Reference no: EM132985872
Question: Sheridan Equipment sells equipment to sports enthusiasts. Doug Sheridan, the company's president, just received the following income statement reporting the results of the past year.
Baseball Soccer Basketball Total
Sales revenue $1,310,000 $3,750,000 $2,465,000 $7,525,000
Variable cost of goods sold 884,000 2,437,000 1,985,600 5,307,100
Fixed cost of goods sold 119,300 194,700 171,500 485,500
Gross profit 306,700 1,117,800 307,900 1,732,400
Variable operating expenses 176,800 600,000 246,500 1,023,300
Fixed operating expenses 82,200 87,500 75,900 245,600
Common fixed costs 62,500 134,000 100,900 297,400
Operating income ($14,800) $296,300 ($115,400) $166,100
Doug is concerned that two of the company's divisions are showing a loss, and he wonders if the company should stop selling baseball and basketball gear to concentrate solely on soccer gear.
Sumbit a segment margin income statement. Fixed cost of goods sold and fixed operating expenses can be traced to each division. (If the amount is negative then enter with a negative sign preceding the number, e.g. -5,125 or parenthesis, e.g. (5,125).)
Should Doug close the baseball and basketball divisions?
Doug wants to change the allocation method used to allocate common fixed costs to the divisions. His plan is to allocate these costs based on sales revenue. Will this new allocation method change your decision on whether to close the baseball and basketball divisions?