Cost Measurement Analysis and Report for Sunshine Continental Hotel

This report provides a detailed cost analysis and performance evaluation for Sunshine Continental Hotel Pty Ltd. The analysis examines the hotel's current year and budgeted expenses, identifying variances and cost drivers for various categories including room sales, marketing, wages, and utilities. The report highlights significant cost fluctuations, particularly in casual employee wages, and explains the concept and application of cost drivers in assigning overhead costs. Key areas for cost control are identified, including labor, materials, sales, overhead, and energy costs. The report discusses the challenges and strategies for controlling these costs, such as enhancing labor productivity, improving material management, and making informed decisions regarding material sourcing and product design. The analysis emphasizes the importance of accurate cost management for making sound business decisions and ensuring profitability, especially in the context of the hotel's planned expansion.

Running head: ANALYSIS AND REPORT 1
Analysis and report
Name
Institutional Affiliation
Date

ANALYSIS AND REPORT2
Analysis and Report
Sunshine continental Hotel Pty Ltd.
1. Cost Measurement Analysis
CURRENT
YEAR/ACTUAL
YEAR
BUD
GETE
D
Varia
nce
Rat
io
Cost driver
2018-2019 2018-
2019
Income
Rooms sales 87750.0000 97500.
0000
-
9750.
0000
0.9
00
0
Number of sales
personnel
total income 87750.0000 97500.
0000
-
9750.
0000
0.9
00
0
Expenses
Business insurance 770.0000 770.00
00
0.000
0
1.0
00
0
Number of policies
undertaken
Marketing &
Promotional
2500.0000 1750.0
000
750.0
000
1.4
28
6
Number of
advertisements
Newspapers &
magazines for
customers
720.0000 600.00
00
120.0
000
1.2
00
0
number of staff in
service department
Laundry/dry
cleaning
665.0000 450.00
00
215.0
000
1.4
77
8
Hours spent on
servicing
Cleaning & cleaning
products
990.0000 800.00
00
190.0
000
1.2
37
5
Hours spent on
servicing
Website Expenses 1775.0000 1775.0
000
0.000
0
1.0
00
0
number of websites
maintained and
employees

ANALYSIS AND REPORT3
Permanent
employees wages
31000.0000 31000.
0000
0.000
0
1.0
00
0
Number of permanent
employees
Casual employee
wages
17500.0000 15500.
0000
2000.
0000
1.1
29
0
number of casual
employees
Superannuation 4607.5000 4417.5
000
190.0
000
1.0
43
0
Number of employees
Electricity/Gas 6200.0000 5800.0
000
400.0
000
1.0
69
0
Number of units used
Telephones 720.0000 720.00
00
0.000
0
1.0
00
0
Amount of air time used
Property Insurance 560.0000 560.00
00
0.000
0
1.0
00
0
Square units of property
inspired
General Repair &
maintenance
2100.0000 1500.0
000
600.0
000
1.4
00
0
Number of machine
hours
Waste removal
charges
660.0000 660.00
00
0.000
0
1.0
00
0
machine hours worked
Water charges 6000.0000 5600.0
000
400.0
000
1.0
71
4
number of litres used
Total Expenses 77875.6250 72983.
7500
4891.
8750
1.0
67
0
Month Net Profit /
(Loss)
9874.3750 24516.
2500
-
14641
.8750
0.4
02
8
The cost driver for room sales is the number of sales personnel employed to ensure the
organisation’s sales objectives are met. The basic reason for sales cost fluctuation is the
constant changes in the commissions and salaries for sales people. For business insurance,
the number of policies undertaken is the major cost driver. Marketing & Promotional has the
number of advertisements as the major cost driver. Newspapers & magazines for customers
has a cost driver of the number of staff in service department for who newspapers and
magazines are bought for. Water charges are cost driven by the number of litres used. The
waste removal charges are cost driven by the number of machine hours worked. For general
repair and maintenance, they are cost driven by the number of machine hours worked. For the
property Insurance, they are cost driven by the number of square units of property inspired.
The basic reason for the costs fluctuations
The amount spent on the casual employee wages which fluctuated by 2000.0000 is the
biggest reason for cost fluctuations. The organisation was involved in massive recruitment

