Questions
Star Inn is a chain of hotels. The reservation system is uses a centralized reservation database....

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.

In: Computer Science

This is a hotel room and guest management system, the main purpose of this procedure is to manage the room

 IN C.

This is a hotel room and guest management system, the main purpose of this procedure is to manage the room, manage the guest account and check the hotel performance (how many rooms are booked, etc.). There are two types of people who use this system, the manager and the receptionist.

As a manager, there are three options:

  1. Set/adjust room levels and rates for each level

Detail: there are 80 rooms in the hotel, 10 on each floor, eight floors. All rooms have four levels: **, ***, *** and VIP. I think the operation here is that the manager can manually input a room number, and then divide it into one of the four levels. Each level has a fixed price.

2. Manage customer information (add/adjust/delete)

Detail:The manager will be able to see a library of users and (add/remove/modify) the customer in it, as well as label some users with special VIP codes that will allow them to stay in VIP rooms.

3. Check hotel status

Detail: this means that the manager can see how many people have stayed in the hotel, if the most simplified, is the room occupancy rate.


In: Computer Science

• The following information is for Winter Break Hotel. Given the information, questions from #14 to...

• The following information is for Winter Break Hotel. Given the information, questions from #14 to #16.
o Average room selling price: $65
o Average variable cost per room: $17
o Annual total fixed costs: $450,000
o Sales goal (= Net Income) of the hotel this year: $5,000,000
o Number of rooms available per day: 400 rooms
o This hotel is open 365 days a year.

What is the occupancy percentage required to reach the sales goal? (Round to the second decimal place.)

A. 23.43%

B. 9.46%

C. 23.65%

D. 77.77%

For every $1 of sales, how much can this hotel use to pay on fixed costs or to generate profits?

A. $2.82

B. $.82

C. $.26

D. $.74

If this hotel experiences an increase in its fixed cost by $35,000 this year, how many additional rooms must be sold to absorb this increase? (Round up to the nearest whole number.)

A. 730 rooms

B. 21,722 rooms

C. 727 rooms

D. 11,667 rooms

In: Accounting

Hubbart approach The Pimlico Hotel is a 200-room hotel and it is projected to cost $15...

Hubbart approach

The Pimlico Hotel is a 200-room hotel and it is projected to cost $15 million including land, building, equipment, and furniture and working capital. The hotel is financed with a $10 million loan at 8% interest rate. The owner’s investment in the property is $5 million. The owners desire a 16% return on investment. The hotel projects 80% occupancy rate and it will be open 365 days a year. The income tax rate is 40%. Room’s department direct expenses

are $10 per room sold.

The following are the fixed and undistributed expenses.

Depreciation expense $300,000

Amortization expense 100,000

Rent Expense 130,000

Administration and general 300,000

Marketing 200,000

Utility costs 200,000

Property Operations and Maintenance 120,000

Insurance 50,000

Property taxes 200,000

Other operated departments’ Income/losses

Food 150,000

Beverage 50,000

Telephone (50,000)

Additional information

Double occupancy 40%

Rate difference (spread) between double and single is $10.

Using the information above find the ADR and determine double rate and single rate for the Pimlico Hotel.

In: Accounting

Fun City has decided to build a new municipal water park with pools, water slides, and...

Fun City has decided to build a new municipal water park with pools, water slides, and so forth. You have been hired to conduct a study to determine if the water park can pass the test. A nearby and very similar city currently has a water park similar to the one Fun City is considering. The nearby city currently charges $10 for admission and, on a typical day, attracts 4,000 persons. Last year, it charged $15, but only attracted 3,000 paying customers.

  1. Assuming that the demand curve for water parks is linear, estimate the net benefits received by those using the Fun City water park, if Fun City charges an admission price of $12.50. [NOTE: You need not compute the actual amount; just use a graph and clearly indicate the area that represents the net benefit amount.]
  1. By how much, and in what direction, would the net benefits received by those using the water park change if Fun City charges a $15.00 admission price, rather than $12.50? [NOTE: This time compute the actual dollar value.]

