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algol13
2 years ago
10

Break-Even Sales Under Present and Proposed Conditions

Business
1 answer:
solong [7]2 years ago
6 0

Answer:

<h3>Portmann Company</h3>

1. Total variable costs = $89,000,000

Total fixed costs = $40,600,000

2. a Unit variable cost = $89

b. Unit contribution margin = $100

3. Break-even sales (units) = Fixed cost/Contribution margin per unit

= $40,600,000/$100

= 406,000 units

4. Break-even sales (units) = Fixed cost/Contribution margin per unit

= $45,100,000/$100

= 451,000 units

5. Break-even sales (units) to achieve target profit = (Fixed cost + Target Profit)/Contribution margin per unit

= ($45,100,000 + $59,400,000)/$100

= 1,045,000 units

6. Maximum operating income possible with the expanded plant is:

= $61,900,000

7. Operating income if the proposal is accepted and sales remain at the current level is:

= $54,900,000

Explanation:

a) Data and Calculations:

Sales volume during current year = 1,000,000

Sales price per unit during current year = $189

Income statement is as follows:

Sales                                $189,000,000

Cost of goods sold           (101,000,000)

Gross profit                      $88,000,000

Expenses:

Selling expenses             $16,000,000

Administrative expenses  12,600,000

Total expenses                (28,600,000)

Operating income          $59,400,000

                                      Variable    Fixed

Cost of goods sold           70%        30%

Selling expenses              75%        25%

Administrative expenses 50%        50%

Total variable costs for the current year:

                                      Variable  

Cost of goods sold           70% * $101,000,000 = $70,700,000

Selling expenses              75% * $16,000,000 =     12,000,000

Administrative expenses 50% * $12,600,000 =      6,300,000

Total variable costs = $89,000,000

Variable unit cost = $89 ($89,000,000/1,000,000)

Contribution per unit = $100 ($189 - $89)

Total fixed costs for the current year:

                                          Fixed

Cost of goods sold             30% * $101,000,000 = $30,300,000

Selling expenses                25% * $16,000,000  =      4,000,000

Administrative expenses   50% * $12,600,000 =       6,300,000

Total fixed costs =  $40,600,000

Projected sales for the next year = $202,230,000 ($189,000,000 + $13,230,000)

Percentage Increase in sales for the next year = $13,250,000/$189,000,000 * 100 = 7%

Fixed costs caused by expansion = $4,500,000

Total fixed costs = $45,100,000 ($40,600,000 + $4,500,000)

Variable costs = $95,230,000 ($89,000,000 * 1.07)

Contribution margin:

Sales                                $202,230,000

Variable costs                      95,230,000

Contribution margin        $107,000,000

Expenses:

Fixed costs                          45,100,000

Operating income            $61,900,000

Sales volume = 1,070,000 units (1,000,000 * 1.07)

Contribution per unit = $107,000,000/1,070,000 = $100

Sales at current level:

Sales                                $189,000,000

Variable costs                     89,000,000

Contribution                    $100,000,000

Fixed costs                          45,100,000  

Operating income           $54,900,000

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Simora [160]

It is to be noted that the following question below is about a Trial Balance. This is a type of reconciliation book in Financial Accounting.

<h3>What is a Trial Balance?</h3>

Please, note that the original worksheet is not attached, hence the general answer.

This, in financial accounting, refers to the statements or records of all credits and debits in a double-entry accounting book which includes all errors or disagreements between figures and accounts.

Usually, all debit and credit columns sums must and should be equal to show that the account has been balanced.

See the link below about Trial Balance:

brainly.com/question/24914390

6 0
2 years ago
Write a three-paragraph essay describing the value and benefits of using a balanced scorecard for management control. Compare an
Stels [109]

Answer:

The Balanced Scorecard for Management Control

Dana's company can deploy the Balanced Scorecard as a strategic management control approach which views organizational performance from four broad perspectives that are all-embracing.  These perspectives include the  Financial Perspective, the Customer Perspective, the Internal Business-Process Perspective, and  the Learning and Growth Perspective. The aim is to ensure that control is not just about one aspect of the organization, but the whole, and a balance is struck by paying equal attention to the elements that make up an organization.

According to a well-known adage, "what you measure is what you get."  The BSC approach strategically and holistically measures an organization's performance by identifying all the factors that cause improved organizational outcomes.   Therefore, the benefits of using a balanced scorecard include improved internal capacity created by a focus on improving an organization's learning and growth through the Learning and Growth perspective.  This cascades to improved internal processes which result from the internal perspective.  With improved processes, customers and other stakeholders derive better and maximum satisfaction from the organization.  This does not end here.  Satisfied customers cause improved financial results, which are distributed to an organization's stakeholders, including the government in form of taxation, dividends for stockholders, and better pay for employees, etc. These stakeholders in turn try to add value to the organization with better processes and operations, improved financing, and business opportunities.

Looking at the value package of BSC, I agree with Dana that the BSC approach is better than using only financial controls alone.  While financial controls are at the very core of resource management and operational efficiency in any organization, they do not represent the whole picture of management control.  They are the endgames and not the starting strategies for a winning organization.

Explanation:

The Balanced Scorecard (BSC) utilizes a 360 degree approach to achieve effective control of resources toward attaining goals by viewing organizational performance from four broad perspectives, which cover all aspects of any organization.  The four perspectives that BSC uses are the  Financial Perspective, the Customer Perspective, the Internal Business- Process Perspective, and  the Learning and Growth Perspective.  By approaching performance evaluation and management with these perspectives, the Balanced Scorecard is able to achieve all-round management control because no aspect of the organization is left behind.

6 0
3 years ago
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Answer:

$14,850

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4 0
3 years ago
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Answer:

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Explanation:

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S = Setup cost = $100

D =Annual Demand = 360,000

EOQ = \sqrt{ \frac{2 X S X D}{C} }

EOQ = \sqrt{ \frac{2 X 100 X 360000}{0.1} }

EOQ = 26,833 units

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Answer:

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But in this it received the favorable tax treatment as compared with the corporation

8 0
3 years ago
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