Prejitha
Hi could you pls explain the answer like justify it
Prejitha Understanding the VP of Design's Argument:The VP of Design makes a specific claim:
- The sales division handles more than 50% of the sales and delivery process (based on the flowchart)
- Therefore, sales should be charged with more than 50% of associated costs
- This means design should get a lower percentage of costs attributed to them
Analyzing the Flowchart Evidence:Let me count the steps each division performs:
Sales Division:- Rectangles (6 employees each): 3 steps
- Diamonds (2employees each): 3 steps
- Total: \(6\) steps out of \(8\) total steps = \(75\%\) of the process
Design Division:- Rectangles (\(6\) employees each): \(1\) step
- Diamonds (\(2\) employees each): \(1\) step
- Total: \(2\) steps out of \(8\) total steps = \(25\%\) of the process
Why Option D Strengthens the Argument:Option D states:
"Each step performed by the sales division carries the same cost as each step performed by the design division."This is crucial because:
- If each step costs the same amount regardless of which division performs it
- And Sales performs \(75\%\) of the steps (6 out of 8)
- Then Sales should logically bear \(75\%\) of the total costs
- This directly supports the VP's claim that Sales should be charged with more than \(50\%\) of costs
The equal cost per step creates a
direct proportional relationship between workload and cost allocation, making the VP's argument mathematically justified.
Why Other Options Don't Strengthen as Much:Option A: Varying performance levels actually
contradicts the CFO's statement about "remarkable consistency"
Option B: If design produces all products, this would actually
weaken the VP's argument by suggesting design does more work than shown
Option C: While this shows sales activities are expensive, it doesn't create the clear proportional logic that option D provides
Option E: Constant total costs is neutral information - doesn't help justify changing the allocation
Key Takeaway:Option D strengthens the argument by establishing that cost allocation should match process responsibility. Since Sales handles \(75\%\) of the process steps, and each step costs the same, they should bear \(75\%\) of costs - strongly supporting the VP's position that Sales should be charged with "more than \(50\%\)" of costs.