加里森管理会计12th,第十二章答案

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管理会计12版加里森东北财经大学出版课后习题答案

Chapter 2Cost Terms, Concepts, and Classifications Solutions to Questions2-1The three major elements of product costs in a manufacturing company are direct materials, direct labor, and manufacturing over-head.2-2a.Direct materials are an integral part of a finished product and their costs can be conven-iently traced to it.b.Indirect materials are generally small items of material such as glue and nails. They may be an integral part of a finished product but their costs can be traced to the product only at great cost or inconvenience. Indirect materials are ordinarily classified as manufacturing over-head.c.Direct labor includes those labor costs that can be easily traced to particular products. Direct labor is also called “touch labor.”d.Indirect labor includes the labor costs of janitors, supervisors, materials handlers, and other factory workers that cannot be conven-iently traced to particular products. These labor costs are incurred to support production, but the workers involved do not directly work on the product.e.Manufacturing overhead includes all manufacturing costs except direct materials and direct labor.2-3 A product cost is any cost involved in purchasing or manufacturing goods. In the case of manufactured goods, these costs consist of direct materials, direct labor, and manufacturing overhead. A period cost is a cost that is taken directly to the income statement as an expense in the period in which it is incurred.2-4The income statement of a manufactur-ing company differs from the income statement of a merchandising company in the cost of goods sold section. The merchandising company sells finished goods that it has purchased from a supplier. These goods are listed as “Purchases” in the cost of goods sold section. Since the manufacturing company produces its goods rather than buying them from a supplier, it lists “Cost of Goods Manufactured” in place of “Pur-chases.” Also, the manufacturing company iden-tifies its inventory in this section as “Finished Goods Inventory,” rather than as “Merchandise Inventory.”2-5The schedule of cost of goods manufac-tured lists the manufacturing costs that have been incurred during the period. These costs are organized under the three major categories of direct materials, direct labor, and manufacturing overhead. The total costs incurred are adjusted for any change in the Work in Process inventory to determine the cost of goods manufactured (i.e. finished) during the period.The schedule of cost of goods manufac-tured ties into the income statement through the Cost of Goods Sold section. The cost of goods manufactured is added to the beginning Finished Goods inventory to determine the goods available for sale. In effect, the cost of goods manufactured takes the place of the “Purchases” account in a merchandising firm.2-6 A manufacturing company has three inventory accounts: Raw Materials, Work in Process, and Finished Goods. A merchandising company generally identifies its inventory ac-count simply as Merchandise Inventory.2-7Since product costs accompany units of product into inventory, they are sometimes called inventoriable costs. The flow is from di-rect materials, direct labor, and manufacturing overhead to Work in Process. As goods are com-pleted, their cost is removed from Work in Proc-ess and transferred to Finished Goods. As goods are sold, their cost is removed from Finished Goods and transferred to Cost of Goods Sold. Cost of Goods Sold is an expense on the income statement.2-8Yes, costs such as salaries and depre-ciation can end up as assets on the balance sheet if these are manufacturing costs. Manu-facturing costs are inventoried until the associ-ated finished goods are sold. Thus, if some units are still in inventory, such costs may be part of either Work in Process inventory or Finished Goods inventory at the end of a period.2-9Cost behavior refers to how a cost will react or respond to changes in the level of activ-ity.2-10No. A variable cost is a cost that varies, in total, in direct proportion to changes in the level of activity. A variable cost is constant per unit of product. A fixed cost is fixed in total, but will vary inversely on an average per-unit basis with changes in the level of activity.2-11When fixed costs are involved, the av-erage cost of a unit of product will depend on the number of units being manufactured. As production increases, the average cost per unit will fall as the fixed cost is spread over more units. Conversely, as production declines, the average cost per unit will rise as the fixed cost is spread over fewer units.2-12Manufacturing overhead is an indirect cost since these costs cannot be easily and con-veniently traced to particular units of products. 2-13 A differential cost is a cost that differs between alternatives in a decision. An opportu-nity cost is the potential benefit that is given up when one alternative is selected over another. A sunk cost is a cost that has already been in-curred and cannot be altered by any decision taken now or in the future.2-14No; differential costs can be either vari-able or fixed. For example, the alternatives might consist of purchasing one machine rather than another to make a product. The difference in the fixed costs of purchasing the two ma-chines would be a differential cost. 2-15Direct labor cost(34 hours × $15 per hour) .............$510 Manufacturing overhead cost(6 hours × $15 per hour) (90)Total wages earned...........................$6002-16Direct labor cost(45 hours × $14 per hour) .............$630 Manufacturing overhead cost(5 hours × $7 per hour) (35)Total wages earned...........................$6652-17Costs associated with the quality of con-formance can be broken down into prevention costs, appraisal costs, internal failure costs, and external failure costs. Prevention costs are in-curred in an effort to keep defects from occur-ring. Appraisal costs are incurred to detect de-fects before they can create further problems. Internal and external failure costs are incurred as a result of producing defective units.2-18Total quality costs are usually minimized by increasing prevention and appraisal costs in order to reduce internal and external failure costs. Total quality costs usually decrease as prevention and appraisal costs increase.2-19Shifting the focus to prevention and away from appraisal is usually the most effective way to reduce total quality costs. It is usually more effective to prevent defects than to at-tempt to fix them after they have occurred.2-20First, a quality cost report helps manag-ers see the financial consequences of defects. Second, the report may help managers identify the most important areas for improvement. Third, the report helps managers see whether quality costs are appropriately distributed among prevention, appraisal, internal failure, and external failure costs.2-21Most accounting systems do not track and accumulate the costs of quality. It is par-ticularly difficult to get a feel for the magnitude of quality costs since they are incurred in many departments throughout the organization.1. The cost of a hard-drive installed in a computer: direct materials cost.2. The cost of advertising in the Puget Sound Computer User newspaper:marketing and selling cost.3. The wages of employees who assemble computers from components:direct labor cost.4. Sales commissions paid to the company’s salespeople: marketing andselling cost.5. The wages of the assembly shop’s supervisor: manufacturing overheadcost.6. The wages of the company’s accountant: administrative cost.7. Depreciation on equipment used to test assembled computers before re-lease to customers: manufacturing overhead cost.8. Rent on the facility in the industrial park: a combination of manufactur-ing overhead, administrative, and marketing and selling cost. The rent would most likely be prorated on the basis of the amount of space oc-cupied by manufacturing, administrative, and marketing operations.Product Cost PeriodCost1. Depreciation on salespersons’ cars .......................... X2. Rent on equipment used in the factory....................X3. Lubricants used for maintenance of machines ..........X4. Salaries of finished goods warehouse personnel .......X5. Soap and paper towels used by factory workers atthe end of a shift.................................................X 6. Factory supervisors’ salaries....................................X 7. Heat, water, and power consumed in the factory......X 8. Materials used for boxing products for shipmentoverseas (units are not normally boxed)................ X 9. Advertising costs....................................................X10. Workers’ compensation insurance on factory em-ployees...............................................................X 11. Depreciation on chairs and tables in the factorylunchroom ..........................................................X 12. The wages of the receptionist in the administrativeoffices ................................................................ X 13. Lease cost of the corporate jet used by the com-pany's executives ................................................ X 14. Rent on rooms at a Florida resort for holding theannual sales conference....................................... X 15. Attractively designed box for packaging the com-pany’s product—breakfast cereal ..........................XCyberGamesIncome StatementSales....................................................... $1,450,000Cost of goods sold:Beginning merchandise inventory............$ 240,000Add: Purchases...................................... 950,000Goods available for sale.......................... 1,190,000 Deduct: Ending merchandise inventory.... 170,000 1,020,000Gross margin...........................................430,000Less operating expenses:Selling expense...................................... 210,000Administrative expense........................... 180,000 390,000Net operating income...............................$ 40,000Lompac ProductsSchedule of Cost of Goods ManufacturedDirect materials:Beginning raw materials inventory.............$ 60,000Add: Purchases of raw materials............... 690,000Raw materials available for use.................Deduct: Ending raw materials inventory..... 45,000Raw materials used in production..............$ 705,000 Direct labor................................................135,000 Manufacturing overhead............................. 370,000 Total manufacturing costs...........................Add: Beginning work in process inventory.... 120,000Deduct: Ending work in process inventory.... 130,000 Cost of goods manufactured........................ $1,200,000A few of these costs may generate debate. For example, some may arguethat the cost of advertising a Madonna rock concert is a variable cost sincethe number of people who come to the rock concert depends on theamount of advertising. However, one can argue that if the price is within reason, any Madonna rock concert in New York City will be sold out andthe function of advertising is simply to let people know the event will be happening. Moreover, while advertising may affect the number of personswho ultimately buy tickets, the causation is in one direction. If more peoplebuy tickets, the advertising costs don’t go up.Cost Behavior1. X-ray film used in the radiology lab at VirginiaMason Hospital in Seattle (X)2. The costs of advertising a Madonna rock con-cert in New York City (X)3. Rental cost of a McDonald’s restaurant build-ing in Hong Kong (X)4. The electrical costs of running a roller coasterat Magic Mountain (X)5. Property taxes on your local cinema (X)6. Commissions paid to salespersons at Nord-strom (X)7. Property insurance on a Coca-Cola bottlingplant (X)8. The costs of synthetic materials used to makeNike running shoes (X)9. The costs of shipping Panasonic televisions toretail stores (X)10. The cost of leasing an ultra-scan diagnosticmachine at the American Hospital in Paris (X)Cost Costing object Direct Cost IndirectCost1. The wages of pediatricnursesThe pediatric depart-ment X2. Prescription drugs A particular patient X3. Heating the hospital The pediatric depart-ment X4. The salary of the headof pediatricsThe pediatric depart-ment X 5. The salary of the headof pediatricsA particular pediatricpatient X 6. Hospital chaplain’s sal-aryA particular patientX7. Lab tests by outsidecontractorA particular patientX8. Lab tests by outsidecontractorA particular departmentXItem Differential Cost Opportunity Cost SunkCost1. Cost of the old X-ray machine........X 2. The salary of the head of theRadiology Department................ 3. The salary of the head of thePediatrics Department................4. Cost of the new color laserprinter.......................................X 5. Rent on the space occupied byRadiology.................................. 6. The cost of maintaining the oldmachine....................................X 7. Benefits from a new DNA ana-lyzer ......................................... X 8. Cost of electricity to run the X-ray machines.............................XNote: The costs of the salaries of the head of the Radiology Department and Pediatrics Department and the rent on the space occupied by Radiol-ogy are neither differential costs, nor opportunity costs, nor sunk costs. These are costs that do not differ between the alternatives and are there-fore irrelevant in the decision, but they are not sunk costs since they occur in the future.1. No. It appears that the overtime spent completing the job was simply amatter of how the job happened to be scheduled. Under these circum-stances, an overtime premium probably should not be charged to a cus-tomer whose job happens to fall at the end of the day’s schedule.2. Direct labor cost: 9 hours × $14 per hour............$126General overhead cost: 1 hour × $7 per hour (7)Total labor cost..................................................$1333. A charge for an overtime premium might be justified if the customer re-quested a “rush” order that caused the overtime.1.PreventionCost AppraisalCostInternalFailureCostExternalFailureCosta. Product testing (X)b. Product recalls (X)c. Rework labor and overhead..Xd. Quality circles (X)e. Downtime caused by de-fects (X)f. Cost of field servicing (X)g. Inspection of goods (X)h. Quality engineering (X)i. Warranty repairs (X)j. Statistical process control (X)k. Net cost of scrap (X)l. Depreciation of test equip-ment (X)m. Returns and allowancesarising from poor quality (X)n. Disposal of defective prod-ucts (X)o. Technical support to suppli-ers (X)p. Systems development (X)q. Warranty replacements (X)r. Field testing at customersite (X)s. Product design (X)2. Prevention costs and appraisal costs are incurred in an effort to keeppoor quality of conformance from occurring. Internal and external failurecosts are incurred because poor quality of conformance has occurred.© The McGraw-Hill Companies, Inc., 2006. All rights reserved.1.Mason CompanySchedule of Cost of Goods Manufactured Direct materials:Raw materials inventory, beginning..................$ 7,000Add: Purchases of raw materials...................... 118,000Raw materials available for use........................125,000Deduct: Raw materials inventory, ending.......... 15,000Raw materials used in production.....................$110,000 Direct labor....................................................... 70,000 Manufacturing overhead:Indirect labor.................................................30,000Maintenance, factory equipment......................6,000Insurance, factory equipment (800)Rent, factory facilities......................................20,000Supplies.........................................................4,200Depreciation, factory equipment...................... 19,000Total overhead costs......................................... 80,000 Total manufacturing costs..................................260,000 Add: Work in process, beginning........................ 10,000270,000 Deduct: Work in process, ending........................ 5,000 Cost of goods manufactured.............................. $265,000 2. The cost of goods sold section of Mason Company’s income statement:Finished goods inventory, beginning............$ 20,000Add: Cost of goods manufactured................ 265,000Goods available for sale..............................285,000Deduct: Finished goods inventory, ending.... 35,000Cost of goods sold......................................$250,000© The McGraw-Hill Companies, Inc., 2006. All rights reserved.Selling andCost Behavior Administrative ProductCost Item Variable Fixed Cost Cost1. Hamburger buns at aWendy’s outlet...........X X2. Advertising by a dentaloffice........................ X X3. Apples processed andcanned by Del Monte.X X4. Shipping canned ap-ples from a DelMonte plant to cus-tomers......................X X5. Insurance on a Bausch& Lomb factory pro-ducing contactlenses....................... X X 6. Insurance on IBM’scorporate headquar-ters........................... X X7. Salary of a supervisoroverseeing produc-tion of printers atHewlett-Packard........ X X 8. Commissions paid toEncyclopedia Britan-nica salespersons.......X X9. Depreciation of factorylunchroom facilitiesat a General Electricplant......................... X X 10. Steering wheels in-stalled in BMWs.........X X© The McGraw-Hill Companies, Inc., 2006. All rights reserved.1. a. Batteries purchased......................................................... 8,000Batteries drawn from inventory.........................................7,600 Batteries remaining in inventory (400)Cost per battery.............................................................. × $10 Cost in Raw Materials Inventory at April 30........................$4,000b. Batteries used in production (7,600 – 100)........................7,500Motorcycles completed and transferred to Finished Goods(90% × 7,500 = 6,750).................................................6,750 Motorcycles still in Work in Process at April 30. (750)Cost per battery.............................................................. × $10 Cost in Work in Process Inventory at April 30.....................$7,500c. Motorcycles completed and transferred to Finished Goods(see above)..................................................................6,750 Motorcycles sold during the month (70% × 6,750 =4,725).......................................................................... 4,725 Motorcycles still in Finished Goods at April 30....................2,025 Cost per battery.............................................................. × $10 Cost in Finished Goods Inventory at April 30......................$20,250d. Motorcycles sold during the month (above).......................4,725Cost per battery.............................................................. × $10 Cost in Cost of Goods Sold at April 30............................... $47,250e. Batteries used in salespersons’ motorcycles (100)Cost per battery.............................................................. × $10 Cost in Selling Expense at April 30.................................... $ 1,000 2. Raw Materials Inventory—balance sheetWork in Process Inventory—balance sheetFinished Goods Inventory—balance sheetCost of Goods Sold—income statementSelling Expense—income statement© The McGraw-Hill Companies, Inc., 2006. All rights reserved.1. Direct labor cost: 31 hours × $14 per hour...................$434Manufacturing overhead cost: 9 hours × $14 per hour (126)Total cost................................................................... $5602. Direct labor cost: 48 hours × $14 per hour...................$672Manufacturing overhead cost: 8 hours × $7 per hour (56)Total cost................................................................... $7283. A company could treat the cost of fringe benefits relating to direct laborworkers as part of manufacturing overhead. This approach spreads the cost of such fringe benefits over all units of output. Alternatively, the company could treat the cost of fringe benefits relating to direct labor workers as additional direct labor cost. This latter approach charges the costs of fringe benefits to specific jobs rather than to all units of output.© The McGraw-Hill Companies, Inc., 2006. All rights reserved.1. T otal wages for the week:Regular time: 40 hours × $20 per hour....................$800 Overtime: 6 hours × $30 per hour (180)Total wages..............................................................$980 Allocation of total wages:Direct labor: 46 hours × $20 per hour......................$920 Manufacturing overhead: 6 hours × $10 per hour.. (60)Total wages..............................................................$9802. T otal wages for the week:Regular time: 40 hours × $20 per hour....................$ 800 Overtime: 8 hours × $30 per hour (240)Total wages..............................................................$1,040 Allocation of total wages:Direct labor: 45 hours × $20 per hour......................$ 900 Manufacturing overhead:Idle time: 3 hours × $20 per hour.........................$60Overtime premium: 8 hours × $10 per hour........... 80 140 Total wages..............................................................$1,0403. T otal wages and fringe benefits for the week:Regular time: 40 hours × $20 per hour....................$ 800 Overtime: 10 hours × $30 per hour. (300)Fringe benefits: 50 hours × $6 per hour (300)Total wages and fringe benefits............................$1,400 Allocation of wages and fringe benefits:Direct labor: 48 hours × $20 per hour......................$ 960overhead:ManufacturingIdle time: 2 hours × $20 per hour.........................$ 40Overtime premium: 10 hours × $10 per hour (100)Fringe benefits: 50 hours × $6 per hour................ 300 440 Total wages and fringe benefits.................................$1,400© The McGraw-Hill Companies, Inc., 2006. All rights reserved.© The McGraw-Hill Companies, Inc., 2006. All rights reserved.Solutions Manual, Chapter 2354. A llocation of wages and fringe benefits: Direct labor: Wage cost: 48 hours × $20 per hour..................... $960 Fringe benefits: 48 hours × $6 per hour................ 288 $1,248 Manufacturing overhead: Idle time: 2 hours × $20 per hour......................... 40 Overtime premium: 10 hours × $10 per hour......... 100 Fringe benefits: 2 hours × $6 per hour.................. 12 152 Total wages and fringe benefits............................... $1,400© The McGraw-Hill Companies, Inc., 2006. All rights reserved. 36Managerial Accounting, 11th Edition1. Florex Company Quality Cost ReportThis Year Last YearAmountPercent ofSales Amount Percent of Sales Prevention costs: Quality engineering...........$ 5700.76 $ 4200.56 Systems development.......750 1.00 4800.64 Statistical process control.. 180 0.24 0 0.00 Total prevention costs......... 1,500 2.00 900 1.20Appraisal costsInspection........................900 1.20 750 1.00 Product testing.................1,200 1.60 810 1.08 Supplies used in testing ....600.08 300.04 Depreciation of testingequipment.....................240 0.32 210 0.28 Total appraisal costs............ 2,400 3.201,8002.40Internal failure costs:Net cost of scrap..............1,125 1.50 6300.84 Rework labor....................1,500 2.00 1,050 1.40 Disposal of defectiveproducts........................ 975 1.30 720 0.96 Total internal failure costs....3,600 4.802,4003.20External failure costs:Cost of field servicing........900 1.20 1,200 1.60 Warranty repairs ..............1,050 1.40 3,600 4.80 Product recalls.................. 750 1.00 2,100 2.80Total external failure costs...2,700 3.60 6,9009.20Total quality cost ................$10,20013.60 $12,00016.002.© The McGraw-Hill Companies, Inc., 2006. All rights reserved. Solutions Manual, Chapter 2 37© The McGraw-Hill Companies, Inc., 2006. All rights reserved. 38Managerial Accounting, 11th Edition3. The overall impact of the company’s increased emphasis on quality over the past year has been positive in that total quality costs have de-creased from 16% of sales to 13.6% of sales. Despite this improvement, the company still has a poor distribution of quality costs. The bulk of the quality costs in both years is traceable to internal and external failure, rather than to prevention and appraisal. Although the distribution of these costs is poor, the trend this year is toward more prevention and appraisal as the company has given more emphasis on quality.Probably due to the increased spending on prevention and appraisal ac-tivities during the past year, internal failure costs have increased by one half, going from $2.4 million to $3.6 million. The reason internal failure costs have gone up is that, through increased appraisal activity, defects are being caught and corrected before products are shipped to custom-ers. Thus, the company is incurring more cost for scrap, rework, and so forth, but it is saving huge amounts in field servicing, warranty repairs, and product recalls. External failure costs have fallen sharply, decreasing from $6.9 million last year to just $2.7 million this year.If the company continues its emphasis on prevention and appraisal—and particularly on prevention—its total quality costs should continue to de-crease in future years. Although internal failure costs are increasing for the moment, these costs should decrease in time as better quality is de-signed into products. Appraisal costs should also decrease as the need for inspection, testing, and so forth decreases as a result of better engi-neering and tighter process control.© The McGraw-Hill Companies, Inc., 2006. All rights reserved. 40Managerial Accounting, 11th Edition1. The controller is correct in his viewpoint that the salary cost should be classified as a selling (marketing) cost. The duties described in the prob-lem have nothing to do with manufacturing a product, but rather deal with moving finished units from the factory to distribution warehouses. Selling costs include all costs necessary to secure customer orders and to get the finished product into the hands of customers. Coordination of shipments of finished units from the factory to distribution warehouses falls in this category.2. No, the president is not correct. The reported net operating income for the year will differ depending on how the salary cost is classified. If the salary cost is classified as a selling expense all of it will appear on the income statement as a period cost. However, if the salary cost is classi-fied as a manufacturing (product) cost, then it will be added to Work In Process Inventory along with other manufacturing costs for the period. To the extent that goods are still in process at the end of the period, part of the salary cost will remain with these goods in the Work in Proc-ess Inventory account. Only that portion of the salary cost that has been assigned to finished units will leave the Work In Process Inventory ac-count and be transferred into the Finished Goods Inventory account. In like manner, to the extent that goods are unsold at the end of the pe-riod, part of the salary cost will remain with these goods in the Finished Goods Inventory account. Only the portion of the salary that has been assigned to finished units that are sold during the period will appear on the income statement as an expense (part of Cost of Goods Sold) for the period. The remainder of the salary costs will be on the balance sheet as part of inventories.。

