Please fill in all blanks with bolded options. will give thumbs up thanks

Another important need that money fulfills is that it’s a (unit of account // dollar denominated unit // accounting systems) meaning that its something everything else can be expressed in. This provides for efficient and easy understanding of (the true and full value of goods // the exchange value of goods // the objective value of goods) providing assurance and most importantly (insurance // information // dissurance // assurance)

According to the FEE article, "The Gold Standard Didn't..." In 1914, the United States was engaged in World War ( I // II // III) and could not subsidize its military expenditures by solely relying on the gold standard. President Woodrow Wilson took the United States economy off the gold standard and used the Federal Reserve to ( create prosperity // return to the gold standard // print more money // print less money ) so the United States government could supply its military arsenal during the war. The early 1920s saw the rise of the Federal Reserve as ( creator of mass prosperity // the central authority // a non-authority // as a well established governmental oversight) as it became the regulator of the ( value of gold // value of the economy // value of the USD // money in circulation) during the Pre-World War II era.

While ( bad // monetary // fiscal) consists of government actions in the economy like spending more or less money, ( banking // monetary // good // fiscal ) consists of policies like lowering the interest rate which is meant to ( incentivize economizing // induce borrowing // induce congressional action // reduce borrowing )

In essentially every country today new money originates at the ( ECB // Fed // Commercial bank // central bank ). In the USA this is called the ( Federal Reserve // ECB // central bank // Bank of the US ). This new money can be lent to commercial banks via ( ECB // Bond markets // Loans // open market operations ) where bonds are sold by commercial bank in exchange for the new currency. They can then multiply this money by ( loaning it via the fractional // reserve system // The fed, fractional reserve bank ) which means that banks need only have ( 10 / 20 / 90 / 15 ) % of ( The feds // governments // depositors // bankers )

In the mid-1990s, Colgate-Palmolive developed a new toothpaste for the U.S. market, Colgate Total, with an antibacterial ingredient that was already being successfully sold overseas. At that time, the word antibacterial was not allowed for such products by the Food and Drug Administration (FDA). In response, the name “Total” was given to the product in the United States. The one word would convey that the toothpaste is the “total” package of various benefits. Young & Rubicam developed several commercials illustrating Total’s benefits and tested the commercials with focus groups. One commercial touting Total’s long-lasting benefits was particularly successful. The product was launched in the United States in January of 1998 using commercials that were designed from the more successful ideas of the focus group tests. Suppose 32% of all people in the United States saw the Total commercials. Of those who saw the commercials, 40% purchased Total at least once in the first 10 months of its introduction. According to U.S. Census Bureau data, approximately 20% of all Americans were in the 45-64 age category. Suppose 24% of the consumers who purchased Total for the first time during the initial 10-month period were in the 45-64 age category. Within three months of the Total launch, Colgate-Palmolive grabbed the number one market share for toothpaste. Ten months later, 21% of all U.S. households had purchased Total for the first time. The commercials and the new product were considered a success. During the first 10 months of its introduction, 43% of those who initially tried Total purchased it again.   

1. What percentage of U.S. households purchased Total at least twice in the first 10 months of its release?

2. Can you conclude the initial purchase of Total was independent of age? Use a quantitative argument to justify your answer.

3. Calculate the probability that a randomly selected U.S. consumer is either in the 45-64 age category or purchased Total during the initial 10-month period.

4. What is the probability that a randomly selected person purchased Total in the first 10 months given that the person is in the 45-64 age category?

e. What percentage of people who did not see the commercials purchased Total at least once in the first 10 months of its introduction?

