Everest (EVT) is an outdoor equipment retailer that sells camping, fishing, boating, and other outdoor supplies. It carries an extensive inventory in its store and offers an online search capability for items in its warehouse that are not available in the store. Customers come into the store, browse the shelves, select their purchases, and take them to the cashier. At the cashier’s desk, they can also search warehouse stock availability, place orders for items not currently available in the store, and collect and pay for products previously ordered. EVT does not offer credit terms; all sales are for cash. Requirement: Identify the Resources, Events and Agents in Everest Case Prepare an REA model for EVT database. Show all cardinalities in the associations.

Everest (EVT) is an outdoor equipment retailer that sells camping, fishing, boating, and other outdoor supplies. It carries an extensive inventory in its store and offers an online search capability for items in its warehouse that are not available in the store. Customers come into the store, browse the shelves, select their purchases, and take them to the cashier. At the cashier’s desk, they can also search warehouse stock availability, place orders for items not currently available in the store, and collect and pay for products previously ordered. EVT does not offer credit terms; all sales are for cash. Requirement: Identify the Resources, Events and Agents in Everest Case Prepare an REA model for EVT database. Show all cardinalities in the associations.

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter6: Optimization Models With Integer Variables

Section: Chapter Questions

Problem 2C

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Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 What role do geographic variables play in Ski Butternuts segmentation and targeting?
Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 How is Ski Butternut applying behavioristic variables in its segmentation strategy? Explain your answer.
Ana Chavarria, front office manager at The Times Hotel, has completed a yield management seminar at Keystone University and is preparing an argument to adopt this concept at The Times Hotel to present to Margaret Chu, general manager. She begins by com- piling a history of room occupancy and ADRs, which she hopes will reveal areas in which yield management could help. She prepares an electronic spreadsheet that lists rooms sold with corresponding room rates and correlates the data to tourism activities in the area. Ana sends an analysis of revenue realized and revenue potential to Ms. Chu for review prior to their discussion. After reviewing the analysis, Ms. Chu concludes, “This is just another scam; the industry is slow to adopt this,” and disregards the entire report. She knows that occupancy percentage, ADR, and RevPAR are all that you need to be efficient today, so why change? Ana passes Ms. Chu in the lobby, and Ms. Chu indicates her distrust of the yield management concept but…
Tri-County Utilities, Inc., supplies natural gas to customers in a three-county area. The company purchases natural gas from two companies: Southern Gas and Northwest Gas. Demand forecasts for the coming winter season are Hamilton County, 400 units; Butler County, 200 units; and Clermont County, 300 units. Contracts to provide the following quantities have been written: Southern Gas, 500 units; and Northwest Gas, 400 units. Distribution costs for the counties vary, depending upon the location of the suppliers. The distribution costs per unit (in thousands of dollars) are as follows: From TO Hamilton Butler Clermont Southern Gas 10 20 15 Northwest Gas 12 15 18 REQUIREMENTS Develop a network representation of this problem and Develop a linear programming model that can be used to determine the plan that will minimize total distribution costs. Describe the distribution plan and show the total distribution cost. (First…
Tri-County Utilities, Inc., supplies natural gas to customers in a three-county area. The company purchases natural gas from two companies: Southern Gas and Northwest Gas. Demand forecasts for the coming winter season are Hamilton County, 400 units; Butler County, 200 units; and Clermont County, 300 units. Contracts to provide the following quantities have been written: Southern Gas, 500 units; and Northwest Gas, 400 units. Distribution costs for the counties vary, depending upon the location of the suppliers. The distribution costs per unit (in thousands of dollars) are as follows: From To Hamilton Butler Clermont Southern Gas 10 20 15 Northwest Gas 12 15 18 Develop a network representation of this problem. Develop a linear programming model that can be used to determine the plan that will minimize total distribution costs. Describe the distribution plan and show the total distribution cost. Recent residential and industrial growth in Butler…
Tri-County Utilities, Inc., supplies natural gas to customers in a three-county area. The company purchases natural gas from two companies: Southern Gas and Northwest Gas. Demand forecasts for the coming winter season are Hamilton County, 400 units; Butler County, 200 units; and Clermont County, 300 units. Contracts to provide the following quantities have been written: Southern Gas, 500 units; and Northern Gas, 400 units. Distribution costs for the counties vary, depending upon the location of the suppliers. The distribution costs per units (in thousands of dollars) are as follows: To From Hamilton Butler Clermont Southern Gas 10 20 15 Northern Gas 12 15 18 What is the optimal function value of this problem? a. 900 units b. $13,600 c. none of the answers proposed apply d. 1,200 units e. $11,900
