Question:
Discuss about the Pricing of Information Products.
Budgeted Income Statement for Aussie Medical Company using both the alternatives are shown below –
Aussie Medical Company |
||
Budgeted Income Statement |
||
Particulars |
Casual Agents |
Full time Salesperson |
Sales |
30,000,000 |
30,000,000 |
Cost of Goods sold |
||
Variable |
17,400,000 |
17,400,000 |
Fixed Cost |
2,800,000 |
2,800,000 |
Gross Profit |
9,800,000 |
9,800,000 |
Selling and Administrative Expenses |
||
Commissions @20% |
6,000,000 |
– |
Commissions @10% |
– |
3,000,000 |
Salary to Salesperson |
– |
700,000 |
Sales Manager & others Salary |
– |
200,000 |
Travel Expenses |
– |
400,000 |
Fixed Advertising Expense |
800,000 |
1,300,000 |
Fixed Administrative Expense |
3,200,000 |
3,200,000 |
Operating Income |
(200,000) |
1,000,000 |
As per the question, if revenue remains same, the company should opt for Option of hiring full time sales person, as it can be clearly seen in the budgeted income statement that in this option, company would be having operating income of $1,000,000 whereas in case the company decides to have casual agents and pay 20% commission on sales then there would be a loss of $200,000.
Particulars |
BM110 |
BM210 |
Selling Price per unit |
160 |
195 |
Variable Cost per unit |
25 |
30 |
Contribution per unit |
135 |
165 |
Development cost per unit |
70 |
100 |
Marketing and Administrative cost per unit |
35 |
40 |
Total cost per unit |
130 |
170 |
Operating Income per unit |
30 |
25 |
As per the concept of costing, any cost that has already been incurred should not be relevant for decision making purpose. Such costs are called sunk costs. In the said question, 150 units of BM110 has already been made i.e. no more cost is going to be incurred on the same. Even the variable cost has been incurred, so the income from sale of 150 BM110 units = 150* selling price of 160 = 24,000.
Whereas if we sell, BM210, the contribution per unit would be its selling price i.e. 195 – the variable cost the company is incurring i.e. 30, so contribution per unit would be 195-30 = 165. The total contribution would be 150*165 = 24,750. In case of BM210, we will not consider the fixed cost like development cost and marketing cost as that will be incurred no matter these extra 150 units are sold or not. So in conclusion, BM210 should be introduced in the market immediately, as there is incremental revenue of 750.
The company should also consider into factors like what are the benefits it is giving to the doctors and patients in bringing the latest technology, how are they impacting the industry, what kind of market is getting shaped. They should also consider how mature is the market to accept the product, whether proper distribution network is set-up to meet the demand of the new blood pressure machine.
Penlights Particulars |
Amount $ |
Selling Price |
6.00 |
Manufacturing Cost |
|
Direct Material |
1.00 |
Direct labour |
1.20 |
Variable Overhead |
0.80 |
Fixed Overhead |
0.50 |
Cost of Goods Sold |
3.50 |
Gross Margin |
2.50 |
Selling Cost |
|
Fixed Cost |
0.90 |
Variable Cost |
1.50 |
Net Profit per unit |
0.10 |
If the company sells 5000 penlights to the government hospital, it won’t be able to sell the same to its customers, as they are running at maximum capacity.
Profit from selling 5000 units to customers = 5000*0.10 = $ 500
Profit from selling 5000 units to government = $ 1500 – Fixed cost of Marketing, as that will be charged to the units (Variable cost will be avoided)
= $ 1500 – 5000*0.90
= 1500 – 4500
= (3000)
Since company would be incurring loss in government order, it is recommended not to supply to them in this situation.
Particulars |
Unit |
Price |
Total |
Total Sales |
20000 |
6 |
120000 |
Total Cost |
|||
Fixed Overhead |
20000 |
0.25 |
5000 |
Fixed Marketing Cost |
20000 |
0.9 |
18000 |
Variable Marketing Cost |
20000 |
1.2 |
24000 |
Existing Profit |
20000 |
0.1 |
2000 |
Maximum Chargeable |
20000 |
3.55 |
71000 |
Assumption: Outsourcing of Full capacity – 20,000 units
If the company decides to outsource its manufacturing of penlights, company won’t be incurring costs like material cost or labour cost, but will still incur certain other expenses as shown above i.e. fixed overhead and fixed marketing cost and 80% of existing variable marketing cost. The selling price in the market will still be the same, no matter who produces it. The company would also like to maintain its existing margin of $ 2000 on total capacity and hence, the maximum the company can pay would be $ 71,000 for 20,000 units bringing it to $ 3.55 per unit. Any cost paid more than this would mean, company is not able to meet its current margin.
References
Frances H. B., (1984) “Pricing of information products”, Aslib Proceedings, Vol. 36 Iss: 7, pp.289 – 297
André G, Clive G, (1979) “The Pricing of New Products”, Management Decision, Vol. 17 Iss: 8, pp.576 – 589
Ahmed E. H. , (2015) “Maintenance cost estimation: application of activity-based costing as a fair estimate method”, Journal of Quality in Maintenance Engineering, Vol. 21 Iss: 3, pp.258 – 270
Alan R, Mohammed E. B, (1997) “Product costing continuum for managerial decisions”,Managerial Auditing Journal, Vol. 12 Iss: 9, pp.490 – 497
Neal H (2007), Costing innovation, in Irina F, Kent H. S, Alan S (ed.) The Value of Innovation: Impact on Health, Life Quality, Safety, and Regulatory Research (Research in Human Capital and Development, Volume 16) Emerald Group Publishing Limited, pp.421 – 429
Archie L III, Wilbur I. S, (2000) “Target costing for supply chain management: criteria and selection”, Industrial Management & Data Systems, Vol. 100 Iss: 5, pp.210 – 218
Sundara Ragharan S, Sreeram R, Scott E. G, (2005) “Incorporating cannibalization models into demand forecasting”, Marketing Intelligence & Planning, Vol. 23 Iss: 5, pp.470 – 485
Margaret L. G. , Richard D, (1995) “Target costing”, Journal of Business & Industrial Marketing, Vol. 10 Iss: 1, pp.16 – 22
Lorella C , Maddalena I , Adelaide I , Cristina P , (2015) “An activity-based costing approach for detecting inefficiencies of healthcare processes”, Business Process Management Journal, Vol. 21 Iss: 1, pp.55 – 79
Jake M. K, Doug S, (2006) “Supply/demand chain modeling utilizing logisticalâ€Âbased costing”,Journal of Enterprise Information Management, Vol. 19 Iss: 3, pp.346 – 360
Ulrich L, (2007) “Hierarchical strategies and strategic fit in the keepâ€Âorâ€Âsell decision”,Management Decision, Vol. 45 Iss: 3, pp.340 – 359
Gopalkrishnan R. I, (1996) “Strategic decision making in industrial procurement: implications for buying decision approaches and buyerâ€Âseller relationships”, Journal of Business & Industrial Marketing, Vol. 11 Iss: 3/4, pp.80 – 93
Louie R , Peter R , (2016) “On the moving average buy-sell trading rule”, Managerial Finance, Vol. 42 Iss: 2, pp.74 – 81
Guy G. E, (1997) “Using improper costing methods may lead to losses”, The TQM Magazine, Vol. 9 Iss: 3, pp.228 – 230
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