Sal Amato operates a residential landscaping business in an affluent suburb of St. Louis. In an effort to provide quality service, he has concentrated solely on the design and installation of upscale landscaping plans (e.g., trees, shrubs, fountains, and lighting). With his clients continually requesting additional services, Sal recently expanded into lawn maintenance, including fertilization.

The following data relate to his first years experience with 56 fertilization clients:

Each client required six applications throughout the year and was billed $41.00 per application.

Two applications involved Type I fertilizer, which contains a special ingredient for weed control. The remaining four applications involved Type II fertilizer.

Sal purchased 5,100 pounds of Type I fertilizer at $0.54 per pound and 10,100 pounds of Type II fertilizer at $0.41 per pound. Actual usage amounted to 3,210 pounds of Type I and 7,850 pounds of Type II.

A new, part-time employee was hired to spread the fertilizer. Sal had to pay premium wages of $11.60 per hour because of a very tight labor market; the employee logged a total of 167 hours at client residences.

Based on previous knowledge of the operation, articles in trade journals, and conversations with other landscapers, Sal established the following standards:

Fertilizer purchase price per pound: Type I, $0.51; Type II, $0.45

Fertilizer usage: 41 pounds per application

Typical hourly wage rate of landscape personnel: $9.10

Labor time per application: 40 minutes

The operation did not go as smoothly as planned, with customer complaints actually much higher than expected.

4. On the basis of the variances that you computed in parts (1) and (2) was the new service a success from an overall cost-control perspective?

What is the total variance???