- Ch. 1 Introduction to Accounting1h 9m
- Ch. 2 Transaction Analysis1h 13m
- Ch. 3 Accrual Accounting Concepts2h 37m
- Accrual Accounting vs. Cash Basis Accounting10m
- Revenue Recognition and Expense Recognition24m
- Introduction to Adjusting Journal Entries and Prepaid Expenses36m
- Adjusting Entries: Supplies12m
- Adjusting Entries: Unearned Revenue11m
- Adjusting Entries: Accrued Expenses12m
- Adjusting Entries: Accrued Revenues6m
- Adjusting Entries: Depreciation15m
- Summary of Adjusting Entries7m
- Unadjusted vs Adjusted Trial Balance6m
- Closing Entries10m
- Post-Closing Trial Balance2m
- Ch. 4 Merchandising Operations2h 30m
- Service Company vs. Merchandising Company10m
- Net Sales28m
- Cost of Goods Sold - Perpetual Inventory vs. Periodic Inventory9m
- Perpetual Inventory - Purchases10m
- Perpetual Inventory - Freight Costs9m
- Perpetual Inventory - Purchase Discounts11m
- Perpetual Inventory - Purchasing Summary6m
- Periodic Inventory - Purchases14m
- Periodic Inventory - Freight Costs7m
- Periodic Inventory - Purchase Discounts10m
- Periodic Inventory - Purchasing Summary6m
- Single-step Income Statement4m
- Multi-step Income Statement17m
- Comprehensive Income2m
- Ch. 5 Inventory1h 55m
- Merchandising Company vs. Manufacturing Company6m
- Physical Inventory Count, Ownership of Goods, and Consigned Goods10m
- Specific Identification7m
- Periodic Inventory - FIFO, LIFO, and Average Cost23m
- Perpetual Inventory - FIFO, LIFO, and Average Cost31m
- Financial Statement Effects of Inventory Costing Methods10m
- Lower of Cost or Market11m
- Inventory Errors14m
- Ch.6 Internal Controls and Reporting Cash1h 16m
- Ch. 7 Receivables and Investments3h 16m
- Types of Receivables8m
- Net Accounts Receivable: Direct Write-off Method5m
- Net Accounts Receivable: Allowance for Doubtful Accounts13m
- Net Accounts Receivable: Percentage of Sales Method9m
- Net Accounts Receivable: Aging of Receivables Method11m
- Notes Receivable25m
- Introduction to Investments in Securities13m
- Trading Securities31m
- Available-for-Sale (AFS) Securities26m
- Held-to-Maturity (HTM) Securities17m
- Equity Method33m
- Ch. 8 Long Lived Assets5h 6m
- Initial Cost of Long Lived Assets42m
- Basket (Lump-sum) Purchases13m
- Ordinary Repairs vs. Capital Improvements10m
- Depreciation: Straight Line32m
- Depreciation: Declining Balance33m
- Depreciation: Units-of-Activity28m
- Depreciation: Summary of Main Methods8m
- Depreciation for Partial Years13m
- Retirement of Plant Assets (No Proceeds)14m
- Sale of Plant Assets18m
- Change in Estimate: Depreciation21m
- Intangible Assets and Amortization17m
- Natural Resources and Depletion16m
- Asset Impairments16m
- Exchange for Similar Assets16m
- Ch.9 Current Liabilities2h 19m
- Ch. 10 Time Value of Money1h 27m
- Ch. 11 Long Term Liabilities2h 45m
- Ch. 12 Stockholders' Equity2h 15m
- Characteristics of a Corporation17m
- Shares Authorized, Issued, and Outstanding9m
- Issuing Par Value Stock12m
- Issuing No Par Value Stock5m
- Issuing Common Stock for Assets or Services8m
- Retained Earnings14m
- Retained Earnings: Prior Period Adjustments9m
- Preferred Stock11m
- Treasury Stock9m
- Dividends and Dividend Preferences17m
- Stock Dividends10m
- Stock Splits9m
- Ch. 13 Statement of Cash Flows2h 24m
- Ch. 14 Financial Statement Analysis5h 25m
- Horizontal Analysis14m
- Vertical Analysis21m
- Common-sized Statements5m
- Trend Percentages7m
- Discontinued Operations and Extraordinary Items6m
- Introduction to Ratios8m
- Ratios: Earnings Per Share (EPS)10m
- Ratios: Working Capital and the Current Ratio14m
- Ratios: Quick (Acid Test) Ratio12m
- Ratios: Gross Profit Rate9m
- Ratios: Profit Margin7m
- Ratios: Quality of Earnings Ratio8m
- Ratios: Inventory Turnover10m
- Ratios: Average Days in Inventory9m
- Ratios: Accounts Receivable (AR) Turnover9m
- Ratios: Average Collection Period (Days Sales Outstanding)8m
- Ratios: Return on Assets (ROA)8m
- Ratios: Total Asset Turnover5m
- Ratios: Fixed Asset Turnover5m
- Ratios: Profit Margin x Asset Turnover = Return On Assets9m
- Ratios: Accounts Payable Turnover6m
- Ratios: Days Payable Outstanding (DPO)8m
- Ratios: Times Interest Earned (TIE)7m
- Ratios: Debt to Asset Ratio5m
- Ratios: Debt to Equity Ratio5m
- Ratios: Payout Ratio5m
- Ratios: Dividend Yield Ratio9m
- Ratios: Return on Equity (ROE)10m
- Ratios: DuPont Model for Return on Equity (ROE)20m
- Ratios: Free Cash Flow10m
- Ratios: Price-Earnings Ratio (PE Ratio)7m
- Ratios: Book Value per Share of Common Stock7m
- Ratios: Cash to Monthly Cash Expenses8m
- Ratios: Cash Return on Assets7m
- Ratios: Economic Return from Investing6m
- Ratios: Capital Acquisition Ratio6m
- Ch. 15 GAAP vs IFRS56m
- GAAP vs. IFRS: Introduction7m
- GAAP vs. IFRS: Classified Balance Sheet6m
- GAAP vs. IFRS: Recording Differences4m
- GAAP vs. IFRS: Adjusting Entries4m
- GAAP vs. IFRS: Merchandising3m
- GAAP vs. IFRS: Inventory3m
- GAAP vs. IFRS: Fraud, Internal Controls, and Cash3m
- GAAP vs. IFRS: Receivables2m
- GAAP vs. IFRS: Long Lived Assets5m
- GAAP vs. IFRS: Liabilities3m
