Part 2 - The Glory Mountain State Ski Area Problem The Glory Mountain State Ski Area--owned and managed by a state public authority--expects to attract 292,500 skier days during the coming ski season. A skier day represents one sier at the mountain for 1 day. In addition to a $2,000,000 per year subsidy provided by the state. Glory currently carns its revenue from three sources: lift ticket sales, ski lessons, and food sales in the mountain's lodges. Forty-five percent of the customers come to the mountain on weekends and pay an average of 560 per day to ski. The remaining 55 percent of the skiers come during the week and pay an average of $45 per day for a lift ticket. On average. 10 percent of the people who visit Glory take ski lessons. An average person taking lessons pays $80 for cach lesson. Management also estimates that cach skier spends an average of S4 per day on food. Food costs average 40 percent of total food revenue Glory's central management staff is paid $1,800,000 per year. The remainder of Glory's staff is seasonal and is paid on an hourlyhasis. The table below shows the number of employees by job title, the number of days they work on average, their hourly wages, and the number of hours they work each day. Only ski instructors and patrol costs vary with skier days. Benefits add 30 percent to direct salary costs for all workers including management Equipment costs and usage are also shown in the table below. For equipment, number refers to the number of pieces of equipment Equipment costs depend on the number of days the area is open during the season. The hourly fuel cost represents the cost of fuel to operate the equipment for each hour they are open Insurance costs are $15.000 per day for each of the 130 days the area expects to be open. Energy costs are $2.240.000 per year and are based on the number of days the area is open. Neither energy nor insurance costs vary based on skier days. Question 2-1: You are the Glory Mountain State Ski Area's finance manager. Area Manager Dan Finn has asked you to prepare a base operating budget for the ski area for the coming fiscal year and to show the impact a 5 percent reduction in the number of skier days would have on Glery's operating results. In planning for the next season, the State Regional Development Authority, which manages the state's five ski areas, is considering installing a 15-megawatt wind turbine at the top of Glory Mountain. If they do, the ski area will reduce its energy bill by almost 25 percent or 5560,000 per year for the next 15 years. It will cost Glory $4,100,000 to complete the environmental assessments do the necessary engineering studies, and install the turbine. In addition, the ski area will have to invest $750,000 at the end of the seventh year to overhaul the bearings and replace some time-critical components For depreciation purposes, the wind turbine has a useful life of 10 years with no residual value Glory es straight-line depreciation Part 2 - The Glory Mountain State Ski Area Problem Set! The Glory Mountain State Ski Area--owned and managed by a state public authority--expects to attract 292,500 skier days during the coming ski season. A skier day represents one skier at the mountain for 1 day. In addition to a $2,000,000 per year subsidy provided by the state, Glory currently earns its revenue from three sources: lift ticket sales, ski lessons, and food sales in the mountain's lodges. Forty-five percent of the customers come to the mountain on weekends and pay an average of $60 per day to ski. The remaining 55 percent of the skiers come during the week and pay an average of $45 per day for a lift ticket. On average, 10 percent of the people who visit Glory take ski lessons. An average person taking lessons pays $80 for each lesson. Management also estimates that each skier spends an average of $4 per day on food. Food costs average 40 percent of total food revenue. Glory's central management staff is paid $1,800,000 per year. The remainder of Glory's staff is seasonal and is paid on an hourly basis. The table below shows the number of employees by job title, the number of days they work on average, their hourly wages, and the number of hours they work each day. Only ski instructors and patrol costs vary with skier days. Benefits add 30 percent to direct salary costs for all workers including management Equipment costs and usage are also shown in the table below. For equipment, number refers to the number of pieces of equipment. Equipment costs depend on the number of days the area is open during the season. The hourly fuel cost represents the cost of fuel to operate the equipment for each hour they are open. Number Days Worked Hours Hourly Wage Worked 100 