Boatbound
Serial entrepreneur Aaron Hall took note of the “sharing economy” that emerged during the last recession and launched Boatbound, a peer-to-peer boat rental company that brings together boat owners who are willing to rent their boats when they are not in use and people who want a fun boating experience without the cost of owning a boat. Hall realized that 12.2 million boats are registered in the United States, yet the average owner uses his or her boat just 26 days per year. Boatbound screens all potential renters, verifies the condition and the safety of each boat, carries ample insurance on each boat, and covers general liability. Boat owners select their renters from Boatbound’s pool of applicants and set daily rental fees, and Boatbound collects 35 percent of the fee. Boatbound has rented every kind of boat, from kayaks to yachts with captains. Fees range from $200 to $8,500 per day. “As a boat owner and someone in the marine industry, I’ve been waiting for something like this my whole life,” says Aabad Melwani, owner of a marina. “I just didn’t know it.”
Henrybuilt
Scott Hudson, CEO of Henrybuilt, had created a profitable niche designing and building upscale kitchens that ranged from $30,000 to $100,000. In 2006, Hudson opened a New York City showroom, which doubled in size in just 18 months. By 2008, the company had more than 200 jobs in the United States, Mexico, and Canada. When the recession hit, however, new projects came to a standstill, and customers began cancelling orders. In response, Hudson launched a subsidiary, Viola Park Corporation, that provides customers lower-cost remodeling options that use its software rather than an architect to create “custom” variations on Henrybuilt designs. The result is a process that produces a kitchen much faster and at half the cost of a Henrybuilt kitchen. Henrybuilt sales have recovered, but Viola Park accounts for 20 percent of sales and is growing twice as fast as Henrybuilt. Unequal Technologies Robert Vito started Unequal Technologies in 2008 to supply protective clothing and gear, including bullet-proof vests, to military contractors. The protective gear is made from a lightweight yet strong composite material that he developed and patented. Two years later, the equipment manager of the Philadelphia Eagles called to ask whether Unequal Technologies could create a special garment for one of its star players who had suffered a sternum injury. Vito modified the bullet-proof vest for the player and soon had other players in the National Football League asking for protective gear. Unequal technologies went on to develop Concussion Reduction Technology (CRT), peel-and-stick pads for football helmets that are made from before it reaches the skull. Independent tests show that CRT reduces the risk of head injuries from impact by 53 percent. The company now supplies equipment to 27 of the NFL’s 32 teams and has its sights set on an even larger market: amateur sports. Vito says Unequal’s technology gives the company a competitive edge that has allowed it to increase sales from $1 million to $20 million in just one year.
(Source: Scarborough and Cornwall, 2016)
Select one of these small businesses (Boatbound or Henrybuilt) and explain how the said business used six (6) of the 10 types of innovation to bolster its success.
Marks)
In: Operations Management
When you determine if there is an association between two variables, it is also important for you to determine how strong or weak that association is. This is why, when you have data for two quantitative variables, you calculate what is called the coefficient for correlation.
Instructions
Model
City MPG
Weight
Mazda MX-5 Miata
25
2365
Mercedes/Benz SLK
22
3020
Mitsubishi Eclipse
23
3235
Pontiac Firebird
18
3545
Porsche Boxster
19
2905
Saturn SC
27
2420
In: Statistics and Probability
*** PLEASE ANSWER ALL QUESTIONS IN PARAGRAPH FORMAT.
The following case study provides information for a hotel chain. They have recently conducted a customer satisfaction survey. Given these research results and the other information in the case, what advice would you give them? This is a good exercise in utilizing the results of market research.
ACTIVITY/TASK
The Quick-Stop Hotel Chain
Quick-Stop Hotels is a small hotel chain located along on the north coast of New South Wales. This chain consists of five different hotel complexes located several hours drive apart along the main coastal highway between Sydney and Brisbane.
Their prime target market is the family segment. This is because families often choose to drive from Sydney to Brisbane (or Brisbane to Sydney) and back again for their holidays. As this trip is around a 12-hour drive, many travelers choose to stop overnight in order break up their journey. Therefore, Quick-Stop has deliberately chosen popular stopover towns for their hotels.
In line with this location strategy, they promote themselves with the slogan, “the “perfect place for a break”.
Their individual hotels vary a little in quality, but all have either a 3 or a 4 star rating. This means that they are either medium (3 star) or good (4 star) quality in terms of facilities and general standard of accommodation. On average, they each have around 80 rooms and a fairly broad range of facilities (that is, a heated swimming pool, room service, restaurant and bar, a kid’s club during school holidays, a small gym, and some have tennis courts and a couple of stores).
