When Carol Lindquist was planning Janovi's operations for this year, she prepared the following budgeted income statement at various levels of sales. The CEO decided that the company's best alternative was a budget based on a sales volume of 120,000 units. 200,000 120,000 150,000 Sales $1,500,000 $1,824,000 $2,100,000 Variable Costs Direct material 278,000 327,600 389,000 Direct labor 160,000 178,800 225,000 Overhead 361,000 393,600 507,000 Shipping 84,000 93,600 114,000 Total variable costs 883,000 993,600 1,235,000 Contribution margin 617,000 830,400 865,000 Fixed Costs Overhead 30,000 30,000 30,000 Rent 15,000 15,000 15,000 Insurance 10,500 10,500 10,500 Advertising 6,800 6,800 6,800 Advertising 6.800 6,800 6,800 Total fixed costs 62.300 62,300 62,300 Operating income $554,700 $768,100 $802,700 The company's income statement, reflecting actual sales of 129,000 units, follo Sales $1,960,800 Variable Costs Direct material 351,400 Direct labor 218,200 Overhead 466,700 Shipping 115,700 Total variable costs 1,152,000 Contribution margin 808,800 Fixed Costs Overhead 23,000 Overhead 23,000 Rent 15,000 Insurance 12,300 Advertising 8.700 Total fixed costs 59,000 Operating income $749.800 Prepare a performance report for Janovi showing both the flexible budget and sales volume variances. (Enter all amounts as positive value. Round unit costs to 2 decimal places and final answers to 0 decimal places, e.g. 125. If variance is zero, select "Not Applicable" and enter 0 for the amounts.) Actual Results Flexible Budget Variance Flexible Budget Units Sales $ $ $ Variable Costs Actual Results Flexible Budget Variance Flexible Budget Units Sales $ $ $ Variable Costs Direct material $ Direct labor Overhead Shipping Total variable costs Contribution margin Flexible Budget Sales Volume Variance Static Budget $ $ $ $ Overhead Shipping Total variable costs Contribution margin Fixed Costs Overhead Rent Insurance Advertising Total fixed costs Operating income $ $ $ $