, SOLUTION MANUAL FOR Managerial Accounting, International
Adaptation, 7th Edition Jiambalvo
Important Notes
The file organized chapter by chapter.
A sample of selected pages has been provided for preview.
All available appendices and Excel files (if included in the original resources) are
provided.
We continuously update our files to ensure you receive the latest and most accurate
editions.
New editions are added regularly – stay connected for updates!
⚠️Note on Answer Keys: If the answer key is not included within the chapter
questions, you will find the complete answers and solutions at the end of each
chapter.
✅ Why Buy From Us?
📚 Complete & organized chapter-by-chapter – no missing content, no guessing.
⚡ Instant digital delivery – get your file the moment you pay, no waiting.
📅 Always up to date – we track new editions so you always get the latest version.
💬 Friendly support – real humans ready to help, anytime you need us.
🔒 Safe & secure – thousands of satisfied students trust us every semester.
🛡️Our Guarantees
💰 Money-Back Guarantee: Not satisfied? We offer a full refund – no questions asked.
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correct version, free of charge.
⏰ 24/7 Support: We are always here – reach out anytime and expect a fast response.
,Managerial Accounting,7th Edition, International Adaptation Solution’s Manual
Chapter 1
Managerial Accounting in the Information Age
QUESTIONS
1.The goal of managerial accounting is to provide information needed for planning,
control, and decision making.
2.Budgeted performance is a useful benchmark for evaluating current period
performance.
3.This question asks students to identify three differences between financial and
managerial accounting. In the text, five differences are noted:
a) Managerial accounting is directed at internal rather than external users of
accounting information.
b) Managerial accounting may deviate from generally accepted accounting
principles (GAAP).
c) Managerial accounting may present more detailed information.
d) Managerial accounting may present more nonmonetary information.
e) Managerial accounting places more emphasis on the future.
4.Examples of nonmonetary information that might appear in managerial accounting
reports include: the quantity of material consumed in production, the number of
hours worked by the office staff, and the number of product defects.
5.Total variable costs change in proportion to business activity while total fixed costs do
not change.
6.Salaries of the employees in the grocery department would be a controllable cost for
the manager of the grocery department at a Tesco store. Depreciation related to
the building housing the grocery department would be a noncontrollable cost.
7.Incremental analysis involves a comparison of the revenues that change and the
costs that change when a decision alternative is considered. If incremental
revenue exceeds incremental cost, the decision alternative should be undertaken.
8. “You get what you measure!” suggests that managers’ behaviors are affected by
performance measures.
9. Information flows up and down the value chain and between companies and their
suppliers and between companies and their customers. Information technology is
helping companies track buying patterns of customers and send targeted selling
messages to them electronically. Information technology is also helping companies
better manage their supply chains and gain internal efficiencies.
Copyright © 2025 John Wiley & Sons, Inc.
,Managerial Accounting,7th Edition, International Adaptation Solution’s Manual
10. A legal action is not necessarily ethical. Ethical actions involve “what’s right” while
legal actions involve operating within boundaries of the law.
EXERCISES
E1. [LO 3] Suppose the company selected is Microsoft.
Measure 1: Number of errors in a piece of software.
Favorable outcome: Number of errors is reduced.
Unfavorable outcome: Software products are not released on a timely basis.
Measure 2: Sales to new customers as a percent of total sales.
Favorable outcome: Sales staff works hard to develop new clients.
Unfavorable outcome: Company loses existing customers who receive less
attention from the sales staff.
Measure 3: Average time spent handling customer service calls.
Favorable outcome: Customer service representatives handle more calls
per hour.
Unfavorable outcome: Customer questions are not fully addressed and
customer satisfaction decreases.
E2. [LO 2] The only costs that are relevant to a decision are incremental costs—that
is, costs that change when an action is taken. The cost of the old copier is a sunk
cost and will not change. Therefore, it is irrelevant to Rachel’s decision.
E3. [LO 4] The code suggests that Peter clarify the ethical issue by confidential
discussion with an objective advisor (this might be the IMA Ethics Counseling
service) to obtain a better understanding of possible courses of action.
