Mark Fletcher, President of SoftGro, Inc., was looking forward to seeing the performance reports for November because he knew the company's sales for the month had exceeded budget by a considerable margin. SoftGro, a distributor of educational software packages, has been growing steadily for approximately two years. Fletcher's biggest challenge at this point was to ensure that the company did not lose control of expenses during this growth period. When Fletcher received the November reports, he was dismayed to see the large unfavorable variance in the company's Monthly Selling expense Report that follows: Annual Budget November Budget November Actual November Variance Unit sales 2,000,000 280,000 310,000 30,000 Dollar sales $ 80,000,000.00 $ 11,200,000.00 $ 12,400,000.00 $ 1,200,000.00 Orders processed 54,000 6,500 5,800 -700 Sales personnel per month 90 90 96 -6 Advertising $ 19,800,000.00 $ 1,650,000.00 $ 1,660,000.00 $ 10,000.00 U Staff salaries $ 1,500,000.00 $ 125,000.00 $ 125,000.00 $ - Sales salaries $ 1,296,000.00 $ 108,000.00 $ 115,400.00 $ 7,400.00 U Commissions $ 3,200,000.00 $ 448,000.00 $ 496,000.00 $ 48,000.00 U Per diem expense $ 1,782,000.00 $ 148,500.00 $ 162,600.00 $ 14,100.00 U Office expenses $ 4,080,000.00 $ 340,000.00 $ 358,400.00 $ 18,400.00 U Shipping expenses $ 6,750,000.00 $ 902,500.00 $ 976,500.00 $ 74,000.00 U Total expenses $ 38,408,000.00 $ 3,722,000.00 $ 3,893,900.00 $ 171,900.00 U Fletcher called in the company's new controller, Susan Porter, to discuss the implications of the variances reported for November and to plan a strategy for improving performance. Porter suggested that the company's reporting format might not be giving Fletcher a true picture of the company's operations. She proposed that SoftGro implement flexible budgeting. Porter offered to redo the Monthly Selling Expense Report for November using flexible budgeting so that Fletcher could compare the two reports and see the advantages of flexible budgeting. Porter discovered the following information about the behavior of SoftGro's selling expenses. The total compensation paid to the sales force consists of a monthly base salary and a commission; the commission varies with sales dollars. Sales office expense is a semivariable cost with the variable portion related to the number of orders processed. The fixed portion of office expense is $3,000,000 annually and is incurred uniformly throughout the year. Subsequent to the adoption of the annual budget for the current year, SoftGro decided to open a new sales territory. As a consequence, approval was given to hire six additional salespeople effective November 1. Porter decided that these additional six people should be recognized in her revised report. Per diem reimbursement to the sales force, while a fixed amount per day, is variable with the number of sales personnel and the number of days spent traveling. SoftGro's original budget was based on an average sales force of 90 people throughout the year with each salesperson traveling 15 days per month. The company's shipping expense is a semivariable cost with the variable portion, $3.00 per unit, dependant on the number of units sold. The fixed portion is incurred uniformly throughout the year. 1) Prepare a revised Monthly Selling Expense Report for November that would permit Mark Fletcher to more clearly evaluate SoftGro's control over selling expenses. The report should have a line for each selling expense item showing the appropriate budgeted amount, the actual selling expense, and the monthly dollar variance.

Mark Fletcher, President of SoftGro, Inc., was looking forward to seeing the performance reports for November because he knew the company's sales for the month had exceeded budget by a considerable margin. SoftGro, a distributor of educational software packages, has been growing steadily for approximately two years. Fletcher's biggest challenge at this point was to ensure that the company did not lose control of expenses during this growth period. When Fletcher received the November reports, he was dismayed to see the large unfavorable variance in the company's Monthly Selling expense Report that follows: Annual Budget November Budget November Actual November Variance Unit sales 2,000,000 280,000 310,000 30,000 Dollar sales $ 80,000,000.00 $ 11,200,000.00 $ 12,400,000.00 $ 1,200,000.00 Orders processed 54,000 6,500 5,800 -700 Sales personnel per month 90 90 96 -6 Advertising $ 19,800,000.00 $ 1,650,000.00 $ 1,660,000.00 $ 10,000.00 U Staff salaries $ 1,500,000.00 $ 125,000.00 $ 125,000.00 $ - Sales salaries $ 1,296,000.00 $ 108,000.00 $ 115,400.00 $ 7,400.00 U Commissions $ 3,200,000.00 $ 448,000.00 $ 496,000.00 $ 48,000.00 U Per diem expense $ 1,782,000.00 $ 148,500.00 $ 162,600.00 $ 14,100.00 U Office expenses $ 4,080,000.00 $ 340,000.00 $ 358,400.00 $ 18,400.00 U Shipping expenses $ 6,750,000.00 $ 902,500.00 $ 976,500.00 $ 74,000.00 U Total expenses $ 38,408,000.00 $ 3,722,000.00 $ 3,893,900.00 $ 171,900.00 U Fletcher called in the company's new controller, Susan Porter, to discuss the implications of the variances reported for November and to plan a strategy for improving performance. Porter suggested that the company's reporting format might not be giving Fletcher a true picture of the company's operations. She proposed that SoftGro implement flexible budgeting. Porter offered to redo the Monthly Selling Expense Report for November using flexible budgeting so that Fletcher could compare the two reports and see the advantages of flexible budgeting. Porter discovered the following information about the behavior of SoftGro's selling expenses. The total compensation paid to the sales force consists of a monthly base salary and a commission; the commission varies with sales dollars. Sales office expense is a semivariable cost with the variable portion related to the number of orders processed. The fixed portion of office expense is $3,000,000 annually and is incurred uniformly throughout the year. Subsequent to the adoption of the annual budget for the current year, SoftGro decided to open a new sales territory. As a consequence, approval was given to hire six additional salespeople effective November 1. Porter decided that these additional six people should be recognized in her revised report. Per diem reimbursement to the sales force, while a fixed amount per day, is variable with the number of sales personnel and the number of days spent traveling. SoftGro's original budget was based on an average sales force of 90 people throughout the year with each salesperson traveling 15 days per month. The company's shipping expense is a semivariable cost with the variable portion, $3.00 per unit, dependant on the number of units sold. The fixed portion is incurred uniformly throughout the year. 1) Prepare a revised Monthly Selling Expense Report for November that would permit Mark Fletcher to more clearly evaluate SoftGro's control over selling expenses. The report should have a line for each selling expense item showing the appropriate budgeted amount, the actual selling expense, and the monthly dollar variance.

