Structuring a keep-or-Drop Product Line Problem with Complementary Effects Shown below is a segmented income statement for Hickory Company's three wooden flooring product lines: Strip Plank Parquet $300,000 Total $900,000 Sales revenue $400,000 Less: Variable expenses 225,000 $200,000 120,000 $ 80,000 250,000 595,000 Contribution margin $175,000 $ 50,000 $305,000 Less direct fixed expenses: Machine rent (55,000) Supervision (5,000) (15,000) (35,000) (20,000) (10,000) (10,000) (30,000) (5,000) (25,000) (30,000) Depreciation (70,000) Segment margin $120,000 $ 40,000 $150,000 (10,000) Hickory's management is deciding whether to keep or drop the parquet product line. Hickory's parquet flooring product line has a contribution margin of $50,000 (sales of $300,000 less total variable costs of $250,000). All variable costs are relevant. Relevant fixed costs associated with this line include 80% of parquet's machine rent and all of parquet's supervision salaries. In addition, assume that dropping the parquet product line would reduce sales of the strip line by 26% and sales of the plank line by 20%. All other information remains the same. 1. If the parquet product line is dropped, what is the contribution margin for the strip line? $ 115,000 X For the plank line? $125,000 x 2. Which alternative (keep or drop the parquet product line) is now more cost effective and by how much? Keep by $ 10,000 X