In: Economics

IN JAVA Write a program that calculates the occupancy rate for each floor of a hotel....

IN JAVA

Write a program that calculates the occupancy rate for each floor of a hotel. (Use a sentinel value and please point out the sentinel in bold.) The program should start by asking for the number of floors in the hotel. A loop should then iterate once for each floor. During each iteration, the loop should ask the user for the number of rooms on the floor and the number of them that are occupied. After all the iterations, the program should display the number of rooms the hotel has, the number of them that are occupied, the number that are vacant, and the occupancy rate for the hotel. Input Validation: Do not accept a value less than 1 for the number of floors. Do not accept a number less than 10 for the number of rooms on a floor.

SAMPLE OUTPUT:

Enter number of floors:
2
Enter total rooms at floor 1:
10
Enter total rooms occupied at floor1:
5
Enter total rooms at floor 2:
10
Enter total rooms occupied at floor2:
5
Total rooms: 20
Total occupied rooms: 20
Hotel occupany: 50.0

In: Computer Science

A bicycle racer sprints at the end of a race to clinch a victory. The racer...

A bicycle racer sprints at the end of a race to clinch a victory. The racer has an initial velocity of 11.2 m/s and accelerates at the rate of 0.3 m/s2 for 6.9 s.

a)The racer continues at this velocity to the finish line. If he was 293 m from the finish line when he started to accelerate, how much time did he save (in s)?

b)One other racer was 5 m ahead when the winner started to accelerate, but he was unable to accelerate, and traveled at 11.5 m/s until the finish line. How far ahead of him (in seconds) did the winner finish?

c) How far ahead of him (in meters) did the winner finish?

A fast elevator in a skyscraper is employing the following scheme to get from the starting level to the desired level: For the first half of the time it accelerates at the maximum allowed acceleration of 1.0 m/s2 and for the second half it decelerates at the maximum allowed acceleration of −1.0 m/s2. How long does it take (in seconds) to go from ground level to the highest level at 80 m elevation?

A track team is practicing for a 4 × 100 m relay race. The first runner, Linda, is running at a constant speed of 8.6 m/s. The next runner, Jenny, will be starting from rest at the 80 m mark. She has an acceleration of 1.0 m/s2. Ideally the two runners meet at the 100 m mark to hand over the baton. At this point, Jenny is still accelerating.

a) How long does it take Jenny to run from the 80-m mark to the 100-m mark?

b) At what distance behind Jenny should Linda be when Jenny starts running? (Assume for simplicity that there is no distance between the two runners when the switch happens.)

c) What’s Jenny’s speed at the 100m mark?

In: Physics

Suppose you work at a large tire distribution center. The tires’ average tread life has been...

Suppose you work at a large tire distribution center. The tires’ average tread life has been 50,000 miles with a standard deviation of 5,000 miles. At the end of the year, the company can reevaluate their supply contract. There are four supply options for the next contract: the current supplier or one of three competitors.

The current supplier produces tires with an average tread life of 50,000 miles with a standard deviation of 5,000 miles. Competitor A claims to produce tires with an average tread life of 52,000 miles with a population standard deviation of 8,000 miles. Competitor B claims to produce tires with an average tread life of 50,000 miles with a population standard deviation of 3,000 miles. Competitor C claims to produce tires with an average tread life of 60,000 miles with a population standard deviation of 12,000 miles.

Based on your evaluations of the three competitors, you must recommend a supply option for the next contract. Recall, you are allowed to choose the current supplier.

In: Economics

Case2: Disneyland in Europe Between 1988 and 1990 three $150 million amusement parks opened in France....

