Chap 013
Chap 013
Pricing
CHAPTER 13
COST PLANNING FOR THE PRODUCT LIFE CYCLE: TARGET
COSTING, THEORY OF CONSTRAINTS,
AND STRATEGIC PRICING
QUESTIONS
13-1 A firm has two options for reducing costs to a target cost level:
a. Reduce costs to a target cost level by integrating new manufacturing
technology, using advanced cost management techniques such as activity-based
costing, and seeking higher productivity through improved organization and
labor relations. This method of cost reduction is common in specialized
equipment manufacturing.
b. Reduce cost to a target cost level by redesigning a popular product. This
method is the more common of the two, because it recognizes that design
decisions account for much of total product life cycle costs (see Exhibit 13-3). By
careful attention to design, significant reductions in total cost are possible. This
approach to target costing is associated primarily with Japanese manufacturers,
especially Toyota, which is credited with developing the method in the mid
1960s. This method of cost reduction is common in consumer electronics.
13-2 The sales life cycle refers to the phase of the products sales in the market - from
introduction of the product to decline and withdrawal from the market. In
contrast, the cost life cycle refers to the activities and costs incurred in
developing a product, designing it, manufacturing it, selling it and servicing it.
The phases of the sales life cycle are:
Phase One: Product Introduction. In the first phase there is little
competition, and sales rise slowly as customers become aware of the new
product. Costs are relatively high because of high R&D expenditures and capital
costs for setting up production facilities and marketing efforts. Prices are
relatively high because of product differentiation and the high costs at this
phase. Product variety is limited.
Phase Two: Growth. Sales begin to grow rapidly and product variety
increases. The product continues to enjoy the benefits of differentiation. There
is increasing competition and prices begin to soften.
Phase Three: Maturity. Sales continue to increase but at a decreasing rate.
There is a reduction in the number of competitors and product variety. Prices
soften further, and differentiation is no longer important. Competition is based
on cost, given competitive quality and functionality.
Phase Four: Decline. Sales begin to decline, as does the number of
competitors. Prices stabilize. Emphasis on differentiation returns. Survivors are
able to differentiate their product, control costs, and deliver quality and excellent
service. Control of costs and an effective distribution network are key to
continued survival.
13-1
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
13-3 The strategic pricing approach changes over the sales life cycle of the product.
In the first phase, pricing is set relatively high to recover development costs and
to take advantage of product differentiation and the new demand for the product.
In the second phase, pricing is likely to stay relatively high as the firm attempts
to build profitability in the growing market. Alternatively, to maintain or increase
market share at this time, relatively low prices (penetration pricing) might be
used. In the latter phases, pricing becomes more competitive, and target costing
and life-cycle costing methods are used, as the firm becomes more of a price
taker rather than a price setter.
13-4 At the introduction and into the growth phases, the primary need is for value
chain analysis, to guide the design of products in a cost-efficient manner. Master
budgets (Chapter 10) are also used in these early phases to manage cash flows;
there are large developmental costs at a time when sales revenues are still
relatively small. Then, as the strategy shifts to cost leadership in the latter
phases, the goal of the cost management system is to provide the detailed
budgets and activity-based costing tools for accurate cost information.
13-5 Target costing is a method by which the firm determines the desired cost for the
product, given a competitive market price, so that the firm can earn a desired
profit. It is used by several manufacturing firms, particularly in the automotive
and consumer products industries, such as Honda, Toyota, Ford, Volkswagen,
and Olympus camera.
13-6 Life-cycle costing considers the entire cost life cycle of the product, and thus
provides a more complete perspective of product costs and product profitability.
It is used to manage the total costs of the product across its entire life cycle. For
example, design and development costs may be increased in order to decrease
manufacturing costs and service costs later in the life cycle.
13-2
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
The objective of step three is to see that all resources are coordinated to keep
the constraint busy without a build-up of work-in-process inventory.
Step Five: Redesign the Manufacturing Process for Flexibility and Fast
Throughput
Consider a redesign of the product of production process, to achieve faster
throughput.
One could argue that any step could be the most important; for example step
one can be considered to be the most important because the analysis
undertaken is intended to improve the speed of product flow through the
constraint.
