Questions
You just got hired at a brand new hospital as a financial analyst and the Board...

You just got hired at a brand new hospital as a financial analyst and the Board wants to buy an MRI machine but they are unsure if this makes financial sense. You gather some figures so you can make an informed decision to present to the Board. (questions 40-44) Use CF’s given, no further calculation has to be done for CF’s.

Cost of the MRI machine 1.5 million

Salvage value after 5 years 50k

Working capital to hire an operator 200k only initially and not recoverable.

CF yr 1-3 400k

CF yr 4-5 300k

The hospital currently has no common stock or preferred stock or debt in their capital structure as it was funded with a 25 million dollar gift from Bill Gates. The machine is to be financed with a 5%, 5 year loan. Interest is tax deductible and the tax rate is 30%

Assume now that the hospital was financed with 60% debt and 40% equity. The cost of debt is 6% and taxes are 20%, while the risk free rate is 3%, beta is .8 and the return of the market is 9%. If cash flow in years 1-3 are now assumed to increase to 500k instead of 400k, what would you recommend to the board?

a. Yes as it adds 136k in value

b. Yes as it adds 98k in value

c. no as the IRR

d. Yes as it adds 100k in value

44. T/F the payback under the original MRI assumptions is 4.67 years

MRI Cost 1,500,000.00 CF0 1 2 3 4 5 IRR 9.14%
Salvage Value 50,000.00 -1,700,000.00 500,000.00 500,000.00 500,000.00 300,000.00 350,000.00
Working Capital 200,000.00
CF Yr 1-3 500,000.00
CF Yr 4-5 300,000.00

In: Finance

The builder of a new movie theater is trying to decide how many screens she wants....

The builder of a new movie theater is trying to decide how many screens she wants. Below are her estimate of the number of patrons the complex will attract each year depending on the number of screens available. Number of screens: Total number of patrons 1 50,000 2 95,000 3 135,000 4 170,000 5 195,000 The owner expects to net $2 per ticket sold. Construction costs are $1,000,000 per screen. The screen can always be resold for $1,000,000 at the end of the year. However, the builder has to borrow $1,000,000 per screen and pay the lender the prevailing interest rate.

a) What is the marginal product per screen? In other words how much revenue does each screen generate

b) How many screens will be built if the interest rate is 6%

c) How many screens will be built if the interest rate is 8.5%?

d) How many screens will be built if the interest rate is 12%

In: Economics

An Illinois state program evaluator is tasked with studying the intelligence of soon-to-graduate high school students...

An Illinois state program evaluator is tasked with studying the intelligence of soon-to-graduate high school students in a number of Chicago-area high schools.

One of the specific questions that needs to be answered is, “How do the students of Collins High School, one of Chicago’s lowest-rated high schools in terms of academic achievement, fare in intelligence compared to students of Lincoln Park High School, one of Chicago’s highest-rated high schools in terms of academic achievement?”.

To conduct this study, the program evaluator administers the Wechsler Adult Intelligence Scale, 4th Edition (WAIS-IV) to one 12th grade class from each high school in the Chicago area (if you are interested in learning more about the WAIS-IV, click here).

The following table shows the WAIS-IV scores for student from Collins HS and Lincoln Park HS (note: data were fabricated for purposes of this excersize):

Collins HS

Lincoln Park HS

Student

WAIS-IV Score

Student

WAIS-IV Score

1

105

1

93

2

81

2

90

3

102

3

87

4

90

4

109

5

95

5

106

6

110

6

104

7

90

7

109

8

100

8

104

9

80

9

115

10

90

10

112

11

84

11

112

12

81

12

100

13

90

13

97

14

107

14

90

15

101

15

104

16

90

16

107

17

101

First, complete the below grouped frequency table of WAIS-IV scores for each HS:

WAIS-IV Score

Collins HS ( f )

Lincoln Park HS ( f )

80-89

90-99

100-109

110-119

Compute the appropriate calculations to complete the following table :

MEASURE

Collins HS ( f )

Lincoln Park HS ( f )

Mean

Median

Mode

N

N-1

ΣX

(ΣX)2

ΣX2

S2X

SX

s2X

sX

What is the shape of the distribution of intelligence scores (normal, negatively skewed, positively skewed) for Collins HS? Explain how you arrived at your answer.

What is the shape of the distribution of intelligence scores (normal, negatively skewed, positively skewed) for Lincoln Park HS? Explain how you arrived at your answer.

In: Math

Organizational culture - Ritz-Carlton The Ritz-Carlton is committed to treating its guests as HRHers of the...

Organizational culture - Ritz-Carlton

The Ritz-Carlton is committed to treating its guests as HRHers of the hotel, drawing on the best institutional cultures in the area of ​​residence, and the staff are referred to as "ladies and gentlemen". The hotel employees carry a card with the hotel logo printed on it that states: “We, ladies and gentlemen, provide the service to women and gentlemen.”


