A survey found that​ women's heights are normally distributed with mean 62.4 in. and standard deviation 2.1 in. The survey also found that​ men's heights are normally distributed with mean 67.3 in. and standard deviation 3.1 in. Most of the live characters employed at an amusement park have height requirements of a minimum of 56 in. and a maximum of 63 in.

1.Find the percentage of men meeting the height requirement. What does the result suggest about the genders of the people who are employed as characters at the amusement​ park?

2.Find the percentage of women meeting the height requirement. What does the result suggest about the genders of the people who are employed as characters at the amusement​ park?

A government has only 10,000 dollars to invest in open space. It can invest now or wait five years and invest in the park after planning is finished. The planning cost was spent 5 years ago and cost 5,000 dollars. a. If the government waits to invest, how much money will it be able to spend in five years if the interest rate is 6%?

b. How much will it be able to spend in 5 years, with 10% interest rate?

c. How much will it be able to spend in 10 years, with 6% interest rate?

the bank is charging flat fee of 10 per car to park at rhe lot and there are hunderd space and lot is open from 6 pm to midnivht every night and is staffed by a single employee the employee is pad 10 per hour   .the bank has indiactaed that maintenance cost   are insignificant . identify the marginal revenue and marginal cost for each additional care thats oays to use the banks parking lot and exolain why the bank is able to set the fees as high as in contrast when the parking lot is available at all times

Kelly Hayes operates a bed and breakfast hotel in a beach resort area of Noosa. Depreciation on the hotel is $60,000 per year. Kelly employs a maintenance person at an annual salary of $30,000 per year and a cleaning person at an annual salary of $24,000 per year. Rates and taxes are $10,000 per year. The rooms rent at an average price of $50 per person per night including breakfast. Other costs are laundry service at $4.00 per person per night and the cost of food which is $6.00 per person per night.

Instructions:

(a)what are total fixed cost and Variable cost per person per night ?


b)Determine the number of rentals and the sales revenue Kelly needs to break even using the contribution margin technique.

(c) If the current level of rentals is 4,000, by what percentage (Margin of Safety) can rentals decrease before Kelly has to worry about having a net loss?

(d) Kelly is considering upgrading the breakfast service to attract more business and increase prices. This will cost an additional $5.00 for food costs per person per night. Kelly feels she can increase the room rate to $65 per person per night. Determine the number of rentals and the sales revenue Kelly needs to break even if the changes are made.

e) Determine the contribution margin per person per night ?

Please provide a step by step solution

create a Vacation Budget worksheet Add at least 6 other expenses related to your planned vacation (car rental etc.) enter an estimate of the cost of for each item Use a function to calculate the total estimated costs. g) Enter a function to calculate the average cost per day. h) Create a chart (you choose the type) in this same worksheet based on this trip to display the estimated costs. Add a title and a legend and format the chart in a professional, easy read manner

Hilton Hotel Vs Mariott Hotel

Hilton Worldwide Holdings Inc. (Hilton), a global class hotel operating out of 113 countries and
territories as of 2018, had a portfolio of 16 world class brands consisting of 5,000 properties. The
debate continues on whether Hilton can survive and thrive in the new age of travel and the
growing trend of e-commerce in the world. Hilton was able to differentiate itself from other
global hotels because of its unique employee centric HR practices like their recruitment, on
boarding, and training processes.
The leadership at Hilton believed in attracting, hiring, and retaining employees. This made
business sense because these employees would service their guests better. Over the years, the
company created a culture of high engagement of employees who went out of their way to
delight customers. Hilton employed a truly diverse workforce across a variety of positions in its
hierarchical structure ranging from valet to cleaning personnel, restaurant servers, concierge
providers, and managers which were recruited using global recruiters who were able to recruit a
large number of talented employees. The management kept its focus on the human aspect in
order to become profitable. The hotel was successful because it gave each its employee a special
work culture about caring for each other. The management felt that its continued focus on HR
policies and practices had acted as a competitive advantage for them...
Marriott, a hospitality giant, had a huge association with social media which generated a huge
response from its followers. Using a team structure and empowered self-managed teams,
Marriott was able to respond to global changes and to increase its flexibility by attracting on line
customers.

The Facebook page of Marriott attracted 1,874,121 likes and 4,041,532 visits while its Twitter
account was followed by 171,842 people as on March 2015. Its major move into gamification
came when it introduced a game on Facebook in 2011 for recruiting people, a game called ‘My
Marriott Hotel' as part of its recruitment gamification strategy on its Facebook jobs and careers
page. Mariott had earlier released a game named ‘Xplor' which gave players a virtual experience
of touring five gateway cities and solving challenges which led to their earning rewards that
could be redeemed against their stay in Marriott hotels. The company also tried its hand at
different apps like ‘Red Coat Direct', ‘Workspace on Demand', and ‘The Perfect Travel
Companion' in order to provide fast and convenient services at the customer's fingertips. Players
were then directed to Marriott's official recruiting page where they could submit their resumes
for a suitable position.

