CHAPTER 14

COST ALLOCATION, CUSTOMER-PROFITABILITY

ANALYSIS, AND SALES-VARIANCE ANALYSIS
TRUE/FALSE
1. Indirect costs are costs that cannot be traced to cost objects in an economically
feasible way.
Difficulty: 1 Objective: 1
Terms to Learn: cost allocation
2. To motivate engineers to design simpler products, costs for production, distribution,
and customer service may be included in product-cost estimates.
Difficulty: 2 Objective: 1
Terms to Learn: cost allocation
. !or e"ternal reporting, inventoriable costs under #$$% sometimes include &'(
costs.
Difficulty: 2 Objective: 1
Terms to Learn: cost allocation
)nder #$$%, inventoriable costs include only the costs of producing and
sometimes the design costs of the product.
*. To allocate a cost, it must satisfy all four purposes for which costs are allocated.
Difficulty: 2 Objective: 1
Terms to Learn: cost allocation
To allocate a cost, it is only necessary to satisfy one of the purposes for which costs
are allocated.
+. Today, companies are simplifying their cost systems and moving toward less-
detailed and less-comple" cost allocation bases.
Difficulty: Objective: 2
Terms to Learn: cost allocation
,ompanies are moving toward more-detailed and more-comple" cost allocations
because today technology can capture these costs in a relatively ine"pensive
manner.
1*-1
-. .hen using the cause-and-effect criterion, cost drivers are selected as the cost
allocation bases.
Difficulty: 1 Objective: 2
Terms to Learn: cost allocation
/. The ability-to-bear criterion is considered superior when the purpose of cost
allocation is motivation.
Difficulty: 2 Objective: 2
Terms to Learn: cost allocation
The cause-and-effect or benefits-received criteria is considered superior when the
purpose of cost allocation is motivation.
0. The benefits of implementing a more-comple" cost allocation system are relatively
easy to 1uantify for application of the cost-benefit approach.
Difficulty: 2 Objective: 2
Terms to Learn: cost allocation
The benefits of implementing a more-comple" cost allocation system are difficult to
measure.
2. 3ach company must decide which corporate cost categories should be included in
the indirect costs of the divisions 4 all, only a subset, or none.
Difficulty: 2 Objective:
Terms to Learn: cost allocation
15. !ull allocation of corporate costs to divisions is justified when the notion of
controllability is applied.
Difficulty: Objective:
Terms to Learn: cost allocation
The controllability notion is used to justify e"cluding some or all corporate costs
from division reports, not to justify including full costs.
11. .hen there is a lesser degree of homogeneity, fewer cost pools are re1uired to
accurately e"plain the use of company resources.
Difficulty: 2 Objective:
Terms to Learn: homogeneous cost pool
The greater the degree of homogeneity, the fewer the cost pools re1uired to
accurately e"plain the use of company resources.
1*-2
12. If a cost pool is homogeneous, the cost allocations using that pool will be the same
as they would be if costs of each individual activity in that pool were allocated
separately.
Difficulty: 2 Objective:
Terms to Learn: homogeneous cost pool
1. !acility-sustaining costs do not have a cause-and-effect relationship with individual
products.
Difficulty: 2 Objective:
Terms to Learn: homogeneous cost pool
1*. $n individual cost item can be simultaneously a direct cost of one cost object and
an indirect cost of another cost object.
Difficulty: Objective:
Terms to Learn: homogeneous cost pool
1+. $ homogenous cost pool has costs that have similar cause-and-effect relationships
with the cost-allocation base.
Difficulty: 2 Objective:
Terms to Learn: homogeneous cost pool
1-. 6nce a cost pool has been established, it should not need to be revisited or revised.
Difficulty: 2 Objective:
Terms to Learn: homogeneous cost pool
6nce a cost pool has been established, it is often necessary to revisit it or revise it.
1/. $ll customers are e1ually important to a company and should receive e1ual levels
of attention.
Difficulty: Objective: *
Terms to Learn: customer-profitability analysis
,ustomers should receive a level of attention from the company that matches their
contribution to the company7s profitability.
10. The purpose of price discounting is to encourage increases in customer purchases.
Difficulty: Objective: *
Terms to Learn: price discounting
1*-
12. There are two elements that influence customer profitability 4 revenues and costs.
Difficulty: 2 Objective: *
Terms to Learn: customer-profitability analysis
25. ,ompanies that only record the invoice price can usually trac8 the magnitude of
price discounting.
Difficulty: 2 Objective: *
Terms to Learn: price discounting
To trac8 discounting, the discount must be recorded.
21. $ customer cost hierarchy categori9es costs related to customers into different cost
pools on the basis of using only one cost driver.
Difficulty: 2 Objective: *
Terms to Learn: homogeneous cost pool, customer cost hierarchy
$ customer cost hierarchy categori9es costs related to customers into different cost
pools using different drivers.
22. $n activity-based costing system may focus on customers rather than products.
Difficulty: 2 Objective: +
Terms to Learn: customer-profitability analysis
2. $ customer cost hierarchy may include distribution-channel costs.
Difficulty: 1 Objective: +
Terms to Learn: customer cost hierarchy
2*. The cost of visiting customers is an e"ample of a customer output unit-level cost.
Difficulty: 2 Objective: +
Terms to Learn: customer cost hierarchy
The cost of visiting customers is an e"ample of a customer-sustaining cost.
2+. In general, distribution-channel costs are more easily influenced by customer
actions than customer batch-level costs.
Difficulty: Objective: -
Terms to Learn: customer cost hierarchy
In general, customer batch-level costs are more easily influenced by customer
actions than distribution-channel costs.
1*-*
2-. If one of four distribution channels is discontinued, corporate-sustaining costs such
as general administration costs will most li8ely be reduced by 2+:.
Difficulty: Objective: -
Terms to Learn: customer cost hierarchy
If one of four distribution channels is discontinued, corporate-sustaining costs such
as general administration costs will most li8ely not be affected.
2/. To more accurately assess customer profitability, corporate-sustaining costs should
be allocated.
Difficulty: Objective: -
Terms to Learn: customer-profitability analysis, customer cost hierarchy
The allocation of corporate-sustaining costs serves no useful purpose in assessing
customer profitability, decision ma8ing, performance evaluation, or motivation.
20. It is common to find that a small number of customers generate a high percentage of
operating income.
Difficulty: 2 Objective: -
Terms to Learn: customer-profitability analysis
22. ;anagers who utili9e customer profitability charts should drop customers that
generate a negative customer operating income, since dropping an unprofitable
customer will automatically cause overall income to increase.
Difficulty: 2 Objective: -
Terms to Learn: customer profitability analysis
;anagers who utili9e customer profitability charts should not drop customers that
generate a negative customer operating income, because dropping an unprofitable
customer may not cause overall income to increase.
5. It is possible that the largest customer in terms of revenue is not the most profitable
customer.
Difficulty: 2 Objective: -
Terms to Learn: customer profitability analysis
1. The static-budget variance is the difference between an actual result and a budgeted
amount in the static budget.
Difficulty: 1 Objective: /
Terms to Learn: static budget variance
1*-+
2. The fle"ible-budget variance is the difference between an actual result and the
fle"ible-budget amount based on the level of output actually achieved in the budget
period.
Difficulty: 1 Objective: /
Terms to Learn: fle"ible budget variance
. $dditional insight can be gained by dividing the sales-mi" variance into the
fle"ible-budget variance and the sales-volume variance.
Difficulty: 1 Objective: /
Terms to Learn: static budget variance, fle"ible budget variance, sales-volume
variance
$dditional insight can be gained by dividing the static-budget variance into the
fle"ible-budget variance and the sales-volume variance.
*. $ favorable sales-mi" variance arises when the actual sales-mi" percentage is less
than the budgeted sales-mi" percentage.
