Costs
description
Transcript of Costs
![Page 1: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/1.jpg)
COSTSIMBA Managerial Economics
Jack Wu
![Page 2: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/2.jpg)
COSTSCOSTS
![Page 3: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/3.jpg)
INTRODUCTION
Cost and economies of scale Cost and economies of scope Experience Curve Relevant / Opportunity costs Transfer Pricing Irrelevant Costs/ Sunk costs
![Page 4: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/4.jpg)
ECONOMIES OF SCALE
Fixed cost: cost of inputs that do not change with production rate
Variable cost: cost of inputs that change with the production rate
Fixed/variable costs concepts apply in Short run Long run
![Page 5: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/5.jpg)
EXPENSE STATEMENT
DailyProduction(thousands) Labor
PrintingPress
InkandPaper
Electricpower Total
0 $5000 $1000 $0 $200 $620010 $5000 $1500 $1200 $300 $800020 $5000 $2000 $2400 $400 $980030 $5000 $2500 $3600 $500 $1160040 $5000 $3000 $4800 $600 $1340050 $5000 $3500 $6000 $700 $1520060 $5000 $4000 $7200 $800 $1700070 $5000 $4500 $8400 $900 $1880080 $5000 $5000 $9600 $1000 $2060090 $5000 $5500 $10800 $1100 $22400
![Page 6: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/6.jpg)
FIXED AND VARIABLE COSTS
DailyProduction(thousands)
FixedCost
VariableCost
TotalCost
MarginalCost
AverageFixedCost
AverageVariableCost
AverageCost
0 $6200 $0 $620010 $6200 $1800 $8000 $0.18 $0.62 $0.18 $0.8020 $6200 $3600 $9800 $0.18 $0.31 $0.18 $0.4930 $6200 $5400 $11600 $0.18 $0.21 $0.18 $0.3940 $6200 $7200 $13400 $0.18 $0.16 $0.18 $0.3450 $6200 $9000 $15200 $0.18 $0.12 $0.18 $0.3060 $6200 $10800 $17000 $0.18 $0.10 $0.18 $0.2870 $6200 $12600 $18800 $0.18 $0.09 $0.18 $0.2780 $6200 $14400 $20600 $0.18 $0.08 $0.18 $0.2690 $6200 $16200 $22400 $0.18 $0.07 $0.18 $0.25
![Page 7: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/7.jpg)
ECONOMIES OF SCALE
Economies of scale (increasing returns to scale): average cost decreases with scale of production
![Page 8: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/8.jpg)
SCALE ECONOMIES: SOURCES
large fixed costs research, development, and design information technology
falling average variable costs distribution of gas and water container ships
![Page 9: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/9.jpg)
DISECONOMIES OF SCALE
Definition: Diseconomies of scale (decreasing returns to scale) – average cost increases with scale of production
![Page 10: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/10.jpg)
ECONOMIES OF SCALE: STRATEGIC IMPLICATIONS
Either produce on large scale or outsource Seller side – monopoly/oligopoly Buyer side – monopsony/oligopsony
![Page 11: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/11.jpg)
ECONOMIES OF SCALE:GOOGLE VIS-À-VIS LIBRARY
Which link(s) in service chain are scaleable? Compilation of information Providing service: servers and network Responding to enquiries
![Page 12: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/12.jpg)
ECONOMIES OF SCALE:CREDIT CARD PROCESSING
First Data, 44% National Processing, 13% Nova, 8%
“This is a scale business, and by adding PMT’s volume to our operating platform there is a tremendous advantage”
Nova Chairman Edward Grzedzinski
![Page 13: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/13.jpg)
ECONOMIES OF SCOPE
Economies of scope: total cost of production is lower with joint than with separate production
Diseconomies of scope: total cost of production is higher with joint than with separate production
![Page 14: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/14.jpg)
Organization Output Labor Printing Ink etc. TotalPress Cost
Separate production Daily Globe 50,000 $5,000 $3,500 $6,700 $15,200 Afternoon Globe 50,000 $5,000 $3,500 $6,700 $15,200 Two papers $30,400Combined production Two papers 100,000$10,000 $3,500 $13,400 $26,900
EXPENSES FOR TWO PRODUCTS
![Page 15: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/15.jpg)
ECONOMIES OF SCOPE
source -- joint cost: cost of inputs that do not change with scope of production
examples:� cable television + telephone banking + insurance manufacturing: refrigerator + air-conditioner
strategic implication -- produce/deliver multiple products
![Page 16: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/16.jpg)
ECONOMIES OF SCOPE:CORE COMPETENCE
Technology – apply common technology to multiple products LCDs – watches, PDAs
Manufacturing – apply same process to multiple products LCDs, semiconductors
Marketing – brand extensions spread promotional costs over multiple
products/businesses
![Page 17: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/17.jpg)
DISECONOMIES OF SCOPE?TIME WARNER
Carl Icahn and Bruce Wasserstein: Time Warner should break up into cable television systems film and television (including Warner Brothers, HBO
and CNN) Time Inc. and magazines America Online
![Page 18: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/18.jpg)
HORIZONTAL BOUNDARIES Economies of scale
Should bank merge with competitor? Should trucking company acquire smaller
rivals? Economies of scope
Should airline run catering service? Should bank sell insurance? Should university open a medical school?
