Frank said that he planned to give each member of the management committee a copy of this schedule and then to comment briefly on each of the items. Jim Peterson said he thought the schedule was okay as far as it went, but that it just didn’t highlight things in a manner which indicated what corrective actions should be taken in 2001 or indicated the real causes for the favorable overall variance. Which elements were uncontrollable, for example? He suggested that Frank try to break down the sales volume variance into the part attributable to sales mix, the part attributable to market share shifts, and the part actually attributable to overall volume changes. He also suggested breaking down the unfavorable manufacturing variance to indicate what main corrective actions are called for in 2001. For example, he said, much of the total was due to price differences versus quantity differences? Since the division was a pure “price taker” for commodities like milk and sugar, he wondered how to best treat the price variances. Finally, he suggested that Frank call on John Vance, the corporate controller, if he needed some help in the mechanics of breaking out these different variances.