Case2: Disneyland in Europe

Between 1988 and 1990 three $150 million amusement parks opened in France. By 1991 two of them were bankrupt and the third was doing poorly. Despite this, the Walt Disney Company went ahead with a plan to open Europe’s first Disneyland in 1992. Far from being concerned about the theme park doing well, Disney executives were worried that Euro Disneyland would be too small to handle the giant crowds. The $4.4 billion project was to be located on 5,000 acres in Seine-et-Marne 20 miles east of Paris. And the city seemed to be an excellent location; there were 17 million people within a two-hour drive of Euro Disneyland, 41 million within a four-hour drive, and 109 million within six hours of the park. This included people from seven countries: France, Switzerland, Germany, Luxembourg, the Netherlands, Belgium, and Britain. Disney officials were optimistic about the project. Their US parks, Disneyland and Disneyworld, were extremely successful, and Tokyo Disneyland was so popular that on some days it could not accommodate the large number of visitors. Simply put, the company was making a great deal of money from its parks. However, the Tokyo park was franchised to others—and Disney management felt that it had given up too much profit with this arrangement. This would not be the case at Euro Disneyland. The company’s share of the venture was to be 49 per cent for which it would put up $160 million. Other investors put in $1.2 billion, the French government provided a low-interest $900 million loan, banks loaned the business $1.6 billion, and the remaining $400 million was to come from special partnerships formed to buy properties and to lease them back. For its investment and management of the operation, the Walt Disney Company was to receive 10 per cent of Euro Disney’s admission fees, 5 per cent of food and merchandise revenues, and 49 per cent of all profits. The location of the amusement park was thoroughly researched. The number of people who could be attracted to various locations throughout Europe and the amount of money they were likely to spend during a visit to the park were carefully calculated. In the end, France and Spain had proved to offer the best locations. Both countries were well aware of the park’s capability for creating jobs and stimulating their economy. As a result, each actively wooed the company. In addition to offering a central location in the heart of Europe, France was prepared to provide considerable financial incentives. Among other things, the French government promised to build a train line to connect the amusement park to the European train system. Thus, after carefully comparing the advantages offered by both countries, France was chosen as the site for the park. At first things appeared to be off to a roaring start. Unfortunately, by the time the park was ready to open, a number of problems had developed, and some of these had a very dampening effect on early operations. One was the concern of some French people that Euro Disney was nothing more than a transplanting of Disneyland into Europe. In their view the park did not fit into the local culture, and some of the French press accused Disney of “cultural imperialism.” Others objected to the fact that the French government, as promised in the contract, had expropriated the necessary land and sold it without profit to the Euro Disneyland development people. Signs reading “Don’t gnaw away our national wealth” and “Disney go home” began appearing along roadways. These negative feelings may well have accounted for the fact that on opening day only 50,000 visitors showed up, in contrast to the 500,000 that were expected. Soon thereafter, operations at the park came under criticism from both visitors and employees. Many visitors were upset about the high prices. In the case of British tourists, for example, because of the Franc exchange rate, it was cheaper for them to go to Florida than to Euro Disney. In the case of employees, many of them objected to the pay rates and the working conditions. They also raised concerns about a variety of company policies ranging from personal grooming to having to speak English in meetings, even if most people in attendance spoke French. Within the first month 3,000 employees quit. Some of the other operating problems were a result of Disney’s previous experiences. In the United States, for example, liquor was not sold outside of the hotels or specific areas. The general park was kept alcohol free, including the restaurants, in order to maintain a family atmosphere. In Japan, this policy was accepted and worked very well. However, Europeans were used to having outings with alcoholic beverages. As a result of these types of problems, Euro Disney soon ran into financial problems. In 1994, after three years of heavy losses, the operation was in such bad shape that some people were predicting that the park would close. However, a variety of developments saved the operation. For one thing, a major investor purchased 24.6 per cent (reducing Disney’s share to 39 per cent) of the company, injecting $500 million of much needed cash. Additionally, Disney waived its royalty fees and worked out a new loan repayment plan with the banks, and new shares were issued. These measures allowed Euro Disney to buy time while it restructured its marketing and general policies to fit the European market. In October 1994, Euro Disney officially changed its name to “Disneyland Paris.” This made the park more French and permitted it to capitalize on the romanticism that the word “Paris” conveys. Most importantly, the new name allowed for a new beginning, disassociating the park from the failure of Euro Disney. This was accompanied with measures designed to remedy past failures. The park changed its most offensive labor rules, reduced prices, and began being more culturally conscious. Among other things, alcohol beverages were now allowed to be served just about anywhere. The company also began making the park more appealing to local visitors by giving it a “European” focus. Ninety-two per cent of the park’s visitors are from eight nearby European countries. Disney Tomorrowland, with its dated images of the space age, was jettisoned entirely and replaced by a gleaming brass and wood complex called Discovery land, which was based on themes of Jules Verne and Leonardo da Vinci. In Disneyland food services were designed to reflect the fable’s country of origin: Pinocchio’s facility served German food, Cinderella’s had French offerings, and at Bella Notte’s the cuisine was Italian. The company also shot a 360-degree movie about French culture and showed it in the “Visionarium” exhibit. These changes were designed to draw more visitors, and they seemed to have worked. Disneyland Paris reported a slight profit in 1996, and the park continued to make a modest profit through to the early 2000s. In 2002 and 2003, the company was once again making losses, and new deals had to be worked out with creditors. This time, however, it wasn’t insensitivity to local customs but a slump in the travel and tourism industry, strikes and stoppages in France, and an economic downturn in many of the surrounding markets.

