{"id":375,"date":"2015-09-29T22:26:11","date_gmt":"2015-09-29T22:26:11","guid":{"rendered":"https:\/\/courses.candelalearning.com\/managacct2x10xmaster\/?post_type=chapter&p=375"},"modified":"2016-01-25T16:06:09","modified_gmt":"2016-01-25T16:06:09","slug":"accounting-in-the-headlines-3","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/suny-managacct\/chapter\/accounting-in-the-headlines-3\/","title":{"raw":"4.3 Accounting in the Headlines","rendered":"4.3 Accounting in the Headlines"},"content":{"raw":"

What are potential cost drivers for an ABC system at Virgin\u00a0America?<\/h1>\r\n

After several years of losses, Virgin America recently announced that it anticipates a profit for 2013<\/a>. Although the company is expecting a profit for 2013, it still is not out of the woods.\u00a0 Critics have called for greater cost control at Virgin America.<\/p>\r\n\r\n

\r\n\r\nThe following table contains selected financial and other data for Virgin America for 2012.\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n
\r\n

Virgin America<\/b><\/p>\r\n<\/td>\r\n<\/tr>\r\n

\r\n

Selected financial data<\/p>\r\n<\/td>\r\n<\/tr>\r\n

\r\n

For Twelve Months Ended December 31, 2012<\/p>\r\n<\/td>\r\n<\/tr>\r\n

<\/td>\r\n<\/td>\r\n<\/tr>\r\n
Partial income statement:<\/b><\/td>\r\n(000s omitted)<\/b><\/td>\r\n<\/tr>\r\n
Operating revenues<\/td>\r\n\u00a0$\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 1,332,837<\/td>\r\n<\/tr>\r\n
Other expenses:<\/td>\r\n<\/td>\r\n<\/tr>\r\n
Aircraft fuel<\/td>\r\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 537,501<\/td>\r\n<\/tr>\r\n
Aircraft rent<\/td>\r\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 221,275<\/td>\r\n<\/tr>\r\n
Wages and salaries<\/td>\r\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 176,216<\/td>\r\n<\/tr>\r\n
Aircraft maintenance<\/td>\r\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 74,459<\/td>\r\n<\/tr>\r\n
Landing fees<\/td>\r\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 110,165<\/td>\r\n<\/tr>\r\n
Sales and marketing<\/td>\r\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 107,136<\/td>\r\n<\/tr>\r\n
Guest services<\/td>\r\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 50,448<\/td>\r\n<\/tr>\r\n
Depreciation<\/td>\r\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 11,260<\/td>\r\n<\/tr>\r\n
Other<\/td>\r\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 76,110<\/td>\r\n<\/tr>\r\n
Total operating expenses<\/td>\r\n\u00a0$\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 1,364,570<\/td>\r\n<\/tr>\r\n
Operating income\/loss<\/td>\r\n\u00a0$\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 (31,733)<\/td>\r\n<\/tr>\r\n
<\/td>\r\n<\/td>\r\n<\/tr>\r\n
Selected data:<\/b><\/td>\r\n<\/td>\r\n<\/tr>\r\n
Available seat miles (millions)<\/td>\r\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 12,545<\/td>\r\n<\/tr>\r\n
Departures<\/td>\r\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 56,362<\/td>\r\n<\/tr>\r\n
Aircraft in service<\/td>\r\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 51<\/td>\r\n<\/tr>\r\n
Guests (thousands)<\/td>\r\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 6,219<\/td>\r\n<\/tr>\r\n
Load factor (% of seats filled)<\/td>\r\n\r\n

