Estimate the effect on income of each of the options Rowe has suggested if Bradley estimates as follows:
a. Increasing the price to commercial customers to $1,000 per hour would reduce demand by 30 %.
Ans : -
It is common to business manager in a business unit to adjust different variables (fixed cost, variable cost and price strategy) to maximize the bottom-line or top-line to either maximize profit or minimize the operation cost. Provided the data as below,
3 variable costs indentified, they are power, operations, material. They are proportional to the revenue intake. Data provided Estimated changes January February March January February March
Revenue hours
Commercial 123 135 138 86 95 97 30% drop in
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A negative gain of revenue of $7920 with further decrease on income of $6,286 in first quarter is recorded. However, the situation is much better than increase hourly rate. More, idle time is reduced greatly to from 530 to 412 hours(22%). If we can utilize all the idle hours, then we can maximize the income. According to hint on proportional relationship of increase / decrease hourly rate thus leads to lower and pump up sales, we can calculate the revenue in adjusting the hourly rate. Revenue change vs hr rate sales% +/- hr rate($) revenue +/-
30 600 -7920
15 700 1980
10.5 730 2633
10.05 733 2640
9.9 734 2640
9.75 735 2638
0 800 0
-15 900 -13860
-30 1000 -39600 Thus, we can concluded that the best response goes to hourly rate at $733 with around 10% increases in sales volume and extra revenue increased for $2664 with income improved by $2096 while other variables assuming contains. However, aims to turnaround the situation on shortfall in income, price adjustment to stimulate
d) Break even sales change that would change the profits by the same amount as a reduction in price.
This proves that the marketing strategy increased mid-week sales from 20% to 30%. This sales mix caused variances in the actual operating income and the budgeted operating income. The flexible budget, flexible-budget variances and sales volume variances provide further analysis into the profitability of the operations.
The rise in revenue was rapid starting from the year of operations. The key period of business was from April to September were revenues were equal to 65% of total revenue as the product was seasonal. The basis of forecasting for the year 1981 & 1982 is the expectations of sales by Mr. Turner & Mr. Rose. It is given that total sales were $ 15.80 million in first half of year 1981 and the total sales in 1981 to reach $ 30 million. Profit after tax was expected to be $ 1 million for 1st half and we assumed for the next half, profit will be in proportion to first half & expected to be amounting to $ 0.90 million. For year 1982, the sales expectation by Mr. Rose was around more than $ 71 million &
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