Tri-County Utilities, Inc., supplies natural gas to customers in a three-county area. The company purchases natural gas from two companies: Southern Gas and Northwest Gas. Demand forecasts for the coming winter season are Hamilton County, 400 units; Butler County, 200 units; and Clermont County, 300 units. Contracts to provide the following quantities have been written: Southern Gas, 500 units; and Northern Gas, 400 units. Distribution costs for the counties vary, depending upon the location of the suppliers. The distribution costs per units (in thousands of dollars) are as follows: To From Hamilton Butler Clermont Southern Gas 10 20 15 Northern Gas 12 15 18 At optimality, how many units of natural gas are shipped from Southern Gas to Clermont? a. none of the answers proposed apply b. 100 units c. 300 units d. 250 units e. 200 units
Built-4-U is an online furniture company that caters to those customers. Built-4-U buys build yourself furniture directly from manufacturers at a discount price, assembles each piece at their warehouse, and then ships directly to their customers. Each customer can order their furniture online without ever having to leave their home or search for the right tool to assemble. Joe Builder, the owner and CEO of Built-4-U, plans to establish their beginning inventory by investing a maximum of $35,000 on 25 popular items. The website for Built-4-U is scheduled to go live shortlyand all 4 inventory clerks were advised they might have to work five, 10 hour days prior to the grand opening to assemble this startup inventory. Joe believes he should order no less than 5 and no more than 20 units of each item. In addition, the manufacturer has a minimum truck order of 6,000 pounds. Given the following information, help Joe decide how many units of each item to order. Item Wholesale Price Retail…
Star Garage Limited provides motor vehicle accessories and services for a wide range of vehicles in Dominica. Customers purchase parts to take to their individual mechanics to complete vehicle repairs or they may choose to bring their vehicles to Star Garage for in-house repairs and servicing. This means that they pay for both the parts and the labour associated with the type of service required. Some services do not include any new parts, just the labour costs for that service. Individual customers must pay for all parts purchases in full at the time of sale. Individual customers must pay 50% down when they bring their vehicles in for servicing and pay the balance when they come to pick them up when the job is completed. Corporate customers, however, are billed monthly for all sales (parts or service). Although Star Garage Limited has several different banking accounts, all sales are deposited intact into its main chequing account. Star Garage Limited purchases its inventory of parts…
Star Garage Limited provides motor vehicle accessories and services for a wide range of vehicles in Dominica. Customers purchase parts to take to their individual mechanics to complete vehicle repairs or they may choose to bring their vehicles to Star Garage for in-house repairs and servicing. This means that they pay for both the parts and the labour associated with the type of service required. Some services do not include any new parts, just the labour costs for that service. Individual customers must pay for all parts purchases in full at the time of sale. Individual customers must pay 50% down when they bring their vehicles in for servicing and pay the balance when they come to pick them up when the job is completed. Corporate customers, however, are billed monthly for all sales (parts or service). Although Star Garage Limited has several different banking accounts, all sales are deposited intact into its main chequing account. Star Garage Limited purchases its inventory of parts…
Farmers Groceries To You (FGTY) is a fast-growing company started by JMU alumni, which delivers fresh groceries collected in Virginia farms to families in the Shenandoah region. As part of an expansion plan, FGTY is considering approaching the northern Virginia market through printed product lists (PLs) containing deals, coupons and customers testimonies. The initial plan is to send 200,000 PLs to households in Fairfax and Arlington, expecting new customers to place orders. The company estimates to incur a fixed cost of $30,000 associated with design, printing setup and transportation contracting. Beyond this, the average transportation cost per PL is ¢20, while the printing cost per PL is ¢10. Also, FGTY incurs in an average cost of ¢25 for processing each order placed by a customer using the PL’s promotion codes. The expected size of an order is $50, and FGTY’s variable cost per order (mainly product costs labor) is close to 80% of the order’s average. You’ve been hired to help FGTY…
A semiconductor manufacturer produces a particular solid-state module that it supplies to four different television manufacturers. The module can be produced at each of the corporation's three plants, although the costs vary because of differing production efficiencies at the plants. Specifically, it costs 110 units to produce a module at plant A, 95 units at plant B and 103 units at plant C. Monthly production capacities of the plants are 7500, 10000, and 8100 modules, respectively. Sales forecasts project monthly demand at 4200, 8300,6300 and 2700 modules for television manufacturers I, II, III and IV respectively. If the cost for shipping a module from a factory to a manufacturer is as shown below, find a production schedule that will meet all needs at minimum total cost. II II IV 1 13 9. 19 В 1 16 1 14 2 13 1 15 4