...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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..._____________________ 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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...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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...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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...Profile Manager Access Details Feedback Contact Us FAQ Logout http://www.iipmchennai.org/shop/db/docs/dloadables/studymat/qmpm/cas... Case Study - Exercises Food and Beverages 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 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 it chances of reaching the elusive and long-desired number-one ranking, in 1999 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’s 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...
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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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...Abstract……………………………………………………………………………………..4 Introduction…………………………………………………………………………………5 Chapter One: History of Ethical Theory Development Introduction……………………………………………………………………………….…6 Definition of Ethics Business Ethics and Individual Ethics: Is There a Difference?…………………….…..7 Virtue Ethics…………………………………………………………………………............9 Practical Wisdom……………………………………………………………….14 Eudaimonia……………………………………………………………………...15 Kantian Ethics……………………………………………………………………16 Ethical Egoism…………………………………………………………………………….....18 Consequentialist Ethics.……………………………………………………………………..21 Chapter Two: Corporate Social Responsibility Introduction 27 Corporate Social Responsibility 27 Summary 34 Chapter Three: The National Football League’s Blackout Policy is Unethical Introduction……………………………………………………………………………….…35 The History of the NFL Blackout Policy: The Legal Test…………………………………..37 The Economic Test: Do Blackouts Have a Positive Economic Benefit?...............................39 The Philanthropic Test……………………………………………………………………….43 The Ethics Test………………………………………………………………………………47 Summary……………………………………………………………………………………..51 Chapter Four: Effective Communication Introduction……………………………………………………………………………….....50 Effective Communication Defined………………………………………………………..…50 This Student’s Display of Effective Communication…………………………………….....51 Written Communication……………………………………………………………….…51 Verbal Communication……………………………………………………………….…53 ...
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...Adventist International Institute of Advanced Studies AIIAS BUAD635 Quantitative Analysis for Decision-Making Study Guide To accompany the prescribed text: Quantitative Analysis for Management by Render, Stair and Hanna, 11th edition, Prentice Hall, 2012 Unit # 1: Overview and Introduction to Quantitative Analysis Prescribed Text: Quantitative Analysis for Management by Render, Stair and Hanna, 11th edition, Prentice Hall, 2012 – Chapter 1 Objectives of unit 1: After completing this unit, students should be able to: 1. Describe the quantitative analysis approach for management 2. Demonstrate an understanding by applications of quantitative analysis in real world situations 3. Demonstrate the use of modeling in quantitative analysis 4. Use computers and spreadsheet models to perform quantitative analysis 5. Understand the limitations of quantitative analysis 6. Demonstrate/perform break-even analysis. Scope of coverage: Concepts Development 1. Overview of quantitative analysis 2. Defining quantitative analysis 3. The approach to quantitative analysis 4. A quantitative analysis model 5. Using spreadsheet for quantitative analysis 6. Limitation of quantitative analysis Introduction Quantitative analysis for decision-making is the application of a scientific approach to solve management problems. The purpose is to help...
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...February 2013 US Airways and American Airlines announced their plans to merge the airlines creating the largest airline in the world. US Airways was founded in 1937 as All American Aviation and in 1996 commenced operations as US Airways with its parent company being US Airways group. The headquarters is located in Tempe Arizona. US Airways operates an intensive international and domestic network and has 198 destinations throughout North and South America, Middle East and Europe. Us Airways is a member of Star Alliance Network with a fleet of 346 mainline jet aircrafts and 256 regional jet and turbo prop aircrafts. Us Airways has a shuttle that provides hourly service between Boston, New York, and Washington, D.C. that is known as US Airways Express that is operated by contract and subsidiary airline companies. As of January 2013 US Airways employed 32,213 individuals worldwide and operated 3,028 daily flights. American Airlines, Inc. is owned by the AMR Corporation headquartered in Fort Worth, Texas. It operates and extensive international and domestic network as US Airways. American Airlines has scheduled flights throughout North America, South America, Europe, the Caribbean, and Asia/Pacific. The Dallas/Fort Worth International Airport is the airlines largest hub with American Airlines accounting for about 85% of the traffic and 83% of landing fees and travel to more destinations than any other hub. American Airlines operates maintenance bases at Tulsa, and Fort...
