Red Carpet LLC is a national hospitality and entertainment company with headquarters in Philadelphia, PA with national operations in the US. Historically, the company has had 3 divisions: hotels, food service, and cruise lines. However, it recently completed the acquisition of Sparkstar theaters, a movie theater company, that it is slated to become its 4th division. Red Carpet now owns 200 hotels in 48 states, 4 brands of restaurants with 1776 locations, 4 Buoy Bay branded cruise ships, and 300 Sparkstar theaters.

Its matrix organizational structure consists of a central HR, accounting, business development, sales, marketing, and research and development departments located at the headquarters in Philadelphia that serve each division. Each division is located in a different part of the US and lead by a VP that reports to the President and CEO. The company is privately owned by a consortium of investors and investor groups.

Red Carpet has 16,000 employees, 1000 of which work at its corporate headquarters. The organizational culture of the headquarters is informal and organic and there are few policies and processes that guide employee behavior. The company, as a whole, does not value HR so employees struggle with many employee relations and employment law concerns. The company outsources all of its training to one of the investor group companies, however this training is commonly not customized to the needs of Red Carpet.

As a whole, Red Carpet struggles with its business to business partners and suppliers because of its reputation for being nonnegotiable. Red Carpet would rather disrupt the quality and availability of its only products and services rather than partner for the supply chain resources that it needs. Likewise, Red Carpet does not hold many of the General Managers in its hotels, restaurants, and its cruise ships accountable for performance, opting instead for a weaker political strategy of blaming and gotcha games.

Being aware of these challenges, Red Carpet acquired Sparkstar for their strong industry reputation and financial performance in the hopes that merging the structure and culture of Sparkstar into Red Carpet would change the organization for the better. Historically, Red Carpet has been a highly successful company, however in recent years, its mismanagement has created noticeable effectives in product and service quality and its bottom line.

Divisions

Hotels: Red Carpet branded hotels are mid-price semi-luxury hotels known for high quality. Each customer is given a red velvet cupcake upon checking in. Red Carpet relies on its General Managers to micromanage the hotel. Despite its corporate parent owning a restaurant division, no Red Carpet hotels have restaurants. The Red Carpet division headquarters are in Sedona AZ. Many of the hotels are in need of refurbishment.

Food Service: Chicken Heaven is a fast-food chain with a long tradition of quality, large customer base, and 1000 locations. It is a solid overall performer for Red Carpet with high employee satisfaction. Burger Blast is another fast-food chain recently launched to cater to upscale customers who seek customized, gourmet-style burgers. It has 200 locations, however General Managers are struggling with budget and supplies causing a poor customer experience and high employee turnover. Food Park is a buffet-style restaurant with 500 locations that has been recently struggling because of high competition and poor marketing. Delicacy is a high-end restaurant with an urban theme. It has 76 locations, is the oldest of Red Carpet's food service operations, and provides a unique dining experience for customers. However, General Managers have a high turnover at Delicacy because of the grueling schedule. The food service division is located in Burke, ID.

Cruise Ships: Buoy Bay cruise ships offer low-cost, short-term cruises from Port Canaveral, FL only to the US Virgin Islands. Buoy Bay offers customers average quality staterooms and food from Chicken Heaven, Burger Blast, and Food Park. However, it does not offer a non-buffet formal dining option such as Delicacy. Although they are known for their over-the-top entertainment, employee turnover is very high relying primary on seasonal employees who are poorly trained. Buoy Bay has had much controversy. Just 5 years ago, the Buoy Bay cruise ship, Garland of the Sails, hit a reef, partially sank, and had to be salvaged in a 1.5 billion dollar operation. This resulted in a Federal investigation that is still pending. The Buoy Bay division is located in Lapsowanne, OR.

