Foress Unlimited produces and sells three lines of carpet: economy, standard, and deluxe. Lee Anthony, the chief financial officer of company, has prepared the following report on the profitability in the past year. In the report, fixed costs are allocated based on ya of carpet. Economy Standard Deluxe Total Yards of carpet Sales 29,600 44,400 74,000 148,000 $322,000 $710,000 $1,543,900 $2,575,900 Less variable costs (dye, yarn, labor, etc.) 176,600 430,100 923,100 1,529,800 Less fixed costs (depreciation, supervisory salaries, etc.) Profit (loss) 163,920 245,880 409,800 819,600 $(18,520) $34,020 $211,000 $226,500 Upon seeing the report, Anthony Walker, the president of Foress Unlimited, suggested that the company should consider dropping economy grade and concentrate on the two other lines. Lee replied, however, that doing this would lead to the cost allocation deat spiral. Revise the report assuming the company drops the economy grade. (Enter loss using either a negative sign preceding the number e.g. -45 or parentheses e.g. (45).) Yards of carpet Sales Less variable costs Less fixed costs Profit (loss) Standard Deluxe Total If either the standard or the deluxe grades is reporting a loss in part a, revise the report assuming that it is also dropped. (Enter loss using either a negative sign preceding the number e.g. -45 or parentheses e.g. (45).) Yards of carpet Sales Less variable costs Less fixed costs Profit (loss) $ Deluxe