加里森管理会计讲义笔记英文版最新精品GNB_16e_CH12_LectureNotes

Chapter 12Lecture NotesChapter theme: Making decisions is one of the basic functions of a manager. To be successful in decision making, managers must be able to perform differential analysis, which focuses on identifying the costs andbenefits that differ between alternatives. The purpose of this chapter is to develop these skills by illustrating their use in a wide range of decision-making situations.Learning Objective 1: Identify relevant and irrelevant costs and benefits in a decision.I. Decision making: six key conceptsA. Key concept #1i. Every decision involves choosing from among atleast two alternatives. Therefore, the first step indecision-making is to define the alternatives beingconsidered .B. Key concept #2i. Once you have defined the alternatives, you needto identify the criteria for choosing among them.1. Relevant costs and relevant benefits shouldbe considered when making decisions.2. Irrelevant costs and irrelevant benefitsshould be ignored when making decisions.i.The key to effective decision making is differential analysis—focusing on the future costs and benefits that differ between the alternatives. Everything else is irrelevant and should be ignored.1.A future cost that differs between any twoalternatives is known as a differential cost.Differential costs are always relevant costs. 2.Future revenue that differs between any twoalternatives is known as differential revenue.3.An incremental cost is an increase in costbetween two alternatives.4.An avoidable cost is a cost that can beeliminated by choosing one alternative overanother.D.Key concept #4i.Sunk costs are always irrelevant when choosingamong alternatives.1.A sunk cost is a cost that has already beenincurred and cannot be changed regardless ofwhat a manager decides to do.E.Key concept #5i.Future costs and benefits that do not differbetween alternatives are irrelevant to thedecision-making process.i. Opportunity costs also need to be considered when making decisions.1. An opportunity cost is the potential benefitthat is given up when one alternative is selectedover another.II. Identifying relevant costs and benefitsA. An examplei. Assume the following information with respect to Cynthia, a Boston student who is consideringvisiting her friend in New York. Cynthia is tryingto decide whether it would be less expensive todrive or take the train to New York.1. She has assembled the following informationwith respect to her automobile.2. She has also gathered the additionalinformation as shown to aid in her decision.3. Which costs are relevant to her decision?a. The cost of the car is irrelevant to thedecision because it is a sunk cost.b. The annual cost of auto insurance isirrelevant because it does not differbetween alternatives.c. The cost of the gasoline is relevant becauseit is avoidable if she takes the train.d. The cost of maintenance and repairs is relevant because in the long-run these costs depend upon miles driven.e. The parking fee at school is irrelevant because it is not a differential cost.f. The decline in resale value is relevant due to the additional miles driven.g. The round trip train fare is relevant because it is avoidable if she drives her car.h. Relaxing on the train is relevant , but difficult to quantify.i. The kennel cost is irrelevant because it is not a differential cost.j. The cost of parking in New York is relevant because it is avoidable if she takes the train.k. The benefits of having a car in New York and the problem of finding a parking space are both relevant , but difficult to quantify. 4. From a financial standpoint, Cynthia would be better off taking the train .III.Decision analysis: the total cost and differential costapproachesA. An examplei. Assume the following information for a company considering a new labor-saving machine that rents for $3,000 per year . Notice:1. The total approach requires constructing twocontribution format income statements – onefor each alternative.2. The difference between the two income statements of $12,000 equals the differential benefits shown at the bottom of the right-hand column.3. The most efficient means of analyzing thisdecision is to use the differential approach toisolate the relevant costs and benefits as shown.ii.Using the differential approach is desirable for two reasons :1. Only rarely will enough information be available to prepare detailed income statementsfor both alternatives.2. Mingling irrelevant costs with relevant costsmay cause confusion and distract attentionaway from the information that is really critical.segmentsLearning Objective 2: Prepare an analysis showing whether a product line or other business segment should be added or dropped.A. One of the most important decisions managers make is whether to add or drop a business segment .i. Ultimately, a decision to drop an old segment oradd a new one is going to hinge primarily on itsfinancial impact. To assess this impact it isnecessary to carefully analyze the costs.B. Lovell Company – an examplei. Assume that Lovell Company’s digital watch line has not reported a profit for several years;accordingly, Lovell is considering whether to keep or drop this product line.1.To determine how dropping this line will affect the profits of the company, Lovell willcompare the contribution margin that would be lost to the costs that would be avoided if the line was to be dropped.ii. Assume a segmented income statement for the digital watches line is as shown. Also, assume the following:1. An investigation has revealed that the fixed general factory overhead and fixed generaladministrative expenses will not be affected by dropping the digital watch line.2. The equipment used to manufacture digitalwatches has no resale value or alternative use . iii. A contribution margin approach reveals that the contribution margin lost ($300,000) exceeds the fixed costs avoided ($260,000) by $40,000.Therefore, Lovell should retain the digital watch segment.iv. C omparative income statements can also be prepared to help make the decision.1. These income statements show that if thedigital watch line is dropped, the company loses $300,000 in contribution margin. 2. The general factory overhead ($60,000) would be the same under both alternatives, so it is irrelevant . 3.The salary of the product line manager ($90,000) would disappear, so it isrelevant tothe decision.4. The depreciation ($50,000) is a sunk cost. Also, remember that the equipment has no resalevalue or alternative use, so the equipment and the depreciation expense associated with it are irrelevant to the decision.5. The complete comparative income statements reveal that Lovell would earn $40,000 ofadditional profit by retaining the digital watch line.v. Lovell’s allocated fixed costs can distort the keep/drop decision.1. Lovell’s managers may ask “why keep the digital watch segment when its segmentedincome statement shows a $100,000 loss ?”2. The answer lies in the way common fixed costs are allocated to products.a. Including unavoidable common fixed costs in the segmented income statement makes the digital watch product line appear to beunprofitable, when in fact dropping theproduct line would decrease the company’soverall net operating income.V. Make or buy decisionsLearning Objective 3: Prepare a make or buy analysis.A. Key terms and strategic aspects i. When a company is involved in more than one activity in the entire value chain, it is vertically integrated . 1. A decision to carry out one of the activities inthe value chain internally , rather than to buy externally from a supplier, is called a make or buy decision .Helpful Hint: Some critics charge that managers have habitually based make or buy decisions on per unit data without determining which costs are relevant and which are not. Since the per unit costs typically includeallocated common fixed costs, they overstate the costs of producing internally. This creates a bias in favor of outsourcing production.ii.Vertical integration provides certain advantages:1.An integrated company may be able to ensure a smoother flow of parts and materials for production than a nonintegrated company.2.Some companies feel that they can controlquality better by producing their own partsand materials.3.Integrated companies realize profits from theparts and materials that they choose to makeinstead of buy.iii.T he primary disadvantage of vertical integration is that a company may fail to take advantage ofsuppliers who can create an economies of scaleadvantage by pooling demand from numerouscompanies.1.While the economies of scale factor can beappealing, a company must be careful to retaincontrol over activities that are essential tomaintaining its competitive position.B.Essex Company – an examplei.Assume that Essex Company currentlymanufactures part 4A with a unit product cost asshown.1.Also, assume the following information asshown with respect to part 4A. Given theseadditional assumptions, should Essex stopmaking part 4A and buy it from an outsidesupplier?ii. The avoidable costs associated with making part 4A include direct materials ($180,000), direct labor ($100,000), variable overhead ($20,000), and the supervisor’s salary ($40,000). Notice: 1. The depreciation of special equipment is irrelevant. The cost incurred to buy the equipment is a sunk cost; the depreciation simply spreads this sunk cost over the equipment’s useful life. Furthermore, the equipment has no resale value. Thus, the special equipment and its associated depreciation expense are irrelevant to the decision. 2. The allocated general factory overhead represents allocated costs common to all items produced in the factory and would continueunchanged even if Part 4A was purchased from an outside supplier. Thus, the general factory overhead is also irrelevant to the decision.iii. T he financial advantage of making the part is $160,000 less than the cost of buying the part, thereby suggesting that Essex should continue to make the part .C.Opportunity costi.Opportunity costs are not recorded in the organization’s general ledger because they do not represent actual dollar outlays.Rather, theyrepresent economic benefits that are forgone as aresult of pursuing some course of action.ii.In the Essex Company example that we justcompleted, if the space now being used to producePart 4A would otherwise be idle, then thecompany should continue to make its own partsand the supplier’s offer should be rejected. Idlespace that has no alternative use has anopportunity cost of zero.1.If the space to make Part 4A had an alternativeuse, the opportunity cost would have beenequal to the segment margin that could havebeen derived from the best alternative use ofthe space.VI.Special order decisionsLearning objective 4: Prepare an analysis showingwhether a special order should be accepted.A.Key terms and conceptsi. A special order is a one-time order that is notconsidered part of the company’s normal ongoingbusiness.ii. When analyzing a special order, only the incremental costs and benefits are relevant. Since the existing fixed manufacturing overhead costs would not be affected by the order, they are not relevant.Helpful Hint: Emphasize the incremental concept in the decision-making process. If a company accepts aspecial order to produce an item without carefullydetermining existing capacity, it might have to cut into regular production. The effects of lost sales fromongoing products might be devastating.B. Jet Inc. – an examplei. Assume the following information with respect to a special order opportunity for Jet Inc. Should Jet accept the offer ? ii. A contribution format income statement for Jet Inc.’s normal sales of 5,000 units is as shown.iii. I f Jet accepts the special order, the incrementalrevenue of $30,000 will exceed the incrementalcosts of $24,000 by $6,000. This suggests that Jetshould accept the order. Notice:1. This answer assumes that the fixed costs areunavoidable and that variable marketing costsmust be incurred on the special order.Quick Check – special order decision makingVII.Volume trade-off decisionsLearning Objective 5: Determine the most profitableuse of a constrained resource.A.Key terms and conceptspanies are forced to make volume trade-offdecisions when they do not have enough capacityto produce all of the products and sales volumesdemanded by their customers.1.In these situations, companies must trade off,or sacrifice production of some products infavor of others in an effort to maximizeprofits.ii.When a limited resource of some type restricts the company’s ability to satisfy demand, the companyis said to have a constraint. The machine orprocess that is limiting overall output is called thebottleneck—it is the constraint.Helpful Hint: A production process can be thought ofas a chain; each link in the chain represents a step inthe process. A chain is only as strong as its weakest link.Likewise, the capacity of a production process isdetermined by its weakest link, which is the constraint.To increase the strength of a chain, its weakest linkmust be strengthened. To increase the output of theentire process, the output of the constraint must beincreased. Strengthening the stronger links has noeffect on the strength of the entire chain. The moral isto identify the constraint and concentrate managementattention on effectively increasing its capacity.54iii.F ixed costs are usually unaffected in these situations, so the product mix that maximizes the company’s total contribution margin shouldordinarily be selected.iv.A company should not necessarily promote those products that have the highest unit contributionmargins. Rather, total contribution margin will bemaximized by promoting those products oraccepting those orders that providethe highest contribution margin in relation to theconstraining resource.B.Ensign Company – an examplei.Assume that Ensign Company produces twoproducts and selected data are as shown. Inaddition assume that:1.Machine A1 is the constraint.2.There is excess capacity on all other machines.3.Machine A1 has a capacity of 2,400 minutesper week.4.Ensign is trying to decide if it should focus itsefforts on product 1 or 2.Quick Check – constrained resource calculationsii.As suggested by the answer to the Quick Check question, Ensign should emphasize product 2 because it generates a contribution margin of $30 per minute of the constrained resource relative to $24per minute for product 1.iii.E nsign can maximize its contribution margin by first producing product 2 to meet customer demand and then usingany remaining capacity to produce product 1. The calculations would beperformed as follows:1.Satisfying the weekly demand of 2,200 unitsfor product 2 would consume 1,100 minutes ofavailable capacity on machine A1.2.This implies that 1,300 constraint minuteswould still be available to satisfy demand forproduct 1.3.Since each unit of product 1 requires oneminute of A1 machine time, Ensign couldproduce 1,300 units of product 1 with itsremaining capacity.4.This mix of production (e.g., 2,200 units ofproduct 2 and 1,300 units of product 1) wouldyield a total contribution margin of $64,200. Learning Objective 6: Determine the value of obtaining more of the constrained resource.i.How much should Ensign be willing to pay for anadditional minute of A1 machine time?1. Because the additional machine time would beused to make more units of Product 1, Ensignshould be willing to pay up to $24 per minute.This amount equals the contribution margin perminute of machine time that would be earnedproducing more units of Product 1.Quick Check – constrained resource calculationsC.Managing constraintsi.It is often possible for a manager to increase thecapacity of a bottleneck, which is called relaxing(or elevating) the constraint, in numerous wayssuch as:1.Working overtime on the bottleneck.2.Subcontracting some of the processing thatwould be done at the bottleneck.3.Investing in additional machines at thebottleneck.4.Shifting workers from non-bottleneckprocesses to the bottleneck.5.Focusing business process improvementefforts on the bottleneck.6.Reducing defective units processed throughthe bottleneck.VIII. Joint product costs and sell or process further decisionsLearning Objective 7: Prepare an analysis showing whether joint products should be sold at the split-off point or processed further. A. Key terms/conceptsi. In some industries, a number of end products areproduced from a single raw material input. Whentwo or more products are produced from acommon input these products are known as jointproducts . The split-off point is the point in themanufacturing process at which the joint productscan be recognized as separate products.1. For example, in the petroleum refiningindustry a large number of products areextracted from crude oil, including gasoline, jetfuel, home heating oil, lubricants, asphalt, andvarious organic chemicals.ii. The term joint cost is used to describe costsincurred up to the split-off point. Joint costs arecommon costs incurred to simultaneously producea variety of end products.1. Joint costs are traditionally allocated among different products at the split-off point. A typical approach is to allocate joint costs according to the relative sales value of the end products.2. Although allocation is needed for some purposes such as balance sheet inventory valuation, allocations of this kind are very dangerous for decision making.B. Sell or process further decisionsi. Joint costs are irrelevant in decisions regarding what to do with a product from the split-off point forward. Therefore, these costs should not be allocated to end products for decision-making purposes.ii.With respect to sell or process further decisions, itis profitable to continue processing a joint product after the split-off point so long as theincremental revenue from such processing exceeds the incremental processing costs incurred after the split-off point .C. Sell or process further decisions – an example i. Assume the facts as shown with respect to Sawmill, Inc.1. Sawmill has two joint products – lumber and sawdust . Selected financial information is shown for each joint product.2. The incremental revenue from further processing of the lumber and sawdust is $130 and $10, respectively.3. The financial advantage (disadvantage) of further processing is $80 for the lumber and ($10) for the sawdust.4. The lumber should be processed further and the sawdust should be sold at the split-off point .D. Activity-based costingand relevant costs i. Activity-based costing can be used to help identify potentially relevant costs for decision-making purposes. However, managers should exercise caution against reading more into this “traceability” than really exists. People often assume that if a cost is traceable to a segment, then the cost is automatically avoidable, which is untrue . Before making a decision, managers must decide which of the potentially relevant costs are actually avoidable.。

《经济学基础应用》第十二章课后答案[3页]

第十二章课后答案：一、概念题1．名义汇率答：名义汇率指在社会经济生活中被直接公布和使用的表示两国货币之间比价关系的汇率，是一种货币相对另一种货币的价格。

影响名义汇率变动的因素很多，其中主要包括两国的相对物价水平、相对利率水平和贸易平衡情况。

在一定的假设条件下，这些因素均可以单独决定两国之间的名义汇率，并由此产生了购买力平价说、利率平价说和国际收支说等汇率决定理论。

公众预期对汇率水平能产生影响。

名义汇率是两种货币之间的相对价格，反映的是两种货币之间供给和需求的状况。

公众预期是公众对这两种货币之间相对价值的判断，反映出公众对某种货币需求与供给的变化，因此可以影响名义汇率的变动。

例如公众认为甲货币对乙货币应该升值，就会有更多的人卖出乙货币、买进甲货币，乙货币的需求小于供给、甲货币的需求大于供给，这反映在自由浮动外汇市场上就是甲货币对乙货币的名义汇率的上升。