Pleasanton Studios Kersten Brown, the CEO of Pleasanton Studios, is having a tough week - all three of her top management level employees have dropped in with problems. One executive is making questionable decisions, another is threatening to quit, and the third is reporting losses (again). Kersten is hoping to find simple answers to all her difficulties. She is asking you (her accountant) for some advice on how to proceed. Pleasanton Studios owns and operates three decentralized divisions: Entertainment, Streaming, and Parks. Pleasanton Studios has a decentralized organizational structure, where each division is run as an investment center. Division managers meet with the CEO at least once annually to review their performance, where each division manager's performance is measured by their division's return on investment (ROI). The division manager then receives a bonus equal to 10% of their base salary for every ROI percentage point above the cost of capital. The Entertainment division manager, John Freeman, was the first to knock on Kersten's door this morning. Entertainment, Pleasanton Studios' first endeavor, produces movies for the big screen. Entertainment has been in operation since 1965. Last month, John had mentioned a proposal to build a new animation studio. The build would cost $4,910,000 with an estimated life of 20 years and no salvage value and would allow Entertainment to start producing animated movies. Animated movies were projected to bring in an additional $1,210,000 in revenues each year, but would increase annual production costs by $574,000. John had dropped in to let Kersten know he had decided not to move forward with the animation studio. This surprised Kersten - her quick mental calculation indicated that the studio would have a payback period of 8 years, much shorter than the expected life of the studio. Not entirely sure that her quick assessment was valid, Kersten needed to check with her accountant on the matter. Next to Kersten's door was the manager of Streaming, which produces short-form (30 minute to one hour) episodes in addition to streaming the movies developed by Entertainment. Customers then buy subscriptions to the service. Run by division manager Reyna Imanah, Streaming was introduced in 2016 and has increased subscriptions by 20% every year since. Reyna's complaint was that, based on the current bonus payout schedule, John Freeman's bonus last year was significantly higher than hers. She points to the increasing subscription rates at Streaming, and says that her division is being punished for having opened so recently (her division's facilities are much more recent than those in Entertainment). She currently has an employment offer from another company at the same base pay rate, and stated that she will accept this offer unless she feels her performance is being appropriately acknowledged and compensated. Kersten needs to look at the relative performance across divisions to determine how to proceed with Reyna. Pleasanton Parks is a theme park based on the movies from Entertainment and the series from Streaming. For many years, it was a popular year-round destination, with characters, rides, and a hotel. 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 permanently close that division. Included in the 'Fixed COGS' for Parks is an annual $1,650,000 mortgage payment on the land and buildings for the park, which would still need to be paid (as a corporate level cost) if the park is closed and that segment is removed from the financial statements. Incidentally, you recently had a conversation with a Marriott Hotels executive, who would like to expand into the area. If you decided to close Parks, you are fairly certain that you could lease the hotel facilities to Marriott for $650,000 annually. A partial report of this year's financial results for Pleasanton Studios can be found in Table 1 below. The 'Selling and admin costs' listed in Table 1 are directly incurred by each division, and are determined at the beginning of each year (that is, they do not change with increased/decreased production). In addition to the divisional information above, there are $2,000,000 in corporate costs that are currently allocated evenly between the three divisions. These costs are primarily due to employee benefits costs, which are billed at the corporate level. If the Parks division is closed, the decreased employee base would reduce allocated corporate costs by $500,000. Pleasanton Studios has a cost of capital of 12 percent (and Kersten uses the cost of capital as their required rate of return) and are subject to 32% income taxes. Before she can make any decisions, Kersten needs to evaluate this year's performance results. She sets off to see you, the company's accountant, for answers.

Table 1: Pleasanton Studios current year data Experience Streaming Parks Revenues $54,583,520 $30,184,570 $7,564,270 Fixed COGS $3,356,850 $4,074,530 $3,159,430 Variable COGS $40,257,310 $22,020,695 $3,698,928 # of customers 15,264,200 1,420,060 30,240 # of employees 11,562 1,954 1,378 Average net operating assets $29,014,000 $19,252,000 $420,000 Selling and admin costs $3,259,520 $944,620 $231,900  

b. Evaluate Entertainment's decision not to invest in the new animation studio (i.e., was the decision appropriate and in the best interests of Pleasanton Studios), including the appropriate financial analyses to support your evaluation. c. Evaluate the validity of Reyna Imanah's complaint regarding her evaluated performance. Explain why it is (or is not valid), and what further information would be necessary. d. Provide a recommendation on whether to close the Parks division, including all necessary financial analyses.