ANALYSIS AND REPORT4
and payment in wags for 2000 more casual employees than had been projected. This was the
biggest cost fluctuation of all the costs incurred by the business.
A cost driver is used to trigger a change in an activity cost. This particular concept is majorly
applicable in the processing of assigning the overhead costs to the overall amount of the units
that have been produced. It is useful in the activity based costing investigation while
determining the causes of overhead. This can therefore applicable in the minimisation of the
organisational overheads. Some of the forms of cost drivers include the following:
The direct amount of labour hours worked
The overall number of customer contacts
The amount of engineering change orders allotted
The number of machines hour as used
The number of products retuned by the customers.
Should the costs be equal to the revenue, then the business shall be at a point of breakeven. In
this case, anything regarding whether it should be continued or closed down should be
considered. This would majorly depend on the other variables involved with the exception
of the cost or on the basis of the manner in which the costs can feasibly be adjusted. To be in
a position of making rational business decisions, it is important for management to invest in
viable cost methods to enable management to attain correct costs or figures. These kind of
figures would be closer enough to the actual cost for the business to be able to undertake a
more dependable revenue or cost analysis. Any failure to undertake an appropriate analysis
could lead to closure of the hotel because of poorly computing the business related costs. The
overall costs associated with the production process are used in the setting of the price at
which to sell certain products. For that matter, in the event that the costs are not accurately
computed, the forecasts for profits will be inaccurate. In that sense the entire system of
accounting for the organisation will be riddled with errors.
For this report, focus is put on the analysis of every factor that can be used in the
determination of the costs associated with a given organisational activity. The analysis must
be done at in-depth level to ensure that an appropriate base of allocation is used. As noted
already, the cost drivers in this report are analysed on the basis of a cause-effect relationship.
In the event that it is hard to establish a relationship, it is then necessary for a more relevant
driver to be looked for. Management is tasked with the selection of the cost driver as the basis
for the allocation of the manufacturing overhead. Management of the organisation select the
cost drivers on the basis of the variables of expenses incurred during the production process.
The variable or indirect costs could be associated with a number of cost drivers. By using the
traditional methods of costing, management is in position to allocate indirect production costs
on the basis of the output volume. Equally, management can make use of activity-based
costing methods in the allocation of indirect costs to a given production activity associated
with a given cost. In the process of making decisions regarding the kind of driver to apply in
terms of indirect cost allocation, the cause and effect relationship between the cost and the

ANALYSIS AND REPORT5
driver must be put under consideration. Additionally, consideration should be put on whether
or not the activity for the cost driver is straightforwardly measurable. It is also important to
put into consideration the cost behaviour associated with the appropriate cost.
A cost driver is used to trigger a change in an activity cost. This particular concept is majorly
applicable in the processing of assigning the overhead costs to the overall amount of the units
that have been produced. It is useful in the activity based costing investigation while
determining the causes of overhead (West., Ford., Ibrahim, 2015). This can therefore
applicable in the minimisation of the organisational overheads. Some of the forms of cost
drivers include the following:
The direct amount of labour hours worked
The overall number of customer contacts
The amount of engineering change orders allotted
The number of machines hour as used (Wensley, 2016)
The number of products retuned by the customers.
In that sense therefore, in this report, cost driver shall be defined as simply the direct cause of
a given cost. Its overall effect is majorly on the overall cost incurred. In this case, to
determine the total amount of electricity used by the company within a given period, the total
number of consumed units are used in the determination of the entire electricity bill. For this
case, the cost driver is the total number of units for electricity used. As far the hotel is
concerned, the fundamental determinant of whether the business will continue or not is the
cost. In the event that the cost of production far exceeds the revenue attained, there is a great
possibility that the business will fail and therefore close down. In the event that the costs are
less than the revenue, it implies a profit and hence there is a big chance for expansion
(UNIDO,2009).
2. Areas of Cost Control
On the basis of the above extract, it is clear that there are some areas which need cost control
for this particular organisation to run smoothly. Some of the areas identified include Labour,
the materials, the sales, the overhead, as well as the energy costs (Tan., Sousa, 2015). It is
notable that there has been a continuous rise in the costs of the business much faster than ever
before (Patel,2018). This could be because of the negligence on the part of the executives in
terms of their role which relates to the provision of effective information to the management
in aid their capacity to control as well as the reduce the costs associated with business
management and overall operations (Shaw, 2012). It is notable that the management as well
as control applied in the management of the organisation generally leaves a lot to be desired.
There appears to be increased waste and because of that there is an increased rate of cost in
each of the prime activities such as labour, energy and materials (Schlegelmilch, 2016).
Labour costs

