Playland at Pacific National Exhibition is an amusement park offering 31 different rides (including 4 rollercoasters and 1 water ride). The guests who are 48” or taller can go on any ride they want and so they get more value from visiting the park; let us say their individual demand is given by P = 5 – 0.25qO, where P is the price per ride ($ per ride) and qO is the number of the rides (per day) (the subscript O stands for “One Day;” that’s how the park calls its passes for the guests who are 48” or taller). The guests who are under 48” are not allowed on certain rides so they get less value from visiting the park; let us say their individual demand is given by P = 4 – 0.25qJ, where P is the price per ride ($ per ride) and qJ is the number of the rides (per day) (the subscript J stands for “Jr. One Day;” that’s how the park calls its passes for the guests under 48”). Assume it costs the park flat ¢25 per guest to operate a single ride, and it costs the park flat ¢75 to issue a single ticket to a ride. Assume there are 500 guests 48” or taller and 500 guests under 48” on an average day. We can consider Playland a monopolist in Vancouver.
If Playland employed a second-degree price discrimination scheme (single ride tickets are issued, each rider receives a book of tickets [qO or qJ]),
10. what would be the size qO of a package for guests 48” or taller (number of rides with a One Day admission)?
11. what would be the price TO of a package for guests 48” or taller ($ for a One Day admission)?
12. what would be the size qJ of a package for guests under 48” (number of rides with a Jr. One Day admission)?
13. what would be the price TJ of a package for guests under 48” ($ for a Jr. One Day admission)? 14. what is Playland’s profit on an average day ($ per day)? Assume zero fixed cost.
In: Economics
Case 1: An ex-employee of a company’s payable department was able to steal around $200K by filling fake invoices from his own dummy company. A forensic accounting team discovered that there were 12 fake invoices were submitted and paid by the ex-employee over the time frame of previous 1 year. Payments made of the fake invoices were paid first into account of his wife, after which they were transferred into his own account.
Keeping the Case 1 in view, it can be observed that the organization is lacking behind in structure and quality controls.
Required:
1. What can be done the future to prevent such activity in future? Explain by suggesting what internal controls should be set in place by the organization.
In: Accounting
An ex-employee of a company’s payable department was able to steal around $200K by filling fake invoices from his own dummy company. A forensic accounting team discovered that there were 12 fake invoices were submitted and paid by the ex-employee over the time frame of previous 1 year. Payments made of the fake invoices were paid first into account of his wife, after which they were transferred into his own account.
Required: 1. Suppose you are the external auditor, what audit procedures you will use to catch this fraudulent activities and person responsible?
In: Operations Management
|
The NuPress Valet Co. has an improved version of its hotel stand. The investment cost is expected to be $72 million and will return $13.5 million for 5 years in net cash flows. The ratio of debt to equity is 1 to 1. The cost of equity is 13%, the cost of debt is 9%, and the tax rate is 34%. The appropriate discount rate, assuming average risk, is: |
| 9% | |
| 9.47% | |
| 8.65% | |
| 13% | |
| 10.5% |
In: Finance
1. Derive expressions for the differential and common mode gains of the amplifier and thence derive the common mode rejection ratio (CMRR). Explain the design steps necessary to achieve a high CMRR.
2. If the differential gain of the first stage of the amplifier is 100 and the -& resistor values associated with the second stage are R1= 15k, R2= 10.5k, R3= 200k and R4= 101k, calculate the CMRR of the whole system.
3. Explain the operation of a Lock – in amplifier system of which the output is independent of the phase of the measurand.
In: Electrical Engineering
| X | Under $20K | $20K- $49,999 | $50K - $99999 | $100K - $149999 | $150K- $199999 | $200K + |
| High School or Less | 4,200 | 9,581 | 9,115 | 3,271 | 1,080 | 750 |
| Some College | 1,816 | 5,723 | 7,826 | 4,181 | 1,756 | 1,205 |
| Bachelors | 1,691 | 5,729 | 13,278 | 10,972 | 7,029 | 9,382 |
| Masters | 223 | 673 | 1,995 | 2,028 | 1,466 | 2,039 |
| PhD | 36 | 112 | 352 | 363 | 327 | 714 |
In: Statistics and Probability
Question 2
You are an auditor on the BLUE Limited (BLUE) audit engagement for the financial year ending 30 September 2019. BLUE is a large hotel company with more than 1000 hotels in Australia and Asia under a range of hotel brands. You are in the process of undertaking audit planning procedures for the BLUE audit. You have noted a number of significant risks outlined below.
BLUE’s revenue is made up of management fees earned from hotels managed by BLUE under long-term contracts with hotel owners, and from the rental of rooms and food and beverage sales from hotels owned and leased by the company directly. In hotels owned and leased directly by BLUE, the company’s practice is to confirm hotel bookings by taking credit card details and collecting payment for accommodation and incidentals at the end of a customer’s stay. You have noted an increasing incidence of corporate clients prepaying for their employees’ accommodation. These have been recorded as revenue when payment has been received.
It has also come to your attention that there have been a growing number of disputes with hotel owners in relation to the amount of management fees being charged. Management fees included a base fee, a percentage of hotel revenue, and an incentive fee based on the hotel’s profitability. Individual contracts negotiated with hotel owners include provisions for percentage increases of the base fee either annually or biannually to take effect at specific dates. Based on your initial review of the correspondence, it appears that BLUE has been applying percentage increases to the base fee charged to hotel owners prior to their effective date as contained in the contracts with individual hotel owners.
BLUE runs a hotel loyalty program which enables members of the program to earn points for every dollar spent on accommodation, food and beverages at BLUE branded hotels. These points may be redeemed at a later date for free accommodation or other benefits. BLUE records a loyalty program future redemption liability on the basis of the number of points expected to be redeemed prior to their expiry multiplied by redemption cost per point. An announcement was made on 30 May 2017 that points earned under the loyalty program would now expire in two years rather than five years from the time they are earned. BLUE’s management subsequently reduced the amount provided in the loyalty program future redemption liability by $80 million based on their estimate of the revised amount required to meet the liability given the impact of the change.
BLUE has embarked on a large-scale software development project in the current year to internally develop improved guest reservation and hotel management systems. An amount of $37 million for the year has been capitalised as software development during the year. Your initial review has revealed that this amount includes repairs and maintenance of a range of BLUE’s hardware incurred during a year.
Required
(a) Considering the information provided, determine the four key account balances and related assertions at risk. Briefly justify your answer. (4 X 5 Marks = 20 Marks)
b) Recommend one audit procedure in relation to each of the assertions identified above (4 X 2.5 Marks = 10 Marks)
In: Accounting
Please answer both questions
In: Economics
The structure of the hotel industry
1- Describe the organizational chart of a 68-room,
economy class hotel, franchised under a major chain’s logo, which
has no food and beverageservice, not even breakfast.
2- Sketch the floor plan of the same hotel described abov
please answer on paper to avoid plagorism
In: Civil Engineering
At the point you will engage in fieldwork as a researcher, you will probably ask yourself: ‘How will I decide what is important, and what is not so important?’ Or ‘what should I take notes about?’ The literature recommends starting with a broad focus and narrow it later, initially taking notes on as many aspects of the scene as possible.
In: Economics