Questions

What is Walt Disney Company shown as multinational enterprises (MNE) characteristics?
Disney instead of licensing some other firm to build and operate the park and settling for a royalty, it takes wholly ownership strategy in the firm, why?
Are Walt Disney and Euro Disney indicate the same strategy of MNE?
Before going ahead with Euro Disney, was there an external environmental analysis from Disney? Clarify.

answer about 800 words.

In: Operations Management

Case: Disneyland in Europe Between 1988 and 1990 three $150 million amusement parks opened in France....

Case: Disneyland in Europe

Between 1988 and 1990 three $150 million amusement parks opened in France. By 1991 two of them were bankrupt and the third was doing poorly. Despite this, the Walt Disney Company went ahead with a plan to open Europe’s first Disneyland in 1992. Far from being concerned about the theme park doing well, Disney executives were worried that Euro Disneyland would be too small to handle the giant crowds. The $4.4 billion project was to be located on 5,000 acres in Seine-et-Marne 20 miles east of Paris. And the city seemed to be an excellent location; there were 17 million people within a two-hour drive of Euro Disneyland, 41 million within a four-hour drive, and 109 million within six hours of the park. This included people from seven countries: France, Switzerland, Germany, Luxembourg, the Netherlands, Belgium, and Britain. Disney officials were optimistic about the project. Their US parks, Disneyland and Disneyworld, were extremely successful, and Tokyo Disneyland was so popular that on some days it could not accommodate the large number of visitors. Simply put, the company was making a great deal of money from its parks. However, the Tokyo park was franchised to others—and Disney management felt that it had given up too much profit with this arrangement. This would not be the case at Euro Disneyland. The company’s share of the venture was to be 49 per cent for which it would put up $160 million. Other investors put in $1.2 billion, the French government provided a low-interest $900 million loan, banks loaned the business $1.6 billion, and the remaining $400 million was to come from special partnerships formed to buy properties and to lease them back. For its investment and management of the operation, the Walt Disney Company was to receive 10 per cent of Euro Disney’s admission fees, 5 per cent of food and merchandise revenues, and 49 per cent of all profits. The location of the amusement park was thoroughly researched. The number of people who could be attracted to various locations throughout Europe and the amount of money they were likely to spend during a visit to the park were carefully calculated. In the end, France and Spain had proved to offer the best locations. Both countries were well aware of the park’s capability for creating jobs and stimulating their economy. As a result, each actively wooed the company. In addition to offering a central location in the heart of Europe, France was prepared to provide considerable financial incentives. Among other things, the French government promised to build a train line to connect the amusement park to the European train system. Thus, after carefully comparing the advantages offered by both countries, France was chosen as the site for the park. At first things appeared to be off to a roaring start. Unfortunately, by the time the park was ready to open, a number of problems had developed, and some of these had a very dampening effect on early operations. One was the concern of some French people that Euro Disney was nothing more than a transplanting of Disneyland into Europe. In their view the park did not fit into the local culture, and some of the French press accused Disney of “cultural imperialism.” Others objected to the fact that the French government, as promised in the contract, had expropriated the necessary land and sold it without profit to the Euro Disneyland development people. Signs reading “Don’t gnaw away our national wealth” and “Disney go home” began appearing along roadways. These negative feelings may well