They have trained the employees of the Ritz in very precise standards and specifications to deal with customers. The founders of the company, Caesar Ritz and Auguste Escover, set these standards for more than a century, and Ritz employees are continuing to be trained in the company's traditions and values.


The managers reinforce the company’s values ​​and review service methods in 15-minute “show” sessions every day in every hotel building. These values ​​form the basis for employee training and compensation. Nothing is left to chance when it comes to providing exemplary customer service,


Prospective employees pass tests related to cultural suitability and attributes associated with the innate love of service provision. "The smile should look natural," says one of the company’s managers. Although team members are expected to be highly motivated and highly motivated, their behavior in dealing with inmates is very detailed and written, which is the company's new approach in contrast to what the company has been doing before: No less for employees how to make inmates feel happy. Employees are expected to discover this themselves now. Diana Orrick, Vice President, says, “We have switched from this written guideline approach and moved to results management.” But the result has not changed. The goal is still for the inmate to express his admiration for the service they receive. However, based on the new approach, the interactions of team members with inmates are more natural, calm, and honest, which is better than appearing as lines from a booklet.
answer the questions:


1. What is the prevailing culture at the Ritz-Carlton? In your opinion, why is this type of culture important to a luxury hotel? With a discussion of the weaknesses of such a culture type?
2. What challenges do you think the Ritz-Carlton Hotel faced in changing the organizational culture? With a discussion of what the Ritz-Carlton should do to maintain the new organizational culture?
3. What characteristics of a potential employee do you think will be the happiest and most successful in this culture? In your opinion, how can new employees "learn" this culture?
4. What can other organizations learn from the Ritz-Carlton about the importance of organizational culture?

In: Operations Management

Case2: Disneyland in Europe Between 1988 and 1990 three $150 million amusement parks opened in France....

Case2: 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.

answer about 800 words.

In: Operations Management

Many product markets exhibit characteristics of both monopolistic competition and oligopolies, such as video game consoles...

Many product markets exhibit characteristics of both monopolistic competition and oligopolies, such as video game consoles and movie theater chains. What characteristics in each of these markets make it more monopolistically competitive? Which characteristics make it more like an oligopoly?

a. Elastic demand with differentiated products.

b. Differentiated products with mutual interdependence.

c. Single seller of a good or service and collusive agreement.

d. Large number of sellers with homogenous products.

In: Economics

A person with axial hypermetropia has a lens-retina distance of 1.9 cm and the maximum optical...

A person with axial hypermetropia has a lens-retina distance of 1.9 cm and the maximum optical power of their eye is the same as that for a normal person.

A) what is the near point for this person?

B) What is the range accommodation this person needs to see objects from their near point all the way to their far point (Which is the same as for a normal eye)?

C) What is the optical power of the contact lenses used to treat this person and give them a normal near point of 25 cm>

In: Physics

The state of California has a mean annual rainfall of 22 inches, whereas the state of New York has a mean annual rainfall of 42 inches.

The state of California has a mean annual rainfall of 22 inches, whereas the state of New York has a mean annual rainfall of 42 inches. Assume that the standard deviation for both states is 4 inches. A sample of 33 years of rainfall for California and a sample of 46 years of rainfall for New York has been taken. (a) Show the probability distribution of the sample mean annual rainfall for California. A bell-shaped curve is above a horizontal axis labeled inches. The horizontal axis ranges from about −2.1 to about 2.1. The curve enters the viewing window near −2.1 just above the horizontal axis, curves up to the right, and reaches a maximum near 0. The curve then curves down and to the right until it leaves the viewing window at the same height it entered near 2.1. A bell-shaped curve is above a horizontal axis labeled inches. The horizontal axis ranges from about 39.9 to about 44.1. The curve enters the viewing window near 39.9 just above the horizontal axis, curves up to the right, and reaches a maximum near 42. The curve then curves down and to the right until it leaves the viewing window at the same height it entered near 44.1. A bell-shaped curve is above a horizontal axis labeled inches. The horizontal axis ranges from about 10 to about 34. The curve enters the viewing window near 10 just above the horizontal axis, curves up to the right, and reaches a maximum near 22. The curve then curves down and to the right until it leaves the viewing window at the same height it entered near 34. A bell-shaped curve is above a horizontal axis labeled inches. The horizontal axis ranges from about 19.9 to about 24.1. The curve enters the viewing window near 19.9 just above the horizontal axis, curves up to the right, and reaches a maximum near 22. The curve then curves down and to the right until it leaves the viewing window at the same height it entered near 24.1. Correct: Your answer is correct. (b) What is the probability that the sample mean is within 1 inch of the population mean for California? (Round your answer to four decimal places.) Incorrect: Your answer is incorrect. (c) What is the probability that the sample mean is within 1 inch of the population mean for New York? (Round your answer to four decimal places.) Incorrect: Your answer is incorrect. (d) In which case, part (b) or part (c), is the probability of obtaining a sample mean within 1 inch of the population mean greater? Why? part (b), because the standard error is smaller part (c), because the population standard deviation is smaller part (b), because the population standard deviation is smaller part (c), because the sample size is larger Correct: Your answer is correct.

