The Ugenti Construction Company contracted to construct a warehouse building for $2,600,000. Construction began in 2016 and was completed in 2017. Data relating to the contract are summarized below:

                                                                                   2016                  2017

      Costs incurred during the year.................      $   360,000         $1,650,000

      Estimated costs to complete as of 12/31.        1,560,000                   -      

      Billings during the year ..........................           430,000         2,170,000

      Cash collections during the year..............           320,000         2,280,000

Required:

1.   Compute the amount of gross profit or loss to be recognized in 2016 and 2017 using the percentage-of-completion method (over time method).

2.   Compute the amount of gross profit or loss to be recognized in 2016 and 2017 using the completed contract method (at point in time).

Using Excel, complete this construction handout using the either the format in the textbook or the format in the ABC Construction Contract Worksheet Example posted in Bb. Include all necessary journal entries to record the cost of construction, progress billings, entry to recognize revenue and gross profit and entry to record final approval of the contract.

New York City is the most expensive city in the United States for lodging. The mean hotel room rate is $204 per night. Assume that room rates are normally distributed with a standard deviation of $55.

a. What is the probability that a hotel room costs $225 or more per night?

b. What is the probability that a hotel room costs less than $140 per night?

c. What is the probability that a hotel room costs between $200 and $300 per night?

d. What is the cost of the 20% most expensive hotel rooms in the New York City?

Net Present Value Method—Annuity for a Service Company

Welcome Inn Hotels is considering the construction of a new hotel for $70 million. The expected life of the hotel is 10 years with no residual value. The hotel is expected to earn revenues of $19 million per year. Total expenses, including depreciation, are expected to be $14 million per year. Welcome Inn management has set a minimum acceptable rate of return of 10%. Assume straight-line depreciation.

a. Determine the equal annual net cash flows from operating the hotel. Round to the nearest million dollars.
$ million

b. Calculate the net present value of the new hotel using the present value of an annuity of $1 table above. Round to the nearest million dollars. If required, use the minus sign to indicate a negative net present value.
Net present value of hotel project: $ million

c. Does your analysis support the purchase of the new hotel?
, because the net present value is  .

Acme Development Company is considering building a twenty-five (25) unit apartment building near Catholic University due to the demand for off-campus student housing. Given the unique needs of the student population, Acme anticipates they will achieve 75% occupancy over the course of a year. Acme is basing their decision on the following assumptions:

 MARR:15%
 Land Acquisition:$150,000
 Construction Cost:$2,250,000
 Investment Period:20-years

Maintenance Expenses:Years 1 to 10: $500 per unit, Years 11 to 20: $1,000 per unit

 Property Taxes/Insurance:10% of total invested cost
Determine the break-even rent that should be charged per month for each apartment.

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?

Fatima Hopkins, the CEO of Central Adventures, is having difficulties with all three of her top management level employees. With one manager making questionable decisions, another threatening to leave, and the third likely ‘in the red’, Fatima is hoping there is a simple answer to all her difficulties. She is asking you (her accountant) for some advice on how to proceed.

Central Adventures owns and operates three amusement parks in Michigan: Funland, Waterworld, and Treetops. Central Adventures has a decentralized organizational structure, where each park is run as an investment center. Park managers meet with the CEO at least once annually to review their performance, where each park manager’s performance is measured by their park’s return on investment (ROI). The park manager then receives a bonus equal to 10% of their base salary for every ROI percentage point above the cost of capital.

Fatima’s first difficulty is with the Funland park. Funland is an outdoor theme park, with twelve roller coaster rides and several other attractions. This park has first opened 1965, and most of the rides have been in operation for 20+ years. Attendance at this park has been relatively stable over the past ten years. The park manager of Funland, Janet Lieberman, recently shared with Fatima a proposal to replace one of their older rides with a new roller coaster, a hybrid steel and wood roller coaster with a 90 degree, 200 foot drop and three inversions. The proposal indicated that the ride would cost $8,000,000 with an estimated life of 20 years. In addition, this new style of coaster would require additional maintenance and insurance, costing $125,000 each year. However, it projected that this new attraction would boost attendance, earning the park an additional $1,190,000 per year in revenues. Janet ultimately decided not to invest in this new attraction. Fatima (doing a quick mental calculation) saw that the investment had a payback period of eight years—much shorter than the life of the roller coaster—and is perplexed at Janet’s decision.

