Glitz hotel, a 500-room hotel, rents hotel rooms for $120/night. At the current sales level of 400 rooms per night, Glitz currently makes a profit of $30/room:

                                        Per room

Sales                                 $120

Costs                                     90

Profit                                    30

It costs Glitz $90/night to maintain a room ($60 in depreciation, $25 in variable maintenance and $5 in fixed booking costs). Glitz has been approached by Conventions2000.com to purchase a block of 300 rooms for $80/room per night. If this special order is accepted, Conventions2000.com would take care of all booking costs for the rooms booked through Conventions2000.com.

Required:

1. Which are the relevant costs?
2. What is the net change in net income if Glitz accepts the special offer from Conventions2000.com?
3. What other issues should Glitz consider before accepting this special offer?

Sector hotel, a 500-room hotel, rents hotel rooms for $120/night. At the current sales level of 400 rooms per night, Glitz currently makes a profit of $30/room:

                                   Per room

Sales                          $120

Costs                              90

Profit                              30

It costs Sector $90/night to maintain a room ($60 in depreciation, $25 in variable maintenance and $5 in fixed booking costs). Sector has been approached by Conventions2000.com to purchase a block of 300 rooms for $80/room per night. If this special order is accepted, Conventions2000.com would take care of all booking costs for the rooms booked through Conventions2000.com.

Required:

1. Which are the relevant costs?
2. What is the net change in net income if Glitz accepts the special offer from Conventions2000.com?
3. What other issues should Glitz consider before accepting this special offer?

Can someone summary this artical by one paragraph for me, please? Thank you

Teen pregnancy is an important issue for several reasons. For example, there are health risks for the baby and children born to teenage mothers are more likely to suffer health, social, and emotional problems than children born to older mothers. Also, women who become pregnant during their teens are at increased risk for medical complications, such as premature labor, and social consequences.

According to the Centres for Disease Control and Prevention (CDC), the teen birthrate in the United States was 13.5 births for every 1,000 teens in 2009. In 2013, early estimates put the birthrate at 12.5—a decrease of about 7.5 percent.

Since 1990, pregnancy rates in teenage girls aged 15 to 17 declined by almost 50 percent and pregnancy rates in older teens decreased by about 33 percent. Pregnancies in girls 15 to 17 accounted for more than one-quarter of all teen pregnancies in 2012, Recent studies show that although teen pregnancies continuing to decline in the United States, rates for African American teens and Hispanic teens are two to three times higher than in Caucasian teens.

In April 2013, the CDC reported that nearly one in five teen births is a repeat birth—meaning that it's at least the second birth for the teenage mother. Although the repeat teen birth rate in the United States declined by more than 6 percent between 2007 and 2010, it remains high—especially in American Indian/Alaskan Natives (21.6 percent), Hispanics (20.9 percent), and non-Hispanic African Americans (20.4 percent). In Caucasian teens, the repeat birth rate is 14.8 percent.

Studies show that although most teen parents who are sexually active use contraception during the postpartum period, only about 22 percent use "most effective" birth control (> 99 percent effective). Babies born as result of a repeat teen pregnancy are even more likely to be born premature—early and at a low birth weight.

Declining teen pregnancy rates are thought to be attributed to more effective birth control practice, newer methods of birth control (e.g., long-acting, reversible contraception), and decreased sexual activity among teens.

Still, teenage pregnancy rates remain high and approximately 1 million teenage girls become pregnant each year in the United States and about 13 percent of U.S. births involve teen mothers. To lower teen pregnancy rates, older children must be educated about sex and sexuality and about the consequences of pregnancy.

Consequences of Teen Pregnancy

Teenage births are associated with lower annual income for the mother. Eighty percent of teen mothers must rely on welfare at some point.

Teenage mothers are more likely to drop out of school. Only about one-third of teen mothers obtain a high school diploma.

Teenage pregnancies are associated with increased rates of alcohol abuse and substance abuse, lower educational level, and reduced earning potential in teen fathers.

In the United States, the annual cost of teen pregnancies from lost tax revenues, public assistance, child health care, foster care and involvement with the criminal justice system is estimated to be about $7 billion.

A community playhouse needs to determine the​ lowest-cost production budget for an upcoming show. They have to determine which set pieces to construction and which to rent. The organization has only two weeks to construct the set. The theater has two carpenters who work up to 12 hours a​ week, each at ​$12 an hour.​ Additionally, the theater has a scenic artist who can work 15 hours per week to paint as needed at ​$14 per hour. The set needs 20 flats​ (walls), two hanging​ drops, and three wooden tables​ (props). The number of hours required for each piece for carpentry and painting is shown below.​ Flats, hanging​ drops, and props can also be rented at a cost of ​$75​, ​$500​, and ​$400 ​each, respectively. How many of each unit should be built by the theater and how many should be rented to minimize total​ cost?

