TAILIEUCHUNG - Lecture Accounting: What the numbers mean (5/e) - Chapter 16: Cost analysis for decision making
After reading this chapter, you should be able to answer the following questions: What are the meaning and application of the following “cost” terms: differential, allocated, sunk, and opportunity? How are costs determined to be relevant for short-run decisions? What is the special pricing decision when a firm is at full vs. idle capacity?. | CHAPTER 16 COST ANALYSIS FOR DECISION MAKING McGraw-Hill/Irwin ©The McGraw-Hill Companies, Inc., 2002 Learning Objectives What are the meaning and application of the following “cost” terms: differential, allocated, sunk, and opportunity? How are costs determined to be relevant for short-run decisions? What is the special pricing decision when a firm is at full vs. idle capacity? McGraw-Hill/Irwin ©The McGraw-Hill Companies, Inc., 2002 Learning Objectives What are the attributes of capital budgeting that make it a significantly different activity from operational budgeting? Why is present value analysis appropriate in capital budgeting? What is the concept of the cost of capital, and why is it used in capital budgeting? McGraw-Hill/Irwin ©The McGraw-Hill Companies, Inc., 2002 Learning Objectives What are the uses of and differences between various capital budgeting techniques: net present value, present value ratio, and internal rate of return? How are issues concerning estimates, income taxes, and the timing of cash flows and investments treated in the capital budgeting process? How is the payback period of a capital expenditure project calculated? McGraw-Hill/Irwin ©The McGraw-Hill Companies, Inc., 2002 Learning Objectives How is the accounting rate of return of a project calculated, and how can it be used most appropriately? Why are not all management decisions make strictly on the basis of quantitative analysis techniques? McGraw-Hill/Irwin ©The McGraw-Hill Companies, Inc., 2002 Learning Objective 1 What are the meaning and application of the following “cost” terms: differential, allocated, sunk, and opportunity? McGraw-Hill/Irwin ©The McGraw-Hill Companies, Inc., 2002 Strategic, Operational, and Financial Planning Planning and Control Cycle Performance Analysis: Plans vs. Actual Results (Controlling) Executing Operational Activities (Managing) Revisit Plans Implement Plans Data Collection and Performance Feedback McGraw-Hill/Irwin ©The McGraw-Hill Companies, .
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