Sales $43,680 Cost of goods sold (all variable) Order processing (50 orders processed at $280 per order) Delivery (5,000 miles driven at $0.70 per mile) Rush orders (6 rush orders at $154 per rush order) Customer sales visits (6 sales calls at $140 per call) 26,180 14,000 3,500 924 840 Total costs 45,444 $ (1,764) Profits 1. Assume that Sara is partly correct in her assessment of the report. Upon further investigation, it is determined that 10% of the order processing costs and 20% of the delivery costs would not be avoidable if CRS were to drop Donnelly's. Would CRS benefit from dropping Donnelly's? Show your calculations. Required 2. Sara's bonus is based on meeting sales targets. Based on the preceding information regarding gross margin percentage, what might Sara have done last quarter to meet her target and receive her bonus? How might CRS revise its bonus system to address this? 3. Should Justin rework the numbers? How should he respond to Sara's comments about making Don- nelly's look more profitable?
Dropping a customer, activity-based costing, ethics. Justin Anders is the
Sara looks at the report and remarks, “I’m glad to see all my hard work is paying off with Donnelly’s. Sales have gone up 10% over the previous quarter!”
Justin replies, “Increased sales are great, but I’m worried about Donnelly’s margin, Sara. We were showing a profit with Donnelly’s at the lower sales level, but now we’re showing a loss. Gross margin percentage this quarter was 40%, down five percentage points from the prior quarter. I’m afraid that corporate will push hard to drop them as a customer if things don’t turn around.”
“That’s crazy,” Sara responds. “A lot of that
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