Peter should then discuss the problem with the manager to whom his boss reports
(since his boss is involved in the ethical dilemma). If the issue is not successfully
resolved, Peter should consider disassociating from Bellwether.
E4. [LO 4] Possible answers include:
The CRM system notes that a customer makes significant wine purchases at
dinners. At her next stay, the hotel provides a complimentary bottle of a limited
release high-end wine resulting in increased customer loyalty.
The CRM system notes that a customer has had three bookings in the last year.
When the customer checks in, the hotel offers a complimentary room upgrade
which results in increased customer loyalty.
The CRM system identifies the top 1,000 guests in terms of annual billings and
does a direct mailing of certificates that can be redeemed for a free night's stay
resulting in increased customer loyalty.
Copyright © 2025 John Wiley & Sons, Inc.
,Managerial Accounting,7th Edition, International Adaptation Solution’s Manual
The CRM system notes that a customer has traveled with a small dog and wants
the staff to walk the dog in the park in the early morning. The reservationist asks if
this service is needed when booking an upcoming stay and makes sure a staff
person is available.
E5. [LO 1] Annie can prepare a profit budget for each store (planning). At the end of
the accounting period, she can compare actual profit to the budget for each store
(control). Significant differences from the budget should be investigated to
determine their causes.
E6. [LO 1] “c” is false. There are many possible reasons, other than lack of effective
management, why actual costs are greater than planned. Typically, performance
reports only suggest areas that should be investigated.
E7. [LO 1] Ana should not be concerned that cost of sales has increased. Cost of
sales is a variable cost and it is expected that it will increase when sales increase.
In the budget, cost of sales (R$4,000,000) is 67% of sales (R$4,000,000). Actual
cost of sales (R$4,000,000) is 61% of actual sales (R$4,000,000). Thus, while cost
of sales has increased, it has not increased disproportionate to the increase in
sales.
E8. [LO 1]. Managerial accounting focuses on accounting information for internal
decision-making. This focus differs from financial accounting in a number of ways.
For example managerial accounting: 1) focuses on internal users, 2) can deviate
from generally accepted accounting principles (GAAP), 3) presents more detailed
information, 4) presents more nonmonetary information, and 5) places emphasis
on the future.
E9. [LO 1] For purposes of awarding bonuses, it may be advisable to record sales
when orders are placed so that the sales force is rewarded on a timely basis. If the
company waited until the order was delivered, the sales force might be rewarded
more than a year after obtaining a customer order. The point is that for internal
reporting purposes, companies need not follow GAAP.
E10. [LO 2]
a.variable
b.fixed
c.variable
d.fixed
E11. [LO 2]
a.variable
b.variable
c.fixed
Copyright © 2025 John Wiley & Sons, Inc.
,Managerial Accounting,7th Edition, International Adaptation Solution’s Manual
d.fixed
e.variable
E12. [LO 2] A cost is controllable by a manager whose actions affect the cost. Thus,
for example, advertising may be a controllable cost for a store manager (who
decides how much to spend on advertising) but it would be a non-controllable cost
for the manager of a department at the store (who is not consulted about the
amount to spend on advertising).
E13. [LO 2, 3] Kaneshiro should not consider how much he paid for the old machine
because that is a sunk cost. He should consider the value of the old machine in
the used lab machine market—an incremental cash inflow equal to the market
value of the old machine that will result if he buys a new lab machine.
E14. [LO 2]
Incremental revenue per day$2,500
Less incremental costs:
Labor $700
Parts 500
Transportation100
Office staff 200 1,500
Incremental Profit per Day$1,000
Opportunity cost = $1,000 per day x 52 days = $52,000
Rent and depreciation do not enter into the calculation of the opportunity cost since
these costs are not incremental (they will be incurred whether or not Ken decides
to stay open on Saturday).
E15. [LO 2] If Jameel visits his friend, he will incur a $560 (16 hours x $35)
opportunity cost.
E16. [LO 2, 3] The incremental production cost per gallon is likely to be less than $6
because part of the $6 amount relates to fixed costs such as depreciation of
equipment. Since the incremental cost per gallon is less than $6, the incremental
cost to produce 15,000 gallons is less than $90,000.