In terms of promotion, they are heavy outdoor (billboard) advertisers on the coastal highway. They also advertise in various holiday and travel directories, and on the government tourism website.
As you can see from the table below, they vary pricing throughout the year. Pricing is generally used as a tool to increase demand in the low season and to increase revenue in the high season. This is necessary as they have highly seasonal demand, being frequently being booked out over the Christmas holiday period, and with very high demand in other school holiday periods.
The table also shows the results of a customer satisfaction survey for Quick-Stop Hotels. On average, 80% of customers indicated that they were satisfied with their stay and 10% were delighted with their stay. However, 10% indicated they were dissatisfied. These figures vary by season, whether the customer was a first-time customer, and by the quality of the individual hotel. Additionally, the table includes information on average room rates (per night) and occupancy levels. (Note: The occupancy level is the percentage of rooms occupied per night.)
|
Average |
Low Season |
High Season |
1st Time Customers |
Repeat Customers |
3-star locations |
4-star locations |
|
|
Delighted customers |
10% |
20% |
5% |
25% |
5% |
10% |
20% |
|
Satisfied customers |
80% |
70% |
75% |
60% |
90% |
70% |
70% |
|
Dissatisfied customers |
10% |
10% |
20% |
15% |
5% |
20% |
10% |
|
Average Room Price |
$120 |
$75 |
$160 |
$140 |
$100 |
$100 |
$140 |
|
Occupancy Level |
80% |
50% |
100% |
N/A |
N/A |
85% |
75% |
QUESTIONS
In: Operations Management
| Snow White Company has identified 5 industry segments: Dopey, Doc, Happy, Grumpy and Sleepy. It appropriately consoldidated | ||||||||
| each of these segments in producing its annual financial statements. Information describing each segment (in millions) follows: | ||||||||
| Dopey | Doc | Happy | Grumpy | Sleepy | ||||
| Sales to outside parties | 6644 | 2334 | 701 | 412 | 0 | |||
| Intersegment transfers | 144 | 169 | 134 | 146 | 0 | |||
| interest income from outside parties | 0 | 32 | 19 | 0 | 40 | |||
| interest income from intersegment loans | 0 | 0 | 0 | 0 | 197 | |||
| operating expenses | 4174 | 1742 | 1046 | 644 | 29 | |||
| interest expense | 74 | 29 | 64 | 30 | 100 | |||
| tangible assets | 1481 | 3176 | 504 | 751 | 169 | |||
| intangible assets | 85 | 399 | 0 | 61 | 0 | |||
| intersegment loans (debt) | 0 | 0 | 0 | 0 | 702 | |||
| Snow White does not allocate its 1480 in common expenses to the various segments | ||||||||
| Perform testing procedures to determine Snow White's reportable operating segments | ||||||||
| a) Revenue test | ||||||||
| b) Profit or loss test | ||||||||
| c) Asset test | ||||||||
| For each test and each segment determine whether it is a reportable or not reportable segment. | ||||||||
In: Accounting
Dataset:
|
clinic1 |
clinic2 |
|
140 |
169 |
|
126 |
151 |
|
30 |
175 |
|
130 |
115 |
|
193 |
167 |
|
137 |
153 |
|
168 |
115 |
|
99 |
194 |
|
135 |
216 |
|
184 |
149 |
|
118 |
122 |
|
109 |
155 |
|
93 |
185 |
|
136 |
150 |
|
102 |
141 |
|
24 |
135 |
|
99 |
87 |
|
104 |
42 |
|
134 |
96 |
|
80 |
111 |
|
30 |
234 |
|
44 |
158 |
|
156 |
130 |
|
150 |
148 |
|
150 |
105 |
|
95 |
108 |
|
51 |
114 |
|
205 |
113 |
|
30 |
131 |
|
92 |
114 |
|
173 |
61 |
