Gargantuan Industries is a multiproduct company with several manufacturing plants. The Boise Plant manufactures and distributes two household cleaning and polishing compounds, standard and commercial, under the Super Clean label. The forecasted operating results for the first six months of the current year, when 100,000 cases of each compound are expected to be manufactured and sold, are presented in the following statement.

SUPER CLEAN COMPOUNDSBOISE PLANT
Forecasted Results of Operations
For the Six-Month Period Ending June 30
(in thousands)
	Standard				Commercial				Total
Sales	$	2,000			$	3,000			$	5,000
Cost of goods sold		1,600				1,900				3,500
Gross profit	$	400			$	1,100			$	1,500
Selling and administrative expenses:
Variable	$	400			$	700			$	1,100
Fixed*		240				360				600
Total selling and administrative expenses	$	640			$	1,060			$	1,700
Income (loss) before taxes	$	(240	)		$	40			$	(200	)

^*The fixed selling and administrative expenses are allocated between the two products on the basis of dollar sales volume.

The standard compound sold for $20 a case and the commercial compound sold for $30 a case during the first six months of the year. The manufacturing costs, by case of product, are presented in the schedule below. Each product is manufactured on a separate production line. Annual normal manufacturing capacity is 200,000 cases of each product. However, the plant is capable of producing 250,000 cases of standard compound and 350,000 cases of commercial compound annually.

	Cost per Case
	Standard				Commercial
Direct material	$	7.00			$	8.00
Direct labor		4.00				4.00
Variable manufacturing overhead		1.00				2.00
Fixed manufacturing overhead*		4.00				5.00
Total manufacturing cost	$	16.00			$	19.00
Variable selling and administrative costs	$	4.00			$	7.00

*Depreciation charges are 50 percent of the fixed manufacturing overhead of each line.

The following schedule reflects the consensus of top management regarding the price-volume alternatives for the Super Clean products for the last six months of the current year. These are essentially the same alternatives management had during the first six months of the year.

Standard Compound								Commercial Compound
Alternative Prices (per case)				Sales Volume (in cases)				Alternative Prices (per case)				Sales Volume (in cases)
$	18				120,000			$	25				175,000
	20				100,000				27				140,000
	21				90,000				30				100,000
	22				80,000				32				55,000
	23				50,000				35				35,000

Gargantuans top management believes the loss for the first six months reflects a tight profit margin caused by intense competition. Management also believes that many companies will leave this market by next year and profit should improve.

Required:

1. What unit selling price should Gargantuan Industries select for each of the Super Clean compounds for the remaining six months of the year?

2-a. Independently of your answer to requirement (1), assume the optimum alternatives for the last six months were as follows: a selling price of $23 and volume of 50,000 cases for the standard compound, and a selling price of $35 and volume of 35,000 cases for the commercial compound. Calculate the contribution margin.

2-b. Given the scenario in requirement (2-a), should management consider closing down its operations until January 1 of the next year in order to minimize its losses?

1. What unit selling price should Gargantuan Industries select for each of the Super Clean compounds for the remaining six months of the year?

	Selling Price
Standard compound	$22	per case
Commercial compound	$30	per case

GARGANTUAN INDUSTRIES

BOISE PLANT

Projected Contribution Margin

For the Six-Month Period Ending December 31

(in thousands)

2a.

	Standard	Commercial	Total
Sales	1150	1225	2375
Variable costs:
Selling and administrative	?	?	?
Manufacturing	?	?	?
Total variable costs
Contribution margin	350	490	840

Given the scenario in requirement (2-a), should management consider closing down its operations until January 1 of the next year in order to minimize its losses?

2b.

Should management consider closing down its operations until January 1 of the next year in order to minimize its losses?

No

*I have revised the question. This is EVERYTHING straight from the textbook!!! I have even provided answers for the parts I do know in this case study. Part 1 is correct. The numbers that are already in Part 2a table is correct. Part 2b answer is correct. I am only in need of those missing items on Part 2a labeled with a "?".