This paper combines an accounting memo and a short essay to assess the financial feasibility of operating a bookstore as a full-time business. It examines the bookstore's $11,000 in fixed overhead, its variable costs such as shipping, and the gap between current revenue and profitability. The memo recommends increasing sales volume or adjusting pricing before the owner can leave other employment. The accompanying essay explains why organizations prepare internal income statements differently from external ones, and presents three scenarios — retail loss leaders, low-overhead freelance work, and cable installation services — to illustrate how understanding cost behavior supports sound business decision-making.
This memo and accompanying essay address the feasibility of converting a part-time bookstore operation into a self-sustaining, full-time career. When considering an income statement and balance sheet, there are multiple moving parts that must be examined. The factors that can be important — if not vital — include fixed costs, variable costs, tax rates, sales volume, overhead, the margin between variable costs and the selling price of goods, and more. These elements do not all carry equal weight; they can matter to different degrees depending on the specific situation.
As those in the accounting field know, fixed costs are the costs that exist regardless of sales figures or production volume. In general, the higher the overhead, the more revenue must be generated just to break even. In the case of this bookstore business, there is $11,000 in overhead that must be absorbed by the revenue generated through sales volume (Business Terms & Decisions, n.d.; Slideshare, n.d.).
Variable costs are those that rise and fall with sales or production volume. In the case of the bookstore, shipping costs are a clear example of a variable cost. While the overall scope of variable costs is not as large as that of fixed costs, the margin between variable costs and the revenue earned from sales volume is critical — it is this margin that will gradually offset the overhead described above.
Only when the revenue remaining after variable costs is, in aggregate, greater than the total overhead does a profit become possible. If overhead is high, then sales volume must generally be high to compensate. The same holds true if variable costs consume a large portion of the selling price. When both are high simultaneously, achieving profitability becomes very difficult (Business Terms & Decisions, n.d.; Slideshare, n.d.).
Many organizations make the effort to prepare a different type of income statement for internal purposes. This is primarily because what is required for externally distributed reporting and what is scrutinized internally will tend to differ — sometimes significantly. The specific format of an internal income statement will vary based on what a company determines to be its most important points of focus.
For example, a manufacturing company would almost certainly break out the profit contribution of each product line. Beyond that, overhead and other costs would be distributed proportionately based on sales and resources committed. Taking a high-level view is important, but drilling down to understand what is and is not working — from both revenue and profit margin standpoints — is crucial for sound business decision-making. It is also worth noting that an income statement, whether internal or external, for a service company will look quite different from that of a merchandising or manufacturing company (Investopedia, 2016).
"Three industry examples illustrating cost behavior analysis"
"Volume and pricing changes needed for bookstore profitability"
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