In: Statistics and Probability

Question 4 Please select the most appropriate for the terms concerning adult issues. concerning adult issues....

Question 4

Please select the most appropriate for the terms concerning adult issues.
concerning adult issues.

Senescence

authoritarian
Integrity vs despair
Aging
avoidant
Near-Death Visions
Denial
aviodance-avoidance
Not for men
Generativity bs stagnation
death-bed visions
neurofibrillary tangles
loss of bones mass

Menarche

authoritarian
Integrity vs despair
Aging
avoidant
Near-Death Visions
Denial
aviodance-avoidance
Not for men
Generativity bs stagnation
death-bed visions
neurofibrillary tangles
loss of bones mass

Affects women more extremely.

authoritarian
Integrity vs despair
Aging
avoidant
Near-Death Visions
Denial
aviodance-avoidance
Not for men
Generativity bs stagnation
death-bed visions
neurofibrillary tangles
loss of bones mass

Erikson's middle age

authoritarian
Integrity vs despair
Aging
avoidant
Near-Death Visions
Denial
aviodance-avoidance
Not for men
Generativity bs stagnation
death-bed visions
neurofibrillary tangles
loss of bones mass

Erikson's old age

authoritarian
Integrity vs despair
Aging
avoidant
Near-Death Visions
Denial
aviodance-avoidance
Not for men
Generativity bs stagnation
death-bed visions
neurofibrillary tangles
loss of bones mass

Slavishly bows to authority

authoritarian
Integrity vs despair
Aging
avoidant
Near-Death Visions
Denial
aviodance-avoidance
Not for men
Generativity bs stagnation
death-bed visions
neurofibrillary tangles
loss of bones mass

Sees a circle approaching

authoritarian
Integrity vs despair
Aging
avoidant
Near-Death Visions
Denial
aviodance-avoidance
Not for men
Generativity bs stagnation
death-bed visions
neurofibrillary tangles
loss of bones mass

Tells a story after resuscitating

authoritarian
Integrity vs despair
Aging
avoidant
Near-Death Visions
Denial
aviodance-avoidance
Not for men
Generativity bs stagnation
death-bed visions
neurofibrillary tangles
loss of bones mass

He can't stand that touchy-feely stuff.

authoritarian
Integrity vs despair
Aging
avoidant
Near-Death Visions
Denial
aviodance-avoidance
Not for men
Generativity bs stagnation
death-bed visions
neurofibrillary tangles
loss of bones mass

Mean and ugly

authoritarian
Integrity vs despair
Aging
avoidant
Near-Death Visions
Denial
aviodance-avoidance
Not for men
Generativity bs stagnation
death-bed visions
neurofibrillary tangles
loss of bones mass

Alzheimer's

authoritarian
Integrity vs despair
Aging
avoidant
Near-Death Visions
Denial
aviodance-avoidance
Not for men
Generativity bs stagnation
death-bed visions
neurofibrillary tangles
loss of bones mass

Death and loss first step

authoritarian
Integrity vs despair
Aging
avoidant
Near-Death Visions
Denial
aviodance-avoidance
Not for men
Generativity bs stagnation
death-bed visions
neurofibrillary tangles
loss of bones mass

In: Psychology

Indicate if the variable is discrete or continuous. a) Total full-time employees b) Agency name c)...

Indicate if the variable is discrete or continuous.

a) Total full-time employees

b) Agency name

c) The movie rating system (viz., G, PG, PG-13, etc.)

d) Health rating (0-100) for a restaurant

e) Hurricane level (1-5)

f) Ground wind speed of a hurricane

g) A final exam score for a class

h) Land use classification (such as residential, commercial, mixed use)

i) Drug treatment center name

j) Building permits filed by year

k) Property tax rate (millage)

l) Amount of lead in drinking water

m) Level of government (local, state, federal)

n) Number of visitors to a state park

o) Degree of a felony charge (1st, 2nd, 3rd)

p) Form of municipal government (commission, mayor-council, council-manager)

q) Management level (front, middle, senior)

r) Highest degree of education

s) Average training cost per employee

t) A state government’s bond rating

u) The inflation rate

v) Federal disaster area designation

In: Math