| 3,000 | 3,000 | $0 | - | Subtotal | $6,172,200 | $6,113,100 | ($59,100) | U | Total Fix Costs | $652,700 | 612,800 | ($39,900) | U | Total | $6,824,900 | $6,725,900 | ($99,000) | U |
3. One of the corrective actions I would take for 1974 based on the profit variance analysis would be to emphasize the importance of forecasting an accurate budget. There seems to be conflict between the divisional managers and that should be addressed. Each person should want to provide the most useful results and not just the results that are the “least technical”. It would also be important to make sure that each division head knows what their responsibilities are in the budget analysis. The areas that deserve commendation in 1973 are obviously the favorable variances that occurred from within the variable costs of Flavors and Additives. For example, the largest part of the operational variance that he accounted for was due to the milk and sugar price variances. Is this an area where the company can control costs or it is out of their control? By showing the sales mix variance for each product you can get an even more depth look at the price variances based on mix and where sales forces should be focusing their attention (see below). The ice cream mix that had the highest standard contribution margin also has the lowest