1 / 19

Finance for Non-Financial Managers , 6 th edition

Finance for Non-Financial Managers , 6 th edition. PowerPoint Slides to accompany. Prepared by Pierre Bergeron, University of Ottawa. Finance for Non-Financial Managers , 6 th edition. CHAPTER 5. PROFIT PLANNING AND DECISION-MAKING. Profit Planning and Decision-Making.

nichole-oliver
Télécharger la présentation

Finance for Non-Financial Managers , 6 th edition

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Finance for Non-Financial Managers, 6th edition PowerPoint Slides toaccompany Prepared by Pierre Bergeron, University of Ottawa

  2. Finance for Non-Financial Managers, 6th edition CHAPTER 5 PROFIT PLANNING AND DECISION-MAKING

  3. Profit Planning and Decision-Making Chapter Objectives • Explain various cost concepts related to break-even analysis such as fixed and variable costs, the relationship between revenue and costs, the contribution margin, the relevant range and relevant costs. • Draw the break-even chart and calculate the break-even point, the cash break-even point and the profit break-even point and how they can be applied in different organizations. • Differentiate between different types of cost concepts such as committed and discretionary costs, controllable and non-controllable costs, and direct and indirect costs. Chapter Reference Chapter 5: Profit Planning and Decision-Making

  4. Relevance of Break-Even Analysis Break-even analysis helps to: Price existing or new products and services. Decide whether to introduce a new product or service, open a new plant, hire a sales representative, open a new sales office, launch an advertising program. Modernize or automate an existing plant. Expand an existing plant. Change the cost structure (fixed versus variable).

  5. 1. Fixed and Variable Costs Fixed costs Period costs Constant costs Standby costs Characteristic Element of fixedness and must be paid with passage of time. Variable costs Direct costs Out-of-pocket costs Volume costs Characteristic Vary almost automatically with volume. Rent, interest, insurance, property taxes, office salaries, depreciation, telephone Sales commission, direct labour, packing material, electricity, overtime premiums, equipment rental, truck expenses

  6. Connection Between Revenue and Costs Factors that affect profit: Volume of production Prices Costs (fixed and variable) Changes in product mix Cost per Unit (in $) G 16 14 12 10 H E F C D A B 40 60 80 100 % of Capacity

  7. PV ratio The Contribution Margin Revenue Less variable costs: Direct material Direct labour Total variable costs Contribution margin Less fixed costs: Manufacturing Administration Total fixed costs Operating profit $ 1,000,000 (750,000) 250,000 (200,000) $ 50,000 ($ 500,000) (250,000) (150,000) (50,000) PV Ratio $250,000 $1,000,000 .25

  8. Revenue 10.00 Variable costs 2.00 Revenue$10.00 Insurance Contribution margin 8.00 Car payment (principal or depreciation) 1,875 trips 15,000 8.00 Interest Break-even point Dispatcher fees Total costs Variable costs $2.00 Gas $15,000 Maintenance & repairs Fixed costs 5,625 trips 45,000 8.00 2. J. Smith’s Break-Even (Taxi Driver) $ $ $ $ Fixed costs Costs/Revenue $ $ = Variable costs $ $ = 6,000 Trips

  9. J. Smith’s Break-Even (Taxi Driver) With salary With salary No salary No. of trips Revenue ($10.00) Variable costs ($2.00) Contribution margin Fixed costs Salary Profit P.V. Ratio 6,000 $ 60,000 ($ 12,000) $ 48,000 ($ 15,000) ($ 30,000) $ 3,000 .80 5,625 $ 56,250 ($ 11,250) $ 45,000 ($ 15,000) ($ 30,000) 0 .80 1,875 $ 18,750 ($ 3,750) $ 15,000 ($ 15,000) 0 0 .80

