Bramble Corporation builds in-home theater systems. Bramble’s business is growing quickly. Therefore, the CEO, Paul Bramble, decides to purchase three new trucks on September 20, 2017. The terms of acquisition for each truck are described below.

You are considering opening a drive-in movie theater and running it for ten years. You have spent after-tax $10,000 researching the land that will be used for theater, but if you take the project you expect to incur another immediate after-tax expense of $20,000 as you work with a consulting firm to decide how to most efficiently run the business.

The project entails an immediate $100,000 capital expenditure, which can be depreciated over 10 years. You expect to sell this capital investment for $25,000 at the end of the ten year project. Working capital expenses for the project are $50,000 immediately, $40,000 incurred two years from today, both of which are fully recovered in ten years (at the end of the project).

The project’s operating costs are expected to be $100,000 for each of the first five years and then (starting between t=5 and t=6) grow at -5% per year through the end of the project (i.e., through t=10). You expect the project’s revenues to start at $100,000 starting one year from today and remain constant for the life of the project.

1. (1 points) To determine the discount rate for the project, you have found an all-equity firm with a risk level similar to the company you’re starting. That firm’s equity has a standard deviation of returns of 35% and a correlation with the stock market of 0.8. The risk free rate is 4%, the expected market returns are 9.5% and the standard deviation of market returns is 28%. What is your estimated cost of capital?
2. (7 Points) You decide to use 10% as the project’s opportunity cost of capital (ignore your answer from part a). Your expected tax rate is 25%. What is the project’s NPV?
3. (2 points) You find out that the government is interested in buying the capital investment from you at the end of the project. Instead of selling it for $25,000 at the end of the project, the government will commit today to buying the capital from you for $75,000 post-tax ten years from today. You trust the government and think that this sale is risk free should you take the project. To what extent (if any) should the above information factor in to your decision regarding whether or not to open the theater? Does it change the NPV in any way, if so how? (hint: think of the capital investment as its own project – how will this affect the cash flows and/or the discount rate)

Please make the following modifications to the following code:

• For each question, instead of keeping score, continue asking the same question until the user guesses the correct question or types "skip" (allow both upper and lower case).
• If the user guesses correctly, issue a "correct" message,
• If the user guesses incorrectly, issue a "sorry, try again" message
• If the user types "skip", print the correct answer and continue to the next question.
• When all questions have been asked/answered/skipped, ask the user if they would like to play again. If so, start the quiz over again from the beginning. Otherwise, print out a "Thank you for playing" type of message

# A simple program that gives the user a quiz and gives them a score after
#By Abi Santo
#9/27/20
def main():
    print("This Program gives you a quiz and a score after you are done with the quiz")
    quiz_set = [{
        "type" : "single_answer",
        "question" : "What State is Seattle located in?",
        "answer" : "Washington"},
                {
        "type" : "single_answer",
        "question" : "Who is the Speaker of the House?",
        "answer" : "Nancy Pelosi"},
                {
        "type" : "single_answer",
        "question" : "What is the Capital of the United Kingdon?",
        "answer" : "London"},

                {
        "type" : "multiple_choice",
        "question" : "What is the Capital of The United States?",
        "answer" : "c",
        "choices" : "a. New York City \n b. Los Angeles \n c. Washington DC \n d. Chicago"},
                {
        "type" : "multiple_choice",
        "question" : "Who is the President of the United States?",
        "answer" : "a",
        "choices" : "a. Donald Trump \n b. Tim Cook \n c. Barack Obama \n d. Bill Gates"},
                 ]
    score = 0
    for i in range(5):
        print("Question "+str(i+1)+": ")
        print(quiz_set[i]["question"])
        if(quiz_set[i]["type"] == "single_answer"):
            ans = input("Enter Answer ")
            if(ans.lower() == quiz_set[i]["answer"].lower()):
                score +=1
                print("Correct")
            else:
                print("Incorrect")
        elif(quiz_set[i]["type"] == "multiple_choice"):
            print("Options:\n", quiz_set[i]["choices"])
            ans = input("Enter correct choice: ")
            if(ans.lower() == quiz_set[i]["answer"].lower()):
                score +=1
                print("Correct")
            else:
                print("Incorrect")
    if(score >= 0 and score <= 2):
        print("Better luck next time.")
    elif(score >= 3 and score <= 4):
        print("Not bad. Try again soon!")
    else:
        print("You Rock")

    print("Thank you for playing!")
    input("Press the <Enter> key to quit.")

