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An assumption of CVP analysis is that:Group of answer choicescost behaviour can be classified as fixed or variable.only fixed costs are assumed to behave in a linear manner across the relevant range.all costs can be classified as either traceable or non-traceable.for multi-product entities, the sales mix between the products varies.

Question

An assumption of CVP analysis is that:Group of answer choicescost behaviour can be classified as fixed or variable.only fixed costs are assumed to behave in a linear manner across the relevant range.all costs can be classified as either traceable or non-traceable.for multi-product entities, the sales mix between the products varies.

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Solution

The assumption of Cost-Volume-Profit (CVP) analysis is that cost behavior can be classified as fixed or variable.

Here's why:

  1. CVP analysis is a method used in managerial economics to identify the levels of operating activity needed to avoid losses, achieve targeted profits, plan future operations, and monitor organizational performance.

  2. In CVP analysis, costs are categorized into two types: fixed costs and variable costs. Fixed costs do not change with the level of output, such as rent or salaries. Variable costs, on the other hand, change in direct proportion to the level of output, such as raw materials or direct labor costs.

  3. The assumption that all costs can be classified as either fixed or variable is crucial for CVP analysis. This is because the analysis uses these classifications to determine the break-even point, which is the point at which total revenues equal total costs.

  4. The other options provided are not assumptions of CVP analysis. While it's true that fixed costs are assumed to behave in a linear manner across the relevant range, this is a characteristic of fixed costs, not an assumption of CVP analysis. The classification of costs as traceable or non-traceable is not relevant to CVP analysis. Lastly, for multi-product entities, the sales mix is assumed to remain constant in CVP analysis, not vary.

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