Scenario: Chief Complaint: Fever , AIDS. 40 year old white male resides at the hotel and lives on social security disability; diagnosed with AIDS, end stage, addiction, and agoraphobia presents with fever X2 weeks, no thermometer available, diarrhea daily. He tends to miss appointments because of his extreme anxiety in public places. He has not been on antiretroviral therapy due to his inability to regularly take medications. He is not in contact with case management, but there is a special hospice for homeless people with AIDS and perhaps it might be time to consider a referral for more supportive services.

Vital signs: 100/70 64 18 99.8 BMI:17   Gen: thin white male

skin: dry and flacking multiple nevi ruddy complexion, red flaky, rash on naso/ labial folds, and scalp + DANDROFF

HEENT:  Poor definition, gengevitus, shotty lymph nodes posterior / Anterior cervical.

Question: How would APRN (Nurse practitioner) prepare for home visit? Explore the practical concerns, the equipment APRN need to bring, and goals for the patient’s care.

Question: What might you want as Nurse practitioner to know from the case management and supportive services team?

Question: What specific things would you assess as Nurse practitioner at this visit?

Question: What are the essential elements of the history and physical today?

Question: What is your assessment as Nurse Practitioner ?

Question: What is your plan?

A hotel has 8 air conditioners that each have a pre- determined area liberation rate. The carbon dioxide (COx) emission rates (in ppm) are measured for each. The pollution rate is expected to be a linear function of the area liberation rate.

(a) Write out the equation of the regression line. Interpret the slope and intercept in the context of this problem. Do they make sense? Include a scatter plot of the data with the correct regression line added.

(b) Test the hypothesis that the linear relationships exist between the predictor and response variable (ANOVA, t-test for β1, t-test for ρ, or a confidence interval for β1).

(c) What is the R2 for the SLR you have obtained? What does the value mean? Use it to evaluate the linear model.

(d) Plot the standardized residuals against the independent variable. What can you say about the regression using this graph? (HINT: Are there outliers? Does it seem reasonable to claim the data has a linear fit?)

The Ivanhoe Hotel opened for business on May 1, 2022. Here is its trial balance before adjustment on May 31.

Other data:

A. Prepare a ledger using T-accounts. Enter the trial balance amounts and post the adjusting entries. (Post entries in the order of journal entries presented in the previous question.)

B. Prepare an income statement for the month of May.

C. Prepare a retained earnings statement for the month of May.

D. Prepare a classified balance sheet at May 31. (List current assets in order of liquidity. List Property, Plant and Equipment in order of Land, Buildings and Equipment .)

E. Identify which accounts should be closed on May 31.

'Break even analysis

You own a 10 bedroom hotel

With the following prices:

$ 12,000 per month mortgage payment

   $ 4,000 per month for the gardener and housekeeper

   $   9.00 per room for soap, towels etc.

   $ 20.00 per room desired Net Profit

Assume a 30 day month

SOLVE FOR THE FOLLOWING:

1.   The selling price per room per night AND the monthly breakeven point.

2.   The monthly breakeven point if you raise the selling price calculated in question 1

       above by $12.00.

3. The monthly breakeven point if you lower the selling price calculated in question 1   

      above by $3.00.

4. Which of the 3 prices would you charge? What factors should you consider?

5. What would your selling price and breakeven point be if you want to pay

      yourself $50,000 per year?

HomeSuites is a chain of all-suite, extended-stay hotel properties. The chain has 20 properties with an average of 200 rooms in each property. In year 1, the occupancy rate (the number of rooms filled divided by the number of rooms available) was 70 percent, based on a 365-day year. The average room rate was $192 for a night. The basic unit of operation is the “night,” which is one room occupied for one night.

The operating income for year 1 is as follows:

In year 1, the average fixed labor cost was $406,000 per property. The remaining labor cost was variable with respect to the number of nights. Food and beverage cost and miscellaneous cost are all variable with respect to the number of nights. Utilities and depreciation are fixed for each property. The remaining costs (management, marketing, and other costs) are fixed for the firm.