2．开放经济答：开放经济是与“封闭经济”相对而言的，指自由地与世界其他经济进行交易的经济。

“开放经济”包括个人、厂商、政府和国外经济部门等四个部分，所以又称之为“四部门经济”。

开放经济既考虑了消费、投资和政府预算对一个经济体产生的影响，也考虑到了国际贸易、国际投资等对一个经济体的影响。

特别应该注意的是，开放经济并非是人们想象中的那种只要具有对外经济联系就算得上开放的经济。

严格来说，在开放经济中，任何个人可以和本地区之外的任何一个人发生自由的业务关系，也就是说，在这种经济中，货物进出口和生产要素跨国流动不存在限制。

一个经济体的开放程度可以用进口与国民生产总值（GNP ）或国内生产总值（GDP ）的比率来表示。

3．出口答：出口是进口的对称，指本国生产的商品不在国内消费而是输出国外的活动，或者是劳务输出国外的交易活动。

将一定时期内所有出口商品的贸易额相加就得到出口总额，它反映一个国家的出口贸易的水平。

4．进口答：进口是出口的对称，指一国本身不生产某种商品或劳务而从国外购买以满足国内消费者需求的交易活动。

《管理会计》英文版课后习题答案

第二章产品成本计算Exercises2–1（指教材上的第2章练习第1题，下同）1. Part #72A Part #172CSteel* $ 12.00 $ 18.00Setup cost** 6.00 6.00Total $ 18.00 $ 24.00*($1.00 ? 12; $1.00 ? 18)**($60,000/10,000)Steel cost is assigned by calculating a cost per ounce and then multiplying this by the ounces used by each part:Cost per ounce= $3,000,000/3,000,000 ounces= $1.00 per ounceSetup cost is assigned by calculating the cost per setup and then dividing this by the number of units in each batch (there are 20 setups per year):Cost per setup = $1,200,000/20= $60,0002. The cost of steel is assigned through the driver tracing using the number of ounces of steel, and the cost of the setups is assigned through driver tracing also using number of setups as the driver.3. The assumption underlying number of setups as the driver is that each part uses an equal amount of setup time. Since Part #72A uses double the setup time of Part #172C, it makes sense to assign setup costs based on setup time instead of number of setups. This illustrates the importance of identifying drivers that reflect the true underlying consumption pattern. Using setup hours [(40 ?10) + (20 ? 10)], we get the following rate per hour:Cost per setup hour = $1,200,000/600= $2,000 per hourThe cost per unit is obtained by dividing each part’s total setup costs by the number of units:Part #72A = ($2,000 ? 400)/100,000 = $8.00Part #172C = ($2,000 ? 200)/100,000 = $4.00Thus, Part #72A has its unit cost increased by $2.00, while Part #172C has its unit cost decreased by $2.00.problems2–51. Nursing hours required per year: 4 ? 24 hours ? 364 days* = 34,944*Note: 364 days = 7 days ? 52 weeksNumber of nurses = 34,944 hrs./2,000 hrs. per nurse = 17.472Annual nursing cost = (17 ? $45,000) + $22,500= $787,500Cost per patient day = $787,500/10,000 days= $78.75 per day (for either type of patient)2. Nursing hours act as the driver. If intensive care uses half of the hours and normal care the other half, then 50 percent of the cost is assigned to each patient category. Thus, the cost per patient day by patient category is as follows:Intensive care = $393,750*/2,000 days= $196.88 per dayNormal care = $393,750/8,000 days= $49.22 per day*$525,000/2 = $262,500The cost assignment reflects the actual usage of the nursing resource and, thus, should be more accurate. Patient days would be accurate only if intensive care patients used the same nursing hours per day as normal care patients.3. The salary of the nurse assigned only to intensive care is a directly traceable cost. To assign the other nursing costs, the hours of additional usage would need to be measured. Thus, both direct tracing and driver tracing would be used to assign nursing costs for this new setting.2–61. Bella Obra CompanyStatement of Cost of Services SoldFor the Year Ended June 30, 2006Direct materials:Beginning inventory $ 300,000Add: Purchases 600,000Materials available $ 900,000Less: Ending inventory 450,000*Direct materials used $ 450,000Direct labor 12,000,000Overhead 1,500,000Total service costs added $ 13,950,000Add: Beginning work in process 900,000Total production costs $ 14,850,000Less: Ending work in process 1,500,000Cost of services sold $ 13,350,000*Materials available less materials used2. The dominant cost is direct labor (presumably the salaries of the 100 professionals). Although labor is the major cost of providing many services, it is not always the case. For example, the dominant cost for some medical services may be overhead (e.g., CAT scans). In some services, the dominant cost may be materials (e.g., funeral services).3. Bella Obra CompanyIncome StatementFor the Year Ended June 30, 2006Sales $ 21,000,000Cost of services sold 13,350,000Gross margin $ 7,650,000Less operating expenses:Selling expenses $ 900,000Administrative expenses 750,000 1,650,000Income before income taxes $ 6,000,0004. Services have four attributes that are not possessed by tangible products: (1) intangibility, (2) perishability, (3) inseparability, and (4) heterogeneity. Intangibility means that the buyers of services cannot see, feel, hear, or taste a service before it is bought. Perishability means that services cannot be stored. This property affects the computation in Requirement 1. Inability to store services means that there will never be any finished goods inventories, thus making the cost of services produced equivalent to cost of services sold. Inseparability simply means that providers and buyers of services must be in direct contact for an exchange to take place. Heterogeneity refers to the greater chance for variation in the performance of services than in the production of tangible products.2–71. Direct materials:Magazine (5,000 ? $0.40) $ 2,000Brochure (10,000 ? $0.08) 800 $ 2,800Direct labor:Magazine [(5,000/20) ? $10] $ 2,500Brochure [(10,000/100) ? $10] 1,000 3,500Manufacturing overhead:Rent $ 1,400Depreciation [($40,000/20,000) ? 350*] 700Setups 600Insurance 140Power 350 3,190Cost of goods manufactured $ 9,490*Production is 20 units per printing hour for magazines and 100 units per printing hour for brochures, yielding monthly machine hours of 350 [(5,000/20) + (10,000/100)]. This is also monthly labor hours, as machine labor only operates the presses.2. Direct materials $ 2,800Direct labor 3,500Total prime costs $ 6,300Magazine:Direct materials $ 2,000Direct labor 2,500Total prime costs $ 4,500Brochure:Direct materials $ 800Direct labor 1,000Total prime costs $ 1,800Direct tracing was used to assign prime costs to the two products.3. Total monthly conversion cost:Direct labor $ 3,500Overhead 3,190Total $ 6,690Magazine:Direct labor $ 2,500Overhead:Power ($1 ? 250) $ 250Depreciation ($2 ? 250) 500Setups (2/3 ? $600) 400Rent and insurance ($4.40 ? 250 DLH)* 1,100 2,250Total $ 4,750Brochure:Direct labor $ 1,000Overhead:Power ($1 ? 100) $ 100Depreciation ($2 ? 100) 200Setups (1/3 ? $600) 200Rent and insurance ($4.40 ? 100 DLH)* 440 940Total $ 1,940*Rent and insurance cannot be traced to each product so the costs are assigned using direct labor hours: $1,540/350 DLH = $4.40 per direct labor hour. The other overhead costs are traced according to their usage. Depreciation and power are assigned by using machine hours (250 for magazines and 100 for brochures): $350/350 = $1.00 per machine hour for power and $40,000/20,000 = $2.00 per machine hour for depreciation. Setups are assigned according to the time required. Since magazines use twice as much time, they receive twice the cost: Letting X = the pro?portion of setup time used for brochures, 2X + X = 1 implies a cost assignment ratio of 2/3 for magazines and 1/3 for brochures.Exercises3–11. Resource Total Cost Unit CostPlastic1 $ 10,800 $0.027Direct labor andvariable overhead2 8,000 0.020Mold sets3 20,000 0.050Other facility costs4 10,000 0.025Total $ 48,800 $0.12210.90 ? $0.03 ? 400,000 = $10,800; $10,800/400,000 = $0.0272$0.02 ? 400,000 = $8,000; $8,000/400,000 = $0.023$5,000 ? 4 quarters = $20,000; $20,000/400,000 = $0.054$10,000; $10,000/400,000 = $0.0252. Plastic, direct labor, and variable overhead are flexible resources; molds and other facility costs are committed resources. The cost of plastic, direct labor, and variable overhead are strictly variable. The cost of the molds is fixed for the particular action figure being produced; it is a step cost for the production of action figures in general. Other facility costs are strictly fixed.3–3High (1,400, $7,950); Low (700, $5,150)V = ($7,950 – $5,150)/(1,400 – 700)= $2,800/700 = $4 per oil changeF = $5,150 – $4(700)= $5,150 – $2,800 = $2,350Cost = $2,350 + $4 (oil changes)Predicted cost for January = $2,350 + $4(1,000) = $6,350problems3–61. High (1,700, $21,000); Low (700, $15,000)V = (Y2 – Y1)/(X2 – X1)= ($21,000 – $15,000)/(1,700 – 700) = $6 per receiving orderF = Y2 – VX2= $21,000 – ($6)(1,700) = $10,800Y = $10,800 + $6X2. Output of spreadsheet regression routine with number of receiving orders as the independent variable:Constant 4512.98701298698Std. Err. of Y Est. 3456.24317476605R Squared 0.633710482694768No. of Observations 10Degrees of Freedom 8X Coefficient(s) 13.3766233766234Std. Err. of Coef. 3.59557461331427V = $13.38 per receiving order (rounded)F = $4,513 (rounded)Y = $4,513 + $13.38XR2 = 0.634, or 63.4%Receiving orders explain about 63.4 percent of the variability in receiving cost, providing evidence that Tracy’s choice o f a cost driver is reasonable. However, other drivers may need to be considered because 63.4 percent may not be strong enough to justify the use of only receiving orders.3. Regression with pounds of material as the independent variable:Constant 5632.28109733183Std. Err. of Y Est. 2390.10628259277R Squared 0.824833789433823No. of Observations 10Degrees of Freedom 8X Coefficient(s) 0.0449642991356633Std. Err. of Coef. 0.0073259640055344V = $0.045 per pound of material delivered (rounded)F = $5,632 (rounded)Y = $5,632 + $0.045XR2 = 0.825, or 82.5%Pounds of material delivered explains about 82.5 percent of the variability in receiving cost. This is a better result than that of the receiving orders and should convince Tracy to try multiple regression.4. Regression routine with pounds of material and number of receiving orders as the independent variables:Constant 752.104072925631Std. Err. of Y Est. 1350.46286973443R Squared 0.951068418023306No. of Observations 10Degrees of Freedom 7X Coefficient(s) 0.0333883151096915 7.14702865269395Std. Err. of Coef. 0.00495524841198368 1.68182916088492V1 = $0.033 per pound of material delivered (rounded)V2 = $7.147 per receiving order (rounded)F = $752 (rounded)Y = $752 + $0.033a + $7.147bR2 = 0.95, or 95%Multiple regression with both variables explains 95 percent of the variability in receiving cost. This is the best result.5–21. Job #57 Job #58 Job #59Balance, 7/1 $ 22,450 $ 0 $ 0Direct materials 12,900 9,900 35,350Direct labor 20,000 6,500 13,000Applied overhead:Power 750 600 3,600Material handling 1,500 300 6,000Purchasing 250 1,000 250Total cost $ 57,850 $ 18,300 $ 58,2002. Ending balance in Work in Process = Job #58 = $18,3003. Ending balance in Finished Goods = Job #59 = $58,2004. Cost of Goods Sold = Job #57 = $57,850problems5–31. Overhead rate = $180/$900 = 0.20 or 20% of direct labor dollars.(This rate was calculated using information from the Ladan job; however, the Myron and Coe jobs would give the same answer.)2. Ladan Myron Coe Walker WillisBeginning WIP $ 1,730 $1,180 $2,500 $ 0 $ 0Direct materials 400 150 260 800 760Direct labor 800 900 650 350 900Applied overhead 160 180 130 70 180Total $ 3,090 $2,410 $3,540 $ 1,220 $ 1,840Note: This is just one way of setting up the job-order cost sheets. You might prefer to keep the detail on the materials, labor, and overhead in beginning inventory costs.3. Since the Ladan and Myron jobs were completed, the others must still be in process. Therefore, the ending balance in Work in Process is the sum of the costs of the Coe, Walker, and Willis jobs.Coe $3,540Walker 1,220Willis 1,840Ending Work in Process $6,600Cost of Goods Sold = Ladan job + Myron job = $3,090 + $2,410 = $5,5004. Naman CompanyIncome StatementFor the Month Ended June 30, 20XXSales (1.5 ? $5,500) $8,250Cost of goods sold 5,500Gross margin $2,750Marketing and administrative expenses 1,200Operating income $1,5505–201. Overhead rate = $470,000/50,000 = $9.40 per MHr2. Department A: $250,000/40,000 = $6.25 per MHrDepartment B: $220,000/10,000 = $22.00 per MHr3. Job #73 Job #74Plantwide:70 ? $9.40 = $658 70 ? $9.40 = $658Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $22 1,100.00 20 ? $22 440.00$ 1,225.00 $ 752.50Department B appears to be more overhead intensive, so jobs spending more time in Department B ought to receive more overhead. Thus, departmental rates provide more accuracy.4. Plantwide rate: $250,000/40,000 = $6.25Department B: $62,500/10,000 = $6.25Job #73 Job #74Plantwide:70 ? $6.25 = $437.50 70 ? $6.25 = $437.50Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $6.25 312.50 20 ? $6.25 125.00$ 437.50 $ 437.50Assuming that machine hours is a good cost driver, the departmental rates reveal that overhead consumption is the same in each department. In this case, there is no need for departmental rates, and a plantwide rate is sufficient.5–41. Overhead rate = $470,000/50,000 = $9.40 per MHr2. Department A: $250,000/40,000 = $6.25 per MHrDepartment B: $220,000/10,000 = $22.00 per MHr3. Job #73 Job #74Plantwide:70 ? $9.40 = $658 70 ? $9.40 = $658Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $22 1,100.00 20 ? $22 440.00$ 1,225.00 $ 752.50Department B appears to be more overhead intensive, so jobs spending more time in Department B ought to receive more overhead. Thus, departmental rates provide more accuracy.4. Plantwide rate: $250,000/40,000 = $6.25Department B: $62,500/10,000 = $6.25Job #73 Job #74Plantwide:70 ? $6.25 = $437.50 70 ? $6.25 = $437.50Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $6.25 312.50 20 ? $6.25 125.00$ 437.50 $ 437.50Assuming that machine hours is a good cost driver, the departmental rates reveal that overhead consumption is the same in each department. In this case, there is no need for departmental rates, and a plantwide rate is sufficient.5–51. Last year’s unit-based overhead rate = $50,000/10,000 = $5This year’s unit-based overhead rate = $100,000/10,000 = $10Last Year This YearBike cost:2 ? $20 $ 40 $ 403 ? $12 36 36Overhead:5 ? $5 255 ? $10 50Total $101 $126Price last year = $101 ? 1.40 = $141.40/dayPrice this year = $126 ? 1.40 = $176.40/dayThis is a $35 increase over last year, nearly a 25 percent increase. No doubt the Carsons arenot pleased and would consider looking around for other recreational possibilities.2. Purchasing rate = $30,000/10,000 = $3 per purchase orderPower rate = $20,000/50,000 = $0.40 per kilowatt hourMaintenance rate = $6,000/600 = $10 per maintenance hourOther rate = $44,000/22,000 = $2 per DLHBike Rental Picnic CateringPurchasing$3 ? 7,000 $21,000$3 ? 3,000 $ 9,000Power$0.40 ? 5,000 2,000$0.40 ? 45,000 18,000Maintenance$10 ? 500 5,000$10 ? 100 1,000Other$2 ? 11,000 22,000 22,000Total overhead $50,000 $50,0003. This year’s bike rental overhead rate = $50,000/10,000 = $5Carson rental cost = (2 ? $20) + (3 ? $12) + (5 ? $5) = $101Price = 1.4 ? $101 = $141.40/day4. Catering rate = $50,000/11,000 = $4.55* per DLHCost of Estes job:Bike rental rate (2 ? $7.50) $15.00Bike conversion cost (2 ? $5.00) 10.00Catering materials 12.00Catering conversion (1 ? $4.55) 4.55Total cost $41.55*Rounded5. The use of ABC gives Mountain View Rentals a better idea of the types and costs of activities that are used in their business. Adding Level 4 bikes will increase the use of the most expensive activities, meaning that the rental rate will no longer be an average of $5 per rental day. Mountain View Rentals might need to set a Level 4 price based on the increased cost of both the bike and conversion cost.分步成本法6–11. Cutting Sewing PackagingDepartment Department DepartmentDirect materials $5,400 $ 900 $ 225Direct labor 150 1,800 900Applied overhead 750 3,600 900Transferred-in cost:From cutting 6,300From sewing 12,600Total manufacturing cost $6,300 $12,600 $14,6252. a. Work in Process—Sewing 6,300Work in Process—Cutting 6,300b. Work in Process—Packaging 12,600Work in Process—Sewing 12,600c. Finished Goods 14,625Work in Process—Packaging 14,625 3. Unit cost = $14,625/600 = $24.38* per pair6–21. Units transferred out: 27,000 + 33,000 – 16,200 = 43,8002. Units started and completed: 43,800 – 27,000 = 16,8003. Physical flow schedule:Units in beginning work in process 27,000Units started during the period 33,000Total units to account for 60,000Units started and completed 16,800Units completed from beginning work in process 27,000Units in ending work in process 16,200Total units accounted for 60,0004. Equivalent units of production:Materials ConversionUnits completed 43,800 43,800Add: Units in ending work in process:(16,200 ? 100%) 16,200(16,200 ? 25%) 4,050 Equivalent units of output 60,000 47,8506–31. Physical flow schedule:Units to account for:Units in beginning work in process 80,000Units started during the period 160,000Total units to account for 240,000Units accounted for:Units completed and transferred out:Started and completed 120,000From beginning work in process 80,000 200,000 Units in ending work in process 40,000Total units accounted for 240,0002. Units completed 200,000Add: Units in ending WIP ? Fraction complete(40,000 ? 20%) 8,000Equivalent units of output 208,0003. Unit cost = ($374,400 + $1,258,400)/208,000 = $7.854. Cost transferred out = 200,000 ? $7.85 = $1,570,000Cost of ending WIP = 8,000 ? $7.85 = $62,8005. Costs to account for:Beginning work in process $ 374,400Incurred during June 1,258,400Total costs to account for $ 1,632,800Costs accounted for:Goods transferred out $ 1,570,000Goods in ending work in process 62,800Total costs accounted for $ 1,632,8006–31、Units t0 account for:Units in beginning work in process(25% completed) 10000Units started during the period 70000 Total units to account for 80000 Units accounted forUnits completed and transferred outStarted and completed 50000From beginning work in process 10000 60000 Units in ending work in process(60% completed) 20000 Total units accounted for 80000 2、60000+20000×60%=72000（units）3、Unit cost for materials:（$/unit）Unit cost for convension:（$/unit）Total unit cost:5+1.13=6.13（$/unit）4、The cost of units of transferred out:60000×6.13=367800($)The cost of units of ending work in process:20000×5+20000×20%×1.13=113560($)作业成本法4–21. Predetermined rates:Drilling Department: Rate = $600,000/280,000 = $2.14* per MHrAssembly Department: Rate = $392,000/200,000= $1.96 per DLH*Rounded2. Applied overhead:Drilling Department: $2.14 ? 288,000 = $616,320Assembly Department: $1.96 ? 196,000 = $384,160Overhead variances:Drilling Assembly TotalActual overhead $602,000 $ 412,000 $ 1,014,000Applied overhead 616,320 384,160 1,000,480Overhead variance $ (14,320) over $ 27,840 under $ 13,5203. Unit overhead cost = [($2.14 ? 4,000) + ($1.96 ? 1,600)]/8,000= $11,696/8,000= $1.46**Rounded4–31. Yes. Since direct materials and direct labor are directly traceable to each product, their cost assignment should be accurate.2. Elegant: (1.75 ? $9,000)/3,000 = $5.25 per briefcaseFina: (1.75 ? $3,000)/3,000 = $1.75 per briefcaseNote: Overhead rate = $21,000/$12,000 = $1.75 per direct labor dollar (or 175 percent of direct labor cost).There are more machine and setup costs assigned to Elegant than Fina. This is clearly a distortion because the production of Fina is automated and uses the machine resources much more than the handcrafted Elegant. In fact, the consumption ratio for machining is 0.10 and 0.90 (using machine hours as the measure of usage). Thus, Fina uses nine times the machining resources as Elegant. Setup costs are similarly distorted. The products use an equal number of setups hours. Yet, if direct labor dollars are used, then the Elegant briefcase receives three times more machining costs than the Fina briefcase.3. Overhead rate = $21,000/5,000= $4.20 per MHrElegant: ($4.20 ? 500)/3,000 = $0.70 per briefcaseFina: ($4.20 ? 4,500)/3,000 = $6.30 per briefcaseThis cost assignment appears more reasonable given the relative demands each product places on machine resources. However, once a firm moves to a multiproduct setting, using only one activity driver to assign costs will likely produce product cost distortions. Products tend to make different demands on overhead activities, and this should be reflected in overhead cost assignments. Usually, this means the use of both unit- and nonunit-level activity drivers. In this example, there is a unit-level activity (machining) and a nonunit-level activity (setting up equipment). The consumption ratios for each (using machine hours and setup hours as the activity drivers) are as follows:Elegant FinaMachining 0.10 0.90 (500/5,000 and 4,500/5,000)Setups 0.50 0.50 (100/200 and 100/200)Setup costs are not assigned accurately. Two activity rates are needed—one based on machine hours and the other on setup hours:Machine rate: $18,000/5,000 = $3.60 per MHrSetup rate: $3,000/200 = $15 per setup hourCosts assigned to each product:Machining: Elegant Fina$3.60 ? 500 $ 1,800$3.60 ? 4,500 $ 16,200Setups:$15 ? 100 1,500 1,500Total $ 3,300 $ 17,700Units ÷3,000 ÷3,000Unit overhead cost $ 1.10 $ 5.904：Elegant Unit overhead cost：[9000+3000+18000*500/5000+3000/2]/3000=$5.1 Fina Unit overhead cost：[3000+3000+18000*4500/5000+3000/2]/3000=$7.94–51. Deluxe Percent Regular PercentPrice $900 100% $750 100%Cost 576 64 600 80Unit gross profit $324 36% $150 20%Total gross profit:($324 ? 100,000) $32,400,000($150 ? 800,000) $120,000,0002. Calculation of unit overhead costs:Deluxe gularUnit-level:Machining:$200 ? 100,000 $20,000,000$200 ? 300,000 $60,000,000Batch-level:Setups:$3,000 ? 300 900,000$3,000 ? 200 600,000Packing:$20 ? 100,000 2,000,000$20 ? 400,000 8,000,000Product-level:Engineering:$40 ? 50,000 2,000,000$40 ? 100,000 4,000,000Facility-level:Providing space:$1 ? 200,000 200,000$1 ? 800,000 800,000Total overhead $25,100,000 $73,400,000Units ÷100,000 ÷800,000Overhead per unit $251 $91.75Deluxe Percent Regular PercentPrice $900 100% $750.00 100%Cost 780* 87*** 574.50** 77***Unit gross profit $120 13%*** $175.50 23%***Total gross profit:($120 ? 100,000) $12,000,000($175.50 ? 800,000) $140,400,000*$529 + $251**$482.75 + $91.753. Using activity-based costing, a much different picture of the deluxe and regular products emerges. The regular model appears to be more profitable. Perhaps it should be emphasized.4–61. JIT Non-JITSalesa $12,500,000 $12,500,000Allocationb 750,000 750,000a$125 ? 100,000, where $125 = $100 + ($100 ? 0.25), and 100,000 is the average order size times the number of ordersb0.50 ? $1,500,0002. Activity rates:Ordering rate = $880,000/220 = $4,000 per sales orderSelling rate = $320,000/40 = $8,000 per sales callService rate = $300,000/150 = $2,000 per service callJIT Non-JITOrdering costs:$4,000 ? 200 $ 800,000$4,000 ? 20 $ 80,000Selling costs:$8,000 ? 20 160,000$8,000 ? 20 160,000Service costs:$2,000 ? 100 200,000$2,000 ? 50 100,000Total $1,160,000 $340,0 0For the non-JIT customers, the customer costs amount to $750,000/20 = $37,500 per order under the original allocation. Using activity assign?ments, this drops to $340,000/20 = $17,000 per order, a difference of $20,500 per order. For an order of 5,000 units, the order price can be decreased by $4.10 per unit without affecting customer profitability. Overall profitability will decrease, however, unless the price for orders is increased to JIT customers.3. It sounds like the JIT buyers are switching their inventory carrying costs to Emery without any significant benefit to Emery. Emery needs to increase prices to reflect the additional demands on customer-support activities. Furthermore, additional price increases may be needed to reflectthe increased number of setups, purchases, and so on, that are likely occurring inside the plant. Emery should also immediately initiate discussions with its JIT customers to begin negotiations for achieving some of the benefits that a JIT supplier should have, such as long-term contracts. The benefits of long-term contracting may offset most or all of the increased costs from the additional demands made on other activities.4–71. Supplier cost:First, calculate the activity rates for assigning costs to suppliers:Inspecting components: $240,000/2,000 = $120 per sampling hourReworking products: $760,500/1,500 = $507 per rework hourWarranty work: $4,800/8,000 = $600 per warranty hourNext, calculate the cost per component by supplier:Supplier cost:Vance FoyPurchase cost:$23.50 ? 400,000 $ 9,400,000$21.50 ? 1,600,000 $ 34,400,000Inspecting components:$120 ? 40 4,800$120 ? 1,960 235,200Reworking products:$507 ? 90 45,630$507 ? 1,410 714,870Warranty work:$600 ? 400 240,000$600 ? 7,600 4,560,000Total supplier cost $ 9,690,430 $ 39,910,070Units supplied ÷400,000 ÷1,600,000Unit cost $ 24.23* $ 24.94**RoundedThe difference is in favor of Vance; however, when the price concession is considered, the cost of Vance is $23.23, which is less than Foy’s component. Lumus should accept the contractual offer made by Vance.4–7 Concluded2. Warranty hours would act as the best driver of the three choices. Using this driver, the rate is $1,000,000/8,000 = $125 per warranty hour. The cost assigned to each component would be:Vance FoyLost sales:$125 ? 400 $ 50,000$125 ? 7,600 $ 950,000$ 50,000 $ 950,000Units supplied ÷400,000 ÷1,600,000Increase in unit cost $ 0.13* $ 0.59**Rounded$0.075 per unitCategory II: $45/1,000 = $0.045 per unitCategory III: $45/1,500 = $0.03 per unitCategory I, which has the smallest batches, is the most undercosted of the three categories. Furthermore, the unit ordering cost is quite high relative to Category I’s selling price (9 to 15 percent of the selling price). This suggests that something should be done to reduce the order-filling costs.3. With the pricing incentive feature, the average order size has been increased to 2,000 units for all three product families. The number of orders now processed can be calculated as follows:Orders = [(600 ? 50,000) + (1,000 ? 30,000) + (1,500 ? 20,000)]/2,000= 45,000Reduction in orders = 100,000 – 45,000 = 55,000Steps that can be reduced = 55,000/2,000 = 27 (rounding down to nearest whole number)There were initially 50 steps: 100,000/2,000Reduction in resource spending:Step-fixed costs: $50,000 ? 27 = $1,350,000Variable activity costs: $20 ? 55,000 = 1,100,000$2,450,000预算9-4Norton, Inc.Sales Budget For the Coming YearModel Units Price Total SalesLB-1 50,400 $29.00 $1,461,600LB-2 19,800 15.00 297,000WE-6 25,200 10.40 262,080 WE-7 17,820 10.00 178,200 WE-8 9,600 22.00 211,200 WE-9 4,000 26.00 104,000 Total $2,514,080二、1. Raylene’s Flowers and GiftsProduction Budget for Gift BasketsFor September, October, November, and DecemberSept. Oct. Nov. D ec.Sales 200 150 180 250Desired ending inventory 15 18 25 10Total needs 215 168 205 260Less: Beginning inventory 20 15 18 25 Units produced 195 153 187 2352. Raylene’s Flowers and GiftsDirect Materials Purchases BudgetFor September, October, and NovemberFruit: Sept. Oct. Nov.Production 195 153 187? Amount/basket (lbs.) ? 1 ? 1 ?1Needed for production 195 153 187Desired ending inventory 8 9 12Needed 203 162 200Less: Beginning inventory 10 8 9Purchases193 154 190Small gifts: Sept. Oct. Nov.Production 195 153 187 ? Amount/basket (items) ? 5 ? 5 ? 5Needed for production 975 765 935Desired ending inventory 383 468 588Needed 1,358 1,233 1,523Less: Beginning inventory 488 383 468Purchases 870 850 1,055Cellophane: Sept. Oct. Nov.Production 195 153 187。

管理会计课后练习参考答案.