13-9 The purpose of the flow diagram is to assist the management accountant in the
first step of TOC, that is, to identify the constraints.
13-10 Product design is important in life cycle costing because the design of the
product locks in most of the downstream costs manufacturing, distribution and
service. A well-designed product will be easy and inexpensive to manufacture,
will have few quality defects which make it easy to sell and service, thereby
reducing downstream costs. A common rule of thumb is that design locks in
approximately 80% of total life cycle costs.
13-11 Value engineering is used in target costing to reduce product cost by analyzing
the tradeoffs between different types and levels of product functionality and total
product cost. Two common forms of value engineering are:
Design analysis is a process where the design team prepares several possible
designs of the product, each having similar features but different levels of
performance on these features and different costs.
13-3
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
13-12 Activity-based costing (ABC) is used to assess the profitability of products, just
as is TOC. The difference is that TOC takes a short-term approach to
profitability analysis, while ABC develops a longer-term analysis. The TOC
analysis has a short-term focus because of its emphasis on materials related
costs only, while ABC includes all product costs. On the other hand, unlike TOC,
ABC does not explicitly include the resource constraints and capacities of
production operations. Thus, ABC cannot be used to determine the short-term
best product mix. ABC and TOC are thus complementary methods; ABC
provides a comprehensive analysis of cost drivers and accurate unit costs as a
basis for strategic decisions about long-term pricing and product mix. In
contrast, TOC provides a useful method for improving the short-term profitability
of the manufacturing plant through short-term product mix adjustments and
through attention to production bottlenecks.
13-13 TOC is appropriate for many types of manufacturing, service and not-for-profit
firms. It is most useful where the product or service is prepared or provided in a
sequence of inter-related activities as can be described in a network diagram
such as shown in Exhibit 13-7. The most common users of TOC to date have
been manufacturing firms that use it to identify machines or steps in the
production process which are bottlenecks in the flow of product and profitability.
13-14 Target costing is most appropriate for firms that are in a very competitive
industry, so that the firms in the industry compete simultaneously on price,
quality and product functionality. In very competitive markets such as this, target
costing is used to determine the desired level of functionality the firm can offer
for the product while maintaining high quality and meeting the competitive price.
13-15 Life-cycle costing is most appropriate for firms that have high upstream costs
(i.e. design and development) and/or high downstream costs (i.e. distribution
and service costs). Firms with high upstream and downstream costs need to
manage the entire life cycle of costs, including the upstream and downstream
costs as well as manufacturing costs. Traditional cost management methods
tend to focus on manufacturing costs only, and for these firms, this approach
would ignore a significant portion of the total costs.
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
13-16 Strategic pricing is used to help a firm develop and implement its strategy for
success as its products and services mature in the market place. The focus for
new products is typically differentiation and there is a heavy focus on research
and development, while cost control becomes more important as the product
matures. In contrast, life-cycle costing is used to manage the costs of the
product over its entire cost life-cycle - from research and development and
product testing to manufacturing and finally distribution and customer service.
13-17 Takt time is the ratio of available manufacturing time for a period to the units of
customer demand for that period. Each unit must be produced within the Takt
time to satisfy customer demand. Takt time is computed for each manufacturing
operation, and those operations with longer Takt times are the constraints in the
manufacturing process.
13-18 Pricing based on the cost life cycle is a common form of pricing. It involves a
markup on full product cost or product life cycle cost. In contrast, pricing based
on the sales life cycle bases the product price on competitive factors, including
which phase of the sales life cycle (introduction, growth, maturity, or decline) the
product is currently in.
13-5
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
BRIEF EXERCISES
13-23 Takt time = 6,000 x 4 weeks per month/200,000 units per month = .12 hour/unit
or 7.2 minutes per unit
13-28 England is using a value chain approach to its operations to simplify, speed up
and reduce costs. The theory of constraints and life cycle costing are also
applicable here. Sources: Dan Morse, Tennessee Producer Tries New Tactic
in Sofas: Speed, The Wall Street Journal, November 19, 2002, p. 1;
13-29 In a Business Week Online News Brief, November 7, 2007, a study is reported
that shows that the customers of the Orlando theme parks seek variety. They
are in Orlando for fun, and variety is part of that. The parks know that most who
come to Orlando will visit two or more of the parks, and they have therefore little
incentive to compete on price. The parks are most likely using a full cost + ROI
techniques since there are large and continual investments in plant and intense
studies of attendance numbers that are dependent on many factors such as fuel
costs for travel, the economy, weather, etc.
