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Part a | ||||||
Major weekness of the said performance report is cost drivers. | ||||||
Since no of home sold in budget and actual are not same, these two are not comparable. | ||||||
All variable expenses variance are unfavorable because actual | ||||||
no of home sold are more than budgeted. | ||||||
Part b | ||||||
Budget | Actual | Variance | ||||
No of Home Re-sales | Working | 202 | 202 | |||
Variable Expense | ||||||
Sales Commission | 1102950/180*202 | $1,237,755 | $1,205,183 | $ 32,572 | F | |
Automobile | 36000/180*202 | $ 40,400 | $ 39,560 | $ 840 | F | |
Advertising | 171000/180*202 | $ 191,900 | $ 192,690 | $ 790 | U | |
General Overhead | 656100/180*202 | $ 736,290 | $ 716,970 | $ 19,320 | F | |
Total | $2,206,345 | $2,154,403 | $ 51,942 | F | ||
Fixed Expense | ||||||
General Overhead | Fixed hence remain same at all sale level | $ 60,000 | $ 62,300 | $ 2,300 | U | |
Total Expense | $2,266,345 | $2,216,703 | $ 49,642 | F |
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Question1
As sales manager, Joe Batista was given the following static
budget report for selling expenses in the Clothing Department of
Sunland Company for the month of October.
As a result of this budget report, Joe was called into the
president’s office and congratulated on his fine sales performance.
He was reprimanded, however, for allowing his costs to get out of
control. Joe knew something was wrong with the performance report
that he had been given. However, he was not...