Martha Manufacturing produces a single product that sells for $80. Variable costs per unit equal $32. The company expects total
fixed costs to be $72,000 for the next month at the projected sales level of 2,000 units. In an attempt to improve performance, management is considering a number of alternative actions. Each situation is to be evaluated separately. 1) What is the current breakeven point in terms of number of units?
2) Suppose management believes that a $16,000 increase in monthly advertising expense will result in a considerable increase in sale. Sale must increase by how much to justify this additional expenditure?
3) Suppose that management believes that a 10% reduction in the selling price will result in a 10% increase in sales. If this proposed reduction in selling price is implemented,
a) Operating income will decrease by $8,ooo
b) Operating income will increase by $8,000
c) Operating income will decrease by $16,000
d) Operating income will increase by $16,000.
24,000 is the profit they would make for hitting their goal.
Question 1: What is the break-even point? The break-even means they make no money, but they also lose no money. So that final number (24,000) would be 0 instead. How many units would they have to make to hit zero? (x * 80) - (x * 32) - 72,000 = 0. 80x - 32x = 72,000 48x = 72,000 x = 1500 units
We can verify by using our first formula we've already determined, using this new value for units. (1,500* 80) - (1,500 * 32) - 72,000 = ? 120,000 - 48,000 - 72,000 = 0? True!
Question 2: If they increase their expenses by 16,000, what is their new break even point?
C) Internal production systems that could reduce costs by 30 percent below the current industry standards
Explanation:
VRIO can be defined as the tool used to analyze a firm’s <u>internal resources and capabilities</u> in relation to them being a source of sustained competitive advantage. It purports that organisations have to look inwards for development of competitive advantage.
VRIO is an acronym for a the four qualities that must be possessed if internal competencies must produce competitive advantage: Value, Rarity, Imitability, and Organization.
Hence in the case of Otion Inc, the right resolve and direction is its <u>internal</u> production systems being able to reduce costs by 30% below industry standards.