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	$61,150	16,060	$288,110
2	67,190	17,180	268,135
3	60,290	16,040	238,540
4	62,040	14,540	244,555
5	45,290	12,660	182,740
6	74,190	20,040	280,730
7	52,140	13,220	252,750
8	65,640	17,580	282,835
9	77,540	21,190	314,965
10	45,290	10,440	153,715
11	66,740	18,500	292,450
12	69,940	18,860	271,925

Using the results from a simple regression of call center cost on call center time (hours), input the following data:

d-1. Enter the regression coefficients.

Intercept:

Hours: 12.87

d-2. Estimate the cost for a month with 16,400 hours of call center time using the results from a simple regression of call center cost on call center time (hours).