Owners of an economy motel chain are considering building a new 200-unit motel. The present worth cost of building the motel is $8,000,000 and the firm estimates furnishings for the motel will cost an additional $800,000 and will require replacement every 5 years. Annual operating and maintenance costs for the facility are estimated to be $750,000 and the average rate for a unit is anticipated to be $50/day. A 15 year planning horizon is used by the firm for ventures of this type; a terminal salvage value of 15% of the original building cost is anticipated, and furnishings have no salvage value at the end of each replacement cycle. Assuming average daily occupancy percentages of 50%, 60%, 70%, 80% for years 1 through 4, respectively, and 90% for years 5-15, MARR of 12%, 365 operating days per year and ignoring the cost of the land, should the motel be built? Make your decision using each of the following measures of worth:

a. Present Worth

b. IRR

Owners of an economy motel chain are considering building a new 200-unit motel. The present worth cost of building the motel is $8,000,000 and the firm estimates furnishings for the motel will cost an additional $800,000 and will require replacement every 5 years. Annual operating and maintenance costs for the facility are estimated to be $750,000 and the average rate for a unit is anticipated to be $50/day. A 15 year planning horizon is used by the firm for ventures of this type; a terminal salvage value of 15% of the original building cost is anticipated, and furnishings have no salvage value at the end of each replacement cycle. Assuming average daily occupancy percentages of 50%, 60%, 70%, 80% for years 1 through 4, respectively, and 90% for years 5-15, MARR of 12%, 365 operating days per year and ignoring the cost of the land, should the motel be built? Make your decision using each of the following measures of worth:

Describe and explain 10 future sustainability plans of park hyatt hotel Maldives

Lets consider again the willingness to pay for a hotel room and theme park entrance for the four market segments. Also assume as before a market size of 5,000 individuals per day.

Which would be the optimal price to maximize revenue for the Room and Theme Park, without considering the possibility of bundling?

Room: $200

Theme Park: $150

Room: $300

Theme Park: $150

Room: $200

Theme Park: $200

Room: $300

Theme Park: $200

Margaret Moore is the only owner of Carla Vista Park, a public camping ground near the Lake Mead National Recreation Area. Margaret has compiled the following financial information as of December 31, 2022.

(a)

Determine Margaret Moore’s net income from Carla Vista Park for 2022.

(b)

Prepare a balance sheet for Carla Vista Park as of December 31, 2022.

1. A researcher claims that the mean rate of Infant mortality in the City of Chicago is below 9.3 %. Based on the data represented for the years 2005 – 2011, perform a hypothesis test to test his claim using a significance level of α= 0.10.

2.Would your conclusion change for question 1 if you used a significance level of α= 0.05? Explain.

Data:

Please show work. Thank you :)

Mr. and Mrs. Roberts checked into the Acme Hotel Downtown. Mr. Roberts gave his car keys to the hotel valet so that the valet could park the car and retrieve the car when it was needed. A sign adjacent to the valet stand advises that valet parking is $30 per night and that the hotel is not responsible for damage or loss vehicles. When Mr. Roberts requests the valet deliver his car the following day, the car is missing. Briefly discuss the legal relationship, if any, between the hotel and Mr. Roberts with respect to his vehicle.

What, if any, effect does the disclaimer on the garage sign?

Read the details regarding “The Plaza Hotel” and answer the questions below:

The Plaza Hotel is a 20-story luxury hotel and condominium apartment building in Midtown Manhattan in New York City. It opened in 1907 and is now owned by Katara Hospitality. The Plaza Hotel has many services including a butler on every floor, baby-sitting and concierges, a shopping mall, the Palm Court under the restored stained glass ceiling, the Champagne Bar located in the hotel lobby with views of Grand Army Plaza, the Edwardian Room, the Terrace Room, the Rose Club, the Grand BallRoom, The Plaza Food Hall and The Todd English Food Hall Restaurant and Marketplace, as well as meeting rooms and conference rooms. Guests not only come from the 50 states but from all over the world. The hotel scores in the top 5% of the

