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Budgeting and profit planning are necessary for control of operations, but the forecasts and budgets do not by themselves control operating events. A budget is useless without comparisons with actual operating results, and the comparisons are useless unless the manager takes action on deviations from the budget.
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Suppose, for example, that the sales of product 1 in territory A are budgeted at 155 units per month (1850 divided by 12), and actual sales for January and February are 120 and 110 units. (Assume that sales of product 1 in territories B and C are in line with the budget.) On investigating, the manager finds that sales are being lost to a new competitor in territory A. Actions the manager might take include: Putting more money into the selling effort and try to win back the old customers Lowering the price of product 1 to obtain more sales Recognizing that the sales are lost, and so lowering the production budget accordingly Each of these actions will have an impact on the budget-planning operations of the company. An increase in the selling effort will affect the selling and administrative budget and the financial budget more funds will be needed. Lowering the selling price, if the unit sales level originally forecast is just regained, will result in lower cash receipts than in the original financial budget. A decision to reduce production to avoid piling up inventories will affect purchase orders, labor costs, variable overhead costs, income taxes, and other budgeted items. The actions have been signaled by a variation from the sales forecast, but a change in plans affects all the budgets and forecasts. Any sizable variance from budgeted figures, favorable or unfavorable, should be looked into. Management should find out why the variance resulted so that when it takes action, it will be reasonably sure it is acting wisely. For example, a favorable variance in direct labor costs might be due to a special incentive program. In such a case, management should put off any plans to use the surplus funds until it is sure that a reduction in labor costs will be permanent. Unfavorable variances from the budget should not be studied separately from related budget items. For example, suppose the actual selling expense is much higher than the amount budgeted. It may turn out that the extra expense produced a large volume of new orders. In that case, the added cost may be entirely justifiable. Hasty action to reduce the expense without investigation might result in loss of sales and a net reduction in profits. Great care must be given to seeking out the causes of variances, and the consequences of possible control action should be analyzed carefully in order to avoid unintended and unwanted results.
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Costs are classified as variable (product costs) and fixed (period costs). With these classifications, management can determine which of its products contributes the most and which the least to covering
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E c o n o m i c a n d S o c i a l I n t e re s t s i n t h e Wo r k p l a c e
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fixed cost and providing a profit. Direct costing provides information for decisions to expand, reduce, or continue production of a given product line or product. In a standard-cost system, product costs for materials, labor, and overhead are budgeted or planned before the actual production takes place. The pre-established costs then provide a point of reference for analyzing the costs of actual production. By analyzing the variances from these standards, the manufacturer can identify the sources of excessive cost and investigate the causes. This kind of process the identification of a problem area and the discovery of its cause can point the way to actions that will reduce costs and improve profit.
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Similarly, a business manager should plan ahead for all the activities of the business that is, the manager should develop a set of budgets for sales, production, selling and administrative expense, and financial requirements. As indicated in the standard-cost system, the actual results of various activities can be compared to the budgeted or planned results. Analysis of the variances found will then help the manager make reasonable and thoughtful decisions. These analytical methods direct cost, standard-cost variance analysis, and budget planning and control are ways of putting costaccounting information to good use. The manufacturer can make decisions on the basis of information provided by these analytical tools. There are, however, several other important ways of analyzing costs and profits. Two of these break-even analysis and incremental analysis are discussed in the following sections.
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