A hotel rental service needs to have clean towels for each day of a three-day period. Some of the clean towels may be purchased new and some may be dirty towels from previous days that have been washed by a laundry service. The cost of new towels is $1 per towel, the cost of a fast one-day laundry serice is 40¢ per towel, and the cost of a slow two-day laundry service is 25¢ per towel. If the rental service needs 300,200, and 400 clean towels for each of the next three days (respectively), how many towels should the rental service buy new and how many should the rental service have washed by the different laundry services so as to minimize total costs?

The solution is minC=570 at (x,y,z,w)=(400,100,200,200), please use hand-writing for the process.

HomeSuites is a chain of all-suite, extended-stay hotel properties. The chain has 21 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 75 percent, based on a 365-day year. The average room rate was $210 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: HomeSuites Operating Income Year 1 Sales revenue Lodging $ 138,060,000 Food & beverage 39,091,500 Miscellaneous 11,497,500 Total revenues $ 188,649,000 Costs Labor $ 79,873,500 Food & beverage 22,995,000 Miscellaneous 13,797,000 Management 2,509,000 Utilities, etc. 37,800,000 Depreciation 10,500,000 Marketing 16,500,000 Other costs 3,250,000 Total costs $ 187,224,500 Operating profit $ 1,424,500 In year 1, the average fixed labor cost was $409,000 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 four new properties with no change in the average number of rooms per property. The occupancy rate is expected to remain at 75 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 $261 per night. They realize that this will reduce demand and estimate that the occupancy rate will fall to 65.0 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 $174, they can achieve an occupancy rate of 85 percent. The current estimated profit is $139,623,405. Required: a. Prepare the budgeted income statement for year 2 if the "High Price" strategy is adopted. (Round your per unit average cost calculations to 2 decimal places.) Home Suites Operating Income Year 2 Sales Revenue Lodging Food & Bev. MISC Total Revenues Costs Labor Food & Bev. MISC Management Utilities, ECT Depreciation Marketing Other Costs Total Costs Operating Profit b. Prepare the budgeted income statement for year 2 if the "High Occupancy" strategy is adopted. Home Suites Operating Income Year 2 Sales Revenue Lodging Food & Bev. MISC Total Revenues Costs Labor Food & Bev. MISC Management Utilities, ECT Depreciation Marketing Other Costs Total Costs Operating Profit

HomeSuites is a chain of all-suite, extended-stay hotel properties. The chain has 15 properties with an average of 210 rooms in each property. In year 1, the occupancy rate (the number of rooms filled divided by the number of rooms available) was 80 percent, based on a 365-day year. The average room rate was $190 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:

HomeSuites Operating Income Year 1 Sales revenue Lodging $ 138,020,000 Food & beverage 29,433,600 Miscellaneous 10,117,800 Total revenues $ 177,571,400 Costs Labor $ 61,263,000 Food & beverage 18,396,000 Miscellaneous 11,957,400 Management 2,505,000 Utilities, etc. 36,000,000 Depreciation 13,500,000 Marketing 10,000,000 Other costs 2,500,000 Total costs $ 156,121,400 Operating profit $ 21,450,000

In year 1, the average fixed labor cost was $405,000 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 80 percent. Management has made the following additional assumptions for year 2:

The average room rate will increase by 10 percent.

Food and beverage revenues per night are expected to decline by 25 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 30 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 5 percent, and marketing costs will increase by 5 percent.

Other costs are not expected to change.

Required:

Prepare the budgeted income statement for year 2. (Round your per unit average cost calculations to 2 decimal places.)

Home Suites

Operating Income

Year 2

Sales Revenue

Lodging

Food and Beverage

MISC

Total Revenues

Costs

Labor

Food and Beverage

MISC

Management

Utilities, ECT

Depreciation

Marketing

Other Costs

Total Costs

Operating Profit

HomeSuites is a chain of all-suite, extended-stay hotel properties. The chain has 21 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 75 percent, based on a 365-day year. The average room rate was $210 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:

HomeSuites Operating Income Year 1 Sales revenue Lodging $ 138,060,000 Food & beverage 39,091,500 Miscellaneous 11,497,500 Total revenues $ 188,649,000 Costs Labor $ 79,873,500 Food & beverage 22,995,000 Miscellaneous 13,797,000 Management 2,509,000 Utilities, etc. 37,800,000 Depreciation 10,500,000 Marketing 16,500,000 Other costs 3,250,000 Total costs $ 187,224,500 Operating profit $ 1,424,500

In year 1, the average fixed labor cost was $409,000 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 four new properties with no change in the average number of rooms per property. The occupancy rate is expected to remain at 75 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 $261 per night. They realize that this will reduce demand and estimate that the occupancy rate will fall to 65.0 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 $174, they can achieve an occupancy rate of 85 percent. The current estimated profit is $139,623,405.

Required:

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

Home Suites

Operating Income

Year 2

Sales Revenue

Lodging

Food & Bev.

MISC

Total Revenues

Costs

Labor

Food & Bev.

MISC

Management

Utilities, ECT

Depreciation

Marketing

Other Costs

Total Costs

Operating Profit

b. Prepare the budgeted income statement for year 2 if the "High Occupancy" strategy is adopted.

Home Suites

Operating Income

Year 2

Sales Revenue

Lodging

Food & Bev.

MISC

Total Revenues

Costs

Labor

Food & Bev.

