Please answer Question 7 providing an explanation or steps:

The Glory Mountain State Ski Area The Glory Mountain State Ski Area owned and managed by a state public authority expects to attract 292,500 skier days rirring the coming ski season. A slrier day represents one skier at the mountain for one day. In adrition to a $2,000,000 per year subsidy provided by the state, Glory cunentty eams its revenue from three sources: lilt ticket sales, ski lessons, and food sales in the mountain's lodges. Fortyve 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 daring the week and pay an average of $45 per day for a tilt ticket. [in average, 10 percent of the people who visit Glory take ski lessons. An average person tak'ng lessons pays $30 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 sta is paid $1,800,000 per year. The remainder of Glory's statf is seasonal and is paid on an houdyr basis. The table below shows the number of employees by iob title, the mother of days they work on average, their houdv wages, and the number of hours they work each day. Gnly ski instnrctors and patrol costs vary with skier days. Benets add 30 percent to rirect salary costs for all workers incluring management. Equipment costs and usage are also shown in the table below. For equ'pment, 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 houdy fuel cost represents the cost of fuel to operate the equipment for each hour they are open. Number Days 1lllllracrlvrerl Hours Worked Hourly Wage Instructors 5. Ski Patrol 2?5 100 it $20.00 th't Attendants Maintenance 5. Grooming 140 130 10 $18.00 Kitchen Staff 50 130 B $12.00 Equipment 5: Fuel Cost: at] 130- r'5 5:05.00- Insuranoe costs are 515.000 oer day for each of the 130 days the area expects to be open. Energy costs are 52.240000 pervear and are based on the numberot days the area is open. Neither energy nor insurance costs. vary based on skier days. Question 1: You are the Gloryr Mountain State Sid Area's nance manager. Area Manager Dan Firm has asked you to prepare a base operating budget for the ski areafor're cornr'ngscal' rearandmshowtne impacta Epercentreductr'on in the number ofskierdays woutdhave on Gkujr's operating resutts. In planning for the next season, the State Regional Development Authority, which manages the state's ve ski areas, is considering installing a 15megawatt 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. Question 2: The state uses an 8 percent cost of capital for its ski areas. Based on purely financial analysis, should the state install the turbine? In addition, the snowmaking equipment in the Bear Mountain section of Glory Mountain has been in service for nearly 15 years and has reached the end of its useful life. It will have to be replaced before the next ski season. Management has narrowed its decision down to two options: Big Mouth Snow Guns with a useful life of 15 years and the Whisper Quiet Snowmaking System with a useful life of 10 years. The Big Mouth system will cost Glory $850,000 to acquire and $35,000 per year to operate, while the Whisper Quiet system would only cost $600,000 and $50,000 per year to operate. If the Big Mouth equipment is chosen, there will be no change in Glory's other operating costs. If the Whisper Quiet system is purchased, Glory's annual fuel and equipment costs will increase by $15,000. Regardless of the option Glory chooses, the snowmaking system chosen will be depreciated over ten years with an assumed 5 percent residual value. Glory uses straight-line depreciation. Question 3: Based on Glory's 8 percent cost of capital, which system should management choose? Glory Mountain has never offered any type of day care for younger children of skiing families. Given the changing demographics of its patrons, Dan Finn thinks that the Mountain needs to offer those services. Erika Fossett, Glory's director of operations, has worked up a proposal for what she is calling the Glory Kids' Center. She wants it to provide combined day care and ski lessons for children between the ages of 3 and 7. The center would be run by a director who will earn $60,000 per year plus benefits. For every 10 children using the Kids' Center, the center will employ one full-time instructor. That instructor will provide both day care and skiing instruction. Each instructor will earn $25 per hour including benefits. The center will provide 8 hours of care per day Instructors will only be paid for the hours the children are at the center. The children are fed lunch and a snack at a cost of $10 per child per day. Supplies for activities the children will be engaged in when they are not skiing will cost an average of $10 per child. Glory plans to charge $70 per day per child. Question 4: As Glory's finance manager, you have been asked to evaluate the fiscal feasibility of running Glory Kids' Center. Your first question is how many children will have to be at the center on an average day for it to be profitable on a stand-alone basis./Erika Fossett believes that the Kids' Center will add 5 percent to overall skier days, and families with children between 3 and T vrill account for 1D p-erce nt of total skier days including the expected increase in volume. (in average, families with children between 3 and i will enroll .25 children in the center each day they ski. She expects to employ an average of E instructors each day the ski area is open. Question 5: Prepare a special-purpose budget for the Iii-Flor}:r Kids" Center. [to not include the incremental lift ticket revenue from the expected increase in the volume of skierdays in your estimate. After completing these analyses, Dan Finn asks you to update the budget to include the impact of installing the wind turbine, replacing the snowmaking egujpment and operating the Glory Kids' Center. In addition, Glory will have to issue a $E,i]i]tl,l]i] bond to nance the acquisition of the equipment. The coupon rate on the bond will be 5 percent. it will require Glory to pay interest every six months and to repay the full $5 million of plincipal in 20 years. The bonds will be issued on the rst day of Glory's scal year, and all equipment will be put in service that same day. Question ii: thing the base budget from Question 1 as a starting point, prepare a revised budget for lfa'lior'ylr that incorporates all these initiatives. At the end of the season, bad weather caused the mountain to be open for only 115 days with an average of 2,600 people per day and an average price per li ticket of $5D.5i}. Question 3': Starting with the revisedhudget, calculate the following liftticlret revenue variances and indicate whether theyr were favorable orunfavnrahle. Be sure to add up the exible fplartiallI variances and check to make sure thatsurn equals the total variance. 1. Giory's total lift ticket revenue variance for the ski season 2. the portion of the lift ticket revenue variance that was due to volume of days 3. the portion of the lift ticket revenue variance that was due to quantityr of skiers per clayr 4. the portion of the lift ticket revenue variance that was due to price