Donald has recently lost his job as the President of a large North American country and has returned to the family hotel business. Their most prestigious hotel Tramp Tavern has been closed for two years whilst it has undergone refurbishment and the hotel is about to be relaunched. The hotel runs conventionally and has a number of cost centres such as Reception, Concierge, Repairs and Maintenance which are relatively fixed. The hotel also has variable costs relating to cleaning and servicing rooms. You have been provided with the following data regarding the re-furbished Tramp Tavern: Available Rooms 400 Average Room Tariff (per night) $230 Fixed Financing Costs $10 million Fixed Operating Costs $15 million Variable Operating Costs (per night when occupied) $50 Required a) What is the breakeven point (in total room rentals for the year) for the Tramp Tavern? Show the percentage of occupancy that the hotel must achieve in order to break even (show all calculations)

Devos Inc. is building a hotel. It will have 4 kinds of rooms: suites where customers can smoke, suites that are non-smoking, budget rooms where the customers can smoke, and budget rooms that are non-smoking. When we build the hotel, we need to plan for how many rooms of each type we should have. The following are requirements for the hotel:

1. We want to figure out how many rooms of each type to build based on maximizing revenue if we fill up the hotel. We expect to charge $190 for a suite that is non-smoking and $140 for a budget room that is non-smoking. Smoking room customers for both suites and budget rooms will have to pay an additional $20 per night.
2. We can spend up to $7,500,000 on construction of our hotel. The cost to build a non-smoking budget room is $12,000. The cost to build a non-smoking suite is $15,000. It is $3,000 additional for a smoking room of either type for smoke detectors and sprinklers.
3. We require that the number of budget rooms be at least 1.5 times the number of suites, but no more than 3 the number of suites.
4. There needs to be at least 80 suites, but no more than 200.
5. Industry trends recommend that smoking rooms should be less than 50% of the non-smoking room and in addition, we require our builder gives us at least 4 smoking rooms.

Quantitative Methods in BUSN

Solve this problem using Excel Solver

1. Devos Inc. is building a hotel. It will have 4 kinds of rooms: suites where customers can smoke, suites that are non-smoking, budget rooms where the customers can smoke, and budget rooms that are non-smoking. When we build the hotel, we need to plan for how many rooms of each type we should have. The following are requirements for the hotel:

1. We want to figure out how many rooms of each type to build based on maximizing revenue if we fill up the hotel. We expect to charge $190 for a suite that is non-smoking and $140 for a budget room that is non-smoking. Smoking room customers for both suites and budget rooms will have to pay an additional $20 per night.
2. We can spend up to $7,500,000 on construction of our hotel. The cost to build a non-smoking budget room is $12,000. The cost to build a non-smoking suite is $15,000. It is $3,000 additional for a smoking room of either type for smoke detectors and sprinklers.
3. We require that the number of budget rooms be at least 1.5 times the number of suites, but no more than 3 the number of suites.
4. There needs to be at least 80 suites, but no more than 200.
5. Industry trends recommend that smoking rooms should be less than 50% of the non-smoking room and in addition, we require our builder gives us at least 4 smoking rooms.

Answer the following using your Solver answers:

1. How many of each room type should be built, and what would the revenue be for a night when our hotel was fully booked?
2. Without re-running Solver, what happens to our revenue if we get an additional $1,500,000 for building? Explain in words how you got this answer without re-running solver. Over what amount of construction costs can you use this procedure?
3. Over what range of room price can our budget non-smoking rooms vary over for us to get the same answer for the quantity of each type of room?

A movie theater faces the following hourly inverse demand curves:Seniors: PS= 12 – 0.5QAdults: Pa= 19 – QThe marginal cost is constant at $1.

a.If the movie theater uses segmenting, calculate the ticket prices charged to adults and seniors.

b.How much producer surplus does the movie theater earn from segmenting?

c.Now suppose the movie theater is legally prevented from using segmenting. What price will the movie theater charge per ticket? How much producer surplus will it earn?

Teton Village, Wyoming, near Grand Teton Park and Yellowstone Park, contains shops, restaurants, and motels. The village has two peak seasons---winter, for skiing on the 10,000-foot slopes, and summer, for tourists visiting the parks. The number of visitors(in thousands) by quarter for five years can be found in Data Table Two below

1.Develop the typical seasonal pattern for Teton Village

2. Determine the seasonally adjusted number of visitors for winter 2011.

Data Table Two

Please post the answer with the work performed in excel and not just the answer, need to show work as I don't understand how to do this and would like the steps so that I can also learn it and it shows all work. You can add screenshots of the steps to find the answer in excel.

The following equation represents the weekly demand that a local theater faces.

Qd = 2000 - 25 P + 2 A,

where P represents price and A is the number of weekly advertisements.

Presently the theater advertises 125 times per week. Assuming this is the only theater in town, and its marginal cost, MC, is equal to zero,

a. Determine the profit-maximizing ticket price for the theater.

b. What is the price elasticity of its demand at this price?

c. What is the elasticity of its demand with respect to advertising?

d. Now suppose the theater increases the number of its ads to 250. Should the theater increase its price following this ad campaign? Explain.

