MMV Inc. opened a chain of businesses several years ago that provide quick oil changes and other minor services in conjunction with a convenience operation consisting of a soup, sandwich, and snack bar. The strategy was that as customers brought autos in for oil changes, they would likely use the convenience operation to purchase a sandwich, bowl of soup, beverage, or some other snack while they were waiting for the work to be completed on their autos. The oil change operation occupies 80% of the facility and includes three service bays. The soup, sandwich, and snack bar occupies the remaining 20%. A general manager is responsible for the entire operation, but each segment also has a manager responsible for its individual operation. Recently, the following annual operating information for the soup, sandwich, and snack bar at one of MMVs locations caught the general managers attention. Sales for the year were $265,000, and cost of sales (food, beverages, and snack items) are 50% of sales revenue. Operating expense information for the convenience operation follows:

Food service items (spoons, napkins, etc.)	$	3,900
Utilities		7,500
Wages for part-time employees		51,000
Convenience operation managers salary		63,000
General managers salary		21,000
Advertising		23,000
Insurance		12,300
Property taxes		3,300
Food equipment depreciation		5,300
Building depreciation		18,000

While investigating these operating expenses, MMV Inc. determines the following:

• Utilities are allocated to each segment based on square footage; however, 50% of the amount allocated to the soup, sandwich, and snack bar results from operating the food equipment.
• The general managers salary is allocated between the segments based on estimated time spent with each operation. It is determined that 15% of the general managers time is spent with the convenience operation.
• Advertising is allocated to each segment equally but could be reduced by $3,300 if MMV decided to advertise only the auto services.
• Insurance is allocated to each segment based on square footage, but only 20% of the amount allocated to the soup, sandwich, and snack bar results directly from its operation.
• Property taxes and building depreciation are allocated to each segment based on square footage.

Required:

1. From the preceding information, calculate the operating income from the soup, sandwich, and snack bar operation that has caught the general managers attention.
2. Identify whether each of these operating expenses is relevant to the decision of discontinuing the soup, sandwich, and snack bar operation, if relevant, provide the relevant values.
3. If MMV discontinues the soup, sandwich, and snack bar operation, how much will operating income increase or decrease for this location?
4. Should MMV continue or discontinue the soup, sandwich, and snack bar operation at this location?

Operating loss

Sales Cost of sales Food service items Wages for part time employees Utilities Convenience operation manager's salary General manager's salary Advertising Insurance Property taxes Food equipment depreciation Building depreciation Relevant Relevant Relevant Relevant Relevant Relevant Not relevant Relevant Relevant Not relevant Not relevant Not relevant C. If MMV discontinues the soup, sandwich, and snack bar operation, how much will operating income increase or decrease for this location? d. Should MMV continue or discontinue the soup, sandwich, and snack bar operation at this location? C. Decrease MMV should in operating income continue the convenience operation. d