Mendota Foods sells a variety of food products around the world. The company engages directly with individuals with an interest in cooking by offering ideas and recipes in various staff blogs and podcasts. The management team at Mendota believes this drives brand loyalty and allows Mendota to charge a premium for its products. One initiative that Mendota has been running for the last three years is a call center with staff who can provide help and answer questions about cooking in general and Mendota products in particular. The chief financial officer is interested in learning more about the costs of this initiative and how they vary with the demands placed on the center. To help answer the question, the financial staff have collected call center volume (number of calls) and call center cost for the last 12 months. During a discussion of those results, one of the cost analysts suggests that length of the calls (total hours) is probably a better driver of call center costs. The managers asked the analyst to collect the information and report on how it should be used. The combined data follow: Month Number of Calls Hours Call Center Costs 1 $61,550 16,260 $288,510 2 67,230 17,220 268,175 3 60,330 16,080 238,580 4 62,080 14,580 244,595 5 45,330 12,700 182,780 6 74,230 20,080 280,770 7 52,180 13,260 252,790 8 65,680 17,620 282,875 9 77,580 21,230 315,005 10 45,330 10,480 153,755 11 66,780 18,540 292,490 12 69,980 18,900 271,965 Using the results of a multiple regression of call center costs on call center calls and call center time (hours), input the following: e-1. Enter the regression coefficients. e-2. Estimate the call center cost in a month of 63,050 calls and 16,800 hours of call center time (hours) using the results of a multiple regression of call center costs on call center calls and call center time (hours).