Managerial Accounting: The Cornerstone of Business Decision-Making

7th Edition

ISBN:9781337115773

Author:Maryanne M. Mowen, Don R. Hansen, Dan L. Heitger

Publisher:Maryanne M. Mowen, Don R. Hansen, Dan L. Heitger

Chapter7: Cost-volume-profit Analysis

Section: Chapter Questions

Problem 64P: Suppose that Kicker had the following sales and cost experience (in thousands of dollars) for May of...

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	Annual Budget	November Budget	November Actual	November Variance
Unit sales	2,000,000	280,000	310,000	30,000
Dollar sales	$ 80,000,000.00	$ 11,200,000.00	$ 12,400,000.00	$ 1,200,000.00
Orders processed	54,000	6,500	5,800	-700
Sales personnel per month	90	90	96	-6
Advertising	$ 19,800,000.00	$ 1,650,000.00	$ 1,660,000.00	$ 10,000.00	U
Staff salaries	$ 1,500,000.00	$ 125,000.00	$ 125,000.00	$ -
Sales salaries	$ 1,296,000.00	$ 108,000.00	$ 115,400.00	$ 7,400.00	U
Commissions	$ 3,200,000.00	$ 448,000.00	$ 496,000.00	$ 48,000.00	U
Per diem expense	$ 1,782,000.00	$ 148,500.00	$ 162,600.00	$ 14,100.00	U
Office expenses	$ 4,080,000.00	$ 340,000.00	$ 358,400.00	$ 18,400.00	U
Shipping expenses	$ 6,750,000.00	$ 902,500.00	$ 976,500.00	$ 74,000.00	U
Total expenses	$ 38,408,000.00	$ 3,722,000.00	$ 3,893,900.00	$ 171,900.00	U

Fletcher called in the company's new controller, Susan Porter, to discuss the implications of the variances reported for November and to plan a strategy for improving performance. Porter suggested that the company's reporting format might not be giving Fletcher a true picture of the company's operations. She proposed that SoftGro implement flexible budgeting. Porter offered to redo the Monthly Selling Expense Report for November using flexible budgeting so that Fletcher could compare the two reports and see the advantages of flexible budgeting.

Porter discovered the following information about the behavior of SoftGro's selling expenses.

The total compensation paid to the sales force consists of a monthly base salary and a commission; the commission varies with sales dollars.
Sales office expense is a semivariable cost with the variable portion related to the number of orders processed. The fixed portion of office expense is $3,000,000 annually and is incurred uniformly throughout the year.
Subsequent to the adoption of the annual budget for the current year, SoftGro decided to open a new sales territory. As a consequence, approval was given to hire six additional salespeople effective November 1. Porter decided that these additional six people should be recognized in her revised report.
Per diem reimbursement to the sales force, while a fixed amount per day, is variable with the number of sales personnel and the number of days spent traveling. SoftGro's original budget was based on an average sales force of 90 people throughout the year with each salesperson traveling 15 days per month.
The company's shipping expense is a semivariable cost with the variable portion, $3.00 per unit, dependant on the number of units sold. The fixed portion is incurred uniformly throughout the year.

1) Prepare a revised Monthly Selling Expense Report for November that would permit Mark Fletcher to more clearly evaluate SoftGro's control over selling expenses. The report should have a line for each selling expense item showing the appropriate budgeted amount, the actual selling expense, and the monthly dollar variance.

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