7 Instructors & Ski Patrol Lift Attendants, Maintenance, & Grooming 275 140 130 10 $20.00 $18.00 Kitchen Staff 50 130 8 $12.00 Equipment & Fuel Costs 60 130 6 $65.00 Insurance costs are $15,000 per day for each of the 130 days the area expects to be open. Energy costs are $2,240,000 per year and are based on the number of days the area is open. Neither energy nor insurance costs vary based on skier days. Question 2-1: You are the Glory Mountain State Ski Area's finance manager. Area Manager Dan Finn has asked you to prepare a base operating budget for the ski area for the coming fiscal year and to show the impact a 5 percent reduction in the number of skier days would have on Glory's operating results. In planning for the next season, the State Regional Development Authority, which manages the state's five ski areas, is considering installing a 15-megawatt wind turbine at the top of Glory Mountain. If they do, the ski area will reduce its energy bill by almost 25 percent or $560,000 per year for the next 15 years. It will cost Glory $4,100,000 to complete the environmental assessments, do the necessary engineering studies, and install the turbine. In addition, the ski area will have to invest $750,000 at the end of the seventh year to overhaul the bearings and replace some time-critical components. For depreciation purposes, the wind turbine has a useful life of 10 years with no residual value. Glory uses straight-line depreciation. I File Home Insert Draw Page Layout Formulas Data Review Times New Roman 12 ' ' Wra X Cut [b Copy Paste 3 Format Painter BIU CA EEEE Mer Clipboard Font 5 Alignment G65 f C 10% 0.25 6 A B 54 Expected % of Skiers with Children 3 to 7 55 Average Children Enrolled per Skier Day 56 Average Daily Number of Child-Care Workers 57 58 Revised Budget Inputs 59 Par Value of Bond 60 Coupon Rate 61 $ 6,000,000 5% 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 B C $ $ $ $ $ $ $ $ 10 Total Revenue $ 11 12 Expenses 13 Salaries 14 Management Salaries $ 15 Instructors & Ski Patrol $ 16 Attendants, Maintenance & Groomin: $ 17 Kitchen Staff $ 18 Total Salaries $ 19 Benefits $ 20 Total Salaries & Benefits $ 21 22 Other Operating Expenses 23 Fuel & Equipment Costs $ 24 Energy $ 25 Insurance $ 26 Food Costs $ 27 Total Other Operating Expenses $ 28 29 Total Expenses $ 50 31 Profit/(Loss) $ 2 -3 $ $ $ $ $ $ $ 4 5 6 7 3 Part 2 - The Glory Mountain State Ski Area Problem The Glory Mountain State Ski Area--owned and managed by a state public authority--expects to attract 292,500 skier days during the coming ski season. A skier day represents one sier at the mountain for 1 day. In addition to a $2,000,000 per year subsidy provided by the state. Glory currently carns its revenue from three sources: lift ticket sales, ski lessons, and food sales in the mountain's lodges. Forty-five percent of the customers come to the mountain on weekends and pay an average of 560 per day to ski. The remaining 55 percent of the skiers come during the week and pay an average of $45 per day for a lift ticket. On average. 10 percent of the people who visit Glory take ski lessons. An average person taking lessons pays $80 for cach lesson. Management also estimates that cach skier spends an average of S4 per day on food. Food costs average 40 percent of total food revenue Glory's central management staff is paid $1,800,000 per year. The remainder of Glory's staff is seasonal and is paid on an hourlyhasis. The table below shows the number of employees by job title, the number of days they work on average, their hourly wages, and the number of hours they work each day. Only ski instructors and patrol costs vary with skier days. Benefits add 30 percent to direct salary costs for all workers including management Equipment costs and usage are also shown in the table below. For equipment, number refers to the number of pieces of equipment Equipment costs depend on the number of days the area is open during the season. The hourly fuel cost represents the cost of fuel to operate the equipment for each hour they are open Insurance costs are $15.000 per day for each of the 130 days the area expects to be open. Energy costs are $2.240.000 per year and are based on the number of days the area is open. Neither energy nor insurance costs vary based on skier days. Question 2-1: You are the Glory Mountain State Ski Area's finance manager. Area Manager Dan Finn has asked you to prepare a base operating budget for the ski area for the coming fiscal year and to show the impact a 5 percent reduction in the number of skier days would have on Glery's operating results. In planning for the next season, the State Regional Development Authority, which manages the state's five ski areas, is