Movie Theaters: Sparkstar theaters were recently purchased from the Vegamega group for 2.3 billion dollars. Sparkstar is the highest rated movie theater chain the US. It has high customer and employee satisfaction, an efficient organizational structure, and solid financial results. Sparkstar's culture is one of high HR involvement including a strong training and development department, Sparkstar Institute. Sparkstar has a customer rewards program that provides a free movie rental of the film that the customer saw in the theater which has been very popular and has increased its strong customer base. Sparkstar has its divisional headquarters in Pasadena, CA.

The Issues

With the purchase of Sparkstar theaters, Red Carpet is hoping to redefine its operations in the next 5 years. It sees opportunities to integrate its divisions, products, and services to better serve its customers and employees. Here is a summary of some of the issues that Red Carpet must address in its strategic plan:

Internal politics and communication
Improved HR and training
Employee relations issues
Federal investigations
Product and service quality
Marketing support
Performance issues
Redefining the organizational structure
Improving its organizational culture
Integrating products and services
Resource and supply chain issues

Your Role

Leroy Banks, the Director of Change management at Red Carpet is seeking an Organization Development Consultant to address Red Carpet's need for change. You've just received a consulting contract from him to help prepare a plan to assist Red Carpet. You're excited about the opportunity and are motivated to work on this project. You know that your insight will assist Red Carpet with managing organizational change.

Primary Task Response: Within the Discussion Board area, write 300-400 words that respond to the following questions with your thoughts, ideas, and comments. This will be the foundation for future discussions by your classmates. Be substantive and clear, and use examples to reinforce your ideas.

Additional Information:

The VP of HR reviewed the executive summary and decided that your recommendation was a strong course of action for the change process. In her discussions with Leroy, she mentioned that it would be good to have you participate in a focus group to discuss your experiences with the change process. She was interested in discovering some best practices for change and felt that your experiences would be very valuable to Red Carpet’s approach to change. To guide the discussion, she recommended addressing a few points that should be covered in the focus group. Leroy will gather the results of the focus group and share it with the VP of HR.

Review the Red Carpet scenario for this course and with your classmates; discuss the following questions that will provide insight into your own change experiences:

Describe a successful change initiative from your own experiences and why it worked well.
Describe an unsuccessful change initiative from your own experiences and why it did not achieve its intended objectives.
From your own experiences, summarize the key success factors for change at Red Carpet that you would recommend to Leroy.

It is February 1, 2020 and you have been contacted by the owners of a proposed new restaurant in Columbus. This restaurant will be located on a piece of land near the Bradley Park area. The restaurant will emphasize fresh Mediterranean cuisine. The restaurant is the idea of two individuals that formerly worked for the Red Lobster’s Restaurant chain. The grand opening will be on April 2, 2020. The restaurant owners are aware of your expertise in small business and have asked you to develop an advertising plan for them.   They have agreed to pay you

$ 3,500 for this project, plus your reasonable business expenses.

            Using a budget accompanied by a narrative description, develop an advertising plan in outline form to present to the owners of the business. The owners are limited to only $ 8,000 for promotion and advertising until the company starts operations. From that point, the business will have to generate additional money for advertising from new sales. Please ensure that they know how their money will be used and why you believe your plan will attract customers.

The following information is to be used to determine your expenses:

Daily Newspapers: $600 for a quarter page ad on Sunday (20% of residents read the Ledger~Enquirer).

Television: Local affiliates will sell 30 second spots during the news for $ 10,000 per advertisement. Local cable companies will sell 30 second spots for $ 200.00 on ESPN.

Radio: A Rate Card for radio advertisements is not available for your analysis. For planning purposes, you can use the following rates:

Morning drive time (M - F; 6:00 - 10:00 am): $ 60 per day or five days for $ 180.00.

Evening drive time (M - F; 4:00 - 7:00 pm): $ 50 per day or five days for $ 130.00.

All other times: $ 20.00 per individual spot.

Magazines: N/A - no regional magazines are feasible as they cost $ 4,500 per monthly advertisement.

