A- Revenue management is an important tool for hospitality managers, because it is the best strategy to increase room revenue and profit, its process is based on increasing the revenue by controlling the room sales, in another meaning, selling the right room to the right person at the right time for the right price. Revenue management provides the ability to forecast demand and control room availability and length of stay. Also includes strategies on controlling the labor, food and beverage and all
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assignment, are interested in the upheaval and uncertainty that such a transition entails. Second, an expatriate living abroad may soon weary of the unexpected cultural and even social obstacles and seek a return ticket home. Not least are the economic and cost-of-living issues – for instance, an expat compensated in the host country’s currency may feel increasingly disillusioned with an unfavorable exchange rate. There are also issues and considerations on the management side. W hile a recent study indicates
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who sells to his customers. Prices do go up in Dave’s store when the price of his products he buys from the warehouse, go up. In order to keep his profit margin to stay the same he goes up in his price to his customers. These are called transaction costs and they are a part of the business
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It is stated there is a simple test for cross subsidy and predatory pricing. We know that the simple test for cross subsidy is the cost approach. Then it can be analysis if the revenue from a subset of outputs is less than its incremental cost, the subset is the receiver of cross subsidy. In addition, the test for predatory pricing is that any price below variable cost is predatory if it can prove that the price constitutes a threat to an efficient firm. It is stated it must be shown that the predator
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founded by Aaron Reinholtz to produce a gain marketed under the name 'Castlles and Unicorns'. Each C & U caused the company $35 to produce. IN addition to this production costs that varied in direct proportion to volume (so called variable costs), the company also incurred $10,000 monthly 'being in busdiness' costs (so called fixed costs). AS of December 31st, Reinholtz had been producing C & U for 3 months using rented facilities. Reinholtz was very pleased to be operating at a profit in such a short
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increasingly prevalent in a rapidly evolving business environment. A substantial number of firms are researching and implementing paperless systems as a means to increase efficiency, provide a higher level of reliability to customers, and decrease costs. This paper will examine some of the advantages and disadvantages of paperless accounting, some necessary steps in implementing the new technology, as well as the relation between paperless systems and the COSO Internal Control Framework. There
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Tootsie Roll Industries, Inc. Loan Package ACC/561 Tootsie Roll Industries, Inc. Loan Package In week three, Learning Team E presents a loan package for public held company, Tootsie Roll Industries, Inc., in business for over 100 years. Tootsie Roll is a manufacturer of confectionary products. In addition to sales in the United States, Tootsie Roll’s profits grew in Mexico, Canada, Europe, Asia, South and Central America. This loan package consists of three sections: Financial Ratios, Corporate
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+ 4(.30) + .62 /6 = 0.34 (b) Expected Usage 37 + 4(40) + 49/6 = 41 tons (c) Expected total cost (simple method) = 41 tons @ .34 per pound and 1 ton is equal to 2000 lbs 41 tons * 2000 = 82,000 82,000 * .34 = $27,880 (d) Expected cost: $0.34/lb * 82,000 lbs = $27,880 Most optimistic cost: $0.24/lb * 74,000 lbs = $17,760 Most pessimistic cost: $0.62/lb * 98,000 lbs = $60,760 The final estimated cost for the material is: (($17,760 + (4 * $27,880) + $60,760))/6 = $31,673.33 2-3 (a)
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facility near company headquarters. (2)Benefits for option 3: ● Better control the quality, delivery and cost; ● Maintain the business stability; ● Supply PCBs to other Stryker businesses; ● Be able to implement cost shift and avoid tax; (3) Risks for option 3: ● Carry the inventory; ● Incur large capital outlay and sunk cost; ● Increase headcount, payroll and other expenditures (materials, infrastructure, R&D, maintenance, PP&E and depreciation)
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nations. ANS: A PTS: 1 DIF: Medium NAT: Reflective Thinking 2. Assume that a cargo ship carrying the merchandise of a cloth merchant has been wrecked. Such a setback will be accounted as the merchant’s: a. sunk cost. b. deadweight loss. c. marginal cost. d. opportunity cost. ANS: A PTS: 1 DIF: Medium NAT: Reflective Thinking 3. Jane regularly sends funds to organizations seeking to save endangered animal species. This is an example of: a. fairness. b. altruism. c. selfishness
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