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...Syracuse University SURFACE Syracuse University Honors Program Capstone Projects Syracuse University Honors Program Capstone Projects Spring 4-1-2007 Ethical Marketing Controversial Products and Promotional Practices Jared D. Cohen Follow this and additional works at: http://surface.syr.edu/honors_capstone Part of the Management Sciences and Quantitative Methods Commons, and the Marketing Commons Recommended Citation Cohen, Jared D., "Ethical Marketing Controversial Products and Promotional Practices" (2007). Syracuse University Honors Program Capstone Projects. Paper 596. This Honors Capstone Project is brought to you for free and open access by the Syracuse University Honors Program Capstone Projects at SURFACE. It has been accepted for inclusion in Syracuse University Honors Program Capstone Projects by an authorized administrator of SURFACE. For more information, please contact surface@syr.edu. Abstract In the field of business ethics, there has been much written and discussed about ethical matters in areas where there is a distinct right and wrong, but relatively little written about how to make decisions when the ethical issue isn’t as black and white. When marketing a product, it is one’s hope that ethical issues are typically not inherent to the marketer; however, when one has the unenviable task of marketing a controversial product, it becomes a true question of “grayarea” ethics that makes marketing decisions more difficult to make. Companies depend on marketing...
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...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven...
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...international business 4. National, professional, and corporate culture 5. Interpretations of culture 6. Key dimensions of culture 7. Language as a key dimension of culture 8. Culture and contemporary issues 9. Managerial guidelines for crosscultural success > American Football . . . in Europe? There are few things more representative of U.S. culture than American football. It is an extravaganza, complete with exciting halftime shows and peppy cheerleaders. The game exemplifies national pride. The national anthem is played, flags are unfurled, and uniformed players charge up and down the field like an army in the throes of often violent conflict. The teams’ huddles divide the game into small planning sessions for the next play. In the United States, the National Football League (NFL) oversees the sport and, like any successful business, wants to score in new markets. The NFL first tackled Europe in 1991, with plans to establish American football there. After years of failed attempts, NFL Europe emerged as six teams, five of which were based in Germany (such as the Berlin Thunder, the Cologne Centurions, and the Hamburg Sea Devils). Earlier teams established in Spain had failed. Why did American football triumph in Germany but fail in Spain? An excellent metaphor for Spanish culture is the bullfight, an ancient pursuit. In tradition-bound Spain, bullfights are often held in 2,000-year-old Roman amphitheaters. Rather than a competitive sport, bullfighting is a ritual and an...
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...CR TOPIC-WISE EXERCISES (700-800 LEVEL) 1 The 700-800 Club Critical Reasoning Critical Reasoning Topic 1: CONCLUSION 1. • • • • • 2. In the United States, about $5,200 per person per year is spent on health care, while in Britain the amount is about half that. A recent study indicated that middle-aged white Americans have a significantly higher rate of diabetes and heart disease than do middle-aged white Britons. Even after eliminating from the study the lifestyle differences of diet, exercise, smoking, and drinking, the data showed that the Americans have poorer health than their British counterparts. The statements above, if true, best support which of the following assertions? Health care spending in the United States should be reduced by 50%. More expensive health care causes a higher incidence of certain diseases. The money spent on health care in the United States is not being used effectively. The average health care spending for middle-aged white Americans is probably less than the average health care spending for Americans in general. Something other than diet, exercise, smoking, and drinking must account for the difference in health for the two groups in the study. Spokesperson: In the 2006 election of the city mayor, 55% of the voters were female. All the voters were between ages 18 and 70 and 2/3 of them supported the incumbent mayor. The incumbent mayor won the election with a substantially greater number of votes than any other...
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...The 2012 The Cathedral & John Connon Alumni Magazine Founders’ Day Brunch 2011 EVENTS Rumble in the Jungle OFF THE SHELF Amish Tripathi and Akash Shah OUT OF THE BOX Dhanya Pilo Contents 9 President’s Message Events Founders’ Day 2011 Rumble in the Jungle Memories and Mayhem School Update Summer School Spotlight Keshav Desiraju Sudha Shah Off the Shelf Amish Tripathi and Akash Shah Out of the Box Vijaya Pastala Dhanya Pilo Nostalgia Reunions First Citizen In Memoriam Mrs. Irene Saldanha Mr. Anthony Dias Class Notes The Quiz 2 5 7 9 10 13 15 17 18 21 22 25 27 29 31 33 36 68 15 13 18 Editorial Team Udita Jhunjhunwala (ICSE 1984) Miel Sahgal (ISC 1989) Shyla Boga Patel (ISC 1969) Mukeeta Jhaveri (ISC 1983) Mitali Anand Kalra (ISC 1989) Business Rohita Chaganlal Doshi (ISC 1975) Editorial support, Design and Printing 22 Kirtana Shetty Minaal Pednekar and Nikunj Parikh Spenta Multimedia This magazine is not for sale and is intended for internal circulation only. Any material from this magazine may not be reproduced in part or whole without written consent. Views and opinions expressed in this magazine are those of the individual authors and not necessarily those of the Publishers. Published by The Cathedral and John Connon Alumni Association, 6, P.T. Marg, Mumbai 400 001 and printed at Spenta Multimedia, Peninsula Spenta, Mathuradas Mill Compound, Lower Parel, Mumbai 400 013. www.spentamultimedia.com 21 36 Special...
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