E17. [LO 3]
a.When a second shift is added, material costs, workers’ salaries, and benefits are likely
to increase.
b.Depreciation of the building will not increase when a second shift is added.
E18. [LO 3] The owner of LA Porsche may link Hulmut’s annual bonus to the average
customer satisfaction rating. Thus, there is a link between the measure and
Copyright © 2025 John Wiley & Sons, Inc.
,Managerial Accounting,7th Edition, International Adaptation Solution’s Manual
Hulmut’s financial welfare. Some actions that Hulmut can take that may help
ratings would be to 1) provide a comfortable waiting area for customers, 2) provide
free coffee and snacks in the waiting area, and 3) provide transportation service for
customers while their cars are under repair.
E19. [LO 5] The IMA’s Statement of Ethical Professional Practice does not directly
address this issue so students may take either side of this issue.
Shauna does have obligations: Students could argue that the practice of entertaining
customers with lavish vacations is a type of bribe that would violate the Integrity
standard (refrain from engaging in any conduct that would prejudice carrying out
duties ethically).
Shauna does not have obligations: Students could argue that the practice of
entertaining customers is not against the law and does not reduce one’s ability to
carry out duties ethically.
E20. [LO 5]. Responses will vary. Examples of Controller duties are as follows: Cost
accounting, preparation of financial statements in accordance with GAAP,
budgeting, variance analysis, advisor to senior leadership. Examples of skills are
as follows: BA in Accounting, CPA, 5-10 years accounting experience, 5 years
management experience, excellent written and verbal communication skills.
E21. Student answers will vary.
Copyright © 2025 John Wiley & Sons, Inc.
,Managerial Accounting,7th Edition, International Adaptation Solution’s Manual
PROBLEMS
P1. [LO 1, 2]
a. Santiago’s Salsa
Budgeted Production Costs
May 2020
30,000
Production Jars of Salsa
Ingredient cost*$24,000
Labor cost**14,400
Rent5,000
Depreciation6,000
Other 1,000
Total$50,400
*($20,000 ÷ 25,000) x 30,000
**($12,000 ÷ 25,000) x 30,000
b. With a wage rate of $20, 720 hours ($14,400 ÷ $20) will be needed in May. In
April, only 600 hours were needed ($12,000 ÷ $20). Thus, 120 additional hours
will be needed in May. The company can plan on hiring a part-time worker in
May (approximately 30 hours per week).
Unless management anticipates the need for the part-time worker (by preparing
a budget), he or she may not be hired on a timely basis.
c. The actual cost per unit in April was $1.76 ($44,000 ÷ 25,000 units). The cost
per unit in May is anticipated to be only $1.68 ($50,400 ÷ 30,000 units). Unit
cost declines because some costs are fixed and do not increase with increases
in volume.
Copyright © 2025 John Wiley & Sons, Inc.
,Managerial Accounting,7th Edition, International Adaptation Solution’s Manual
P2. [LO 2, 3]
a. The variable costs are $1.28 per jar of salsa as follows:
25,000
Production Jars of Salsa
Ingredient cost$20,000
Labor cost 12,000
Total$32,000
$32,000 ÷ 25,000 jars of salsa = $1.28 per jar of salsa.
Thus, the incremental cost of producing an extra 50,000 jars of salsa is $64,000
(i.e., $1.28 × 50,000).
b. The incremental revenue associated with a price reduction of $0.40 is $100,000
as follows:
Original Revenue (325,000 × $5.00) $1,625,000
Revenue with price change (375,000 × $4.60) 1,725,000
Incremental revenue associated with price change $ 100,000
c. Yes, the price should be lowered since the incremental cost of this action
($64,000 in part a) is less than the incremental revenue ($100,000 in part b).
P3. [LO 1, 2]
Sales Department
Budgeted Costs, 2026
(Assuming Sales of £11,000,000)
Salaries (fixed) £400,000
Commissions (variable) 165,000
Advertising (fixed) 100,000
Charge for office space (fixed)3,000
Office supplies & forms (variable) 2,200
Total £670,200
Commissions [(£150 ÷ £10,000) x £11, 000,000] = £165,000
Office supplies & forms [(£2,000 ÷ £10,000,000) x £11,000,000] = £2,200
Copyright © 2025 John Wiley & Sons, Inc.
