Manchester Technology, Inc., manufactures several different types of printed circuit boards; however, two of the boards account for the majority of the company's sales. The first of these boards, a television circuit board, has been a standard in the industry for several years. The market for this type of board is competitive and price-sensitive. Manchester plans to sell 75,000 of the TV boards in 20x1 at a price of $510 per unit. The second high-volume product, a personal computer circuit board, is a recent addition to Manchester's product line. Because the PC board incorporates the latest technology, it can be sold at a premium price. The 20x1 plans include the sale of 50,000 PC boards at $910 per unit. Manchester's management group is meeting to discuss how to spend the sales and promotion dollars for 20x1. The sales manager believes that the market share for the TV board could be expanded by concentrating Manchester's promotional efforts in this area. In response to this suggestion, the production manager said, "Why don't you go after a bigger market for the PC board? The cost sheets that I get show that the contribution from a PC board is significantly larger than the contribution from a TV board. I know we get a premium price for the PC board. Selling it should help overall profitability." The cost-accounting system shows that the following costs apply to the PC and TV boards.

	PC Board	TV Board
Direct material	$	229		$	149
Direct labor		4.0	hr.		1.0	hr.
Machine time		1.5	hr.		1.0	hr.

Variable manufacturing overhead is applied on the basis of direct-labor hours. For 20x1, variable overhead is budgeted at $2,390,000, and direct-labor hours are estimated at 288,750. The hourly rates for machine time and direct labor are $42 and $48, respectively. The company applies a material-handling charge at 10 percent of material cost. This material-handling charge is not included in variable manufacturing overhead. Total 20x1 expenditures for direct material are budgeted at $22,625,000. Andrew Fulton, Manchester's controller, believes that before the management group proceeds with the discussion about allocating sales and promotional dollars to individual products, it might be worthwhile to look at these products on the basis of the activities involved in their production. Fulton has prepared the following schedule to help the management group understand this concept. "Using this information," Fulton explained, "we can calculate an activity-based cost for each TV board and each PC board and then compare it to the standard cost we have been using. The only cost that remains the same for both cost methods is the cost of direct material. The cost drivers will replace the direct labor, machine time, and overhead costs in the old standard cost figures."

Budgeted Cost			Cost Driver	Budgeted Annual Activity for Cost Driver
Procurement		$	900,000		Number of parts		6,668,000	parts
Production scheduling			490,000		Number of boards		131,250	boards
Packaging and shipping			980,000		Number of boards		131,250	boards
Total		$	2,370,000
Machine setup		$	932,000		Number of setups		577,500	setups
Hazardous waste disposal			116,000		Pounds of waste		27,300	pounds
Quality control			1,180,000		Number of inspections		315,000	inspections
General supplies			162,000		Number of boards		131,250	boards
Total		$	2,390,000
Machine insertion		$	2,900,000		Number of parts		4,820,000	parts
Manual insertion			6,668,000		Number of parts		1,848,000	parts
Wave-soldering			314,000		Number of boards		131,250	boards
Total		$	12,214,000

Required per Unit	PC Board	TV Board
Parts:		75			36
Machine insertions		46			35
Manual insertions		29			1
Machine setups		5			4
Hazardous waste disposal, in lb.		0.40			0.08
Inspections		3			2

Required: 1. Identify at least four general advantages associated with activity-based costing. 2. On the basis of Manchester's unit cost data given in the problem, calculate the total amount that each of the two product lines will contribute toward covering fixed costs and profit in 20x1. 3. Using activity-based costing, calculate the total amount that each of the two product lines will contribute toward covering fixed costs and profit in 20x1.