第一章一、单选题1-5 BDBDB 6-9 DBBD二、多选题1-5 BCD ABC ABC ABCD ABCD 6-9 ABCD ABD ABC BCD三、简答题1. 狭义管理会计，又称微观管理会计，认为管理会计只为企业内部管理者提供计划，以控制所需信息的内部控制。

狭义管理会计的核心观点为：管理会计以企业为主体展开其管理活动；管理会计只为管理当局的管理目标服务；管理会计是一个信息系统，与财务会计并立，都是会计学的一个分支。

2. 20世纪70年代，管理会计的外延开始扩大，出现了广义管理会计概念。

广义管理会计的核心观点为：与狭义管理会计一样，管理会计以企业为主体展开其管理活动；但是管理会计不但为企业管理当局的管理目标服务，而且也为股东、债权人、税务当局等非管理集团服务；而从内容上看，管理会计包括了财务会计，同时还包括成本会计及财务管理。

3. 早期管理会计（20世纪初至50年代）。

19世纪末至20世纪早期，产业革命加速了资本主义经济的发展，促使企业生产规模迅速扩大，合伙经营和股份有限公司等企业组织形式相继出现，为会计的发展提供了广阔的天地。

20世纪，随着经济的发展，企业生产规模扩大，市场竞争也愈加激烈。

企业家意识到企业的经营效益不仅取决于产量的增长和外部市场的交易价格，更重要的是取决于成本的高低。

于是，从内部管理需要的角度出发，企业效益的衡量逐渐从由单纯的外部因素确定转向内部成本的计算和控制，产生了关于直接材料成本、人工成本、制造费用等成本项目的分类及具体的核算方法。

在该阶段，管理会计以成本控制为基本特征，以提高企业的生产效率和工作效率为主要目的。

其主要内容包括标准成本、预算控制和差异分析。

现代管理会计（20世纪50年代至80年代）。

20世纪50年代后，资本主义进入战后期。

现代科学技术的发展日新月异，并被大规模应用于生产，生产力获得迅速发展。

同时，资本主义企业进一步集中，跨国公司大量涌现，企业规模越来越大，市场情况瞬息万变，竞争愈加激烈。

加里森管理会计12th,第五章答案

Exercise 5-12 (30 minutes)1. Profit = Unit CM × Q − Fixed expenses$0 = ($90 − $63) × Q − $135,000$0 = ($27) × Q − $135,000$27Q = $135,000Q = $135,000 ÷ $27 per lanternQ = 5,000 lanterns, or at $90 per lantern, $450,000 in sales Alternative solution:Fixed expensesUnit sales =to break even Unit contribution margin$135,000= = 5,000 lanterns,$27 per lanternor at $90 per lantern, $450,000 in sales2. An increase in variable expenses as a percentage of the sellingprice would result in a higher break-even point. If variableexpenses increase as a percentage of sales, then the contribution margin will decrease as a percentage of sales. With a lower CM ratio, more lanterns would have to be sold to generate enough contribution margin to cover the fixed costs.3.Present:8,000 LanternsProposed:10,000 Lanterns*Total Per Unit Total Per Unit Sales .............................. $720,000 $90 $810,000 $81 ** Variable expenses ........... 504,000 63 630,000 63 Contribution margin ........ 216,000 $27 180,000 $18 Fixed expenses ............... 135,000 135,000Net operating income ...... $ 81,000 $ 45,000* 8,000 lanterns × 1.25 = 10,000 lanterns** $90 per lantern × 0.9 = $81 per lanternAs shown above, a 25% increase in volume is not enough tooffset a 10% reduction in the selling price; thus, net operating income decreases.Exercise 5-12 (continued)4. Profit = Unit CM × Q − Fixed expenses$72,000 = ($81 − $63) × Q − $135,000$72,000 = ($18) × Q − $135,000$18Q = $207,000Q = $207,000 ÷ $18 per lanternQ = 11,500 lanternsAlternative solution:Target profit + Fixed expenses Unit sales to attain =target profit Unit contribution margin$72,000+ $135,000= = 11,500 lanterns$18 per lantern1. The CM ratio is 30%.Total Per Unit Percentage Sales (13,500 units) ........ $270,000 $20 100%Variable expenses ........... 189,000 14 70%Contribution margin ........ $ 81,000 $ 6 30% The break-even point is:Profit = Unit CM × Q − Fixed expenses$0 = ($20 − $14) × Q − $90,000$0 = ($6) × Q − $90,000$6Q = $90,000Q = $90,000 ÷ $6 per unitQ = 15,000 units15,000 units × $20 per unit = $300,000 in salesAlternative solution:Fixed expensesUnit sales =to break even Unit contribution margin$90,000= = 15,000 units$6 per unitFixed expensesDollar sales =to break even CM ratio$90,000= = $300,000 in sales0.302. Incremental contribution margin:$70,000 increased sales × 30% CM ratio ........... $21,000 Less increased fixed costs:Increased advertising cost ................................ 8,000 Increase in monthly net operating income ............ $13,000 Since the company presently has a loss of $9,000 per month, if the changes are adopted, the loss will turn into a profit of $4,000 per month.3. Sales (27,000 units × $18 per unit*) .............. $486,000Variable expenses(27,000 units × $14 per unit) ...................... 378,000 Contribution margin ...................................... 108,000 Fixed expenses ($90,000 + $35,000) ............. 125,000 Net operating loss ......................................... $(17,000) *$20 – ($20 × 0.10) = $184. Profit = Unit CM × Q − Fixed expenses$4,500 = ($20.00 − $14.60*) × Q − $90,000$4,500 = ($5.40) × Q − $90,000$5.40Q = $94,500Q = $94,500 ÷ $5.40 per unitQ = 17,500 units*$14.00 + $0.60 = $14.60.Alternative solution:Target profit + Fixed expenses Unit sales to attain =target profit CM per unit$4,500 + $90,000=$5.40 per unit**= 17,500 units**$6.00 – $0.60 = $5.40.5. a. The new CM ratio would be:Per Unit Percentage Sales .......................................... $20 100%Variable expenses ....................... 7 35%Contribution margin ..................... $13 65%The new break-even point would be:Fixed expensesUnit sales =to break even Unit contribution margin$208,000= = 16,000 units$13 per unitFixed expensesDollar sales =to break even CM ratio$208,000= = $320,000 in sales0.65b. Comparative income statements follow:Not Automated AutomatedTotal Per Unit % Total Per Unit % Sales (20,000 units) .... $400,000 $20 100 $400,000 $20 100 Variable expenses ....... 280,000 14 70 140,000 7 35 Contribution margin .... 120,000 $ 6 30 260,000 $13 65 Fixed expenses ........... 90,000 208,000Net operating income . $ 30,000 $ 52,000c. Whether or not one would recommend that the companyautomate its operations depends on how much risk he or she is willing to take, and depends heavily on prospects for future sales. The proposed changes would increase the company’sfixed costs and its break-even point. However, the changeswould also increase the company’s CM ratio (from 30% to65%). The higher CM ratio means that once the break-evenpoint is reached, profits will increase more rapidly than atpresent. If 20,000 units are sold next month, for example, the higher CM ratio will generate $22,000 more in profits than ifno changes are made.The greatest risk of automating is that future sales may drop back down to present levels (only 13,500 units per month),and as a result, losses will be even larger than at present due to the company’s greater fixed costs. (Note the problem states that sales are erratic from month to month.) In sum, theproposed changes will help the company if sales continue totrend upward in future months; the changes will hurt thecompany if sales drop back down to or near present levels.Note to the Instructor: Although it is not asked for in theproblem, if time permits you may want to compute the point of indifference between the two alternatives in terms of units sold; i.e., the point where profits will be the same under either alternative. At this point, total revenue will be the same;hence, we include only costs in our equation:Let Q = Point of indifference in units sold $14Q + $90,000 = $7Q + $208,000$7Q = $118,000Q = $118,000 ÷ $7 per unitQ = 16,857 units (rounded)If more than 16,857 units are sold, the proposed plan will yield the greatest profit; if less than 16,857 units are sold, the present plan will yield the greatest profit (or the least loss).1. The income statements would be:PresentAmount Per Unit % Sales .............................. $800,000 $20 100%Variable expenses ........... 560,000 14 70% Contribution margin ........ 240,000 $6 30% Fixed expenses ............... 192,000Net operating income ...... $ 48,000ProposedAmount Per Unit % Sales .............................. $800,000 $20 100% Variable expenses* .......... 320,000 8 40% Contribution margin ........ 480,000 $12 60% Fixed expenses ............... 432,000Net operating income ...... $ 48,000*$14 – $6 = $82. a. Degree of operating leverage:P resent:Contribution marginDegree of =operating leverage Net operating income$240,000= = 5$48,000Proposed:Contribution marginDegree of =operating leverage Net operating income$480,000= = 10$48,000Problem 5-26 (continued)b. Dollar sales to break even:P resent:Fixed expensesDollar sales to =break even CM ratio$192,000= = $640,0000.30Proposed:Fixed expensesDollar sales to =break even CM ratio$432,000= = $720,0000.60c. Margin of safety:P resent:Margin of safety = Actual sales - Break-even sales= $800,000 - $640,000 = $160,000Margin of safety in dollars Margin of safety =percentage Actual sales$160,000= = 20%$800,000Proposed:Margin of safety = Actual sales - Break-even sales= $800,000 - $720,000 = $80,000Margin of safety in dollars Margin of safety =percentage Actual sales$80,000= = 10%$800,0003. The major factor would be the sensitivity of the company’soperations to cyclical movements in the economy. Because thenew equipment will increase the CM ratio, in years of strongeconomic activity, the company will be better off with the newequipment. However, the company will be worse off with the newequipment in years in which sales drop. The fixed costs of thenew equipment will result in losses being incurred more quicklyand they will be deeper. Thus, management must decidewhether the potential for greater profits in good years is worththe risk of deeper losses in bad years.4. No information is given in the problem concerning the newvariable expenses or the new contribution margin ratio. Both ofthese items must be determined before the new break-evenpoint can be computed. The computations are:New variable expenses:Profit = (Sales − Variable expenses) − Fixed expenses $60,000** = ($1,200,000* − Variable expenses) − $240,000 Variable expenses = $1,200,000 − $240,000 − $60,000= $900,000* New level of sales: $800,000 × 1.5 = $1,200,000** New level of net operating income: $48,000 × 1.25 = $60,000 New CM ratio:Sales ..................................... $1,200,000 100%Variable expenses .................. 900,000 75%Contribution margin ............... $ 300,000 25%With the above data, the new break-even point can becomputed:Fixed expenses$240,000Dollar sales===$960,000to break even CM ratio0.25The greatest risk is that the increases in sales and net operating income predicted by the marketing manager will not happen and that sales will remain at their present level. Note that the present level of sales is $800,000, which is well below the break-even level of sales under the new marketing strategy.It would be a good idea to compare the new marketing strategy to the current situation more directly. What level of sales would be needed under the new method to generate at least the $48,000 in profits the company is currently earning each month? The computations are:Target profit + Fixed expensesDollar sales to attain=target profit CM ratio$48,000+$240,000=0.25= $1,152,000 in sales each month Thus, sales would have to increase by at least 44% ($1,152,000 is 44% higher than $800,000) in order to make the company better off with the new marketing strategy than with the current approach. This appears to be extremely risky.CASE 5-33 (60 minutes)Note: This is a problem that will challenge the very best students’ conceptual and analytical skills. However, working through this casewill yield substantial dividends in terms of a much deeper understanding of critical management accounting concepts.1. The overall break-even sales can be determined using the CMratio.Frog Minnow Worm Total Sales .......................... $200,000 $280,000 $240,000 $720,000 Variable expenses ....... 120,000 160,000 150,000 430,000 Contribution margin .... $ 80,000 $120,000 $ 90,000 290,000 Fixed expenses ........... 282,000 Net operating income .. $ 8,000Contribution margin$290,000CM ratio= ==0.4028Sales$720,000Fixed expenses$282,000Dollar sales= ==$700,100 (rounded) to break even CM ratio0.40282. The issue is what to do with the common fixed costs whencomputing the break-evens for the individual products. Thecorrect approach is to ignore the common fixed costs. If thecommon fixed costs are included in the computations, thebreak-even points will be overstated for individual products andmanagers may drop products that in fact are profitable.a. The break-even points for each product can be computedusing the contribution margin approach as follows:Frog Minnow WormUnit selling price ................ $2.00 $1.40 $0.80 Variable cost per unit ......... 1.20 0.80 0.50 Unit contribution margin (a) $0.80 $0.60 $0.30 Product fixed expenses (b) .Unit sales to break even(b) ÷ (a) ....................... 22,500 160,000 200,000Case 5-33 (continued)b. If the company were to sell exactly the break-even quantitiescomputed above, the company would lose $108,000—theamount of the common fixed cost. This occurs because thecommon fixed costs have been ignored in the calculations ofthe break-evens.The fact that the company loses $108,000 if it operates at thelevel of sales indicated by the break-evens for the individualproducts can be verified as follows:Frog Minnow Worm Total Unit sales ................. 22,500 160,000 200,000Sales ........................ $ 429,000 Variable expenses ..... 27,000 128,000 100,000 255,000 Contribution margin .. $18,000 $ 96,000 $ 60,000 174,000 Fixed expenses ......... 282,000 Net operating loss ..... $(108,000)At this point, many students conclude that something is wrongwith their answer to part (a) because the company losesmoney operating at the break-evens for the individualproducts. They also worry that managers may be lulled into afalse sense of security if they are given the break-evenscomputed in part (a). Total sales at the individual productbreak-evens is only $429,000 whereas the total sales at theoverall break-even computed in part (1) is $700,100.Many students (and managers, for that matter) attempt toresolve this apparent paradox by allocating the common fixedcosts among the products prior to computing the break-evensfor individual products. Any of a number of allocation basescould be used for this purpose—sales, variable expenses,product-specific fixed expenses, contribution margins, etc.(We usually take a tally of how many students allocated thecommon fixed costs using each possible allocation base beforeproceeding.) For example, the common fixed costs areallocated on the next page based on sales.A llocation of common fixed expenses on the basis of sales revenue:Frog Minnow Worm Total Sales ............................ $200,000 $280,000 $240,000 $720,000 Percentage of totalsales ......................... 27.8% 38.9% 33.3% 100.0% Allocated commonfixed expense* ......... $30,000 $ 42,000 $36,000 $108,000 Product fixed expenses . 18,000 96,000 60,000 174,000 Allocated common andproduct fixedexpenses (a) .............. $48,000 $138,000 $96,000 $282,000 Unit contributionmargin (b) ................. $0.80 $0.60 $0.30―Break-even‖ point inunits sold (a)÷(b) ...... 60,000 230,000 320,000*Total common fixed expense × Percentage of total salesIf the company sells 60,000 units of the Frog lure product,230,000 units of the Minnow lure product, and 320,000 unitsof the Worm lure product, the company will indeed break even overall. However, the apparent break-evens for two of the products are above their normal annual sales.Frog Minnow Worm Normal annual unit sales volume ..... 100,000 200,000 300,000 ―Break-even‖ unit annual sales (seeabove) ......................................... 60,000 230,000 320,000 ―Strategic‖ decision......................... retain drop dropIt would be natural to interpret a break-even for a product asthe level of sales below which the company would befinancially better off dropping the product. Therefore, weshould not be surprised if managers, based on the erroneousbreak-even calculation on the previous page, would decide todrop the Minnow and Worm lures and concentrate on the company’s ―core competency,‖ which appears to be the Froglure. However, if they were to do that, the company wouldface a loss of $46,000:Frog Minnow Worm TotalSales .......................... $200,000 dropped dropped $200,000 Variable expenses ....... 120,000 120,000 Contribution margin .... $ 80,000 80,000 Fixed expenses* ......... 126,000 Net operating loss ....... $(46,000) *By dropping the two products, the company reduces its fixed expenses by only $156,000 (= $96,000 + $60,000). Therefore,the total fixed expenses would be $126,000 (= $282,000 −$156,000).By dropping the two products, the company would have a lossof $46,000 rather than a profit of $8,000. The reason is thatthe two products dropped were contributing $54,000 toward covering common fixed expenses and toward profits. This canbe verified by looking at a segmented income statement likethe one that will be introduced in a later chapter.Frog Minnow Worm Total Sales .............................. $200,000 $280,000 $240,000 $720,000 Variable expenses ........... 120,000 160,000 150,000 430,000 Contribution margin ........ 80,000 120,000 290,000 Product fixed expenses ... 18,000 96,000 60,000 174,000 Product segment margin . $ 62,000 $ 24,000 $ 30,000 116,000 Common fixed expenses . 108,000Net operating income ...... $ 8,000。

加里森管理会计12th,第十二章答案

加里森管理会计12th,第十二章答案Exercise 12-11 (20 minutes)1. Fixed cost per mile ($3,500* ÷ 10,000 miles) . $0.35Variable operating cost per mile ..................... 0.08Average cost per mile .................................... $0.43* Depreciation ............................. $2,000Insurance (960)Garage rent (480)Automobile tax and license (60)Total ........................................ $3,5002. The variable operating costs would be relevant in this situation.The depreciation would not be relevant since it relates to a sunk cost. However, any decrease in the resale value of the car due to its use would be relevant. The automobile tax and license costs would be incurred whether Samantha decides to drive her own car or rent a car for the trip during spring break and are therefore irrelevant. It is unlikely that her insurance costs would increase as a result of the trip, so they are irrelevant as well. The garage rent is relevant only if she could avoid paying part of it if she drives her own car.3. When figuring the incremental cost of the more expensive car,the relevant costs would be the purchase price of the new car (net of the resale value of the old car) and the increases in the fixed costs of insurance and automobile tax and license. The original purchase price of the old car is a sunk cost and istherefore irrelevant. The variable operating costs would be the same and therefore are irrelevant. (Students are inclined tothink that variable costs are always relevant and fixed costs are always irrelevant in decisions. This requirement helps to dispel thatnotion.)Relevant CostsItem Make Buy Direct materials (60,000 @ $4.00) ............. $240,000Direct labor (60,000 @ $2.75) ................... 165,000Variable manufacturing overhead(60,000 @ $0.50) .................................. 30,000Fixed manufacturing overhead, traceable(1/3 of $180,000) .................................. 60,000Cost of purchasing from outside supplier(60,000 @ $10) ..................................... $600,000 Total cost ................................................. $495,000 $600,000 The two-thirds of the traceable fixed manufacturing overhead costs that cannot be eliminated, and all of the common fixed manufacturing overhead costs, are irrelevant.The company would save $105,000 per year by continuing to make the parts itself. In other words, profits would decline by $105,000 per year if the parts were purchased from the outside supplier.1. The simplest approach to the solution is:Gross margin lost if the store is closed........ $(228,000) Less costs that can be avoided:Direct advertising ................................... $36,000Sales salaries .......................................... 45,000Delivery salaries ..................................... 7,000Store rent .............................................. 65,000Store management salaries (newemployee would not be hired to fillvacant position at another store)........... 15,000General office salaries ............................. 8,000Utilities .................................................. 27,200Insurance on inventories (2/3 × $9,000) .. 6,000Employment taxes* ................................ 9,000 218,200 Decrease in company net operating incomeif the Downtown Store is closed ............... $ (9,800) *Salaries avoided by closing the store:Sales salaries ........................................................ $45,000 Delivery salaries .................................................... 7,000 Store management salaries ................................... 15,000 General office salaries ........................................... 8,000 Total salaries ........................................................ 75,000 Employment tax rate ............................................. × 12% Employment taxes avoided .................................... $ 9,0002. The Downtown Store should not be closed. If the store is closed,overall company net operating income will decrease by $9,800per quarter.3. The Downtown Store should be closed if $200,000 of its sales arepicked up by the Uptown Store. The net effect of the closure willbe an increase in overall company net operating income by $76,200 per quarter:Gross margin lost if the Downtown Store is closed ............. $(228,000) Gross margin gained at the Uptown Store: $200,000 × 43% ........................................................... 86,000 Netloss in gross margin ................................................... (142,000) Costs that can be avoided if the Downtown Store is closed(part 1) ......................................................................... 218,200 Net advantage of closing the Downtown Store ................... $ 76,2001.Marcy Tina Cari Lenny Sewing KitDirect labor cost per unit .. $ 4.80 $ 3.00 $ 8.40 $ 6.00 $ 2.40 Direct labor-hours perunit* (a) ....................... 0.40 0.25 0.70 0.50 0.20 Selling price ..................... $35.00 $24.00 $22.00 $18.00 $14.00 Variable costs:Direct materials ............. 3.50 2.30 4.50 3.10 1.50 Direct labor ................... 4.80 3.00 8.40 6.00 2.40 Variable overhead ..........1.60 1.002.80 2.00 0.80 Total variable costs .......... 9.90 6.30 15.70 11.10 4.70 Contribution margin (b) .... $25.10 $17.70 $ 6.30 $ 6.90 $ 9.30 Contribution margin perDLH (b) ÷ (a) ............... $62.75 $70.80 $ 9.00 $13.80 $46.50 * Direct labor cost per unit ÷ $12.00 per direct labor-hour2.ProductDLHPer UnitEstimatedSales(units)TotalDLHsMarcy .......................... 0.40 26,000 10,400Tina ............................ 0.25 42,000 10,500Cari ............................. 0.70 40,000 28,000Lenny .......................... 0.50 46,000 23,000Sewing Kit ................... 0.20 450,000 90,000Total DLHs required ..... 161,9003. Because the Cari doll has the lowest contribution margin perlabor hour, its production should be reduced by 17,000 dolls (11,900 excess DLHs ÷ 0.70 DLH per doll = 17,000 dolls). Thus, production and sales of the Cari doll will be reduced to 23,000 dolls for the year.4. Because the additional capacity would be used to produce theCari doll, the company should be willing to pay up to $21.00 per DLH ($12.00 usual labor rate plus $9.00 contribution margin per DLH) for added labor time. Thus, the company could employ workers for overtime at the usual time-and-a-half rate of $18.00 per hour ($12.00 × 1.5 = $18.00) and still improve overall profit.5. Additional output could be obtained in a number of waysincluding working overtime, adding another shift, expanding the workforce, contracting out some work to outside suppliers, and eliminating wasted labor time in the production process. The first four methods are costly, but the last method can add capacity at very low cost.Technical note: Some would argue that direct labor is a fixed cost in this situation and should be excluded when computing the contribution margin per unit. However, when deciding which products to emphasize, no harm is done by misclassifying a fixed cost as a variable cost—providing that the fixed cost is the constraint. If direct labor were removed from the variable cost category, the net effect would be to bump up the contribution margin per direct labor-hour by $12.00 for each ofthe products.The products will be ranked exactly the same—in terms of the contribution margin per unit of the constrainedresource—whether direct labor is considered variable or fixed.However, if labor is fixed and is not the constraint, including labor cost in the calculation of the contribution margin may lead to incorrect rankings of the products.。

管理学(马工程)课后参考答案第十二章

管理学（马工程）课后参考答案第十二章第十二章控制的类型与过程１.企业进行管理控制的目的有哪些？（1）确保组织目标的有效实现。

任何组织都有其特定的目标，要有效实现组织的目标，就必须及时对那些构成组织的资源（财产、人力、知识、信息等）进行合理的组织、整合与利用，这就意味着这些资源要处于控制之下或在一定的控制之中运营。