, Managerial Accounting,7th Edition, International Adaptation Solution’s Manual
P4. [LO 1]
a.Sales exceeded the budget by 10.7% ($75,000 ÷ $700,000), while cost of
merchandise increased by 22.9% and salaries increased by only 11.4%. Thus,
the investigation should focus on cost of merchandise since a 22.9% increase
is disproportionate to the increase in sales.
b. Electricity would not be a controllable cost for the manager of sporting goods,
and it is doubtful that including it on a performance report for sporting goods
would be useful.
P5. [LO 1, 2]
Carlos should expect some costs to be greater than budgeted. Variable production
costs will increase with the number of units produced, while fixed production
costs are not expected to increase. In the example, it is reasonable to assume
that materials, direct labor and utilities are variable costs while the remaining
costs (supervisory salaries, machine maintenance, depreciation of building,
depreciation of equipment and janitorial) are fixed. (Note that a case can be
made for other classifications.)
P6. [LO 1, 2, 3]
a. The information on the income statement, balance sheet and statement of cash
flow is highly summarized for the entity as a whole. Marie needs product level
information which is much more detailed.
b. Examples of nonfinancial measures might be: Web site visits, number of repeat
customers, delivery time, and customer satisfaction.
c. Marie could improve customer satisfaction ratings by offering discounts,
improving delivery time, improving customer service, and improving quality.
d. Examples of costs in Marie’s operation are cost of contact lenses (variable),
depreciation of computing equipment (fixed), salaries of information technology
staff (fixed), and shipping (variable).
P7. [LO 3]
a. Managers may focus (too much) on new customers and ignore current
customers who account for most of the company’s sales.
b. Managers could decrease cost of goods sold by overproducing (i.e., producing
more than needed for current sales and reasonable inventory) in an effort to
Copyright © 2025 John Wiley & Sons, Inc.
Adaptation, 7th Edition Jiambalvo
Important Notes
The file organized chapter by chapter.
A sample of selected pages has been provided for preview.
All available appendices and Excel files (if included in the original resources) are
provided.
We continuously update our files to ensure you receive the latest and most accurate
editions.
New editions are added regularly – stay connected for updates!
⚠️Note on Answer Keys: If the answer key is not included within the chapter
questions, you will find the complete answers and solutions at the end of each
chapter.
✅ Why Buy From Us?
📚 Complete & organized chapter-by-chapter – no missing content, no guessing.
⚡ Instant digital delivery – get your file the moment you pay, no waiting.
📅 Always up to date – we track new editions so you always get the latest version.
💬 Friendly support – real humans ready to help, anytime you need us.
🔒 Safe & secure – thousands of satisfied students trust us every semester.
🛡️Our Guarantees
💰 Money-Back Guarantee: Not satisfied? We offer a full refund – no questions asked.
🔄 Wrong File? No Problem: Contact us and we will replace it immediately with the
correct version, free of charge.
⏰ 24/7 Support: We are always here – reach out anytime and expect a fast response.
,Managerial Accounting,7th Edition, International Adaptation Solution’s Manual
Chapter 1
Managerial Accounting in the Information Age
QUESTIONS
1.The goal of managerial accounting is to provide information needed for planning,
control, and decision making.
2.Budgeted performance is a useful benchmark for evaluating current period
performance.
3.This question asks students to identify three differences between financial and
managerial accounting. In the text, five differences are noted:
a) Managerial accounting is directed at internal rather than external users of
accounting information.
b) Managerial accounting may deviate from generally accepted accounting
principles (GAAP).
c) Managerial accounting may present more detailed information.
d) Managerial accounting may present more nonmonetary information.
e) Managerial accounting places more emphasis on the future.
4.Examples of nonmonetary information that might appear in managerial accounting
reports include: the quantity of material consumed in production, the number of
hours worked by the office staff, and the number of product defects.
