Activity-Based Costing and Customer-Driven Costs
Lambo Auto Limited manufactures a limited edition luxury car that it sells through distributors. The company sells the cars to its distributors for $150,000 each and is very willing to accommodate the requirements of its distributors in order to increase volume. Even though the car sells for a high price, the small batch production methods result in only modest profits.
In addition to the normal manufacturing and operating costs that result in a margin on each auto sold of about $10,000, the company incurs some additional costs because of its close relationship to its distributors. These include sales and service calls ($3,500 each); engineering changes ($15,000 each); special packaging for overseas shipment ($15,000 each); and order processing costs ($3,500 each). While these costs seem quite high, the company believes that it controls the demands of its distributors to keep the costs low.
Below is a chart of the additional costs required by each of its distributors:
Distributor | Cars Sold | Sales/Service Calls | Changes Made | Packaging Requests | Orders Placed | |||||
Atkins | 200 | 20 | 0 | 0 | 6 | |||||
Brower | 200 | 40 | 15 | 0 | 8 | |||||
Caldwell | 200 | 80 | 75 | 9 | 15 | |||||
Driscoll | 200 | 160 | 125 | 18 | 30 |
Required:
Determine the profitability of each customer and recommend action to the company.
Operating Income | |
Atkins | $ |
Brower | $ |
Caldwell | $ |
Driscoll | $ |
Total | $ |
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