value of the cost pool; The Housekeeping Service department of Ruger Clinic scenario; cost-volume-profit (CVP) analysis; capitation rates: fee-for-service approach; cost approach, and demographic approach, and conventional versus zero-based budgeting. Key words: cost pool value, cost-volume-profit (CVP) analysis; capitation rates: fee-for-service; cost, and demographic approaches, and conventional versus zero-based budgeting. Ruger Clinic 1. What is the value of the cost pool?
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AC505/Term Project Direct material cost is known as any material cost that can be identified specifically with a final cost objective. Material costs must not be charged to a contract as a direct cost if other material costs incurred for the same purpose in like circumstances have been charged as an indirect cost to that contract or any other contract. All material costs specifically identified with other contracts are direct costs for those contracts and must not be charged to another
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000 in direct costs in 2007. These costs must be allocated to Ruger’s three revenue-producing patient services departments using the direct method. Two cost drivers are under consideration :patient services revenue and hours of housekeeping services used. The patient services departments generated $5 million in total revenues in 2007, and to support these clinical activities, they used 5,000 hours of housekeeping services. 1. What is the value of the cost pool? The value of cost pool is 100,000
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Cost Volume Profit (CVP) Formulas: Contribution margin = Sales - Variable expenses (manufacturing and non-manufacturing) Net operating income = Contribution margin - Fixed expenses (manufacturing and nonmanufacturing) Contribution margin ratio = Contribution margin / Sales Break even point (units) = Fixed expenses / Unit contribution margin Break even point (dollar sales) = Fixed expenses / CM ratio Units sales to attain target profit = (Fixed expenses + Target profit) / Unit contribution
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Explain the difference between fixed costs, semi-fixed costs, and variable cost Anyone who runs a business knows that some cost must be paid no matter how many products are offered for sale. For example, if I own a Jeans Pants store, I must pay my property taxes whether I sell 20 or 200 pairs of pants each day. Mortgage payments must be made to the bank no matter what my activity is. These and other payments must be made regardless of sales. Expanses that must be paid no matter how
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Issues for Discussion 1. What is the weighted average contribution margin (WACM) percentage for Bridgestone’s next annual budget? WACM = Contribution Average/Total Revenue WACM = $3,500,00/5,000,000 WACM = 70% 2. What does a high weighted average contribution margin (WACM) percentage mean for the management of Bridgestone? 3. Is Bridgestone able to plan for breakeven or a modest over-recovery of expenses (or profit) for the next year? If the center achieves breakeven or a modest
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JET2 – Task 4 Financial Statement Analysis Managing Internal Cost & Controlling Finances Summary Report In response to a request from the Vice President of Competition Bikes for an analysis and recommendation regarding Activity Base Costing, as well as a request for a break-even analysis with projections of the company’s target profit, I have developed the following report. 1. Costing Method Evaluation Traditional Costing and Activity Based Costing (ABC)
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Abstract Continuing the work and analysis begun in the first three SLPs, we again project ourselves back in time to the year 2012. I am in responsible for decisions on product development and pricing for the next four years for our line of tablets. I will show the score, financials and market data at the end of the four year period from my previous time discussions. Finally we can make a detailed discussion and analysis of the data using CVP analysis, and will explain why I recommend specific
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TO: Pam Berg, Manager of the ALLTEL Pavilion FROM: Valentina Golman, Cost Accountant DATE: October 29, 2011 SUBJECT: ALLTEL’s Strategy and CVP Analysis As requested, CVP analysis of the ALLTEL Pavilion has been investigated. The focus of the investigation was on firm’s competitive strategy, operating results, negotiating contract fees with artists, earning budgeted profit goals. Findings: 1. In response to the competitive strategy of the ALLTEL Pavilion * it is noted to be differentiation
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COST-VOLUME-PROFIT RELATIONSHIPS 1. Distinguish between variable and fixed costs. Variable costs are costs that vary in totaldirectly and proportionately with changes in the activity index. Fixed costs are costs thatremain the same in total regardless of changes in the activity index.2. Explain the significance of the relevant range. The relevant range is the range of activityin which a company expects to operate during a year. It is important in CVP analysisbecause the behavior of costs
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