The second dilemma concerns the Waterworld park. Waterworld is an indoor water park, operating year-round. Run by park manager David Copperfield, Waterworld was built in 2016 and has increased attendance by 20% every year since. David recently sent you an email complaining that, based on the current bonus payout schedule, Janet Lieberman’s bonus last year was significantly higher than his. He points to the increasing attendance, and says that his park is being punished for having opened so recently (his park assets are much more recent than the roller coasters at Funland). He currently has an employment offer from another company at the same base pay rate, which he says he will accept if his performance is not appropriately acknowledged. Fatima needs to look at the relative performance across parks to determine how to proceed with David.

Central Treetops includes a high ropes course and has a series of ziplines that criss-cross over the Chippewa River. For many years, it was a popular venue for corporate team-building activities, so it is equipped with a main indoor facility with cafeteria and overnight guest rooms. This park has lost popularity in recent years, and has been ‘in the red’ for the past two years. If the park is not profitable this year, you will need to decide whether to close it - permanently. Included in the ‘Fixed COGS’ for Treetops is a $86,000 mortgage payment on the land and buildings for the park, which would still need to be paid by Central Adventures if the park is closed. Incidentally, you recently had a conversation with the regional head of the YMCA, who would like to open a summer camp in the central Michigan region. If you decided to close Treetops, you are fairly certain that you could lease that land to the YMCA for $250,000 annually.

A partial report of this year’s financial results for Central Adventures shows the following:

The ‘Selling and administrative costs’ are all incurred directly by each park, and are determined at the beginning of each year (that is, they do not change with the number of tickets sold). In addition to the information above, there are $2,542,920 in corporate costs, which are currently allocated evenly between the three parks. These costs are primarily due to employee benefits costs, which are billed at the corporate level. If the Treetops park is closed, the allocated corporate costs would decrease by $12,000. Central Adventures has a cost of capital of 12 percent (and Fatima uses the cost of capital as their required rate of return) and are subject to 18% income taxes.

Fatima needs to evaluate this year’s performance results before she can make any decisions. Is David’s complaint about the performance evaluation metrics valid? Is that also affecting management decisions in the form of Janet’s rejection of the proposed new rollercoaster? And is the company better off without Treetops? She sets off to the company accountant’s office to help get some answers.

a.     Create a segmented income statement for Central Adventures.

b.     Calculate the current annual ROI, residual income and EVA for the three parks.

c.    why it was/was not in Central Adventure’s overall best interest for Funland to reject the new rollercoaster.

d.     is David Copperfield’s (the Waterworld park manager) complaint valid? Explain why it is (or is not valid), and what further information would be necessary.

e.     why should they close/ not close treetops.

f.      what should you recommend she do to improve the evaluation of park manager performance measurement at Central Adventures.

A survey found that​ women's heights are normally distributed with mean 63.9 in. and standard deviation 3.1 in. The survey also found that​ men's heights are normally distributed with mean 69.1 in. and standard deviation 3.4 in. Most of the live characters employed at an amusement park have height requirements of a minimum of 57 in. and a maximum of 62 in. Complete parts​ (a) and​ (b) below.

a. Find the percentage of men meeting the height requirement. What does the result suggest about the genders of the people who are employed as characters at the amusement​ park?

The percentage of men who meet the height requirement is __%.

​(Round to two decimal places as​ needed.)

b. If the height requirements are changed to exclude only the tallest​ 50% of men and the shortest​ 5% of​ men, what are the new height​ requirements?

The new height requirements are a minimum of__in. and a maximum of __in.

​(Round to one decimal place as​ needed.)

•A theater owner agrees to donate a portion of gross ticket sales to a charity

•The program will prompt the user to input:

−Movie name

−Adult ticket price

−Child ticket price

−Number of adult tickets sold

−Number of child tickets sold

−Percentage of gross amount to be donated

•Inputs: movie name, adult and child ticket price, # adult and child tickets sold, and percentage of the gross to be donated

•The program needs to:

1.Get the movie name

2.Get the price of an adult ticket price

3.Get the price of a child ticket price

4.Get the number of adult tickets sold

5.Get the number of child tickets sold

USE C++

•A theater owner agrees to donate a portion of gross ticket sales to a charity

•The program will prompt the user to input:

−Movie name

−Adult ticket price

−Child ticket price

−Number of adult tickets sold

−Number of child tickets sold

−Percentage of gross amount to be donated

•Inputs: movie name, adult and child ticket price, # adult and child tickets sold, and percentage of the gross to be donated

•The program needs to:

1.Get the movie name

2.Get the price of an adult ticket price

3.Get the price of a child ticket price

4.Get the number of adult tickets sold

5.Get the number of child tickets sold