13-6
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
EXERCISES
13-7
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
Firms such as Kellogg, Sara Lee, Smithfield, and others reacted in a variety
of ways. First, they reduced the length of contracts to wholesalers and
other buyers, so that price adjustments could be make more quickly.
Second, the firms changed the sizing of the packages so that the product
could be sold in smaller quantities for the same price as before.
The strongest brands, the most differentiated firms, such as Kellogg.
Proctor & Gamble and Nestle SA, were better able to pass along the cost
increases in higher prices.
Some would argue that there are ethical issues in the resizing of the
products, on the basis that the effect is to trick the consumer into thinking
they are getting the same product for the same price. Another view is that
the majority of todays shoppers are careful to examine the products
contents (calories, preservatives, fiber,) as well as the package size, so
that the change in packaging would not affect their buying behavior.
See: Scott Kilman, Food Giants Race to Pass Rising Costs to Shoppers,
The Wall Street Journal, August 8, 2008, p1; Ellen Byron and Anjali
Cordeiro, P&G, Others are Confident Higher Prices Will Stick, The Wall
Street Journal, February 20, 2009, p B1; Anjali Cordiero, Higher Prices Help
Fatten Kraft Profit, The Wall Street Journal, May 6, 2009, pB1.
13-8
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
Note that new product development time and order taking time are not
considered part of the manufacturing cycle and are excluded from
cycle time.
13-9
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
1. The Takt time for this product is the number of available hours / total
demand.
13-10
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
Life cycle costing can be used in the cost management of the IT department
(or other service departments) over the life cycle of the departments assets.
This is also called the management of the total cost of ownership of the
assets. The idea here is that the total cost of the IT department is
represented by many different elements, including assets, personnel,
management, and other costs.
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
1., 2.
3. The solution uses Goal Seek or trials in the Excel sheet. The number of
parts must be reduced to 101 or fewer to get at least $50 margin.
13-12
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
Activity-based Costs
13-13
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
Cancun Jamaica
Package
Specifications Unit Cost Quantity Cost Quantity Cost
Oceanfront room;
number of nights $30 6 $180 4 $120
Meals:
Breakfasts $5 7 35 5 25
Lunches $7 7 49 5 35
Dinners $10 6 60 0 0
Scuba diving trips $15 4 60 2 30
Water skiing trips $10 5 50 2 20
Airfare (round trip $200 (Cancun),
from Miami) $355(Jamaica) 1 200 1 355
Transportation to $15 (Cancun),
and from airport $10 (Jamaica) 1 15 1 10
Total $649 $595
3. The airfare costs are the largest component of cost and this category
could have room for improvement. By further negotiating group discount
rates or searching for lower cost discount carriers, Take-a-Break could lower
its cost in this category.
Room costs also comprise a major portion of total package costs. While
Take-a-Break could negotiate deals with off-beachfront hotels or opt for non-
oceanfront rooms, this might decrease the value of the trip in the eyes of its
customers. A better option would be to further negotiate group rates with its
current hotel providers.
13-15
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
3. $2,850 price per unit - $1,500 profit per unit = $1,350 per unit target cost
13-16
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
6. The contribution margin, gross margin, and operating profit are shown in
the right-hand portion of the table above. For example,
$5,173,878 = $220.815 x 48,500 - $5,535,650
The pricing methods yield prices from $220.82 to $253.81 The next
highest price, $252.98, has the advantage that it provides the desired return
on investment, a more precise statement of the firms goal than in the other
methods. On the other hand, the lower price might be an advantage if the
firm is trying to achieve sales growth and is concerned about maintaining or
improving market share during turns in the business cycle for its customers.
