...Food and Beverages at Southwestern University Football Games The total fixed cost per game includes salaries, rental fees, and cost of the workers in the six booths. These are: Salaries $20,000 Rental fees 2,400 $2 $4,800 Booth worker wages 6 6 5 $7 $1,260 Total fixed cost per game $20,000 $4,800 $1,260 $26,060 The cost of this allocated to each food item is shown in the table: Percent Allocated fixed Item revenue cost Soft drink 25% $6,515 Coffee 25% $6,515 Hot dogs 20% $5,212 Hamburgers 20% $5,212 Misc. snacks 10% $2,606 The break-even points for each of these items are found by computing the contribution to profit (profit margin) for each item and dividing this into the allocated fixed cost. These are shown in the next table: NUM="3"> Selling Var. Profit Percent Allocated Break even Item price cost margin revenue fixed cost volume Soft drink $1.50 $0.75 $0.75 25% 6515 8686.67 Coffee $2.00 $0.50 $1.50 25% 6515 4343.33 Hot dogs $2.00 $0.80 $1.20 20% 5212 4343.33 Hamburgers $2.50 $1.00 $1.50 20% 5212 3474.67 Misc. snacks $1.00 $0.40 $0.60 10% 2606 4343.33 To determine the total sales for each item that is required to break even, multiply the selling price by the break even volume. The results are shown: Selling Break even Dollar volume Item price volume of sales Soft drink $1.50 8686.67 $13,030.00 Coffee $2.00 4343.33 $8,686.67 Hot dogs $2.00 4343.33 ...
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...Food and Beverages at Southwestern University Football Games Case Study No. 1 Group 3 Jayvee Badile Czarina “Yna” Concepion Theresa “Tez” Enolva Flordelita “Flor” Fernandez Marifel “Maffy” Vargas TABLE OF CONTENTS: Page Background Information 3 Problem Statement 3 Answer to Case study questions 3-5 I. BACKGROUND OF INFORMATION: Food and Beverages at Southwestern University Football Games Southwestern University (SWU), a large state college in Stepheville, Texas, located 30 miles southwest of the Dallas/Fort Worth metroplex, enrolls close to 20,000 students. The school is the dominant force in the small city, give more students during fall and spring than permanent residents. Along time football powerhouse, SWU is a member of the big eleven conference and is usually in the top 20 in college football rankings. To bolster its chances of reaching the elusive and long desired number 1 ranking, in 2010 SWU hired the legendary Bo. Paterno as its head coach. Although the number 1 ranking remained out of reach, attendants and the five Saturday home games each year increased. Prior to Paternos arrival, attendance generally averaged 25,000 – 29,000. Continuous growth in attendance then brought more challenges to the Southwestern University such as the need for bigger stadium and complaints on seating, parking, long lines and concession stand prices. Thus, the University President, Dr. Marty Starr concern was not only...
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...solve the case study (Southwestern University). For this case study, you are required to build a forecasting model. Assume a linear regression forecasting model and build a model for each of the five games (five models in total) by using the forecasting module of the POM software. 2. Answer the three discussion questions for the case study, except the part requiring you to justify the forecasting technique (Heizer & Render, 2011, p.146), as linear regression would be used. Case Studies Southwestern University: (B)* Southwestern University (SWU), a large state college in Stephenville, Texas, enrolls close to 20,000 students. The school is a dominant force in the small city, with more students during fall and spring than permanent residents. Always a football powerhouse, SWU is usually in the top 20 in college football rankings. Since the legendary Bo Pitterno was hired as its head coach in 2003 (in hopes of reaching the elusive number 1 ranking), attendance at the five Saturday home games each year increased. Prior to Pitterno’s arrival, attendance generally averaged 25,000 to 29,000 per game. Season ticket sales bumped up by 10,000 just with the announcement of the new coach’s arrival. Stephenville and SWU were ready to move to the big time! The immediate issue facing SWU, however, was not NCAA ranking. It was capacity. The existing SWU stadium, built in 1953, has seating for 54,000 fans. The following table indicates attendance at each game for the past 6 years...