  10. Finding the Break-Even Point Using the Formula Unit selling price $ 15.00 (P) Fixed costs $200,000 (F) Unit variable costs $ 10.00 (V) Break-even calculation Step 2: $200,000 ÷ $5.00 = 40,000 units (volume) Step 3: 40,000 units X $15.00 = $600,000 (sales revenue) Step 1: Contribution margin Selling price $15.00 Variable costs $10.00 Contribution margin $ 5.00

  11. Break-Even Point Calculation In Units Fixed costs Price per unit sold – Variable cost per unit or unit contribution B.E.P. = $200,000 $15.00 - $10.00 B.E.P. = = 40,000 units X $15.00 $ 600,000 In revenue Step 2: Find the revenue break-even point B.E.P. = = = $600,000 Step 1: Find the PV ratio PV = = = .333 Unit contribution Unit selling price $5.00 $15.00 $200,000 .333 Fixed costs PV

  12. Revenue 600,000 Variable costs 400,000 Contribution margin 200,000 Fixed costs 200,000 Profit/loss 0 Break-Even Point By Using the PV Ratio Finding the break-even point when units are not known, you need to re-structure the statement of income $ $ $ $ $ Step 2: Find the revenue break-even point B.E.P. = = = $600,000 Step 1: Find the PV ratio PV = = = .333 Contribution Revenue $200,000 $600,000 $200,000 .333 Fixed costs PV

  13. Break-Even Point (Retail Store) Suits Jackets Shirts Ties Socks Overcoats Total No. of units 800 200 700 500 2,500 500 Unit selling price $300 $150 $50 $50 $8 $300 Revenue $500,000 Variable costs ($275,000) (25,000) Total variable costs ($300,000) Purchases Sales commission Contribution margin $200,000 (rent, telephone, salaries, security system) Fixed costs ($100,000) Profit $100,000 Contribution margin$200,000 Revenue $500,000 Fixed costs$100,000 PV ratio .40 50% of objective OK!!! = = .40 or $0.40 = = $250,000

  14. Cash Break-Even Point In Units Fixed costs - Depreciation Price per unit sold – Variable cost per unit $ 200,000 - $50,000$150,000 $15.00 - $10.00 $5.00 = = 30,000 units In revenue = = $450,000 Fixed costs - Depreciation PV $150,000 .333

  15. Profit Break-Even In Units Fixed costs + Profit objective Price per unit sold – Variable cost per unit $200,000 + $20,000$220,000 $15.00 - $10.00 $5.00 = = 44,000 units In revenue = = $660,000 $220,000 .333 Fixed costs + Profit objective PV

  16. Sensitivity Analysis Base case Break-even Break-even in units in revenue 40,000 $600,000 Change in Fixed costs (increased by $50,000 to $250,000) 50,000 $750,000 Selling price (increased by $0.50 to $15.50) 36,364 $563,642 Variable costs (decreased by $0.75 to $9.25) 34,782 $521,730

  17. Break-Even Wedges Company A Company B Revenue Revenue Total costs Total costs PV = .40 PV = .30 Fixed costs Fixed costs Company C Company D Revenue Revenue Total costs Total costs PV = .30 PV = .40 Fixed costs Fixed costs

  18. Where Break-Even Analysis Can be Used • Company-wide • Trucking operation • Plant • Direct mail advertising • District or sales territory • Taxi business • Retail store • Movie theatre • Production centre • Advertising program • Department store • Travel agency • Product/division • Hotel business • Service centre • Restaurant business • Machine operation • Book publishing • Airline business

  19. 3. Other Cost Concepts Committed costs: Costs that must be incurred in order to operate a business. Discretionary fixed costs: Costs that can be controlled by managers. Controllable costs: Costs that operating managers are accountable for. Non-controllable costs: Costs that are not under the direct control of managers. Direct costs: Materials and labour expenses that are directly incurred when making a product or providing a service. Indirect costs: Costs that are necessary in the production cycle but that cannot be clearly allocated to specific products or services.

More Related