Business Decision Case The Reserve Club is a traditional private golf and country club that hasthree different categories of memberships: golf, tennis & swimming, and social. Golf members haveaccess to all amenities and programs in the Club, Tennis & Swimming members have access to allamenities and programs except use of the golf course, and Social members have access to only thesocial activities of the club, excluding golf, tennis, and swimming.All members have clubhouseprivileges, including use of the bar and restaurant, which is operated by an outside contractor. During the past year, the average membership in each category, along with the number of club visitsduring the year, was

Members Visits

Golf. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .260 9,360

Tennis & Swimming . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 1,500

Social . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .120 2,160

Some members of the Club have been complaining that heavy users of the Club are not bearing their share of the costs through their membership fees. Dess Rosmond, General Manager of the Reserve Club, agrees that monthly fees paid by the various member groups should be based on the annual average amount of cost-related activities provided by the club for the three groups, and he intends toset fees on that basis for the coming year. The annual direct costs of operating the golf course, tennis courts, and swimming pool have been calculated by the Clubs controller as follows:

Golf course. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .$900,000

Swimming pool. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50,000

Tennis courts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25,000

The operation of the bar and restaurant and all related costs, including depreciation on the bar and restaurant facilities, are excluded from this analysis. In addition to the above costs, the Club incurs general overhead costs in the following amounts for the most recent (and typical) year:

General Ledger Overhead Accounts Amounts

Indirect labor for the Club management staff (the general manager,assistant

general manager, membership manager, and club controller). . . . . . . . . . . . . . . . . . . . . . .$250,000

Utilities (other than those directly related to golf, swimming and tennis). . . . . . . . . . . . . . . . .24,000

Website maintenance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2,000

Postage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5,000

Computers and information systems maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7,500

Clubhouse maintenance and depreciation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30,000

Liability insurance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4,000

Security contract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12,000

$334,500

Dess believes that the best way to assign most of the overhead costs to the three membership categories is with an activity-based system that recognizes four key activities that occur regularly in the club:

Recruiting and providing orientation for new members

Maintaining the membership roster and communicating with members

Planning, scheduling and managing Club events

Maintaining the financial records and reporting for the Club

Required

a. Identify and explain which overhead costs can reasonably be assigned to one or more of the four key activities, and suggest a basis for making the assignment.

b. Identify a cost driver for each activity cost pool that would seem to be suitable for assigning the activity cost pool to the three membership categories.

c. Suggest a method for assigning any overhead costs to the three membership categories that cannot reasonably be assigned to activity pools.

d. Comment on the suitability of ABC to this cost assignment situation.