1-What HR Practice helped Hilton Hotel overcome the Globalization challenge?
2- How is Hilton hotel differentiating itself globally?
3-In your opinion, which hotel is applying a prospector strategy and why?
4-Clearly identify the recruitment sources used by Hilton hotel and Marriott hotel and why in
your opinion they are using them?

How commitment to change is built?

Q1. You are an audit manager of Morline & Co, a Public Accounting firm. The audit engagement partner, Joe Tan, has called you into his office to discuss a new audit client. You have been assigned to take charge of the audit for the financial year end, 31 December 2019 of Crown Hotel Group Bhd. (Crown Group) a listed company. The Group operates a chain of luxury hotels across Malaysia. As part of the expansion strategy, Crown Group has recently acquired a new hotel in Melbourne. You are very excited about auditing this luxury group of hotels, and are hoping that you may get to stay in one of the hotels during the audit.

Recently you had a meeting with Joe Tan, Datuk Paul Wong, the managing director of Crown Group, and Lisa Goh, the finance director of Crown Group. From detailed discussions with them, you note the following information:

Background information:
Crown Group owns four hotels in Malaysia namely Dolce, Corus, Korma, Morib, one hotel, Belux in Singapore and a newly acquired hotel in Melbourne namely Aston, which was acquired in September 2019. Each hotel operates through a separate legal entity, and Crown Group owns 100% of each entity. The Group prepares consolidated financial statements on an annual basis. The Head Office is located in Petaling Jaya, Malaysia.

In 2019, the Crown Group had total revenues of RM 90 million (2018: RM 80 million), and operating profits of RM 8,500,000 (2018: RM 11,000,000).

Lisa Goh explained that all the hotels have been performing well over the last year, with the exception of Hotel Belux. See notes below

Information Technology (IT)

Lisa Goh highlighted that the Crown Group relies heavily on the use of information technology (IT) and noted that approximately 96% of bookings are made online via its website. The Group invested significantly in IT over the last six months, which resulted in an extensive upgrade of its website and the development of a user-friendly app. Datuk Paul Wong said, “We have spent a significant amount of money developing our IT systems and ensuring they are secure, as the rapid increase in cybercrime in Malaysia is frightening.” This development cost was capitalised in Financial Year 2019.

Finance team

Each hotel has a finance team, including a financial controller. At the end of every month, a reporting pack is prepared by the financial controller, including a copy of the management accounts, key completed reconciliations and detailed commentary on how the hotel has met the key performance indicators for that particular month. Each reporting pack is submitted to the head office, and the group financial controller reviews them and performs additional reconciliations. The group financial controller also prepares the year-end consolidated financial statements. Lisa Goh has, however, informed you that the group financial controller resigned in November 2019 because he could not cope with the pressure of the job. She has not been able to find a suitable replacement as to date. Lisa has asked if your firm would be able to help with the finalisation of the consolidated financial statements for the year ended 31 December 2019, as her team is currently struggling to find the time needed.

New acquisition

The hotel in Melbourne, Aston was acquired in September 2019 for RM 8,500,000, and will be included in the consolidated financial statements at 31 December 2019. The purchase of the hotel was financed by a bank loan. Datuk Paul Wong explained this was a significant investment for the Crown Group and that a further RM 2 million has since been spent on capital expenditure to ensure it meets the exceptionally high standards of the Group. Datuk Paul Wong has invited the entire audit team to travel to Melbourne for the opening of the hotel in June 2020 as his guests. He has also assured the team will be treated very well while there.

Valuation of the hotel properties

The group policy is to value Land and Buildings at fair value. The calculation of fair value and the allocation of fair value to Land and Buildings requires significant judgement. Datuk Paul Wong confirmed professional valuation experts were appointed to value Land and Buildings at 31 December 2019. Land and Buildings at that date were valued at RM 110 million, representing a revaluation increase of RM 12 million.

Loans and Borrowings
During the financial year to 31 December 2019, the Group borrowed RM 10,500,000 in order to finance the purchase of the Aston, and to complete the renovation work required. The loan is repayable over 10 years and the Group must adhere to strict loan covenants. The bank requires the Group to provide management accounts on a quarterly basis, if a loan covenant is breached, the loan may be due for repayment immediately. Lisa Goh has informed you that the group is also struggling to ensure management accounts for the quarter ended 31 December 2019 will be submitted within the allocated timeframe. The amount of interest paid was extremely significant

Bonus
During the year, a new bonus scheme was introduced for both managers and directors for all the hotel within the group in order to increase revenue. The bonus is directly linked to revenue.

