The Grizzly Bear Lodge Assignment

The Grizzly Bear Lodge Assignment Words: 3707

Course Hero has millions of student submitted documents similar to the one below including study guides, practice problems, reference materials, practice exams, textbook help and tutor support. Grizzly the Bear Lodge Case Study Discuss how Rudy and Diane can use feed forward, concurrent, and feedback controls both nowandinthefutureattheGrizzlyBearLodgetoensuretheirguestssat isfaction. Feed Forward: Feed forward is really like preventative control. Rudy and Diane should implement plans for starting the expansion of their business.

These plans should start immediately before any expansion work starts. Feedforward control would incorporate making sure that: Plans are in place to make sure that they themselves are available as well as staff to both maintain the lodge and work on the new a next they are looking to acquire. Also how much disruption or inconvenience will this cause guests that are going to be lodging during this take over? If they are planning to hire additional staff they should allow enough time for candidates to be hired and trained be for opening then Annex.

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This will mean that their current staff may have to set some valuable time away from their daily duties to training new staff. .Another example of feed forward control would be for Diane and Rudy to hire an accountant to take a look at their finances and forecast their new investment before they jump in to it. Identify any risks with the investment and set some target numbers they should me to stay afloat. The accountant may also want to look at expenses such as labor expenses and building budget, and fixed expenses.

Basically they should look at how likely are they going to succeed with their plan, what expenses will they need to consider and what kind of profit are should they anticipate. They also may want to plan out how they are going to team up with nearby business; what kind of marketing material is going to be sent out; and how much do they want to spend on this? What business are they planning on targeting and who is going to be in charge of this effort? What kind of deal is they going to make that will enable them to profit from this alliance? Will they need to hire new staff to take on this effort?

Concurrent Control: We can think of Concurrent Controls as real time. So Diane and Rudy can implement some concurrent controls to: It may be a good idea to have frequent check points during renovation, and set up of new annex. The idea here is to monitor activities in real-time; and not after the project is done. The Grizzly Bear Lodge Case Study Monitor how well their renovation of the current dining facility is running. May be even hiring someone to manage this. Ask a manager to provide constant up date son this project. How well new staff is performing.

Is the number of the new staff hired sufficient for their expanded service? Is the number too much do they need to cut back on the number of new people hired? How long is the renovation taking; is it going faster than expected or slower than expected? Where are people being directed during renovation of the existing kitchen? If the kitchen is closed down completely are they offering customers any added value for their stay? Ensure there is a plan in place so that any renovation or work is not affecting guests’ currently lodging Depending on exactly when they implement or open the new dining area for expanded improvement.

Feedback Control: Service how many customers are they getting and what issues are arising or what Feedback needs control would really be anything means of control that would take place after this new project is completed. After the renovation and the acquision of the Annex the owners should put some feedback controls in place to see how well everything went. Profit how much did they make and how much they anticipated they were going to make they need to get their financial advisor to debrief the month financial status.

How did extending the dining hours effect sales, did they get enough people to show up to make a profit, or did this actually hurt them? What was the occupancy rate for the new Annex, were they able to book all the additional rooms? Were they under booked? They can also gather feedback from surveys left for guests’ in their rooms. What did the guests feel was good what was not so good? What about the business nearby that they wanted to wanted to offer guided excursions with? Did they get enough buy in or was this something that did not really flourish?

The Grizzly Bear Lodge Case Study the Feedback they receive from these questions will help them with their feed forward controls for the New Year. They need to take these feedbacks and use them to plan for the New Year, what do they need to change; what worked well and will stay as it is? What might be some of the fundamental budgetary considerations the Conrad would have as they plan the expansion of their lodge? The Conrad need to take a look at their expenses. They currently have expenses at 230k. With the expansion they are planning they need to make sure that expenses willing crease at least in the short term.

How much more expenses can they incur? They will most likely not see a drastic increase in profit right away. They must make sure they have the cash flow and funds to cover new operating expenses, which would include renovation sand new salaries for hired staff. If their projected annual sales let’s say increases to 400k; their expenses should be less than that for them to stay afloat . They can as some their annual income will not likely be all that much if any for the first 12years. The most important factor is going to be how are they going to secure funds for buying the new annex?