national benchmark studies in terms of customer satisfaction. The hotel managers analyze the data received through customer questionnaires on a daily basis. Corrective measures are taken without any delay in case of any problems. The Plaza believes that quality improvement is a never ending process and the staff and management are continuously striving to come up with strategies to improve customer satisfaction. When the staff observes some kind of problem, they take care of it themselves; delay in room service is followed by small gifts to the guests, delay in food service is followed by a complimentary dessert and so on. Katara Hospitality keeps a check and balance on the hotel’s performance. Different areas are monitored, compared to a selected standard and the feedback report is shared on a monthly basis with the hotel. Automated inventory system is used for inventory management. Whenever an item is removed from the inventory for customer use, the item is automatically billed to that account, and usage is noted at the main supply area. Supplies are delivered on a Just-in-time basis to keep the costs low and to avoid any quality related problems. From their one-of-a-kind Eloise Suite, to their ultra-luxurious Penthouse Suites, The Plaza’s unparalleled accommodations are as unique as they are elegant. Their spacious guest rooms offer classic appointments and furnishings as can only be expected from New York’s most legendary address. Their contemporary Legacy Suites offer beauty in every detail, some suites with striking partial views of Central Park, outdoor terraces, and connecting rooms. Pareto charts and flowcharts monitor processes and facilitate the management in spotting problematic areas graphically. The philosophy that customers come first is taught to all the employees at the very first day of their orientation. The guards at the gates or the waiters in the hallways will never be heard commenting on each other’s personal lives or discussing confidential issues. This quality culture at the Plaza hotel makes the hotel visit a warmer and more comforting experience for the guests.

a. What TQM concepts and tools have been employed by the Plaza Hotel? Identify and briefly explain them.

b. What tools would you recommend them that they can use in future and how can they use them?

please solve it in a word doc and be brief

Question no.2 (10)

Read the details regarding “The Plaza Hotel” and answer the questions below:

The Plaza Hotel is a 20-story luxury hotel and condominium apartment building in Midtown Manhattan in New York City. It opened in 1907 and is now owned by Katara Hospitality. The Plaza Hotel has many services including a butler on every floor, baby-sitting and concierges, a shopping mall, the Palm Court under the restored stained glass ceiling, the Champagne Bar located in the hotel lobby with views of Grand Army Plaza, the Edwardian Room, the Terrace Room, the Rose Club, the Grand BallRoom, The Plaza Food Hall and The Todd English Food Hall Restaurant and Marketplace, as well as meeting rooms and conference rooms. Guests not only come from the 50 states but from all over the world. The hotel scores in the top 5% of the national benchmark studies in terms of customer satisfaction. The hotel managers analyze the data received through customer questionnaires on a daily basis. Corrective measures are taken without any delay in case of any problems. The Plaza believes that quality improvement is a never ending process and the staff and management are continuously striving to come up with strategies to improve customer satisfaction. When the staff observes some kind of problem, they take care of it themselves; delay in room service is followed by small gifts to the guests, delay in food service is followed by a complimentary dessert and so on. Katara Hospitality keeps a check and balance on the hotel’s performance. Different areas are monitored, compared to a selected standard and the feedback report is shared on a monthly basis with the hotel. Automated inventory system is used for inventory management. Whenever an item is removed from the inventory for customer use, the item is automatically billed to that account, and usage is noted at the main supply area. Supplies are delivered on a Just-in-time basis to keep the costs low and to avoid any quality related problems. From their one-of-a-kind Eloise Suite, to their ultra-luxurious Penthouse Suites, The Plaza’s unparalleled accommodations are as unique as they are elegant. Their spacious guest rooms offer classic appointments and furnishings as can only be expected from New York’s most legendary address. Their contemporary Legacy Suites offer beauty in every detail, some suites with striking partial views of Central Park, outdoor terraces, and connecting rooms. Pareto charts and flowcharts monitor processes and facilitate the management in spotting problematic areas graphically. The philosophy that customers come first is taught to all the employees at the very first day of their orientation. The guards at the gates or the waiters in the hallways will never be heard commenting on each other’s personal lives or discussing confidential issues. This quality culture at the Plaza hotel makes the hotel visit a warmer and more comforting experience for the guests.

a. What TQM concepts and tools have been employed by the Plaza Hotel? Identify and briefly explain them.

b. What tools would you recommend them that they can use in future and how can they use them?