（2）经济且有效地利用组织资源。

制定和设计内部控制必须根据能否保证以最低廉的成本取得高质量的资源（经济性）和防止不必要的多余工作和浪费（效率）。

（3）确保信息的质量。

管理者需要利用信息来监督和控制组织行为，同时，决策信息系统特别是会计信息系统依赖于内部控制系统来提供相关的、可靠的和及时的信息。

２.根据控制的时机、对象和目的的不同（原题目：根据控制的集权程度），控制可以分为哪几种？试比较其特点。

按照控制的进程不同，可分为前馈控制、现场控制和反馈控制三种类型。

（1）前馈控制又称事前控制或预先控制，是指组织在工作活动正式开始前对工作中可能产生的偏差进行预测和估计并采取防范措施，将可能的偏差消除于产生之前。

特点：首先，前馈控制是在工作开始之前进行的，可以防患于未然，以避免事后控制对已铸成的差错无能为力的弊端；其次，前馈控制是在工作开始之前针对某项计划行动所依赖的条件进行控制，不针对具体人员，因而不易造成面对面的冲突，易于被员工接受并付诸实施。

但是，前馈控制需要及时和准确的信息，并要求管理人员能充分了解前馈控制因素与计划工作的影响关系，同时必须注意各种干扰因素（例如，一些意外的或无法预计的因素）。

从现实看，要做到这些是十分困难的。

因此，组织还必须依靠其他方式的控制。

（2）现场控制也称为同步控制或同期控制，是指在某项工作或活动正在进行过程中所实施的控制。

特点：现场控制一般在工作现场进行，容易发现问题并及时予以处理，从而避免更大差错的出现。

现场控制所具有的指导职能，有助于提高工作人员的工作能力和自我控制能力。

加里森管理会计12th,第八章答案

1. Schedule of expected cash collections:MonthQuarter From accounts receivable .$126,000 $126,000 From July sales:30% × 200,000 ............ 60,000 60,000 70% × 200,000 ............ $140,000 140,000 From August sales:30% × 220,000 ............ 66,000 66,000 70% × 220,000 ............ $154,000 154,000 From September sales:30% × 210,000 ............ 63,000 63,000 Total cash collections ....... $186,000 $206,000 $217,000 $609,0002. a. Merchandise purchases budget:July August Sept. Total Budgeted cost of goods sold .... $130,000 $143,000 $136,500 $409,500 Add desired ending inventory* . 57,200 54,600 59,800 59,800 Total needs ............................. 187,200 197,600 196,300 469,300 Less beginning inventory ......... 52,000 57,200 54,600 52,000 Required purchases ................. $135,200 $140,400 $141,700 $417,300 *At July 31: $143,000 × 40% = $57,200.b. Schedule of cash disbursements for purchases:July August Sept. Total From accounts payable .......... $ 61,100 $ 61,100 For July purchases ................. 67,600 $ 67,600 135,200 For August purchases ............ 70,200 $ 70,200 140,400 For September purchases ...... 70,850 70,850 Total cash disbursements ....... $128,700 $137,800 $141,050 $407,5503.Colerain CorporationIncome StatementFor the Quarter Ended September 30Sales ($200,000 + $220,000 + $210,000) .. $630,000Cost of goods sold (Part 2a) .................... 409,500Gross margin ............................................ 220,500Selling and administrative expenses($65,000 × 3 months) .......................... 195,000Net operating income................................ 25,500Interest expense 0Net income .............................................. $ 25,5004.Colerain CorporationBalance SheetSeptember 30AssetsCash($80,000 + $609,000 – $407,550 – ($60,000 × 3)) $101,450 Accounts receivable ($210,000 × 70%) ..................... 147,000 Inventory (Part 2a) ................................................... 59,800 Plant and equipment, net ($200,000 – ($5,000 ×3)) ... 185,000Total assets .............................................................. $493,250Liabilities and Stockholders’ EquityAccounts payable ($141,700 × 50%) ......................... $ 70,850 Capital stock (Given)................................................. 300,000 Retained earnings ($96,900 + $25,500) ..................... 122,400 Total liabilities and stockholders’ equity ...................... $493,250Problem 8-16 (30 minutes)1. September cash sales .............................................. $ 7,400September collections on account:July sales: $20,000 × 18% .................................... 3,600 August sales: $30,000 × 70% ............................... 21,000 September sales: $40,000 × 10% ......................... 4,000 Total cash collections ............................................... $36,0002. Payments to suppliers:August purchases (accounts payable) .................... $16,000 September purchases: $25,000 × 20% .................. 5,000 Total cash payments ................................................ $21,0003. Calgon ProductsCash BudgetFor the Month of SeptemberCash balance, September 1 .................................. $ 9,000 Add cash receipts:Collections from customers ................................ 36,000 Total cash available before current financing ......... 45,000 Less disbursements:Payments to suppliers for inventory ................... $21,000Selling and administrative expenses ................... 9,000 *Equipment purchases ........................................ 18,000Dividends paid .................................................. 3,000Total disbursements ............................................ 51,000 Excess (deficiency) of cash available overdisbursements .................................................. (6,000) Financing:Borrowings ....................................................... 11,000 Repayments .. 0Interest 0Total financing .................................................... 11,000 Cash balance, September 30 ................................ $ 5,000 *$13,000 – $4,000 = $9,000.Problem 8-25 (30 minutes)1. Cadence and Cross used a top-down approach to prepare the budget.That is, they prepared the budget with little or no input from theindividuals who would have to implement the budget. In contrast, the recommended approach is a participative budget in which the individuals who have cost control responsibility initiate and fully participate in the budgeting process. Participatory budgets have a number of advantages including: 1) those who are closest to the action are likely to have better information; 2) managers are likely to be more committed to andunderstand a budget they participated in preparing than a budget that is imposed from above; and 3) participative budgets help to foster a sense that everyone’s input is valued.2. While Cadence and Cross are undoubtedly pleased with their work, thedissatisfaction expressed by some employees with the budget process is a sign that there may be storm clouds ahead. If employees feel that the budget is unrealistic, the fact that it was imposed can lead to resentment, anger, and a sense of helplessness. Employees may, as a consequence, spend their time and energy complaining about the budget rather than creatively solving problems. And if the budget is indeed unrealistic and managers are held responsible for meeting the budget, unproductive finger-pointing is likely to result as reality fails to live up to expectations.Problem 8-27 (120 minutes)1. Schedule of expected cash collections:April May June Total Cash sales ............................. $14,000 $17,000 $18,000 $ 49,000 Credit sales ........................... 48,000 56,000 68,000 172,000 Total collections ..................... $62,000 $73,000 $86,000 $221,0002. a. Merchandise purchases budget:April May June Total Budgeted cost of goods sold .... $42,000 $51,000 $54,000 $147,000 Add desired ending inventory* . 15,300 16,200 9,000 9,000 Total needs ............................. 57,300 67,200 63,000 156,000 Less beginning inventory ......... 12,600 15,300 16,200 12,600Required purchases ................. $44,700 $51,900 $46,800 $143,400 *At April 30: $51,000 × 30% = $15,300.At June 30: $50,000 July sales × 60% × 30% = $9,000.b. Schedule of cash disbursements for purchases:April May June Total For March purchases ............. $18,300 $18,300 For April purchases ................ 22,350 $22,350 44,700 For May purchases ................ 25,950 $25,950 51,900 For June purchases ............... 23,400 23,400 Total cash disbursements ....... $40,650 $48,300 $49,350 $138,3003. Schedule of cash disbursements for selling and administrative expenses:April May June Total Salaries and wages .................... $ 7,500 $ 7,500 $ 7,500 $22,500 Shipping ................................... 4,200 5,100 5,400 14,700 Advertising ................................ 6,000 6,000 6,000 18,000 Other expenses ......................... 2,800 3,400 3,600 9,800 Total cash disbursements foroperating expenses ................. $20,500 $22,000 $22,500 $65,0004. Cash budget:April May June Total Cash balance, beginning ............ $ 9,000 $ 8,350 $ 8,050 $ 9,000 Add cash collections .................. 62,000 73,000 86,000 221,000 Total cash available ................. 71,000 81,350 94,050 230,000 Less disbursements:For inventory purchases .......... 40,650 48,300 49,350 138,300 For selling and administrativeexpenses ............................. 20,500 22,000 22,500 65,000 For equipment purchases ........ 11,500 3,000 0 14,500 For dividends .......................... 0 0 3,500 3,500 Total disbursements ................... 72,650 73,300 75,350 221,300 Excess (deficiency) of cash ........ (1,650) 8,050 18,700 8,700 Financing:Borrowings ............................. 10,000 0 0 10,000 Repayments ........................... 0 0 (10,000) (10,000) Interest ($10,000 × 1% × 3) .. 0 0 (300) (300) Total financing........................... 10,000 0 (10,300) (300) Cash balance, ending................. $ 8,350 $ 8,050 $ 8,400 $ 8,4005. Income Statement:Nordic CompanyIncome StatementFor the Quarter Ended June 30Sales ....................................................... $245,000 Cost of goods sold:Beginning inventory (given) .................... $ 12,600Purchases (Part 2) ................................. 143,400Goods available for sale .......................... 156,000Ending inventory (Part 2) ....................... 9,000 147,000 * Gross margin ............................................ 98,000 Selling and administrative expenses:Salaries and wages (Part 3) .................... 22,500Shipping (Part 3).................................... 14,700Advertising (Part 3) ................................ 18,000Depreciation .......................................... 6,000Other expenses (Part 3) ......................... 9,800 71,000 Net operating income ............................... 27,000 Interest expense (Part 4) .. (300)Net income .............................................. $ 26,700 * A simpler computation would be $245,000 × 60% = $147,000.6. Balance sheet:Nordic CompanyBalance SheetJune 30AssetsCurrent assets:Cash (Part 4) ................................................................. $ 8,400 Accounts receivable (80% × $90,000) ............................. 72,000 Inventory (Part 2) .......................................................... 9,000 Total current assets .......................................................... 89,400 Buildings and equipment, net($214,100 + $14,500 – $6,000) ...................................... 222,600 Total assets ...................................................................... $312,000Liabilities and Stockholders’ EquityCurrent liabilities:Accounts payable (Part 2: 50% × $46,800) .. $ 23,400 Stockholders’ equity:Capital stock ............................................... $190,000Retained earnings* ..................................... 98,600 288,600 Total liabilities and equity ............................... $312,000* Retained earnings, beginning ................... $ 75,400Add net income ....................................... 26,700Total....................................................... 102,100Less dividends ........................................ 3,500Retained earnings, ending ....................... $ 98,600。

管理会计课后任务习题答案

A 或新产品 B. 若开发新产品A ，老产品甲需减产三分之一，并需追加专属成本 8000元；如开发新产品B ，老产品甲需减产五分之二•这三种产品地产量、售价和成本资料列示如下：资料个人收集整理，勿做商业用途产品名称老产品甲新产品A 新产品B 生产量（件） 6000 2000 2500 销售单价（元） 300 400 365 单位变动成本（元） 200280 255固定成本总额（元）200000要求：根据上述资料为该公司作出以开发哪种新产品较为有利地决策分析总额，可使企业多获利 3000元.资料个人收集整理，勿做商业用途2、某企业每年采购零件 20000件，单位购买价格为10元，每次进货费用为800元，单位零件每件仓储成本2元，计算经济进货批量、经济进货批量地总成本、，年度最佳进货批次，每次订货地间隔天数•资料个人收集整理，勿做商业用途根据已知条件，计算分析如下：经济进货批量 Q=V 2X 20000 X 800 - 2 = 4000 （件）经济进货批量地总成本 T C = V 2X 20000X 800X 2 = 8000 （元）经济进货批量地平均占用资金 W =1实假定操公司原来生产老产品甲，现拟利用现有生产能力开发新产品根据已知条件，编制利润总额分析表如下4000X 10十2= 20000 （元）年度最佳进货批次 N = 20000十4000= 5 （次）每次订货地间隔天数 T = 360十5= 72 （天）1.决策是在现实地客观条件下，根据确定地目标，对未来实践地（方向）、（目标）和（方法）等做出决定地过程•资料个人收集整理，勿做商业用途2.决策分析具有（预测性）、（目标性）和（评价性）等特征•3•按决策影响所涉及地时间长短，可以将其分为（短期决策）和（长期决策）4•机会成本是指从备选方案中选择某项方案而放弃其他方案（可能丧失地潜在利益）•5.差别成本分析法是指在短期经营决策中，当备选方案地（相关收入）均为零时，通过比较各方案地（相关成本），以（成本最小化）为优地原则，作出最终决策地一种方法•资料个人收集整理，勿做商业用途6•把价格下降后增加地销售量所增加地收入称为（边际收入）7•投资报酬率定价法是在考虑（资本投资）地前提下，实现目标投资报酬率地一种定价方法•&如果只考虑订货提前期，再订货点地数量等于（交货时间）与（每日平均需用量）地乘积•二、单项选择题1•半成品是否进一步加工地决策，一般可将进一步加工后预期收入与进一步加工时所追加地成本进行比较，若前者（ B ）后者，说明进一步加工地方案较优•资料个人收集整理，勿做商业用途A •小于B •大于 C.等于 D •不能确定2•在进行亏损产品转产地决策分析时，其中一个条件是如果转产地产品所提供地贡献毛益（ A ）原产品地贡献毛益，说明转产不合算.资料个人收集整理，勿做商业用途A •小于B •大于 C.等于 D •不能确定3•下列各项中，属于无关成本地是（ A ）•A •沉没成本B •差量成本 C.机会成本 D •专属成本4.在零部件自制还是外购地决策中，如果零部件地需用量尚不确定，应当采用地决策方法是（ D ）.资料个人收集整理，勿做商业用途A•相关损益分析法B•差别损益分析法C.相关成本分析法 D •成本无差别点法5 •企业作出一项接受简单条件下地低价订货决策时，该项追加订货必然满足地条件是（C ）•A .其数量超过正常订货量B .其数量超过剩余生产能力C.其单价大于单位变动成本 D .其单价高于正常订货地单价6•就短期决策而言，（ C ）属于无关成本•A •付现成本B •机会成本 C.不可避免成本 D •差量成本7.对亏损产品A产品是否停产，应根据（ C ）地方法来决策•A .看A产品亏损数额是否能由盈利产品来弥补，如能弥补，继续生产B.A产品亏损数额如能由盈利产品来弥补，也停止生产C.A产品地贡献毛益如为正数，不应停止生产D . A产品地贡献毛益如为正数，应停止生产&是否接受追加订货地决策应看（ C ）A •售价是否高于产品地机会成本B •售价是否高于产品地单位变动成本C.售价是否高于产品地单位变动成本，并能补偿专属地固定成本D .售价是否高于产品地全部成本9 •应增产哪一种产品地选择，主要考虑（ C ）A .产品地销售收入B .产品地利润C.产品地贡献毛益总额 D .产品地单位贡献毛益10•按照管理会计地解释，成本地相关性是指（ A ）A .与决策方案有关地成本特性 B.与控制标准有关地成本特性C.与资产价值有关地成本特性D.与归集对象有关地成本特性三、多项选择题1.按决策条件地确定性，决策分析可分为（ABD ）A.确定型决策B.风险型决策C.战略决策D.不确定型决策2. 在确定决策目标时，应考虑以下因素（ACD )A.可以计量其成果B.可以确定其数量C.可以规定其时间范围 1D.可以确定其责任3. 下列哪些属于相关成本（ABCD)•A.机会成本B.边际成本C.付现成本D.差量成本4. 下列哪些属于无关成本（BCD)•A.重置成本B.共同成本C.沉没成本D.不可延缓成本5. 半成品是否进一步加工地决策应考虑地差量成本有（AB C) •A.半成品进一步加工地变动成本B.半成品进一步加工地机会成本C.半成品进一步加工地专属成本D.半成品自制成本6.下列方法中，属于进行短期经营决策常用方法地有（ABCD ）.A.差别成本分析法B.利润总额分析法C.成本无差别点法D.投资报酬率定价法7.在存货决策中，存货是在生产经营过程中为销售或耗用而储存地各种有形资产，包括（A BCD ）.A.产成品B.包装物C.各种材料D.委托加工材料&存货ABC分类地标准主要有（AC ）.A.金额标准B.规格标准C.品种数量标准D.以上都是四、判断题1.在经营决策中，所有地亏损产品都应停产或转产，而不应继续生产•（X ）2.当企业拟利用一部分剩余生产能力来扩大某种产品地生产量时，可根据有关产品每单位生产能力所提供地贡献毛益来进行分析、评价，以正确选择增产哪种产品为优•（V ）资料个人收集整理，勿做商业用途3.当边际收入等于边际成本时，就意味着收入地增加不再使利润增加，此时利润最大•（V ）4.投资报酬率定价法地优点在于可以简单地按照公式来确定产品售价•（X ）5.认知价值定价法地关键是要正确地估计消费者地消费偏好•（X ）6.在存货 ABC分类管理中，三类存货地金额比重大致为A:B:C=0.7:0.2:0.1. （V ）资料个人收集整理，勿做商业用途7.边际成本地实质就是产量每减少一个单位而引起地成本变动•（X ）五、计算题1某企业专门生产机床，全年最大生产能力为 5000台，已与其他企业签订购销数量为4000 台地合同.机床地正常售价为 48000元，其单位成本资料如下表所示：资料个人收集整理，勿做商业用途机床成本计算单要求：计算下列情况下企业是否接受订货.（1）客户前来订货1000台，每台只愿出价31600元，若不接受追加订货，剩余生产设备可用于对外出租，月租金收入为4万元，企业是否接受此订货.资料个人收集整理，勿做商业用途（2）若客户前来订货1100台，追加订货会冲击正常生产计划，但客户每台愿出价 32500 元，但需要追加专属成本 160万元，企业地剩余生产能力无法转移，企业是否接受此订货. 资料个人收集整理，勿做商业用途根据已知条件，采用差别损益分析法对两种情况作出决策：（1）依据第一种情况，编制差别损益分析表，如下表所示.差别损益分析表单位：万元（2）依据第二种情况，编制差别损益分析表，如下表所示差别损益分析表单位：万元根据计算结果，对两种情况分析如下:(1)在第一种情况下，应接受低价追加订货，可使企业多获利164万元.(2)在第二种情况下，应拒绝低价追加订货，可使企业多获利65万元.2.某企业生产 A产品，其中甲零部件过去都是自制，全年需要量6000个•现有一企业愿意提供该零件，每个售价 50元•财务部门出具最近一年地成本计算单如下：资料个人收集整理，勿做商业用途甲零部件成本计算单要求：在下列情况下，为企业作出零部件自制还是外购地决策(1)假设企业停止生产该零部件，有关生产能力无法转移，该零部件是自制还是外购?(2)假设企业停止生产该零部件，有关设备可用于生产另一种新产品，每年可提供贡献毛益总额35000元，该零部件是自制还是外购？资料个人收集整理，勿做商业用途根据已知条件，采用差别成本分析法对两种情况作出决策：(1)依据第一种情况，编制差别成本分析表，如下表所示•差别成本分析表单位：元（2）依据第二种情况，编制差别成本分析表，如下表所示.差别成本分析表单位：元根据计算结果，对三种情况分析如下:（1）在第一种情况下，自制甲零部件地相关成本低于外购甲部件地相关成本，企业应采取自制方案，可使企业节约成本 24000元.因共同固定成本为沉没成本，故决策时不考虑资料个人收集整理，勿做商业用途（2）在第二种情况下，自制甲零部件地相关成本高于外购甲部件地相关成本，企业应采取外购方案，可使企业节约成本11000元•资料个人收集整理，勿做商业用途3.某企业计划年度准备生产乙产品1000件，预计固定成本总额110000元，预期地成本资料如下：乙产品成本计算单该企业预计利润总额按完全成本总额地15%予以加成•要求：计算乙产品售价为多少时能达到企业地目标利润根据已知条件，计算分析如下：乙产品单位产品完全成本= 226 +（ 110000十1000）= 336 （元）乙产品单位销售价格= 336 X（1 + 15%） = 386.40 （元）根据计算结果，该公司应把乙产品售价确定为386.40元，才能达到企业地目标利润版权申明本文部分内容，包括文字、图片、以及设计等在网上搜集整理。

