234000 28.38 Direct Operating Expenses 3000 3000 3000 3000 3000 3000 3000 3000 3000 3000 3000 3000 36000 4.36 Marketing 2050 2050 2050 2050 2050 2050 2050 2050 2050 2050 2050 2050 24600 2.98 Utilities 3400 3400 3400 3400 3400 3400 3400 3400 3400 3400 3400 3400 40800 4.94 General & Admin Expenses 4000 4000 4000 4000 4000 4000 4000 4000 4000 4000 4000 4000 48000 5.82 Repair & Maintenance 1280 1280 1280 1280 1280 1280 1280 1280 1280 1280 1280 1280 15360 1.86 Total Operating Expenses 33230 33230 33230
1. Describe Benihana as an operating system. Draw a process flow diagram. In a general sense, Benihana’s operating system is comparable to your typical American dining restaurant, except that the main entrees are cooked in front of the patrons, which stands as their core differentiator. Since we are given a broad sense of the times for each process, it is most valuable to evaluate their operating system as a process flow (below) based on the experience from the moment the customers walks in to the
in consistent revenue as well as help balance the fleet upgrades with older model planes. The choice to target student travels was based on an internal analysis of the current fleet, routes, and net cash, in addition to external analysis of the operating environment. Specifically, for the external analysis, the Great Lakes Colleges Association is an organization of 29 liberal
This is because the school is grew and became more efficient from 1982-1985. * Evaluate the four-year trend in operating deficit; is it reasonable to expect HIOB to achieve in operating surplus soon? The operating deficit has decreased steadily from 1982-1985 from 711 to 162. At the current rate, we can expect HIOB to begin operating at a surplus very soon if the correct decisions are made along the way. Philip Chin has a total marketing budget of $308,000, but after
A SAMPLE BUSINESS PLAN Your Business, Inc. A well-written business plan is a crucial ingredient in preparing for business success. Without a sound business plan, a firm merely drifts along without any real direction. Yet, entrepreneurs, who tend to be people of action, too often jump right into a business venture without taking time to prepare a written plan outlining the essence of the business. You should begin by writing down the answer to the very basic
outlines techniques on the creation of clear metrics on improvements and productivity in any business. By asking what the goal(s) of the business is/are, and how throughput (the rate at which the system generates money through sales), operational expenses (all the money the system spends in order to turn inventory into throughput), and inventory (all the money that the system has
How much value do you expect to be created by operating improvements and capital structure changes envisioned by CD&R? CD&R proposed changes to the following areas. a. US RAC on-airport operating expenses: Labor per transaction, administrative and other costs had increased 41%, 65% and 30% respectively between 2000 and 2005. In addition, margins were not constant across locations and varied from 32% to -7%. CD&R proposed that the operating expenses could be reduced resulting in cost savings of
Ratio, and Fund Raising Efficiency Ratio. 1. Program Effectiveness Ratio Total Program Expenses ÷ Total Expenses 722,304,197 ÷997,401,179= 72.42% 2. Fund Raising Ratio (Total Contributions- Fund- raising costs) ÷ Total contributions (797,005,822- 166,560,526) ÷ 797,005,822= 79.10% 3. Going Concern Ratio a. Revenues÷ Expenses 602,964,477÷ 997,401,179= 60.45% b. Unrestricted net assets ÷ Operation Expenses 2,578,631,115 ÷ 275,096,982= 9.37 months 4. Liquidity Ratio Current Asset (cash, A/R, Inventory)
in the facilities at Clayton. Romeros: I can explain a write-off to corporate headquarters; hiring an inexperienced contractor to build the Clayton facility was my predecessor’s mistake. But they’ll have my head at headquarters if I show operating losses every year at one of my processing centers. Clayton has to go. At the next corporate board meeting, I am going to recommend that the Clayton facility be closed. Required: 1. From the standpoint of the company as a whole, should the Clayton
DAL, which offers standard service, does not need an advanced fleet. Hence, DAL keeps its airplanes longer than SIA and the residual value is lower because of more frequent take-offs and landings. On further analysis, SIA incurs an $8 depreciation expense for every $100 spent on an airplane and DAL incurs $4.75. From an operational standpoint, SIA can afford to depreciate at a higher rate because its load factor is greater than DAL’s (76.8% vs 72.9%). Furthermore, SIA’s revenue per passenger is higher