have accounted for the fact that on opening day only 50,000 visitors showed up, in contrast to the 500,000 that were expected. Soon thereafter, operations at the park came under criticism from both visitors and employees. Many visitors were upset about the high prices. In the case of British tourists, for example, because of the Franc exchange rate, it was cheaper for them to go to Florida than to Euro Disney. In the case of employees, many of them objected to the pay rates and the working conditions. They also raised concerns about a variety of company policies ranging from personal grooming to having to speak English in meetings, even if most people in attendance spoke French. Within the first month 3,000 employees quit. Some of the other operating problems were a result of Disney’s previous experiences. In the United States, for example, liquor was not sold outside of the hotels or specific areas. The general park was kept alcohol free, including the restaurants, in order to maintain a family atmosphere. In Japan, this policy was accepted and worked very well. However, Europeans were used to having outings with alcoholic beverages. As a result of these types of problems, Euro Disney soon ran into financial problems. In 1994, after three years of heavy losses, the operation was in such bad shape that some people were predicting that the park would close. However, a variety of developments saved the operation. For one thing, a major investor purchased 24.6 per cent (reducing Disney’s share to 39 per cent) of the company, injecting $500 million of much needed cash. Additionally, Disney waived its royalty fees and worked out a new loan repayment plan with the banks, and new shares were issued. These measures allowed Euro Disney to buy time while it restructured its marketing and general policies to fit the European market. In October 1994, Euro Disney officially changed its name to “Disneyland Paris.” This made the park more French and permitted it to capitalize on the romanticism that the word “Paris” conveys. Most importantly, the new name allowed for a new beginning, disassociating the park from the failure of Euro Disney. This was accompanied with measures designed to remedy past failures. The park changed its most offensive labor rules, reduced prices, and began being more culturally conscious. Among other things, alcohol beverages were now allowed to be served just about anywhere. The company also began making the park more appealing to local visitors by giving it a “European” focus. Ninety-two per cent of the park’s visitors are from eight nearby European countries. Disney Tomorrowland, with its dated images of the space age, was jettisoned entirely and replaced by a gleaming brass and wood complex called Discovery land, which was based on themes of Jules Verne and Leonardo da Vinci. In Disneyland food services were designed to reflect the fable’s country of origin: Pinocchio’s facility served German food, Cinderella’s had French offerings, and at Bella Notte’s the cuisine was Italian. The company also shot a 360-degree movie about French culture and showed it in the “Visionarium” exhibit. These changes were designed to draw more visitors, and they seemed to have worked. Disneyland Paris reported a slight profit in 1996, and the park continued to make a modest profit through to the early 2000s. In 2002 and 2003, the company was once again making losses, and new deals had to be worked out with creditors. This time, however, it wasn’t insensitivity to local customs but a slump in the travel and tourism industry, strikes and stoppages in France, and an economic downturn in many of the surrounding markets.

Questions :

What is Walt Disney Company shown as multinational enterprises (MNE) characteristics?
Disney instead of licensing some other firm to build and operate the park and settling for a royalty, it takes wholly ownership strategy in the firm, why?
Are Walt Disney and Euro Disney indicate the same strategy of MNE?
Before going ahead with Euro Disney, was there an external environmental analysis from Disney? Clarify.
Total: 800 words.

In: Operations Management