This latter concern is especially important given that the demand for the
firms product is a derived demand, and there is little that Williams can do to
influence total auto sales.
13-17
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
Price per Rental for 20% profit margin = $864,000 / 64,000 rentals in
ten years = $13.50
13-18
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
13-19
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
Source: The Right Stuff for the GIs of the Future, Business Week, August
15, 2005, pp 74-75.
13-20
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
2. The cost index for menu and food preparation is low relative to the
importance index, which indicates that Rick should consider spending more
time and cost on this activity. In contrast, the cost index for wait staff is
somewhat higher than the importance index, which indicates that Rick
should consider decreasing the resources applied to wait staff. Also,
customer satisfaction does not appear to reward the level of expenditure for
food ingredients; perhaps savings could be made here.
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
PROBLEMS
2.
Price $750 $1,390
Profit $21 $29
3. The installation costs are the largest component of cost and this
category could have room for improvement. By redesigning the layout
of the systems or finding components that integrate more readily, the
installation times could then be reduced. Also, costs could be lowered
by contractual bargaining with electricians to reduce the per hour rates
for installation.
The video equipment and motion detectors are sources of
significant costs, but decreasing the quality or quantity of these items
would substantially change the effectiveness and value of the security
systems.
13-22
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
3. $800 price per unit - $75 profit per unit = $725 per unit target cost
13-23
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
1. The target cost, at the price of $1,500 and the desired margin of 20%
would be
2.
Currently With Cost Savings
Reductions
Manufacturing $1,000 $835 ($85-$25)+$105=
Cost $165
Marketing Cost 200 200
GSA Cost 225 175 $50
Total Cost $1,425 $1,210 $215
The cost savings of $215 are not sufficient to get the product total cost
($1,210) down to the desired target cost of $1,200. Given that National
might be willing to pay a higher price, and since the cost difference is
relatively small, it seems that Morrow should in fact pursue the order. Here
are some other considerations:
a. Morrow should consider the short versus the long term issues of taking
on the order. In the short term, as noted in chapter 3, the fixed costs of
manufacturing the order will not change and therefore can be considered
irrelevant for the order if it is a one time special order. Thus, for a short term
analysis, Morrow should determine that portion of manufacturing, marketing,
and GSA costs that are fixed and exclude them from the analysis. In
contrast, if Morrow expects this to be a regular customer, that Morrow will be
supplying National these parts for several months or years, then the total
costs including fixed costs are relevant, as in the calculations above. In the
longer term, Morrow must cover all costs of production and sale, while in the
short term only the variable costs are relevant.
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
c. The problem notes that the manufacturing costs are standard full costs.
Since the costs are given at standard, this means that there are no apparent
inefficiencies reflected in the reported $1,425. However, the question still
remains whether the standard costs are properly determined. Should the
standards be revised?
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
2. The target cost for 2011 is $228.068 = $340 - $111.932; this calculation
uses the new price and the same profit per enrollee as in 2010. The
required reduction in cost per enrollee is $46.766 as shown in the above
table. Note that the cost per enrollee is determined by taking the average
cost per enrollee for each age group (Col E) in order to determine total
costs (Col F) of $291,074,259. Note that this number differs from the
simple approach of taking 2011 enrollment of 1,059,094 x 2010 cost of
$256.068 x 1.06 = $287,472,087. The reason for the difference is that the
sales mix of enrollees has changed from 2010 to 2011 (see Columns G and
H), and in particular, the two oldest age groups, the most expensive groups,
have increased slightly in number and percentage. Since the coverage rate
of $340 is applicable to all age groups, it is important for VIP-MD to study
the actual pattern of increase in cost, across all age groups as the number
of enrollees in each group change.
13-26
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
A 2006 study shows the cost of health care spending, by age group, as
follows:
Janet Admay, End-of-Life Provision Loses Favor, The Wall Street Journal,
August 13, 2009, p A4
13-27
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
Target Cost
Sales $20.00 x 100,000 x .90 = $1,800,000
Desired profit 320,000
Total cost allowed $1,480,000
Total costs excluding warehousing:
Purchases $1,000,000 x .98 = $980,000
Purchase orders $150 x 700 = 105,000
Distributing $75 x 500 = 37,500
Fixed operating cost $250,000 1,372,500
Maximum warehousing cost $ 107,500
13-28
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
Note: the currency exchange rate used in the problem is based on the
exchange rate of $1.6523/ on June 12, 2009.