At the beginning of year 2, HomeSuites will open five new properties with no change in the average number of rooms per property. The occupancy rate is expected to remain at 70 percent. Management has made the following additional assumptions for year 2:

• The average room rate will increase by 5 percent.
• Food and beverage revenues per night are expected to decline by 20 percent with no change in the cost.
• The labor cost (both the fixed per property and variable portion) is not expected to change.
• The miscellaneous cost for the room is expected to increase by 25 percent, with no change in the miscellaneous revenues per room.
• Utilities and depreciation costs (per property) are forecast to remain unchanged.
• Management costs will increase by 8 percent, and marketing costs will increase by 10 percent.
• Other costs are not expected to change.

The managers of HomeSuites are considering different pricing strategies for year 2. Under the first strategy (“High Price”), they will work to maintain an average price of $222 per night. They realize that this will reduce demand and estimate that the occupancy rate will fall to 60.0 percent with this strategy. Under the alternative strategy (“High Occupancy”), they will work to increase the occupancy rate by lowering the average price. They estimate that with an average nightly rate of $182, they can achieve an occupancy rate of 80 percent. The current estimated profit is $118,854,770.

Required:

a. Prepare a budgeted income statement for year 2 if the “High Price” strategy is adopted. (Round your per unit average cost calculations to 2 decimal places.)

The managers of HomeSuites are considering different pricing strategies for year 2. Under the first strategy (“High Price”), they will work to maintain an average price of $222 per night. They realize that this will reduce demand and estimate that the occupancy rate will fall to 60.0 percent with this strategy. Under the alternative strategy (“High Occupancy”), they will work to increase the occupancy rate by lowering the average price. They estimate that with an average nightly rate of $182, they can achieve an occupancy rate of 80 percent. The current estimated profit is $118,854,770.

Required:

a. Prepare a budgeted income statement for year 2 if the “High Price” strategy is adopted. (Round your per unit average cost calculations to 2 decimal places.)

The managers of HomeSuites are considering different pricing strategies for year 2. Under the first strategy (“High Price”), they will work to maintain an average price of $222 per night. They realize that this will reduce demand and estimate that the occupancy rate will fall to 60.0 percent with this strategy. Under the alternative strategy (“High Occupancy”), they will work to increase the occupancy rate by lowering the average price. They estimate that with an average nightly rate of $182, they can achieve an occupancy rate of 80 percent. The current estimated profit is $118,854,770.

Required:

a. Prepare a budgeted income statement for year 2 if the “High Price” strategy is adopted. (Round your per unit average cost calculations to 2 decimal places.)

b. Prepare a budgeted income statement for year 2 if the “High Occupancy” strategy is adopted. (Round your per unit average cost calculations to 2 decimal places.)

c. Which is the correct pricing strategy for year 2.