Difficulty: Objective: /
Terms to Learn: sales-mi" variance
$ favorable sales-mi" variance arises when the actual sales-mi" percentage e"ceeds
the budgeted sales-mi" percentage.
+. $ composite unit is a hypothetical unit with weights based on the mi" of individual
units.
Difficulty: 1 Objective: /
Terms to Learn: composite unit
-. The sales-mi" variance can be e"plained in terms of the budgeted contribution
margin per composite unit of the sales mi".
Difficulty: 2 Objective: /
Terms to Learn: sales-mi" variance, composite unit
/. The sales-1uantity variance is favorable when budgeted unit sales e"ceed actual unit
sales.
Difficulty: Objective: /
Terms to Learn: sales-1uantity variance
The sales-1uantity variance is unfavorable when budgeted unit sales e"ceed actual
unit sales.
1*--
0. The sales mi" variance is the difference between budgeted contribution margin for
the actual sales mi" and the budgeted contribution margin for the budgeted sales
mi".
Difficulty: 2 Objective: /
Terms to Learn: sales mi" variance
2. The sales 1uantity variance is the difference between budgeted contribution margin
based on actual units sold of all products at the budgeted mi", and contribution
margin in the fle"ible budget.
Difficulty: 2 Objective: /
Terms to Learn: sales 1uantity variance
The sales 1uantity variance is the difference between budgeted contribution margin
based on actual units sold of all products at the budgeted mi", and contribution
margin in the static budget.
*5. The mar8et-share variance is caused solely by the actual mar8et share being
different than the budgeted mar8et share.
Difficulty: Objective: 0
Terms to Learn: mar8et-share variance
*1. $ favorable mar8et-si9e variance results with a decrease in mar8et si9e.
Difficulty: Objective: 0
Terms to Learn: mar8et-si9e variance
$ favorable mar8et-si9e variance results with an increase in mar8et si9e.
*2. The fle"ible-budget variance can be further divided into the sales-mi" variance and
the sales-1uantity variance.
Difficulty: 1 Objective: 0
Terms to Learn: sales-volume variance, sales-mi" variance, sales-1uantity
variance
The sales-volume variance can be further divided into the sales-mi" variance and
the sales-1uantity variance.
*. The mar8et share variance is the difference in budgeted contribution margin for
actual mar8et si9e in units caused solely by the actual mar8et share being different
from the budgeted mar8et share.
Difficulty: 2 Objective: 0
Terms to Learn: mar8et share variance
1*-/
**. The mar8et si9e variance is the difference in budgeted contribution margin at
budgeted mar8et share caused solely by actual mar8et si9e in units being different
from budgeted mar8et si9e in units.
Difficulty: 2 Objective: 0
Terms to Learn: mar8et si9e variance
*+. $ difficulty with the mar8et share and mar8et si9e variances is that accurate
measures of mar8et share and mar8et si9e often do not e"ist.
Difficulty: 2 Objective: 0
Terms to Learn: mar8et si9e variance, mar8et share variance
*-. The direct materials mi" variance is the sum of the direct materials mi" variances
for each input.
Difficulty: 1 Objective: 2
Terms to Learn: direct materials mi" variance
*/. $n unfavorable direct materials mi" variance results when cheaper direct materials
are substituted for more e"pensive direct materials.
Difficulty: 2 Objective: 2
Terms to Learn: direct materials mi" variance
$ favorable direct materials mi" variance results when cheaper direct materials are
substituted for more e"pensive direct materials.
*0. $ favorable direct materials yield variance results when less direct materials are
used than planned.
Difficulty: 2 Objective: 2
Terms to Learn: direct materials mi" variance, direct materials yield variance
MULTIPLE CHOICE
*2. ,osts which are not economically feasible to trace but which are related to a cost
object are 8nown as:
a. fi"ed costs
b. direct costs
c. indirect costs
d. variable costs
Difficulty: 1 Objective: 1
Terms to Learn: cost allocation
1*-0
+5. $ny item for which a separate measurement of cost is desired is 8nown as:
a. cost allocation
b. a cost object
c. a direct cost
d. an indirect cost
Difficulty: 1 Objective: 1
Terms to Learn: cost object
+1. Indirect costs:
a. often comprise a large percentage of overall costs assigned to a cost object
b. specifically e"clude mar8eting costs
c. cannot be used for e"ternal reporting
d. are treated as period costs and not as product costs
Difficulty: Objective: 1
Terms to Learn: indirect costs
+2. $ll of the following illustrate purposes for allocating costs to cost objects 3<,3%T
to:
a. provide information for economic decisions
b. motivate managers and employees
c. determine a selling price the mar8et will bear
d. measure income and assets for reporting to e"ternal parties
Difficulty: 2 Objective: 1
Terms to Learn: cost allocation
+. The costs of all si" value-chain functions should be included when determining:
a. whether to add a new product line
b. the selling price of a service
c. whether to ma8e or buy a component part from another manufacturer
d. $ll of these answers are correct.
Difficulty: Objective: 1
Terms to Learn: cost allocation
+*. &'( costs are used for which purpose of cost allocation=
a. to provide information for economic decisions
b. to report to e"ternal parties when using generally accepted accounting
principles
c. to calculate costs of a government contract
d. $ll of these answers are correct.
Difficulty: Objective: 1
Terms to Learn: cost allocation
1*-2
++. .hich purpose of cost allocation is used to encourage sales representatives to push
high-margin products or services=
a. to provide information for economic decisions
b. to motivate managers and other employees
c. to justify costs or compute reimbursement
d. to measure income and assets for reporting to e"ternal parties
Difficulty: 2 Objective: 1
Terms to Learn: cost allocation
+-. .hich purpose of cost allocation is used to decide on the selling price for a
customi9ed product or service=
a. to provide information for economic decisions
b. to motivate managers and other employees
c. to justify costs or compute reimbursement
d. to measure income and assets for reporting to e"ternal parties
Difficulty: 2 Objective: 1
Terms to Learn: cost allocation
+/. To guide cost allocation decisions, the cause-and-effect criterion:
a. is used less fre1uently than the other criteria
b. is the primary criterion used in activity-based costing
c. is a difficult criterion on which to obtain agreement
d. may allocate corporate salaries to divisions based on profits
Difficulty: Objective: 2
Terms to Learn: cost allocation
+0. To guide cost allocation decisions, the benefits-received criterion:
a. generally uses the cost driver as the cost allocation base
b. results in subsidi9ing products that are not profitable
c. is the primarily used criterion in activity-based costing
d. may use an allocation base of division revenues to allocate advertising costs
Difficulty: Objective: 2
Terms to Learn: cost allocation
+2. To guide cost allocation decisions, the fairness or e1uity criterion is:
a. the criterion often cited in government contracts
b. superior when the purpose of cost allocation is for economic decisions
c. used more fre1uently than the other criteria
d. the primary criterion used in activity-based costing
Difficulty: Objective: 2
Terms to Learn: cost allocation
1*-15
-5. To guide cost allocation decisions, the ability to bear criterion:
a. is li8ely to be the most credible to operating personnel
b. allocates costs in proportion to the benefits received
c. results in subsidi9ing products that are not profitable
d. is the criterion often cited in government contracts
Difficulty: Objective: 2
Terms to Learn: cost allocation
-1. .hich cost-allocation criterion is appropriate when ma8ing an economic decision=
a. the fairness or e1uity criterion
b. the ability to bear criterion
c. the cause-and-effect criterion
d. $ll of these answers are correct.
