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Break even point and variances

Please explain this:

Part 1

What is the role provided by a break-even point and how would you calculate this point?
What are the limitations of using a break-even point and how would you incorporate this point with management strategic planning?

Part 2
What is the difference between favorable and unfavorable variances and how do you calculate them?
What if a manager in a hospital had in their budget $1,000 difference is unfavorable and should that be investigated?
What if $1,000 difference is favorable and should that be investigated?

Solution Preview

Part I:

What is the role provided by a break-even point and how would you calculate this point?

An organization's break-even point is the amount of sales or earnings that it must produce in order to equate its costs. In other terms, it is the factor at which the company neither makes a benefit nor experiences a loss. Determining the break-even point (through break-even analysis) can provide a simple, yet highly effective quantitative device for professionals. In its easiest form, break-even research provides understanding into whether or not income from products or services has the capability to protect the appropriate costs of development of those products or services.

To calculate the break-even point you must feature the amount or quantity at which complete earnings and complete expenses are equal; it is the factor of junction for these two sums. Above this amount, complete earnings will be greater than complete expenses, generating a profit for the company. Below this amount, complete expenses will surpass complete earnings, creating a loss.

What are the limitations of using a break-even point?

There are several presumptions that impact the effectiveness of break-even research. If these presumptions are breached, the research may lead to incorrect results.

It is attractive to the administrator to set the participation edge (and thus the price) by using the revenue goal (or certain demand) as the amount. However, revenue goals and industry need are not necessarily equivalent, especially if the customer is price-sensitive. Price-elasticity prevails when clients will react favorably to affordable costs and adversely to higher costs, and is particularly appropriate to nonessential items. A small change in price may impact the purchase of snowboards more than the purchase of blood insulin, an inelastic-demand item due to its naturally essential characteristics. Therefore, using this method to set a potential price for an item may be more appropriate for items with inelastic need. For items with flexible need, it is smarter to calculate need depending on an established, appropriate rate.

Typically, complete earnings and complete expenses are patterned as straight line principles, meaning that each device of outcome happens upon the same per-unit revenue and per-unit varying expenses. Amount revenue or large purchasing may integrate amount discount rates, but the straight line design appears to neglect these options.

A primary key to discovering the effectiveness of linearity is ...

Solution Summary

The following posting helps with questions involve break-even points, management strategic planning and favorable and unfavorable variances.