Advance payment
Advance deposits of 50% are collected for those booking for conferences and wedding packages.

Hotel Belux
The hotel Belux is one of the biggest in the Group, and contributes 25% of total revenue is located in Singapore. Although revenue has increased in 2019, profit has fallen significantly due to a number of “special offers” in both accommodation rates and the restaurant. Datuk Paul Wong believes the main causes for this fall are reduced gross margins (due to the successful uptake of the various special offer promotions during the year) and increasing costs (mainly driven by payroll). The number of special offers were approved by management in a bid to counter the tough economic environment within which the hotel operates and thereby increase revenue.

Required:
(i) Identify and explain to the audit partner SEVEN (7) key audit risks in respect of Crown Group.
(ii) Describe the matters Morline & Co should consider in the context of ISA 620 in order to evaluate the adequacy of the expert’s work in relation to engaging the services of a property expert to value Land and Buildings.
(iii) Evaluate the ethical issues(s) if any in respect of the Crown Group audit engagement and recommend appropriate safeguard(s).

Mindy Lee was a software engineer who worked for a company that is known for its inventory management software suite. She specialized in designing interfaces that help a business migrate its inventory data to cloud computing. Mindy has loved the Internet since her school years; she used email and browsers before any other kid in her class. She books all her travel arrangements online, including flights, car rentals and hotel rooms. Mindy has inherited money and invested in a small hotel, the Sunrise, a 140-room independent, limited service midscale property. She has 80% ownership and her silent partner owns the other 20%, allowing Mindy total control in operating decisions. The hotel has a lot of potential, as the area in which it is located is popular with tourists. There are two similar hotels nearby. Over the years, however, it has struggled to gain market share. The previous owner, an old hotelier, had refused to consider a franchise agreement, hoping to compete on service quality and reputation. The average annual occupancy at the Sunrise for the last two years (prior to Mindy’s ownership) was 40%. The average rate for the last two years (prior to Mindy’s ownership) was $130. Mindy doesn’t pretend to know how to run a hotel’s daily operations, but is convinced that she can boost sales by embracing OTAs to sell her rooms. She pins her high hopes on working with Expedia. After her first two quarters (6 months) of being in charge, monthly occupancy has averaged 70%-a significant improvement. The hotel’s CPOR (cost per occupied room) is unchanged, at $40. Her ranking on Expedia has the hotel on the first page for guest searches. Overall hotel ADR however, has dropped significantly to $110, even before Expedia’s 25% margin is factored in. As agreed with the Expedia Market Manager, the hotel is selling its rooms at a lower rate on Expedia vs. their own website (Sunrise.com), for additional exposure. Almost all rooms are now being booked on Expedia. Even regular guests no longer use the Sunrise website.

Using case study format (see rubric), address the situation. Your submission should be 2 pages, double spaced, not including references and cover page. Here are some points to consider / incorporate: Rate parity, positioning vs comp set, distribution costs, conversion to Brand.com, service levels, ADR vs. RevPAR, GOPPAR.

As a consultant, brought in to make recommendations, what do you think Mindy should do, and why?

The cosmetics division of Valles Global Industries (VGI) sells a special type of organic perfume that is highly sought after. This perfume sells for $150 per 75 ml bottle. For many years, they have sold in Asia through a Seoul-based importer by the name of Park Beauty Products. Their contract with Park Beauty Products is up for renewal and VGI has decided to look at options. You are in charge of making a recommendation.

Option 1: Continue to sell through Park Beauty Products by selling them the perfume in bulk loads of 750 liters at a cost of $150 USD per liter. Let them handle everything at their cost.   VGI receives a net payment of $15 USD per bottle.

Option 2: Sell a license for production to SohnCo Fragrances of Seoul, Korea. They will also manage marketing and distribution of the perfume. SohnCo Fragrances will charge VGI a fixed fee of $2 million USD per year to cover marketing costs. SohnCo Fragrances will pay VGI $25 USD per bottle of VGI products it sells in Asia.

Option 3: Create a new enterprise, VGI Asia, by building a small plant for $15 million USD. Annual fixed costs are estimated to be $1.5 million USD and variable costs are $0.60 per bottle.

USD—United States Dollar

Develop a five-year forecast for each of the three options. Assume there is no inflation and do a pre-tax analysis.   Develop a cash flow forecast assuming sales remain variable at somewhere between 1, 700,000 bottles and 2,000,000 bottles per year. Make and support a recommendation as to which of the options to employ.