Difficulty: 2 Objective: 2
Terms to Learn: cost allocation
-2. .hich cost-allocation criterion is ;6>T li8ely to subsidi9e poor performers at the
e"pense of the best performers=
a. the fairness or e1uity criterion
b. the benefits-received criterion
c. the ability to bear criterion
d. the cause-and-effect criterion
Difficulty: 2 Objective: 2
Terms to Learn: cost allocation
-. $ challenge to using cost-benefit criteria for allocating costs is that:
a. the costs of designing and implementing comple" cost allocations are not
readily apparent
b. the benefits of ma8ing better-informed pricing decisions are difficult to
measure
c. cost systems are being simplified and fewer multiple cost-allocation bases are
being used
d. the costs of collecting and processing information 8eep spiraling upward
Difficulty: Objective: 2
Terms to Learn: cost allocation
1*-11
-*. ,orporate overhead costs can be allocated:
a. using a single cost pool
b. to divisions using one cost pool and then reallocating costs to products using
multiple cost pools
c. using numerous individual corporate cost pools
d. $ll of these answers are correct.
Difficulty: 2 Objective:
Terms to Learn: cost allocation
-+. The ;6>T li8ely reason for allocating all corporate costs to divisions include that:
a. division managers ma8e decisions that ultimately control corporate costs
b. divisions receive benefits from all corporate costs
c. the hierarchy of costs promotes cost management
d. it is best to use multiple cost objects
Difficulty: Objective:
Terms to Learn: cost allocation
--. The ;6>T li8ely reason for ?6T allocating corporate costs to divisions include
that:
a. these costs are not controllable by division managers
b. these costs are incurred to support division activities, not corporate activities
c. division resources are already used to attain corporate goals
d. divisions receive no benefits from corporate costs
Difficulty: Objective:
Terms to Learn: cost allocation
-/. >ome companies only allocate corporate costs to divisions that are:
a. planned and under the control of division managers
b. output unit-level costs
c. perceived as causally related to division activities
d. direct costs
Difficulty: 2 Objective:
Terms to Learn: cost allocation
-0. ?ot allocating some corporate costs to divisions and products results in:
a. an increase in overall corporate profitability
b. the sum of individual product profitability being less than overall company
profitability
c. the sum of individual product profitability being greater than overall company
profitability
d. a decrease in overall corporate profitability
Difficulty: Objective:
Terms to Learn: cost allocation
1*-12
-2. The greater the degree of homogeneity, the
a. greater the number of needed cost pools
b. fewer the number of needed cost pools
c. less accurate the costs of a particular cost object
d. greater the variety of cause-and-effect relationships with the cost driver
Difficulty: 2 Objective:
Terms to Learn: homogeneous cost pool
/5. .hen individual activities within a cost pool have a similar relationship with the
cost driver, those costs:
a. need to be reallocated
b. need multiple cost drivers
c. are considered a homogeneous cost pool
d. are considered an allocated cost pool
Difficulty: 2 Objective:
Terms to Learn: homogeneous cost pool
/1. @omogeneous cost pools lead to:
a. more accurate costs of a given cost object
b. more resources being assigned to that cost object
c. the need for more cost drivers
d. Aoth a and c are correct.
Difficulty: 2 Objective:
Terms to Learn: homogeneous cost pool
/2. Identifying homogeneous cost pools:
a. re1uires judgment and should be reevaluated on a regular basis
b. should include the input of management
c. should include a cost-benefit analysis
d. $ll of these answers are correct.
Difficulty: 2 Objective:
Terms to Learn: homogeneous cost pool
/. To allocate corporate costs to divisions, the allocation base used should:
a. be an output unit-level base
b. have the best cause-and-effect relationship with the costs
c. combine administrative costs and human resource management costs
d. allocate the full costs
Difficulty: Objective:
Terms to Learn: cost allocation
1*-1
/*. ,orporate administrative costs allocated to a division cost pool are ;6>T li8ely to
be:
a. output unit-level costs
b. facility-sustaining costs
c. product-sustaining costs
d. batch-level costs
Difficulty: 1 Objective:
Terms to Learn: cost allocation
/+. To manage setup costs, a corporation might focus on the
a. number of setup-hours
b. number of units included in each production run
c. batch-level costs incurred per setup-hour
d. Aoth a and c are correct.
Difficulty: Objective:
Terms to Learn: homogeneous cost pool
T@3 !6BB6.I?# I?!6&;$TI6? $%%BI3> T6 C)3>TI6?> /- T@&6)#@ /0:
The @assan ,orporation has an 3lectric ;i"er (ivision and an 3lectric Bamp (ivision.
6f a D25,555,555 bond issuance, the 3lectric ;i"er (ivision used D1*,555,555 and the
3lectric Bamp (ivision used D-,555,555 for e"pansion. Interest costs on the bond totaled
D1,+55,555 for the year.
/-. .hat amount of interest costs should be allocated to the 3lectric ;i"er (ivision=
a. D*+5,555
b. D1,5+5,555
c. D*,255,555
d. D1*,555,555
Difficulty: 2 Objective:
Terms to Learn: cost allocation
D1*,555,555 E D25,555,555 " D1,+55,555F D1,5+5,555
//. .hat amount of interest costs should be allocated to the 3lectric Bamp (ivision=
a. D*+5,555
b. D1,5+5,555
c. D*,255,555
d. D-,555,555
Difficulty: 2 Objective:
Terms to Learn: cost allocation
D-,555,555 E D25,555,555 " D1,+55,555 F D*+5,555
1*-1*
/0. The above interest costs would be considered aGnH:
a. output unit-level cost
b. facility-sustaining cost
c. product-sustaining cost
d. batch-level cost
Difficulty: 2 Objective:
Terms to Learn: homogeneous cost pool
/2. ,ustomers ma8ing large contributions to the profitability of the company should:
a. be treated the same as other customers because all customers are important
b. receive a higher level of attention from the company than less profitable
customers
c. be charged higher prices for the same products than less profitable customers
d. not be offered the volume-based price discounts offered to less profitable
customers
Difficulty: Objective: *
Terms to Learn: customer-profitability analysis
05. %rice discounts are influenced by:
a. the volume of product purchased
b. a desire to sell to a customer in an area with high-growth potential
c. negotiating s8ills of the sales person
d. $ll of these answers are correct.
ADifficulty: 2 Objective: *
Terms to Learn: price discounting
01. To improve customer profitability, companies should trac8:
a. only the final invoice price of a sale
b. the volume of the products purchased by each customer
c. discounts ta8en by each customer
d. Aoth b and c are correct.
Difficulty: 2 Objective: *
Terms to Learn: customer-profitability analysis
02. To improve customer profitability, companies should:
a. strictly enforce their volume-based price discounting policy
b. trac8 discounts by customer
c. trac8 discounts by sales person
d. Aoth b and c are correct.
Difficulty: 2 Objective: *
Terms to Learn: customer-profitability analysis
1*-1+
0. $ customer cost hierarchy categori9es costs related to customers into different cost
pools on the basis of different:
a. types of cost drivers
b. benefits-received relationships
c. levels of cause-and-effect relationships
d. $ll of these answers are correct.
Difficulty: 2 Objective: +
Terms to Learn: customer cost hierarchy
0*. ,osts incurred to process orders would ;6>T li8ely be classified as a:
a. customer output unit-level cost
b. customer batch-level cost
c. customer-sustaining cost
d. corporate-sustaining cost
Difficulty: 1 Objective: +
Terms to Learn: customer cost hierarchy
0+. Top management and general administration costs would ;6>T li8ely be classified
as a:
a. customer output unit-level cost
b. customer batch-level cost
c. customer-sustaining cost
d. corporate-sustaining cost
Difficulty: 1 Objective: +
Terms to Learn: customer cost hierarchy
0-. The cost of visiting customers would ;6>T li8ely be classified as a:
a. customer output unit-level cost
b. customer batch-level cost
c. customer-sustaining cost
d. corporate-sustaining cost
Difficulty: 1 Objective: +
Terms to Learn: customer cost hierarchy
0/. ,osts incurred to handle each unit sold would ;6>T li8ely be classified as a:
a. customer output unit-level cost
b. customer batch-level cost
c. customer-sustaining cost
d. corporate-sustaining cost
Difficulty: 1 Objective: +
Terms to Learn: customer cost hierarchy
1*-1-
00. IIIIIIIIIIIIIII categori9es costs related to customers into different cost pools
on the basis of either different classes of cost drivers or different degrees of
difficulty in determining the cause-and-effect Gor benefits-receivedH relationships.
a. ,ustomer-profitability analysis
b. ,ustomer revenues
c. ,ustomer cost hierarchy
d. %rice discounting
Difficulty: 1 Objective: +
Terms to Learn: customer cost hierarchy
02. $n advantage of using a bar chart to visuali9e customer profitability is that:
a. differences in commissions paid to sales persons stand out
b. loss customers stand out
c. trends in the volume of purchases become apparent
d. $ll of these answers are correct.