main()

1. Who is Tommy Saleh, what is his job title and duties and what type of hotel does he work for?

2. What event did he have to analyze to determine if his company should go forward with it? Summarize the process he and his company went through to make their decision on whether or not to hold the event.

• Tommy Saleh has the type of job that a lot of people probably dream of.
• He is paid to make sure his organization, the Tribeca Grand
• Hotel in New York City, remains on the cutting edge of cool.
• Whether that means hosting an informal concert in the lobby
• with the Kings of Leon, or helping to host the Tribeca
• Film Festival in their basement screening room, Tommy gets
• paid to keep his finger on the pulse of current culture.
• Budgetary planning plays a significant role in Tommy's job,
• and he is evaluated in part by how he controls costs.
• Each year, the planning process for the company's
• annual budget normally begins in the 4th quarter.
• Saleh: We probably meet around the end of September, and
• we involve the CFO, the COO, and the general managers.
• Narrator: The master budget covers all aspects of
• running the hotel, but Tommy's events budget is
• particularly significant, because, let's face it,
• there are lots of cool hotels in New York City.
• Clients choose to stay at the Tribeca knowing that Tommy's planners, event specialists and
• his concierge team are plugged into not just New York City, but the larger world stage.
• As Tommy plans and implements his events budget, the key is to maintain budgetary
• control, including budget reports that compare planned objectives with actual results.
• A budget can cover any length of time and any purpose,
• so formalized reporting systems help by identifying
• the name of the budget report, the frequency of the
• report, the purpose, and the primary recipients.
• Let's look at an example of budgetary control
• activities, and, for this, let's go back to 2002,
• when the Tribeca Film Festival was created to combat
• the economic effect of 9/11 on lower Manhattan.
• Saleh: The Tribeca Film Festival started with Robert
• DeNiro's idea of bringing something to the downtown area.
• Narrator: The hotel had to develop a budget for events they would host.
• Then, after the festival, they analyzed what they planned
• from what was actually spent, and took corrective action.
• They increased the budget for the following year—it was
• a big success—and modified future plans accordingly.
• This cycle of control activities can be used over and over, and, when
• implemented properly, can help management to evaluate performance.
• Now, if Tommy was responsible for just one hotel event
• each year, he could probably get by with a static budget.
• But he has many events, some of which occur on
• short notice, so he relies on a flexible budget,
• which is really just a series of static budgets
• that account for a wide variety of activities.
• The basic idea behind responsibility accounting is
• that large, diversified organizations, especially
• those with multiple product lines, are difficult,
• if not impossible, to manage as a single segment.
• Breaking them up into smaller segments allows responsibility to be assigned to
• managers that have the authority to make day-to-day decisions at that level.
• Evaluating a manager whose performance can be quantified,
• like a sales manager, is fairly straightforward.
• But what about someone who contributes indirectly
• to the profitability of an organization? To answer this, it's important to
• understand profit and cost centers. Profit centers in an organization do exactly
• what they sound like: they generate profits.
• Hotel profit centers are typically sleeping rooms,
• events, restaurants, and catered food functions.
• Saleh: The rooms are the main income for the hotel.
• Food and beverage is not an amenity here, only it's actually another source of revenue,
• where people want to try the shop that you have, or expect 24-hour room service.
• Narrator: Cost centers incur costs but don't directly generate revenue, but you need them.
• In a hotel, they might be marketing, engineering,
• human resources, and, yes, accounting. Okay now, let's have some fun.
• Let's take everything we've learned and apply it to a real world example.
• We mentioned the time that the Kings of Leon were staying at the Tribeca.
• Saleh: And they go, "Why don't you just put a secret gig for the, um, for our fans?"
• Narrator: Now, Tommy didn't have a "Kings of Leon secret
• gig” budget, on the off-chance that they ever showed up at
• his hotel, but since he made use of flexible budgets, he was
• ready, and had a basic idea of what his costs would be.
• Saleh: One of those projections was based upon what
• would the total night cost us when we do it from a to z.
• Narrator: Including everything from building a temporary sound system,
• to hiring doormen, and even bathroom attendants.
• Keep in mind that some of these budget items are a result
• of valuable lessons from past budgetary control activities.
• Armed with this budget, he did a quick ROI evaluation
• to determine if the event would be profitable. In the end, the event
• was a huge success. But from a profit/cost center perspective,
• what if it had been slightly unprofitable? From a marketing standpoint, there
• certainly were other benefits. Saleh: It's good
• promotion for the hotel. It's great press for the hotel.
• Narrator: So, maybe you compensate by canceling another event
• later in the year that wouldn't have had the same impact.
• The point being, budgetary control allows managers like Tommy to not only
• do their job, but to take advantage of opportunities when they arise.
• And from a responsibility accounting perspective, this has served Tommy well.
• Sure, his events help drive profits, but what they
• really do, in an industry where boutique hotels
• come and go, is to help keep the Tribeca Grand both
• relevant and hip as a key Manhattan destination.

