Imagine that patient satisfaction surveys at your hospital criticize overall appearances and attitudes of employees. What lessons in hospitality might you learn from the hotel industry that would be applicable to your organization, and how would you go about learning these lessons?

Which development do you feel was more critical to British success in standing alone during 1940: radar or the work at Bletchley Park? Remember to limit your responses to only the standing alone period and not the entire war. Remember to Cite your work!

whats the extent of search quality, experience quality, and credence quality for each of the following situations:

a. Buying a personal computer

b. Applying to graduate school

c. Setting up a retirement program

d. Dining at a local restaurant e. Visiting a theme park

Consider the reaction and associated equilibrium constant: aA(g)⇌bB(g), Kc = 1.9

Find the equilibrium concentrations of A and B for a=2 and b=2. Assume that the initial concentration of A is 1.0 M and that no B is present at the beginning of the reaction.

Find the equilibrium concentrations of A and B for a = 2 and b = 1. Assume that the initial concentration of A is 1.0 M and that no B is present at the beginning of the reaction.

You need to electroplate a 140-nm-thick zinc coating onto both sides of a very thin, 1.0 cm × 1.0 cm copper sheet. You know that the charge carriers in the ionic solution are divalent (charge 2e) zinc ions. The density of zinc is 7140 kg/m3. How many seconds will it take the zinc to reach the desired thickness?

Bramble Corporation builds in-home theater systems. Bramble’s business is growing quickly. Therefore, the CEO, Paul Bramble, decides to purchase three new trucks on September 20, 2017. The terms of acquisition for each truck are described below.

You are considering opening a drive-in movie theater and running it for ten years. You have spent after-tax $10,000 researching the land that will be used for theater, but if you take the project you expect to incur another immediate after-tax expense of $20,000 as you work with a consulting firm to decide how to most efficiently run the business.

The project entails an immediate $100,000 capital expenditure, which can be depreciated over 10 years. You expect to sell this capital investment for $25,000 at the end of the ten year project. Working capital expenses for the project are $50,000 immediately, $40,000 incurred two years from today, both of which are fully recovered in ten years (at the end of the project).

The project’s operating costs are expected to be $100,000 for each of the first five years and then (starting between t=5 and t=6) grow at -5% per year through the end of the project (i.e., through t=10). You expect the project’s revenues to start at $100,000 starting one year from today and remain constant for the life of the project.

1. (1 points) To determine the discount rate for the project, you have found an all-equity firm with a risk level similar to the company you’re starting. That firm’s equity has a standard deviation of returns of 35% and a correlation with the stock market of 0.8. The risk free rate is 4%, the expected market returns are 9.5% and the standard deviation of market returns is 28%. What is your estimated cost of capital?
2. (7 Points) You decide to use 10% as the project’s opportunity cost of capital (ignore your answer from part a). Your expected tax rate is 25%. What is the project’s NPV?
3. (2 points) You find out that the government is interested in buying the capital investment from you at the end of the project. Instead of selling it for $25,000 at the end of the project, the government will commit today to buying the capital from you for $75,000 post-tax ten years from today. You trust the government and think that this sale is risk free should you take the project. To what extent (if any) should the above information factor in to your decision regarding whether or not to open the theater? Does it change the NPV in any way, if so how? (hint: think of the capital investment as its own project – how will this affect the cash flows and/or the discount rate)

A fire insurance company thought that the mean distance from a home to the nearest fire department in a suburb of Chicago was at least 5.9 miles. It set its fire insurance rates accordingly. Members of the community set out to show that the mean distance was less than 5.9 miles. This, they thought, would convince the insurance company to lower its rates. They randomly indentified 62 homes and measured the distance to the nearest fire department from each. The resulting sample mean was 5.3. If σ = 2 miles, does the sample show sufficient evidence to support the community's claim at the α = .05 level of significance?

(a) Find z. (Give your answer correct to two decimal places.)


(ii) Find the p-value. (Give your answer correct to four decimal places.)

(b) State the appropriate conclusion.

Reject the null hypothesis, there is not significant evidence that the mean distance is less than 5.9 miles. Reject the null hypothesis, there is significant evidence that the mean distance is less than 5.9 miles.     Fail to reject the null hypothesis, there is significant evidence that the mean distance is less than 5.9 miles. Fail to reject the null hypothesis, there is not significant evidence that the mean distance is less than 5.9 miles.

2.From candy to jewelry to flowers, the average consumer was expected to spend $104.21 for Mother's Day in 2005, according to the Democrat & Chronicle article "Mom's getting more this year" (May 7, 2005). Local merchants thought this average was too high for their area. They contracted an agency to conduct a study. A random sample of 62 consumers was taken at a local shopping mall the Saturday before Mother's Day and produced a sample mean amount of $94.33. If σ = $29.93, does the sample provide sufficient evidence to support the merchants' claim at the .05 significance level?

(a) Find z. (Give your answer correct to two decimal places.)


(ii) Find the p-value. (Give your answer correct to four decimal places.)

(b) State the appropriate conclusion.

Reject the null hypothesis, there is not significant evidence to support the merchants' claim. Reject the null hypothesis, there is significant evidence to support the merchants' claim.     Fail to reject the null hypothesis, there is significant evidence to support the merchants' claim. Fail to reject the null hypothesis, there is not significant evidence to support the merchants' claim.

