Alex Pearson has just completed his first year as manager of Charley's Family Steak House number two. Actual profit for the year was well below budgeted profit. Pearson is preparing for a meeting with Charley Turner, the restaurant's owner, to discuss the 2003 operating results and Pearson's performance for the year. In December 2002, Pearson had met with Turner and had accepted the 2003 budget as aggressive, but achievable. Now, he must convince Turner that he did a good job during his first year as manager and that he deserves a bonus