As sales manager, Joe Batista was given the following static budget report for selling expenses in the Clothing Department of 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 7,600 10,000 2,400 Favorable $1,824 $2,600 988 800 Sales in units Variable expenses Sales commissions Advertising expense Travel expense Free samples given out Total variable Fixed expenses Rent 3,496 1,520 7,828 4,000 1,200 $776 Unfavorable 188 Favorable 504 Unfavorable 320 Favorable 772 Unfavorable 8,600 1,700 -0- 1,700 1,300 600 1,300 -0- Sales salaries Office salaries Depreciation-autos (sales staff) Neither Favorable nor Unfavorable Neither Favorable nor Unfavorable Neither Favorable nor Unfavorable Neither Favorable nor Unfavorable 600 -0- 500 500 -0- Total fixed -O- Neither Favorable nor Unfavorable $1,90 4,100 $11,928 4,100 $12,700 Total expenses $772 Unfavorable 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.) SORIA COMPANY Selling Expense Flexible Budget Report Clothing Department For the Month Ended October 31, 2020 Ne Budget Actual ni $ $ $ $ A A A V A A V S 5 A