As sales manager, Joe Batista was given the following static budget report for selling expenses in the Clothing Department of Soria Company for the month of October SORIA COMPANY Clothing Department Budget Report For the Month Ended October 31, 2020 Difference Favorable Unfavorable Neither Favorable Budget Actual nor Unfavorable Sales in units 7,800 11,000 3,200 Favorable Variable expenses Sales commissions $1,716 $2,640 $924 Unfavorable Advertising expense 780 1,100 320 Unfavorable Travel expense 3,744 4,950 1,206 Unfavorable Free samples given out 1,482 1,210 272 Favorable Total variable 7,722 9,900 2,178 Unfavorable Fixed expenses Rent 1,700 1,700 -0-Neither Favorable nor Unfavorable Sales salaries 1,400 1,400 -O- Neither Favorable nor Unfavorable Office salaries 900 900 -0-Neither Favorable nor Unfavorable Depreciation-autos (sales staff) 600 -O-Neither Favorable nor Unfavorable Total fixed 4,600 4,600 -0- Neither Favorable nor Unfavorable Total expenses $12,322 $14,500 $2,178 Unfavorable 600 As a result of this budget report, Joe was called into the president's office and congratulated on his fine sales performance. He was reprimanded, however, for allowing his costs to get out of control. Joe knew something was wrong with the performance report that he had been given. However, he was not sure what to do, and comes to you for advice. Prepare a budget report based on flexible budget data to help Joe. (List variable costs before fixed costs.)