Questions
What processes would be involved in the initial set-up of the new hotel?

What processes would be involved in the initial set-up of the new hotel?

In: Operations Management

What are similarities. and differences. between running a club versus running a hotel?

What are similarities. and differences. between running a club versus running a hotel?

In: Operations Management

October 1993 Marriott Corporation announced plans to divide its operations into two separate businesses (spin off...

October 1993 Marriott Corporation announced
plans to divide its operations into two separate
businesses (spin off of hotel mgt’ business)

– Marriott International: manage Marriott’s hotel chain and receive most of the revenue

– Host Marriott: own all the company’s real estate and be responsible for servicing essentially all of the old company’s $3 billion of debt

What will happen to Marriott’s stock price and
bond price after this announcement?

In: Finance

You are considering a hotel purchase. The current purchase price is $ 3,000,000. The bank is...

You are considering a hotel purchase. The current purchase price is $ 3,000,000. The bank is willing to finance 70% of the purchase price for 20 years in quarterly installments at 8% per annum mortgage nominal rate. What is the balloon payment you will have to pay, if you want to resell the hotel after 10 years? Consider a fully amortizing fixed rate mortgage.

a)      $ 0

b)      $ 1,445,395

c)       $ 1,669,270

d)      $ 1,981,333

In: Finance

At year-end (December 31), Chan Company estimates its bad debts as 0.40% of its annual credit...

At year-end (December 31), Chan Company estimates its bad debts as 0.40% of its annual credit sales of $879,000. Chan records its Bad Debts Expense for that estimate. On the following February 1, Chan decides that the $440 account of P. Park is uncollectible and writes it off as a bad debt. On June 5, Park unexpectedly pays the amount previously written off. Prepare the journal entries for these transactions.

In: Accounting

The City of Pfeiffer starts the year of 2017 with the general fund and an enterprise...

The City of Pfeiffer starts the year of 2017 with the general fund and an enterprise fund. The general fund has two activities: education and parks/recreation. For convenience, assume that the general fund holds $144,000 cash and a new school building costing $1,180,000. The city utilizes straight-line depreciation. The building has a 20-year life and no salvage value. The enterprise fund has $65,000 cash and a new $360,000 civic auditorium with a 30-year life and no salvage value. The enterprise fund monitors just one activity, the rental of the civic auditorium for entertainment and other cultural affairs.

The following transactions for the city take place during 2017. Assume that the city’s fiscal year ends on December 31.

Decides to build a municipal park and transfers $72,000 into a capital projects fund and immediately expends $20,600 for a piece of land. The creation of this fund and this transfer were made by the highest level of government authority.

Borrows $113,400 cash on a long-term bond for use in creating the new municipal park.

Assesses property taxes on the first day of the year. The assessment, which is immediately enforceable, totals $618,600. Of this amount, $525,800 will be collected during 2017 and another $51,600 is expected in the first month of 2018. The remainder is expected about halfway through 2018.

Constructs a building in the park in (b) for $40,000 cash so that local citizens can play basketball and other sports. It is put into service on July 1 and should last 10 years with no salvage value.

Builds a sidewalk around the new park for $10,000 cash and puts it into service on July 1. It should last for 10 years, but the city plans to keep it up to a predetermined quality level so that it will last almost indefinitely.

Opens the park and charges an entrance fee of only a token amount so that it records the park, therefore, in the general fund. Collections during this first year total $4,000.

Buys a new parking deck for $220,000, paying $22,000 cash and signing a long-term note for the rest. The parking deck, which is to go into operation on July 1, is across the street from the civic auditorium and is considered part of that activity. It has a 20-year life and no salvage value.

Receives a $110,000 cash grant for the city school system that must be spent for school lunches for the poor. Appropriate spending of these funds is viewed as an eligibility requirement of this grant. During the current year, $40,700 of the amount received was properly spent.

Charges students in the school system a total fee of $6,600 for books and the like. Of this amount, 90 percent is collected during 2017 with the remainder expected to be collected in the first few weeks of 2018.

Buys school supplies for $23,000 cash and uses $17,800 of them. The general fund uses the purchases method.

