...Skyview Manor This case study is set in 1962 in rural Vermont. The Skyview Manor is an old, but wel/maintained property that has changed ownership several times over the years. It has no restaurant or bar. It is positioned as a mid-price, good quality "destination" resort hotel. The Skyview Manor is open only during the skiing season. It opens on December 2 and closes the last day of March. The ski mountain that it serves operates on a permit from the state which allows only 120 days of operation per year. Each of the 50 rooms in the east wing rents for $15 for single occupancy or $20 for double occupancy. The west wing of the hotel has 30 rooms, all of which have spectacular views of the skiing slopes, the mountains, and the village. Rooms in this wing rentfor $20 and $25 for sitigle or double occupancy, respectively. The average occupancy rate during the season is about 80% (typically, the Hotel is full on weekends and averages 50 to 60 rooms occupied on week nights). The ratio of single versus double occupancy is 2:8, on average. . Operating results for the last fiscal year are shown in Exhibit 1. Mr. Kacheck, the manager of the hotel, is concerned about the off-season months, which show losses each month and reduce the high profits reported during the season. He has suggested to the owners, who acquired this hotel only at the end of the 1961 season, that to reduce the off-season losses, they should agree to keep the west wing of the hotel operating year-round. He...
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...Question 1. Break-even point (per unit) = Total Fixed Costs / Average Revenue – Variable Costs per Unit Total Fixed Costs = Total Costs – Variable Costs Total Costs = $138,410 (Total Expenses, Exhibit 1) In this case, Variable Costs would include Cleaning Supplies, Linen Service, and one half of Miscellaneous expenses; therefore, Total Variable Costs = 1,920 + 13,920 + 3,657 = $19,497 Thus, Total Fixed Costs = $138,410 - $19,497 = $118,913 Average number of rooms occupied per season = 120 days x 80 rooms x 80% occupancy rate = 7,680 Variable Cost per Unit = $19,497/7,680 = $2.54 Average revenue (price) = $160,800/7,680 = $20.94 Thus, break-even point = $118,913/($20.94 - $2.54) = 6462 room nights total / 120 days = 54 rooms Question 2. Weekend nights for the season = 120 nights/7 nights in a week x 2 weekend nights = 34 weekend nights Contribution margin from question 1 or Average Revenue – Variable Cost per Unit = = $20.94 - $2.54 = $18.4 Loss: 80 – 72 = 8 rooms x 34 weekend nights x $18.4 = $5,005 Profit: 72 rooms x 34 weekend nights x $5 increase in rates = $12,240 Difference = $12,240 - $5,005 = $7,235 (number if positive; therefore, we have a profit and we should add it to profit before taxes) Therefore, revised profit before taxed would be equal to $22,390 + $7,235 = $29,625 Question 3. Contribution Margin = Average Revenue – Variable Cost per Unit According to the case, the plans were to reduce the rates for the off-season to $10 and $15 for single...
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...“If you think you’re so tough, then I challenge you to go to the haunted mansion and stay there for a whole night” Nancy said. Everyone knew that the manor was vacant for over 50 years. Everybody wants to know how that will turn out. “Whatever, you’re on”. Todd exclaimed. When Todd was at the gate, dim clouds appeared. Lightning struck the roof. While he was slowly walking in, he saw that the door was opened .When he ascended into the house, he heard a loud squeak. He was questioning what it was. The first thing he gazed at was the living room. It was all filthy. The only stuff there was a T.V. and a couch and they were covered with immense plastic bags. Then he arrived at the kitchen. In a second, there were knives coming at him. He leaned to his right and the knives punctured into the wall. For the first time, Todd felt apprehensive. When Todd was walking upstairs, he found a show case. It was clogged with swords and paintings. He opened it and swung a sword. Then, he took a painting and looked closely. It looked like his dad. He was Todd’s best friend until he left the family. Todd was about to weep. He couldn’t look at it. Todd shattered the image to the ground. Suddenly a ghost appeared. “Get out of my home” the ghost said in an infuriated tone. The spirit remained until he left the mansion. Todd sprinted out of the manor with a speed of 90 mph. He was running like a lion chasing its prey. Because of this dangerous journey, Todd swore he will never do a dare...
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...1. What would be your analysis of the current situation? (4 pts) The current situation at Carson Manor is that they have continually had problems relating to budgeting and cost control, and the council which funds them now wants to get to the root of the problems. They’ve asked for, based on the recommendations of an internal report, an outside consulting company to offer proposals as to how they would methodically go about their research; the chosen company will be based on the cost of their study and the expected savings that come from their recommendations, as well as previous experiences and references. 2. What are the basic issues? (Please list at least 4 and explain each with one sentence) (6 pts) The key issue seems to be cost, first and foremost. Carson Manor’s costs were approximately 14% higher than state averages on a per-bed basis, something which clearly needs to be addressed. Another key issue is the bureaucracy within the structure of the command chain; there is a convoluted hierarchy and this could have a negative impact on the efficiency of operations for Carson Manor as decisions take a long time and there may be a lack of responsibility as there are many groups and boards which make decisions, rather than an individual manager which may be the case at a private institution. There hasn’t been a form of classification of care requirements for patients, therefore the facility isn’t being as efficient as it could and in fact the report seems to indicate...
