Product Profitability
Definition Product Profitability • Product profitability, simply defined, is the difference between the revenues earned from, and the total costs associated with, a product over a specified period of time. Product Profitability Analysis • Product profitability analysis requires that all relevant costs are traced to products and then matched to their corresponding revenues. Such analysis can then inform a wide range of management decisions such as product pricing and product portfolio analysis.
Achieving Product Profitability • Looking beyond revenue and gross margins to uncover hidden profits and losses. • By factoring in the real costs associated with each product, you are able to make adjustments. • Requires a level of accuracy and granularity. • Requires accurate data capture and analysis at every point. • Modelling your business processes so that you are able to make good decisions that lead to profitable adjustments.
Benefits of Product Profitability •
A clear view of which products and product mixes are cost effective. In addition to managing current results the analysis can refine product pricing strategies
•
Single source of product data that can be utilized across the enterprise to facilitate a true common reporting platform for product profitability
•
Real-time analytic capability of what discounts can be given to customers while accurately assessing the impact on margins to ensure margin protection
•
Provide ‘what-if’ analysis for changes in the cost base allowing for re-forecasting and preparation for changeable commodity markets
•
Identify areas of growth in margin not just in revenue and accurately forecast profitability of new products and proposed product mixes
Profit Parameters • Gross Margin = Revenue – Cost of goods sold. All costs are manufacturing costs. Some of them are fixed costs.
• Contribution margin = Revenue – Variable costs Some variable costs are manufacturing costs, but some may be nonmanufacturing costs. None are fixed costs.
• Gross margin percent = Gross margin/Revenue • Contribution margin percent = Contribution margin/Revenue
Profit Accounting Model • The fundamental accounting equation • Profit = Revenues – Costs • Revenue = SP * units sold » SP = selling price
• Costs = FC + VC(units manufactured) » FC = fixed cost » VC = unit variable costs.
• We are assuming that units manufactured equal units sold
Cost-Volume-Profit Analysis •
•
Changes in the level of revenues and costs arise only because of changes in the number of product (or service) units produced and sold. Total costs can be divided into a fixed component and a component that is variable with respect to the level of output.
Case Study – Cost-Volume-Profit Analysis • A Company manufactures and sells pens. Present sales output is 5,000,000 per year at a selling price of Rs.5 per unit. Fixed costs are Rs.9,000,000 per year. Variable costs are Rs.2 per unit. Product
Sales
Year 1
Year 2
Year 3
Year 4
Data Product
Pens
Cost per Pen
5
5
5
5
Sales Volume
2,500,000
3,000,000
5,000,000
7,500,000
Fixed Cost
9,000,000
9,000,000
9,000,000
9,000,000
Variable Cost
2 X 2,500,000 = 5,000,000
Operating Profit
-1,500,000
2 X 3,000,000 2 X 5,000,000 = 2 X 7,500,000 = 6,000,000
10,000,000
= 15,000,000
0
6,000,000
13,500,000
Profit Analysis - Graph 12,000,0 00 9,000,00 0 6,000,00 0 3,000,00 0 3,000,00 0 6,000,00 0 9,000,00 0
Profit Area 1,000,000
3,000,000
5,000,000
7,000,000
Loss Area
Fixed Expenses Rs.9,000,000
Break-even Point 3,000,000 Pens
Absolute Profitability • Absolute profitability measures the impact on the organization’s overall profits of adding or dropping a particular segment such as a product or customer – without making any other changes.
Computing Absolute Profitability • For an Existing Segment – Compare the revenues that would be lost from dropping that segment to the costs that would be avoided. • For a New Segment – Compare the additional revenues from adding that segment to the costs that would be incurred.
Relative Profitability • Relative profitability is concerned with ranking products, customers, and other business segments to determine which should be emphasized in an environment of scarce • Managers are interested in resources. ranking segments if a constraint forces them to make trade-offs among segments. • In the absence of a constraint, all segments that are absolutely profitable should be pursued.
Relative Profitability • Here is information developed by the management of Matrix, Inc. concerning its two segments: Segment A
Incremental Profit Amount of constrained resources required
Rs.10,000,000 Rs.20,000,00 0 100 hrs Segment A
Profitability Index
Segment B
10,000,000 100 =1,00,000
400 hrs Segment B 20,000,000 400 =50,000
Case Study – Product Sales Data Product Sales Data Product name
xyz
Year 1 estimated unit sales
100
Year 1 unit price
400.00
Unit price compound annual growth rate (years 2
5.00%
through 5) Year 1 market size (Rupees)
50,000,000
Market size (years 2 through 5)
10.00%
Year 1 variable cost per unit
250.00
Variable cost per unit (years 2 through 5)
5.00%
Year 1 fixed costs Fixed cost (years 2 through 5) Target operating income (year 5) Target market share (year 5)
250,000 3.00% 100,000 2.00%
Scenario for Profitability Product Sales Data
Year 1
Year 2
Year 3
Year 4
Year 5
Unit prices
400.00
420.00
441.00
463.05
486.20
Unit costs
250.00
262.50
275.63
289.41
303.88
250,000
257,500
265,225
273,182
281,377
Fixed costs Market size
50,000,000 55,000,000 60,500,000 66,550,000 73,205,000
Scenario 1: Based on target operating income Unit sales Sales Operating income Market share
100
209
1,046
1,569
2,092
40,000
87,853
461,227
726,433
1,017,006
-235,000
-224,555
-92,265
-769
100,000
0.08%
0.16%
0.76%
1.09%
1.39%
Scenario 2: Based on target market share Unit sales Sales Operating income Market share
100
301
1,506
2,258
3,011
40,000
126,474
663,991
1,045,786
1,464,100
-235,000
-210,072
-16,228
118,988
267,660
0.08%
0.23%
1.10%
1.57%
2.00%
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