CHAPTER 1:
Exercise 14 If Ken stayed open on Saturdays, the added income would be $130,000 per year ($2,500 x 52), while the additional costs are shown to be $1,000 ($700 + $500 + $100 + $200). Using these two figures, we can calculate the opportunity cost (the loss from an opportunity not taken), which would be $1,500 ($2,500 - $1,000). To me, this says that Ken should keep his shop open on Saturday’s.
Rent or depreciation of office equipment do not need to be calculated because these are fixed costs. They would not change regardless of how many days his shop is open nor his shops production. Also, rent of course would not change if his shop stays open on Saturday’s because rent covers the whole month.

Problem 2 a.) If we reference 1-1 so we can see the production costs, we need to add the ingredient costs of $20,000 + labor costs of $12,000, totaling $32,000. Then divide that by the number of jars that actually produced (25,000). This equals $1.28/one jar of salsa. The incremental cost is calculated as follows: $1.28 x 50,000 (extra jars of salsa) = $64,000. b.) The revenue started out at $1,625,000 (325,000 jars x $5.00), while the new revenue would be $1,725,000 (375,000 x $4.60). After calculating the difference, we can see that the incremental revenue after the reduction of price would be $100,000 ($1,725,000 - $1,625,000). c.) Yes, he should lower the price of its salsa.

Problem 4 a.) On page 6 of our text book, we learn about the Management by Exception Principle. This should come into play in this example because the differences from the budgeted and actual amount are substantial. So yes, it would be useful to investigate the differences in both sales and expenses. b.) It would not be useful to include the storewide electricity cost in the performance report because this is a non-controllable cost.

CHAPTER 2:
Exercise