Cost allocation to divisions. Holbrook Corporation has three divisions: pulp, paper, and fibers. Holbrooks new controller, Paul Weber, is reviewing the allocation of fixed corporate-overhead costs to the three divisions. He is presented with the following information for each division for 2013: Pulp Paper Fibers Revenues $ 9,800,00 $17,100,000 $25,500,000 Direct manufacturing costs 3,500,000 7,800,000 11,100,000 Division administrative costs 3,300,000 2,000,000 4,700,000 Division margin $3,000,000 $ 7,300,000 9,700,000 Number of employees 300 150 550 Floor space (square feet) 53,200 35,340 101,460 Until now, Holbrook Corporation has allocated fixed corporate-overhead costs to the divisions on the basis of division margins. Weber asks for a list of costs that comprise fixed corporate overhead and suggests the following new allocation bases: Fixed Corporate Overhead Costs Suggested Allocation Bases Human resource management $ 2,300,000 Number of employees Facility 3,200,000 Floor space (square feet) Corporate administration 4,600,000 Division administrative costs Total $10,100,000 1. Allocate 2013 fixed corporate-overhead costs to the three divisions using division margin as the allocation base. What is each divisions operating margin percentage (division margin minus allocated fixed corporate-overhead costs as a percentage of revenues)? 2. Allocate 2013 fixed costs using the allocation bases suggested by Weber. What is each divisions operating margin percentage under the new allocation scheme? 3. Compare and discuss the results of requirements 1 and 2. If division performance is linked to operating margin percentage, which division would be most receptive to the new allocation scheme? Which division would be the least receptive? Why? 4. Which allocation scheme should Holbrook Corporation use? Why? How might Weber overcome any objections that may arise from the divisions?