- GAAP vs. IFRS: Stockholders' Equity3m
- GAAP vs. IFRS: Statement of Cash Flows5m
- GAAP vs. IFRS: Analysis and Income Statement Presentation5m
- Ch. 16 Introduction to Managerial Accounting1h 36m
- Ch. 17 Job Order Costing42m
- Ch. 18 Process Costing1h 1m
- Ch. 19 Cost Behavior1h 27m
- Ch. 20 Cost-Volume-Profit-Analysis1h 25m
- Ch. 21 Variable Costing29m
- Ch. 22 Activity-Based Costing43m
- Ch. 23 The Master Budget3h 56m
- Introduction to Budgeting4m
- Benefits of Budgeting4m
- Types of Budgets7m
- Overview of Master Budgeting11m
- Sales Budget14m
- Production Budget21m
- Direct Materials Budget23m
- Direct Labor Budget8m
- Manufacturing Overhead Budget11m
- Ending Finished Goods Inventory Budget11m
- Operating Expenses Budget9m
- Capital Expenditures Budget7m
- Cash Budget1h 1m
- Budgeted Income Statement9m
- Budgeted Balance Sheet31m
- Ch. 24 Flexible Budgets40m
- Ch. 25 Standard Costs and Variances34m
Step-Wise Costs: Videos & Practice Problems
Stepwise costs arise when a resource has limited capacity, so total cost stays constant within one relevant range but jumps to a higher level when activity exceeds that capacity. This creates a step-shaped cost pattern: one server, oven, or manager may cover a certain level of activity, but additional units of the resource are required once that limit is reached.
The key idea is that a stepwise cost can be viewed differently depending on the business context. For a small firm operating within a single relevant range, the cost is usually treated like a fixed cost because output can rise without changing total cost. For a larger firm moving across many capacity levels, the same pattern is often treated more like a variable cost, since higher activity usually requires more resources and pushes total cost upward in steps.
Step-Wise Costs

Step-Wise Costs
A business faces a stepwise cost and is confident that they will not produce outside of their current relevant range. For accounting purposes, they should treat this cost as…
Variable
Mixed
Fixed
None of the above
Here's what students ask on this topic:
Stepwise costs are costs that remain fixed within a certain range of activity but increase in steps when activity exceeds the capacity of a resource. For example, a server can handle up to 1,500 requests per second; if demand exceeds this, a second server is needed, causing a jump in cost. Unlike fixed costs, which remain constant regardless of activity level, stepwise costs increase in discrete jumps. Unlike variable costs, which change continuously with activity, stepwise costs stay constant within a range and then jump. This creates a step-shaped cost pattern, reflecting limited capacity resources like servers, ovens, or managers.
Small firms typically treat stepwise costs as fixed costs because they operate within a single relevant range where the cost does not change despite increased production. For example, a small company using one server will not incur additional server costs unless demand exceeds that server's capacity. Large firms, however, operate across multiple capacity levels and often treat stepwise costs as variable costs. This is because as production increases, they need more resources (like multiple servers), causing costs to rise in steps. Thus, small firms see these costs as fixed within their range, while large firms view them as variable due to frequent capacity expansions.
Stepwise costs create a step-shaped graph because the total cost remains constant within a certain activity range and then jumps to a higher level once the capacity limit is exceeded. Each 'step' represents the addition of a new resource unit, such as a server or manager, to handle increased activity. This pattern indicates that resources have limited capacity; costs do not increase smoothly but in discrete increments. The flat part of each step shows fixed cost within capacity, and the vertical jump shows the cost increase when capacity is expanded.
Understanding stepwise costs helps businesses anticipate when additional resources will be needed as production grows, allowing better cost management. Small firms can optimize production to stay within capacity and avoid higher cost steps, effectively lowering average costs. Large firms can plan for capacity expansions and budget for the increased costs associated with adding resources. Recognizing whether stepwise costs behave more like fixed or variable costs in their context helps firms make informed decisions about scaling production and managing expenses efficiently.
Yes, stepwise costs appear in many industries. In software companies, servers have limited capacity, so additional servers are needed as demand grows. In restaurants, ovens can only produce a certain number of pizzas per hour; exceeding this requires buying another oven. In management, a single manager can only oversee a limited number of employees, so hiring more managers is necessary as the company grows. These examples show how resources with limited capacity cause costs to increase in steps rather than continuously.