Forecasting labour costs is a key aspect of hotel revenue management that enables hoteliers to appropriately allocate hotel resources and fix pricing strategies. Mary, the President of Hellenic Hoteliers Federation (HHF) is interested in investigating how labour costs (variable L_COST) relate to the number of rooms in a hotel (variable Total_Rooms). Suppose that HHF has hired you as a business analyst to develop a linear model to predict hotel labour costs based on the total number of rooms per hotel using the data provided.

3.1 Use the least squares method to estimate the regression coefficients b0 and b1

3.2 State the regression equation

3.3 Plot on the same graph, the scatter diagram and the regression line

3.4 Give the interpretation of the regression coefficients b0 and b1 as well as the result of the t-test on the individual variables (assume a significance level of 5%)

3.5 Determine the correlation coefficient of the two variables and provide an interpretation of its meaning in the context of this problem 3.6 Check statistically, at the 0.05 level of significance whether there is any evidence of a linear relationship between labour cost and total number of rooms per hotel

Total_Rooms   L_COST
412   2.165.000
313   2.214.985
265   1.393.550
204   2.460.634
172   1.151.600
133   801.469
127   1.072.000
322   1.608.013
241   793.009
172   1.383.854
121   494.566
70   437.684
65   83.000
93   626.000
75   37.735
69   256.658
66   230.000
54   200.000
68   199.000
57   11.720
38   59.200
27   130.000
47   255.020
32   3.500
27   20.906
48   284.569
39   107.447
35   64.702
23   6.500
25   156.316
10   15.950
18   722.069
17   6.121
29   30.000
21   5.700
23   50.237
15   19.670
8   7.888
20  
11  
15   3.500
18   112.181
23  
10   30.000
26   3.575
306   2.074.000
240   1.312.601
330   434.237
139   495.000
353   1.511.457
324   1.800.000
276   2.050.000
221   623.117
200   796.026
117   360.000
170   538.848
122   568.536
57   300.000
62   249.205
98   150.000
75   220.000
62   50.302
50   517.729
27   51.000
44   75.704
33   271.724
25   118.049
42  
30   40.000
44  
10   10.000
18   10.000
18  
73   70.000
21   12.000
22   20.000
25   36.277
25   36.277
31   10.450
16   14.300
15   4.296
12  
11  
16   379.498
22   1.520
12   45.000
34   96.619
37   270.000
25   60.000
10   12.500
270   1.934.820
261   3.000.000
219   1.675.995
280   903.000
378   2.429.367
181   1.143.850
166   900.000
119   600.000
174   2.500.000
124   1.103.939
112   363.825
227   1.538.000
161   1.370.968
216   1.339.903
102   173.481
96   210.000
97   441.737
56   96.000
72   177.833
62   252.390
78   377.182
74   111.000
33   238.000
30   45.000
39   50.000
32   40.000
25   61.766
41   166.903
24   116.056
49   41.000
43   195.821
9  
20   96.713
32   6.500
14   5.500
14   4.000
13   15.000
13   9.500
53   48.200
11   3.000
16   27.084
21   30.000
21   20.000
46   43.549
21   10.000

Consider the movie ticket and popcorn example discussed in Section 17.7. The theater sells two products, tickets and popcorn. Suppose the weekly demand for movie tickets is

          Qdtix=500−25Ptix−20Ppopcorn,

where P_tix and P_popcorn are the prices of a ticket and a bag of popcorn, respectively. Suppose that each time a moviegoer buys a ticket, his demand for popcorn is

          Qdpopcorn=3−0.4Ppopcorn,

where Q^d_popcorn is the number of bags of popcorn the moviegoer buys. Suppose further that the theater's marginal cost of a ticket is $2, while the marginal cost of popcorn is $3.

Instructions: Round your answer to 2 decimal places.

a. What is the profit-maximizing price of a movie ticket if a bag of popcorn sells for $5 a bag?

    $.

Question Set 1: Two Independent Proportions

Reminder: The standard error is computed differently for a two-sample proportion confidence interval and a two-sample proportion hypothesis test.

Researchers are comparing the proportion of University Park students who are Pennsylvania residents to the proportion of World Campus students who are Pennsylvania residents. Data from a sample are presented in the contingency table below.

