Advertising Technologies, Inc. (ATI) specializes in providing both published and online advertising services for the business marketplace. The company monitors its costs based on the cost per column inch of published space printed in print advertising media and based on the cost per minute of online advertising time delivered on "The AD Line," a computer-based, online advertising service. ATI has one new competitor, Tel-a-Ad, in its local online advertising market; and with increased competition, ATI has seen a decline in sale of online advertising in recent years. ATI's president, Robert Beard, believes that predatory pricing by Tel-a-Ad has caused the problem. The following is a recent conversation between Robert and Jane Minnear, director of marketing for ATI. Jane: I just received a call from one of our major customers conceming our advertising rates on "The AD Line" who said that a sales rep from another firm (it had to be Tel-a-Ad) had offered the same service at Sl per minute, which is S0.75 per minute less than our price. Robert: It's costing about $1.40 per minute to produce that product. I don't see how they can afford to sell it so cheaply. I'm not convinced that we should meet the price. Perhaps the better strategy is to emphasize producing and selling more published ads, which we're more experienced with and where our margins are high and we have virtually no competition. Jane: You may be right. Based on a recent survey of our customers, I think we can raise the price significantly for published advertising and still not lose business. Robert: That sounds promising; however, before we make a major recommitment to publishing, let's explore other possible explanations. I want to know how our costs compare with our competitors. Maybe we could be more efficient and find a way to earn a good return on online advertising. After this meeting, Robert and Jane requested an investigation of production costs and comparative efficiency of producing published versus online advertising services. The controller, Tim Gentry, indicated that ATI's efficiency was comparable to that of its competitors and prepared the following cost data: Published Advertising Online Advertising Estimated number of production units 100.000 5.000.000 Selling price $210 $1.75 Direct product costs S10,500,000 $2,500,000 Overhead allocation $5,100,000 $4,500,000 Overhead per unit. $51 $0.90 Direct costs per unit. $105 $0.50 Number of customers 90,000 12,500 Number of salesperson days 14,250 1.750 Number of art and design hours.. 17,500 2,500 Number of creative services subcontract hours 50,000 12,500 Number of customer service calls 36,000 4,000 *Based on direct labor costs Upon examining the data, Robert decided that he wanted to know more about the overhead costs since they were such a high proportion of total production costs. He was provided the following list of overhead costs and told that they were currently being assigned to products in proportion to direct labor costs. Selling costs $4,200,000 Visual and audio design costs 1,700,000 Creative services costs.. .2,950,000 Customer service costs. 750,000 Required 1. Using the data provided by the controller, prepare cost calculations for both product lines using Activity- Based-Costing (ABC) and the traditional costing to see whether there is any significant difference in their unit costs. 2. Explain your analyses to help Robert and Jane in making their decisions about whether ATI should switch from the fast-growing, online advertising market back into the well-established published advertising market. 3. Explain whether the traditional costing and activity-based costing lead to the same conclusions