Case Study 1

Hotel worker Danny Ruiz was living with his wife and four children in a cramped New York apartment when he saw a television ad promising the family a way out. “Why rent when you can own your own home?” Penn- sylvania builder Gene Percudani asked. The company even offered to pay his rent for a year, while he saved for a down payment. So the Ruiz family fled the cityhe Pocono Mountains, where they bought a three- bedroom Cape Cod home for $171,000. However, when they tried to refinance less than two years later, the home was valued at just $125,000. “I just about flipped,” said Mr. Ruiz. Later Mrs. Ruiz remarked about her husband, “He went nuts.” Percudani, a 51-year-old native of Queens, New York, built a thriv- ing homebuilding business in this market, running folksy television ads offering New Yorkers new homes in Pennsylvania. If they joined Percudani’s program, called “Why Rent,” homeowners would find financing through another of his companies, Chapel Creek Mort- gage, which brokered loans from J. P. Morgan Chase and the company’s Chase Manhattan Mortgage unit. For years, the “Why Rent” program appealed to workers with modest salaries, such as Eberht Rios, a truck driver for UPS. Rios bought a home in the Poco- nos for $140,000. This year, when he tried to refinance, he was told the home was valued at only $100,000. One local appraiser, Dominick Stranieri, signed off on most of the “Why Rent” deals that state officials now say were overpriced, including the Rios and Ruiz homes. Percudani’s firm picked Stranieri as his appraiser because of his quick work and low fee of $250, instead of the typical $300 to $400. In exchange for a steady stream of work, Mr. Stranieri accepted without ques- tion valuations from Percudani’s company. Other common methods of creating revenues include investors and others buying distressed proper- ties and then, using inflated appraisals, selling them for a big profit. In order to secure the efforts of a “dirty appraiser,” those involved with the fraud would pay up to $1,500 under the table on top of the appraiser’s stan- dard fee of $400. Another unique twist to the plot is that few of the people involved in making mortgage loans have a long- term interest in them. Traditionally, bankers made loans directly and held them, giving the lenders a strong incentive to find fair appraisals to protect their interest. Today, however, many appraisers are picked by independent mortgage brokers, who are paid per transaction and have little stake in the long-term health of the loans. Many lenders have also lost a long-term interest in their loans, because they sell them off to investors. Appraisers increasingly fear that if they don’t go along with higher valuations sought by bro- kers, their business will dry up. Do you think a county appraiser would do a lot bet- ter than a private practitioner? Joel Marcus, a New York–based attorney recently had his property valued at $2.2 million by a county appraiser, up from $2 million the previous year, which means a $7,200 jump in his property tax bill. Based on recent home sales in his neighborhood, Marcus believes his property is valued at between $1.7 and $1.8 million. Based on this informa- tion, Marcus has appealed his appraisal. Although a good appraisal requires doing hours of legwork, visiting a property to check its condition, and coming up with at least three comparable sales, Percu- dani says he isn’t surprised that later appraisals, or even different appraisals made at the same time, could result in different values. “Appraisals are opinions,” he says. “Value, like beauty, is in the eye of the beholder.” Stra- nieri and Percudani deny any wrongdoing and say they operated independently and that any home that declined in value did so because of a weak economy. “It’s like buying a stock,” Percudani says in an inter- view. “The value goes up. The value goes down.” Questions

1. How is an opportunity created to commit appraisal fraud? Does the appraiser act alone, or is collusion routinely involved?

2. How is appraisal fraud detected? Is intent to deceive easy to prove in appraisal fraud?

3. What pressures or perceived pressures can motivate appraisers to make faulty valuations?

4. How do appraisers rationalize their fraudulent behavior?

5. Why would a county perceive pressure to fraudulently inflate property values?

6. What controls would help to prevent appraisal fraud?

7. What natural controls exist to prevent homeownersfrom the desire to “massage the value” of their homes? (Hint: Think about a homeowner’s motivation.)

The Ritz-Carlton Hotel Company was established by president and founding father Colgate Holmes along with four business partners in 1983. At that time, the only existing Ritz-Carlton hotel was located in Boston. By 1992, the company had opened 22 additional hotels in the United States. By 1998, the company was acquired by Marriott International. Today, Ritz-Carlton Hotels is based in Chevy Chase, Maryland, operates more than 90 luxury hotels in 30 countries and territories, and employs more than 40,000 people.

The Credo

• The Ritz-Carlton is a place where the genuine care and comfort of our guests is our highest mission.
• We pledge to provide the finest personal service and facilities for our guests, who will always enjoy a warm, relaxed, yet refined ambiance.
• The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests.

The Motto

At the Ritz-Carlton, “We are Ladies and Gentlemen serving Ladies and Gentlemen.” This motto exemplifies the anticipatory service provided by all staff members.

