Cheryl Montoya picked up the phone and called her boss, Wes Chan, the vice president of marketing at Piedmont Fasteners Corporation: "Wes, l'm not sure how to go about answering the questions that came up at the meeting with the president yesterday." "What's the problem?" “The president wanted to know the break-even point for each of the company's products, but I am having trouble figuring them out." “I'm sure you can handle it, Cheryl. And, by the way, I need your analysis on my desk tomorrow morning at 8:00 sharp in time for the follow-up meeting at 9:00." Piedmont Fasteners Corporation makes three different clothing fasteners in its manufacturing facility in North Carolina. Data concerning these products appear below: Velcro Metal Nylon Annual sales 100,000 200,000 400,000 volume Unit selling price Variable $1.65 $1.50 $0.85 $1.25 $0.70 $0.25 expense per unit Total fixed expenses are $400,000 per year. All three products are sold in highly competitive markets, so the company is unable to raise prices without losing an unacceptable numbers of customers. The company has an extremely effective lean production system, so there are no beginning or ending work in process or finished goods inventories. Required: 1. What is the company's over-all break-even point in dollar sales? 2. Of the total fixed expenses of $400,000, $20,000 could be avoided if the Velcro product is dropped, $80,000 if the Metal product is dropped, and $60,000 if the Nylon product is dropped. The remaining fixed expenses of $240,000 consist of common fixed expenses such as administrative salaries and rent on the factory building that could be avoided only by going out of business entirely. a. What is the break-even point in unit sales for each product? b. If the company sells exactly the break-even quantity of each product, what will be the overall profit of the company?
Cheryl Montoya picked up the phone and called her boss, Wes Chan, the vice president of marketing at Piedmont Fasteners Corporation: "Wes, l'm not sure how to go about answering the questions that came up at the meeting with the president yesterday." "What's the problem?" “The president wanted to know the break-even point for each of the company's products, but I am having trouble figuring them out." “I'm sure you can handle it, Cheryl. And, by the way, I need your analysis on my desk tomorrow morning at 8:00 sharp in time for the follow-up meeting at 9:00." Piedmont Fasteners Corporation makes three different clothing fasteners in its manufacturing facility in North Carolina. Data concerning these products appear below: Velcro Metal Nylon Annual sales 100,000 200,000 400,000 volume Unit selling price Variable $1.65 $1.50 $0.85 $1.25 $0.70 $0.25 expense per unit Total fixed expenses are $400,000 per year. All three products are sold in highly competitive markets, so the company is unable to raise prices without losing an unacceptable numbers of customers. The company has an extremely effective lean production system, so there are no beginning or ending work in process or finished goods inventories. Required: 1. What is the company's over-all break-even point in dollar sales? 2. Of the total fixed expenses of $400,000, $20,000 could be avoided if the Velcro product is dropped, $80,000 if the Metal product is dropped, and $60,000 if the Nylon product is dropped. The remaining fixed expenses of $240,000 consist of common fixed expenses such as administrative salaries and rent on the factory building that could be avoided only by going out of business entirely. a. What is the break-even point in unit sales for each product? b. If the company sells exactly the break-even quantity of each product, what will be the overall profit of the company?
Managerial Accounting: The Cornerstone of Business Decision-Making
7th Edition
ISBN:9781337115773
Author:Maryanne M. Mowen, Don R. Hansen, Dan L. Heitger
Publisher:Maryanne M. Mowen, Don R. Hansen, Dan L. Heitger
Chapter10: Standard Costing And Variance Analysis
Section: Chapter Questions
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Transcribed Image Text:Cheryl Montoya picked up the phone and called her boss, Wes Chan, the vice president of marketing at Piedmont
Fasteners Corporation: "Wes, l'm not sure how to go about answering the questions that came up at the meeting with
the president yesterday."
"What's the problem?"
“The president wanted to know the break-even point for each of the company's products, but I am having trouble
figuring them out."
“I'm sure you can handle it, Cheryl. And, by the way, I need your analysis on my desk tomorrow morning at 8:00 sharp
in time for the follow-up meeting at 9:00."
Piedmont Fasteners Corporation makes three different clothing fasteners in its manufacturing facility in North Carolina.
Data concerning these products appear below:
Velcro
Metal
Nylon
Annual sales
100,000
200,000
400,000
volume
Unit selling
price
Variable
$1.65
$1.50
$0.85
$1.25
$0.70
$0.25
expense per
unit
Total fixed expenses are $400,000 per year.
All three products are sold in highly competitive markets, so the company is unable to raise prices without losing an
unacceptable numbers of customers.
The company has an extremely effective lean production system, so there are no beginning or ending work in process
or finished goods inventories.
Required:
1. What is the company's over-all break-even point in dollar sales?
2. Of the total fixed expenses of $400,000, $20,000 could be avoided if the Velcro product is dropped, $80,000 if the
Metal product is dropped, and $60,000 if the Nylon product is dropped. The remaining fixed expenses of $240,000
consist of common fixed expenses such as administrative salaries and rent on the factory building that could be
avoided only by going out of business entirely.
a. What is the break-even point in unit sales for each product?
b. If the company sells exactly the break-even quantity of each product, what will be the overall profit of the company?
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