Billboards: Local billboards can be secured for a monthly package deal of $1,800 for three sites on I-185 north of Columbus or a package deal for $800 for two locations on Veterans Parkway. You must buy the package deal. You cannot buy individual billboards.

Direct Mail: A letter with two enclosed pieces of paper will cost you $ 0.75 per person to mail bulk rate.

Flyers: Flyers can be printed by the local print shop for $ 0.045 per sheet.

Student Newspaper: The student newspaper sells ad space at $150.00 for a quarter page ad. It has only 3,000 readers.

Other more creative, “boot-strapping” promotional techniques can be considered in your plan, but you must explain them.

Marie and Alex just paid $250,000 for a house. They made a down payment of $50,000 and assumed a 30-year $200,000 mortgage with a fixed annual interest rate of 5.50%. The house will serve as a residence for several years, but Marie and Alex also view it as an investment, as property values in the neighborhood are projected to increase at a rate of 5% per year in the near future. Property taxes on their home will be $4,236 the first year and are expected to increase 3% a year. Homeowners insurance will cost $632 the first year and is expected to increase at a rate of 2% each year. The couple plans to sell the house after eight years. Answer the following questions.

What will the couple pay in total mortgage payments over the 8 years (Mortgage payments include an Escrow Account that pays for Homeowners Insurance and Property Taxes. See questions 1, 2, 3 and 4 for amounts. )?

C program and pseudocode for this problem.

A parking garage charges a $2.00 minimum fee to park for up to three hours and additional $0.50 per hour over three hours. The maximum charge for any given 24-hour period is $10.00. Assume that no car parks for longer than 24 hours at a time. Write a program that will calculate and print the parking charges for each of three customers who parked their cars in this garage yesterday. You should enter the hours parked for each customer. Your program should print the results in a tabular format, and should calculate and print the total of yesterday's receipts. The program should use the function calculateCharges to determine the charge for each customer. Your output should display the car #, the hours entered and the total charge.

A suburban hotel derives its revenue from its hotel and restaurant operations. The owners are interested in the relationship between the number of rooms occupied on a nightly basis and the revenue per day in the restaurant. Below is a sample of 25 days (Monday through Thursday) from last year showing the restaurant income and number of rooms occupied.

1. Choose the scatter diagram that best fits the data.

• Scatter diagram 1

• Scatter diagram 2

• Scatter diagram 3

2. Determine the coefficient of correlation between the two variables. (Round your answer to 3 decimal places.)

1. c-1. State the decision rule for 0.01 significance level: H₀: ρ ≤ 0; H₁: ρ > 0. (Round your answer to 3 decimal places.)

1. c-2. Compute the value of the test statistic. (Round your answer to 2 decimal places.)

1. c-3. Is it reasonable to conclude that there is a positive relationship between revenue and occupied rooms? Use the 0.01 significance level.

4. What percent of the variation in revenue in the restaurant is accounted for by the number of rooms occupied? (Round your answer to 1 decimal place.)

A suburban hotel derives its revenue from its hotel and restaurant operations. The owners are interested in the relationship between the number of rooms occupied on a nightly basis and the revenue per day in the restaurant. Below is a sample of 25 days (Monday through Thursday) from last year showing the restaurant income and number of rooms occupied.

Determine the coefficient of correlation between the two variables. (Round your answer to 3 decimal places.)

c-1. State the decision rule for 0.025 significance level: H0: ρ ≤ 0; H1: ρ > 0. (Round your answer to 3 decimal places.)

c-2Compute the value of the test statistic. (Round your answer to 2 decimal places.)

c-3. Is it reasonable to conclude that there is a positive relationship between revenue and occupied rooms? Use the 0.025 significance level.

What percent of the variation in revenue in the restaurant is accounted for by the number of rooms occupied? (Round your answer to 1 decimal place.)