|
49 |
175 |
|
137 |
135 |
|
27 |
198 |
|
150 |
149 |
|
182 |
92 |
|
184 |
127 |
|
152 |
170 |
|
147 |
167 |
|
76 |
175 |
|
161 |
263 |
|
143 |
138 |
|
27 |
161 |
|
166 |
166 |
|
139 |
88 |
|
92 |
152 |
|
145 |
136 |
|
176 |
121 |
|
186 |
174 |
|
48 |
90 |
|
92 |
179 |
|
69 |
171 |
|
168 |
85 |
|
27 |
134 |
|
157 |
123 |
|
83 |
134 |
|
139 |
64 |
|
132 |
153 |
|
85 |
106 |
|
97 |
192 |
|
125 |
115 |
|
145 |
150 |
|
129 |
151 |
|
157 |
166 |
|
183 |
105 |
|
50 |
159 |
|
185 |
160 |
|
149 |
52 |
|
157 |
167 |
|
185 |
103 |
|
127 |
178 |
|
110 |
174 |
|
66 |
80 |
|
141 |
128 |
|
125 |
172 |
|
111 |
154 |
|
150 |
170 |
|
162 |
152 |
|
94 |
95 |
|
138 |
111 |
|
162 |
144 |
|
134 |
136 |
|
83 |
191 |
|
157 |
193 |
|
134 |
144 |
|
137 |
168 |
|
76 |
94 |
|
115 |
126 |
|
51 |
208 |
|
150 |
136 |
|
25 |
201 |
|
137 |
171 |
|
148 |
148 |
|
207 |
214 |
|
189 |
111 |
|
104 |
204 |
|
197 |
189 |
|
131 |
159 |
|
151 |
188 |
|
202 |
174 |
In: Statistics and Probability
Dataset:
|
clinic1 |
clinic2 |
|
140 |
169 |
|
126 |
151 |
|
30 |
175 |
|
130 |
115 |
|
193 |
167 |
|
137 |
153 |
|
168 |
115 |
|
99 |
194 |
|
135 |
216 |
|
184 |
149 |
|
118 |
122 |
|
109 |
155 |
|
93 |
185 |
|
136 |
150 |
|
102 |
141 |
|
24 |
135 |
|
99 |
87 |
|
104 |
42 |
|
134 |
96 |
|
80 |
111 |
|
30 |
234 |
|
44 |
158 |
|
156 |
130 |
|
150 |
148 |
|
150 |
105 |
|
95 |
108 |
|
51 |
114 |
|
205 |
113 |
|
30 |
131 |
|
92 |
114 |
|
173 |
61 |
|
49 |
175 |
|
137 |
135 |
|
27 |
198 |
|
150 |
149 |
|
182 |
92 |
|
184 |
127 |
|
152 |
170 |
|
147 |
167 |
|
76 |
175 |
|
161 |
263 |
|
143 |
138 |
|
27 |
161 |
|
166 |
166 |
|
139 |
88 |
|
92 |
152 |
|
145 |
136 |
|
176 |
121 |
|
186 |
174 |
|
48 |
90 |
|
92 |
179 |
|
69 |
171 |
|
168 |
85 |
|
27 |
134 |
|
157 |
123 |
|
83 |
134 |
|
139 |
64 |
|
132 |
153 |
|
85 |
106 |
|
97 |
192 |
|
125 |
115 |
|
145 |
150 |
|
129 |
151 |
|
157 |
166 |
|
183 |
105 |
|
50 |
159 |
|
185 |
160 |
|
149 |
52 |
|
157 |
167 |
|
185 |
103 |
|
127 |
178 |
|
110 |
174 |
|
66 |
80 |
|
141 |
128 |
|
125 |
172 |
|
111 |
154 |
|
150 |
170 |
|
162 |
152 |
|
94 |
95 |
|
138 |
111 |
|
162 |
144 |
|
134 |
136 |
|
83 |
191 |
|
157 |
193 |
|
134 |
144 |
|
137 |
168 |
|
76 |
94 |
|
115 |
126 |
|
51 |
208 |
|
150 |
136 |
|
25 |
201 |
|
137 |
171 |
|
148 |
148 |
|
207 |
214 |
|
189 |
111 |
|
104 |
204 |
|
197 |
189 |
|
131 |
159 |
|
151 |
188 |
|
202 |
174 |
In: Statistics and Probability
SPRING TRAINING INC.
Balance Sheet
December 31, 2017
ASSETS LIABILITIES
Cash $25,000 Accounts Payable $50,000
Accounts Rec. 5,000 Mortgage Payable 50,000
Inventory 14,000
Supplies 2,000 Total Liabilities $100,000
Land 18,000
Buildings $220,000 STOCKHOLDER EQUITY
Acc. Depr. <20,000> 200,000
Equipment 200,000 Common Stock $5 Par $30,000
Acc. Depr <14,000> 186,000 Excess of Par $300,000
Retained Earnings 20,000
Total Equity $350,000
TOTAL ASSETS $450,000 TOTAL LIAB. & EQUITY $450,000
Jan. 2] Sold 200,000 shares of common stock for $2,600,000.
Jan. 3] Purchased on account $40,000 of inventory for resale to customers. Terms
were 5/60 net 90.
Jan. 10] Paid $5,000 for promotion & marketing expenses. Promotion would run
through the month of January 2018.
Jan. 15] Purchased a 3-year insurance policy for $3,600 in cash. Effective date is
January 1, 2018 to December 31, 2020.
Jan. 27] Paid in full for purchases acquired January 3, 2018.