Kersten Brown, the CEO of Pleasanton Studios, is having a tough week - all three of her top management level employees have dropped in with problems. One executive is making questionable decisions, another is threatening to quit, and the third is reporting losses (again). Kersten is hoping to find simple answers to all her difficulties. She is asking you (her accountant) for some advice on how to proceed. Pleasanton Studios owns and operates three decentralized divisions: Entertainment, Streaming, and Parks. Pleasanton Studios has a decentralized organizational structure, where each division is run as an investment center. Division managers meet with the CEO at least once annually to review their performance, where each division manager's performance is measured by their division's return on investment (ROI). The division manager then receives a bonus equal to 10% of their base salary for every ROI percentage point above the cost of capital. The Entertainment division manager, John Freeman, was the first to knock on Kersten's door this morning. Entertainment, Pleasanton Studios' first endeavor, produces movies for the big screen. Entertainment has been in operation since 1965. Last month, John had mentioned a proposal to build a new animation studio. The build would cost $4,910,000 with an estimated life of 20 years and no salvage value and would allow Entertainment to start producing animated movies. Animated movies were projected to bring in an additional $1,210,000 in revenues each year, but would increase annual production costs by $574,000. John had dropped in to let Kersten know he had decided not to move forward with the animation studio. This surprised Kersten - her quick mental calculation indicated that the studio would have a payback period of 8 years, much shorter than the expected life of the studio. Not entirely sure that her quick assessment was valid, Kersten needed to check with her accountant on the matter. Next to Kersten's door was the manager of Streaming, which produces short-form (30 minute to one hour) episodes in addition to streaming the movies developed by Entertainment. Customers then buy subscriptions to the service. Run by division manager Reyna Imanah, Streaming was introduced in 2016 and has increased subscriptions by 20% every year since. Reyna's complaint was that, based on the current bonus payout schedule, John Freeman's bonus last year was significantly higher than hers. She points to the increasing subscription rates at Streaming, and says that her division is being punished for having opened so recently (her division's facilities are much more recent than those in Entertainment). She currently has an employment offer from another company at the same base pay rate, and stated that she will accept this offer unless she feels her performance is being appropriately acknowledged and compensated. Kersten needs to look at the relative performance across divisions to determine how to proceed with Reyna. Pleasanton Parks is a theme park based on the movies from Entertainment and the series from Streaming. For many years, it was a popular year-round destination, with characters, rides, and a hotel. 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 permanently close that division. Included in the 'Fixed COGS' for Parks is an annual $1,650,000 mortgage payment on the land and buildings for the park, which would still need to be paid (as a corporate level cost) if the park is closed and that segment is removed from the financial statements. Incidentally, you recently had a conversation with a Marriott Hotels executive, who would like to expand into the area. If you decided to close Parks, you are fairly certain that you could lease the hotel facilities to Marriott for $650,000 annually. A partial report of this year's financial results for Pleasanton Studios can be found in Table 1 below. The 'Selling and admin costs' listed in Table 1 are directly incurred by each division, and are determined at the beginning of each year (that is, they do not change with increased/decreased production). In addition to the divisional information above, there are $2,000,000 in corporate costs that are currently allocated evenly between the three divisions. These costs are primarily due to employee benefits costs, which are billed at the corporate level. If the Parks division is closed, the decreased employee base would reduce allocated corporate costs by $500,000. Pleasanton Studios has a cost of capital of 12 percent (and Kersten uses the cost of capital as their required rate of return) and are subject to 32% income taxes. Before she can make any decisions, Kersten needs to evaluate this year's performance results. She sets off to see you, the company's accountant, for answers.

