Chapter 8 1. BE.08.23A.ALGO Structuring a Keep-or-Drop Product Line Problem Shown below is a segmented income statement for Orzo Company's three laminated flooring product lines: 2. BE.08.17A.ALGO 3. BE.08.20A.ALGO 4. BE.08.21A.ALGO 5. BE.08.16A ALGO 6. BE.08.22A.ALGO 7. BE.08.25A ALGO 8. EX.08.40.ALGO 9. BE.08.18A 10. BE.08.26B Sales revenue Strip $400,000 Plank Parquet Total $200,000 $300,000 $900,000 Less: Variable expenses Contribution margin 225,000 120,000 $175,000 $ 80,000 250,000 $50,000 595,000 $305,000 Less direct fixed expenses: Machine rent (5,000) (20,000) (50,000) (75,000) Supervision (15,000) (10,000) (20,000) (45,000) Depreciation Segment margin (35,000) (10,000) (25,000) (70,000) $120,000 $ 40,000 $ (45,000) $115,000 Orzo's management is deciding whether to keep or drop the parquet product line. Orzo's parquet flooring product line has a contribution margin of $50,000 (sales of $300,000 less total variable costs of $250,000). All variable costs are relevant. Relevant fixed costs associated with this line include $30,000 in machine rent and $4,700 in supervision salaries. Required: 11. BE.08.19A.ALGO 1. List the alternatives being considered with respect to the parquet flooring line. 12. BE.08.24A.ALGO 2. List the relevant benefits and costs for keeping the parquet flooring line? 3. Which alternative is more cost effective and by how much? by $