© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.1 Finance for Non-Financial...
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Transcript of © 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.1 Finance for Non-Financial...
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.1
Finance for Non-Financial ManagersFifth Edition
Slides prepared by
Pierre G. BergeronUniversity of Ottawa
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.2
Profit Planning and Decision-Making
1. Explain various cost concepts related to break-even analysis such as fixed and variable costs, the relationship between sales revenue and costs, the contribution margin, the relevant range and relevant costs.
2. Draw the break-even chart and calculate the break-even point, the cash break-even point, and the profit break-even point, and how they can be applied in different organizations.
3. Differentiate between different types of cost concepts such as committed and discretionary costs, controllable and non-controllable costs, and direct and indirect costs.
Chapter Reference
Chapter 9: Profit Planning and Decision-Making
Chapter Objectives
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.3
Relevance of Break-Even Analysis
Break-even analysis helps to:
1. Price existing or new products and services.
2. Decide whether to introduce a new product or service,
open a new plant, hire a sales representative, open a new
sales office, launch an advertising program.
3. Modernize or automate an existing plant.
4. Expand an existing plant.
5. Change the cost structure (fixed versus variable).
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.4
1. Fixed and Variable CostsFixed costs
Period costs
Constant costs
Standby costs
Characteristic
Element of fixedness and must be paid with passage of time.
Variable costs
Direct costs
Out-of-pocket costs
Volume costs
Characteristic
Vary almost automatically with volume.
Sales commission, direct labour, packing material, electricity, overtime premiums, equipment rental, truck expenses
Rent, interest, insurance, property taxes, office salaries, amortization, telephone
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.5
Connection Between Revenue and CostsFactors that affect profit: 1. Volume of production2. Prices3. Costs (fixed and variable)4. Changes in product mix
Cost per Unit
(in $)
16
14
12
10
40 60 80 100
A B
CD
E
G
F
H
% of Capacity
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.6
The Contribution Margin
PV Ratio
$250,000
$1,000,000
.25
Sales revenue
Less variable costs:
Direct material
Direct labour
Total variable costs
Contribution margin
Less fixed costs:
Manufacturing
Administration
Total fixed costs
Operating profit
$ 500,000
250,000
150,000
50,000
$ 1,000,000
750,000
250,000
200,000
$ 50,000PV ratio
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.7
2. J. Smith’s Break-Even (Taxi Driver)
$
Trips6,000
Co
sts
/Rev
enu
e
Variable costs
$2.00
Fixed costs
Insurance
Car payment
(principal or amortization)
Interest
Dispatcher fees
Variable costs
Gas
Maintenance &
repairs Fixed costs
$15,000
$
$
$
Revenue
Variable costsContribution margin
10.00
2.00
8.00
$
$=
15,000
8.001,875 trips
Revenue$10.00
Total costs
=$
$
45,000
8.005,625 trips
Break-even point
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.8
J. Smith’s Break-Even (Taxi Driver)No salary With salary With salary
1,875
$ 18,750
$ 3,750
$ 15,000
$ 15,000
0
0
.80
5,625
$ 56,250
$ 11,250
$ 45,000
$ 15,000
$ 30,000
0
.80
6,000
$ 60,000
$ 12,000
$ 48,000
$ 15,000
$ 30,000
$ 3,000
.80
No. of trips
Sales revenue ($10.00)
Variable costs ($2.00)
Contribution margin
Fixed costs
Salary
Profit
P.V. Ratio
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.9
Finding the Break-Even Point Using the Formula
Unit selling price $ 15.00 (P)
Fixed costs $200,000 (F)
Unit variable costs $ 10.00 (V)
Break-even calculation
Step 2: $200,000 ÷ $5.00 = 40,000 units (volume)
