E25-10 Making special pricing decisions Suppose the Baseball Hall of Fame in Cooperstown, New York, has approached Hobby-Cardz with a special order. The Hall of Fame wishes to purchase 57,000 baseball card packs for a special promotional campaign and offers $0.41 per pack, a total of $23,370. Hobby-Cardzs total production cost is $0.61 per pack, as follows: Variable costs: Direct materials $ 0.13 Direct labor 0.06 Variable overhead 0.12 Fixed overhead 0.30 Total cost $ 0.61 Hobby-Cardz has enough excess capacity to handle the special order. Requirements 1. Prepare a differential analysis to determine whether Hobby-Cardz should accept the special sales order. 2. Now assume that the Hall of Fame wants special hologram baseball cards. Hobby-Cardz will spend $5,900 to develop this hologram, which will be useless after the special order is completed. Should Hobby-Cardz accept the special order under these circumstances, assuming no change in the special pricing of $0.41 per pack? E25-13 Making dropping a product decisions Top managers of Movie Street are alarmed by their operating losses. They are considering dropping the DVD product line. Company accountants have prepared the following analysis to help make this decision: Learning Objective 2 2. Desired profit $27,160 Learning Objective 3 1. $(31,000) Selling and Administrative Total Fixed Expenses Operating Income (Loss) Blu-ray Discs DVD Total Discs $ (41,000) 72,000 15,000 MOVIE STREET Income Statement For the Year Ended December 31, 2014 $ 32,000 123,000 52,000 $ (9,000) 128,000 71,000 57,000 195,000 67,000 Contribution Margin Sales Revenue Variable Costs Manufacturing Fixed Costs: 31,000 96,000 155,000 150,000 186,000 246,000 $ 432,000 $ 305,000 $ 127,000 Total fixed costs will not change if the company stops selling DVDs. E25-15 Making product mix decisions Lifemaster produces two types of exercise treadmills: regular and deluxe. The exercise craze is such that Lifemaster could use all its available machine hours to produce either model. The two models are processed through the same production departments. Data for both models is as follows: Per Unit Deluxe Regular Sale Price $ 1,020 $ 560 Costs: Direct Material 300 90 Direct Labor 88 188 Variable Manufacturing Overhead 264 88 Fixed Manufacturing Overhead* 138 46 Variable Operating Expenses 111 65 Total Costs 901 477 Operating Income $ 119 $ 83 *allocated on the basis of machine hours Requirements 1. What is the constraint? 2. Which model should Lifemaster produce? (Hint: Use the allocation of fixed manufacturing overhead to determine the proportion of machine hours used by each product.) 3. If Lifemaster should produce both models, compute the mix that will maximize operating income. E25-18 Making outsourcing decisions Fiber Systems manufactures an optical switch that it uses in its final product. The switch has the following manufacturing costs per unit: Direct Material $ 9.00 Direct Labor 1.50 Variable Overhead 5.00 Fixed Overhead 9.00 Manufacturing Product Cost $ 24.50 Another company has offered to sell Fiber Systems the switch for $18.50 per unit. If Fiber Systems buys the switch from the outside supplier, the manufacturing facilities that will be idled cannot be used for any other purpose, yet none of the fixed costs are avoidable. Prepare an outsourcing analysis to determine whether Fiber Systems should make or buy the switch. P25-34 Making sell or process further decisions This problem continues the Davis Consulting, Inc. situation from Problem P24-37 of Chapter 24. Davis Consulting provides consulting services at an average price of $175 per hour and incurs variable costs of $100 per hour. Assume average fixed costs are $5,250 a month. Davis has developed new software that will revolutionize billing for companies. Davis has already invested $200,000 in the software. It can market the software as is at $30,000 per client and expects to sell to eight clients. Davis can develop the software further, adding integration to Microsoft products at an additional development cost of $120,000. The additional development will allow Davis to sell the software for $38,000 each, but to 20 clients. Should Davis sell the software as is or develop it further