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In managerial, we organize the information according to cost behavior. What's left to subtract from there is everything we have included thus far which would be all fixed expenses. Well, here's where the Algebra kicks in. Alternatively we can look at the income statement from a more managerial or decision-oriented perspective. So, in terms of projecting what future profits will be, CVP analysis is useful for saying, "What if variable costs increase? We have zero is equal to selling price times quantity, minus variable cost times quantity, minus total fixed cost. Now, if you recall our equation from before, revenues or selling price minus all the variable cost is equal to the contribution margin. We prefer to keep that in total because breaking that into a per Q amount can be quite confusing. But for now, just to gain an understanding of it, we can think of Cost-Volume-Profit-Analysis as an analytic tool that's useful for asking questions, what-if type questions. First, you will understand the fundamental components or concepts of Cost-Volume-Profit-Analysis, otherwise known as CVP Analysis. The equation hasn't changed, it's just that we've rearranged the terms around a little bit. In this place, we can reduce the term in the denominator with the contribution margin per unit. We're not changing the nature of the information in any way, just the organization of it. Subtracting those from the contribution margin yields profit. Subtracting those from grow margin yields profit. Step three is to move some terms around, so first off, let's isolate total fixed cost from the remainder of the equation and the second step will be to factor out Q of the terms in which it is. So, let's simplify some of these terms. Those would be direct materials and direct labor for the most part, but then also overhead that tends to be variable and other expenses and operating expenses that are variable. The rest of the equation is the same, revenues minus total variable cost, minus total fixed costs, is equal to zero. The equation in particular is operating profit is equal to revenues minus total variable costs minus total fixed costs. The final step is to ultimately isolate Q. Revenue minus all of our variable costs yields what's referred to as contribution margin. Set the operating profit to zero dollars. We can factor out the Q from both of those terms and ultimately what we're left with is Q multiplied by the difference between selling price and variable cost. So, again, these two perspectives are quite different, not in their starting and end points but the organization of the information in between. We can divide both sides of this equation by the difference between selling price and variable cost and that ultimately yields quantity is equal to total cost, divided by selling price minus variable cost. Onto Step three. Total fixed cost is a little more tricky. And second, we'll learn how to apply CVP analysis recognizing the influence of setting characteristics on the different methods we can use and the conclusions we can draw. The same can be applied for total variable cost. So, what is Cost-Volume-Profit-Analysis? Now, step two is to break apart some of the components of this equation where applicable. So, adding total fixed costs to both sides turns that first zero into total fixed costs, removes it from the right side of the equation and what's left is selling price times quantity minus variable cost times quantity. In financial, we think about cost of goods sold and operating and other expenses. Basically, CVP analysis uses the relationships among fundamental components of the basic accounting quest -- equation, the equation that's used to calculate income. So, let's delve into this fundamental equation of accounting and have it create an equation for us that we'll find is the heart of CVP analysis. We can replace that with variable cost per unit times Q or the quantity produced. So, ultimately Q is equal to the total fixed cost divided by the contribution margin per unit. So, starting with revenue, subtracting first, all costs that are variable in nature. When doing that, we start with the same revenue and end with the same profit. What if costs that were once variable become fixed? Turning back to Module One, we talked about a financial accounting oriented perspective of the financial statements and in the income statement, you're likely to start off with revenue. What's left after that is "Other Expenses," operating expenses not related to the production of the good. So, selling price times Q replaces the revenues in the equation. We can use this equation to ask a very basic question, "How many units do we have to sell for the firm to break even? The first one we can do is revenues; we can break that into the two components that comprise revenues, the selling price per unit and the quantity sold. Let's delve into that equation a little bit more. As we will see, this organization will be very useful in decision-making and Cost-Volume-Profit-Analysis. In this first lesson, we pursue two objectives. What if fixed costs decrease? What if production and our sales volume changes? Very simply, just rewrite the equation so we have a zero in the place of the operating profit. Step one is to consider that break-even point. Well, actually, it's quite complex and in the coming slides, we'll see a variety of calculations and ways in which this analysis is used. As we'll see in the coming slides, this is a fundamental equation that's very useful in CVP Analysis.{/INSERTKEYS}{/PARAGRAPH} And what this means is that revenues are exactly equal to the sum of the total variable costs and the total fixed costs. {PARAGRAPH}{INSERTKEYS}In Module Four, we pick up where we left off way back in Module One, talking about cost behavior and how it applies at the heart of Cost-Volume-Profit-Analysis. Subtracting from revenue, direct materials, direct labor, and overhead collectively referred to as "Cost of goods sold," yields gross margin or gross profit. What happens to profits in those situations?