Prepare pro-forma income statements for each of the alternatives you identified in question

Case Question 8-32 It had been a quiet Monday morning for Anna Hogue, senior project manager at Flagstone Consulting. Everything seemed to be falling into place for the company's rst conference, "Healthcare Management in the New Millenium," scheduled for October 11 and 12 in Boston. Then Ethan Tang, the staff consultant in charge of registration, stuck his head in the doon \"Anna,\" said Ethan, \"I think we may have a problem with the conference. Only 15 people have registered. Our marketing consultants told us to expect at least a 3% registration rate from our direct mail campaign. ' Based on the 5,000 conference iers we mailed, do you think another 135 people will register in the next three weeks?\" Anna and Ethan had worked together to develop a budget for the conference, as follows. They had budgeted for registration response rates of 2%, 3%, and 4%, but a response rate of 0.3% was far outside their expectations. 2% Reeponn Rate 3% Response Rate 4% Response Rate Mal Per Attendee Total Per Attendee Total Per Attendee Registration fee revenue m W 389,250 W W W Expenses Meals 12,500 3125 18,750 $125 25,000 $125 Conference materials 4,500 45 6,750 45 9,000 45 Direct mail advertismg 4,500 4,500 4,500 Meeting room rental 3,500 3,500 3,500 Equipment rental 500 500 500 Speaker fees: Newton 600 600 600 Smith 2,0 00 2,000 2,000 Townsley 4,0 00 4,000 4,000 Speaker travel: Newton 200 200 200 Smith 1,200 1,200 1,200 Townsley 1,0 00 1,000 1,000 Compton 200 200 200 Total expenses 34,700 43,200 51,700 Operating income $24,000 $46,050 $67,300 Anna thought for a second, and then replied, "Ethan, based on what the marketing rm told us, at least 75% of all registrations are received a month before the conference. This response has me a bit worried. If we need to cancel the conference, we must do it before Thursday. Otherwise, it will be too late." Anna and Ethan called a couple of contacts at other organizations, who related similar experiences with low preconference registration. They indicated that medical professionals often wait until the last minute to register and that in some instances, conferences had been rescheduled and re-advertised to increase registration. Anna and Ethan decided they needed more information before they could make a final decision on the fate of the conference. Rescheduling it would require them to conrm the new dates with the speakers. Conference facilities would also need to be secured for the new dates. Fortunately, the conference materials had not been sent to the printer yet, so the printed materials would not become obsolete. Anna and Ethan decided that if the conference were rescheduled, Flagstone would offer a reduced registration fee of $525 to companies that sent more than one person. Anna called some ofthe Boston-area professionals who had expressed interest in the conference but had not registered yet. Some of them indicated that they had never received the registration mailing. After contacting the marketing rm about the matter, Anna learned that there had indeed been problems with the mailing. The marketing rm had subcontracted the mailing to a second rm, which could not verify that all the materials had been mailed. Anna wondered how many other prospects had not received the mailing. Next, Anna arranged a conference call with all the speakers, to explain what was going on. They agreed that the mailing problem could have contributed to the low registration. All the speakers were available on December 8 and 9, and were willing to change their schedules to accommodate Flagstone if the rm chose to reschedule the conference. Steve Smith indicated that he had already purchased a nonrefundable airline ticket for $800. If the conference were rescheduled, he would incur an additional $100 charge to change the ight. William Townsley indicated that he was already scheduled to be in Boston on December 7, so Flagstone would not have to cover his travel expenses if the conference were rescheduled. Ethan called the University Parks Inn to discuss the facilities contract. Although Flagstone had made no payments to the hotel yet, the special events coordinator reminded Ethan of two points in the contract: 1. Acancellation fee of $10,000 would need to be paid if the conference were canceled at this late date. However, the inn would agree to waive the cancellation fee if the conference were rescheduled Within four months of the original date. 2. Flagstone had guaranteed a minimum of 40 guest rooms if conference attendees booked fewer rooms, Flagstone would have to pay an additional $5,000 for the meeting room rental. Ethan also contacted the marketing rm about doing additional mailings. In light of the problems with the earlier mailing, the marketing rm offered to do two additional mailings for a total of $1,500. They also agreed to expand the mailing list to include several other professional organizations, as well as students at medical and nursing schools in the area. The rm estimated the new mailings would reach 6,500 people and should result in a 2% registration rate. of that 2%, 10% were expected to qualify for the reduced registration fee. ' (b) / Your answer is partially correct. Try again, Prepare pro-forma income statements for each of the alternatives you identied in question (a). (Enter negative amounts using either a negative sign preceding the number e. g. -45. Do not leave any answer field biank. Enter 0 for amounts.) Option 1 Option 2 Option 3 K In X A X _. I D a 0 Registration fee revenue 60690 10000 Expenses 1 Meals 125 125 Conference materials 4500 Direct mail advertising Meeting room rental n n I g D D D D n a El * w A \\D a o o Cancellation fee Guest room guarantee fee Equipment rental 500 Speaker fees: Newton Smith Townsl ey 4000 Speaker travel: H K H K II! C O o o a :3 Newton 20:; Smith 1200 IE3 In K B I D D Townsley \\ s s x x k s \\ K K II! llgg a; D M D D D D G D D D D D Comp'an M a :1 200 Townsley Cump'non Total expenses Opt-Hating income Click 'rfyou would like to Show Work for this question: W