东北财经大学《管理会计》题库(第12章)及附满分答案

东北财经大学《管理会计》题库（第12章）及附满分答案第十二章1、B 在管理会计中，因约束条件的模糊性而导致出现变量取值不稳定和未来事件结果多样性的现象就是所谓的（）A、确定B、不确定C、风险D、复杂性2、ABC 下列各项中，符合表述“不确定”特征的说法有（）A、约束条件具有模糊性B、变量取值具有不稳定性C、分析结果具有多样性D、计算公式具有复杂性E、计算结论具有随意性3、A 管理会计中的不确定分析主要适用于预测分析和决策分析A、对B、错4、A 管理会计中的不确定分析就是风险分析A、对B、错5、A 在管理会计中，“不确定”是指由于约束条件的模糊性而导致的变量取值的不稳定性和未来事件结果多样性的一种现象A、对B、错6、C 在不确定分析中，如果无法知道决策对象可能出现的后果，或虽然知道可能出现的后果但无法知道它发生的概率大小的情况下，应当采取（）A、敏感性分析B、概率分析C、非概率分析D、定性分析7、ABC 下列各项中，属于不确定分析类型的有（）A、敏感性分析B、概率分析C、非概率分析D、预测分析E、决策分析8、C 在管理会计中，敏感性分析、概率分析和非概率分析都属于（）A、定性分析B、确定分析C、不确定分析D、非定量分析9、 A敏感性分析的实质就是通过注意改变相关变量数值的方法来揭示关键指标受这些因素变动影响大小的规律A、对B、错10、B 概率分析是指在概率论原理的指导下，直接利用概率对那些有多种可能后果的不确定因素进行定量处理的一种确定分析技术A、对B、错11、B 在敏感性分析中，因素不相关的假定又称为（）A、有限因素的假定B、因素单独变动假定C、相同变动幅度的假定D、影响效果相同的假定12、A 特定因素按有关假定单独变动1%后使利润增长的百分比指标叫做该因素的（）A、灵敏度指标B、变动率指标C、敏感性D、变动极限13、ABCD 敏感性分析的前提是（）A、有限因素B、因素不相关C、相同变动幅度D、影响效果相同E、因素之间相关14、C 通过分析预测有关因素变动对净现值和内部收益率等主要经济评价指标的影响程度的敏感性分析方法是（）A、保本点敏感性分析B、利润敏感性分析C、投资敏感性分析D、保利点敏感性分析15、A 对敏感性高的因素应给予高度重视，对敏感性低的因素，不必作为分析的重点（）A、对B、错16、ACE 如果单价的灵敏度指标为10%，固定成本的灵敏度指标为4%，则有关因素的极限变动率分别为（）A、K1=-10%B、K2=+25%C、K3=-20%D、K4=+25%E、K2=+20%17、B 如果单价的灵敏度指标为10%，固定成本的灵敏度指标为3%，则单位变动成本的灵敏度指标为（）A、7%B、6%C、5%D、4%18、ABC 保本点敏感性分析的具体假定包括（）A、销售量为常数B、企业正常盈利C、因素单独变动D、单价为常数E、因素相关19、B 保本点敏感性分析的优点是能够从相对数的角度直接确定影响保本点因素的变动范围A、对B、错20、A 在进行保本点敏感性分析时，假定企业的安全边际指标大于0（）A、对B、错21、ABCE 下列各项中，属于利润敏感性分析与投资敏感性分析的具体假定不同之处的有（）A、核心指标的数目不同B、考虑因素的内容不同C、因素变动幅度不同D、因素变动与否不同E、指标的变动方向不同22、B 利润灵敏度指标的排列是：单价的灵敏度指标最大；单位变动成本的灵敏度指标次之；其次是销售量的灵敏度指标；固定成本的的灵敏度指标最低A、对B、错23、A 在利润敏感性分析中，如果企业正常盈利，则对利润影响程度最高的因素是（）A、单价B、单位变动成本C、销售量D、固定成本24、ABD 在利润灵敏度分析中，当任意第i个因素以任一幅度单独变动时，利润的变动率计算公式中考虑的指标有（）A、(-1)1+iB、DiC、KiD、SiE、1%25、AE 下列各项中，属于某因素中间变量特征的有（）A、其变动率与该因素的变动率相同B、其变动率与该因素的变动率相反C、其变动额与该因素的变动额相反D、其变动额与利润的变动额相同E、其变动额与利润变动额的绝对值相同26、B 在投资敏感性分析中，因素变动对净现值和内部收益率影响程度分析的总量法比差量法更为简便易行A、对B、错27、D 投资敏感性分析的结论表明，下列各项中其变动只能影响净现值而不会影响内部收益率指标的因素是（）A、售价B、销售量C、经营成本D、基准折现率28、BCDE 按照投资敏感性分析原理，如果因素的变动不突破有关极限,该投资项目仍具有财务可行性，这些极限包括（）A、单价增长率极限B、销售量降低率极限C、经营成本增长率极限D、经营期变动下限E、固定资产投资超支的极限29、B 分别利用总量法和差量法对同一个投资项目进行敏感性分析，可能会得出不同的结论A、对B、错30、B 利润敏感性分析与投资敏感性分析的具体假定相同A、对B、错31、A 随机现象的每一种表现或结果称为（）A、随机事件B、随机变量C、概率D、期望值32、A 只能以整数形式表现的随机变量是（）A、离散型随机变量B、连续型随机变量C、古典型随机变量D、正态分布型随机变量33、C 在概率分析中，在经验积累或主观估计的基础上形成的概率是（）A、先验概率B、后验概率C、主观概率D、客观概率34、A 概率分析包括期望值分析法和联合概率法概率分析A、对B、错35、C 某企业只生产一种产品，单价、单位变动成本、销售量和固定成本都是不确定因素。

微经第12章习题1(1)

第12章习题习题■判断并解释竞争1.在一个完全竞争的行业中，许多企业生产非常类似但略有不同的产品。

2.企业的最小有效规模是长期平均总成本在最低值时的最小产量水平。

3.在完全竞争的行业内，任何每个企业都不能对商品的价格产生实质性的影响。

4.在完全竞争的行业内，市场需求曲线是一条水平线。

5.一个完全竞争的企业一定可以决定其产品的价格。

完全竞争中的企业决策6.如果一个完全竞争的企业不会倒闭，则该企业为了实现其利润最大化必须在 MR＝MC 的条件下生产。

7.如果一个企业产品的价格低于一个企业平均总成本的最小值，则该企业会立刻倒闭。

8.完全竞争企业的供给曲线表示的是只有当企业获得经济利润时在任何价格水平处的供给产量。

9.完全竞争企业的供给曲线是该企业的平均总成本曲线。

完全竞争中的产量、价格和利润10.如果 P＞ATC ，则该企业处于经济亏损中。

11.在短期内，一个完全竞争的企业可能获得经济利润、正常利润或出现经济亏损。

12.从长期来看，一个完全竞争的企业可能获得经济利润、正常利润或出现经济亏损。

13.不论何时，只要企业不再获得经济利润，企业就会退出该市场。

14.经济利润为零的企业根本不盈利。

15.从长期来看，一个完全竞争的企业在其长期平均成本的最低处组织生产。

嗜好的变动与技术进步16.在短期内，需求的持续增加允许企业为了获得经济利润而进行生产。

17.从长期来看，需求的持续增加允许企业为了获得经济利润而进行生产。

18.在具有外部不经济的完全竞争行业，需求的变化通常会导致价格的上涨。

19.采用新技术会增加企业的成本，从而导致短期内所有企业经济亏损。

竞争与效率20.当一些人状况的变好必须以另一些人状况的变坏为代价时，资源就得到了有效的利用。

21.从贸易中得到的总收益等于消费者剩余与生产者剩余之和。

22.完全竞争导致资源的有效利用。

■选择题竞争1.以下哪一项不是完全竞争行业的特点？a.向下倾斜的市场需求曲线；b.每个企业的完全弹性需求；c.每个企业决定其产量；d.每个企业生产的产品与其他竞争者的产品略有不同。

成本会计：管理的着重点书后习题答案第12章

CHAPTER 12PRICING DECISIONS AND COST MANAGEMENT12-1The three major influences on pricing decisions are:1. Customers2. Competitors3. Costs12-2Not necessarily. For a one-time-only special order, the relevant costs are only those costs that will change as a result of accepting the order. In this case, full product costs will rarely be relevant. It is more likely that full product costs will be relevant costs for long-run pricing decisions.12-3Two examples of pricing decisions with a short-run focus:1. Pricing for a one-time-only special order with no long-term implications.2. Adjusting product mix and volume in a competitive market.12-4Activity-based costing helps managers in pricing decisions in two ways.1. It gives managers more accurate product-cost information for making pricing decisions.2. It helps managers to manage costs during value engineering by identifying the cost impact ofeliminating, reducing, or changing various activities.12-5Two alternative starting points for long-run pricing decisions are:1. Market-based pricing, an important form of which is target pricing. The market-basedapproach asks, "Given what our customers want and how our competitors will react to what we do, what price should we charge?"2. Cost-based pricing which asks, "What does it cost us to make this product and, hence, whatprice should we charge that will recoup our costs and produce a desired profit?"12-6 A target cost per unit is the estimated long-run cost per unit of a product (or service) that, when sold at the target price, enables the company to achieve the targeted operating income per unit.12-7Value engineering is a systematic evaluation of all aspects of the value-chain business functions, with the objective of reducing costs while satisfying customer needs. Value engineering via improvement in product and process designs is a principal technique that companies use to achieve target costs per unit.12-8 A value-added cost is a cost that customers perceive as adding value, or utility, to a product or service. Examples are costs of materials, direct labor, tools, and machinery. A nonvalue-added cost is a cost that customers do not perceive as adding value, or utility, to a product or service. Examples of nonvalue-added costs are costs of rework, scrap, expediting, and breakdown maintenance.12-9No. It is important to distinguish between when costs are locked in and when costs are incurred, because it is difficult to alter or reduce costs that have already been locked in.12-10Cost-plus pricing is a pricing approach in which managers add a markup to cost in order to determine price.12-11Cost-plus pricing methods vary depending on the bases used to calculate prices. Examples are (a) variable manufacturing costs; (b) manufacturing function costs; (c) variable product costs; and (d) full product costs.12-12Two examples where the difference in the incremental costs of two products or services are much smaller than the differences in their prices follow:1. The difference in prices charged for a telephone call, hotel room, or car rental during busyversus slack periods is often much greater than the difference in costs to provide these services.2. The difference in incremental costs for an airplane seat sold to a passenger traveling onbusiness or a passenger traveling for pleasure is roughly the same. However, airline companies routinely charge business travelers––those who are likely to start and complete their travel during the same week excluding the weekend––a much higher price than pleasure travelers who generally stay at their destinations over at least one weekend.12-13Life-cycle budgeting is an estimate of the revenues and costs attributable to each product from its initial R&D to its final customer servicing and support.12-14Three benefits of using a product life-cycle reporting format are:1. The full set of revenues and costs associated with each product becomes more visible.2. Differences among products in the percentage of total costs committed at early stages in thelife cycle are highlighted.3. Interrelationships among business function cost categories are highlighted.12-15Predatory pricing occurs when a business deliberately prices below its costs in an effort to drive out competitors and restrict supply and then raises prices rather than enlarge demand. Under U.S. laws, dumping occurs when a non-U.S. company sells a product in the United States at a price below the market value in the country of its creation, and this action materially injures or threatens to materially injure an industry in the United States. Collusive pricing occurs when companies in an industry conspire in their pricing and output decisions to achieve a price above the competitive price.12-16(20–30 min.) Relevant-cost approach to pricing decisions, special order.1. Relevant revenues, $3.80 ⨯ 1,000 $3,800Relevant costsDirect materials, $1.50 ⨯ 1,000 $1,500Direct manufacturing labor, $0.80 ⨯ 1,000 800Variable manufacturing overhead, $0.70 ⨯ 1,000 700Variable selling costs, 0.05 ⨯ $3,800 190Total relevant costs 3,190 Increase in operating income $ 610This calculation assumes that:a. The monthly fixed manufacturing overhead of $150,000 and $65,000 of monthly fixedmarketing costs will be unchanged by acceptance of the 1,000 unit order.b. The price charged and the volumes sold to other customers are not affected by thespecial order.Chapter 12 uses the phrase "one-time-only special order" to describe this special case.2. The president's reasoning is defective on at least two counts:a. The inclusion of irrelevant costs––assuming the monthly fixed manufacturing overheadof $150,000 will be unchanged; it is irrelevant to the decision.b. The exclusion of relevant costs––variable selling costs (5% of the selling price) areexcluded.3. Key issues are:a. Will the existing customer base demand price reductions? If this 1,000-tape order isnot independent of other sales, cutting the price from $5.00 to $3.80 can have a largenegative effect on total revenues.b. Is the 1,000-tape order a one-time-only order, or is there the possibility of sales insubsequent months? The fact that the customer is not in Dill Company's "normalmarketing channels" does not necessarily mean it is a one-time-only order. Indeed, thesale could well open a new marketing channel. Dill Company should be reluctant toconsider only short-run variable costs for pricing long-run business.12-17(20–30 min.) Relevant-cost approach to short-run pricing decisions.1. Analysis of special order:Sales, 3,000 units ⨯ $80 $240,000Variable costs:Direct materials, 3,000 units ⨯ $35 $105,000Direct manufacturing labor, 3,000 units ⨯ $10 30,000Variable manufacturing overhead, 3,000 units ⨯ $5 15,000Other variable costs, 3,000 units ⨯ $5 15,000Sales commission 6,000Total variable costs 171,000 Contribution margin $ 69,000Note that the variable costs, except for commissions, are affected by production volume, not sales dollars.If the special order is accepted, operating income would be $1,000,000 + $69,000 = $1,069,000.2. Whether McMahon is making a correct decision depends on many factors. He is incorrect if the capacity would otherwise be idle and if his objective is to increase operating income in the short run. If the offer is rejected, San Carlos, in effect, is willing to invest $69,000 in immediate gains forgone (an opportunity cost) to preserve the long-run selling-price structure. McMahon is correct if he thinks future competition or future price concessions to customers will hurt San Carlos's operating income by more than $69,000.There is also the possibility that Abrams could become a long-term customer. In this case, is a price that covers only short-run variable costs adequate? Would Holtz be willing to accept a $6,000 sales commission (as distinguished from her regular $36,000 = 15% ⨯ $240,000) for every Abrams order of this size if Abrams becomes a long-term customer?12-18 (25 min.) Short-run pricing, capacity constraints.1. With no constraints on availability of Pyrone or on plant capacity, Boutique would want to charge a minimum price for Seltium that would cover its incremental costs to manufacture Seltium. (Because there is excess capacity, there is no opportunity cost.) In this case, the incremental costs are the variable costs to manufacture a kilogram of Seltium:Pyrone (2 kilograms ⨯ $4 per kilogram) $ 8Direct manufacturing labor 4Variable manufacturing overhead costs 3Total variable manufacturing costs $15Hence, the minimum price that Boutique should charge to manufacture Seltium is $15 per kilogram. For 3,000 kilograms of Seltium, it should charge a minimum of $45,000 ($15 ⨯ 3,000).2. Now Pyrone is in short supply. Using it to make Seltium reduces the Bolzene that Boutique can make and sell. There is, therefore, an opportunity cost of manufacturing Seltium, the lost contribution from using the Pyrone to manufacture Bolzene. To make 3,000 kilograms of Seltium requires 6,000 (2 ⨯ 3,000) kilograms of Pyrone.The 6,000 kilograms of Pyrone can be used to manufacture 4,000 (6,000 ÷ 1.5) kilograms of Bolzene, since each kilogram of Bolzene requires 1.5 kilograms of Pyrone.The contribution margin from 4,000 kilograms of Bolzene is $24,000 ($6 per kilogram ⨯4,000 kilograms). This is the opportunity cost of using Pyrone to manufacture Seltium. The minimum price that Boutique should charge to manufacture Seltium should cover not only the incremental (variable) costs of manufacturing Seltium but also the opportunity cost:Costs of Manufacturing SeltiumRelevant CostsTotal for3,000 Kilograms(1)Per Kilogram(2) = (1) ÷ 3,000Incremental (variable ) costs of manufacturingSeltiumOpportunity cost of forgoing manufacture and sale of BolzeneMinimum cost of order $45,00024,000$69,000$158$23The minimum price per kilogram that Boutique should charge for Seltium is $23 per kilogram. For 3,000 kilograms of Seltium, Boutique should charge a minimum of $69,000 ($23 ⨯ 3,000 kgs).12–19 (25–30 min.) Value-added, nonvalue-added costs.1.Category ExamplesValue-added costs a. Materials and labor for regular repairs$ 800,000 Nonvalue-added costs b. Rework costsc. Expediting costs caused by work delays g. Breakdown maintenance of equipment Total 60,000 55,000 $190,000Gray area d. Materials handling costse. Materials procurement and inspection costsf. Preventive maintenance of equipment Total35,000 15,000 $100,000Classifications of value-added, nonvalue-added, and gray area costs are often not clear-cut. Other classifications of some of the cost categories are also plausible. For example, some students may include materials handling, materials procurement, and inspection costs and preventive maintenance as value-added costs (costs that customers perceive as adding value and as being necessary for good repair service) rather than as in the gray area. Preventive maintenance, for instance, might be regarded as value-added because it helps prevent nonvalue-adding breakdown maintenance.2. Total costs in the gray area are $100,000. Of this, we assume 65%, or $65,000, are value-added and 35%, or $35,000, are nonvalue-added.Total value-added costs: $800,000 + $65,000 $ 865,000Total nonvalue-added costs: $190,000 + $35,000 225,000Total costs $1,090,000 Nonvalue-added costs are $225,000 ÷ 1,090,000 = 20.64% of total costs.12-19(Cont’d.)3.Effect on Costs Classified asProgram Value-AddedNonvalue-AddedGrayArea(a) Quality improvement programs to•reduce rework costs by 75% (0.75 ⨯ $75,000) •reduce expediting costs by 75%(0.75 ⨯ $60,000)•reduce materials and labor costs by 5%(0.05 ⨯ $800,000)Total effect –$ 40,000–$ 40,000–$56,250– 45,000–$101,250(b) Working with suppliers to•reduce materials procurement and inspection costs by 20% (0.20 ⨯ $35,000)•reduce materials handling costs by 25% (0.25 ⨯$50,000)Total effectTransferring 65% of gray area costs (0.65 ⨯$19,500 = $12,675) as value-added and 35%(0.35 ⨯ $19,500 = $6,825) as nonvalue-added Effect on value-added and nonvalue-added costs –$ 12,675–$ 12,675– $ 6,825– $6,825–$7,000–12,500–19,500+ 19,500$ 0(c) Maintenance programs to•increase preventive maintenance costs by 50%(0.50 ⨯ $15,000)•decrease breakdown maintenance costs by 40%(0.40 ⨯ $55,000)Total effectTransferring 65% of gray area costs (0.65 ⨯ $7,500 = $4,875) as value-added and 35% (0.35 ⨯ $7,500= $2,625) as nonvalue-addedEffect on value-added and nonvalue-added costs +$ 4,875+$ 4,875– $22,000– 22,000+ 2,625– $19,375+$7,500+ $7,500– 7,500$ 0Total effect of all programsValue-added and nonvalue-added costs calculated inrequirement 2Expected value-added and nonvalue-added costs as a result of implementing these programs 865,000$817,200225,000$ 97,550If these programs had been implemented in 2001, total costs would decrease from $1,090,000 (requirement 2) to $817,200 + $97,550 = $914,750, and the percentage of nonvalue-added costs would decrease from 20.64% (requirement 2) to $97,550 ÷914,750 = 10.66%. These are significant improvements in Marino's performance.12-20(25-30 min.)Target operating income, value-added costs, servicecompany.1. The classification of total costs in 2001 into value-added, nonvalue added, or in the gray area in between follows.Value Gray Nonvalue TotalAdded Area added (4)=(1) (2) (3) (1)+(2)+(3) Doing calculations and preparing drawings75% ⨯ $400,000 $300,000 $300,000 Checking calculations and drawings4% ⨯ $400,000 $16,000 16,000 Correcting errors found in drawings7% ⨯ $400,000 $28,000 28,000 Making changes in response to client requests6% ⨯ $400,000 24,000 24,000 Correcting errors to meet governmentbuilding code, 8% ⨯ $400,000 32,000 32,000 Total professional labor costs 324,000 16,000 60,000 400,000 Administration and support costs at 40%($160,000 ÷ $400,000) of professionallabor costs 129,600 6,400 24,000 160,000 Travel 18,000 –– 18,000 Total $471,600 $22,400 $84,000 $578,000 Doing calculations and responding to client requests for changes are value-added costs because customers perceive these costs as necessary for the service of preparing architectural drawings. Costs incurred on correcting errors in drawings and making changes because they were inconsistent with building codes are nonvalue-added costs. Customers do not perceive these costs as necessary and would be unwilling to pay for them. Carasco should seek to eliminate these costs. Checking calculations and drawings is in the gray area (some, but not all, checking may be needed). There is room for disagreement on these classifications. For example, checking calculations may be regarded as value added, and making changes to conform to the building code might be regarded as in the gray area.Carasco’s staff can reduce nonvalue-added costs by checking government building code requirements before drawing up the plans and taking more care when doing the actual work. To reduce value-added costs, Carasco’s staff must work faster and more efficiently while at the same time maintaining quality. To achieve these goals, Carasco may want to consider investing in computer-aided drawing programs and training its professional staff to work with these tools.12-20(Cont’d.)2. Reduction in professional labor-hours bya. Correcting errors in drawings (7% ⨯ 8,000) 560 hoursb. Correcting errors to conform to building code (8% ⨯ 8,000) 640 hoursTotal 1,200 hoursCost savings in professional labor costs (1,200 hours ⨯ $50)Cost savings in variable administration and supportcosts (40% ⨯ $60,000) 24,000Total cost savings $ 84,000Current operating income in 2001 $102,000Add cost savings from eliminating errors 84,000Operating income in 2001 if errors eliminated $186,0003. Currently 85% ⨯8,000 hours = 6,800 hours are billed to clients generating revenues of $680,000. The remaining 15% of professional labor-hours (15% ⨯ 8,000 = 1,200 hours) is lost inmaking corrections. Carasco bills clients at the rate of $680,0006,800= $100 per professional labor-hour. If the 1,200 professional labor-hours currently not being billed to clients were billed to clients, Carasco’s revenues would increase by 1,200 hours ⨯ $100 = $120,000 from $680,000 to $800,000.Costs remain unchangedProfessional labor costs $400,000Administration and support (40% ⨯ $400,000) 160,000Travel 18,000Total costs $578,000Carasco’s operating income would beRevenues $800,000Total costs 578,000Operating income $222,00012-21(25–30 min.) Target prices, target costs, activity-based costing.1. Snappy's operating income in 2000 is as follows:Total for250,000 Tiles(1)Per Unit (2) = (1) ÷ 250,000Revenues ($4 ⨯ 250,000) Purchase cost of tiles ($3 ⨯ 250,000) Ordering costs ($50 ⨯ 500) Receiving and storage ($30 ⨯ 4,000) Shipping ($40 ⨯ 1,500)Total costsOperating income $1,000,000750,00025,000120,00060,000955,000$ 45,000$4.003.000.100.480.243.82$0.182. Price to retailers in 2001 is 95% of 2000's price = 0.95 ⨯ $4 = $3.80; cost per tile in 2001 is 96% of 2000's cost = 0.96 ⨯ $3 = $2.88.Snappy's operating income in 2001 is as follows:Total for250,000 Tiles(1)Per Unit (2) = (1) ÷ 250,000Revenues ($3.80 ⨯ 250,000) Purchase cost of tiles ($2.88 ⨯ 250,000) Ordering costs ($50 ⨯ 500) Receiving and storage ($30 ⨯ 4,000) Shipping ($40 ⨯ 1,500)Total costsOperating income $ 950,000720,00025,000120,00060,000925,000$ 25,000$3.802.880.100.480.243.70$0.103. Snappy's operating income in 2001, if it makes changes in ordering and material handling, will be as follows:Total for250,000 Tiles(1)Per Unit (2) = (1) ÷ 250,000Revenues ($3.80 ⨯ 250,000) Purchase cost of tiles ($2.88 ⨯ 250,000) Ordering costs ($25 ⨯ 200) Receiving and storage ($28 ⨯ 3,125) Shipping ($40 ⨯ 1,500)Total costsOperating income $950,000720,0005,00087,50060,000872,500$ 77,500$3.802.880.020.350.243.49$0.31Through better cost management, Snappy will be able to achieve its target operating income of $0.30 per tile despite the fact that its revenue per tile has decreased by $0.20 ($4.00 – $3.80), while its purchase cost per tile has decreased by only $0.12 ($3.00 – $2.88).12-22(20 min.) Cost-plus target return on investment pricing.1. Target operating income = target return on investment ⨯ invested capitalTarget operating income (25% of $960,000) $240,000Total fixed costs 352,000Target contribution margin $592,000Target contribution per room, ($592,000 ÷ 16,000) $37Add variable costs per room 3Price to be charged per room $40ProofTotal room revenues ($40 ⨯ 16,000 rooms) $640,000Total costs:Variable costs ($3 ⨯ 16,000) $ 48,000Fixed costs 352,000Total costs 400,000 Operating income $240,000The full cost of a room =variable cost per room + fixed cost per roomThe full cost of a room =$3 + ($352,000 ÷ 16,000) = $3 + $22 = $25Markup per room = Rental price per room – Full cost of a room= $40 – $25 = $15Markup percentage as a fraction of full cost = $15 ÷ $25 = 60%2. If price is reduced by 10%, the number of rooms Beck could rent would increase by 10%.The new price per room would be 90% of $40 $36The number of rooms Beck expects to rent is 110% of 16,000 17,600The contribution margin per room would be $36 – $3 $33Contribution margin ($33 ⨯17,600) $580,800Because the contribution margin of $580,800 at the reduced price of $36 is less than the contribution margin of $592,000 at a price of $40, Beck should not reduce the price of the rooms. Note that the fixed costs of $352,000 will be the same under the $40 and the $36 price alternatives and are, hence, irrelevant to the analysis.12-23 (20-25 min.) Cost-plus and target pricing.1. Investment $1,800,000Return on investment 20% Operating income (20% ⨯ $1,800,000) $360,000 Operating income per unit of RF17 ($360,000 ÷ 15,000) $24 Full cost per unit of RF17 $200 Selling price ($200 + $24) $224 Markup percentage on full cost ($24 ÷ $200) 12% 2. Selling price of RF17 = Variable costs per unit of RF17 ⨯ 1.40Hence, Variable costs per unit of RF17 = Selling price of RF171.40=$224.140= $1603. Fixed costs are $40 ($200 - $160) per unit ⨯ 15,000 units = $600,000Revenues ($230 ⨯ 13,500) $3,105,000Variable costs ($160 ⨯ 13,500) 2,160,000Contribution margin ($70 ⨯ 13,500) 945,000Fixed costs 600,000Operating income $ 345,000The operating income if Waterford increases the selling price of RF17 to $230 is $345,000. This is less than the $360,000 operating income Waterford earns by selling 15,000 units at a price of $224. The $6 ($230 – $224) increase in price causes demand to decrease by 1,500 units (15,000 –13,500). The demand for RF17 is elastic—an increase in price causes a significant decrease in demand.4. Target investment in 2002 $1,650,000Target return on investment 20%Target operating income in 2002, 20% ⨯ $1,650,000 $330,000Target revenues in 2002, $210 ⨯ 15,000 $3,150,000Less target operating income in 2002 330,000Target costs in 2002 $2,820,000Target cost per unit in 2002, $2,820,000 ÷ 15,000 $18812-24 (25 min.) Target costs, effect of product-design changes on productcosts.1. &2. Indirect cost-allocation rates for 2000 and 2001 are as follows:2000 2001Indirect cost category Total Costs (1) Quantity of Cost-Allocation Base (2) Cost Allocation Rate (3)= (1) ÷ (2) Total Costs (4) Quantity of Cost-Allocation Base (5) Cost-AllocationRate(6)=(4) ÷ (5) Batch-level costs$ 7,200,000 900 $ 8,000 $ 7,500,000 1,000 $ 7,500 Manuf. operations costs12,100,000 220,000 55 12,500,000 250,000 50 Engineering change costs 2,640,000 220 12,000 2,000,000 200 10,000Manufacturing costs of HJ6 in 2000 and 2001 are as follows:2000 2001 Total (1) Per Unit(2)=(1) ÷ 3,500Total (3) Per Unit (4)= (3) ÷ 4,000 Direct materials, $1,200 ⨯ 3,500; $1,100 ⨯ 4,000 $4,200,000 $1,200$4,400,000 $1,100 Batch-level costs, $8,000 ⨯ 70; $7,500 ⨯ 80 560,000 160600,000 150 Manuf. operations costs, $55 ⨯ 21,000; $50 ⨯ 22,000 1,155,000 3301,100,000 275 Engineering change costs, $12,000 ⨯ 14; $10,000 ⨯ 10 168,000 48 100,000 25 Total $6,083,000 $1,738 $6,200,000 $1,5503. 88% 2000in unit per cost ing Manuf actur 2001in HJ6 of unit per cost ing manuf actur Target ⨯== $1,738 ⨯ 0.88 = $1,529.44Actual manufacturing cost per unit of HJ6 in 2001 was $1,550. Hence, Medical Instruments did not achieve its target manufacturing cost per unit of $1,529.44.4. To reduce the manufacturing cost per unit in 2001, Medical Instruments reduces the cost per unit in each of the four cost categories —direct materials costs, batch-level costs, manufacturing operations costs, and engineering change costs. It achieves this by reducing setup, production order, and materials handling costs per batch, the cost per machine hour, and cost per engineering change, perhaps by becoming more efficient in performing these activities. Efficiency improvements also helped Medical Instruments reduce the quantities of the cost allocation bases used to manufacture HJ6. For example, although production of HJ6 increased by 14.3% [(4,000 – 3,500) ÷ 3,500] between 2000 and 2001, machine-hours worked increased by only 4.8% [(22,000 ÷ 21,000) ÷ 21,000]. Medical Instruments achieved these gains through value engineering activities that retained only those product features that customers wanted while eliminating nonvalue-added activities and costs.12-25(15 min.) Considerations other than cost in pricing.1. No. We would expect the incremental costs of providing telephone services to be no different in peak versus off-peak hours. Most costs of maintaining and operating the telephone network are fixed costs that are the same in peak and off-peak periods. In fact, the unit cost per telephone call is likely to be higher during off-peak hours when fewer calls are made. Yet the prices charged for telephone calls during peak periods are higher than the prices charged for off-peak evenings, nights, and weekends.2. Charging higher prices for peak period calls is an example of price discrimination. Price discrimination occurs because calls made between 8 A.M and 5 P.M. on working days are generally made by businesses who are relatively more price insensitive––they must make telephone calls to conduct their regular day-to-day business activities. Charging a higher price for calls during business hours maximizes the telephone company's operating income. Charging higher prices during business hours is also an example of peak-load pricing. Because the number of telephone calls that can be put through at any one time is limited, the telephone company raises prices to levels that the market will bear when demand is high.It is interesting that the prices of telephone calls do not vary much with the distances over which the calls are placed. Technological advances such as fiber optic cables have made costly devices such as repeaters and amplifiers, that were formerly needed to ensure high quality sound reproduction over long distances, unnecessary. The cost of laying cables has also decreased. The cost of a phone call does not vary much with distance.12-26(25 min.) Life-cycle product costing, activity-based costing.1. The budgeted life-cycle operating income for the new watch MX3 is $2,420,000, as shown below.Life-Cycle RevenuesAnd Costs Revenues, $40 ⨯ 400,000 $16,000,000R&D and design costs 1,000,000Manufacturing costs:Variable, $15 ⨯ 400,000 6,000,000Batch, $600 ⨯ 8001 batches 480,000Fixed 1,800,000 Marketing costs:Variable, $3.20 ⨯ 400,000 1,280,000Fixed 1,000,000 Distribution costs:Batch, $280 ⨯ 2,5002 batches 700,000Fixed 720,000 Customer-service costs:Variable, $1.50 ⨯ 400,000 600,000 Total costs 13,580,000Operating income $ 2,420,0001400,000 watches ÷ 500 watches per batch = 800 batches2400,000 watches ÷ 160 watches per batch = 2,500 batches12-26 (Cont’d.)2. Budgeted product life-cycle costs for R&D and design $1,000,000Total budgeted product life-cycle costs $13,580,000stages design and D &R the till incurred costs cycle -lif e product budgeted of Percentage = 000,580,13$000,000,1$= 7.36%3. An analysis reveals that 80% of the total product life-cycle costs of the new watch will be locked in at the end of the R&D and design stages when only 7.36% of the costs are incurred (requirement 2). The implication is that it will be difficult to alter or reduce the costs of MX3 once Destin finalizes the design of MX3. To reduce and manage total costs, Destin must act to modify the design before costs get locked in.4. The budgeted life-cycle operating income for MX3 if Destin reduces its price by $3 is $1,912,000, as shown next. This is less than the operating income of $2,420,000 calculated in requirement 1. Therefore, Destin should not reduce MX3’s price by $3.Life-CycleRevenuesAnd CostsRevenues, $37 ⨯ 440,000 $16,280,000R&D and design costs 1,000,000Manufacturing costs:Variable, $15 ⨯ 440,000 6,600,000Batch, $600 ⨯ 8003 batches 480,000Fixed 1,800,000Marketing costs:Variable, $3.20 ⨯ 440,000 1,408,000Fixed 1,000,000Distribution costs:Batch, $280 ⨯ 2,5004 batches 700,000Fixed 720,000Customer-service costs:Variable, $1.50 ⨯ 440,000 660,000Total costs 14,368,000Operating income $ 1,912,0003440,000 watches ÷ 550 watches per batch = 800 batches4440,000 watches ÷ 176 watches per batch = 2,500 batches。