ANALYSIS AND REPORT6
The labour costs need to be controlled. There has been an increase in the labour costs in three
specific ways (Mesly, 2017). These include a high basic pay, shorter hours of work for the
labour force employed and a generally reduced output. It is notable that efforts focused on the
reduction of labour costs are quite tricky. The existence of labour unions as well as minimum
wage legislations make it quite difficult to reduce on the wages. In the same manner from an
organisational and management point of view, a policy relating to wage reduction could
prove fatal and counter production. In that sense, for workers to be motivated, it would
necessitate that rates for the wages should be revised upwards. A reduction in the costs
associated with labour would only be possible therefore if after some time there is an increase
in the rate of production output for each worker. This growth should be faster than the rate at
which wages are increased. To attain this, the organisation should focus its efforts at
enhancing the productivity of labour. The organisation should focus on ensuring that
productivity is all about lower unit costs of production. The organisation should therefore
conjure up better ways for doing things such that there is enhancement in the production for
every single hour of work. By undertaking this approach, the organisation can be in a position
of reducing the escalating costs of labour (Zablocki., Schlegelmilch., Schant, 2017).
Material
The inefficient application of materials is one the fundamental issues leading to increased
costs as per the extract provided from the case study. There is so much wastage associated
with poor design as well as control (Riasi, 2015). These kind of challenges have escalated so
much that recovery is currently blossoming as a major activity (Lamnatou and Chemisana,
2017). It is important that there should be appropriate waste management if the organisational
costs are to be contained. The price for which materials are paid is usually determined by the
commodity markets. There are a number of ways through material costs can be reduced. This
is particularly the case in the event that the costs of purchasing are done in manner that it
appropriate. It would help the firm to be offered some forms of discounts (Rieple and Singh,
2010). There are several decisions involved in regard to the materials that the firm makes use
of. It is first and foremost important for the firm to determine the sources of its materials.
This has to be followed by investigations to establish if there are cheaper alternatives to the
materials currently be used by the firm. An investigation involving the transportation costs
and overall freight must be undertaken (Ramaswamy and Ozcan, 2016). The organisation
should then follow this up by coming up with a product design that is suitable enough to
ensure that reduction of material usage. There should also be an investigation relating to the
establishment of alternative production processes. As mentioned already, the material cost is
a fundamental aspect of the overall production process. For that matter, the control as well as
reduction of material related costs is of critical importance. The organisation should therefore
improve its R&D efforts, its management of inventory and the production and planning
processes. Management should also work towards the removal of slow moving stocks while
also ensuring that improvements are undertaken in the flow of materials as well as parts. By
undertaking these steps, the firm will be able to control and also reduce the costs (Lee &
Carter, 2011).
Sales

ANALYSIS AND REPORT7
Sales is another area that needs a lot of monitoring of the costs involved. The control of sales
usually calls for efforts to be put in place to ensure that the company doesn’t overspend in its
bid to attain its sales objectives and goals (Velagapudi, 2012). To be able to sale, usually a
firm does maintain a sales force and also makes heavy expenditures on promotion and
advertisement (Serra and Kunc, 2014). It is very critical that the company should maintain a
keen eye on the marketing expense to sales ratios. Control should be exercised over critical
sales aspects such as the sales force to sales ratios, the advertisement to sales ratios, the sales
administration to sales ratios as well as the marketing research to sales ratios. It is important
for management to heavily engage in the monitoring of the above mentioned marketing
expenditures (Carayannis., Sindakis., & Walter, 2015).. The organisation can be in a position
of monitoring and controlling the sales costs through the rearrangement of the market
segments as the basis of its product demand. It should consider the rescheduling of its sales
force on the basis of the appropriateness of each team member (Wysocki, 2014). Peculiarities
relating to the needs and choices of the consumer must be identified and communicated to
management promptly. This will help to ensure that the organisation alters its products to
meet the needs of the consumer (Kirchoff et al,2016).
Overheads
The over heads are essentially fixed costs. Fixed costs are defined as the kind of costs which
do not change at a given level of capacity no matter the amount of output. These kind of costs
will continue to exist even in cases where there is zero output produced. For the firm to
therefore be able to control the fixed costs, it is critical that it maintains an appropriate
selection of the production capacity and also make right equipment choices while also
ensuring that they are adequately maintained (Abdou., Yong and Othman, 2016). These
undertakings would go a long way towards ensuring that the overheads are kept as low as
possible. Costs associated with plant and equipment as well as building among others make
up some of the examples of fixed cost. These include costs which necessitate a fixed amount
of spending for every period without necessarily referring to the amount of output produced.
These include costs such as rent, salaries for employees in periods of less demand,
depreciation charges as well as property related taxes. It is henceforth necessary that the
company undertakes measured and equally careful planning concerning the overall layout
and organisation of the plants. Effective planning and implementation can help in the overall
reduction of overheads.
Energy
It is has also been noted that there is excessive energy use and hence the high costs associated
(Khan, 2014). Excessive material and power use is usually a consequence of faulty designs.
Costs associated with lighting can only be reduced through an investment in electronic
gadgets of the highest quality and standard including energy saving bulbs for light. Oil price
increments suggest that there are generally very high levels of waste (Aversa., Haefliger., &
Reza, 2017). The savings can help to offsets the costs associated with the reduction of the
consumption of energy. It is important to note that there is always a value associated with the
reduction in energy consumption (Angel,2012). It is notable that there are difficulties

