Virtually all of the other costs of the branch-rent, depreciation, utilities, and so on-are organization-sustaining costs that cannot be meaningfully assigned to individual customer transactions, such as depositing cheques. In addition to the cost data above, the employees of the Windsor branch have been interviewed concerning how their time was distributed last year across the activities included in the activity based costing study. The results of those interviews appear below: Teller wages Assistant branch manager salary Branch manager salary Activity Opening accounts Processing deposits and withdrawals Processing other customer transactions The manager of the Windsor branch of the Regal Bank of Canada has provided the following data concerning the transactions of the branch during the past year: Distribution of Resource Consumption across Activities Processing Processing Opening Deposits and Other Customer Accounts Withdrawals Transactions 75% 15% 0% 10% 15% 25% 0% 0% 20% Activity Cost Pool Opening accounts Processing deposits and withdrawals Processing other customer transactions Other Activities 10% 50% 80% Total Activity at the Windsor Branch 200 accounts opened. 50,000 deposits and withdrawals 1,000 other customer transactions Required: 1. Using the first-stage allocation data and above tables, compute the activity rates for the ABC system. (Round your answers to 2 decimal places.) X Answer is not complete. Totals 100% 100% 100% Activity Rate $ 500.00 per account opened per deposit or withdrawal $5,000.00 per other customer transaction