Difficulty: Objective: -
Terms to Learn: customer-profitability analysis
25. ,ustomer actions will B3$>T affect:
a. customer output unit-level costs
b. customer batch-level costs
c. customer-sustaining costs
d. distribution-channel costs
Difficulty: 2 Objective: -
Terms to Learn: customer cost hierarchy
21. To reduce distribution-channel costs, a company could:
a. improve the efficiency of the ordering process
b. ma8e fewer customer visits
c. eliminate distribution to retailers and only service wholesalers
d. $ll of these answers are correct.
Difficulty: Objective: -
Terms to Learn: customer-profitability analysis
22. ,orporate-sustaining costs:
a. are common to all individual customers
b. have a clear cause-and-effect relationship with several cost-allocation bases
c. should be allocated for decisions regarding reducing customer costs
d. $ll of these answers are correct.
Difficulty: Objective: -
Terms to Learn: customer cost hierarchy
1*-1/
2. The allocation of corporate-sustaining costs is useful for:
a. evaluating the performance of salespersons with individual customer accounts
b. motivating distribution-channel management
c. focusing on the cause-and-effect relationships with the cost-allocation bases
d. ?one of these answers is correct.
Difficulty: Objective: -
Terms to Learn: customer cost hierarchy
2*. If deciding whether to eliminate a distribution channel, allocating corporate-
sustaining costs to distribution channels
a. helps define cost reduction possibilities
b. gives the misleading impression of potential cost savings
c. identifies administrative inefficiencies
d. evaluates the effectiveness of sales personnel
Difficulty: Objective: -
Terms to Learn: customer-profitability analysis
2+. .hen corporate-sustaining costs are fully allocated to distribution channels, then
the sum of the distribution-channel operating incomes is:
a. less than company-wide operating income
b. e1ual to company-wide operating income
c. greater than company-wide operating income
d. indeterminable
Difficulty: Objective: -
Terms to Learn: customer-profitability analysis, customer cost hierarchy
2-. ,orporate-sustaining costs should be allocated to:
a. motivate changes in customer behavior
b. evaluate distribution-channel managers
c. determine the selling price that will cover all costs
d. identify the most profitable customers
Difficulty: Objective: -
Terms to Learn: cost allocation, customer-profitability analysis, customer cost
hierarchy
2/. $ common finding in many studies is that a high percentage of operating income is:
a. contributed by a small number of customers
b. contributed to evenly by most customers
c. the result of high discounting
d. the result of cooperative efforts by many low-volume customers
Difficulty: 2 Objective: -
Terms to Learn: customer-profitability analysis
1*-10
20. Boss-causing customers:
a. should be dropped
b. should be evaluated for ways to become profitable customers
c. should be retained because each customer adds to long-run profitability
d. do not e"ist because additional customer sales always increase profits
Difficulty: Objective: -
Terms to Learn: customer-profitability analysis
22. ,ustomers are more valuable when they are all of the following 3<,3%T:
a. well 8nown in the community
b. e"pected to continue to do business with a company
c. in an industry with high-growth potential
d. re1uire special attention on a regular basis
Difficulty: Objective: -
Terms to Learn: customer-profitability analysis
155. (ropping an unprofitable customer will:
a. eliminate long-run costs assigned to that customer
b. eliminate most short-run costs assigned to that customer
c. decrease long-run profitability
d. increase the potential to cross-sell other products that are more desirable
Difficulty: Objective: -
Terms to Learn: customer-profitability analysis
151. ;ore insight into the static-budget variance can be gained by subdividing it into:
a. the sales-mi" variance and the sales-1uantity variance
b. the mar8et-share variance and the mar8et-si9e variance
c. the fle"ible-budget variance and the sales-volume variance
d. a cost hierarchy
Difficulty: 1 Objective: /
Terms to Learn: static-budget variance, fle"ible-budget variance, sales-volume
variance
152. The static-budget variance will be favorable when:
a. actual unit sales are less than budgeted unit sales
b. the actual contribution margin is greater than the static-budget contribution
margin
c. the actual sales mi" shifts toward the less profitable units
d. the composite unit for the actual mi" is greater than for the budgeted mi"
Difficulty: Objective: /
Terms to Learn: static budget variance
1*-12
15. ;ore insight into the sales-volume variance can be gained by subdividing it into:
a. the sales-mi" variance and the sales-1uantity variance
b. the mar8et-share variance and the mar8et-si9e variance
c. the fle"ible-budget variance and the mar8et-si9e variance
d. a cost hierarchy
Difficulty: 1 Objective: /
Terms to Learn: sales-volume variance
15*. The budgeted contribution margin per composite unit for the budgeted mi" can be
computed by dividing the:
a. total budgeted contribution margin by the actual total units
b. total budgeted contribution margin by the total budgeted units
c. actual total contribution margin by the total actual total units
d. actual total contribution margin by the total budgeted units
Difficulty: 1 Objective: /
Terms to Learn: composite unit
15+. The sales-mi" variance results from a difference between the:
a. actual mar8et share and the budgeted mar8et share
b. actual contribution margin and the budgeted contribution margin
c. budgeted contribution margin per composite unit for the actual mi" and the
budgeted contribution margin per composite unit for the budgeted mi"
d. actual mar8et si9e in units and the budgeted mar8et si9e in units
Difficulty: 2 Objective: /
Terms to Learn: sales-mi" variance
15-. The sales-mi" variance will be unfavorable when:
a. the actual sales mi" shifts toward the less profitable units
b. the composite unit for the actual mi" is greater than for the budgeted mi"
c. actual unit sales are less than budgeted unit sales
d. the actual contribution margin is greater than the static-budget contribution
margin
Difficulty: Objective: /
Terms to Learn: sales-mi" variance
1*-25
15/. The sales-mi" variance will be favorable when:
a. the actual contribution margin is greater than the static-budget contribution
margin
b. actual unit sales are less than budgeted unit sales
c. the actual sales mi" shifts toward the less profitable units
d. the composite unit for the actual mi" is greater than for the budgeted mi"
Difficulty: Objective: /
Terms to Learn: sales-mi" variance
150. $n unfavorable sales-mi" variance would ;6>T li8ely be caused by:
a. a new competitor providing better service in the high-margin product sector
b. a competitor having distribution problems with high-margin products
c. the company offering low-margin products at a higher price
d. the company e"periencing 1uality-control problems that get negative media
coverage of low-margin products
Difficulty: Objective: /
Terms to Learn: sales-mi" variance
152. $ shift towards a mi" of products with a lower contribution margin per unit will
;6>T li8ely result in aGnH:
a. unfavorable sales-mi" variance
b. unfavorable sales-1uantity variance
c. favorable sales-mi" variance
d. favorable sales-1uantity variance
Difficulty: 2 Objective: /
Terms to Learn: sales-mi" variance
115. The sales-1uantity variance will be unfavorable when:
a. the composite unit for the actual mi" is greater than for the budgeted mi"
b. actual unit sales are less than budgeted unit sales
c. the actual contribution margin is greater than the static-budget contribution
margin
d. the actual sales mi" shifts toward the less profitable units
Difficulty: Objective: /
Terms to Learn: sales-1uantity variance
1*-21
111. $ favorable sales-1uantity variance would ;6>T li8ely be caused by:
a. a new competitor providing better service in the high-margin product sector
b. a competitor having distribution problems with high-margin products
c. the company offering low-margin products at a higher price
d. the company e"periencing 1uality-control problems that get negative media
coverage of low-margin products
Difficulty: Objective: /
Terms to Learn: sales-1uantity variance
112. The formula, G$ctual sales 1uantity in units J >tatic budget sales 1uantity in unitsH "
Audgeted contribution margin per unit, is e1ual to the:
a. sales-volume variance
b. sales-mi" variance
c. sales-1uantity variance
d. mar8et-share variance
Difficulty: 2 Objective: /
Terms to Learn: sales-volume variance
11. The sales-1uantity variance results from a difference between:
a. the actual sales mi" and the budgeted sales mi"
b. the actual 1uantity of units sold and the budgeted 1uantity of unit sales in the
static budget
c. actual contribution margin and the budgeted contribution margin
d. actual mar8et si9e in units and the budgeted mar8et si9e in units
Difficulty: 2 Objective: /
Terms to Learn: sales-1uantity variance
T@3 !6BB6.I?# I?!6&;$TI6? $%%BI3> T6 C)3>TI6?> 11* T@&6)#@ 11/:
,eylon Tea %roducts has an e"clusive contract with Aritish (istributors. ,alamine and
,eylon are two brands of teas that are imported and sold to retail outlets. The following
information is provided for the month of ;arch:
Actual Budget
,alamine ,eylon ,alamine ,eylon
>ales in pounds 1,/55 lbs. 1,055 lbs. 2,555 lbs. 1,+55 lbs
%rice per pound D2.+5 D2.+5 D2.55 D.55
Kariable cost per pound 1.55 2.55 1.55 1.+5
,ontribution margin D1.+5 D5.+5 D1.55 D1.+5
Audgeted and actual fi"ed corporate-sustaining costs are D1,/+5 and D2,555,
respectively.
