"It's close to a $40,000 loser and we ought to devote our efforts elsewhere," noted Cindy Mires, after reviewing financial reports of her company's attempt to offer a reduced-price daycare service to employees. The daycare's financial figures for the year just ended follow.Revenues$120,000Variable costs45,000Traceable fixed costs89,000Allocated corporate overhead24,000If the daycare service/center is closed, 70% of the traceable fixed cost will be avoided. In addition, the company will incur one-time closure costs of $6,800.Required: A. Show calculations that support Mires' belief that the daycare center lost almost $40,000.B. Should the center be closed? Show calculations to support your answer.C. What problem might the company experience if the center is closed?

What will be an ideal response?


A.

Revenues?$120,000
Less: Variable costs$45,000?
  Traceable fixed costs89,000?
  Allocated corporate overhead24,000158,000
Operating income (loss)?$(38,000)

B. The company would be better-off to continue the daycare service, as the cost of closure exceeds the benefit of on-going operation:
Contribution margin lost ($120,000 - 45,000)$(75,000)
Savings in traceable fixed costs ($89,000 × 70%)62,300
One-time closure cost (6,800)
Benefit (cost) of closure$(19,500)
C. The center is a fringe benefit for employees. Without the service, the company may lose some key people and have trouble attracting new hires. Even if the center produces a small loss, Mires should not be alarmed, as fringe benefits rarely have a zero price tag.

Business

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What will be an ideal response?

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