Service Values

1. I build strong relationships and create Ritz-Carlton guests for life.
2. I am always responsive to the expressed and unexpressed wishes and needs of our guests.
3. I am empowered to create unique, memorable, and personal experiences for our guests.
4. I understand my role in achieving the Key Success Factors, embracing community footprints, and creating the Ritz-Carlton mystique.
5. I continually seek opportunities to innovate and improve the Ritz-Carlton experience.
6. I own and immediately resolve guest problems.
7. I create a work environment of teamwork and lateral service so that the needs of our guests and each other are met.
8. I have the opportunity to continuously learn and grow.
9. I am involved in the planning of the work that affects me.
10. I am proud of my professional appearance, language, and behavior.
11. I protect the privacy and security of our guests, my fellow employees, and the company’s confidential information and assets.
12. I am responsible for uncompromising levels of cleanliness and creating a safe and accident-free environment.

In order to ensure the effective implementation of its legendary service philosophy, the Ritz-Carlton emphasizes the importance of teamwork at all of its properties. In particular, teamwork is emphasized in service value #7—I create a work environment of teamwork and lateral service so that the needs of our guests and each other are met. Lateral service means that all Ritz-Carlton employees must support each other in realizing the hotel’s mission. Sometimes this may involve performing duties and responsibilities that are not part of their job, such as assisting a guest with his/her luggage, obtaining a bottle of shampoo or soap from housekeeping for a guest, or providing a recommendation for a good local restaurant or show to see for a guest.

The company uses a variety of practices to support lateral teamwork, including the following:

• Managers foster a culture that supports teamwork through the effective modeling of desired behaviors and recognizing those who practice lateral teamwork;
• Employees provide informal training on what their coworkers need to do to provide lateral teamwork and how they need to do it;
• Employees complete formal training on teamwork as well as participate in team-building activities;
• Employees team up with each other (e.g., concierge and the hotel’s restaurant manager) when doing so will enhance a guest’s experience;
• Managers incorporate lateral teamwork into the professional development plans of employees so that they can see how lateral teamwork can enhance their ability to grow and advance at a personal and professional level.

Discussion Questions

1. What types of groups/teams are used at the Ritz-Carlton Hotels?
2. How are roles defined in order to support teamwork at the Ritz-Carlton Hotels?
3. Evaluate the performance of teams at the Ritz-Carlton Hotels in terms of the six dimensions of a team process.
4. How does the Ritz-Carlton develop teams?

​​​​​​​LANGUAGE IS JAVA

• Part One

• A hotel salesperson enters sales in a text file. Each line contains the following, separated by semicolons:
  • The name of the client,
  • the service sold (such as Dinner, Conference, Lodging, and so on),
  • the amount of the sale,
  • and the date of that event.
• Prompt the user for data to write the file.

  Part Two

• Write a program that reads the text file as described above, and that writes a separate file for each service category, containing the entries for that category. Name the output files Dinner.txt, Conference.txt, and so on.
• Enter the name of the output file from Part One as a command line argument.

  Both Parts

• For all programs, catch and handle the Exceptions appropriately and validate the input data where needed.
• Display an error if the sales file does not exist or the format is incorrect.
• Also, create your own exception to handle "unknown transaction" exceptions.

  Samples:

  • Contents of sales.txt (file created in part one)

    John Public;Dinner;29.95;6/7/2014
    Jane Public;Conference;499.00;8/9/2014
    Abby Lawrence;Dinner;23.45;10/10/2014
    

  • Contents of Dinner.txt (file created in part two)

    John Public;Dinner;29.95;6/7/2014
    Abby Lawrence;Dinner;23.45;10/10/2014
    

  • Contents of Conference.txt (file created in part two)

    Jane Public;Conference;499.0;8/9/2014
    

Grading Criteria

• You will be graded on the following components:
• Does the program do what is required
• Is it properly documented
• Is it fully tested
• As always, remember to create a default constructor and override the toString() method for all classes.
• Is it properly designed

An existing online book retailer is considering whether to open a brick and mortar bookshop. The project is assumed to last for four years. Projected revenues and costs from the online retailer’s existing operations in each of years 1-4 are £1m and £400k, respectively. It is however estimated that the opening of the bookshop would boost both revenues and costs by 50% in each of years 1-4. The bookshop launch requires an initial investment of £400k in year 0, none of which will be recovered at the end of the project. The bookshop’s operations require an inventory of £50k in year 0, £100k in year 1, £150k in year 2, and £200k in year 3. The inventory is expected to be entirely sold in year 4. Assume that both the project and the retailer are fully financed through equity and that the retailer’s shares have a beta equal to 2. The risk free rate is 4%, the market risk premium is 3% and there are no taxes.

