HomeSuites is a chain of all-suite, extended-stay hotel properties. The chain has 19 properties with an average of 200 rooms in each property. In year 1, the occupancy rate (the number of rooms filled divided by the number of rooms available) was 75 percent, based on a 365-day year. The average room rate was $210 for a night. The basic unit of operation is the night, which is one room occupied for one night. The operating income for year 1 is as follows: HomeSuites Operating Income Year 1 Salas novenue Lodging $ 138,120.000 Food & beverage 26.006,250 Miscellaneous 12,493,000 Total revenues $ 176,609,250 Costs Labor $ 59,897,500 Food & beverage 20,305.000 Miscellaneous 14,543.500 Management 2.515,000 Ubilities, etc. 38,000,000 Depreciation 11,400.000 Marting 14.510,000 Other costs 8.015,000 Total costs $ 169,776,000 Operating profit $ 6.833.250 In ycar 1, the average fixed labor cost was $415,000 per property. The remaining labor cost was variable with respect to the number of nights. Food and beverage cost and miscellancous cost are all variable with respect to the number of nights, Utilities and depreciation are fixed for each properly. The remaining costs management, marketing, and other costs) are fixed for the firm. At the beginning of year 2, HomeSuiles will open seven new properties with no change in the average number of rooms per properly. The occupancy rate is expected to remain at 75 percent. Management has made the following additional assumptions for year 2: The average room rate will increase by 5 percent. Food and beverage revenues per night are expected to decline by 20 percent with no change in the cost. The labor cost (both the fixed per property and variable portion) is not expected to change. The miscellaneous cost for the room is expected to increase by 25 percent, with no change in the miscellaneous revenues per room. Utilities and depreciation costs (per proporty) are forecast to remain unchanged. Management costs will increase by 8 percent, and marketing costs will increase by 10 percent Other costs are not expected to change. The managers of HomeSuites are considering different pricing strategies for year 2. Under the first strategy ("High Price), they will work to maintain an average price of $240 per night. They realize that this will reduce demand and estimate that the occupancy rate will fall to 65.0 percent with this strategy. Under the alternative strategy ("High Occupancy"), they will work to increase the occupancy rate by lowering the average price. They estimate that with an average nightly rate of $200, they can achieve an occupancy rate of 85 percent. The current estimated profit is $145,318,300. The managers of HomeSuites are considering different pricing strategies for year 2. Under the first strategy ("High Price"), they will work to maintain an average price of $240 per night. They realize that this will reduce demand and estimate that the occupancy rate will fall to 65.0 percent with this strategy. Under the alternative strategy ("High Occupancy), they will work to increase the occupancy rate by lowering the average price. They estimate that with an average nightly rate of $200, they can achieve an occupancy rate of 85 percent. The current estimated profit is $145,318,300. Required: a. Prepare a budgeted income statement for year 2 if the "High Price" strategy is adopted. (Round your per unit average cost calculations to 2 decimal places.) HOMESUITES Operating Income Year 2 Sales revenue Lodging Food & beverage Miscellaneous Total revenues Costs Labor Food & beverage Miscellaneous Management Utilities, etc. Depreciation Marketing Other costs Total costs Operating profit b. Prepare a budgeted income statement for year 2 if the "High Occupancy' strategy is adopted. (Round your per unit average cost calculations to 2 decimal places.) HOMESUITES Operating Income Year 2 Sales revenue Lodging Food & beverage Miscellaneous Total revenues Costs Labor Food & beverage Miscellaneous Management Utilities, etc. Depreciation Marketing Other costs Total costs Operating profit c. Which is the correct pricing strategy for year 2. High Occupancy Strategy High Price Strategy Current Strategy HomeSuites is a chain of all-suite, extended-stay hotel properties. The chain has 19 properties with an average of 200 rooms in each property. In year 1, the occupancy rate (the number of rooms filled divided by the number of rooms available) was 75 percent, based on a 365-day year. The average room rate was $210 for a night. The basic unit of operation is the night, which is one room occupied for one night. The operating income for year 1 is as follows: HomeSuites Operating Income Year 1 Salas novenue Lodging $ 138,120.000 Food & beverage 26.006,250 Miscellaneous 12,493,000 Total revenues $ 176,609,250 Costs Labor $ 59,897,500 Food & beverage 20,305.000 Miscellaneous 14,543.500 Management 2.515,000 Ubilities, etc. 38,000,000 Depreciation 11,400.000 Marting 14.510,000 Other costs 8.015,000 Total costs $ 169,776,000 Operating profit $ 6.833.250 In ycar 1, the average fixed labor cost was $415,000 per property. The remaining labor cost was variable with respect to the number of nights. Food and beverage cost and miscellancous cost are all variable with respect to the number of nights, Utilities and depreciation are fixed for each properly. The remaining costs management, marketing, and other costs) are fixed for the firm. At the beginning of year 2, HomeSuiles will open seven new properties with no change in the average number of rooms per properly. The occupancy rate is expected to remain at 75 percent. Management has made the following additional assumptions for year 2: The average room rate will increase by 5 percent. Food and beverage revenues per night are expected to decline by 20 percent with no change in the cost. The labor cost (both the fixed per property and variable portion) is not expected to change. The miscellaneous cost for the room is expected to increase by 25 percent, with no change in the miscellaneous revenues per room. Utilities and depreciation costs (per proporty) are forecast to remain unchanged. Management costs will increase by 8 percent, and marketing costs will increase by 10 percent Other costs are not expected to change. The managers of HomeSuites are considering different pricing strategies for year 2. Under the first strategy ("High Price), they will work to maintain an average price of $240 per night. They realize that this will reduce demand and estimate that the occupancy rate will fall to 65.0 percent with this strategy. Under the alternative strategy ("High Occupancy"), they will work to increase the occupancy rate by lowering the average price. They estimate that with an average nightly rate of $200, they can achieve an occupancy rate of 85 percent. The current estimated profit is $145,318,300. The managers of HomeSuites are considering different pricing strategies for year 2. Under the first strategy ("High Price"), they will work to maintain an average price of $240 per night. They realize that this will reduce demand and estimate that the occupancy rate will fall to 65.0 percent with this strategy. Under the alternative strategy ("High Occupancy), they will work to increase the occupancy rate by lowering the average price. They estimate that with an average nightly rate of $200, they can achieve an occupancy rate of 85 percent. The current estimated profit is $145,318,300. Required: a. Prepare a budgeted income statement for year 2 if the "High Price" strategy is adopted. (Round your per unit average cost calculations to 2 decimal places.) HOMESUITES Operating Income Year 2 Sales revenue Lodging Food & beverage Miscellaneous Total revenues Costs Labor Food & beverage Miscellaneous Management Utilities, etc. Depreciation Marketing Other costs Total costs Operating profit b. Prepare a budgeted income statement for year 2 if the "High Occupancy' strategy is adopted. (Round your per unit average cost calculations to 2 decimal places.) HOMESUITES Operating Income Year 2 Sales revenue Lodging Food & beverage Miscellaneous Total revenues Costs Labor Food & beverage Miscellaneous Management Utilities, etc. Depreciation Marketing Other costs Total costs Operating profit c. Which is the correct pricing strategy for year 2. High Occupancy Strategy High Price Strategy Current Strategy