79.0%<\/p>\r\n<\/td>\r\n<\/tr>\r\n

Fuel gallons consumed (thousands)<\/td>\r\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0161,404<\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>\r\nFinancial data source here<\/a>.\r\n\r\nQuestions<\/b>\r\n
    \r\n\t
  1. For each of the expenses listed in the income statement, select a cost driver from the drivers listed under \u201cSelected data.\u201d\u00a0 Provide rationale for your choice of each of the drivers.<\/li>\r\n\t
  2. Are there any expenses you would group together into a single pool?\u00a0 Why or why not?<\/li>\r\n\t
  3. How could Virgin America use these cost pools and activity-based costing information internally?<\/li>\r\n<\/ol>\r\n<\/div>","rendered":"

    What are potential cost drivers for an ABC system at Virgin\u00a0America?<\/h1>\n

    After several years of losses, Virgin America recently announced that it anticipates a profit for 2013<\/a>. Although the company is expecting a profit for 2013, it still is not out of the woods.\u00a0 Critics have called for greater cost control at Virgin America.<\/p>\n

    \n

    The following table contains selected financial and other data for Virgin America for 2012.<\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
    \n

    Virgin America<\/b><\/p>\n<\/td>\n<\/tr>\n

    \n

    Selected financial data<\/p>\n<\/td>\n<\/tr>\n

    \n

    For Twelve Months Ended December 31, 2012<\/p>\n<\/td>\n<\/tr>\n

    <\/td>\n<\/td>\n<\/tr>\n
    Partial income statement:<\/b><\/td>\n(000s omitted)<\/b><\/td>\n<\/tr>\n
    Operating revenues<\/td>\n\u00a0$\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 1,332,837<\/td>\n<\/tr>\n
    Other expenses:<\/td>\n<\/td>\n<\/tr>\n
    Aircraft fuel<\/td>\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 537,501<\/td>\n<\/tr>\n
    Aircraft rent<\/td>\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 221,275<\/td>\n<\/tr>\n
    Wages and salaries<\/td>\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 176,216<\/td>\n<\/tr>\n
    Aircraft maintenance<\/td>\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 74,459<\/td>\n<\/tr>\n
    Landing fees<\/td>\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 110,165<\/td>\n<\/tr>\n
    Sales and marketing<\/td>\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 107,136<\/td>\n<\/tr>\n
    Guest services<\/td>\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 50,448<\/td>\n<\/tr>\n
    Depreciation<\/td>\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 11,260<\/td>\n<\/tr>\n
    Other<\/td>\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 76,110<\/td>\n<\/tr>\n
    Total operating expenses<\/td>\n\u00a0$\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 1,364,570<\/td>\n<\/tr>\n
    Operating income\/loss<\/td>\n\u00a0$\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 (31,733)<\/td>\n<\/tr>\n
    <\/td>\n<\/td>\n<\/tr>\n
    Selected data:<\/b><\/td>\n<\/td>\n<\/tr>\n
    Available seat miles (millions)<\/td>\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 12,545<\/td>\n<\/tr>\n
    Departures<\/td>\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 56,362<\/td>\n<\/tr>\n
    Aircraft in service<\/td>\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 51<\/td>\n<\/tr>\n
    Guests (thousands)<\/td>\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 6,219<\/td>\n<\/tr>\n
    Load factor (% of seats filled)<\/td>\n\n

    79.0%<\/p>\n<\/td>\n<\/tr>\n

    Fuel gallons consumed (thousands)<\/td>\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0161,404<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

    Financial data source here<\/a>.<\/p>\n

    Questions<\/b><\/p>\n

      \n
    1. For each of the expenses listed in the income statement, select a cost driver from the drivers listed under \u201cSelected data.\u201d\u00a0 Provide rationale for your choice of each of the drivers.<\/li>\n
    2. Are there any expenses you would group together into a single pool?\u00a0 Why or why not?<\/li>\n
    3. How could Virgin America use these cost pools and activity-based costing information internally?<\/li>\n<\/ol>\n<\/div>\n\n\t\t\t
      \n\t\t\t

      Candela Citations<\/h3>\n\t\t\t\t\t
      \n\t\t\t\t\t\t
      \n\t\t\t\t\t\t\t
      CC licensed content, Specific attribution<\/div>