a. Determine the net present value of the project.

b. Assume now that the project requires the conversion of an existing property, currently owned by the retailer and valued at £1m. If rented out, the property would generate a rental income of £100k in each of years 1-4. The market value of the property is expected to stay constant during the next 4 years. Determine the net present value of the project (if necessary, you can make assumptions on what the firm would do with the property – rent out/sell - if the project were not undertaken).

c. Suppose you were told that the online retailer had a debt to equity ratio equal to one. Assuming that the beta of debt is equal to zero and that the project is still 100% equity financed, what would be the appropriate discount rate for the project?

         After considerable research, a winter products line has been developed. However, Silven's president has decided to introduce only one of the new products for this coming winter. If the product is a success, further expansion in future years will be initiated.
         The product selected (called Chap-Off) is a lip balm that will be sold in a lipstick-type tube. The product will be sold to wholesalers in boxes of 24 tubes for $8 per box. Because of excess capacity, no additional fixed manufacturing overhead costs will be incurred to produce the product.
However, a $88,920 charge for fixed manufacturing overhead will be absorbed by the product under the company's absorption costing system.        Using the estimated sales and production of 114,000 boxes of Chap-Off, the Accounting Department has developed the following cost per box:
   
       Direct materials$2.9    Direct labor1.0    Manufacturing overhead2.2    Total cost
$6.1  
   
        The costs above include costs for producing both the lip balm and the tube that contains it. As an alternative to making the tubes, Silven has approached a supplier to discuss the possibility of purchasing the tubes for Chap-Off. The purchase price of the empty tubes from the supplier would be $1.16 per box of 24 tubes. If Silven Industries accepts the purchase proposal, direct labor and variable manufacturing overhead costs per box of Chap-Off would be reduced by 7% and direct materials costs would be reduced by 33%.
    
 
Requirement 1:(a)
Calculate the total variable cost of one box of Chap-Off if the company manufactures all of its own tubes from start to finish. (Do not round intermediate calculations. Round your answer to 2 decimal places. Omit the "$" sign in your response.)
   
 
  Total variable cost per box$ 

 
 
(b)
Calculate the total variable cost of one box of Chap-Off if the tubes are purchased from the outside supplier. (Do not round intermediate calculations. Round your answer to 2 decimal places. Omit the "$" sign in your response.)
   
 
  Total variable cost per box$ 
   
 
(c)Should Silven Industries accept/reject the outside supplier's offer?     (Click to select)AcceptReject
    
Requirement 2:
What is the maximum price that Silven Industries should be willing to pay the outside supplier per box of 24 tubes? (Do not round intermediate calculations. Round your answer to 2 decimal places. Omit the "$" sign in your response.)
   
 
  Maximum price$ per box  
   
Requirement 3:
Instead of sales of 114,000 boxes, revised estimates show a sales volume of 129,000 boxes. At this new volume, additional equipment must be acquired to manufacture the tubes at an annual rental of $48,000. Calculate the cost under the three alternatives. (Round your total variable cost per box to 2 decimal places. Omit the "$" sign in your response.)
    
 
(a)Total variable cost to produce 129,000 boxes of Chap-off, if all tubes required are produced internally:
   
 
  Total Variable Cost$  
   
(b)Total variable cost to produce 129,000 boxes of Chap-off, if all tubes required are purchased externally:
   
 
  Total Variable Cost$  
   
 
(c)What is the total variable cost of producing 129,000 boxes of Chap-off, if 114,000 Chap-off boxes are produced with tubes manufactured internally and tubes for remaining 15,000 Chap-off boxes are purchased externally?
   
 
  Total Variable Cost$