![Page 19: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/19.jpg)
EXPERIENCE CURVE: AIRBUS A350 VS BOEING 787
April 2004 Boeing launched 7E7 Dreamliner jet with 50 firm
orders from All Nippon Airways. Aimed to secure 200 orders by December.
![Page 20: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/20.jpg)
EXPERIENCE CURVE: AIRBUS A350 VS BOEING 787
December 2004 Boeing achieved 52 firm orders. Airbus launched A350.
Airbus Chief Commercial Officer John Leahy: A350 would attract a substantial number of Boeing customers and “put a hole in Boeing's Christmas stocking”.
Richard Aboulafia, Teal Group: Airbus had succeeded in its goal of “disrupt[ing] the business case for the 7E7”.
![Page 21: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/21.jpg)
EXPERIENCE CURVE
Incremental cost falls with cumulative production run over time Unit cost falls with cumulative production run Distinguish from economies of scale within one
production period
![Page 22: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/22.jpg)
EXPERIENCE CURVE
![Page 23: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/23.jpg)
EXPERIENCE CURVE
Conditions Relatively large human resources input per unit
of production Relatively small production runs
Industries/processes (learning percentage) Aerospace (85%) Shipbuilding (80-85%) Complex machine tools for new models (75-
85%) Repetitive electronics manufacturing (90-95%) Repetitive machining or punch-press operations
(90-95%)
![Page 24: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/24.jpg)
EXPERIENCE CURVE:STRATEGIC IMPLICATION
Must accurately predict cumulative production
Then set price accordingly Challenge – quantity demanded depends on
competition and price. Example: Airbus A350 vs Boeing 787.
![Page 25: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/25.jpg)
RELEVANCE
consider only relevant costs and ignore all other costs which costs are relevant depends on course of
action relevant costs may be hidden irrelevant costs may be shown in accounts
![Page 26: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/26.jpg)
OPPORTUNITY COST
definition -- net revenue from best alternative course of action
two approaches� show alternatives� report opportunity costs
![Page 27: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/27.jpg)
EXAMPLE Williams bought a warehouse and paid
$300,000 for it. She used her own money $200,000 and made a bank loan of $100,000.
A developer were willing to buy warehouse for 2 million.
If Williams sells warehouse, she could invest proceeds in government bonds and get a secure income $160,000 (2 million*8%).
She could work elsewhere for salary $400,000.
![Page 28: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/28.jpg)
Continue Warehouse Operations
Shutdown
Revenue $700,000 $560,000 Expenses $220,000 $0
Profit $480,000 $560,000
Revenue $700,000
Cost $780,000
Profit ($80,000)
Income statement reporting opportunity costs
INCOME STATEMENT SHOWING ALTERNATIVES
![Page 29: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/29.jpg)
TRANSFER PRICING
Generally, for internal economic efficiency, set transfer price = marginal cost
Special cases Perfectly competitive market: transfer price =
market price Production subject to full capacity: transfer price
= highest marginal benefit from internal use Compare marginal benefit across internal users
![Page 30: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/30.jpg)
TRANSFER PRICING
![Page 31: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/31.jpg)
SUNK COST
definition -- cost that has been committed and cannot be avoided
alternative courses of action� prior commitments� planning horizon
Fewer commitments fewer sunk costs;
longer planning horizon fewer sunk costs.
![Page 32: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/32.jpg)
EXAMPLE Jupiter Athletic is about to launch a line of
new athletic shoes. Some month ago, management prepared an ad campaign with total budget of $310,000.
They forecast the ad would generate sales of 20,000 units. Each sale’s unit contribution margin (price- average variable cost) is $20. The total contribution margin is $20*20000=$400,000. Their expected profit generated from ad is $400,000-310,000=$90,000.
![Page 33: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/33.jpg)
EXAMPLE: CONTINUED
Recently, a major competitor launch a new shoe. Jupiter estimates sales fall to 15,000 units. The contribution margin becomes $20*15,000=$300,000.
Should Jupiter cancel the launch?
![Page 34: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/34.jpg)
Continue Product Launch
Cancel Launch
Contribution margin $300,000 $0 Graphic arts
consultant fee $50,000 $50,000
Road Runner charge $60,000 $30,000 Daily Globe charge $200,000 $20,000
Profit ($10,000) ($100,000)
Contribution margin $300,000 Graphic arts cost $0
Road Runner charge $30,000 Daily Globe charge $180,000
Profit $90,000
Income statement omitting sunk costs
INCOME STATEMENT SHOWING ALTERNATIVES
![Page 35: Costs](https://reader035.fdocuments.net/reader035/viewer/2022070403/568139c7550346895da1735f/html5/thumbnails/35.jpg)
SUNK VIS-À-VIS FIXED COSTS
Not all sunk costs are fixedNot all fixed costs are sunk