多恩布什宏观经济学第12版答案完整版

多恩布什《宏观经济学》（第12版）笔记和课后习题详解内容简介多恩布什《宏观经济学》（第12版）笔记和课后习题详解严格按照教材内容进行编写，遵循教材第12版的章目编排，共分24章，每章由两部分组成：第一部分为复习笔记，总结本章的重难点内容；第二部分是课（章）后习题详解，对第12版的所有习题都进行了详细的分析和解答。

目录第1章导论1.1 复习笔记1.2 课后习题详解第2章国民收入核算2.1 复习笔记2.2 课后习题详解第3章增长与积累3.1 复习笔记3.2 课后习题详解第4章增长与政策4.1 复习笔记4.2 课后习题详解第5章总供给与总需求5.1 复习笔记5.2 课后习题详解第6章总供给和菲利普斯曲线6.1 复习笔记6.2 课后习题详解第7章失业7.1 复习笔记7.2 课后习题详解第8章通货膨胀8.1 复习笔记8.2 课后习题详解第9章政策预览9.1 复习笔记9.2 课后习题详解第10章收入与支出10.1 复习笔记10.2 课后习题详解第11章货币、利息与收入11.1 复习笔记11.2 课后习题详解第12章货币政策与财政政策12.1 复习笔记12.2 课后习题详解第13章国际联系13.1 复习笔记13.2 课后习题详解第14章消费与储蓄14.1 复习笔记14.2 课后习题详解第15章投资支出15.1 复习笔记15.2 课后习题详解第16章货币需求16.1 复习笔记16.2 课后习题详解第17章联邦储备、货币与信用17.1 复习笔记17.2 课后习题详解第18章政策18.1 复习笔记18.2 课后习题详解第19章金融市场与资产价格19.1 复习笔记19.2 课后习题详解第20章国家债务20.1 复习笔记20.2 课后习题详解第21章衰退与萧条21.1 复习笔记21.2 课后习题详解第22章通货膨胀与恶性通货膨胀22.1 复习笔记22.2 课后习题详解第23章国际调整与相互依存23.1 复习笔记23.2 课后习题详解第24章前沿课题24.1 复习笔记24.2 课后习题详解内容第2章国民收入核算2.1 复习笔记1 国内生产总值(1)国内生产总值的概念国内生产总值( gross domestic product,简称GDP)是既定时期内,一国所生产的全部最终产品和服务的市场价值。

西方经济学原理第十二章课后思考题答案

9、答：在国民收入核算体系中，存在的储蓄---投资恒等、在国民收入核算体系中，存在的储蓄投资恒等式完全是根据储蓄和投资的定义得出的。根据定义，式完全是根据储蓄和投资的定义得出的。根据定义，国内生产总值总等于消费加投资，内生产总值总等于消费加投资，国民总收入则等于消费加储蓄，国内生产总值又总等于国民总收入，加储蓄，国内生产总值又总等于国民总收入，这样才有了储蓄恒等于投资的关系。了储蓄恒等于投资的关系。这种恒等关系就是两部门经济的总供给（济的总供给（C + S）和总需求（C + I）的恒等关系。）和总需求（）的恒等关系。只要遵守储蓄和投资的这些定义，储蓄和投资一定相等，只要遵守储蓄和投资的这些定义，储蓄和投资一定相等，而不管经济是否充分就业或通货膨胀，既是否均衡。而不管经济是否充分就业或通货膨胀，既是否均衡。但这一恒等式并不意味着人们意愿的或者说事前计划的储蓄总会企业想要有的投资。在实际经济生活中，蓄总会企业想要有的投资。在实际经济生活中，储蓄和投资的主体及动机都不一样，投资的主体及动机都不一样，这就会引起计划投资和计划储蓄的不一致，形成总需求和总供给的不平衡，划储蓄的不一致，形成总需求和总供给的不平衡，引起经济扩张和收缩。经济扩张和收缩。分析宏观经济均衡时所讲的投资要等于储蓄，是指只有计划投资等于计划储蓄时，于储蓄，是指只有计划投资等于计划储蓄时，才能形成经济的均衡状态。经济的均衡状态。这和国民收入核算中的实际发生的储蓄这种恒等关系并不是一回事。蓄这种恒等关系并不是一回事。
3、解答：、解答：如果甲乙两国合并成一个国家，总和不会有影响。如果甲乙两国合并成一个国家，对GDP总和不会有影响。总和不会有影响因为甲乙两国未合并成一个国家时，因为甲乙两国未合并成一个国家时，双方可能有贸易往但这种贸易只会影响甲国或乙国的GDP，对两国来，但这种贸易只会影响甲国或乙国的， GDP总和不会有影响。如：甲国向乙国出口价值万美总和不会有影响。甲国向乙国出口价值10万美总和不会有影响乙国向甲国出口价值8万美元对甲来说，万美元，元，乙国向甲国出口价值万美元，对甲来说，计入 GDP中的净出口为万美元，计入乙的中的净出口为2万美元中的净出口为万美元，计入乙的GDP中的净出口中的净出口万美元，总和为零。为—2万美元，两国万美元两国GDP总和为零。若两国并成一个国总和为零从收入看，甲的收入为10万美元乙的收入为8；万美元，家，从收入看，甲的收入为万美元，乙的收入为；从支出看，甲的支出为8万美元乙的支出为10万美元万美元，万美元，支出看，甲的支出为万美元，乙的支出为万美元，所以无论用收入法还是支出法，都是18万美元以无论用收入法还是支出法，GDP都是万美元。都是万美元。

