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 $1,800,000 $2,100,000 Variable Costs Direct material 278,000 328,800 386,000 Direct labor 160,000 180,000 227,000 Overhead 363,000 420,000 505,000 Shipping 83,000 102,000 115,000 Total variable costs 884,000 1,030,800 1,233,000 Contribution margin 616,000 769,200 867,000 Fixed Costs Overhead 26,000 26,000 26,000 Rent 20,000 20,000 20,000 Insurance 11,800 11,800 11,800 Insurance 11,800 11,800 11,800 Advertising 6,200 6,200 6,200 Total fixed costs 64,000 64,000 64,000 Operating income $552,000 $705,200 $803,000 The company's income statement, reflecting actual sales of 133,000 units, follows. Sales $1,995,000 Variable Costs Direct material 351,700 Direct labor 219,300 Overhead 466,400 Shipping 115,300 Total variable costs 1,152,700 Contribution margin 842,300 Fixed Costs Fixed Costs Overhead 20,800 Rent 20,000 Insurance 13,300 Advertising 8,800 Total fixed costs 62,900 Operating income $779,400 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 O 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 $ $ $ Sales $ $ Variable Costs Direct material $ Direct labor Overhead Shipping Total variable costs Contribution margin Fixed Costs Overhead Rent Flexible Budget Sales Volume Variance Static Budget $ $ $ $ Rent Insurance Advertising Total fixed costs Operating income $ $ V $ $ V