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..._____________________ Food and Beverage at Southwestern University Football Games Southwestern University (SWU), a large state college in Stephenville, Texas, 30 miles southwest of the Dallas/Fort Worth metroplex, enrolls close to 20,000 students. The school is the dominant force in small city, with more students during fall and spring than permanent residents. A longtime football powerhouse, SWU is a member of the Big Eleven conference and is usually in the top 20 in college football ranking. To bolster its chance of reaching the elusive and long-desired number-one ranking, in 2002 SWU hired the legendary Bo Pitterno as its head coach. Although the number-one ranking remained out of reach, attendance at the five Saturday home games each year increased. Prior to Pitterno’s arrival, attendance generally averaged 25,000 – 29,000. Season ticket sales bumped up by 10,000 just with the announcement of the new coach’s arrival. Stephenville and SWU were ready to move to the big time. With the growth in attendance came more fame, the need for a bigger stadium, and more complaints about seating, parking, long lines, and concession stand prices. Southwestern University president, Dr. Marty Starr, was concerned not only about the cost of expanding the existing stadium versus building a new stadium, but also about the ancillary activities. He wanted to be sure that these various support activities generated revenue adequate to pay for themselves. Consequently, he wanted the parking lots, game programs...
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...CASE STUDY No. 1: FOOD AND BEVERAGES AT SOUTHWESTERN UNIVERSITY FOOTBALL GAMES GROUP 3: Bascos, Regina Domingo, Eina Gali, Geralyn Lirio, Pau Plaza, Mayet Tecson Carla I. CASE BACKGROUND Southwestern University (SWU) is a state college and long time football power house as one of the top 20. With its goal of reaching the no.1 ranking, in 2010 they hired the legendary Bo Pitterno as head coach. After just announcing the new coach’s arrival, from an average of 25,000-29,000 season tickets increased by 10,000. Despite the yearly increase in attendance, the no. 1 ranking remained elusive. Continuous growth in attendance then brought more challenges to the Southwestern University such as the need for bigger stadium and complaints on seating, parking, long lines and concession stand prices. Thus, the University President, Dr. Marty Starr concern was not only on the cost of expansion versus acquisition of new stadium but also on the ancillary services. He wanted all various support activities such as parking lots, game programs and food services to be handled as profit centers. Dr. Starr instructed the Stadium Manager, Hank Maddux during their recent meeting to develop a break-even chart and related data for each of the centers. Among the ancillary services, Dr. Starr wanted to have first the break even report for the Food Service area ready on their next meeting. Table 1 containing the estimated selling per unit and variable cost per...
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...Southwestern University (SWU), a large state college in Stephenville, Texas, 30 miles southwest of the Dallas/Fort Worth metroplex, enrolls close to 20,000 students. In a typical town-gown relationship, the school is a dominant force in the small city, with more students during fall and spring than permanent residents. A longtime football powerhouse, SWU is a member of the Big Eleven conference and is usually in the top 20 in college football rankings. To bolster its chances of reaching the elusive and long-desired number-one ranking, in 2003, SWU hired the legendary Bo Pitterno as its head coach. One of Pitterno%u2019s demands on joining SWU had been a new stadium. With attendance increasing, SWU administrators began to face the issue head-on. After 6 months of study, much political arm wrestling, and some serious financial analysis, Dr. Joel Wisner, president of Southwestern University, had reached a decision to expand the capacity at its on-campus stadium. * This integrated study runs throughout the text. Other issues facing Southwestern%u2019s football expansion include (B) forecasting game attendance (Chapter 4); (C) quality of facilities (Chapter 6); (D) break-even analysis for food services (Supplement 7 Web site); (E) location of the new stadium (Chapter 8 Web site); (F) inventory planning of football programs (Chapter 12 Web site); and (G) scheduling of campus security officers/staff for game days (Chapter 13). Adding thousands of seats, including dozens of...
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...Southwestern University’s Food Service Southwestern University (SWU), located 30 miles southwest of the Dallas/Fort Worth metroplex, has witnessed tremendous growth in its football program (see Southwestern University: A, in Chapter 4). With that growth, fueled by the hiring of legendary coach Bo Pitterno, has come more fame, the need for a bigger stadium, and more complaints about seating, parking, long lines, and concession stand prices (see Southwestern University: C, in Chapter 6). Southwestern University’s president, Dr. Joel Wisner, was not only concerned about the cost of expanding the existing stadium versus building a new stadium, but also about the ancillary activities. He wants to be sure that these various support activities generate revenue adequate to pay for themselves. Consequently, he wants the parking lots, game programs, and food service to all be handled as profit centers. At a recent meeting discussing the new stadium, Wisner told the stadium manager, Hank Maddux, to develop a break-even chart and related data for each of the centers. He instructed Maddux to have the food service area break-even report ready for the next meeting. After discussion with other facility managers and his subordinates, Maddux developed the table below. This table shows the expected percent of revenue by item, the suggested selling prices, and his estimate of variable costs. | |Selling |Variable |Percent ...