1*-22
11*. .hat is the actual contribution margin for the month=
a. D,/+5
b. D*,*55
c. D*,2+5
d. D,*+5
Difficulty: 2 Objective: /
Terms to Learn: contribution margin
G1,/55 " D1.+5H L G1,055 " D5.+5H F D,*+5
11+. .hat is the contribution margin for the fle"ible budget=
a. D,/+5
b. D*,*55
c. D*,2+5
d. D,*+5
Difficulty: 2 Objective: /
Terms to Learn: fle"ible budget
G1,/55 " D1.55H L G1,055 " D1.+5H F D*,*55
11-. !or the contribution margin, what is the total static-budget variance=
a. D55 favorable
b. D2+5 unfavorable
c. D+55 favorable
d. D055 unfavorable
Difficulty: 2 Objective: /
Terms to Learn: static-budget variance
Kariance F MG2,555 " D1.55H L G1,+55 " D1.+5HN J MG1,/55 " D1.+5H L G1,055 "
D5.+5HN
D055 unfavorable F D*,2+5 J D,*+5
11/. !or the contribution margin, what is the total fle"ible-budget variance=
a. D55 favorable
b. D2+5 unfavorable
c. D+55 favorable
d. D055 unfavorable
Difficulty: 2 Objective: /
Terms to Learn: fle"ible-budget variance
D2+5 unfavorable F D*,*55 J D,*+5
Gsee calculations for the answers to 1uestions 11* and 11+H
1*-2
T@3 !6BB6.I?# I?!6&;$TI6? $%%BI3> T6 C)3>TI6?> 110 T@&6)#@ 125:
3dna7s !lowering %lants provides the following information for the month of ;ay:
Actual Budget
Tulips #eraniums Tulips #eraniums
>ales in units 1,2+5 1,055 2,2+5 1,+55
,ontribution margin per unit D11 D10 D15 D25
110. .hat is the budgeted contribution margin per composite unit for the actual mi"=
a. D1.05
b. D1*.55
c. D1*.-
d. D1*.05
Difficulty: 2 Objective: /
Terms to Learn: composite unit
MD15 " G1,2+5H E G1,2+5 L 1,055HHN L MD25 " G1,055H E G1,2+5 L 1,055HHN F D1*.05
112. .hat is the budgeted contribution margin per composite unit for the budgeted mi"=
a. D1.05
b. D1*.55
c. D1*.-
d. D1*.05
Difficulty: 2 Objective: /
Terms to Learn: composite unit
MD15 " G2,2+5H E G2,2+5 L 1,+55HHN L MD25 " G1,+55 E G2,2+5 L 1,+55HHN F D1*.55
125. !or ;ay, 3dna will report aGnH:
a. favorable sales-mi" variance
b. unfavorable sales-mi" variance
c. favorable sales-volume variance
d. unfavorable sales-volume variance
Difficulty: 2 Objective: /
Terms to Learn: sales-mi" variance
Gsee calculations for answers to 1uestions 110 and 112H
T@3 !6BB6.I?# I?!6&;$TI6? $%%BI3> T6 C)3>TI6?> 121 T@&6)#@ 12:
3dna7s !lowering %lants provides the following information for the month of ;ay:
Actual Budget
!uchsia (ogwood !uchsia (ogwood
>ales in units 15,555 2,+55 0,555 2,555
,ontribution margin per unit D2 D/ D15 D0
1*-2*
121. .hat is the budgeted contribution margin per composite unit for the actual mi"=
a. D0.55
b. D0.-5
c. D2.55
d. D2.-5
Difficulty: 2 Objective: /
Terms to Learn: composite unit
MD15 " G15,555H E G15,555 L 2,+55HHN L MD0 " G2,+55 E G15,555 L 2,+55HHN F D2.-5
122. .hat is the budgeted contribution margin per composite unit for the budgeted mi"=
a. D0.55
b. D0.-5
c. D2.55
d. D2.-5
Difficulty: 2 Objective: /
Terms to Learn: composite unit
MD15 " G0,555 E G0,555 L 2,555HHN L MD0 " G2,555 E G0,555 L 2,555HHN F D2.-5
12. !or ;ay, 3dna will report aGnH:
a. favorable sales-mi" variance
b. unfavorable sales-mi" variance
c. favorable sales-volume variance
d. unfavorable sales-volume variance
Difficulty: Objective: /
Terms to Learn: sales-volume variance
T@3 !6BB6.I?# I?!6&;$TI6? $%%BI3> T6 C)3>TI6?> 12* T@&6)#@ 12/:
The <T&$ $ppliance ;anufacturing ,orporation manufactures two vacuum cleaners,
the >tandard and the >uper. The following information was gathered about the two
products:
>tandard >uper
Audgeted sales in units ,255 055
Audgeted selling price D55 D0+5
Audgeted contribution margin per unit D215 D++5
$ctual sales in units ,+55 1,+55
$ctual selling price D2+ D0*5
1*-2+
12*. .hat is the budgeted sales-mi" percentage for the >tandard and the >uper vacuum
cleaners, respectively=
a. 5.05 and 5.25
b. 5./5 and 5.5
c. 5.25 and 5.05
d. 5.5 and 5./5
Difficulty: 1 Objective: /
Terms to Learn: sales-mi" variance
,255 E G,255 L 055H F 5.05 and 055 E G,255 L 055H F 5.25
12+. .hat is the total sales-volume variance in terms of the contribution margin=
a. D150,555 unfavorable
b. D150,555 favorable
c. D2/0,555 favorable
d. D**0,555 favorable
Difficulty: 2 Objective: /
Terms to Learn: sales-volume variance
>tandard F G,+55 J ,255H " D215 F D -,555 !
>uper F G1,+55 J 055H " D++5 F 0+,555 !
D**0,555 !
