名词解释
CH3
Breakeven point: the quantity of output sold at which total revenues equal total costs-that is, the quantity of output sold that results in $0 of operating income.
Contribution income statement: it groups costs into variable costs and fixed costs to highlight contribution margin.
Contribution margin: meta是什么意思the difference between total revenues and total variable costs.
西安法语Contribution margin per unit: the difference between lling prices and variable cost per unit.
Contribution margin percentage: it equals contribution margin per unit divided by lling price.
Cost-volume-profit analysis: it examines the behavior of total revenues, total costs, and o
perating income as changes occur in the units sold, the lling price, the variable cost per unit, or the fixed costs of a producer.
Degree of operating leverage: materscontribution margin divided by operating income.
Gross margin percentage: it’s the gross margin divided by revenues.between的英语怎么读啊
英语小作文带翻译Margin of safety: the amount by which budgeted revenues exceed breakeven revenues.
Net income: the operating income plus non-operating revenues minus income taxes minus non-operating costs.
Operating leverage: it describes the effects that fixed costs have on changes in operating income as changes occur in units sold and contribution margin.
PV graph: it shows how changes in the quantity of units sold affect operating income.
Revenue driver: a variable that causally affects revenues.
Sales mix: the quantities of various products that constitute total unit sales of a company.
candy意思Sensitivity analysis: a “what-if” technique that managers u to examine how an outcome will change if the original predicated data are not achieved or if an underlying assumption changes.
Uncertainty: the possibility that an actual amount will deviate from an expected amount.
CH6
Activity-bad budgeting: it focus on the budgeted cost of the activities necessary to produce and ll products and rvices.
Budgetary slack: it describes the practice of understanding budgeted revenues
Continuous budget: a budget that is always available for a specified future period.
Controllability: the degree of influence that a specific manager has over costs, revenues, or related items for which he or she is responsible.
Controllable costs: any cost that is primarily subject to the influence of a given responsi
bility center manager for a given period.
Cost center: the manager is accountable for costs only.
Financial budget: that part of the master budget made up of the capital expenditures budget, the cash budget, the budgeted balance sheet, and the budgeted statement of cash flows.
Financial planning models: the mathematical reprentations of the relationships among operating activities, financing activities, and other factors that affect the master budget.
Investment center: the manager is accountable for investments, revenues, and costs.英语作文大全
Kaizen budgeting: explicitly incorporates continuous improvement anticipated during the budget period into the budget numbers.
Master budget: it express management’s operating and financial plans for a specified period, and it includes a t of budgeted financial statements.
Operating budget: it includes the budgeted income statement and its supporting schedules.
Organization structure: an arrangement of lines of responsibility within the organization.
Profit center: the manager is accountable for revenues and costs.
Responsibility center: it’s a part, gment, or subunit of an organization who manager is accountable for a specified t of activities.
Responsibility accounting: a system that measures the plans, budgets, actions, and actual results of each responsibility center.
Revenue center: the manager is accountable for revenues only.
block什么意思CH7
Benchmarking: it’s the continuous process of comparing the levels of performance on producing products and rvices and executing activities against the best levels of perfor
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mance in competing companies or in companies having similar process.
rpcEffectiveness: the degree to which a predetermined objective or target is met.
Efficiency: the relative amount of inputs ud to achieve a given output level.
Efficiency variance: the difference between actual input quantity ud and budgeted input quantity allowed for actual output, multiplied by budgeted price.
Favorable variance: it has the effect, when considered in isolation, of increasing operating income relative to the budgeted amount.
