PAPER 34

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Keiser University, Miami *

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5075

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Accounting

Date

Nov 24, 2024

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docx

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2

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Hello class, Activity-Based Costing (ABC) is a costing method that allocates overhead costs to specific activities based on their consumption of resources. After reviewing the video on Activity-Based Costing, the question arises: is ABC suitable for all small businesses, such as an ice cream shop, or should some businesses adhere to traditional costing methods? Prorok (1994) suggests that small and mid-sized businesses can benefit from implementing Activity-Based Costing. In the case of an ice cream shop, where various activities contribute to the production and sale of products (e.g., sourcing ingredients, production, marketing), ABC can provide a more accurate picture of costs by linking expenses directly to these activities. Traditional costing methods may lump all overhead costs into a broad category, leading to inaccurate cost allocations and potentially misinformed decision-making. Major (2007) critically reviews Activity-Based Costing and management practices, emphasizing its utility in providing detailed insights into cost structures. For a small business like an ice cream shop, understanding the precise costs associated with each activity can be instrumental in pricing strategies, resource allocation, and overall financial planning. ABC enables managers to identify which activities drive costs the most, allowing for targeted cost reduction efforts. Mishra and Vaysman (2001) discuss the incentive effects of cost- system choice, highlighting the impact on managerial decision-making. In the context of an ice cream shop, using Activity-Based Costing can provide a clearer understanding of the profitability of different product lines or flavors. Managers can then focus on promoting or optimizing the production of high-margin items, contributing to the overall financial success of the business. In conclusion, Activity-Based Costing appears to be a beneficial tool for small businesses like an ice cream shop. It provides a more accurate representation of costs associated with specific activities, enabling managers to make informed decisions that can positively impact the company's financial performance. References Prorok, C. H. (1994). Activity-Based Costing for Small and Mid-Sized Businesses: An Implementation Guide. The Internal Auditor, 51(1), 19. https://0634agtwi-mp02-yhttps-www-
proquest-com.prx-keiser.lirn.net/trade-journals/activity-based-costing-small-mid-sized- businesses/docview/202732506/se-2 Major, M. (2007). Activity-based costing and management: a critical review. Issue in Management Accounting, 3rd ed., Prentice Hall, Harlow, 155-174. Mishra, B., & Vaysman, I. (2001). Cost-System Choice and Incentives--Traditional vs. Activity- Based Costing. Journal of Accounting Research (Wiley-Blackwell), 39(3), 619–641. https://doi.org/10.1111/1475-679x.00031
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