 14,500
pairs, the company must consider whether this reduction in the
break-even point is more than offset by the possible loss in sales
arising from having the sales staff on a salaried basis. Under a salary
arrangement, the sales staff has less incentive to sell than under the
present commission arrangement, resulting in a potential loss of sales
and a reduction of profits. Although it is generally desirable to lower
the break-even point, management must consider the other effects of a
change in the cost structure. The break-even point could be reduced
dramatically by doubling the selling price but it does not necessarily
follow that this would improve the company’s profit.
|
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