公司理财精要版原书第12版习题库答案Ross12e_Chapter12_TB

公司理财精要版原书第12版习题库答案Ross12e_Chapter12_TBFundamentals of Corporate Finance, 12e (Ross)Chapter 12 Some Lessons from Capital Market History1) Stacy purchased a stock last year and sold it today for $4 a share more than her purchase price. She received a total of $1.15 per share in dividends. Which one of the following statements is correct in relation to this investment?A) The dividend yield is expressed as a percentage of the par value.B) The capital gain would have been less had Stacy not received the dividends.C) The total dollar return per share is $2.85.D) The capital gains yield is positive.E) The dividend yield is greater than the capital gains yield.2) Which one of the following correctly describes the dividend yield?A) Next year's annual dividend divided by today's stock priceB) This year's annual dividend divided by today's stock priceC) This year's annual dividend divided by next year's expected stock priceD) Next year's annual dividend divided by this year's annual dividendE) The increase in next year's dividend over this year's dividend divided by this year's dividend3) Bayside Marina just announced it is decreasing its annual dividend from $1.48 per share to $1.45 per share effective immediately. If the dividend yield remains at its pre-announcement level, then you know the stock price:A) was unaffected by the announcement.B) increased proportionately with the dividend decrease.C) decreased proportionately with the dividend decrease.D) decreased by $.03 per share.E) increased by $.03 per share.4) Which one of the following statements related to capital gains is correct?A) The capital gains yield includes only realized capital gains.B) An increase in an unrealized capital gain will increase the capital gains yield.C) The capital gains yield must be either positive or zero.D) The capital gains yield is expressed as a percentage of a security's total return.E) The capital gains yield represents the total return earned by an investor.5) Which of the following yields on a stock can be negative?A) Dividend yieldB) Capital gains yieldC) Capital gains yield and total returnD) Dividend yield, capital gains yield, and total returnE) Dividend yield and total return6) Small-company stocks, as the term is used in the textbook, are best defined as the:A) 500 newest corporations in the U.S.B) companies whose stock trades OTC.C) smallest 20 percent of the companies listed on the NYSE.D) smallest 25 percent of the companies listed on NASDAQ.E) companies whose stock is listed on NASDAQ.7) The historical record for the period 1926–2016 supports which one of the following statements?A) When large-company stocks have a negative return, they will have a negative return for at least two consecutive years.B) The return on U.S. Treasury bills exceeds the inflation rate by at least .5 percent each year.C) There was only one year during the period when double-digit inflation occurred.D) Small-company stocks have lost as much as 50 percent and gained as much as 100 percent in a single year.E) The inflation rate was positive each year throughout the period.8) Which one of the following time periods is associated with low rates of inflation?A) 1941–1942B) 1973–1974C) 2014–2015D) 1979–1980E) 1946–19479) For the period 1926–2016, U.S. Treasury bills always:A) provided an annual rate of return that exceeded the annual inflation rate.B) had an annual rate of return in excess of 1.2 percent.C) provided a positive annual rate of return.D) earned a higher annual rate of return than long-term government bonds.E) had a greater variation in returns year-over-year than did long-term government bonds.10) Which one of the following statements is a correct reflection of the U.S. financial markets for the period 1926–2016?A) U.S. Treasury bill returns never exceeded a return of 9 percent in any one year.B) U.S. Treasury bills had an annual return in excess of 10 percent in three or more years.C) Inflation equaled or exceeded the return on U.S. Treasury bills every year during the period.D) Long-term government bonds outperformed U.S. Treasury bills every year during the period.E) National deflation occurred in at least one year during every decade during the period.11) For the period 2009–2016, U.S. Treasury bills had an annual rate of return that was:A) between .5 and 1 percent.B) between 1 and 2 percent.C) negative in at least one year.D) negative for two or more years.E) between 0 and .25 percent.12) Which one of the following categories of securities had the highest average annual return for the period 1926–2016?A) U.S. Treasury billsB) Large-company stocksC) Small-company stocksD) Long-term corporate bondsE) Long-term government bonds13) Which one of the following categories of securities had the lowest average risk premium for the period 1926–2016?A) Long-term government bondsB) Small-company stocksC) Large-company stocksD) Long-term corporate bondsE) U.S. Treasury bills14) The rate of return on which type of security is normally used as the risk-free rate of return?A) Long-term Treasury bondsB) Long-term corporate bondsC) Treasury billsD) Intermediate-term Treasury bondsE) Intermediate-term corporate bonds15) For the period 1926–2016, the average risk premium on large-company stocks was about:A) 12.7 percent.B) 10.4 percent.C) 8.6 percent.D) 6.9 percent.E) 7.3 percent.16) Assume that last year T-bills returned 2.8 percent while your investment in large-company stocks earned an average of7.6 percent. Which one of the following terms refers to the difference between these two rates of return?A) Risk premiumB) Geometric average returnC) Arithmetic average returnD) Standard deviationE) Variance17) Which one of the following statements correctly applies to the period 1926–2016?A) Large-company stocks earned a higher average risk premium than did small-company stocks.B) The average inflation rate exceeded the average return on U.S. Treasury bills.C) Large-company stocks had an average annual return of 14.7 percent.D) Inflation averaged 2.6 percent for the period.E) Long-term corporate bonds outperformed long-term government bonds.18) The excess return is computed as the:A) return on a security minus the inflation rate.B) return on a risky security minus the risk-free rate.C) risk premium on a risky security minus the risk-free rate.D) risk-free rate plus the inflation rate.E) risk-free rate minus the inflation rate.19) Which one of the following earned the highest risk premium over the period 1926–2016?A) Long-term corporate bondsB) U.S. Treasury billsC) Small-company stocksD) Large-company stocksE) Long-term government bonds20) What was the average rate of inflation over the period of 1926–2016?A) Less than 2.0 percentB) Between 2.0 and 2.4 percentC) Between 2.4 and 2.8 percentD) Between 2.8 and 3.2 percentE) Greater than 3.2 percent21) Assume you invest in a portfolio of long-term corporate bonds. Based on the period 1926–2016, what average annual rate of return should you expect to earn?A) Less than 5 percentB) Between 5 and 6 percentC) Between 6 and 7 percentD) Between 7 and 8 percentE) More than 8 percent22) The average annual return on small-company stocks was about ________ percent greater than the average annual return on large-company stocks over the period 1926–2016.A) 3B) 5C) 7D) 9E) 1123) Based on the period 1926-2016, the actual real return on large-company stocks has been around:A) 9 percent.B) 10 percent.C) 6 percent.D) 7 percent.E) 8 percent.24) To convince investors to accept greater volatility, you must:A) decrease the risk premium.B) increase the risk premium.C) decrease the real return.D) decrease the risk-free rate.E) increase the risk-free rate.25) Which one of the following best defines the variance of an investment's annual returns over a number of years?A) The average squared difference between the arithmetic and the geometric average annual returnsB) The squared summation of the differences between the actual returns and the average geometric returnC) The average difference between the annual returns and the average return for the periodD) The difference between the arithmetic average and the geometric average return for the periodE) The average squared difference between the actual returns and the arithmetic average return26) Which one of the following categories of securities had the most volatile annual returns over the period 1926–2016?A) Long-term corporate bondsB) Large-company stocksC) Intermediate-term government bondsD) U.S. Treasury billsE) Small-company stocks27) If the variability of the returns on large-company stocks were to decrease over the long-term, you would expect which one of the following as related to large-company stocks to occur as a result?A) Increase in the risk premiumB) Increase in the average long-term rate of returnC) Decrease in the 68 percent probability range of returnsD) Increase in the standard deviationE) Increase in the geometric average rate of return28) Which one of the following statements is correct based on the historical record for the period 1926–2016?A) The standard deviation of returns for small-company stocks was double that of large-company stocks.B) U.S. Treasury bills had a zero standard deviation of returns because they are considered to be risk-free.C) Long-term government bonds had a lower return but a higher standard deviation on average than did long-term corporate bonds.D) Inflation was less volatile than the returns on U.S. Treasury bills.E) Long-term government bonds were less volatile than intermediate-term government bonds.29) What is the probability that small-company stocks will produce an annual return that is more than one standard deviation below the average?A) 1.0 percentB) 2.5 percentC) 5.0 percentD) 16 percentE) 32 percent30) Which one of the following is a correct ranking of securities based on the volatility of their annual returns over the period of 1926–2016? Rank from highest to lowest.A) Large-company stocks, U.S. Treasury bills, long-term government bondsB) Small-company stocks, long-term corporate bonds, large-company stocksC) Long-term government bonds, long-term corporate bonds, intermediate-term government bondsD) Large-company stocks, small-company stocks, long-term government bondsE) Intermediate-term government bonds, long-term corporate bonds, U.S. Treasury bills31) Which one of the following had the least volatile annual returns over the period of 1926–2016?A) Large-company stocksB) InflationC) Long-term corporate bondsD) U.S. Treasury billsE) Intermediate-term government bonds32) Which one of the following statements is correct based on the period 1926–2016?A) Long-term government bonds had more volatile annual returns than did the long-term corporate bonds.B) The standard deviation of the annual rate of inflation was less than 3 percent.C) U.S Treasury bills have a zero variance in returns because they are risk-free.D) The risk premium on small-company stocks was less than 10 percent.E) The risk premium on all U.S. government securities is 0 percent.33) Generally speaking, which of the following best correspond to a wide frequency distribution?A) High standard deviation, low rate of returnB) Low rate of return, large risk premiumC) Small risk premium, high rate of returnD) Small risk premium, low standard deviationE) High standard deviation, large risk premium34) Standard deviation is a measure of which one of the following?A) Average rate of returnB) VolatilityD) Risk premiumE) Real returns35) Which one of the following is defined by its mean and its standard deviation?A) Arithmetic nominal returnB) Geometric real returnC) Normal distributionD) VarianceE) Risk premium36) Which of the following statements are true based on the historical record for 1926–2016?A) Risk-free securities produce a positive real rate of return each year.B) Bonds are generally a safer, or less risky, investment than are stocks.C) Risk and potential reward are inversely related.D) The normal distribution curve for large-company stocks is narrower than the curve for small-company stocks.E) Returns are more predictable over the short term than they are over the long term.37) Estimates of the rate of return on a security based on the historical arithmetic average will probably tend to ________ the expected return for the long-term and estimates using the historical geometric average will probably tend to ________ the expected return for the short-term.A) overestimate; overestimateB) overestimate; underestimateC) underestimate; overestimateD) underestimate; underestimateE) accurately estimate; accurately estimate38) The primary purpose of Blume's formula is to:A) compute an accurate historical rate of return.B) determine a stock's true current value.C) consider compounding when estimating a rate of return.D) determine the actual real rate of return.E) project future rates of return.39) The average compound return earned per year over a multiyear period is called the ________ average return.A) arithmeticB) standardC) variantD) geometricE) real40) The return earned in an average year over a multiyear period is called the ________ average return.B) standardC) variantD) geometricE) real41) Assume all stock prices fairly reflect all of the available information on those stocks. Which one of the following terms best defines the stock market under these conditions?A) Riskless marketB) Evenly distributed marketC) Zero volatility marketD) Blume's marketE) Efficient capital market42) Which one of the following statements best defines the efficient market hypothesis?A) Efficient markets limit competition.B) Security prices in efficient markets remain steady as new information becomes available.C) Mispriced securities are common in efficient markets.D) All securities in an efficient market are zero net present value investments.E) All securities provide the same positive rate of return when the market is efficient.43) Which one of the following is the most likely reason why a stock price might not react at all on the day that new information related to the stock's issuer is released? Assume the market is semistrong form efficient.A) Company insiders were aware of the information prior to the announcement.B) Investors do not pay attention to daily news.C) Investors tend to overreact.D) The news was positive.E) The information was expected.44) Which one of the following is most indicative of a totally efficient stock market?A) Extraordinary returns earned on a routine basisB) Positive net present values on stock investments over the long-termC) Zero net present values for all stock investmentsD) Arbitrage opportunities which develop on a routine basisE) Realizing negative returns on a routine basis45) Which one of the following statements is correct concerning market efficiency?A) Real asset markets are more efficient than financial markets.B) If a market is efficient, arbitrage opportunities should be common.C) In an efficient market, some market participants will have an advantage over others.D) A firm will generally receive a fair price when it issues new shares of stock if the market is efficient.E) New information will gradually be reflected in a stock's price to avoid any sudden price changes in an efficient market.46) Efficient financial markets fluctuate continuously because:A) the markets are continually reacting to old information as that information is absorbed.B) the markets are continually reacting to new information.C) arbitrage trading is limited.D) current trading systems require human intervention.E) investments produce varying levels of net present values.47) Inside information has the least value when financial markets are:A) weak form efficient.B) semiweak form efficient.C) semistrong form efficient.D) strong form efficient.E) inefficient.48) Evidence seems to support the view that studying public information to identify mispriced stocks is:A) effective as long as the market is only semistrong form efficient.B) effective provided the market is only weak form efficient.C) ineffective.D) effective only in strong form efficient markets.E) ineffective only in strong form efficient markets.49) Which one of the following statements related to market efficiency tends to be supported by current evidence?A) It is easy for investors to earn abnormal returns.B) Short-run price movements are easy to predict.C) Markets are most likely only weak form efficient.D) Mispriced stocks are easy to identify.E) Markets tend to respond quickly to new information.50) Which form of market efficiency would most likely offer the greatest profit potential to an outstanding professional stock analyst?A) WeakB) SemiweakC) SemistrongD) StrongE) Perfect51) You are aware that your neighbor trades stocks based on confidential information he overhears at his workplace. This information is not available to the general public. This neighborcontinually brags to you about the profits he earns on these trades. Given this, you would tend to argue that the financial markets are at best ________ form efficient.A) weakB) semiweakC) semistrongD) strongE) perfect52) The U.S. Securities and Exchange Commission periodically charges individuals with insider trading and claims those individuals have made unfair profits. Given this, you would be most apt to argue that the markets are less than ________ form efficient.A) weakB) semiweakC) semistrongD) strongE) perfect53) Individual investors who continually monitor the financial markets seeking mispriced securities:A) earn excess profits on all of their investments.B) make the markets increasingly more efficient.C) are never able to find a security that is temporarily mispriced.D) are overwhelmingly successful in earning abnormal profits.E) are always quite successful using only historical price information as their basis of evaluation.54) One year ago, you purchased a stock at a price of $43.20 per share. The stock pays quarterly dividends of $.18 per share. Today, the stock is selling for $45.36 per share. What is your capital gain on this investment?A) $1.44B) $2.16C) $2.80D) $1.74E) $2.3455) Six months ago, you purchased 300 shares of stock in Global Trading at a price of $26.19 a share. The stock pays a quarterly dividend of $.12 a share. Today, you sold all of your shares for $27.11 per share. What is the total amount of your dividend income on this investment?A) $36B) $72C) $348D) $144E) $20456) One year ago, you purchased 200 shares of SL Industries stock at a price of $18.97 a share. The stock pays an annual dividend of $1.42 per share. Today, you sold all of your shares for $17.86 per share. What is your total dollar return on this investment?A) $50B) $91C) $58D) $62E) $8257) You own 850 shares of Western Feed Mills stock valued at $53.15 per share. What is the dividend yield if your total annual dividend income is $1,256?A) 2.67 percentB) 2.78 percentC) 1.83 percentD) 2.13 percentE) 2.54 percent58) West Wind Tours stock is currently selling for $52.30 a share. The stock has a dividend yield of 2.48 percent. How much dividend income will you receive per year if you purchase 600 shares of this stock?A) $824.96B) $836.20C) $724.80D) $762.00E) $778.2259) One year ago, you purchased a stock at a price of $38.22 a share. Today, you sold the stock and realized a total loss of11.09 percent on your investment. Your capital gain was –$4.68 a share. What was your dividend yield?A) 1.15 percentB) .88 percentC) 1.02 percentD) .67 percentE) .38 percent60) You just sold 427 shares of stock at a price of $19.07 a share. You purchased the stock for $18.83 a share and have received total dividends of $614. What is the total capital gain on this investment?A) $716.48B) $511.52C) $102.48D) $618.48E) $476.5261) Last year, you purchased 400 shares of Analog stock for $12.92 a share. You have received a total of $136 in dividends and $4,301 in proceeds from selling the shares. What is your capital gains yield on this stock?A) 9.09 percentB) 6.73 percentC) ?16.78 percentD) ?14.14 percentE) ?11.02 percent62) Today, you sold 540 shares of stock and realized a total return of 7.3 percent. You purchased the shares one year ago ata price of $24 a share and have received a total of $86 in dividends. What is your capital gains yield on this investment?A) 5.68 percentB) 6.64 percentC) 6.39 percentD) 7.26 percentE) 7.41 percent63) Four months ago, you purchased 900 shares of LBM stock for $7.68 a share. Last month, you received a dividend payment of $.12 a share. Today, you sold the shares for $9.13 a share. What is your total dollar return on this investment?A) $1,305B) $1,413C) $1,512D) $1,394E) $1,08064) One year ago, you purchased 100 shares of Best Wings stock at a price of $38.19 a share. The company pays an annual dividend of $.46 per share. Today, you sold for the shares for $37.92 a share. What is your total percentage return on this investment?A) 2.62 percentB) 1.93 percentC) 2.72 percentD) 1.08 percentE) .50 percent65) Suppose a stock had an initial price of $76 per share, paid a dividend of $1.42 per share during the year, and had an ending share price of $81. What was the capital gains yield?A) 6.17 percentB) 6.69 percentC) 7.05 percentD) 6.58 percentE) 5.44 percent66) Suppose you bought a $1,000 face value bond with a coupon rate of 5.6 percent one year ago. The purchase price was $987.50. You sold the bond today for $994.20. If the inflation rate last year was 2.6 percent, what was your exact real rate of return on this investment?A) 4.88 percentB) 5.32 percentC) 3.65 percentD) 3.78 percentE) 4.47 percent67) Leo purchased a stock for $63.80 a share, received a dividend of $2.68 a share and sold the shares for $59.74 each. During the time he owned the stock, inflation averaged 2.8 percent. What is his approximate real rate of return on this investment?A) ?.64 percentB) ?4.96 percentC) ?2.16 percentD) 2.16 percentE) 4.96 percent68) Christina purchased 500 shares of stock at a price of $62.30 a share and sold the shares for $64.25 each. She also received $738 in dividends. If the inflation rate was 3.9 percent, what was her exact real rate of return on this investment?A) 4.20 percentB) 1.54 percentC) 1.60 percentD) 3.95 percentE) 5.50 percent69) What is the amount of the risk premium on a U.S. Treasury bill if the risk-free rate is 3.1 percent, the inflation rate is 2.6 percent, and the market rate of return is 7.4 percent?A) 0 percentB) 2.8 percentC) .5 percentD) 1.7 percentE) 4.3 percent70) You've observed the following returns on Crash-n-Burn Computer's stock over the past five years: 7 percent, 13 percent, 19 percent, ?8 percent, and 15 percent. Suppose the average inflation rate over this time period was 2.6 percent and the average T-bill rate was 3.1 percent. Based on this information, what was the average nominal risk premium?A) 6.6 percentB) 6.1 percentC) 9.2 percentD) 1.2 percentE) 3.5 percent71) You bought one of Shark Repellant's 6 percent coupon bonds one year ago for $867. These bonds pay annual payments, have a face value of $1,000, and mature 12 years from now. Suppose you decide to sell your bonds today when the required return on the bonds is 7.4 percent. The inflation rate over the past year was 2.9 percent. What was your total real return on this investment?A) 6.48 percentB) 6.61 percentC) 8.18 percentD) 7.44 percentE) 9.70 percent72) You find a certain stock that had returns of 8 percent, ?3 percent, 12 percent, and 17 percent for four of the last five years. The average return of the stock for the past five-year period was 6 percent. What is the standard deviation of the stock's returns for the five-year period?A) 10.39 percentB) 4.98 percentC) 7.16 percentD) 9.25 percentE) 5.38 percent73) A stock had returns of 5 percent, 14 percent, 11 percent, ?8 percent, and 6 percent over the past five years. What is the standard deviation of these returns?A) 7.74 percentB) 8.21 percentC) 9.68 percentD) 8.44 percentE) 7.49 percent74) The common stock of Air Express had annual returns of 11.7 percent, 8.8 percent,16.7 percent, and ?7.9 percent over the last four years, respectively. What is thestandard deviation of these returns?A) 8.29 percentB) 9.14 percentC) 11.54 percentD) 7.78 percentE) 10.66 percent75) A stock had annual returns of 5.3 percent, ?2.7 percent, 16.2 percent, and 13.6 percentover the past four years. Which one of the following best describes the probability that this stock will produce a return of 20 percent or more in a single year?A) Less than 2.5 percent but more than .5 percentB) More than 16 percentC) Less than .5 percentD) Less than 1 percent but more than .5 percentE) Less than 16 percent but more than 2.5 percent76) A stock has an expected rate of return of 9.8 percent and a standard deviation of 15.4 percent. Which one of the following best describes the probability that this stock will lose at leasthalf of its value in any one given year?A) less than 16 percentB) less than .5 percentC) less than 1.0 percentD) less than 2.5 percentE) less than 5.0 percent77) A stock had annual returns of 11.3 percent, 9.8 percent, ?7.3 percent, and 14.6percent for the past four years. Based on this information, what is the 95 percentprobability range of returns for any one given year?A) ?2.4 to 17.5 percentB) ?2.60 to 11.80 percentC) ?12.5 to 26.7 percentD) ?10.4 to 12.3 percentE) ?10.9 to 25.1 percent78) Aimee is the owner of a stock with annual returns of 17.6 percent, ?11.7 percent, 5.6 percent, and 9.7 percent for the past four years. She thinks the stock may achieve a returnof 17 percent again this coming year. What is the probability that your friend is correct?A) Less than .5 percentB) Greater than .5 percent but less than 1 percentC) Greater than 1 percent but less than 2.5 percentD) Greater than 2.5 percent but less than 16 percentE) Greater than 16 percent79) A stock had returns of 3 percent, 12 percent, 26 percent, ?14 percent, and ?1 percent for the past five years. Based on these returns, what is the approximate probability that this stock will return at least 20 percent in any one given year?A) Approximately .1 percentB) Approximately 5 percentC) Approximately 2.5 percentD) Approximately .5 percentE) Approximately 16 percent80) A stock had returns of 14 percent, 13 percent, ?10 percent, and 7 percent for thepast four years. Which one of the following best describes the probability that this stockwill lose no more than 10 percent in any one year?A) Greater than .5 but less than 1.0 percentB) Greater than 1 percent but less than 2.5 percentC) Greater than 2.5 percent but less than 16 percentD) Greater than 84 percent but less than 97.5 percentE) Greater than 95 percent81) Over the past five years, a stock produced returns of 11 percent, 14 percent, 4percent, ?9 percent, and 5 percent. What is the probability that an investor in this stockwill not lose more than 10 percent in any one given year?。

成本管理会计第十二章案例参考答案

成本管理会计第十二章案例参考答案案例题1、实际成本法下利润表2009年4 月单位：元主营业务收入 1 020 000主营业务成本期初存货82350加：本月生产费用1136000减：期末存货366350 852 000毛利168000实际成本法下的资产负债表2009 年4 月30日单位：元原材料56000 应付账款593600产成品366350 实收资本100000其他资产1039250 留存收益768000合计1461600 合计1461600标准成本法下的利润表2009 年6 月单位：元主营业务收入 1 020 000 主营业务成本期初存货81740加：本月生产1072000减：期末349740 804000毛利216 000 加：变动制造费用效率差异2400（F）固定制造费用产量差异25000（F）27 400 减：材料数量差异30000（U）材料价格差异35000 (U)人工效率差异15000（U）工资率差异8250 (U)变动制造费用耗费差异900(U)固定制造费用预算差异2250(U) (91400)152000标准成本法下的资产负债表2009 年4 月30日单位：元原材料56000* 应付账款593600产成品349740 实收资本100000其他资产1039250 留存收益750390**合计1444990 合计1444990* 该金额包括1000元未摊销到产品成本中去的材料价格差异。

** 注意因为期初产成品采用计划成本计价，期初留存收益也需要调整。

材料成本差异：数量差异=（80000×4-350000）×1=30000元（U）价格差异=（1-1.1）×360000=36000 元(U)人工成本差异：人工效率差异：（80000×2-165000）×3=15000（U）工资率差异：（3-3.05）×165000=8250( U)变动制造费用差异：效率差异=（80000×1.5-116000）×0.6=2400(F)耗费差异=（0.6-0.60775862）×116000=900(U)固定制造费用差异：产量差异=（80000-70000）×2.5=25000 (F)预算差异= 175000-177250=2250（U）2、在实际成本法下，该公司的利润为168000元，而在标准成本计算法下，该公司的利润为152000 元，相差16000元，其原因是因为本期产生的差异全部在本期利润表中扣除，如果将本期发生的总差异64000 元在销售产品与未销售产品之间分配，即本期销售60000单位产品，应负担的差异为48000元( （64000÷80000）×60000)。

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Exercise 12-11 (20 minutes)1. Fixed cost per mile ($3,500* ÷ 10,000 miles) . $0.35Variable operating cost per mile ..................... 0.08Average cost per mile .................................... $0.43* Depreciation ............................. $2,000Insurance (960)Garage rent (480)Automobile tax and license (60)Total ........................................ $3,5002. The variable operating costs would be relevant in this situation.The depreciation would not be relevant since it relates to a sunk cost. However, any decrease in the resale value of the car due to its use would be relevant. The automobile tax and license costs would be incurred whether Samantha decides to drive her own car or rent a car for the trip during spring break and are therefore irrelevant. It is unlikely that her insurance costs would increase as a result of the trip, so they are irrelevant as well. The garage rent is relevant only if she could avoid paying part of it if she drives her own car.3. When figuring the incremental cost of the more expensive car,the relevant costs would be the purchase price of the new car (net of the resale value of the old car) and the increases in the fixed costs of insurance and automobile tax and license. Theoriginal purchase price of the old car is a sunk cost and istherefore irrelevant. The variable operating costs would be the same and therefore are irrelevant. (Students are inclined to think that variable costs are always relevant and fixed costs are always irrelevant in decisions. This requirement helps to dispel thatnotion.)Relevant CostsItem Make Buy Direct materials (60,000 @ $4.00) ............. $240,000Direct labor (60,000 @ $2.75) ................... 165,000Variable manufacturing overhead(60,000 @ $0.50) .................................. 30,000Fixed manufacturing overhead, traceable(1/3 of $180,000) .................................. 60,000Cost of purchasing from outside supplier(60,000 @ $10) ..................................... $600,000 Total cost ................................................. $495,000 $600,000 The two-thirds of the traceable fixed manufacturing overhead costs that cannot be eliminated, and all of the common fixed manufacturing overhead costs, are irrelevant.The company would save $105,000 per year by continuing to make the parts itself. In other words, profits would decline by $105,000 per year if the parts were purchased from the outside supplier.1. The simplest approach to the solution is:Gross margin lost if the store is closed........ $(228,000) Less costs that can be avoided:Direct advertising ................................... $36,000Sales salaries .......................................... 45,000Delivery salaries ..................................... 7,000Store rent .............................................. 65,000Store management salaries (newemployee would not be hired to fillvacant position at another store)........... 15,000General office salaries ............................. 8,000Utilities .................................................. 27,200Insurance on inventories (2/3 × $9,000) .. 6,000Employment taxes* ................................ 9,000 218,200 Decrease in company net operating incomeif the Downtown Store is closed ............... $ (9,800) *Salaries avoided by closing the store:Sales salaries ........................................................ $45,000 Delivery salaries .................................................... 7,000 Store management salaries ................................... 15,000 General office salaries ........................................... 8,000 Total salaries ........................................................ 75,000 Employment tax rate ............................................. × 12% Employment taxes avoided .................................... $ 9,0002. The Downtown Store should not be closed. If the store is closed,overall company net operating income will decrease by $9,800per quarter.3. The Downtown Store should be closed if $200,000 of its sales arepicked up by the Uptown Store. The net effect of the closure willbe an increase in overall company net operating income by$76,200 per quarter:Gross margin lost if the Downtown Store is closed ............. $(228,000) Gross margin gained at the Uptown Store:$200,000 × 43% ........................................................... 86,000 Net loss in gross margin ................................................... (142,000) Costs that can be avoided if the Downtown Store is closed(part 1) ......................................................................... 218,200 Net advantage of closing the Downtown Store ................... $ 76,2001.Marcy Tina Cari Lenny Sewing KitDirect labor cost per unit .. $ 4.80 $ 3.00 $ 8.40 $ 6.00 $ 2.40 Direct labor-hours perunit* (a) ....................... 0.40 0.25 0.70 0.50 0.20 Selling price ..................... $35.00 $24.00 $22.00 $18.00 $14.00 Variable costs:Direct materials ............. 3.50 2.30 4.50 3.10 1.50 Direct labor ................... 4.80 3.00 8.40 6.00 2.40 Variable overhead .......... 1.60 1.00 2.80 2.00 0.80 Total variable costs .......... 9.90 6.30 15.70 11.10 4.70 Contribution margin (b) .... $25.10 $17.70 $ 6.30 $ 6.90 $ 9.30 Contribution margin perDLH (b) ÷ (a) ............... $62.75 $70.80 $ 9.00 $13.80 $46.50 * Direct labor cost per unit ÷ $12.00 per direct labor-hour2.ProductDLHPer UnitEstimatedSales(units)TotalDLHsMarcy .......................... 0.40 26,000 10,400Tina ............................ 0.25 42,000 10,500Cari ............................. 0.70 40,000 28,000Lenny .......................... 0.50 46,000 23,000Sewing Kit ................... 0.20 450,000 90,000Total DLHs required ..... 161,9003. Because the Cari doll has the lowest contribution margin perlabor hour, its production should be reduced by 17,000 dolls(11,900 excess DLHs ÷ 0.70 DLH per doll = 17,000 dolls). Thus, production and sales of the Cari doll will be reduced to 23,000 dolls for the year.4. Because the additional capacity would be used to produce theCari doll, the company should be willing to pay up to $21.00 per DLH ($12.00 usual labor rate plus $9.00 contribution margin per DLH) for added labor time. Thus, the company could employ workers for overtime at the usual time-and-a-half rate of $18.00 per hour ($12.00 × 1.5 = $18.00) and still improve overall profit.5. Additional output could be obtained in a number of waysincluding working overtime, adding another shift, expanding the workforce, contracting out some work to outside suppliers, and eliminating wasted labor time in the production process. The first four methods are costly, but the last method can add capacity at very low cost.Technical note: Some would argue that direct labor is a fixed cost in this situation and should be excluded when computing the contribution margin per unit. However, when deciding whichproducts to emphasize, no harm is done by misclassifying a fixed cost as a variable cost—providing that the fixed cost is theconstraint. If direct labor were removed from the variable cost category, the net effect would be to bump up the contribution margin per direct labor-hour by $12.00 for each of the products.The products will be ranked exactly the same—in terms of the contribution margin per unit of the constrainedresource—whether direct labor is considered variable or fixed.However, if labor is fixed and is not the constraint, including labor cost in the calculation of the contribution margin may lead to incorrect rankings of the products.。

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