When designing a new warehouse, its size is the most critical attribute. This is because once built, the outer walls of the warehouse form the boundaries within which all operations must take place.

Explain four (4) important factors in a essay form with proper explanations and examples, that a warehouse manager has to take into consideration that will influence the eventual size of a new warehouse. (warehouse managment).

Why do competing firms often locate their stores in close proximity to each other? For example, gas stations always built right next to other gas stations. Fast food chains, grocery stores, coffee shops, and restaurants always seem to exist in groups instead of being spread evenly throughout a community.

CAN YOU PLEASE MAKE THE ANSWER AT LEAST 100 WORDS.

Reflect on the past two week’s lecture, material from readings and discussions. In at least 150 words, describe the main points or ideas you learned and how your interactions with classmates and/or your instructor built upon your learning. Describe which main point you found most important and how you believe it can be related to your life/career. for accounting principles II

Choose from the following to answer questions 1-4.

Answer choices:  A. at rest   B. moving backwards   C. moving forward

                            D. 0          E.  < 0.2 m/s         F. 0.2 m/s         G. > 0.2 m/s

If wagon 1, initially moving in the forward direction with velocity v_1i = 0.2 m/s, collides with wagon 2, mass m₂,  which is initially at rest, v_2i = 0,  then

1. If the collision is elastic and the wagons have equal mass,  m₁ = m₂ , then after the collision

wagon 1 is  _____ with v_1f  _____, and wagon 2 is  ______ with v_2f  ______.

2. If the collision is elastic and wagon 1 is more massive,  m₁ = 2*m₂ , then after the collision

wagon 1 is _____ with v_1f  _____, and wagon 2 is ______ with v_2f  ______.

3. If the collision is elastic and wagon 2 is more massive,  m₂ = 2*m₁ , then after the collision

wagon 1 is _____ with v_1f  _____, and wagon 2 is ______ with v_2f  ______.

4. If the collision is perfectly inelastic, then whatever the masses of the wagons, after the collision

wagon 1 is _____ with v_1f  _____, and wagon 2 is ______ with v_2f  ______.

Please examine the graphs and figure out what is happening.  Fill in the blanks with these choices.

A. at rest   B. moving toward the left   C. moving toward the right   D. 0   E. 0.2 m/s

F. Professor Schnal   G. Cart 1   H. placed it there at rest.  J. gave, or is giving, it a push.   

At time 1.5 seconds, Cart 1 is ______ with a speed of ______ m/s because ____  _____.

At time 1.5 seconds, Cart 2 is ________ with a speed of _______m/s because ____ _____.

By time 2.1 seconds, Cart 2 begins  _______   because _____     _____.

By time 2.5 seconds, the collision is pretty much over, and Cart 1 is ______ with a speed of _______ m/s, and Cart 2is _______ with a speed of _________ m/s.

What does it mean when the red and blue lines on the position graph cross at 2.1 seconds?

1. The carts collide
2. The red cart ghosts through the blue cart somehow.
3. Nothing: the red cart just happens to be as far from the left detector as the blue cart is from the right detector.

Cart 2  in elastic.cmbl  is clearly experiencing substantial friction.  How can you tell?

1. Cart 2 maintains constant velocity after the collision.
2. Cart 2 decelerates at a rate of about 0.5 m/s/s after the collision.
3. The blue line crosses the red line at time 2.1 seconds.

Because of cart 2’s friction, let’s take the v_f data as soon as possible after the collision.

For elastic.cmbl, take initial velocity data at t = 1.6 s, or t = 1.7 s, or t = 1.8 s. (It’s the same.)

For elastic.cmbl, take final velocity data at t = 2.5 s.  (You could argue that that’s a little premature, that there is some settling down after that time, but  it’s best to take it before friction has a chance to substantially affect the results.  Also it’s nearly identical to the data at t = 2.75 s, after the funny wiggle from t = 2.5 s to t = 2.75 s settles down.)

Cavco Industries of Phoenix Arizona produces manufactured housing for the 21st century that rivals the construction and design elements found in traditional site built homes. In business for over 40 years Cavco sells manufactured homes, camping cabins, and park model homes under 400 square feet in size and commercial buildings. The company has several hundred floor plans to choose from or it can customize floor plans to fit the design specifications of the buyer. Sales have risen about 7% annually over the past 3 years.

Cavco relies on lean manufacturing and just in time inventory management techniques at its 3 manufacturing facilities. With thousands of stock keeping units direct materials inventory turns over every week. The most expensive inventory items consist of wood and wood products, steel, drywall abd petroleum based products. There are about 50 different stations in the main assembly lines. On Cavco's production floor. They are fed daily by subsidiary job shops close by such as the in house cabinet making shop and flooring shop. Nothing is ever made to stock so the bills of materials coming from independent dealer orders drive the release of direct materials onto the floor at each station in assembly.