ANALYSIS AND REPORT8
associated with efforts geared towards changing attitudes relating to the use of what has
always been plentiful and cheap. This only means that more efforts should be put into
ensuring that the task is tackled to reduce on the pressure on organisational profits. The firm
must therefore come up with a well thought out as well as consistent cost reduction plan to
attain the long term cost reduction benefits (Kim et al,2012).
Variances performance analysis
Variance performance analysis is concerned with the analysis of the variations between the
planned as well as the actual numbers (Keller., &Brexendorf, 2017). The sum for all the
variances provides a picture of the general over or under performance for a given reporting
period. For every individual item, the companies are engaged in the assessment of how
favourable it is on the basis of a comparison between the actual costs and the standard
industrial costs (Baldwin., Evenett, 2015). For instance, in the event that the actual cost
incurred is less than the industrial standard cost for the raw materials based on the assumption
of an equal volume of materials, it would amount of a favourable variance in price. On the
other hand, should the standard quantity be less than the actual material cost needed for the
production of the same volume of outputs, it is then deemed to have an unfavourable quantity
variance since more materials were used compared to what had been anticipated (Winston,
2016). For that matter, variance is difference attained when standard numbers are compared
to actual performance numbers. Variances are computed for both the quantity of labour, the
materials, the price as well as the variable overheads and these are reported to management
(Jonathan., Christopher., Jodie, 2009).
Variance analysis and ratio between them.
CURRENT
YEAR/ACTUAL
YEAR
BUDGETE
D Variance Ratio
2018-2019 2018-2019
Income
Rooms sales 87750.0000 97500.0000 -9750.0000 0.9000
total income 87750.0000 97500.0000 -9750.0000 0.9000
Expenses
Bank charges 450.0000 350.0000 100.0000 1.2857
Credit card commission 658.1250 731.2500 -73.1250 0.9000
Business insurance 770.0000 770.0000 0.0000 1.0000
Marketing &
Promotional 2500.0000 1750.0000 750.0000 1.4286
Newspapers &
magazines for
customers 720.0000 600.0000 120.0000 1.2000
Laundry/dry cleaning 665.0000 450.0000 215.0000 1.4778

ANALYSIS AND REPORT9
Cleaning & cleaning
products 990.0000 800.0000 190.0000 1.2375
Website Expenses 1775.0000 1775.0000 0.0000 1.0000
Permanent employees
wages 31000.0000 31000.0000 0.0000 1.0000
Casual employee wages 17500.0000 15500.0000 2000.0000 1.1290
Superannuation 4607.5000 4417.5000 190.0000 1.0430
Electricity/Gas 6200.0000 5800.0000 400.0000 1.0690
Telephones 720.0000 720.0000 0.0000 1.0000
Property Insurance 560.0000 560.0000 0.0000 1.0000
General Repair &
maintenance 2100.0000 1500.0000 600.0000 1.4000
Waste removal charges 660.0000 660.0000 0.0000 1.0000
Water charges 6000.0000 5600.0000 400.0000 1.0714
Total Expenses 77875.6250 72983.7500 4891.8750 1.0670
Month Net Profit /
(Loss) 9874.3750 24516.2500
-
14641.875
0 0.4028
The variance is not favourable because the budgeted net profit is well below the projected net
profit. The actual sales volume is much less than what was anticipated and henceforth the
variables are not favourable. It is also indicated that the actual expenses were much bigger
than what the organisation had projected to spend. This still implies an unfavourable sales
variance and hence could be prove to be problematic for the company (Jaworski, 2018).
Cost volume analysis
Cost-volume-profit analysis is essentially a cost accounting methodology which focuses on
the impact associated with the different cost levels and overall volume on the operational
profit of the company or an organisation. Cost-volume-profit analysis which is sometimes
referred to as the breakeven analysis is concerned with the need to determine the break-even
point for various cost structures and sales volumes. The determination of the break even
points is very useful to managers because it helps them in terms of making accurate short
terms economic related decisions (Hansard, 2011). There are several assumptions associated
with the cost-volume-profit analysis. Some of these assumptions include a constant sales
price, the variable costs per unit and fixed costs. Undertaking this particular analysis involves
the application of several equations for the above mentioned variables, price and cost and
then having them plotted on a resulting economic graph. The cost volume profit analysis is
useful in the calculation of the sales volume required to cover costs and subsequently break
even. The CVP formula is as follows:
Breakeven sales volume=FC/CM (Fearne., Garcia Martinez., Dent, 2012)
Where:
FC denotes fixed costs
CM denotes contribution margin

