An amusement park wants to assess how much money its patrons intend to spend at the park today (aside from the price of admission). You will use convenience sampling.

1. Explain how you would select the sample.

2. Explain how you would gather the data.

The Royal Hotel is being sold. The underwriter requests the pro forma statements showing future projected cash flows from the hotel owner. If the underwriter only uses this information, (a) which approach to valuation are they using? Please also (b) name and (c) briefly describe the other two approaches.

What differences if any do you think exist in the way that a professional hotelier would manager an American owned hotel in the United States or a European or Asian owned hotel in the United States?

What are differences in the way governments in other countries affect the management and operation of hotels in those countries?

A hotel runs several advertisements in the student newspaper of a local university, promoting its Sunday brunch menu. The ads increase the number of people visiting its restaurant, but only slightly.  Is the campaign necessarily a failure? What other goals might the hotel have for this advertising campaign? (Answer thoroughly.)

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, and needs some advice from her accountant on how to proceed.

Central Adventures owns and operates three amusement parks in Michigan: Central Funland, Central Waterworld, and Central Treetops. Central Adventures has a decentralized organizational structure, where each park is run as an investment center. Each park manager meets with the CEO at least once annually to review their performance, as measured by their park’s ROI. The park manager then receives a bonus equal to 10% of their base salary for every ROI percentage point above the required rate.

Central 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 rollercoaster 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, 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.

Central 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 pay rate, which he says he will accept if his performance is not appropriately acknowledged.

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. Central Adventures has a $86,000 mortgage payment on the land and buildings for Treetops, which would still need to be paid 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:

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 required rate of return of 12 percent (set at the company’s weighted-average cost of capital) and are subject to 18% income taxes.

Fatima needs to see 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.

During the 1940s, military ships from the South Pacific accidentally introduced brown tree snakes from Australia to the island of Guam. These snakes eat birds, lizards, and small mammals in their native range of Australia. Since no species on Guam eats the snakes, their population has grown rapidly. Researchers estimate that two million tree snakes now inhabit the island. So far, 10 species of birds and 5 species of lizards have disappeared from Guam; small mammals have also decreased in abundance.

Use this information and your knowledge about biology to answer questions 1 – 5

1. Since the brown tree snake is a keystone species in Guam, it must also be a keystone species in Australia. True or false?

2. Native predators of birds on Guam likely decreased in abundance after brown tree snakes arrived. True or false?

3. If birds on Guam usually disperse seeds, brown tree snakes likely had a negative indirect effect on plants. True or false?  

4. Since more prey and fewer predators occur on Guam than in Australia, the density of brown tree snakes in Guam likely exceeds the density in Australia. True or false?

5. If some species of the now-extinct lizards used to eat bird eggs, brown tree snakes had a positive direct effect and a negative indirect effect on birds. True or false?

This is also the information provided

The Empire Hotel is a full-service hotel in a large city. Empire is organized into three departments that are treated as investment centers. Budget information for the coming year for these three departments is shown as follows. The managers of each of the departments are evaluated and bonuses are awarded each year based on ROI. Empire Hotel

Hotel Rooms Restaurants Health Spa

Average investment $ 8,148,000 $ 4,761,000 $ 1,025,000

Sales revenue $ 10,000,000 $ 2,000,000 $ 600,000

Operating expenses 8,775,000 1,359,000 402,000

Operating earnings $ 1,225,000 $ 641,000 $ 198,000

Required:

a. Compute the ROI for each department. Use the DuPont method to analyze the return on sales and capital turnover. Assume the Health Spa is considering installing new exercise equipment. Upon investigating, the manager of the division finds that the equipment would cost $40,000 and that operating earnings would increase by $8,000 per year as a result of the new equipment.

b-1. What would be the ROI of investment in the new exercise equipment and Health Spa?

b-2. Would the manager of the Health Spa be motivated to undertake such an investment?

c-1. Compute the residual income for each department if the minimum required return for the Empire Hotel is 17 percent.

c-2. What would be the impact of the investment on the Health Spa's residual income?

Violet Sky Entertainment is evaluating the trampoline park project, a 2-year project that would involve buying equipment for 54,000 dollars that would be depreciated to zero over 2 years using straight-line depreciation. Cash flows from capital spending would be $0 in year 1 and 5,000 dollars in year 2. Relevant annual revenues are expected to be 83,000 dollars in year 1 and 83,000 dollars in year 2. Relevant expected annual variable costs from the project are expected to be 10,000 dollars in year 1 and 10,000 dollars in year 2. Finally, the firm has no fixed costs in year 1 and one fixed cost in year 2 of the project. Yesterday, Violet Sky Entertainment signed a deal with Indigo River Marketing to develop an advertising campaign. The terms of the deal require Violet Sky Entertainment to pay Indigo River Marketing either 55,000 dollars in 2 years from today if the trampoline park project is pursued or 27,000 dollars in 2 years from today if the trampoline park project is not pursued. The tax rate is 40 percent and the cost of capital for the trampoline park project is 17.97 percent. What is the net present value of the trampoline park project?

In 2014 Vail Resorts, Inc. (MTN), purchased Park City Mountain Resort for $182.5 million. Vail also announced it would invest another $115 million for resort upgrades, which included $50 million to link the Park City Mountain Resort to Vail's neighboring Canyons Resort. This would create one of the largest ski resorts in the United States, with over 7,000 acres of skiable terrain.

Interestingly, the opportunity to purchase Park City Mountain Resort arose because the previous owners missed the deadline to renew their 20-year lease of the property by two days. The unexpected option to purchase the resort led top management to engage in capital budgeting analysis to see if the massive expenditure necessary for the purchase and upgrade of the Park City Mountain Resort would pay off.

Instructions

1. What estimates would be needed for Vail to perform a net present value analysis of whether to buy the Park City Mountain Resort?

2. What uncertainties would Vail have to consider about these estimates?

3. What metrics are available to external stakeholders for use in assessing Vail's capital budgeting decisions?

Note: use proper citations when necessary.

The Gold Bay Hotel is in the process of developing a master budget and Pro-forma financial statements. The beginning balance sheet for the current fiscal year is estimated to be

Gold bay Hotel Estimated Balance sheet current year

During the year the hotel expects to rent 30,000 rooms. Rooms rent for an average of $ 90 per night. The hotel expects to sell 40,000 meals during the year at an average price of $ 20 per meal. the variable cost per room rented is $ 30 and the variable cost per meal is $8. The fixed costs not including depreciation is expected to be $ 2,000,000. Depreciation is expected to be $ 500,000. The hotel also expects to refurbish the kitchen at a cost $ 200,000. Which is capitalized ( included in the facility account). Interest of the note payable is expected to be $ 50,000 and $ 100,000 of the note payable will be retired during the year. The ending accounts receivable amount is expected to be $ 40,000 and the ending account payable is expected to be $ 30,000.

Required

Prepare Pro-forma financial statement for the end of the current year.