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...Food and Beverages at Southwestern University Football Gam Southwestern University has been showing increased growth in attendance to football games since the hiring of Coach Dillon. The growth in attendance has increased the need to better accommodate the growing crowd of spectators attending the football games. For the past few years game attendance has ranged between 35,000 and 60,000. Mr. Maddux has gathered information based on historical data and feedback from his staff which comprises the expected selling price of each item, the estimated variable cost in order to serve these items to attendees, and the percent revenue of each item. This data has been implemented into a breakeven analysis and the results will be explained in this report. The total fixed cost for overhead for each game is $29,600.00. This cost includes $20,000.00 for salaried staff, $7,800.00 for utilities, and $1,800.00 for hourly workers. The total fixed cost must be covered for each of the five home games. The menu includes Soft drinks (which are expected to cover 25% of the fixed cost), coffee (which is expected to cover 20% of the fixed cost), hot dogs (which are expected to cover 20% of the fixed cost), hamburgers (which are expected to cover 20% of the fixed cost), popcorn (which is expected to cover 10% of the fixed cost), and misc. snacks (which covers 5% of fixed cost). This menu is not permanent and can be adjusted accordingly. The breakeven analysis shows how many units must be sold...
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...expected revenue for the food service area of the Southwestern University (SWU) if an expansion occurs was calculated. This report gives a detail of the break-even chart and related data for the food service area for Southwestern University (SWU) in order to determine if the food service can be controlled as a profit center. The analysis of the data obtained showed that the break-even was very low. It was also noted that coffee, hot dogs and hamburgers generate higher revenue. 5th May 2016 ITTOO NITASHA Operations and Logistics Management II, BSc (Hons) Business Management With Specialization, Year Two, Semester Two, Open University of Mauritius, Full- Time, Table of Content Page Number 2 Introduction Analysis and Discussion Conclusion Appendix References 3 5 6 8 1 Introduction After having experienced a remarkable growth in its football program, the Southwestern University (SWU), has decided to expand its stadium and ancillary activities. Furthermore, complaints about parking space, seating places, long lines and concession stand prices powered the need for expansion. However, the President of SWU wants to make sure that these various support activities is paid for with the revenue generated from them. Subsequently, the president wish that parking lots, game programs and food service are controlled as profit centers. This report gives a detail of the break-even chart and related data for the food service area for SWU...
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...Pitterno’s demands on joining SWU had been a new stadium. With attendance increasing, SWU administrators began to face the issue head-on. After 6 months of study, much political arm wrestling, and some serious financial analysis, Dr. Joel Wisner, president of Southwestern University, had reached a decision to expand the capacity at its on-campus stadium. * This integrated study runs throughout the text. Other issues facing Southwestern’s football expansion include (B) forecasting game attendance (Chapter 4); (C) quality of facilities (Chapter 6); (D) break-even analysis for food services (Supplement 7 Web site); (E) location of the new stadium (Chapter 8 Web site); (F) inventory planning of football programs (Chapter 12 Web site); and (G) scheduling of campus security officers/staff for game days (Chapter 13). Adding thousands of seats, including dozens of luxury skyboxes, would not please everyone. The influential Pitterno had argued the need for a first-class stadium, one with built-in dormitory rooms for his players and a palatial office appropriate for the coach of a future NCAA champion team. But the decision was made, and everyone, including the coach, would learn to live with it. TABLE 3.6 Southwestern University Project Time Estimates (days) ________________________________________ Activity Description Predecessor(s) Optimistic Most Likely Pessimistic Crash Cost/Day A Bonding, insurance, tax structuring — 20 30 40 $1,500 B Foundation, concrete footings for boxes...
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...Chapter 1 Case Study Southwestern University Football 1. Total fixed cost that must be covered at each home game. $100,000/5= $20,000 2400*$2.00=$4800 7*5*6=$1260 The following fixed costs must be covered for each of the 5 home games. $20,000 in food service salaries, $4800 for 6 concession stands and $1260 in hourly wages for the 36 workers. This brings the total fixed cost per game to $26060 20000+4800+1260=26060 2. Portion of fixed costs allocated to each item sold. Soft drink sales 25% or $6515 Coffee sales 25% or $6515 Hot Dog sales 20% or $5212 Hamburger sales 20% or $5212 Miscellaneous snacks 10% or $2606 3. What unit of sales is required to achieve the breakeven point? Soft drinks cost $.75 and sell for $1.50, revenue from soft drinks $.75 per drink The breakeven point for soft drinks is 8687 drinks (6515/.75) Coffee cost is $.50 and sells for $2.00, revenue from coffee $1.50 per cup The breakeven point on coffee is 4343 cups (6515/1.50) A hot dog costs $.80 and sells for $2.00, revenue from each hot dog sold is $1.20 The breakeven point for hot dogs is 4343 hot dogs sold (5212/1.20) Hamburgers cost $1.00 and sell for $2.50, revenue from each hamburger sold is $1.50 The breakeven point for hamburgers is 3475 sold, (5212/1.50) Miscellaneous snacks cost $.40 and sell for $1.00, revenue from snacks is $.60 The breakeven point for snacks is 4343 sold (2606/.60) 4. What dollar amount of sales is required per item and in total to breakeven...