12-. .hat is the total sales-1uantity variance in terms of the contribution margin=
a. D115,555 favorable
b. D1/5,555 favorable
c. D2/0,555 favorable
d. D**0,555 favorable
Difficulty: 2 Objective: /
Terms to Learn: sales-1uantity variance
>tandard F G+,555 J *,555H " .0 " D215 FD1-0,555 !
>uper F G+,555 J *,555H " .2 " D++5 F 115,555 !
D2/0,555 !
1*-2-
12/. .hat is the total sales-mi" variance in terms of the contribution margin=
a. D115,555 favorable
b. D1/5,555 favorable
c. D2/0,555 favorable
d. D**0,555 favorable
Difficulty: 2 Objective: /
Terms to Learn: sales-mi" variance
>tandard F +,555 " G./ J .0H " D215 F D15+,555 )
>uper F +,555 " G. J .2H " D++5 F D2/+,555 !
D1/5,555 !
Gsee calculations for answers to 1uestion 12-H
120. ;ore insight into the sales-1uantity variance can be gained by subdividing it into:
a. the sales-mi" variance and the sales-volume variance
b. the mar8et-share variance and the mar8et-si9e variance
c. the fle"ible-budget variance and the sales-volume variance
d. a cost hierarchy
Difficulty: 1 Objective: 0
Terms to Learn: sales-1uantity variance
122. The mar8et-share variance results from a difference between the:
a. actual mar8et share and the budgeted mar8et share
b. actual contribution margin and the budgeted contribution margin
c. budgeted contribution margin per composite unit for the actual mi" and the
budgeted contribution margin per composite unit for the budgeted mi"
d. actual mar8et si9e in units and the budgeted mar8et si9e in units
Difficulty: 1 Objective: 0
Terms to Learn: mar8et-share variance
15. The mar8et-share variance will be favorable when:
a. the fle"ible-budget contribution margin is greater than the static-budget
contribution margin
b. the actual mar8et share is greater than the budgeted mar8et share
c. actual mar8et si9e in units is less than budgeted mar8et si9e in units
d. actual unit sales are less than budgeted unit sales
Difficulty: 2 Objective: 0
Terms to Learn: mar8et-share variance
1*-2/
11. The mar8et-share variance is ;6>T influenced by:
a. economic downturns in the economy
b. how well managers perform relative to their peers
c. shifts in consumer preferences that are outside of the manager7s control
d. rates of inflation
Difficulty: Objective: 0
Terms to Learn: mar8et-share variance
12. $n unfavorable mar8et-share variance would ;6>T li8ely be caused by:
a. a competitor providing better service
b. a competitor having distribution problems
c. the company offering products at a lower price
d. the company e"periencing 1uality-control problems that get negative media
coverage
Difficulty: Objective: 0
Terms to Learn: mar8et-share variance
1. The mar8et-si9e variance results from a difference between the:
a. actual mar8et share and the budgeted mar8et share
b. actual contribution margin and the budgeted contribution margin
c. budgeted contribution margin per composite unit for the actual mi" and the
budgeted contribution margin per composite unit for the budgeted mi"
d. actual mar8et si9e in units and the budgeted mar8et si9e in units
Difficulty: 1 Objective: 0
Terms to Learn: mar8et-si9e variance
1*. The mar8et-si9e variance will be unfavorable when:
a. the fle"ible-budget contribution margin is greater than the static-budget
contribution margin
b. the actual mar8et share is greater than the budgeted mar8et share
c. actual mar8et si9e in units is less than budgeted mar8et si9e in units
d. actual unit sales are less than budgeted unit sales
Difficulty: 2 Objective: 0
Terms to Learn: mar8et-si9e variance
1*-20
1+. $ favorable mar8et-si9e variance would ;6>T li8ely be caused by:
a. the company reducing the services provided to customers
b. an increase in overall mar8et si9e
c. a new competitor moving into the area
d. a competitor providing better prices
Difficulty: Objective: 0
Terms to Learn: mar8et-si9e variance
1-. &eliable information about mar8et si9e and mar8et share is available for:
a. no industries
b. the management consulting and personal financial planning industries
c. the automobile and television industries
d. all industries
Difficulty: 2 Objective: 0
Terms to Learn: mar8et-si9e variance, mar8et-share variance
T@3 !6BB6.I?# I?!6&;$TI6? $%%BI3> T6 C)3>TI6?> 1/ T@&6)#@ 12:
Oorro ,ompany manufactures remote control devices for garage doors. The following
information was collected during Pune:
$ctual mar8et si9e GunitsH 15,555
$ctual mar8et share 2:
$ctual average selling price D15.55
Audgeted mar8et si9e GunitsH 11,555
Audgeted mar8et share 5:
Audgeted average selling price D11.55
Audgeted contribution margin per
composite unit for budgeted mi" D +.55
1/. .hat is the mar8et-si9e variance=
a. D+55 )
b. D1,+55 )
c. D1,-55 !
d. D1,555 !
Difficulty: 2 Objective: 0
Terms to Learn: mar8et-si9e variance
G15,555 J 11,555H " 5.5 " D+ F D1,+55 )
1*-22
10. .hat is the mar8et-share variance=
a. D1,555 !
b. D1,155 !
c. D+55 )
d. D1,+55 )
Difficulty: 2 Objective: 0
Terms to Learn: mar8et-share variance
15,555 " G5.2 J 5.5H " D+ F D1,555 !
12. .hat is the sales-1uantity variance=
a. D1,+55 )
b. D1,555 !
c. D+55 )
d. The variance cannot be determined.
Difficulty: 2 Objective: 0
Terms to Learn: sales-1uantity variance
D1,+55 ) L D1,555 ! F D+55 )
Gsee calculations for answers to 1uestions 1/ and 10H
T@3 !6BB6.I?# I?!6&;$TI6? $%%BI3> T6 C)3>TI6?> 1*5 T@&6)#@ 1*0:
The >asita ,orporation manufactures two types of vacuum cleaners, the O3?IT@ for
commercial building use and the @ouse-@elper for residences. Audgeted and actual
operating data for the year 25<+ were as follows:
Static Budget O3?IT@ @ouse-@elper Total
?umber sold +,555 25,555 2+,555
,ontribution margin D1,+55,555 D,555,555 D*,+55,555
Actual Results O3?IT@ @ouse-@elper Total
?umber sold *,555 20,555 2,555
,ontribution margin D1,205,555 D,225,555 D+,255,555
%rior to the beginning of the year, a consulting firm estimated the total volume for
vacuum cleaners of the O3?IT@ and @ouse-@elper category to be 2+5,555 units, but
actual industry volume was 2+-,555 units.
