Penny Worth Unlimited produces and sells three lines of carpet: economy, standard, and deluxe. Jackson Paul, the chief financial officer of the company, has prepared the following report on the profitability in the past year. In the report, fixed costs are allocated based on yards of carpet. Yards of carpet Sales Less variable costs (dye, yarn, labor, etc.) Less fixed costs (depreciation, supervisory salaries, etc.) Profit (loss) Economy 29,400 $325,000 173,400 164,080 $(12,480) Standard 44,100 $699,000 427,400 246,120 $25,480 Deluxe 73,500 $1,521,100 921,300 410,200 $189,600 Total 147,000 $2,545,100 1,522,100 820,400 $202,600 Upon seeing the report, Paul White, the president of Penny Worth Unlimited, suggested that the company should consider dropping the economy grade and concentrate on the two other lines. Jackson replied, however, that doing this would lead to the cost allocation death spiral. Revise the report assuming the company drops the economy grade. (Enter loss using either a negative sign preceding the number e.g. -45 or parentheses e.g. (45).) Standard Deluxe Total Yards of carpet Sales $ $ $ Less variable costs Less fixed costs Profit (loss) $ $ $ If either the standard or the deluxe grades is reporting a loss in part a, revise the report assuming that it is also dropped. (Enter loss using either a negative sign preceding the number e.g. -45 or parentheses e.g. (45).) Deluxe Yards of carpet Sales Less variable costs Less fixed costs Profit (loss) $