Question

Cotrone Beverages makes energy drinks in three flavors: Original, Strawberry, and Orange. Company is currently operating at 75 percent of capacity. Worried about the company's performance, the company president is considering dropping the Strawberry flavor. If Strawberry is dropped, the revenue associated with it would be lost and the related variable costs saved. In addition, the company's total fixed costs would be reduced by 15 percent.Segmented income statements appear as follows:Product Original Strawberry OrangeSales $ 33,300 $ 42,400 $ 50,900 Variable costs 23,310 38,160 40,720 Contribution margin $ 9,990 $ 4,240 $ 10,180 Fixed costs allocated to each product line 4,600 6,400 7,800 Operating profit (loss) $ 5,390 $ (2,160 ) $ 2,380 Required:a. Prepare a differential cost schedule.Status Quo Alternative:DropStrawberryDifference (all lower underthe alternative)Revenue Less: Variable costs Contribution margin Less: Fixed costs Operating profit (loss) b. Should Cotrone drop the Strawberry product line?YesNo

Answer 1

Relevant Information:

The relevant information is as under:

Segmented income statements appear as follows:

Product                                    Original  Strawberry  Orange

Sales                                     65,200   85,600          102,400

Variable costs                     (44,000)   (77,200)  (80,200)

Contribution margin              21,200     8,400    22,200

Fixed costs allocated                (9,400)    (12,000)   (14,200)

Operating profit (loss)       11,800      (3,600)      8,000  

Answer:

The product not be closed because it is generating net cash flows of ($3,060), which will generate loss for the organization. The better option would be to not abandoning the manufacturing of Strawberry.

Explanation:

Relevant costing says that any savings or losses are relevant if it satisfy following three conditions:

1. Is a cash flow.
2. Future related (Not arising due to Past bindings).
3. Differential or Incremental in nature.

Its crystal clear that any inflows and outflows that are considered would be cash in nature, not related to past events it must be arising as a consequence of taking the decision whose consequences are we considering now, I mean it must arise in future due to the decision made which are considering. The last condition is the concept of differential that lies in the heart of relevant costing and is easily understood by following the following steps:

Step 1: What are the losses or savings if we don't make decision?

Step 2: What are the losses or savings if we make the decision?

Step 3: The difference between step one and two is differential or incremental cost.

Here we learned that relevant cost arises if we take the decision (closing manufacturing of Strawberry), and it doesn't arises if we don't take the decision (not abandoning manufacturing of  Strawberry).

Relevant costs associated with the decision are as under:

                                                    Step 1              Step 2        Step 3

                                            Make Decision    If we Don't Differential

Revenue loss                             (85,600)               -          (85,600)

Variable Costs Savings              77,200                 -            77,200

Fixed costs Savings (W1)             5340                   -              5340

Operating Profit                                                                   (3,060)

Working1: Fixed costs Savings

Total Fixed costs =21400+12000+14200 = $35,600

The saving is 15% of the total fixed cost and is as under:

Fixed costs Savings = $35,600 * 15% = $5340

Note:

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