ANALYSIS AND REPORT10
But CM is Sales-Variable costs
It is henceforth notable that the contribution margin is useful in as far as the determination of
the point for the break even for sales is concerned. Through the division of the overall fixed
costs by the contribution margin ratio, it is possible to calculate the break-even point for sales
in terms of the overall amount of dollars (Dibb, 2010). The profit could then be added to the
fixed costs for the purpose of performing the CVP analysis to attain the desired outcome. It is
also important to note that the reliability of the CVP is only possible in the event that the
costs are fixed within a specified level of production. It is further assumed that all the units
produced are sold off. Additionally, it is also assumed that all the fixed costs are stable for the
CVP analysis to be undertaken (Dekker, 2010). It is further assumed that all the changes in
the expenses do occurs because of the changes in the level of activity. It is also important that
the semi variable expenses must be subdivided between expense classifications through the
application of the statistical regression, the high-low methodology and also the scatter plot. It
is further notable that the CVP is essentially a short run, marginal examination. For analyses
of long term nature that include the consideration for the entire product life-cycle it is
preferable that activity based costing is used. In other words, the entire concept of CVP
analysis is concerned with the demonstration of the point at which there will be no profit or
loss made by the firm and hence the firm operates in a situation of breakeven. It is also
important to note that there are some limitations associated with the calculation of the break
even. The segregation of the overall costs into its variable and fixed components is usually a
daunting task to undertake. It is also important to note that it is also highly unlikely for fixed
costs to continue being constant while the output increases beyond a given activity range. In
addition, the analysis is limited to the range of relevancy as specified and beyond such a
range the results attained could be unreliable. It is also important to note that there are other
elements such as inflation, capacity and technology which have an impact on the costs apart
from the volume. It is also not practical to presume that sales mix will always remain fixed
since this usually depends on the changes in the levels of demand. The assumption relating to
linear property for the total costs and revenues which is based on the assumption that the
selling price and the unit variable cost are always constant is not realistic. In a practical sense
and general real life, this is only valid for a given relevant range and hence there is always a
possibility for changes (Chatterjee, 2017).
Break even for the current hotel rooms and recommendations for break-even point for
the rooms.
Break-even point
Breakeven point (units) = fixed costs/ (sales for every unit less variable cost for every
unit)
It is notable though that contribution for every unit = the sales price for every unit - the
variable cost for every unit,

ANALYSIS AND REPORT11
Hence breakeven for the rooms in terms of unit terms = Fixed costs/contribution margin for
every unit
Fixed cost=$640000
Sales price for every unit=$15
Variable cost for every unit =$3
Contribution margin= ($15-$3) =$12
Break-even for units=640000/ (15-3) (Chang et al,2016)
Breakeven units=53,333 units
It will henceforth be necessary for the company to sell 53,333 units to be able to attain
enough revenues to cover its expenditures in the short run.
Break-even for the organisation in dollars= (sales price per unit x Breakeven point in
units)
Break-even in dollars is henceforth=$15*53,333
Break-even in dollars is therefore= $800,000
It is therefore required for the company to make $800,000 is to attain zero loss and profit and
therefore operate in a situation of break even (Bustinza et al,2015).
Break-even chart for units

ANALYSIS AND REPORT12
Break-Even units 53,333.000
Sales for breaking even $800,000.00
Variable Costs for every unit $3.000
Variable Costs: $159,999.000
Fixed Costs: $640,000.000
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