considering installing a 15-megawatt wind turbine at the top of Glory Mountain. If they do, the ski area will reduce its energy bill by almost 25 percent or 5560,000 per year for the next 15 years. It will cost Glory $4,100,000 to complete the environmental assessments do the necessary engineering studies, and install the turbine. In addition, the ski area will have to invest $750,000 at the end of the seventh year to overhaul the bearings and replace some time-critical components For depreciation purposes, the wind turbine has a useful life of 10 years with no residual value Glory es straight-line depreciation Part 2 - The Glory Mountain State Ski Area Problem Set! The Glory Mountain State Ski Area--owned and managed by a state public authority--expects to attract 292,500 skier days during the coming ski season. A skier day represents one skier at the mountain for 1 day. In addition to a $2,000,000 per year subsidy provided by the state, Glory currently earns its revenue from three sources: lift ticket sales, ski lessons, and food sales in the mountain's lodges. Forty-five percent of the customers come to the mountain on weekends and pay an average of $60 per day to ski. The remaining 55 percent of the skiers come during the week and pay an average of $45 per day for a lift ticket. On average, 10 percent of the people who visit Glory take ski lessons. An average person taking lessons pays $80 for each lesson. Management also estimates that each skier spends an average of $4 per day on food. Food costs average 40 percent of total food revenue. Glory's central management staff is paid $1,800,000 per year. The remainder of Glory's staff is seasonal and is paid on an hourly basis. The table below shows the number of employees by job title, the number of days they work on average, their hourly wages, and the number of hours they work each day. Only ski instructors and patrol costs vary with skier days. Benefits add 30 percent to direct salary costs for all workers including management Equipment costs and usage are also shown in the table below. For equipment, number refers to the number of pieces of equipment. Equipment costs depend on the number of days the area is open during the season. The hourly fuel cost represents the cost of fuel to operate the equipment for each hour they are open. Number Days Worked Hours Hourly Wage Worked 100 7 Instructors & Ski Patrol Lift Attendants, Maintenance, & Grooming 275 140 130 10 $20.00 $18.00 Kitchen Staff 50 130 8 $12.00 Equipment & Fuel Costs 60 130 6 $65.00 Insurance costs are $15,000 per day for each of the 130 days the area expects to be open. Energy costs are $2,240,000 per year and are based on the number of days the area is open. Neither energy nor insurance costs vary based on skier days. Question 2-1: You are the Glory Mountain State Ski Area's finance manager. Area Manager Dan Finn has asked you to prepare a base operating budget for the ski area for the coming fiscal year and to show the impact a 5 percent reduction in the number of skier days would have on Glory's operating results. In planning for the next season, the State Regional Development Authority, which manages the state's five ski areas, is considering installing a 15-megawatt wind turbine at the top of Glory Mountain. If they do, the ski area will reduce its energy bill by almost 25 percent or $560,000 per year for the next 15 years. It will cost Glory $4,100,000 to complete the environmental assessments, do the necessary engineering studies, and install the turbine. In addition, the ski area will have to invest $750,000 at the end of the seventh year to overhaul the bearings and replace some time-critical components. For depreciation purposes, the wind turbine has a useful life of 10 years with no residual value. Glory uses straight-line depreciation. I File Home Insert Draw Page Layout Formulas Data Review Times New Roman 12 ' ' Wra X Cut [b Copy Paste 3 Format Painter BIU CA EEEE Mer Clipboard Font 5 Alignment G65 f C 10% 0.25 6 A B 54 Expected % of Skiers with Children 3 to 7 55 Average Children Enrolled per Skier Day 56 Average Daily Number of Child-Care Workers 57 58 Revised Budget Inputs 59 Par Value of Bond 60 Coupon Rate 61 $ 6,000,000 5% 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 B C $ $ $ $ $ $ $ $ 10 Total Revenue $ 11 12 Expenses 13 Salaries 14 Management Salaries $ 15 Instructors & Ski Patrol $ 16 Attendants, Maintenance & Groomin: $ 17 Kitchen Staff $ 18 Total Salaries $ 19 Benefits $ 20 Total Salaries & Benefits $ 21 22 Other Operating Expenses 23 Fuel & Equipment Costs $ 24 Energy $ 25 Insurance $ 26 Food Costs $ 27 Total Other Operating Expenses $ 28 29 Total Expenses $ 50 31 Profit/(Loss) $ 2 -3 $ $ $ $ $ $ $ 4 5 6 7 3