13-29
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
2. When the value index is compared to the target cost, the percentage
investment in hull & keel and standing rig looks too low
The value index for hull & keel is 35.5% while the cost index is 30%; the
value index for the standing rig is 20.1% while the cost is only 15%. Ranger
might benefit from additional design enhancement or features related to
these two components.
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
The QFD analysis shows that BPI should consider spending more time and
money on the planning meeting and less on the photography done the day
of the wedding, to put their costs more in line with the customer criteria.
2. A limitation of the above analysis is that there are certain costs of taking
the photos on the day of the wedding (additional lighting, backup
cameras, and equipment, etc) which may make it difficult to reduce the
cost of this activity. The principal take-away from the analysis is to put
careful attention to the planning meeting; when carefully done it can
contribute a great deal to the couples satisfaction with the photos and
therefore ultimately of the quality of the wedding photo book.
13-32
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
The analysis below shows that assembly is the constraint and that the
optimal production plan is all 100 units of REC-1 and 44 units of REC-2.
13-33
Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
First, summarize key information and obtain hours capacity in each process.
The materials cost for the table is $100 of lumber, while the materials cost
for the sofa equals $250 ($75 for lumber and $175 for fabric).
Second, identify the constraint. In this case the constraint is staining time,
where there is a need for 85 more hours of capacity
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
Finally, determine the most profitable product mix. Since sofas are the
most profitable through the staining constraint, we fill the sofa demand first,
and then with the remaining staining capacity, fill as much of the table
demand as possible. See below for calculations.
2. Part one above solves the first two steps of the TOC, to identify the
constraint and determine the most profitable product mix. The third step, to
maximize flow through the constraint, would require Colton to look for ways
to speed up the staining operation, by simplifying it, by training the operator,
or other means. In the fourth TOC step, Colton could consider adding a part
time employee to add capacity at the constraint, though it might be difficult
to find a skilled employee who wanted part time work. Adding a full time
employee would be unnecessary and wasteful, unless the motel contract
works out. In the final TOC step, Colton should consider the possibility of
re-design, by for example using a different type of stain that requires less
time and skill. Also, Colton should consider maintaining a small amount of
product inventory so that the unmet demand of product, at times (as for
tables in this case) can be sold from inventory.
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
With the information available Don can complete the first two steps of
TOC as shown below. The analysis shows that the reactor process is
the constraint, and that in the short run, Polymer 1 is the most
profitable product. The most profitable product mix is 60 units of
Polymer 1 and 35 units Polymer 2. Until the production delays can be
dealt with (TOC steps 3-5), Don should advise CPC to meet all the
sales demand of Polymer 1 and to advise customers of Polymer 2
there would be some delays in the shortterm. Then, CPC should
work quickly to relieve the constraint, reactor time, by applying the
third, fourth and fifth TOC steps. Without specialized technical
knowledge of the manufacturing processes in this industry, one can
only speculate about what these steps might be.
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
Departments
1 2 3 4
Machine Hours needed
611 1,000= 500= 1,000= 1,000=
500x2 500x1 500x2 500x2
613 400= 400= 0 800=
400x1 400x1 400x2
615 2,000= 2,000= 1,000= 1,000=
1,000x2 1,000x2 1,000x1 1,000x1
Total hours needed 3,400 2,900 2,000 2,800
Hours Available 3,000 3,100 2,700 3,300
Excess (deficiency) (400) 200 700 500
2. The best product mix is 400 units of Product 613, 500 units of
product 611, and 800 units of product 615.
611 613 615
Price $196 $123 $167
Variable Cost* 103 73 97
Throughput/unit $93 $50 $70
Machine hours in Dept 1 2 1 2
Throughput/hour $46.50 $50.00 $35.00
* For example, variable manufacturing cost for 611 = $93 =
(7+12+21+24+9+27+3)
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
2.