QUESTION: Mr. Horwell is unsure that NOBU has the resources to support the entire IMC you suggested in Q3(advertising, personal selling, public relations, social media marketing, sales promotion). Please rank the promotional mix tools (1= highest priority to 4= lowest priority) and justify.

Traveling in Nobu Style: Converting Restaurant Patrons to Hotel Guests The name “Nobu” is synonymous with an exceptional Japanese dining experience, perfected by chef Nobu Matsuhisa over a more than 30-year career. Matsuhisa, together with actor Robert De Niro and restaurateur Drew Nieporent, opened the first Nobu restaurant in 1994 and to date, there are now 38 Nobu restaurants worldwide. But if you talk to Trevor Horwell, the CEO of Nobu Hospitality, Nobu represents much more than just a restaurant experience. It’s a true lifestyle brand that also encompasses a relatively small, but growing portfolio of luxury hotels, too — eight of which are open now, and eight more are in the pipeline. Horwell’s primary focus as CEO is to continue to grow the Nobu Hotels brand and as he opens up diners’ eyes to the fact that cannot only eat at a Nobu but stay at one, too, he hasn’t forgotten the brand’s origins in the process. “We don’t normally do a hotel unless we think that a Nobu Restaurant can do well in that location,” said Horwell. “That’s very important because what we want to do first and foremost is to make sure there is a draw for locals, and that really comes down to the Nobu Restaurant.” Horwell said the majority of his Nobu hotel restaurant diners — 80 percent on average — are local residents, not hotel guests. “It’s not like a tourist restaurant. We like to attract the locals. We want that built-in customer.” “We are defined by the restaurant, in a way,” he said. “We play to our strengths. If you look at the hotel business today, the majority of hotels are suffering because they don’t lead with food and beverage. don’t have strong food-and-beverage concepts, and a lot of hotels are losing money. Today, we play to our strengths because that is one area that we do very, very well, and we bring in locals.” The idea to launch Nobu Hotels, he said, came from the fact that when Nobu Restaurants were located inside of a hotel, they “were the draw for the hotel and we were bringing in customers.” “If I only convert 5 percent of my customers in Nobu Restaurant to stay in our hotels, then at the end of the day, we’re filling out hotels. It’s not a tall order to do that, and you can do that very well and very quickly if you offer the right product.” Nobu Hotels has the advantage of having built its brand over a 24-year period with its restaurants first, followed by the first Nobu hotel that opened within Caesars Palace Las Vegas in 2013. “The first focus for us, really, is to expose the brand to our restaurant customers,” Horwell said. “We touch all types of Nobu customers. And we also provide instant identity. If you put ‘Nobu Hotel’ on a hotel, the word ‘Nobu’ says something and it attracts a certain type of customer.” Horwell said that, for example, when the first Nobu opened, the hotel had “more than one billion media impressions.” So, what’s next for the brand, and how does Horwell plan to grow Nobu Hotels? He explained, “We’re not driven by reservations systems because we’re small. It isn’t as if we need a huge reservations system to fill a 400-room hotel. That’s why a lot of these corporations do well, because they have the reservations platform to fill the big hotels.” Nobu Hotels, by comparison, average anywhere from 100 to 150 rooms generally. “The reason why those young lifestyle brands have emerged is because they’re like us. They are entrepreneurial, they’re unique because it’s a concept that’s come from the heart, from whoever is the original founder. But when it’s absorbed by a corporation, the whole thing changes. At the end of the day, the specialness is lost because then the corporation’s running it, and then, I think you lose what your original concept was all about. I think that’s the biggest issue.” Horwell also doesn’t necessarily think of Nobu Hotels as occupying a place in luxury hospitality, instead referring to the brand as “special.” “I look at our hotels not as luxury,” he said. “I look at them as special. I like us to be special, in each location we’re in. ‘Luxury’ is a word that’s used too much in terms of ‘everything is luxury today.’ For us, we’re ‘special.'” “That’s why I’m saying, from a company perspective, we’re very entrepreneurial. Today’s evolving luxury traveler is seeking “youthfulness” no matter what age they are, and they are “very curious and very adventurous. Because of that, it’s important for hospitality brands, Nobu included, to not just say they’re unique but to really offer unique experiences. He pointed to Nobu Ryokan Malibu in California as an example. The 16-room retreat overlooks the beach and is right by the ocean, and right next door to the Nobu Restaurant in Malibu. It becomes a destination, and that’s something Nobu wants to offer. It’s also a different concept from what the other Nobu Hotels have. While Nobu Hotels are places where there’s an emphasis on bringing in the locals, the Ryokans are meant to be more private. “The Ryokan is actually a place where people don’t want to necessarily be seen,” Horwell explained. “It’s a hideaway, a retreat. You can only book through a general manager and it’s a special place.” He added, “We will do more Ryokans, definitely, in locations that we think is right.” A major focus for Nobu Hotels is to grow the company and the brand with the right talent and partners, as well as make sure that the Nobu Hotels brand is reaching the right consumers. “The most important thing, from our perspective, is to build a relationship with our existing customers,” he said. “It’s about, first and foremost, on digital, working our databases. We like to do that through email, through a lot of channels. We just brought on a new head of digital. Capturing data is very, very important now, and that’s something that is a main focus and her team.” “I think the main thing for us is the customer relationship management (CRM) because you can do so much with it,” he said. “You can know your customer. It’s one part of the business that we are heavily focused in in and we can extract a lot of information from that.” In addition to beefing up its customer relationship management system, Nobu is also testing out a loyalty partnership, of sorts. The Nobu London Shoreditch joined Design Hotels last year, giving the property access to distribution on Design Hotels’ site, as well as a connection to the Starwood Preferred Guest loyalty program. Three Nobu hotels are also members of Leading Hotels of the World. “A lot of our customers aren’t driven by points,” he said. “When I travel, I don’t go for points. I want to stay in a hotel where I enjoy the staff, the food and beverage, the products — all of that — and I will pay a premium for it.” Appendix A Additional Information about NOBU Nobu Hotels "A Place to go and be seen" By “wrapping” the concept of a luxurious boutique hotel around energized public spaces, Nobu Hotels creates powerful stages for shared experiences of excitement and escapism. Featuring the best of everything with imaginative new restaurants, high- energy bars, relaxing rejuvenation, distinctive service, remarkable retail and an air of celebrity, Nobu Hotels will afford guests and privileged owners the most exclusive entry into unparalleled experiences that lay at the crossroads of innovation and imagination. Source: Excerpted from ‘Nobu Hotels CEO on a Restaurant-First Approach to Hospitality’ by D. Ting. Skift – March 22, 2018. +Experts and image from Nobu restaurant and hotel website