Step 3: 40,000 units X $15.00 = $600,000 (sales revenue)
Step 1: Contribution margin
Selling price $15.00
Variable costs $10.00
Contribution margin $ 5.00
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.10
Break-Even Point Calculation
Fixed costs
Price per unit sold – Variable cost per unit or unit contribution
$200,000
$15.00 - $10.00
B.E.P. =
In Units
In revenue
B.E.P. = = 40,000 units
Step 2: Find the sales revenue break-even point
B.E.P. = = = $600,000
Step 1: Find the PV ratio
PV = = = .333
Fixed costs
PV
$200,000
.333
Unit contribution
Unit selling price$5.00
$15.00
X $15.00
$ 600,000
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.11
Break-Even Point By Using the PV Ratio
Step 2: Find the sales revenue break-even point
B.E.P. = = = $600,000
Step 1: Find the PV ratio
PV = = = .333
Fixed costs
PV
$200,000
.333
Contribution
Sales revenue$200,000
$600,000
Finding the break-even point when units are not known, you need to re-structure the P&L statement
$
$
$
$
$
Sales revenue 600,000Variable costs 400,000Contribution margin 200,000
Fixed costs 200,000
Profit/loss 0
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.12
Break-Even Point (Retail Store)Suits Jackets Shirts Ties Socks Overcoats Total
No. of units 800 200 700 500 2,500 500
Unit selling price $300 $150 $50 $50 $8 $300
Sales revenue $500,000
Variable costs
$275,000
25,000
Total variable costs $300,000
Contribution margin $200,000
Fixed costs $100,000
Profit $100,000
Contribution margin $200,000
Sales revenue $500,000
Fixed costs $100,000
PV ratio .40
= = .40 or $0.40
= = $250,000
Purchases
Sales commission
(rent, telephone, salaries, security system)
50%
of objective
OK!!!
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.13
Cash Break-Even Point
Fixed costs - Amortization
Price per unit sold – Variable cost per unit
$200,000 - $50,000 $150,000
$15.00 - $10.00 $5.00
=
In Units
In revenue
= = = 30,000 units
= = = $450,000
Fixed costs - Amortization
PV$150,000
.333
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.14
Profit Break-Even
Fixed costs + Profit objective
Price per unit sold – Variable cost per unit
$200,000 + $20,000 $220,000
$15.00 - $10.00 $5.00
=
In Units
In revenue
= = = 44,000 units
= = = $660,000
Fixed costs + Profit objective
PV
$220,000
.333
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.15
Sensitivity Analysis
Base case Break-even Break-even
in units in revenue
40,000 $600,000
Selling price
(increased by $0.50 to $15.50) 36,364 $563,642
Change in
Fixed costs
(increased by $50,000 to $250,000) 50,000 $750,000
Variable costs
(decreased by $0.75 to $9.25) 34,782 $521,730
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.16
Company A Company B
Company DCompany C
Revenue
Fixed costs
PV = .40Total costs
Revenue
Fixed costs
PV = .30Total costs
Revenue
Fixed costs
PV = .30
Total costs
Revenue
Fixed costs
PV = .40
Total costs
Break-Even Wedges
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.17
Where Break-Even Analysis Can be Used
• Company-wide• Trucking operation• Plant• Direct mail advertising• District or sales territory• Taxi business• Retail store• Movie theatre• Production centre• Advertising program• Department store• Travel agency• Product/division• Hotel business• Service centre• Restaurant business• Machine operation• Book publishing• Airline business
© 2008 by Nelson, a division of Thomson Canada Limited Transparency 9.18
3. Other Cost Concepts
Committed costs: Costs that must be incurred in order to operate a
business.
Discretionary fixed costs: Costs that can be controlled by managers.
Controllable costs: Costs that operating managers are accountable for.
Non-controllable costs: Costs that are not under the direct control of
managers.
Direct costs: Materials and labour expenses that are directly incurred when
making a product or providing a service.
Indirect costs: Costs that are necessary in the production cycle but that
cannot be clearly allocated to specific products or services.