Poco Miller is the RM at the Hampton Inn. Mark is the property’s FOM and Latisha is the DOSM. All three serve on the hotel’s RM committee. The hotel has 200 rooms. Next month the hotel will serve as the host hotel for the Retired Firefighters Association. The Association originally blocked 100 rooms per night for Thursday, Friday, and Saturday nights at a rate of $99.00 per night. All the rooms in their block have been picked up. The current rooms availability forecast for the three days of the meeting is as follows:

The group has requested that Latisha add 30 rooms each night to its block at the originally contracted rate of $99.00. It states that its members will use all of the additional rooms if they are made available, but if not, they will move their remaining 30 attendees down the street to the Comfort Inn. Latisha is in favor of increasing the block and keeping the group together. Mark is opposed. He is convinced he can sell 20 more rooms on Thursday, 40 rooms on Friday, and 30 rooms on Saturday at the normal rack rate of $129.99. Under his plan, he states, “The hotel can maximize its ADR.”

Based on Mark’s estimate of future sales to be made at rack rate, Poco knows the hotel will sell out and maximize its occupancy percentage under Latisha’s plan. Help Poco analyze the data she needs to answers the questions that follow by filling in the chart.

A. What would the hotel’s ADR be under Mark’s plan?
B. What would the hotel’s RevPAR be under Mark’s plan?
C. What would the hotel’s ADR be under Latisha’s plan?
D. What would the hotel’s RevPAR be under Latisha’s plan?
E. Who’s plan would you advise Poco to support? Explain your rationale.

Case study Hotel owners and operators recognize that while we are currently living in a world of scant lodging demand, talk of reopening the country is the necessary precursor to a recovery in travel and the need for hotel accommodations. Just like cities and states need to plan, closed hotels must plan the "how" and "when" of their reopening. As in any business decision, the costs and benefits of remaining closed versus resuming operations must be weighed. During a time when travel is restricted and little can be done to stimulate demand, the primary objective is to limit operating losses through cost containment. At the same time, hotel owners and managers must prepare for an eventual recovery in demand and the reopening of their property. Touch base with your competitors to see when they plan on reopening. It may or may not make sense to reopen when they do, depending on the anticipated depth of demand at that time. Beyond their timing, are your competitors shifting their mix of business and/or distribution strategy? How has their pricing changed since prior to the crisis? Online research or market research providers will help you determine shifts in their marketing or positioning, or lack thereof, potentially providing you with alternate opportunities. Drive-to locations such as regional resorts are more likely to benefit, as well, due to the pent-up demand for vacations and weekend staycations. While urban destinations have historically attracted drive-in demand during a recession because consumers save money, compared with the costs of flying, city centers may have less appeal in this downturn until the fear of group mingling and dense locations diminish. Urban hotels, particularly those with a group orientation, will have to find ways to adapt creatively to this new environment. Government lodging contracts for first responders, medical professionals, and quarantined individuals are helping many urban hotels survive this period of low demand. Another consideration is the hotel's historical transient vs. group mix, which will often parallel the amount of meeting and function space relative to the number of guestrooms. The more the hotel is dependent on group demand, the more it will be critical to see clear indications from planners of the intent to book in order to identify when to reopen. Transient travelers, whether they be corporate, leisure, or any other sub-segment, can make and implement travel decisions quickly, whereas the lead time for group demand is longer than that for the transient segment, making the lead time for reopening necessarily longer, as well. Another factor to consider when weighing when to reopen is the weekly volatility of demand. Will you be opening to accommodate infrequent events that generate high occupancy temporarily and then be faced with abnormally low occupancy that caused you to close in the first place? Having to carry the ongoing costs of an open hotel may only be worthwhile if an adequate level of steady demand is sustainable. If this is a risk, opening just parts of the hotel, such as wings/floors or only certain outlets, could mitigate the financial exposure. As a member of a leading 5’star hotel in Sri Lanka and a under graduate how would you find answers / give alternatives for the below questions.

1. Based on the given case study identify when receiving goods/raw material to the hotel?

2. Identify temperature checks for the staff and guests?

3. Based on the given case study how are you going to promote adventure tourism to the local
market?

4.Based on the given case study identify Why do you need to monitor the competition for
Arugambay?

5.Based on the given case study identify What health and safety measures you are going to
implement for tourists who are going to visit Sri Lanka from 1st of August after Covid – 19

6.EpidemicsEvent management can generate a lot of revenue comparatively in a short period of
time. Plan an event for 1750pax in your hotel by providing an event sheet an appropriate menu with
vegetarian choices and a sample budget (generic fixed and variable costs). Please elaborate your
answer with appropriate examples.

7.Why emerging tourism trends are playing a vital role in terms of revenue generation? How can
we promote destinations within the island to create a niche market for this demand? Please explain
your answer with appropriate examples.

On a beautiful day you decide to go for a bicycle ride. First you ride for 10 miles at 30 degrees south of east and then for 8.0 miles at 60 degrees north of west. What is the magnitude of your displacement?  

options:

One gallon of gasoline in an automobile's engine produces on the average 9.5 kg of carbon dioxide, which is a greenhouse gas, that is, it promotes the warming of Earth's atmosphere. Calculate the annual production of carbon dioxide in kilograms if there are 40 million cars in the United States and each car covers a distance of 5300 miles at a consumption rate of 21 miles per gallon.

In a random sample of eleven ​people, the mean driving distance to work was 23.3 miles and the standard deviation was 5.4 miles. Assume the population is normally distributed and use the​ t-distribution to find the margin of error and construct a 95​% confidence interval for the population mean μ. Interpret the results. Identify the margin of error.

(round to one decimal place)

. In a random sample of five people, the mean driving distance to work was 25.4 miles and the standard deviation was 5.2 miles. Assume the random variable is normally distributed and use a tdistribution to find the margin of error and construct confidence intervals for the population mean at the following confidence levels: (4 points each) a. 85% b. 90% c. 99%

Suppose one gallon of gasoline produces 1.19×10⁸ J of energy, and this energy is sufficient to operate a car for 21.1 miles. An aspirin tablet has a mass of 324 mg. If the aspirin could be converted completely into thermal energy, how many miles could the car go on a single tablet? Please explain units needed in each equation!

Let z denote a random variable having a normal distribution with ? = 0 and ? = 1. Determine each of the probabilities below. (Round all answers to four decimal places.)

(a) P(z < 0.3) =  

(b) P(z < -0.3) =  

(c) P(0.40 < z < 0.85) =  

(d) P(-0.85 < z < -0.40) =  

(e) P(-0.40 < z < 0.85) =  

(f) P(z > -1.26) =  

(g) P(z < -1.5 or z > 2.50) =

The probability of getting a false-positive result for a single person, was 0.3%.

What would be the new approximate percentage probability of getting at least one false-positive result, if 650 people had been tested, instead of 550?

What would be the new approximate percentage probability of getting at least one false-positive result, if 550 people are still tested, but the probability of getting a false-positive result for a single person was 0.4% instead of 0.3% ?