Feb. 1] Paid $3,000 as a mortgage payment. The balance on the mortgage is listed
on the balance sheet dated December 31, 2017. Interest Rate is 8 per cent.
Feb. 10] Sales revenue generated was $400,000. $10,000 in cash received this date
the balance on account. Terms 4/60 net 60 days.
Feb. 27] Paid wages for the months of January and February 2018. Total wages
that was paid for the two months was $40,000.
Mar. 1] Acquired $200,000 of equipment. Useful life is 10 years. Signed a note
(12%) for entire amount.
Mar. 1] Declared a dividend of 50 cents per share.
Mar. 1] Customer returned $25,000 of items acquired on February 10, 2018.
Mar. 1] Signed a lease for warehouse space rental period is from April 1, 2018 to
December 31, 2018. A $10,000 deposit was paid on March 1.
Mar. 1] Borrowed $80,000, and signed a note for this amount at 10%.
Mar. 3] Paid the February Mortgage payment only this time $7,000 was paid.
Mar. 6] Sales on account to customers amounted to $200,000. Terms are 10/60 net
90 days.
Mar. 15] Received full amount due from the February 10 sale.
Mar. 15] Customer returned items that were sold for $35,000 on March 6, 2018.
Mar. 17] Purchased $40,000 of inventory and terms were 8/30 net 90. This was a
cash purchase.
Mar. 30] Supplies were now determined to be $500.
Mar. 31] Customer paid in full for the March 6 sale.
Mar. 31] Spring Training paid $20,000 in wages for the month of March.
Mar. 31] Paid $30,000 on the equipment note entered on March 1, 2018.
OTHER INFORMATION
1. Tax rate is 20%.
2. All equipment has a useful life of ten years.
4. Building has useful life of 20 years.
5. Ending Inventory for Spring Training Inc. is $20,000.
Rquirement:
PREPARE A SET OF FINANCIAL STATEMENTS FOR THE QUARTER ENDING MARCH 31, 2018
Please prepare for T accounts, Journal Entry, Income statement, Balance sheet and statement of Retained Earnings
In: Accounting
My Research Methods class (N = 14) was interested in whether studying alone or in groups would result in better grades on their third assignment. Half of the class (n = 7) studied for the assignment alone, while the other half (n = 7) studied as a group. Their grades are summarized in the below tables:
|
Study Alone |
|
|
Student |
Grade |
|
1 |
78% |
|
2 |
97% |
|
3 |
79% |
|
4 |
90% |
|
5 |
91% |
|
6 |
74% |
|
7 |
72% |
|
Study in Group |
|
|
Student |
Grade |
|
8 |
72% |
|
9 |
89% |
|
10 |
77% |
|
11 |
87% |
|
12 |
89% |
|
13 |
77% |
|
14 |
69% |
1. What are the upper and lower boundaries of the range of differences between two μs that you can say with 95% confidence contains the difference represented by the above sample?
2. Using Cohen’s d, calculate the effect size of studying alone vs. in a group on the grade obtained. What is the strength of this relationship and why?
In: Statistics and Probability
What kind of quantity is length?
ratio
ordinal
interval
nominal
What type of graph is best for expressing percentages
of a whole?
We are selecting seven CD's out of twelve to take the mountains. How many possible selections are there, given that order doesn't matter?
Karen scored a 76 on an exam whose mean is 74 and whose standard deviation is 8. Find her z score.
At a college, 60% of the students are women. If we select 7 students at random, what is the probability that exactly 5 of tyen are women (to the nearest hundredth)?
The heights of students or normally distributed with a mean of 59" and a standard deviation of 5" what is the probability that a randomly selected student will be between 57 and 65" tall?
We are to select a president vice president secretary and treasurer out of a club with 15 members assuming that no one can hold more than 1 office how many selections are possible?
In: Statistics and Probability
Exercise and pulse rate data
|
Person |
Resting pulse rate |
Regularly exercises |
|
1 |
72 |
No |
|
2 |
62 |
Yes |
|
3 |
72 |
Yes |
|
4 |
84 |
No |
|
5 |
60 |
Yes |
|
6 |
63 |
Yes |
|
7 |
66 |
No |
|
8 |
72 |
No |
|
9 |
75 |
Yes |
|
10 |
60 |
Yes |
|
11 |
62 |
No |
|
12 |
84 |
No |
|
13 |
76 |
No |
|
14 |
60 |
Yes |
|
15 |
52 |
Yes |
|
16 |
60 |
No |
|
17 |
64 |
Yes |
|
18 |
74 |
Yes |
|
19 |
68 |
Yes |
|
20 |
64 |
Yes |
In: Statistics and Probability