At each plant the manager schedules production so tightly that there is rarely downtime at any station in an assembly line. Efficiency is so consistent that budgeted direct materials and direct manufacturing labor usually match the actual costs incurred at month end. Instead of computing a budgeted overhead allocation rate at the beginning of the year and adjusting at year end the company applies actual plant overhead. This consists of
1-Utilities
2-Engineering
3-Purchasing
4-Plant manager salaries

This is done each month so managers can see how they did and make adjustments before the next month's production activities get too far along. Once each home section is completed it is driven out of the plant by independent shippers title passes to the dealer sales revenue is booked and the home is taken to its destination. With no unsold finished goods in stock at month end the only materials to account for each month are those not yet released into production and those in work in process inventory.

QUESTION 1
Assume Cavco has dedicated one of its manufacturing plants to building camping cabins. Budgeted annual fixed manufacturing costs for this facility are $2,000,000 and include the items listed in the case. The amount will remain the same even though shifts per day and days worked per week may fluctuate. The master budget for 2006 is based on one shift production of 2 camping cabins per day over a 4 day work week. The plant is closed on Mondays for building and equipment maintenance. The company also shuts down production for one week in July and one week at the end of December. Normal capacity utilization is based on one shift production of 2 cabinets per day 5 days per week throughout the year. If every camping cabin built in this plant takes the same amount of time to complete what is the 2006 budgeted fixed manufacturing overhead cost rate per cabin under theoretical capacity, practical capacity, normal capacity utilization, and master budget capacity utilization?

1.       Which statement(s) is (are) correct?

a.       The planning horizon for any business is between three and five years.

b.      Forecasts that extend beyond the planning horizon are less credible.

c.       The planning horizon should be the furthest point in the future considered by the business plan.

d.      The planning horizon for a hotel owner is determined by the length of the management contract.

2.       What statement would a hotel owner prefer to see in the business plan for a hotel destination spa, if he or she wants to evaluate whether the GM has the support of the management team?

a.       I have decided that we need to invest more money in the spa.

b.      These financial objectives for the spa are in line with those revealed to me privately by our closest competitors.

c.       The spa manager and head of rooms division have presented the following alternative scenarios for the development of the spa business following our recent brainstorming session.

d.      The future success of the spa business is probably not assured but it is not considered something we can do much about.

3.   What are the two missing items in this list of planning components for a hotel owning company? Historical data, Forecasting, Strategy , Management

a.       Statement of Source and Application of Funds

b.      Profit and Loss Account

c.       Benchmarking

d.      Experience

4.   What is the group of words missing from this statement about organizational planning?

One category of organizational planning is to ______ what may happen in the future, by using known facts, _______ and _________ to generate a ________ of future performance.

a.      Guess, Relationships, Assumptions, Forecast

b.      Predict, Relationships, Assumptions, Budget

c.       Predict, Relationships, Facts, Forecast

d.      Predict, Relationships, Assumptions, Forecast

5.   What is the group of words missing from this statement about organizational planning?

Another category of organizational planning is to ________ established theories on how the business ________, by looking at generally accepted _____ or current relationships between business processes and the ________ generated.

a.       Challenge, Operates, Past, Outcomes

b.      Disprove, Operates, Past, Outcomes

c.       Challenge, Operates, Past, Profits

d.      Challenge, Manages, Future, Outcomes

6.   What is the group of words missing from this statement about organizational planning?

A third category of organizational planning is to ________ and ______ a ______ business model. This type of planning allows ___________ to assess changes to the way the business operates.

a.       Broken, Innovate, Management, Repair

b.      Innovate, Renew, Established, Management

c.       Innovate, Grow, Established, Human Resources

d.     Maintain, Reinforce, Established, Management

7.   Which of these statements is unsuitable for inclusion in a business plan?

a.       We will make sure that we do things as well as the competition does in order to maintain our position in the market.

b.      We will focus our planning efforts on business process and not on the outcome.

c.       Too much emphasis on the outcome may cause short-term decision-making and the risk that strategy will be forgotten.

d.      The planning process must aim to make the business better than the competition.

8.   In order to establish a business planning strategy that can be aligned with budgets, managers need to (select the 4 statements that apply from the list below):

a.       Communicate how these actions relate to individual departments.

b.      Write a vision and mission statement

c.       Ensure that adequate resources are available.

d.      Get approval of the annual budget from shareholders

e.      Choose a course of action to meet these goals for a given business environment.

f.        Set realistic goals.

Using the 2009 Budget (Money is given in Canadian dollars), prepare a break even analysis to find:

1. At what trip fee does JUDES break even on the trips?

2. At what participant level does JUDES break even on the trips?

Please show all formulas and calculations so I can follow along and learn how to apply the concepts for the future.