The optimal integer solution is to build __ flat(s) and rent __ ​flat(s); build __hanging​ drop(s) and rent __hanging​ drop(s); build __prop(s) and rent__ prop(s). This solution gives the ▼(minimum, maximum) ​cost, which is ​$__.

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.

Required:

Write your response in the form of a 1-2 page memo to Fatima Hopkins, from the perspective of the company accountant. Be sure to include all your financial analyses, clearly showing your calculations, to support your conclusions. Be sure to include the following points in your memo, and provide the appropriate financial analysis(es) to support your conclusions.

a. Evaluate Janet Lieberman’s (the Funland park manager) decision. Explain why it was/was not in Central Adventure’s overall best interest for Funland to reject the new rollercoaster.

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

Think about the last movie you saw in a movie theater. What aspects of the movie had international components in it? Are there more international elements included than compared to your favorite movie from 10 years ago?

1. What is true of socialist economies?

                 a.   They don’t allow elections as they reject democracy, they are run by a central workers party.

                b.    They tend to be poor, and found in the 3^rd world

                c.    state owns and manages basic industries though people can hold jobs, and salaries and have

                        private property

                d.   There are none left in the world today except for Cuba

2.

Which of the following was not a result of the Shelby v. Holder Supreme Court decision?

a.    The Court ruled on which states should be covered under Section 12, dropping some states,

       adding others based on current conditions

b.    The court struck down Section 5 of the Voting Rights Act

c.     States previously covered by Section 5 immediately began enacting procedures previously

        determined by the DOJ as discriminatory.

d.    There are legal challenges to the changes States are passing to their voting procedures and

        requirements, and states are losing in Federal Courts.

3.

A global economy refers to

                 a.   an centralized economy controlled and managed by international organizations like the

                       United Nations

                b. Private corporations that have management, investment and production in different

                       countries

                 c.    international corporations co-managed with workers

                d.   none of the above

4.

The United States is best described as a(n) ____________ society.

                 a.   industrial agrarian b.   globalist                          c.   industrial                        d.   Post industrial

5. Globalization affects which part of our daily lives?

a.      our work patterns                                      b.     our sense of individualism

c.      popular culture                                             d.     all of the above

James Davies argues that relative deprivation, not absolute deprivation, is what motivates revolution. Relative deprivation is the discrepancy between:

a.   those who believe society should be guided by religious faith and those who believe that

       capitalism should be the focus

b.   those who own the means of production and workers

c.   the educated and those with less skills

d.   the lives people are forced to lead and what they think could realistically be achieved

Help Please

In a telephone conversation with a sales representative of a linen company, the manager of a hotel ordered $1,000 worth of sheets. Following the conversation, the manager wrote a memo to the file documenting the agreement, initialed it, and sent a copy to the sales representative. One of the linen company’s competitors learned of this contract and contacted the hotel to tell them that the sheets were poorly manufactured and that they should stop buying from the linen company and buy everything from the competitor. The hotel then cancels the contract and starts buying from the competitor.

The linen company’s sheets are not poorly manufactured. The linen company can sue both the competitor and the hotel for losses suffered, one for a tort and one for breach of contract, but the linen company is not allowed to recover twice for the same harm.

What is the tort that the linen company can sue for and who is the defendant?

Who should they sue for the breach of contract claim?

What damages would be recoverable from each defendant so that it would not be recovering the same damages twice?

Does the Statute of Frauds create a defense to the lawsuit against the hotel?

Why or why not?

Its a law question

Star Inn is a chain of hotels. The reservation system is uses a centralized reservation database. The database contains booking information on all hotels of Star Inn. The following is a description of the conceptual model of the hotel reservation database at Star Inn.

The database contains information about hotels, hotel rooms, customers, and reservation. A hotel can be identified by its identification number (hotel_id). It is also described by hotel_name, address and phone_no. Rooms are identified by room_no which is unique for a hotel. The same room_no may exist in different hotels of Star Inn. Rooms are also described by type and rate.

Customers are identified by customer_id and are described by name (customer_name), address (customer_address), and phone number (customer_phone). When a customer makes a reservation, he/she is asked to specify the hotel, the room type, the arrival date (arrival_date) and duration of stay (duration). A specific room is then booked for the customer. A customer can book the same room more than once. Therefore, a reservation is identified by a reservation number (reservation_no).

Please use Visible Analyst or any other CASE tool to draw the ERD.