5.Total variable costs change in proportion to business activity while total fixed costs do
not change.
6.Salaries of the employees in the grocery department would be a controllable cost for
the manager of the grocery department at a Tesco store. Depreciation related to
the building housing the grocery department would be a noncontrollable cost.
7.Incremental analysis involves a comparison of the revenues that change and the
costs that change when a decision alternative is considered. If incremental
revenue exceeds incremental cost, the decision alternative should be undertaken.
8. “You get what you measure!” suggests that managers’ behaviors are affected by
performance measures.
9. Information flows up and down the value chain and between companies and their
suppliers and between companies and their customers. Information technology is
helping companies track buying patterns of customers and send targeted selling
messages to them electronically. Information technology is also helping companies
better manage their supply chains and gain internal efficiencies.
Copyright © 2025 John Wiley & Sons, Inc.
,Managerial Accounting,7th Edition, International Adaptation Solution’s Manual
10. A legal action is not necessarily ethical. Ethical actions involve “what’s right” while
legal actions involve operating within boundaries of the law.
EXERCISES
E1. [LO 3] Suppose the company selected is Microsoft.
Measure 1: Number of errors in a piece of software.
Favorable outcome: Number of errors is reduced.
Unfavorable outcome: Software products are not released on a timely basis.
Measure 2: Sales to new customers as a percent of total sales.
Favorable outcome: Sales staff works hard to develop new clients.
Unfavorable outcome: Company loses existing customers who receive less
attention from the sales staff.
Measure 3: Average time spent handling customer service calls.
Favorable outcome: Customer service representatives handle more calls
per hour.
Unfavorable outcome: Customer questions are not fully addressed and
customer satisfaction decreases.
E2. [LO 2] The only costs that are relevant to a decision are incremental costs—that
is, costs that change when an action is taken. The cost of the old copier is a sunk
cost and will not change. Therefore, it is irrelevant to Rachel’s decision.
E3. [LO 4] The code suggests that Peter clarify the ethical issue by confidential
discussion with an objective advisor (this might be the IMA Ethics Counseling
service) to obtain a better understanding of possible courses of action.
Peter should then discuss the problem with the manager to whom his boss reports
(since his boss is involved in the ethical dilemma). If the issue is not successfully
resolved, Peter should consider disassociating from Bellwether.
E4. [LO 4] Possible answers include:
The CRM system notes that a customer makes significant wine purchases at
dinners. At her next stay, the hotel provides a complimentary bottle of a limited
release high-end wine resulting in increased customer loyalty.
The CRM system notes that a customer has had three bookings in the last year.
When the customer checks in, the hotel offers a complimentary room upgrade
which results in increased customer loyalty.
The CRM system identifies the top 1,000 guests in terms of annual billings and
does a direct mailing of certificates that can be redeemed for a free night's stay
resulting in increased customer loyalty.
Copyright © 2025 John Wiley & Sons, Inc.
,Managerial Accounting,7th Edition, International Adaptation Solution’s Manual
The CRM system notes that a customer has traveled with a small dog and wants
the staff to walk the dog in the park in the early morning. The reservationist asks if
this service is needed when booking an upcoming stay and makes sure a staff
person is available.
E5. [LO 1] Annie can prepare a profit budget for each store (planning). At the end of
the accounting period, she can compare actual profit to the budget for each store
(control). Significant differences from the budget should be investigated to
determine their causes.
E6. [LO 1] “c” is false. There are many possible reasons, other than lack of effective
management, why actual costs are greater than planned. Typically, performance
reports only suggest areas that should be investigated.
E7. [LO 1] Ana should not be concerned that cost of sales has increased. Cost of
sales is a variable cost and it is expected that it will increase when sales increase.
In the budget, cost of sales (R$4,000,000) is 67% of sales (R$4,000,000). Actual
cost of sales (R$4,000,000) is 61% of actual sales (R$4,000,000). Thus, while cost
of sales has increased, it has not increased disproportionate to the increase in
sales.
E8. [LO 1]. Managerial accounting focuses on accounting information for internal
decision-making. This focus differs from financial accounting in a number of ways.