A suburban hotel derives its revenue from its hotel and restaurant operations. The owners are interested in the relationship between the number of rooms occupied on a nightly basis and the revenue per day in the restaurant. Below is a sample of 25 days (Monday through Thursday) from last year showing the restaurant income and number of rooms occupied.

1. Choose the scatter diagram that best fits the data.

• Scatter diagram 1

• Scatter diagram 2

• Scatter diagram 3

2. Determine the coefficient of correlation between the two variables. (Round your answer to 3 decimal places.)

Pearson correlation _______

1. c-1. State the decision rule for 0.01 significance level: H₀: ρ ≤ 0; H₁: ρ > 0. (Round your answer to 3 decimal places.)

Reject H0 if t > ________

1. c-2. Compute the value of the test statistic. (Round your answer to 2 decimal places.)

Value of the test statistic ______

4. What percent of the variation in revenue in the restaurant is accounted for by the number of rooms occupied? (Round your answer to 1 decimal place.)

_____ % of the variation in revenue is explained by variation in occupied rooms.

A suburban hotel derives its revenue from its hotel and restaurant operations. The owners are interested in the relationship between the number of rooms occupied on a nightly basis and the revenue per day in the restaurant. Below is a sample of 25 days (Monday through Thursday) from last year showing the restaurant income and number of rooms occupied.

1. Determine the coefficient of correlation between the two variables. (Round your answer to 3 decimal places.)

Pearson Correlation:

2.

c-1. State the decision rule for 0.01 significance level: H₀: ρ ≤ 0; H₁: ρ > 0. (Round your answer to 3 decimal places.)

c-2. Compute the value of the test statistic.

D. What percent of the variation in revenue in the restaurant is accounted for by the number of rooms occupied? (Round your answer to 1 decimal place.)

________% of the variation in revenue is explained by variation in occupied rooms.

A suburban hotel derives its revenue from its hotel and restaurant operations. The owners are interested in the relationship between the number of rooms occupied on a nightly basis and the revenue per day in the restaurant. Below is a sample of 25 days (Monday through Thursday) from last year showing the restaurant income and number of rooms occupied.

a. Choose the scatter diagram that best fits the data.

b. Determine the coefficient of correlation between the two variables. (Round your answer to 3 decimal places.)

1. c-1. State the decision rule for 0.01 significance level: H₀: ρ ≤ 0; H₁: ρ > 0. (Round your answer to 3 decimal places.)

1. c-2. Compute the value of the test statistic. (Round your answer to 2 decimal places.)

1. c-3. Is it reasonable to conclude that there is a positive relationship between revenue and occupied rooms? Use the 0.01 significance level.

d.

4. What percent of the variation in revenue in the restaurant is accounted for by the number of rooms occupied? (Round your answer to 1 decimal place.)

A suburban hotel derives its revenue from its hotel and restaurant operations. The owners are interested in the relationship between the number of rooms occupied on a nightly basis and the revenue per day in the restaurant. Below is a sample of 25 days (Monday through Thursday) from last year showing the restaurant income and number of rooms occupied.

1. Choose the scatter diagram that best fits the data.

• Scatter diagram 1

• Scatter diagram 2

• Scatter diagram 3

2. Determine the coefficient of correlation between the two variables. (Round your answer to 3 decimal places.)

Pearson correlation _____

1. c-1. State the decision rule for 0.01 significance level: H₀: ρ ≤ 0; H₁: ρ > 0. (Round your answer to 3 decimal places.)

Reject H0 if T> _____

1. c-2. Compute the value of the test statistic. (Round your answer to 2 decimal places.)

Value of the test statistic _________

1. c-3. Is it reasonable to conclude that there is a positive relationship between revenue and occupied rooms? Use the 0.01 significance level.

______ H0, it ______ reasonable to conclude that there is a positive relationship between revenue and occupied rooms.

4. What percent of the variation in revenue in the restaurant is accounted for by the number of rooms occupied? (Round your answer to 1 decimal place.)

_____ % of the variation in revenue is explained by variation occupied rooms.