ABC Hotel is a 390-room economy hotel in downtown St. Louis. After taking physical inventory of the laundry chemicals on May 31^st, the assistant controller found that:

In the Main Storeroom

• 15 cases of detergent at $90 each
• 15 cases of neutralizer at $65 each
• 16 cases of softener at $31 each
• 7 pails of bleach at $7.50 each
• 1 bucket of starch at $13.50 each

In the Laundry Room

• 5.75 cases of detergent
• 2.25 cases of neutralizer
• 8.50 cases of softener
• 0.50 pails of bleach
• 0.25 buckets of starch

The beginning inventory for laundry supplies on May 1^st was $6,051.75. Purchase of laundry chemicals on May 9^th totaled $890.15. The hotel sold 9,067 rooms for the month at an average daily rate of $65.10. Please calculate the laundry chemical cost percentage for the month. Please round all answers to two decimal places.

First please calculate total ending inventory $___

2. Please use the information in Question 1 to calculate the cost of laundry supplies used. Round all answers to two decimal places.

Cost of laundry supplies used $___

3.Please use the information in Question 1 to calculate the monthly rooms revenue. Round all answers to two decimal places.

Monthly rooms revenue $___

4. Please use the information in Question 1 to calculate the laundry cost percentage. Round all answers to two decimal places.

Laundry cost percentage ___%

5. Calculate the net food cost percentage for the Food department of a hotel for the month of May. The total food sales revenue for May was $191,118. The following information has been gathered:

• beginning inventory on May 1st was $6,932
• purchases in May totaled $12,883
• food transferred from main storeroom was $61,315
• food transferred to other outlet was $114
• entertainment and promotion checks totaled $2,010
• management signed checks were $691
• documented food spoilage was $139
• food for employee meals was $5,795
• happy hour hors d’oeuvres was $2,040
• ending inventory on May 31st was $6,318

To earn full credit, please calculate these amounts. Except as indicated below, answers are whole numbers. Be sure to include a minus sign (-) for any negative amounts:

First calculate gross cost of food sales $___

You are the designer for a public address (PA) system to be installed for a new hotel. The hotel shall have 15 storeys, 230 rooms, one recreational floor, one car park floor, two restaurants, and two banquet rooms.

1. (a) One of the banquet rooms has dimensions 45 m (width) x 35 m (length) x 5.5 m (height). If ceiling-mounted loudspeakers of 110° coverage angle is to be installed, calculate the number of speakers required for the room. State clearly ALL your assumptions in the calculations. Draw a simple layout plan to show the locations of the loudspeakers.

Amy Richardson had been a well-paid sales manager of a major hotel chain for 15 years. Due to a hotel owner's illness, Amy was offered the opportunity to purchase a hotel near a seaside vacation area she had often visited. After obtaining a lawyer and a financial accountant to assist her, Amy did an analysis of the most recent financial statements of the hotel. Since the hotel had consistently shown a profit during the past few years, Amy thought that the price of the hotel was reasonable, so she decided to purchase the hotel. She resigned her position, obtained a loan, and purchased the hotel.

During the first year as a hotel manager, Amy received an offer from a tour operator who proposed to guarantee a considerable number of room reservations, including during the off-season. However, she turned down the offer because the tour operator asked for a 20% price reduction compared to the regular room rate. A few weeks later, she decided to shut down the restaurant, located in the main building of the hotel, in order to save expenses. With regard to general expenses, she was particularly concerned with the high room cleaning and service costs. On the sales side, although the reservations for the cheaper standard rooms were a bit sluggish, the more expensive large-size superior rooms had a very good occupancy rate of over 90%. The following year, there was a severe economic downturn and also a very bad weather season that reduced the number of guests and also caused a resulting mold situation in the hotel building that required expensive repair work. Amy ran short of cash, became emotionally distraught, and eventually had to sell the hotel at a significant loss.

Question:

Analyze Amy’s purchase decision and the subsequent events using the following key management accounting tools and concepts: Cost-Volume-Profit Analysis, Using Relevant Costs to Make Short-Term Decisions, Cost Management Using Full Costs and Budgeting. Make sure that you clearly indicate how each tool/concept could be used to explain potential management errors that Amy had made and could have helped her to improve decision-making and the financial results of the business.

Amy Richardson had been a well-paid sales manager of a major hotel chain for 15 years. Due to a hotel owner's illness, Amy was offered the opportunity to purchase a hotel near a seaside vacation area she had often visited. After obtaining a lawyer and a financial accountant to assist her, Amy did an analysis of the most recent financial statements of the hotel. Since the hotel had consistently shown a profit during the past few years, Amy thought that the price of the hotel was reasonable, so she decided to purchase the hotel. She resigned her position, obtained a loan, and purchased the hotel.

During the first year as a hotel manager, Amy received an offer from a tour operator who proposed to guarantee a considerable number of room reservations, including during the off-season. However, she turned down the offer because the tour operator asked for a 20% price reduction compared to the regular room rate. A few weeks later, she decided to shut down the restaurant, located in the main building of the hotel, in order to save expenses. With regard to general expenses, she was particularly concerned with the high room cleaning and service costs. On the sales side, although the reservations for the cheaper standard rooms were a bit sluggish, the more expensive large-size superior rooms had a very good occupancy rate of over 90%.

The following year, there was a severe economic downturn and also a very bad weather season that reduced the number of guests and also caused a resulting mold situation in the hotel building that required expensive repair work. Amy ran short of cash, became emotionally distraught, and eventually had to sell the hotel at a significant loss.

Required:

Analyze Amy’s purchase decision and the subsequent events using key management accounting tools and concepts. Make sure that you clearly indicate how each tool/concept could be used to explain potential management errors that Amy had made and could have helped her to improve decision-making and the financial results of the business.

• Introduction to Management Accounting
• Cost-Volume-Profit Analysis   
• Using Relevant Costs to Make Short-Term Decisions
• Cost Management Using Full Costs
• Budgeting