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...area’s spa hotels include the relaxing heat of the spa facilities, but also a versatile array of activities and high quality accommodation and restaurant services – all under one roof. Those who value great transport connections and shopping opportunities choose to stay in the hustle and bustle of the town centre, where all services are nearby. Lakeside views You can choose to stay amid Lake Saimaa’s beautiful nature, in the peaceful setting of a wilderness cottage that will ensure a true chance to relax. If your holiday preferences include both activities and relaxation surrounded by nature, a cottage located near town is the perfect choice. Those looking for exotic experiences can enjoy an unforgettable holiday by staying at a farm or a manor house. The Saimaa area takes good care of its guests, so the accommodation services offer alternatives for travellers with allergies or disabilities or those who value ecological travel. Hotel accommodation at Saimaa Whether you are counting sheep, stars or the number of beds, the choice of hotel does make a difference. The versatile selection of hotels available in the Saimaa area will cater for all your accommodation needs. The Saimaa area’s hotels are found in such locations as the hustle and bustle of town, near golf courses or other activities and amid breathtaking natural scenery....
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...Jose Manuel Jr. Professor Kam ACCT 3200 February 25, 2013 Skyview Manor The analysis of this case study is based on three different scenarios: 1) Regular Season, 2) Off Season, and 3) Raised Rates. To begin our analysis, Skyview Manor’s Contribution Margin Income Statement must be calculated to look for the cost behaviors. A cost behavior relates to the fluctuation of an activity. Next, we need to calculate the fixed cost. Luckily, the fixed cost will be unchanged during each scenario unless there is an added fixed value. The variable cost will be the challenge in each scenario because the variable cost changes in each activity. The variable cost per unit remains the same over activities that are relevant. Total variable cost will change directly proportional to each activity. After getting these calculations, we will be able to find each scenario’s Breakeven, Operating Income, and Degree of Leverage. Regular Season: To calculate for the regular season, we need to start with finding the total variable cost. In Exhibit 1, I have identified the variable cost to be in the cleaning supplies at $1,920; linen services at $13,920; and half of the miscellaneous expenses at $3657. Total variable cost will be $19,497. After getting the total variable cost, I can figure out the variable cost per unit. Total variable cost divided by the amount of days (120 days) times the price ($80) times average occupancy rate (80%). The variable cost per unit will be $2.54. Next, I will be able...
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...Dirt Bikes USA Running Case Study Bryan Gaine Melissa Kelly Brad Michels Erica Riley Table of Contents Management Analysis of a Business .....................................................................................4 Analyzing Financial Performance..........................................................................................5 Competitive Analysis .............................................................................................................7 Analyzing the Total Cost of Ownership (TCO) of Desktop Software Assets .......................8 New Customer Database Design ...........................................................................................9 Using Internet Tools to Increase Efficiency and Productivity ...............................................10 -2- Table of Charts Table 1: Dirt Bikes USA Sales History from 2001 to 2005 .................................................. 5 Table 2: Domestic vs. International Sales from 2001 to 2005 ...............................................6 Table 3: Statement of Income ................................................................................................6 Table 4: Software Suites ........................................................................................................8 Table 5: Customer Database ..................................................................................................9 Table 6: Internet Tools Matrix .............
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...Note:The information contained in the list is derived from e-records available in the MCA portal. If any discrepancy/ deviation is noticed by company/ representative of company, the same may be kindly brought to the notice of ministry for rectification. LIST OF SECTION25 COMPANIES S.No. CIN COMPANY NAME GUJARAT URBAN HOUSING COMPANY K K PATEL FOUNDATION ENAR FOUNDATION RESEARCH CENTRE PARYAVARAN EDUTECH HAZIRA AREA INDUSTRIES ASSOCIATION 1 U99999GJ1966NPL001408 2 U74999GJ1986NPL009017 3 U73100GJ1992NPL017317 4 U80903GJ1993NPL020139 5 U91110GJ1993NPL020141 DATE OF REGISTERED OFFICE ADDRESS INCORPORATION 8/17/1966 BHAILAL AMIN MARG VADODARA Gujarat 390003 9/26/1986 BARODA Gujarat 3/17/1992 GYAN MANDIR NH NO 8DHARAGIRI KABILPORE NAVSARI Gujarat 9/7/1993 CENTRE FOR ENVIRONMENT-EDUCATION NFD CAMPUS THALTEJ TEKRA AHMEDABAD- Gujarat 380054 9/7/1993 801,SURYAKIRAN APARTMENT,NEAR SANT XAVIAR SCHOOL, GHOD DOD ROAD,SURAT SURAT Gujarat 395007 11/24/1993 H.N-1099, GROUND FLOOR SECTOR-27. GANDHINAGAR Gujarat 382027 1/25/1994 AVDESH HOUSE , 3RD FLOOR PRITAM NAGAR , ELLISBRIDGE AHMEDABAD Gujarat 380006 8/2/1994 14-A, PUNIT PARK, SHAHIBAUG AHMEDABAD Gujarat 380004 10/19/1995 512 / 515 G I D CPHASE I NARODA AHMEDABAD Gujarat 382330 1/31/1996 CORE HOUSE OFF C G ROADPARIMAL GARDEN ELLISBRIDGE AHMEDABAD Gujarat 380006 12/9/1996 "PARITOSH" USMANPURA AHMEDABAD Gujarat 380013 6/10/1998 GUJARAT AGRICULTURAL UNIVERSITY CAMPUS ANAND DIST KHEDA Gujarat 4/23/1999 402 SHIKHAR BUILDINGNR MOUNT CARMEL RLY...
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