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...Discussion Question 1 Dr. Marty Star, Please see the below report and calculations regarding Food and Beverage Services at Southwestern University Football games. 1. Total fixed cost that must be covered at each of the games are: Food service salaries = $20,000 Rental fees = 2,600 x $3 = $7,800 Booth worker wages = 6 x 6 x 5 x $10 = $1,800 Total fixed cost per game = $20,000 + $7,800+ $1,800 = $29,600 2. The portion of the fixed cost allocated to each of the items is shown in the table below: | Percent | Allocated fixed | Item | revenue | cost | Soft drink | 25% | $7,400 | Coffee | 20% | $5,920 | Hot dogs | 20% | $5,920 | Hamburgers | 20% | $5,920 | Popcorn | 10% | $2,960 | Misc. snacks | 5% | $1,480 | | | $29,600 | 3. The break-even points for each item are calculated by computing the allocated fixed cost for each item divided by the profit margin of each item. These are shown in the table below: | Selling | Variable | Profit | Percent | Allocated | Break even | Item | price | cost/ unit | margin | revenue | fixed cost | volume | Soft drink | $2.50 | $0.65 | $1.85 | 25% | $7,400 | 4,000.00 | Coffee | $2.00 | $0.40 | $1.60 | 20% | $5,920 | 3,700.00 | Hot dogs | $2.50 | $1.20 | $1.30 | 20% | $5,920 | 4,553.85 | Hamburgers | $3.00 | $1.40 | $1.60 | 20% | $5,920 | 3,700.00 | Popcorn | $3.00 | $1.90 | $1.10 | 10% | $2,960 | 2,690.91 | 4. The dollar sales for each item at their...
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...discuss other qualitative factors that could have an impact on quantitative analysis. Waiting lines and project planning can be used as examples. Teaching Suggestion 1.2: Discussing Other Quantitative Analysis Problems. Section 1.2 covers an application of the quantitative analysis approach. Students can be asked to describe other problems or areas that could benefit from quantitative analysis. Teaching Suggestion 1.3: Discussing Conflicting Viewpoints. Possible problems in the QA approach are presented in this chapter. A discussion of conflicting viewpoints within the organization can help students understand this problem. For example, how many people should staff a registration desk at a university? Students will want more staff to reduce waiting time, while university administrators will want less staff to save money. A discussion of these types of conflicting viewpoints will help students understand some of the problems of using quantitative analysis. Teaching Suggestion 1.4: Difficulty of Getting Input Data. A major problem in quantitative analysis is getting proper input data. Students can be asked to explain how they would get the information they need to determine inventory ordering or carrying costs. Role-playing with students assuming the parts of the analyst who needs inventory costs and the instructor playing the part of a veteran inventory manager can be fun and interesting. Students quickly learn that getting good data can be the most difficult...
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...South America GEA1000 Josslen Leonard South America GEA1000 Josslen Leonard...
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...Land and Climate Area (sq. mi.): 2,988,902 Area (sq. km.): 7,741,220 Australia is the sixth largest country in the world. It is just smaller than Brazil and about four-and-a-half times the size of the U.S. state of Alaska. Australia is the only country that occupies a complete continent. It is also the driest inhabited continent in the world. About one-third of its land is desert and another third is composed of poor-quality land. A long chain of mountains, the Great Dividing Range, runs along the Pacific coast. Fertile farmland lies east of the Great Dividing Range, in the southwestern corner of Western Australia, and in the island state of Tasmania. Cattle stations (ranches) reach the edge of the barren interior desert. The famed Australian Outback is an undefined region that encompasses all remote, undeveloped areas. The Outback is seen as a mystical heartland or frontier—a symbol of Australia's strength and independence—where the climate is hot, life is hard, and people are tough, independent, and few. CultureGramsTMWorld Edition 2015 | Commonwealth of Australia | BACKGROUND include the emu, cockatoo, and kookaburra. Australia's snakes are among the most venomous in the world. BACKGROUND include the emu, cockatoo, and kookaburra. Australia's snakes are among the most venomous in the world. Among Australia's natural wonders is the Great Barrier Reef, a system of coral reefs that extends more than 1,250 miles (2,000 kilometers) near Australia's northeast coast...
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