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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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