Receives a painting by a local artist to be displayed in the local school. It qualifies as a work of art, and officials have chosen not to capitalize it. The painting has a value of $83,700. It is viewed as inexhaustible.

Transfers $20,600 cash from the general fund to the enterprise fund as a capital contribution.

Orders a school bus for $102,000.

Receives the school bus and pays an actual cost of $105,000. The bus is put into operation on October 1 and should last for five years with no salvage value.

Pays salaries of $247,000 to school teachers. In addition, owes and will pay $30,800 during the first two weeks of 2018. Vacations worth $23,600 have also been earned but will not be taken until July 2018.

Pays salaries of $43,000 to city auditorium workers. In addition, owes and will pay $3,500 in the first two weeks of 2018. Vacations worth $5,800 have also been earned but will not be taken until July 2018.

Charges customers $150,800 for the rental of the civic auditorium. Of this balance, collected $127,600 in cash and will collect the remainder in April 2018.

Pays $10,400 maintenance charges for the building and sidewalk in (d) and (e).

Pays $16,200 on the bond in (b) on the last day of 2017: $5,800 principal and $10,400 interest.

Accrues interest of $15,000 on the note in (g) as of the end of 2017, an amount that it will pay in June 2018.

Assumes that a museum that operates within the city is a component unit that will be discretely presented. The museum reports to city officials that it had $48,500 of direct expenses this past year and $57,700 in revenues from admission charges. The only assets that it had at year-end were cash of $27,700, building (net of depreciation) of $346,300, and a long-term liability of $242,400.

Prepare the 2017 government-wide financial statements for this city. Assume the use of the modified approach.

Prepare a statement of net position. (Amounts to be deducted should be indicatedby a minus sign.)

CITY OF PFEIFFER
Statement of Net Position
Government-Wide Financial Statements
December 31, 2017
Governmental Activities Business-Type Activities Total Component Unit
Assets:
Cash $148,200 $27,700
Property tax receivables 92,800 92,800
Receivables-school fees 660 660
Rent receivable 23,200 23,200
Supplies 5,200 5,200
Land 20,600 20,600
Sidewalk 10,000 10,000
School bus 99,750 99,750
Parking deck (net) 214,500 214,500
Buildings (net) 348,000 346,300
Total assets $229,010 $733,900 $466,710 $374,000
Liabilities:
Salary payable $30,800 $3,500 $34,300
Vacation payable 23,600 5,800 29,400
Interest payable 15,000 15,000
Unearned revenues 69,300 69,300
Bonds and notes payable 107,600 198,000 305,600 242,400
Total liabilities $231,300 $222,300 $453,600 $242,400
Net position
Capital assets, less related debt $103,900
Unrestricted 27,700
Total net assets $0 $0 $0 $131,600

In: Accounting

Beate Klingenberg manages a​ Poughkeepsie, New​ York, movie theater complex called Cinema 8. Each of the...

Beate Klingenberg manages a​ Poughkeepsie, New​ York, movie theater complex called Cinema 8. Each of the eight auditoriums plays a different​ film; the schedule staggers starting times to avoid the large crowds that would occur if all eight movies started at the same time. The theater has a single ticket booth and a cashier who can maintain an average service rate of

280 patrons per hour. Service times are assumed to follow a negative exponential distribution. Arrivals on a normally active day are Poisson distributed and average 200

per hour.

a) Find the average number of moviegoers waiting in line to purchase a ticket.
b) What percentage of the time is the cashier busy?
c) What is the average time that a customer spends in the system?
d) What is the average time spent waiting in line to get to the ticket window?
e) What is the probability that there are more than two people in the system? More than three people? More than four?

In: Operations Management

/*explain */ Select * From Student join enrollment on student.ID = enrollment.Student_ID             join section on...