MISC

Management

Utilities, ECT

Depreciation

Marketing

Other Costs

Total Costs

Operating Profit

HomeSuites is a chain of all-suite, extended-stay hotel properties. The chain has 22 properties with an average of 150 rooms in each property. In year 1, the occupancy rate (the number of rooms filled divided by the number of rooms available) was 80 percent, based on a 365-day year. The average room rate was $215 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 $418,000 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 two new properties with no change in the average number of rooms per property. The occupancy rate is expected to remain at 80 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.

Required:

Prepare a budgeted income statement for year 2. (Round your per unit average cost calculations to 2 decimal places.)

a large hotel​ chain, has been using​ activity-based costing to determine the cost of a​ night's stay at their hotels.

One of the​ activities, "Inspection," occurs after a customer has checked out of a hotel room.

Fitzgerald

inspects every

10th

room and has been using​ "number of rooms​ inspected" as the cost driver for inspection costs. A significant component of inspection costs is the cost of the supplies used in each inspection.

Dawn

McAdams​,

the chief​ inspector, is wondering whether inspection​ labor-hours might be a better cost driver for inspection costs.

Dawn

gathers information for weekly inspection​ costs, rooms​ inspected, and inspection​ labor-hours as​ follows:

Dawn

runs regressions on each of the possible cost drivers and estimates these cost​ functions:

                                               Inspection

Costs=$246.60

​+

​($6.17

x Number of rooms​ inspected)

                                               Inspection

Costs=$787.71

​+

​($11.94

x Inspection​ labor-hours)

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

HomeSuites is a chain of all-suite, extended-stay hotel properties. The chain has 12 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 75 percent, based on a 365-day year. The average room rate was $218 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 $419,000 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 three new properties with no change in the average number of rooms per property. The occupancy rate is expected to remain at 75 percent. Management has made the following additional assumptions for year 2.

• The average room rate will increase by 8 percent.
• Food and beverage revenues per night are expected to decline by 15 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 20 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 6 percent, and marketing costs will increase by 8 percent.
• Other costs are not expected to change.

Required:

Prepare a budgeted income statement for year 2. (Round your per unit average cost calculations to 2 decimal places.)

We need to find the confidence interval for the SLEEP variable. To do this, we need to find the mean and standard deviation with the Week 1 spreadsheet. Then we can the Week 5 spreadsheet to find the confidence interval.

First, find the mean and standard deviation by copying the SLEEP variable and pasting it into the Week 1 spreadsheet. Write down the mean and the sample standard deviation as well as the count. Open the Week 5 spreadsheet and type in the values needed in the green cells at the top. The confidence interval is shown in the yellow cells as the lower limit and the upper limit.

1. Give and interpret the 95% confidence interval for the hours of sleep a student gets. Change the confidence level to 99% to find the 99% confidence interval for the SLEEP variable.

2. Give and interpret the 99% confidence interval for the hours of sleep a student gets.

3. Compare the 95% and 99% confidence intervals for the hours of sleep a student gets. Explain the difference between these intervals and why this difference occurs.

In the Week 2 Lab, you found the mean and the standard deviation for the HEIGHT variable for both males and females. Use those values for follow these directions to calculate the numbers again.

(From Week 2 Lab: Calculate descriptive statistics for the variable Height by Gender. Click on Insert and then Pivot Table. Click in the top box and select all the data (including labels) from Height through Gender. Also click on “new worksheet” and then OK. On the right of the new sheet, click on Height and Gender, making sure that Gender is in the Rows box and Height is in the Values box. Click on the down arrow next to Height in the Values box and select Value Field Settings. In the pop up box, click Average then OK. Write these down.

Then click on the down arrow next to Height in the Values box again and select Value Field Settings. In the pop up box, click on StdDev then OK. Write these values down.)

You will also need the number of males and the number of females in the dataset. You can either use the same pivot table created above by selecting Count in the Value Field Settings, or you can actually count in the dataset. Then use the Week 5 spreadsheet to calculate the following confidence intervals. The male confidence interval would be one calculation in the spreadsheet and the females would be a second calculation.

4. Give and interpret the 95% confidence intervals for males and females on the HEIGHT variable. Which is wider and why?

5. Give and interpret the 99% confidence intervals for males and females on the HEIGHT variable. Which is wider and why?

6. Find the mean and standard deviation of the DRIVE variable by copying that variable into the Week 1 spreadsheet. Use the Week 4 spreadsheet to determine the percentage of data points from that data set that we would expect to be less than 40. To find the actual percentage in the dataset, sort the DRIVE variable and count how many of the data points are less than 40 out of the total 35 data points. That is the actual percentage. How does this compare with your prediction? Mean ______________ Standard deviation ____________________ Predicted percentage ______________________________ Actual percentage _____________________________ Comparison ___________________________________________________ ______________________________________________________________

7. What percentage of data would you predict would be between 40 and 70 and what percentage would you predict would be more than 70 miles? Use the Week 4 spreadsheet again to find the percentage of the data set we expect to have values between 40 and 70 as well as for more than 70. Now determine the percentage of data points in the dataset that fall within this range, using same strategy as above for counting data points in the data set. How do each of these compare with your prediction and why is there a difference? Predicted percentage between 40 and 70 ______________________________ Actual percentage _____________________________________________ Predicted percentage more than 70 miles ________________________________ Actual percentage ___________________________________________ Comparison ____________________________________________________ _______________________________________________________________ Why? __________________________________________________________ ________________________________________________________________