1. Construct a 95% confidence interval to estimate the difference between the proportion of all University Park students who are Pennsylvania residents and the proportion of all World Campus students who are Pennsylvania residents. If assumptions are met, use the normal approximation method. Show how you checked assumptions. You should not need to do any hand calculations. Use Minitab Express to construct the confidence interval. Remember to copy+paste all relevant Minitab Express output and always clearly identify your final answer. [15 points]

B. Interpret the confidence interval that you computed in part A by completing the following sentence. [5 points]

I am 95% confident that…

C. Use the five-step hypothesis testing procedure given below to determine if there is evidence of a difference between the proportion of University Park students who are Pennsylvania residents and the proportion of World Campus students who are Pennsylvania residents. If assumptions are met, use the normal approximation method. Use Minitab Express. You should not need to do any hand calculations. Remember to copy+paste all relevant Minitab Express output. [30 points]

Step 1: Check assumptions and write hypotheses

Step 2: Calculate the test statistic

Step 3: Determine the p-value

Step 4: Decide to reject or fail to reject the null hypothesis

Step 5: State a real-world conclusion

Alternative Inventory Methods Park Company's perpetual inventory records indicate the following transactions in the month of June: Units Cost/Unit Inventory, June 1 200 $3.20 Purchases: June 3 200 3.50 June 17 250 3.60 June 24 300 3.65 Sales: June 6 300 June 21 200 June 27 150 Required: 1. Compute the cost of goods sold for June and the inventory at the end of June using each of the following cost flow assumptions: If required, round your answers to the nearest dollar. FIFO Cost of Goods Sold $ Ending Inventory $ LIFO (Round your intermediate calculations and final answers to the nearest cent.) Cost of Goods Sold $ Ending Inventory $ Average cost (In your computations, round new per unit costs to the nearest cent. Round your intermediate computations and final answers to the nearest dollar.) Cost of Goods Sold $ Ending Inventory $ 2. Why are the cost of goods sold and ending inventory amounts different for each of the three methods? 3. produces the most realistic amount for net income because it produces the most realistic amount for ending inventory because it 4. If Park uses IFRS, which of the previous alternatives would be acceptable and why? The input in the box below will not be graded, but may be reviewed and considered by your instructor.

The hurricane in the Bahamas caused a small decrease in the supply of hotel rooms but a very large decrease in demand for hotel rooms as tourists cancel their planned trips. The result of these two effects on the market for hotel rooms is:

Group of answer choices

an increase in the equilibrium price and a decrease in the equilibrium quantity

a decrease in the equilibrium price and a decrease in the equilibrium quantity

an unknown change in the equilibrium price and a decrease in the equilibrium quantity

a decrease in the equilibrium price and an unknown change in the equilibrium quantity

IN JAVA

Write a program that calculates the occupancy rate for each floor of a hotel. (Use a sentinel value and please point out the sentinel in bold.) The program should start by asking for the number of floors in the hotel. A loop should then iterate once for each floor. During each iteration, the loop should ask the user for the number of rooms on the floor and the number of them that are occupied. After all the iterations, the program should display the number of rooms the hotel has, the number of them that are occupied, the number that are vacant, and the occupancy rate for the hotel. Input Validation: Do not accept a value less than 1 for the number of floors. Do not accept a number less than 10 for the number of rooms on a floor.

Exercise 5.4
Refer back to exercise 2.2. Suppose that you fit the model to 20 data points and found that your F – value for testing the model is useful is 49.75.

Exercise 2.2
A hotel manager is concerned about hotel room rates for a large chain of hotels. The variables to be used in this research is defined as follows:
Y = the daily rate of a room
X1 = the population of the city
X2 = the rating of the hotel (1 star to 5 stars)
X3 = the number of rooms in the hotel
X4 = the number of hotels in the city

Answer the following:

A.) Now conduct the F-test for model utility.

B.) In exercise 5.4, what is the conclusion?

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.

1. If your company has Total Fixed Cost = $800,000, Total Sales Revenue = $2,225,000, Total Variable Cost = $1,335,000, and Number of Units = 25,000, what is the number of units you need to sell to break even?
2. If your company has Total Fixed Cost = $141,000, Selling Price per Unit = $29.00, and Variable Cost per Unit = $7.71, what is the sales revenue you need to generate to break even?
3. If your company has Net Operating Income = $855,000, Total Fixed Cost = $185,000, and Total Sales Revenue = $1,300,000, what is the sales revenue you need to generate to reach your target profit $2,171,700?
4. If your company has Unit Contribution Margin = $29.38, Number of Units = 36,000, and Net Operating Income = $94,500, what is the number of units you need to sell to break even?
5. If your company has Total Variable Cost = $740,000, Total Contribution Margin = $1,110,000, and Total Fixed Cost = $112,000, what is the sales revenue you need to generate to break even?
6. If your company has Total Fixed Cost = $490,000, Unit Contribution Margin = $69.43, and Contribution Margin Ratio = 0.8, what is the number of units you need to sell to reach your target profit of $1,751,500?
7. If your company has Total Fixed Cost = $500,000, Total Sales Revenue = $2,225,000, Total Variable Cost = $667,500, and Unit Contribution Margin = $62.30, what is the sales revenue you need to generate to reach your target profit $2,728,350?