/*explain */ Select *

From Student join enrollment on student.ID = enrollment.Student_ID

            join section on section.ID = enrollment.section_ID

            join department on major = department.name

            join faculty on faculty.id = section.faculty_ID

            join address on address.id = student.address_ID

            join Course on section.course_Number = course.course_number and section.dept_id = course.dept_ID

Where

--we want to make sure we have name information for students if we want to reach out to them

Student.Name_Last Not Like ('')

-- the theater department has asked to be out of this study

and Student.Major <> 'Theater'

--no students who have failed as we're looking for passing grades

and Grade > '1.33'

--we want to make sure we only have instructors, and the theater department is not part of this study

and Faculty.job in

            (Select job

            From Faculty

            Where Job not in ('Administrative','General Services','Human Resources')

            and Dept <> 'THT')

and Section_ID >=1

--summer courses don't always reflect accurately given their tight schedule and rapid fire delivery of materials

and Semester <> 'Summer'

--we don't want bias of an adivosr giving better grades

and Student.Advisor_ID <> Section.Faculty_ID

-- we don't want bias if a student is possibly a faculty members child

and Student.Address_ID <> Faculty.Address_ID

Order by Student.Name_Last, Grade desc, Faculty.Name_Last, Major

  1. Based on the output from the explain command, determine the steps you would take (building indexes on certain columns, modifying the query, both, etc.) to get the same output, but improve overall performance.
  2. Execute three steps that you think would make for improvement in the performance of this query. Report their run time in the table below.

Evaluate the impact of the steps you took, what their potential benefits and setbacks may be, and what you would advise as the next steps to improve the performance of this query.

In: Computer Science

Required information [The following information applies to the questions displayed below.] In January 2017, Mitzu Co....

Required information

[The following information applies to the questions displayed below.]

In January 2017, Mitzu Co. pays $2,700,000 for a tract of land with two buildings on it. It plans to demolish Building 1 and build a new store in its place. Building 2 will be a company office; it is appraised at $854,000, with a useful life of 20 years and a $90,000 salvage value. A lighted parking lot near Building 1 has improvements (Land Improvements 1) valued at $427,000 that are expected to last another 14 years with no salvage value. Without the buildings and improvements, the tract of land is valued at $1,769,000. The company also incurs the following additional costs:

Cost to demolish Building 1 $ 345,400
Cost of additional land grading 187,400
Cost to construct new building (Building 3), having a useful life of 25 years and a $398,000 salvage value 2,202,000
Cost of new land improvements (Land Improvements 2) near Building 2 having a 20-year useful life and no salvage value 178,000

2. Prepare a single journal entry to record all the incurred costs assuming they are paid in cash on January 1, 2017.


In: Accounting

Case: Disneyland in Europe Between 1988 and 1990 three $150 million amusement parks opened in France....

