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.

QUESTION: Mr. Horwell is unsure that NOBU has the resources to support the entire IMC you suggested in Q3(advertising, personal selling, public relations, social media marketing, sales promotion). Please rank the promotional mix tools (1= highest priority to 4= lowest priority) and justify.

Traveling in Nobu Style: Converting Restaurant Patrons to Hotel Guests The name “Nobu” is synonymous with an exceptional Japanese dining experience, perfected by chef Nobu Matsuhisa over a more than 30-year career. Matsuhisa, together with actor Robert De Niro and restaurateur Drew Nieporent, opened the first Nobu restaurant in 1994 and to date, there are now 38 Nobu restaurants worldwide. But if you talk to Trevor Horwell, the CEO of Nobu Hospitality, Nobu represents much more than just a restaurant experience. It’s a true lifestyle brand that also encompasses a relatively small, but growing portfolio of luxury hotels, too — eight of which are open now, and eight more are in the pipeline. Horwell’s primary focus as CEO is to continue to grow the Nobu Hotels brand and as he opens up diners’ eyes to the fact that cannot only eat at a Nobu but stay at one, too, he hasn’t forgotten the brand’s origins in the process. “We don’t normally do a hotel unless we think that a Nobu Restaurant can do well in that location,” said Horwell. “That’s very important because what we want to do first and foremost is to make sure there is a draw for locals, and that really comes down to the Nobu Restaurant.” Horwell said the majority of his Nobu hotel restaurant diners — 80 percent on average — are local residents, not hotel guests. “It’s not like a tourist restaurant. We like to attract the locals. We want that built-in customer.” “We are defined by the restaurant, in a way,” he said. “We play to our strengths. If you look at the hotel business today, the majority of hotels are suffering because they don’t lead with food and beverage. don’t have strong food-and-beverage concepts, and a lot of hotels are losing money. Today, we play to our strengths because that is one area that we do very, very well, and we bring in locals.” The idea to launch Nobu Hotels, he said, came from the fact that when Nobu Restaurants were located inside of a hotel, they “were the draw for the hotel and we were bringing in customers.” “If I only convert 5 percent of my customers in Nobu Restaurant to stay in our hotels, then at the end of the day, we’re filling out hotels. It’s not a tall order to do that, and you can do that very well and very quickly if you offer the right product.” Nobu Hotels has the advantage of having built its brand over a 24-year period with its restaurants first, followed by the first Nobu hotel that opened within Caesars Palace Las Vegas in 2013. “The first focus for us, really, is to expose the brand to our restaurant customers,” Horwell said. “We touch all types of Nobu customers. And we also provide instant identity. If you put ‘Nobu Hotel’ on a hotel, the word ‘Nobu’ says something and it attracts a certain type of customer.” Horwell said that, for example, when the first Nobu opened, the hotel had “more than one billion media impressions.” So, what’s next for the brand, and how does Horwell plan to grow Nobu Hotels? He explained, “We’re not driven by reservations systems because we’re small. It isn’t as if we need a huge reservations system to fill a 400-room hotel. That’s why a lot of these corporations do well, because they have the reservations platform to fill the big hotels.” Nobu Hotels, by comparison, average anywhere from 100 to 150 rooms generally. “The reason why those young lifestyle brands have emerged is because they’re like us. They are entrepreneurial, they’re unique because it’s a concept that’s come from the heart, from whoever is the original founder. But when it’s absorbed by a corporation, the whole thing changes. At the end of the day, the specialness is lost because then the corporation’s running it, and then, I think you lose what your original concept was all about. I think that’s the biggest issue.” Horwell also doesn’t necessarily think of Nobu Hotels as occupying a place in luxury hospitality, instead referring to the brand as “special.” “I look at our hotels not as luxury,” he said. “I look at them as special. I like us to be special, in each location we’re in. ‘Luxury’ is a word that’s used too much in terms of ‘everything is luxury today.’ For us, we’re ‘special.'” “That’s why I’m saying, from a company perspective, we’re very entrepreneurial. Today’s evolving luxury traveler is seeking “youthfulness” no matter what age they are, and they are “very curious and very adventurous. Because of that, it’s important for hospitality brands, Nobu included, to not just say they’re unique but to really offer unique experiences. He pointed to Nobu Ryokan Malibu in California as an example. The 16-room retreat overlooks the beach and is right by the ocean, and right next door to the Nobu Restaurant in Malibu. It becomes a destination, and that’s something Nobu wants to offer. It’s also a different concept from what the other Nobu Hotels have. While Nobu Hotels are places where there’s an emphasis on bringing in the locals, the Ryokans are meant to be more private. “The Ryokan is actually a place where people don’t want to necessarily be seen,” Horwell explained. “It’s a hideaway, a retreat. You can only book through a general manager and it’s a special place.” He added, “We will do more Ryokans, definitely, in locations that we think is right.” A major focus for Nobu Hotels is to grow the company and the brand with the right talent and partners, as well as make sure that the Nobu Hotels brand is reaching the right consumers. “The most important thing, from our perspective, is to build a relationship with our existing customers,” he said. “It’s about, first and foremost, on digital, working our databases. We like to do that through email, through a lot of channels. We just brought on a new head of digital. Capturing data is very, very important now, and that’s something that is a main focus and her team.” “I think the main thing for us is the customer relationship management (CRM) because you can do so much with it,” he said. “You can know your customer. It’s one part of the business that we are heavily focused in in and we can extract a lot of information from that.” In addition to beefing up its customer relationship management system, Nobu is also testing out a loyalty partnership, of sorts. The Nobu London Shoreditch joined Design Hotels last year, giving the property access to distribution on Design Hotels’ site, as well as a connection to the Starwood Preferred Guest loyalty program. Three Nobu hotels are also members of Leading Hotels of the World. “A lot of our customers aren’t driven by points,” he said. “When I travel, I don’t go for points. I want to stay in a hotel where I enjoy the staff, the food and beverage, the products — all of that — and I will pay a premium for it.” Appendix A Additional Information about NOBU Nobu Hotels "A Place to go and be seen" By “wrapping” the concept of a luxurious boutique hotel around energized public spaces, Nobu Hotels creates powerful stages for shared experiences of excitement and escapism. Featuring the best of everything with imaginative new restaurants, high- energy bars, relaxing rejuvenation, distinctive service, remarkable retail and an air of celebrity, Nobu Hotels will afford guests and privileged owners the most exclusive entry into unparalleled experiences that lay at the crossroads of innovation and imagination. Source: Excerpted from ‘Nobu Hotels CEO on a Restaurant-First Approach to Hospitality’ by D. Ting. Skift – March 22, 2018. +Experts and image from Nobu restaurant and hotel website