Xderm Yderm Total
Sales $3,000,000 $2,000,000 $5,000,000
Cost of goods sold 1,900,000 1,600,000 3,500,000
Gross profit $1,100,000 $ 400,000 $1,500,000
Research and dev. (720,000) (180,000) (900,000)
Selling expenses (80,000) (20,000) (100,000)
Profit before tax $300,000 $ 200,000 $ 500,000
Now, the two products have the same return on sales. This illustrates
that including the upstream and downstream costs can be very
important in getting a useful analysis of product profitability. Failing to
include these non-manufacturing costs, as Waters did at first, may
lead to incorrect marketing and management decision making, as the
firm may have a biased and incorrect idea of the most profitable
product(s). Calculation return on sales (not required) shows that each
product has the same return under life cycle costing.
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
3. Tim should recognize, as the results in part 2 show, that Xderm is not as
profitable on a life cycle basis as it is on a gross margin basis. In fact, it
has the same return on sales as the existing product Yderm when life
cycle costs are included. Tim should present the data shown in part 2
and explain that Xderm has been a successful product, but perhaps has
not achieved the very high level of success he may have promised. To
present the gross margin data only would be misleading and therefore in
conflict with his responsibility for integrity under the management
accountants code of ethics (chapter 1).
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
There is insufficient capacity in the bar; 72 seats are required, 18 more than
capacity. The next step is to find the number of bar customers that the
restaurant could serve at full capacity.
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
3.
The throughput with the added capacity would increase to $128,544 per
month, a $4,212 increase.
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
In recessionary times, restaurants also get help from their suppliers, that
provide hints for the design of menus, marketing and administrative
services, and suggestions for new recipes. The extra help can make
the restaurant more competitive, and of course, provides a continuing
customer for the supplier.
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
Price $235
Units Sold 3,000,000
Revenues $705,000,000
Costs
R&D $1,000,000
Clinical Trials $2,108,000
Manufacturing
Fixed $5,000,000 x 5 = $25,000,000
Variable $68x3,000,000 = $204,000,000
Packaging
Fixed $380,000 x 5 =$1,900,000
Variable $20 x 3,000,000 = $60,000,000
Distribution
Fixed $1,125,000 x 5 = $5,625,000
Variable $6.50 x 3,000,000= $19,500,000
Advertising
Fixed $2,280,000 x 5 = $11,400,000
Variable $12 x 3,000,000= $36,000,000
Total Cost $366,533,000
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
Price $235
Units Sold 3,000,000
Revenues $705,000,000
Costs
R&D $1,000,000
Clinical Trials $2,108,000
Manufacturing
Fixed $1,500,000 x 5 =$7,500,000
Variable $80 x 3,000,000= $240,000,000
Packaging
Fixed $380,000 x 5 = $1,900,000
Variable $60,000,000
Distribution
Fixed $1,125,000 x 5 =$5,625,000
Variable $19,500,000
Advertising
Fixed $2,280,000 x 5 =$11,400,000
Variable $36,000,000
Total Cost $385,033,000
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
It appears that selling the drug patent is the best alternative since
receiving $425,000,000 ($300,000,000 + $25,000,000 x 5) over the
five-year period is greater than the operating incomes of both the other
options. However, in order to determine the real value of selling the
patent one needs to consider the present value of the annuity, the
$25,000,000 at the end of every year for the next 5 years. Assume a
discount rate of 10%, and the present value of the five-year annuity
(an annuity factor of 3.791 at 10%) is $25,000,000 x 3.790787 =
$94,769,669. Thus the total value of the sale of the patent is
$94,769,669 + $300,000,000 = $394,769,669. The best alternative is
selling the patent.
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
3. The total incremental costs Bob Peterson will have to pay for this
revised accelerated delivery schedule amount to $11,600, or a new
total project cost of $76,700 from the original $65,100, and a saving of
10 days.
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
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Chapter 13 - Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic
Pricing
Cramped space
Focus on speed
everywhere Reduced
(no concern for Throughput Orders delayed, some
downtime or orders and profits
throughput..) lost
WIP up
Increased
holding cost
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