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CVP Assumptions and Limitations

Like all mathematical tools, CVP analysis is based on several assumptions. If these assumptions are not relevant to the actual situations being analyzed, the result s of the analysis may be flawed. Some of the more basic assumptions behind CVP analysis include the following: * Fixed costs remain constant during the period being analyzed. Over time, fixed costs do change. However, it is generally reasonable to assume that fixed costs remain constant over a short time span. * Variable costs vary directly with revenue during the period under study. In other words, if variable cost equal a certain percentage of revenue, and revenue increases, the new level of variable expense will still equal the same percentage of revenue. * Revenue relates directly to volume. For example, CVP analysis assumes that as business volume (the number of guests served) increases by a certain percentage, revenue will then increase by that same percentage. This means that decisions made from CVP analysis must be reviewed if, during the time period in question, the sales mix changes. A change in the sales mix usually affects the amount of the quest check average. A higher guest check average results in higher revenue at the same level of business volume (number of guests served). * All costs can be properly divided into tow components: fixed costs( which do not change as revenue levels change) and variable costs (which vary directly with revenue). * Only quantitative factors are considered by the CVP model. Qualitative factors such as employee morale, guest goodwill, and so forth are not considered. Therefore, food and beverage managers must carefully consider these qualitative factors before making any final

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