(Materials Testing Results)

Q: The 30% rubber group reported a strain at yield of 0.38 and a strain at break of 0.3. Please explain this change.

1. Given a population in where the probability of someone being left handed is 0.3,
people is taken then...

Calculate the probability the proportion of left-h

Carbon fossil fuels are utilized to power our vehicles, make oil, and even t-shirts. The EPA has determined that a car transforms a gallon of octane (C8H18) to 33.7 kWh (kilowatt*hours, an expression of energy) in order to power a vehicle.

1. Provide the balanced equation for the complete combustion of octane.

2. If a truck is able to drive 360 miles on a tank of octane (22 gallons) how much energy is needed to move the vehicle one mile? What mass of CO2 is produced per gallon of octane? (the density of octane is 0.703 g/mL)

3. According to the L.A times there are 253 million cars on American roads. Assuming that each car is driven 50 miles each day, five days a week determine the mass and volume of the CO2 produced and mass of octane needed to power them for a year (assuming 20 miles per gallon)?

On January 1, 2021, the Excel Delivery Company purchased a delivery van for $46,000. At the end of its five-year service life, it is estimated that the van will be worth $4,000. During the five-year period, the company expects to drive the van 165,000 miles.

Required:
Calculate annual depreciation for the five-year life of the van using each of the following methods.

rev: 05_15_2019_QC_CS-168776, 11_22_2019_QC_CS-191707

Exercise 11-1 (Algo) Part 1

1. Straight line.

2. Double-declining balance. (Round your answers to the nearest whole dollar amount.)

Years Depreciatiation

2021

2022

2023

2024

2025

3. Units of production using miles driven as a measure of output, and the following actual mileage: (Do not round intermediate calculations.)
miles Depreciation

2021 35,000

2022 37,000

2023 28,000

2024 33,000

2025 34,000

Tunnel Problem

You are going to build a tunnel 10 miles long with a shaft at one end and a portal at the other. It is part of the first phase of the gateway tunnel to New York.

* The shaft is 185 ft. deep to the invert of the tunnel and 22 ft. excavated diameter.

* The tunnel is 26 ft. excavated diameter in competent sandstone and limestone.

* The profile of the shaft is as follows: From the surface down- 15 feet of fill; 30 feet of sand and clay; 20 feet of silty gravel; 40 feet of limestone and 80 feet of sandstone.

* Groundwater is 35 feet down.

* The tunnel runs for 5 miles in sandstone and 5 miles in limestone.

Determine the following:

1. Using a TBM, how long will it take to excavate the tunnel?

2. Will blasting need to be done anywhere? If so, where?

The average dog can run 0.4 miles before having to stop, with a standard deviation of 0.09 miles, and the distribution of these distances is roughly normal. We take a sample of 16 dogs and prescribe a daily training routine. After completing training, the dogs had a mean run distance of 0.45 miles. We will use a 0.10 significance level to see whether the training can increase mean run distance for all dogs.

a. What is the population?

b. What is the sample?

c. What is an individual?

d. What is the variable?

e. Is the variable quantitative or qualitative?

f. State the null hypothesis.

g. State the alternate hypothesis

. h. Give the tail type.

i. Compute the test statistic.

j. Compute the observed significance level (?-value).

k. Make a statistical conclusion

. l. State your conclusion in plain English.

A sociologist was hired by a large city hospital to investigate the relationship between the number of unauthorized days that employees are absent per year and the distance (miles) between home and work for the employees. A sample of 10 employees was chosen, and the following data were collected.

Using Excel Data Analysis, find the value of the test statistic. (Round your answer to two decimal places.)

Use the estimated regression equation (Y-hat = 8.098 + -0.344X) to develop a 95% confidence interval for the expected number of days absent for employees living 7 miles from the company. (Round your answers to one decimal place.)

_______Days to _______ Days