For example managerial accounting: 1) focuses on internal users, 2) can deviate
from generally accepted accounting principles (GAAP), 3) presents more detailed
information, 4) presents more nonmonetary information, and 5) places emphasis
on the future.
E9. [LO 1] For purposes of awarding bonuses, it may be advisable to record sales
when orders are placed so that the sales force is rewarded on a timely basis. If the
company waited until the order was delivered, the sales force might be rewarded
more than a year after obtaining a customer order. The point is that for internal
reporting purposes, companies need not follow GAAP.
E10. [LO 2]
a.variable
b.fixed
c.variable
d.fixed
E11. [LO 2]
a.variable
b.variable
c.fixed
Copyright © 2025 John Wiley & Sons, Inc.
,Managerial Accounting,7th Edition, International Adaptation Solution’s Manual
d.fixed
e.variable
E12. [LO 2] A cost is controllable by a manager whose actions affect the cost. Thus,
for example, advertising may be a controllable cost for a store manager (who
decides how much to spend on advertising) but it would be a non-controllable cost
for the manager of a department at the store (who is not consulted about the
amount to spend on advertising).
E13. [LO 2, 3] Kaneshiro should not consider how much he paid for the old machine
because that is a sunk cost. He should consider the value of the old machine in
the used lab machine market—an incremental cash inflow equal to the market
value of the old machine that will result if he buys a new lab machine.
E14. [LO 2]
Incremental revenue per day$2,500
Less incremental costs:
Labor $700
Parts 500
Transportation100
Office staff 200 1,500
Incremental Profit per Day$1,000
Opportunity cost = $1,000 per day x 52 days = $52,000
Rent and depreciation do not enter into the calculation of the opportunity cost since
these costs are not incremental (they will be incurred whether or not Ken decides
to stay open on Saturday).
E15. [LO 2] If Jameel visits his friend, he will incur a $560 (16 hours x $35)
opportunity cost.
E16. [LO 2, 3] The incremental production cost per gallon is likely to be less than $6
because part of the $6 amount relates to fixed costs such as depreciation of
equipment. Since the incremental cost per gallon is less than $6, the incremental
cost to produce 15,000 gallons is less than $90,000.
E17. [LO 3]
a.When a second shift is added, material costs, workers’ salaries, and benefits are likely
to increase.
b.Depreciation of the building will not increase when a second shift is added.
E18. [LO 3] The owner of LA Porsche may link Hulmut’s annual bonus to the average
customer satisfaction rating. Thus, there is a link between the measure and
Copyright © 2025 John Wiley & Sons, Inc.
,Managerial Accounting,7th Edition, International Adaptation Solution’s Manual
Hulmut’s financial welfare. Some actions that Hulmut can take that may help
ratings would be to 1) provide a comfortable waiting area for customers, 2) provide
free coffee and snacks in the waiting area, and 3) provide transportation service for
customers while their cars are under repair.
E19. [LO 5] The IMA’s Statement of Ethical Professional Practice does not directly
address this issue so students may take either side of this issue.
Shauna does have obligations: Students could argue that the practice of entertaining
customers with lavish vacations is a type of bribe that would violate the Integrity
standard (refrain from engaging in any conduct that would prejudice carrying out
duties ethically).
Shauna does not have obligations: Students could argue that the practice of
entertaining customers is not against the law and does not reduce one’s ability to
carry out duties ethically.
E20. [LO 5]. Responses will vary. Examples of Controller duties are as follows: Cost
accounting, preparation of financial statements in accordance with GAAP,
budgeting, variance analysis, advisor to senior leadership. Examples of skills are
as follows: BA in Accounting, CPA, 5-10 years accounting experience, 5 years
management experience, excellent written and verbal communication skills.
E21. Student answers will vary.
Copyright © 2025 John Wiley & Sons, Inc.