Table 1: Pleasanton Studios current year data Experience Streaming Parks Revenues $54,583,520 $30,184,570 $7,564,270 Fixed COGS $3,356,850 $4,074,530 $3,159,430 Variable COGS $40,257,310 $22,020,695 $3,698,928 # of customers 15,264,200 1,420,060 30,240 # of employees 11,562 1,954 1,378 Average net operating assets $29,014,000 $19,252,000 $420,000 Selling and admin costs $3,259,520 $944,620 $231,900  

a. Evaluate this year's performance results for the three divisions. Your financial analysis should include a segmented income statement for Pleasanton Studios, as well as the current annual ROI, residual income and EVA for the three divisions. b. Evaluate Entertainment's decision not to invest in the new animation studio (i.e., was the decision appropriate and in the best interests of Pleasanton Studios), including the appropriate financial analyses to support your evaluation. c. Evaluate the validity of Reyna Imanah's complaint regarding her evaluated performance. Explain why it is (or is not valid), and what further information would be necessary. d. Provide a recommendation on whether to close the Parks division, including all necessary financial analyses.

Kersten Brown, the CEO of Pleasanton Studios, is having a tough week – all three of her top management level employees have dropped in with problems. One executive is making questionable decisions, another is threatening to quit, and the third is reporting losses (again). Kersten is hoping to find simple answers to all her difficulties. She is asking you (her accountant) for some advice on how to proceed.

Pleasanton Studios owns and operates three decentralized divisions: Entertainment, Streaming, and Parks. Pleasanton Studios has a decentralized organizational structure, where each division is run as an investment center. Division managers meet with the CEO at least once annually to review their performance, where each division manager’s performance is measured by their division’s return on investment (ROI). The division manager then receives a bonus equal to 10% of their base salary for every ROI percentage point above the cost of capital.

The Entertainment division manager, John Freeman, was the first to knock on Kersten’s door this morning. Entertainment, Pleasanton Studios’ first endeavor, produces movies for the big screen. Entertainment has been in operation since 1965. Last month, John had mentioned a proposal to build a new animation studio. The build would cost $4,910,000 with an estimated life of 20 years and no salvage value and would allow Entertainment to start producing animated movies. Animated movies were projected to bring in an additional $1,210,000 in revenues each year, but would increase annual production costs by $574,000. John had dropped in to let Kersten know he had decided not to move forward with the animation studio. This surprised Kersten – her quick mental calculation indicated that the studio would have a payback period of 8 years, much shorter than the expected life of the studio. Not entirely sure that her quick assessment was valid, Kersten needed to check with her accountant on the matter.

Next to Kersten’s door was the manager of Streaming, which produces short-form (30 minute to one hour) episodes in addition to streaming the movies developed by Entertainment. Customers then buy subscriptions to the service. Run by division manager Reyna Imanah, Streaming was introduced in 2016 and has increased subscriptions by 20% every year since. Reyna’s complaint was that, based on the current bonus payout schedule, John Freeman’s bonus last year was significantly higher than hers. She points to the increasing subscription rates at Streaming, and says that her division is being punished for having opened so recently (her division’s facilities are much more recent than those in Entertainment). She currently has an employment offer from another company at the same base pay rate, and stated that she will accept this offer unless she feels her performance is being appropriately acknowledged and compensated. Kersten needs to look at the relative performance across divisions to determine how to proceed with Reyna.

Pleasanton Parks is a theme park based on the movies from Entertainment and the series from Streaming. For many years, it was a popular year-round destination, with characters, rides, and a hotel. 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 permanently close that division. Included in the ‘Fixed COGS’ for Parks is an annual $1,650,000 mortgage payment on the land and buildings for the park, which would still need to be paid (as a corporate level cost) if the park is closed and that segment is removed from the financial statements. Incidentally, you recently had a conversation with a Marriott Hotels executive, who would like to expand into the area. If you decided to close Parks, you are fairly certain that you could lease the hotel facilities to Marriott for $650,000 annually.

