Red Line Railroad Inc. has three regional divisions organized as profit centers. The chief executive officer (CEO) evaluates divisional performance, using income from operations as a percent of revenues. The following quarterly income and expense accounts were provided from the trial balance as of December 31:

RevenuesEast	$884,000
RevenuesWest	1,050,000
RevenuesCentral	1,870,000
Operating ExpensesEast	568,100
Operating ExpensesWest	623,520
Operating ExpensesCentral	1,170,540
Corporate ExpensesShareholder Relations	157,000
Corporate ExpensesCustomer Support	407,000
Corporate ExpensesLegal	261,000
General Corporate Officers Salaries	270,750

The company operates three service departments: Shareholder Relations, Customer Support, and Legal. The Shareholder Relations Department conducts a variety of services for shareholders of the company. The Shareholder Relations Department and general corporate officers salaries are not controllable by division management. The Customer Support Department is the companys point of contact for new service, complaints, and requests for repair. The department believes that the number of customer contacts is an activity base for this work. The Legal Department provides legal services for division management. The department believes that the number of hours billed is an activity base for this work. The following additional information has been gathered:

	East	West	Central
Number of customer contacts	4,500	5,500	8,500
Number of hours billed	1,350	2,160	2,290

	Required:
1.	Prepare quarterly income statements showing income from operations for the three divisions. Use three column headings: East, West, and Central.
2.	Identify the most successful division according to the profit margin.
3.	What would you include in a recommendation to the CEO for a better method for evaluating the performance of the divisions? What is a major weakness of the present method?