| | |Overhead |0.50 | | | |Purchase Cost | |11.00 |4.00 | |Relevant Costs |6.65 |11.00 |4.00 | | |
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THE IMPACT OF ACCOUNTING INFORMATION ON MANAGEMENT’S DECISION MAKING – VINAMILK CASE STUDY TRUONG THUY CHUNG BACHELOR OF BUSINESS (ACCOUNTING) HONS HELP UNIVERSITY COLLEGE October 2011 i THE IMPACT OF ACCOUNTING INFORMATION ON MANAGEMENT’S DECISION MAKING – VINAMILK CASE STUDY By TRUONG THUY CHUNG Graduation Project Submitted to the Department of Business Studies, HELP University College, in Partial Fulfilment of the Requirements for the Degree of Bachelor of Business (accounting)
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Harvard Business School Publishing Case Map for Horngren, Foster & Datar: Cost Accounting: A Managerial Emphasis, 10th Edition (Prentice Hall) This map was prepared by an experienced editor at HBS Publishing, not by a teaching professor. Faculty at Harvard Business School were not involved in analyzing the textbook or selecting the cases and articles. Every case map provides only a partial list of relevant items from HBS Publishing. To explore alternatives, or for more information on the cases
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Cost object- anything for which cost data are desired—including products, customers, jobs, and organizational subunits Direct cost- a cost that can be easily and conveniently traced to a specified cost object Indirect cost- a cost that cannot be easily and conveniently traced to a specific cost object Common cost- a cost that is incurred to support a number of cost objects but cannot be traced to them individually Raw materials- materials that go into the final product Direct materials- materials
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base price is $108,000, and shipping and installation costs would add another $12,500.The machine falls into the MACRS 3-year class, and it would be sold after 3 years for $65,000. The applicable depreciation rates are 33, 45, 15, and 7 percent as discussed in Appendix 12A. The machine would require a $5,500 increase in working capital(increased inventory less increased accounts payable). There would be no effect on revenues, but pre-tax labor costs would decline by $44,000 per year. The marginal tax
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competitors, 1. Segment customers - Who buys the product? - What is important to that customer? ex) Design, price, being liked by others (Social acceptance / teenagers) - Choose relevant attributes ex) Design + Price -> Functional / Social Acceptance -> Emotional >Differentiation 2. Identify one of two relevant attributes on which we are superior to all competitors (Even if perceived) 3. Communicate to customer + align your Marketing Mix - Functional attributes are very easy to imitate
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months at a tool and equipment cost of about $7,500. PWI currently has about $390,000 worth of special steel in current inventory that cannot be sold, even for scrap. Patrick Corrigan, from the parent company spokesman, expects Thorborg to exhaust all steel supplies. If sales of the steel ring continued until the plastic rings were ready for the market about 15,100 rings would remain in stock upon the plastic rings release date. Information supplied from PWI’s cost
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public comment in February 1997 and a public forum was held in April 1997. The Commission wishes to thank all parties who made submissions or participated in the public forum. This document reflects the Commission’s views after consideration of all relevant submissions and representations. The Commission also wishes to thank AUSTEL, Treasury, the Department of Communications and the Arts and the Bureau of Transport and Communications Economics for their assistance in preparing this document. The views
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Prime Cost YES.....Conversion Cost NO Prime Cost YES.....Conversion Cost YES Prime Cost NO....Conversion Cost NO Prime Cost NO.....Conversion Cost YES CORRECT 2. Question: (TCO A) A cost incurred in the past that is not relevant to any current decision is classified as a(n): period cost. opportunity cost. sunk cost. CORRECT differential cost. 3. Question:
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traditional cost management VS lean cost management by Mahanim Hanid, Lauri Koskela and Mohan Sinwardena, the term of cost management is not a well defined term. It’s built on both cost accounting and management accounting, but goes beyond these two terms (P. Agrawal and Mehra 1998). For Brinker (1996) defines it as a set of techniques and methods for controlling and improving a company’s activities and processes, its products and services. In addition, Maskel (2009) also described that the cost and management
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