Health Care Spending.  Table 1.3 shows the 2013 per capita total expenditure on health in 35 countries with the highest gross domestic product in that year.¹² Health expenditure per capita is the sum of public and private health expenditure (in PPP, international $) divided by population. Health expenditures include the provision of health services, family-planning activities, nutrition activities, and emergency aid designated for health but exclude the provision of water and sanitation. Make a stemplot of the data after rounding to the nearest $100 (so that stems are thousands of dollars and leaves are hundreds of dollars). Split the stems, placing leaves 0 to 4 on the first stem and leaves 5 to 9 on the second stem of the same value. Describe the shape, center, and variability of the distribution. Which country is the high outlier?  HEALTH

I do not understand any of this, or how to round or split the stem chart. Any help is appreciated

In 2016, the World Health Organization estimated that the average obesity rate worldwide was 13%[1]. (This includes all countries of the world, not just the countries in the sample.)

[1] Source: World Health Organization.

1. Using the sorted data, determine the probability that a randomly selected country from the sample has an obesity rate greater than the worldwide rate. Show your work and round your answer to the nearest thousandth.

2. Examining the dataset, can you suggest a reason for the high proportion of countries in the dataset having an obesity rate above the worldwide average? State your reason(s) below:

3. Suppose that fifteen of the countries from the dataset were going to be randomly selected for a study to see if the obesity rates were greater than the worldwide obesity rate. Determine if this group could be treated as a binomial distribution. State each requirement.

Assume that an American worker can produce 5 cars per year of 10 tons of grain per year, whereas a Japanese worker can produce 15 cars per year or 5 tons of grain per year. Assume labor is the only input used in car and grain production.

a) Which country has the absolute advantage in producing cars? In producing grain? Briefly explain.

b) For the United States, what is the opportunity cost of producing a car? What is the opportunity cost of a ton of grain? Show your work.

c) For Japan, what is the opportunity cost of producing a car? What is the opportunity cost of producing a ton of grain? Show your work.

d) If free trade is allowed, which country will import cars? Which country will import grain? Briefly explain.

1.What effect did the passage of the Social Security Act of 1935 have on the federal government's role in health and welfare? What aspects of the original Social Security Act can be seen in present-day social welfare programs?

2.How does the changing shape of the American economy change the shape of American poverty?

3.If you had the power to eradicate poverty in the United States, what is the single most important strategy that you would put in place to do so and why?

4.Identify at least five factors associated with homelessness. Suggest at least one possible intervention strategy for each factor.

5.Why do you think that families with children are the fastest-growing component of the homeless population?  Cite specific examples to support your answer

A.  Assume Charlie lives for two periods and must choose between two options.  Option 1:  Do not attend school at all and work in both periods at a salary of $20,000 per period.  Option 2:  Attend school in the first period incurring $5,000 in direct schooling costs, then in the second period work at a salary of $45,000.  Assume the discount rate between periods is 5 %.  Which option will Charlie choose to pursue?

B.  State whether the below is True or False, then explain your reasoning.

When a worker’s non-labor income increases, the substitution effect on leisure hours is negative, the income effect on leisure hours is positive, and hence the change in hours worked is ambiguous.

C.  Draw the age-earnings profile for a typical worker in the United States. Explain why it is shaped the way it is.