,Managerial Accounting,7th Edition, International Adaptation Solution’s Manual
PROBLEMS
P1. [LO 1, 2]
a. Santiago’s Salsa
Budgeted Production Costs
May 2020
30,000
Production Jars of Salsa
Ingredient cost*$24,000
Labor cost**14,400
Rent5,000
Depreciation6,000
Other 1,000
Total$50,400
*($20,000 ÷ 25,000) x 30,000
**($12,000 ÷ 25,000) x 30,000
b. With a wage rate of $20, 720 hours ($14,400 ÷ $20) will be needed in May. In
April, only 600 hours were needed ($12,000 ÷ $20). Thus, 120 additional hours
will be needed in May. The company can plan on hiring a part-time worker in
May (approximately 30 hours per week).
Unless management anticipates the need for the part-time worker (by preparing
a budget), he or she may not be hired on a timely basis.
c. The actual cost per unit in April was $1.76 ($44,000 ÷ 25,000 units). The cost
per unit in May is anticipated to be only $1.68 ($50,400 ÷ 30,000 units). Unit
cost declines because some costs are fixed and do not increase with increases
in volume.
Copyright © 2025 John Wiley & Sons, Inc.
,Managerial Accounting,7th Edition, International Adaptation Solution’s Manual
P2. [LO 2, 3]
a. The variable costs are $1.28 per jar of salsa as follows:
25,000
Production Jars of Salsa
Ingredient cost$20,000
Labor cost 12,000
Total$32,000
$32,000 ÷ 25,000 jars of salsa = $1.28 per jar of salsa.
Thus, the incremental cost of producing an extra 50,000 jars of salsa is $64,000
(i.e., $1.28 × 50,000).
b. The incremental revenue associated with a price reduction of $0.40 is $100,000
as follows:
Original Revenue (325,000 × $5.00) $1,625,000
Revenue with price change (375,000 × $4.60) 1,725,000
Incremental revenue associated with price change $ 100,000
c. Yes, the price should be lowered since the incremental cost of this action
($64,000 in part a) is less than the incremental revenue ($100,000 in part b).
P3. [LO 1, 2]
Sales Department
Budgeted Costs, 2026
(Assuming Sales of £11,000,000)
Salaries (fixed) £400,000
Commissions (variable) 165,000
Advertising (fixed) 100,000
Charge for office space (fixed)3,000
Office supplies & forms (variable) 2,200
Total £670,200
Commissions [(£150 ÷ £10,000) x £11, 000,000] = £165,000
Office supplies & forms [(£2,000 ÷ £10,000,000) x £11,000,000] = £2,200
Copyright © 2025 John Wiley & Sons, Inc.
, Managerial Accounting,7th Edition, International Adaptation Solution’s Manual
P4. [LO 1]
a.Sales exceeded the budget by 10.7% ($75,000 ÷ $700,000), while cost of
merchandise increased by 22.9% and salaries increased by only 11.4%. Thus,
the investigation should focus on cost of merchandise since a 22.9% increase
is disproportionate to the increase in sales.
b. Electricity would not be a controllable cost for the manager of sporting goods,
and it is doubtful that including it on a performance report for sporting goods
would be useful.
P5. [LO 1, 2]
Carlos should expect some costs to be greater than budgeted. Variable production
costs will increase with the number of units produced, while fixed production
costs are not expected to increase. In the example, it is reasonable to assume
that materials, direct labor and utilities are variable costs while the remaining
costs (supervisory salaries, machine maintenance, depreciation of building,
depreciation of equipment and janitorial) are fixed. (Note that a case can be
made for other classifications.)
P6. [LO 1, 2, 3]
a. The information on the income statement, balance sheet and statement of cash
flow is highly summarized for the entity as a whole. Marie needs product level
information which is much more detailed.
b. Examples of nonfinancial measures might be: Web site visits, number of repeat
customers, delivery time, and customer satisfaction.
c. Marie could improve customer satisfaction ratings by offering discounts,
improving delivery time, improving customer service, and improving quality.
d. Examples of costs in Marie’s operation are cost of contact lenses (variable),
depreciation of computing equipment (fixed), salaries of information technology
staff (fixed), and shipping (variable).
P7. [LO 3]
a. Managers may focus (too much) on new customers and ignore current
customers who account for most of the company’s sales.
b. Managers could decrease cost of goods sold by overproducing (i.e., producing
more than needed for current sales and reasonable inventory) in an effort to
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