The maintenance manager at a trucking company wants to build a regression model to forecast the time (in years) until the first engine overhaul based on four explanatory variables: (1) annual miles driven (in 1,000s of miles), (2) average load weight (in tons), (3) average driving speed (in mph), and (4) oil change interval (in 1,000s of miles). Based on driver logs and onboard computers, data have been obtained for a sample of 25 trucks. A portion of the data is shown in the accompanying table.

b. Estimate the regression model. (Negative values should be indicated by a minus sign. Round your answers to 4 decimal places.)

d. What is the predicted time before the first engine overhaul for a particular truck driven 60,000 miles per year with an average load of 23 tons, an average driving speed of 55 mph, and 21,000 miles between oil changes. (Round coefficient estimates to at least 4 decimal places and final answer to 2 decimal places.)

1. Who is Tommy Saleh, what is his job title and duties and what type of hotel does he work for?

2. What event did he have to analyze to determine if his company should go forward with it? Summarize the process he and his company went through to make their decision on whether or not to hold the event.

• Tommy Saleh has the type of job that a lot of people probably dream of.
• He is paid to make sure his organization, the Tribeca Grand
• Hotel in New York City, remains on the cutting edge of cool.
• Whether that means hosting an informal concert in the lobby
• with the Kings of Leon, or helping to host the Tribeca
• Film Festival in their basement screening room, Tommy gets
• paid to keep his finger on the pulse of current culture.
• Budgetary planning plays a significant role in Tommy's job,
• and he is evaluated in part by how he controls costs.
• Each year, the planning process for the company's
• annual budget normally begins in the 4th quarter.
• Saleh: We probably meet around the end of September, and
• we involve the CFO, the COO, and the general managers.
• Narrator: The master budget covers all aspects of
• running the hotel, but Tommy's events budget is
• particularly significant, because, let's face it,
• there are lots of cool hotels in New York City.
• Clients choose to stay at the Tribeca knowing that Tommy's planners, event specialists and
• his concierge team are plugged into not just New York City, but the larger world stage.
• As Tommy plans and implements his events budget, the key is to maintain budgetary
• control, including budget reports that compare planned objectives with actual results.
• A budget can cover any length of time and any purpose,
• so formalized reporting systems help by identifying
• the name of the budget report, the frequency of the
• report, the purpose, and the primary recipients.
• Let's look at an example of budgetary control
• activities, and, for this, let's go back to 2002,
• when the Tribeca Film Festival was created to combat
• the economic effect of 9/11 on lower Manhattan.
• Saleh: The Tribeca Film Festival started with Robert
• DeNiro's idea of bringing something to the downtown area.
• Narrator: The hotel had to develop a budget for events they would host.
• Then, after the festival, they analyzed what they planned
• from what was actually spent, and took corrective action.
• They increased the budget for the following year—it was
• a big success—and modified future plans accordingly.
• This cycle of control activities can be used over and over, and, when
• implemented properly, can help management to evaluate performance.
• Now, if Tommy was responsible for just one hotel event
• each year, he could probably get by with a static budget.
• But he has many events, some of which occur on
• short notice, so he relies on a flexible budget,
• which is really just a series of static budgets
• that account for a wide variety of activities.
• The basic idea behind responsibility accounting is
• that large, diversified organizations, especially
• those with multiple product lines, are difficult,
• if not impossible, to manage as a single segment.
• Breaking them up into smaller segments allows responsibility to be assigned to
• managers that have the authority to make day-to-day decisions at that level.
• Evaluating a manager whose performance can be quantified,
• like a sales manager, is fairly straightforward.
• But what about someone who contributes indirectly
• to the profitability of an organization? To answer this, it's important to
• understand profit and cost centers. Profit centers in an organization do exactly
• what they sound like: they generate profits.
• Hotel profit centers are typically sleeping rooms,
• events, restaurants, and catered food functions.
• Saleh: The rooms are the main income for the hotel.
• Food and beverage is not an amenity here, only it's actually another source of revenue,
• where people want to try the shop that you have, or expect 24-hour room service.
• Narrator: Cost centers incur costs but don't directly generate revenue, but you need them.
• In a hotel, they might be marketing, engineering,
• human resources, and, yes, accounting. Okay now, let's have some fun.
• Let's take everything we've learned and apply it to a real world example.
• We mentioned the time that the Kings of Leon were staying at the Tribeca.
• Saleh: And they go, "Why don't you just put a secret gig for the, um, for our fans?"
• Narrator: Now, Tommy didn't have a "Kings of Leon secret
• gig” budget, on the off-chance that they ever showed up at
• his hotel, but since he made use of flexible budgets, he was
• ready, and had a basic idea of what his costs would be.
• Saleh: One of those projections was based upon what
• would the total night cost us when we do it from a to z.
• Narrator: Including everything from building a temporary sound system,
• to hiring doormen, and even bathroom attendants.
• Keep in mind that some of these budget items are a result
• of valuable lessons from past budgetary control activities.
• Armed with this budget, he did a quick ROI evaluation
• to determine if the event would be profitable. In the end, the event
• was a huge success. But from a profit/cost center perspective,
• what if it had been slightly unprofitable? From a marketing standpoint, there
• certainly were other benefits. Saleh: It's good
• promotion for the hotel. It's great press for the hotel.
• Narrator: So, maybe you compensate by canceling another event
• later in the year that wouldn't have had the same impact.
• The point being, budgetary control allows managers like Tommy to not only
• do their job, but to take advantage of opportunities when they arise.
• And from a responsibility accounting perspective, this has served Tommy well.
• Sure, his events help drive profits, but what they
• really do, in an industry where boutique hotels
• come and go, is to help keep the Tribeca Grand both
• relevant and hip as a key Manhattan destination.