A partial report of this year’s financial results for Pleasanton Studios can be found in Table 1 below. The ‘Selling and admin costs’ listed in Table 1 are directly incurred by each division, and are determined at the beginning of each year (that is, they do not change with increased/decreased production). In addition to the divisional information above, there are $2,000,000 in corporate costs that are currently allocated evenly between the three divisions. These costs are primarily due to employee benefits costs, which are billed at the corporate level. If the Parks division is closed, the decreased employee base would reduce allocated corporate costs by $500,000. Pleasanton Studios has a cost of capital of 12 percent (and Kersten uses the cost of capital as their required rate of return) and are subject to 32% income taxes.

Before she can make any decisions, Kersten needs to evaluate this year’s performance results. She sets off to see you, the company’s accountant, for answers.

Table 1: Pleasanton Studios current year data

Required:

a. Evaluate this year’s performance results for the three divisions. Your financial analysis should include a segmented income statement for Pleasanton Studios, as well as the current annual ROI, residual income and EVA for the three divisions.

Overview

For this assignment, write a program that will calculate the amount that a customer spends on tickets at a movie theater.

This program will be continued in program 3 so it is important that this program is completed.

Basic Program Logic

The basic logic for this program is similar to program 1: the user is asked to enter values, a calculation is performed, and the result of the calculation is displayed.

For this program, prompt the user for the number of adult tickets they would like to purchase. This is an integer value and must be placed into an int variable.

Prompt the user for the number of childrens tickets they would like to purchase. This value should also be placed in an int variable.

Calculate the user's purchase amount using a cost of $11.25 for a single adult ticket and $4.50 for a single child ticket. The purchase amount is the cost of adult tickets plus the cost of childrens tickets.

After the calculation, display the number of adult tickets that were purchased, the number of childrens tickets that were purchased, and the total purchase amount. Use the setw manipulator to line up the last digit of the number of tickets that were purchased and the total purchase amount. The total purchase amount should be displayed with exactly 2 digits after the decimal point, including zeroes.

Program Requirements

1. At the top of the C++ source code, include a documentation box that resembles the one from program 1.Make sure the Date Due and Purpose are updated to reflect the current program.

2. Include line documentation. There is no need to document every single line, but logical "chunks" of code should be preceded by a line or two that describes what the "chunk" of code does. This will be a part of every program that is submitted for the remainder of the semester.

3. The calculated dollar amount should be displayed with exactly 2 digits after the decimal point.

4. The numeric values read in from the user should all be integer values. Use meaningful variable names.

5. Make sure and test the program with values other than the ones supplied in the sample output.

6. Hand in a copy of the source code (CPP file) using Blackboard.

Sample Output

A few runs of the program should produce the following results:

Run 1

Enter the number of adult tickets that are being purchased: 2
Enter the number of child tickets that are being purchased: 5

************************************
           Theater Sale
************************************
Number of adult tickets:           2
Number of child tickets:           5

Total purchase:                45.00

Run 2

Enter the number of adult tickets that are being purchased: 1
Enter the number of child tickets that are being purchased: 2

************************************
           Theater Sale
************************************
Number of adult tickets:           1
Number of child tickets:           2

Total purchase:                20.25

Run 3

Enter the number of adult tickets that are being purchased: 21
Enter the number of child tickets that are being purchased: 0

************************************
           Theater Sale
************************************
Number of adult tickets:          21
Number of child tickets:           0

Total purchase:               236.25

Run 4

Enter the number of adult tickets that are being purchased: 0
Enter the number of child tickets that are being purchased: 0

************************************
           Theater Sale
************************************
Number of adult tickets:           0
Number of child tickets:           0

Total purchase:                 0.00

What are the differences between a casino hotel and other types of hotels in terms of the organization, facility, and management?