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Costs and Budgeting


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Costs and Budgeting


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Costs


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Costs
‡ Anything incurred during the production
of the good or service to get the output
into the hands of the customer
‡ The customer could be the public (the
final consumer) or another business
‡ Controlling costs is essential to business
success
‡ Not always easy to pin down
where costs are arising!


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Cost Centres


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Cost Centres
‡ Parts of the business to which particular
costs can be attributed
‡ In large businesses this can be
a particular location, section
of the business, capital asset
or human resource/s
‡ Enable a business to identify where
costs are arising and to manage those
costs more effectively


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ãull Costing
‡ A method of allocating indirect costs to
a range of products produced by the
firm.
± e.g. if a firm produces three products - ,
, and  - and has indirect costs of £1
million, assume proportion of direct costs of
20% for , 55% for  and 25% for 
± Indirect costs allocated as 20% of 1 million
to , 55% of £1 million to  and 25% of £1
million to 


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Absorption Costing
‡ All costs incurred are allocated
to particular cost centres ± direct
costs, indirect costs, semi variable
costs and selling costs
‡ Allocates indirect costs more
accurately to the point where
the cost occurred


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Èarginal Costing

‡ The cost of producing one extra

unit of output (the variable costs)
‡ Selling price ± ÈC = Contribution
‡ Contribution is the amount which
can contribute to the overheads
(fixed costs)


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Standard Costing
‡ The expected level of costs
associated with the production
of a good/service
±     

 

‡ Èonitoring variances can help
the business to identify
where inefficiencies or efficiencies
might lie


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Total Revenue


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Total Revenue
‡ ! " #  $ %&   

‡ $ can be raised or lowered

to change revenue ± price elasticity
of demand important here
± Different pricing strategies can be used ±
penetration, psychological, etc.
‡ &   
can be influenced
by amending the elements
of the marketing mix ± 7 Ps


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Break Even


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Break Even Analysis

Costs/Revenue TR The
TotalInitially
break
revenue even
a firm
is
TR TC The lower the
determined
point
Aswill
price, occurs
incur
output
the by
where
is
lessfixed
VC The
the
total
total
costs,
price
costs
revenue
steep
therefore thecharged
generated, these the
total
and
equals
do
firm the
revenue not
total
quantity
will depend
costs ±
incur
curve.
(assuming
sold
the on
firm,
± output
variableagain
incosts
this
this
or ±
accurate
will
example,
sales.
be vary
these would
forecasts!) is the
determined
have to sell by
Q1 to
sum of ãC+VC the
directly with
expected
generate
amount sufficient
forecast
revenue
produced. sales
to cover its
initially.
costs.

ãC

Q1 Output/Sales


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Break Even Analysis

Costs/Revenue TR (p = £2)
If the firm
TR (p = £3) TC chose to set
VC price higher
than £2 (say
£3) the TR
curve would
be steeper ±
they would not
have to sell as
many units to
break even

ãC

Q2 Q1 Output/Sales


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Break Even Analysis

TR (p = £1)
Costs/Revenue TR (p = £2) If the firm
TC chose to set
VC prices lower
(say £1) it
would need to
sell more units
before
covering its
costs.

ãC

Q1 Q3 Output/Sales


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Break Even Analysis

TR (p = £2)
Costs/Revenue TC

Profit VC

Loss
ãC

Q1 Output/Sales


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Break Even Analysis

TR (p = £3) TR (p = £2)
Costs/Revenue TC '(
(  shows
A higher price
VC how far sales
would lower the
Assume
can fall before
break even
current sales
losses made. If
point and the
at Q2.
Q1 = 1000 and
margin of safety
Q2 = 1800,
would widen.
sales could fall
by 800 units
before a loss
would be
made.

Èargin of Safety

ãC

Q3 Q1 Q2 Output/Sales


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Costs/Revenue Eurotunnel¶s problem

High initial ãC.
ãCon1debt
Interest
rises each year ± ãC
rise therefore.

ãC
Losses get bigger!

TR
VC

Output/Sales


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Break Even Analysis

‡ Remember:
‡ A higher price or lower price does not
mean that break even will  #  be
reached!
‡ The break even point depends on the
number of sales needed to generate
revenue to cover costs ± the break even
chart is NOT time related!


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Break Even Analysis

‡Importance of $ )  
(* +
:
‡,| 
  might mean fewer sales
to break even but those sales may take
a longer time to achieve
‡- 
  might encourage more
customers but higher volume needed
before sufficient revenue generated
to break even


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Break Even Analysis

‡ -(  #  

   
   
‡ Penetration pricing ± µhigh¶ volume,
µlow¶ price ± more sales to break even
‡ Èarket Skimming ± µhigh¶ price µlow¶
volumes ± fewer sales to break even
‡ Elasticity ± what is likely to happen
to sales when prices are increased
or decreased?


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Budgets


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Budgets
‡ ) + ( | + 

%

  (  
 
(  #  + 


‡ Used extensively in planning

‡ Helps establish efficient use
of resources
‡ Help monitor cash flow and identify
departures from plans
‡ Èaintains a focus and discipline
for those involved


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Budgets
‡ . % 
  ± budgets that take
account of changing business conditions
‡ /
 
  ± based on
the daily operations of a business
‡ /0  # 

  - Budgets
driven by objectives set by the firm
‡ 
 
  ± Plans of the
relationship between capital spending
and liquidity (cash) in the business


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Budgets
‡  ± the difference between
planned values and actual values
± $ # # ± actual figures
less than planned
± 1  # # ± actual figures
above planned


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