Case: Disneyland in Europe

Between 1988 and 1990 three $150 million amusement parks opened in France. By 1991 two of them were bankrupt and the third was doing poorly. Despite this, the Walt Disney Company went ahead with a plan to open Europe’s first Disneyland in 1992. Far from being concerned about the theme park doing well, Disney executives were worried that Euro Disneyland would be too small to handle the giant crowds. The $4.4 billion project was to be located on 5,000 acres in Seine-et-Marne 20 miles east of Paris. And the city seemed to be an excellent location; there were 17 million people within a two-hour drive of Euro Disneyland, 41 million within a four-hour drive, and 109 million within six hours of the park. This included people from seven countries: France, Switzerland, Germany, Luxembourg, the Netherlands, Belgium, and Britain. Disney officials were optimistic about the project. Their US parks, Disneyland and Disneyworld, were extremely successful, and Tokyo Disneyland was so popular that on some days it could not accommodate the large number of visitors. Simply put, the company was making a great deal of money from its parks. However, the Tokyo park was franchised to others—and Disney management felt that it had given up too much profit with this arrangement. This would not be the case at Euro Disneyland. The company’s share of the venture was to be 49 per cent for which it would put up $160 million. Other investors put in $1.2 billion, the French government provided a low-interest $900 million loan, banks loaned the business $1.6 billion, and the remaining $400 million was to come from special partnerships formed to buy properties and to lease them back. For its investment and management of the operation, the Walt Disney Company was to receive 10 per cent of Euro Disney’s admission fees, 5 per cent of food and merchandise revenues, and 49 per cent of all profits. The location of the amusement park was thoroughly researched. The number of people who could be attracted to various locations throughout Europe and the amount of money they were likely to spend during a visit to the park were carefully calculated. In the end, France and Spain had proved to offer the best locations. Both countries were well aware of the park’s capability for creating jobs and stimulating their economy. As a result, each actively wooed the company. In addition to offering a central location in the heart of Europe, France was prepared to provide considerable financial incentives. Among other things, the French government promised to build a train line to connect the amusement park to the European train system. Thus, after carefully comparing the advantages offered by both countries, France was chosen as the site for the park. At first things appeared to be off to a roaring start. Unfortunately, by the time the park was ready to open, a number of problems had developed, and some of these had a very dampening effect on early operations. One was the concern of some French people that Euro Disney was nothing more than a transplanting of Disneyland into Europe. In their view the park did not fit into the local culture, and some of the French press accused Disney of “cultural imperialism.” Others objected to the fact that the French government, as promised in the contract, had expropriated the necessary land and sold it without profit to the Euro Disneyland development people. Signs reading “Don’t gnaw away our national wealth” and “Disney go home” began appearing along roadways. These negative feelings may well have accounted for the fact that on opening day only 50,000 visitors showed up, in contrast to the 500,000 that were expected. Soon thereafter, operations at the park came under criticism from both visitors and employees. Many visitors were upset about the high prices. In the case of British tourists, for example, because of the Franc exchange rate, it was cheaper for them to go to Florida than to Euro Disney. In the case of employees, many of them objected to the pay rates and the working conditions. They also raised concerns about a variety of company policies ranging from personal grooming to having to speak English in meetings, even if most people in attendance spoke French. Within the first month 3,000 employees quit. Some of the other operating problems were a result of Disney’s previous experiences. In the United States, for example, liquor was not sold outside of the hotels or specific areas. The general park was kept alcohol free, including the restaurants, in order to maintain a family atmosphere. In Japan, this policy was accepted and worked very well. However, Europeans were used to having outings with alcoholic beverages. As a result of these types of problems, Euro Disney soon ran into financial problems. In 1994, after three years of heavy losses, the operation was in such bad shape that some people were predicting that the park would close. However, a variety of developments saved the operation. For one thing, a major investor purchased 24.6 per cent (reducing Disney’s share to 39 per cent) of the company, injecting $500 million of much needed cash. Additionally, Disney waived its royalty fees and worked out a new loan repayment plan with the banks, and new shares were issued. These measures allowed Euro Disney to buy time while it restructured its marketing and general policies to fit the European market. In October 1994, Euro Disney officially changed its name to “Disneyland Paris.” This made the park more French and permitted it to capitalize on the romanticism that the word “Paris” conveys. Most importantly, the new name allowed for a new beginning, disassociating the park from the failure of Euro Disney. This was accompanied with measures designed to remedy past failures. The park changed its most offensive labor rules, reduced prices, and began being more culturally conscious. Among other things, alcohol beverages were now allowed to be served just about anywhere. The company also began making the park more appealing to local visitors by giving it a “European” focus. Ninety-two per cent of the park’s visitors are from eight nearby European countries. Disney Tomorrowland, with its dated images of the space age, was jettisoned entirely and replaced by a gleaming brass and wood complex called Discovery land, which was based on themes of Jules Verne and Leonardo da Vinci. In Disneyland food services were designed to reflect the fable’s country of origin: Pinocchio’s facility served German food, Cinderella’s had French offerings, and at Bella Notte’s the cuisine was Italian. The company also shot a 360-degree movie about French culture and showed it in the “Visionarium” exhibit. These changes were designed to draw more visitors, and they seemed to have worked. Disneyland Paris reported a slight profit in 1996, and the park continued to make a modest profit through to the early 2000s. In 2002 and 2003, the company was once again making losses, and new deals had to be worked out with creditors. This time, however, it wasn’t insensitivity to local customs but a slump in the travel and tourism industry, strikes and stoppages in France, and an economic downturn in many of the surrounding markets.

Questions :

What is Walt Disney Company shown as multinational enterprises (MNE) characteristics?
Disney instead of licensing some other firm to build and operate the park and settling for a royalty, it takes wholly ownership strategy in the firm, why?
Are Walt Disney and Euro Disney indicate the same strategy of MNE?
Before going ahead with Euro Disney, was there an external environmental analysis from Disney? Clarify.
Total: 800 words.

In: Operations Management