1*5. .hat is the contribution margin for the fle"ible budget=
a. D1,255,555
b. D*,255,555
c. D+,255,555
d. D+,*55,555
Difficulty: 2 Objective: /
Terms to Learn: contribution margin
1*-5
Budgeted contribution margin per unit:
O3?IT@ F D1,+55,555E+,555 F D55 @ouse-@elper F D,555,555E25,555 F
D1+5
Flexible-budget contribution margin: *,555 " D55 F D1,255,555
20,555 " D1+5 F *,255,555
D+,*55,555
1*1. .hat is the total static-budget variance in terms of the contribution margin=
a. D255,555 favorable
b. D/55,555 favorable
c. D255,555 unfavorable
d. D-5,555 unfavorable
Difficulty: 1 Objective: /
Terms to Learn: static-budget variance
D/55,555 favorable F D*,+55,555 J D+,255,555
1*2. .hat is the total fle"ible-budget variance in terms of the contribution margin=
a. D255,555 favorable
b. D/55,555 favorable
c. D255,555 unfavorable
d. D-5,555 unfavorable
Difficulty: 2 Objective: /
Terms to Learn: fle"ible budget variance
D255,555 unfavorable F D+,*55,555 J D+,255,555
Gsee calculation for answer to 1uestion 1*5H
1*. .hat is the total sales-volume variance in terms of the contribution margin=
a. D255,555 favorable
b. D1,2-5,555 favorable
c. D255,555 unfavorable
d. D-5,555 unfavorable
Difficulty: 2 Objective: /
Terms to Learn: sales-volume variance
D255,555 favorable F D*,+55,555 J D+,*55,555
Gsee calculation for answer to 1uestion 1*5H
1**. .hat is the total sales-1uantity variance in terms of the contribution margin=
a. D255,555 unfavorable
b. D255,555 favorable
c. D-5,555 unfavorable
d. D1,2-5,555 favorable
Difficulty: Objective: /
Terms to Learn: sales-1uantity variance
1*-1
Budgeted sales-mix percentage:
O3?IT@ F +,555E2+,555 F 5.25 @ouse-@elper F 25,555E2+,555 F 5.05
Actual sales-mix percentage:
O3?IT@ F *,555E2,555 F 5.12+ @ouse-@elper F 20,555E2,555 F 5.0/+
Sales-
quantity
a!iance
$ctual units of all
products sold J
Audgeted units of
all products sold
Audgeted
sales-mi" :
Audgeted
,;
per unit
>ales-1uantity
variance
O3?IT@ G2,555 J 2+,555H " 5.25 " D55 F D *25,555 !
@ouse-@elper G2,555 J 2+,555H " 5.05 " D1+5 F D 0*5,555 !
Total D1,2-5,555 !
1*+. .hat is the total sales-mi" variance in terms of the contribution margin=
a. D255,555 unfavorable
b. D-5,555 unfavorable
c. D255,555 favorable
d. D1,2-5,555 favorable
Difficulty: Objective: /
Terms to Learn: sales-mi" variance
Sales-"i#
a!iance
$ctual units
of all
products sold
$ctual sales-mi"
: - Audgeted
sales-mi" :
Audgeted
,;
per unit
>ales-mi"
variance
O3?IT@ 2,555 " G5.12+ $ 5.255H " D55 F D/25,555 !
@ouse-@elper
2,555 " G5.0/+ $ 5.055H " D1+5
F D-5,555
)
Total D-5,555 )
1*-. .hat is the budgeted contribution margin per composite unit of the budgeted mi"=
a. D1*5.-2+
b. D105.555
c. D250.555
d. D1-2.+55
Difficulty: 2 Objective: 0
Terms to Learn: composite unit
O3?IT@ F D55 " .2 F D -5
@ouse-@elper F D1+5 " .0 F 125
6& D*,+55,555E2+,555 F D105
1*-2
1*/. .hat is the mar8et-si9e variance=
a. D1,1+2,555 !
b. D150,555 !
c. D-5,555 )
d. D1,2-5,555 !
Difficulty: Objective: 0
Terms to Learn: mar8et-si9e variance
Actual maret share F 2,555E2+-,555 F 5.12+
Budgeted maret share F 2+,555E2+5,555 F 5.155
Ma!%et-si&e
a!iance
$ctual mar8et
si9e in units $
Audgeted
mar8et si9e in
units
Audgeted
mar8et share
Audgeted ,;
per composite
unit for
budgeted mi"
;ar8et-si9e
variance
>asita ,orp
G2+-,555 $
2+5,555H "
5.155 " D105 F D150,555 !
1*0. .hat is the mar8et-share variance=
a. D-5,555 )
b. D1,2-5,555 !
c. D1,1+2,555 !
d. D150,555 !
Difficulty: Objective: 0
Terms to Learn: mar8et-share variance
Ma!%et-s'a!e
a!iance
$ctual
mar8et si9e
in units
$ctual mar8et
share J
Audgeted
mar8et share
Audgeted ,;
per composite
unit for
budgeted mi"
;ar8et-share
variance
>asita ,orp 2+-,555 "
G5.12+ $
5.155H
"
D105 F D1,1+2,555 !
1*2. ;ore insight into the fle"ible-budget variance for direct materials can be gained by
subdividing it into the direct materials:
a. mi" and volume variances
b. mar8et-share and mar8et-si9e variances
c. mi" and yield variances
d. price and efficiency variances
Difficulty: 2 Objective: $
Terms to Learn: direct material price variance, direct material efficiency variance
1*-
1+5. ;ore insight into the efficiency variance for direct materials can be gained by
subdividing it into the direct materials:
a. mi" and volume variances
b. mar8et-share and mar8et-si9e variances
c. mi" and yield variances.
d. price and efficiency variances
Difficulty: 2 Objective: $
Terms to Learn: direct materials mi" variance, direct materials yield variance
1+1. The direct materials mi" variance will be favorable when:
a. the fle"ible-budget contribution margin is greater than the actual contribution
margin
b. the actual direct materials input mi" is less e"pensive than the budgeted direct
materials input mi"
c. the actual 1uantity of total inputs used is greater than the fle"ible budget for
total inputs
d. actual unit sales are less than budgeted unit sales
Difficulty: 2 Objective: $
Terms to Learn: direct materials mi" variance
1+2. The materials yield variance will be unfavorable when:
a. the fle"ible-budget contribution margin is greater than the actual contribution
margin
b. the actual direct materials input mi" is less e"pensive than the budgeted direct
materials input mi"
c. the actual 1uantity of total inputs used is greater than the fle"ible budget for
total inputs
d. actual unit sales are less than budgeted unit sales
Difficulty: 2 Objective: $
Terms to Learn: direct materials yield variance
1+. The direct materials mi" variance is the:
a. average of the direct materials mi" variances for each input
b. sum of the direct materials mi" variances for each input
c. difference between the direct materials mi" variances for each input
d. multiple of the direct materials mi" variances for each input
Difficulty: 2 Objective: $
Terms to Learn: direct materials mi" variance
1*-*
E(ERCISES A)* PROBLEMS
1+*. !or each cost pool listed select an appropriate allocation base from the list below.
$n allocation base may be used only once. $ssume a manufacturing company.
Allocation bases for which the information system can provide data:
1. ?umber of employees per department
2. 3mployee wages and salaries per department
. %roduction facility s1uare footage
*. @ours of operation of each production department
+. ;achine hours by department
-. 6perations costs of each department
/. @ours of computer use per month per department
0. Indirect labor-hours per department
!ost pools:
IIIIIII a. Kice %resident of !inance7s office e"penses
IIIIIII b. ,omputer operations used in conjunction with manufacturing
IIIIIII c. %ersonnel (epartment
IIIIIII d. ;anufacturing machinery cost
IIIIIII e. 3nergy costs
Difficulty: 2 Objective:
Terms to Learn: cost allocation
1*-+
1++. @andy-;an >ervices is a repair-service company speciali9ing in small household
jobs. 3ach client pays a fi"ed monthly service fee based on the number of rooms in
the house. &ecords are 8ept on the time and material costs used for each repair. The
following profitability data apply to five customers:
,ustomer &evenues ,ustomer ,osts
;arveline Aurnett D55 D22+
P Pac8son 255 5+
&oger Pones 05 /+
%aul >aas /+ 115
Aec8y >tephan +5 225
Requi!ed:
a. ,ompute the operating income for each of the five customers.
b. .hat options should @andy-;an >ervices consider in light of the customer-
profitability results=
c. .hat problems might @andy-;an >ervices encounter in accurately estimating
the operating costs of each customer=
Difficulty: 2 Objective: -
Terms to Learn: customer-profitability analysis
1+-. $romatic ,offee, Inc., sells two types of coffee, ,olombian and Alue ;ountain.