You have an opportunity to purchase the 23 site Plum Creek manufactured home/RV park for $250,000. The park caters to extended stay residents (six months or longer) and charges a market rental rate of $240 per site per month. You expect to be able to raise site rentals 3% per year to account for inflation. There are no tenant reimbursements or passthroughs. You plan a five year holding period so you create a six year proforma. The owner reports an annual vacancy rate of 10% but you believe an annual 15% vacancy rate every year of the holding period is a more realistic estimate. You use 15%. For expense estimates, you rely on public records (tax office), an income/expense statement provided by the owner/seller, and Darrell Hess & Associates, a national manufactured home park brokerage company that compiles expense data from hundreds of parks nationwide. The previous year’s property taxes were $5,042. The new assessment and tax rate has not been set, so the previous year’s taxes are used in your pro-forma for the first year. Hazard and liability insurance is estimated to be 2% of effective gross income (EGI) in first year. Each site is individually metered for electricity and the tenants are responsible for their usage. The park owner reported annual water and trash removal expenses of $5,460 for the previous year, and this amount appears reasonable for your first year projection. The annual administrative/management expense (part time on-site manager, advertising, legal fees, accounting fees and office expenses, etc.) is estimated to be 29% of EGI by Darrell Hess & Assoc. The owner did not report any maintenance expense as he did all of the work himself. You believe a $2,000 first year expense is reasonable for the road maintenance, landscape maintenance, etc. You expect expenses to increase 3% each year of the five year holding period except insurance and management expenses tied to EGI. Page 7 of 7 You have obtained a loan commitment from a bank for 80% (20% down payment aka equity contribution) of the purchase price with a 20 year amortization at 6% interest. 1) Create a six year Pro-forma statement of cash flows on an Excel spreadsheet. 2) Calculate the following ratios and indicators (all before tax) by Excel formulas at the bottom of the spreadsheet to three decimals: A) Operating expense ratio (annual operating expense/EGI); according to Darrell Hess & Associates, operators can expect a 50% operating expense ratio. B) All Five Years of Debt Coverage Ratio (NOI/debt service); 1.3 or greater is considered good by the lender. C) All Five Years Return on Equity (BTCF/equity invested); investor surveys indicate 13% or better is expected for each year. D) Using the IRV formula, calculate the indicated overall rate (cap rate) RO for Year One to see if it is within the 9-11% range for manufactured home parks indicated by a national investor survey. Use the $250,000 asking price as the value in IRV for the calculation. E) Calculate the value of the subject after the five year holding period (the reversion) using a 10.5% terminal RO. Remember to carry the pro-forma to a sixth year to obtain Year Six NOI. F) Calculate the unleveraged IRR of the cash flows using the $250,000 asking price. G) Calculate the NPV of the property using a 12% IRR

SWOT Analysis

            Marriott International Inc. is a leading firm in its industry. It is known for aiming to maintain its dominance in its position in the market. A SWOT analysis of Marriott shows the following;  

Strength

Marriott has a track record that shows it has never failed in integrating complementary firms. It has always been successful to do all this through mergers and acquisition. It has done all this to ensure its operation are smooth and with less completion. Marriott is innovative and has hotels all over the world. They are innovative because they recently launched a mobile app. You can see advertisements about it on Facebook or other social media platforms. (Marriott corporate.2017). You no longer must use a key to get into your room. You just unlock it with your phone now. Not just that but you can do a mobile check-in and skip the front desk. Also, Marriott has its presence and reputation all over the world which makes them well-known in quality business.

Weakness

            Marriott Inc. is well known for its desire need to expand. The business has expanded so much to the extent of failing to monitor and maintain the quality of their services throughout. I know this first hand all their hotels are not the same. Some may mention the fact that the Marriott is a family company and how this creates room for error. And it could. Understanding that family tradition and family opinions can offend others or promote an atmosphere that feels "stuck" can put a roadblock up for those future investors. (Marriott corporate.2017). Another weakness is even though they are expanding to many other countries, this could also lead to over population of the hotels and not further along other local companies or promote more of a diversity in the market.

Opportunity

            The opportunities Marriott has been modernizing their hotels rooms to fit the trending market and more profitable emergence into new marketable areas. (Marriott International Inc.2017) For the interior design point, there is room to create more of a unique home familiar style within the walls of its rooms. This allows for a better experience for the loyal customer and to the old customer who thought they may have not liked the hotel franchise. The other opportunity of emerging into new markets creates a profitable growth for the company to expand their presence into new categories such as the technology market. Bringing in the google home or amazon Alexa experience or personalize the delights that customer have in their everyday home and bringing it into the hotel room will only further the experience. (Marriott International Inc. 2017)

Threat

            Vulnerability to terror attacks- the travel industry is one that is highly targeted by terrorists. Especially 5 star rated properties. If it were to get attacked, the firm would lose its trust in their esteem clients. Threats to Marriott include more competition to enter the existing hotel industry and price freezing. As more and more innovative companies make a break through, there is more attraction to them and the idea to try something new in the customer's perspective, leaving Marriott to fend for themselves in the fight of hotel rooms. Also, as the market expands, the prices of other companies can tend to look better, especially if they offer the same amenities and rewards.

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• Identify the most important or critical items on your SWOT Matrix that you believe warrant immediate attention to improve strategic management. Select one from each of the four categories.
• Be sure you justify your decisions.