The monthly budget for ).>. coffee sales is based on a combination of last yearQs
performance, a forecast of industry sales, and the companyQs e"pected share of the
).>. mar8et. The following information is provided for ;arch:
Actual Budget
,olombian Alue ;ountain ,olombian Alue
;ountain
>ales in pounds /,555 lbs. 0,555 lbs. -,*55 lbs. 0,-55 lbs
%rice per pound D2+ D5 D2+ D5
Kariable cost per pound 11 1* 12 1
,ontribution margin D1* D1- D1 D1/
Audgeted and actual fi"ed corporate-sustaining costs are D-5,555 and D/2,555,
respectively.
Requi!ed+
a. ,alculate the actual contribution margin for the month.
b. ,alculate the contribution margin for the static budget.
c. ,alculate the contribution margin for the fle"ible budget.
1*--
d. (etermine the total static-budget variance, the total fle"ible-budget
variance, and the total sales-volume variance in terms of the contribution
margin.
Difficulty: 2 Objective: /
Terms to Learn: contribution margin, static budget variance, fle"ible budget
variance, sales volume variance
1+/. @arryQs 3lectronics manufactures TKs and K,&s. (uring !ebruary, the following
activities occurred:
TKs K,&s
Audgeted units sold 1/,-*5 --,-5
Audgeted contribution margin per unit D25 D1+-
$ctual units sold 25,555 05,555
$ctual contribution margin per unit D155 D1+0
Requi!ed+
,ompute the following variances in terms of the contribution margin.
a. (etermine the total sales-mi" variance.
b. (etermine the total sales-1uantity variance.
c. (etermine the total sales-volume variance.
Difficulty: Objective: /
Terms to Learn: sales-volume variance, sales-mi" variance, sales-1uantity
variance
1*-/
1+0. >peedy %rinting manufactures soft cover boo8s. !or Panuary, the following
information is available:
Audgeted mar8et si9e GunitsH 12+,555
Audgeted mar8et share 10:
Audgeted average contribution margin per unit D1.25
$ctual mar8et si9e GunitsH 155,555
$ctual mar8et share 12:
$ctual average contribution margin per unit D1.22
Requi!ed+
,ompute the mar8et-share variance, the mar8et-si9e variance, and the sales-
1uantity variance in terms of the contribution margin.
Difficulty: 2 Objective: 0
Terms to Learn: mar8et-share variance, mar8et-si9e variance, sales-1uantity
variance
1+2. The 6mega ,orporation manufactures two types of vacuum cleaners: the
O3?IT@ for commercial building use and the @ouse-@elper for residences.
Audgeted and actual operating data for the year 25<+ are as follows:
Static Budget O3?IT@ @ouse-@elper Total
?umber sold 1+,555 -5,555 /+,555
,ontribution margin D,/+5,555 D12,555,555 D1+,/+5,555
Actual Results O3?IT@ @ouse-@elper Total
?umber sold 1-,+55 0,+55 ++,555
,ontribution margin D-,255,555 D15,255,555 D1-,*55,555
Requi!ed+
a. ,alculate the contribution margin for the fle"ible budget.
b. (etermine the total static-budget variance, the total fle"ible-budget
variance, and the total sales-volume variance in terms of the contribution
margin.
Difficulty: 2 Objective: /
Terms to Learn: contribution margin, static-budget variance, fle"ible-budget
variance, sales volume variance
1*-0
1-5. The 6mega ,orporation manufactures two types of vacuum cleaners: the
O3?IT@ for commercial building use and the @ouse-@elper for residences.
Audgeted and actual operating data for the year 25<+ are as follows:
Static Budget O3?IT@ @ouse-@elper Total
?umber sold 1+,555 -5,555 /+,555
,ontribution margin D,/+5,555 D12,555,555 D1+,/+5,555
Actual Results O3?IT@ @ouse-@elper Total
?umber sold 1-,+55 0,+55 ++,555
,ontribution margin D-,255,555 D15,255,555 D1-,*55,555
Requi!ed+
,ompute the sales-mi" variance and the sales-1uantity variance by type of
vacuum cleaner, and in total. Gin terms of the contribution marginH
Difficulty: Objective: /
Terms to Learn: sales-mi" variance, sales-1uantity variance
1*-2
1-1. The 6mega ,orporation manufactures two types of vacuum cleaners, the
O3?IT@ for commercial building use and the @ouse-@elper for residences.
Audgeted and actual operating data for the year 25<+ are as follows:
Static Budget O3?IT@ @ouse-@elper Total
?umber sold 1+,555 -5,555 /+,555
,ontribution margin D,/+5,555 D12,555,555 D1+,/+5,555
Actual Results O3?IT@ @ouse-@elper Total
?umber sold 1-,+55 0,+55 ++,555
,ontribution margin D-,255,555 D15,255,555 D1-,*55,555
%rior to the beginning of the year, a consulting firm estimated the total volume for
vacuum cleaners of the Oenith and @ouse-@elper category to be 55,555 units, but
actual industry volume was only 2/+,555 units.
Requi!ed+
,ompute the mar8et-share variance and mar8et-si9e variance in terms of the
contribution margin.
Difficulty: Objective: 0
Terms to Learn: mar8et-share variance, mar8et-si9e variance
1*-*5
1-2. The ,hair ,ompany manufactures two modular types of chairs: one for the
residential mar8et, and the other for the office mar8et. Audgeted and actual
operating data for the year 25<+ are:
Static Budget &esidential 6ffice Total
?umber of chairs sold 2-5,555 1*5,555 *55,555
,ontribution margin D2-,555,555 D11,255,555 D/,255,555
Actual Results &esidential 6ffice Total
?umber of chairs sold 2*0,*55 1-+,-55 *1*,555
,ontribution margin D22,+-,555 D1,2*0,555 D+,-5*,555
%rior to the beginning of the year, an office products research firm estimated the
industry volume for residential and office chairs of the type sold by the ,hair
,ompany to be 2,*55,555. $ctual industry volume for the year 25<+ was only
2,255,555 chairs.
Requi!ed+
,ompute the following variances in terms of contribution margin:
a. ,ompute the total static-budget variance, the total fle"ible-budget
variance, and the total sales-volume variance.
b. ,ompute the sale-mi" variance and the sales-1uantity variance by type of
chair, and in total.
c. ,ompute the mar8et-share variance and mar8et-si9e variance.
Difficulty: Objectives: /, 0
Terms to Learn: static-budget variance, fle"ible budget variance, sales-volume
variance, sales-mi" variance, sales-1uantity variance, mar8et-share variance,
mar8et-si9e variance
1*-*1
CRITICAL THI),I)-
1-. $ company might choose to allocate corporate costs to various divisions within the
company for what four purposes= #ive an e"ample of each.
Difficulty: 2 Objective: 1
Terms to Learn: cost allocation
1-*. $n electronics manufacturer is trying to encourage its engineers to design simpler
products so that overall costs are reduced.
Requi!ed+
.hich of the value-chain function costs G&'(, design, production, mar8eting,
distribution, customer serviceH should be included in product-cost estimates to
achieve the above purpose= .hy=
Difficulty: 1 Objective: 1
Terms to Learn: cost allocation
1-+. >hould a company allocate its corporate costs to divisions=
Difficulty: 2 Objectives:
Terms to Learn: cost allocation
1--. Bist at least three different levels of costs in a customer-cost hierarchy and an
e"ample of each.
Difficulty: 2 Objective: +
Terms to Learn: customer cost hierarchy
1-/. .hy would a manager perform customer-profitability analysis=
Difficulty: 2 Objective: -
Terms to Learn: customer-profitability analysis
1-0. .hat actions might be ta8en with an unprofitable customer=
Difficulty: 2 Objectives: -
Terms to Learn: customer profitability analysis
1*-*2
1-2. .hy would a manager want to calculate the sale-mi" and the sales-1uantity
variances= ;ar8et-share and mar8et-si9e variances=
Difficulty: 2 Objectives: /, 0
Terms to Learn: sales-mi" variance, sales-1uantity variance, mar8et-si9e
variance, mar8et-share variance
1*-*