Where this money is going to come from and if they finance how much do they need to bring in to cover their expenses. The expenses they can assume will increase are utilities, salaries, any kind of load payment they will need to make for the new annex, taxes, and marketing materials to advertise for their new services. They will see an increase in monies coming in from the additional rooms’ they will have to rent out but this may not be an immediate even ue source. Describe how the Conrad could use market controls to plan and implement their expansion.

The only way I see that they can use Market controls are to offer a competitive price for their lodging services compared to nearby competitors. If they can rent out room sand offer excursions at a considerably lower price than some let’s say 4or5 star resorts nearby that would be the market control strategy. Find millions of documents on Course Hero – Study Guides, Lecture Notes, Reference Materials, Practice Exams and more. Course Hero has millions of course specific materials providing students with the best way to expand their education. Below is a small sample set of documents: L08-Boolean-exp1

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Measureofqualityoflife(educati… Problem Set 4 UCSB >> ECON >> 114 (Summer, 2010) DueSeptember8th,2010 1. Ch. 13IncomeInequity a. ExplaintheintuitionbehindtheKuznetscurve(bothincreases andthendecreasesinincomeinequalityasacountrydevelops. ) b. CalculatetheGiniCoefficientfortheeconomyrepresentedbythe Lorenzcurveinthegraphbelow. ProblemS… Problem Set 4 Solutions UCSB >> ECON >> 114 (Summer, 2010) ProblemSet4Solutions DueSeptember8th,2010 1. Ch. 13IncomeInequity a. ExplaintheintuitionbehindtheKuznetscurve(bothincreases andthendecreasesinincomeinequalityasacountrydevelops. Asacountrydevelops,incomeinequalitytendstoincreaseandthen decrease,asdescribe… Final Answer Key UCSB >> ECON >> 114 (Summer, 2010) Final Exam Answer Key Multiple Choice Questions Version A 1. D 2. B 3. D 4. C 5. C 6. B 7. B 8. B 9. D 10. A 11. C 12. A Version B 1. B 2. D 3. A 4. C 5. B 6. C 7. C 8. D 9. A 10. D 11. C 12. B Short Answer Questions Suppose that the economy of Namibia can… Final Exam UCSB >> ECON >> 114 (Summer, 2010) Final Exam Version A FinalExam Econ114 September10th,2010 Name:_ StudentID:_ MultipleChoiceAnswers(Worth48points) 1. _ 2. _ 3. _ 4. _ 5. _ 6. _ 7. _ 8. 9. _ 10. _ 11. _ 12. _ 1 Final Exam Version A MultipleChoiceQuestions~worth4pointseach 1. Lookingatdata… Midterm 1 Answer Key UCSB >> ECON >> 114 (Summer, 2010) Midterm 1 Answer Key Multiple Choice Questions Version A 1. B 2. C 3. B 4. D 5. C 6. A 7. B 8. C 9. A 10. C Short Answer Questions Version B 1. B 2. C 3. A 4. B 5. C 6. B 7. D 8. C 9. A 10. C a. Higher b. kss= 31. 6, yss = 6. 3 c. k = 8 d. y = 4. 06, growth … Midterm 2 UCSB >> ECON >> 114 (Summer, 2010) Midterm 2 Version A Midterm2 Econ114 August27th,2010 Name:_ StudentId:_ MultipleChoiceAnswers 1. _ 2. _ 3. _ 4. _ 5. _ 6. 7. _ 8. _ 9. _ 10. _ 1 Midterm 2 Version A MultipleChoiceQuestions~worth4pointseach 1. Whendescribingthevariable,A,intheSolowGr… Midterm 2 Answer Key UCSB >> ECON >> 114 (Summer, 2010) Midterm 2 Answer Key Econ 114, Summer 2010 Multiple Choice Questions Version A 1. C 2. D 3. C 4. A 5. A 6. B 7. B 8. D 9. B 10. B Version B 1. B 2. C 3. C 4. D 5. D 6. B 7. B 8. C 9. B 10. D Short Answer Questions Economicdevelopmenttendstobeaccompaniedb… Practice Problem Solutions 3 UCSB >> ECON >> 114 (Summer, 2010) PracticeProblemSolutions Ch. 12:Governance 1. a. Marketfailurecoordinationfailure.

Thisactionpromoteseconomic growth. b. Marketfailurepublicgood. Thisactionpromoteseconomicgrowth. c. GovernmentFailureselfservingpolicy. Thisactiondoesnot promoteeconomicgrowth…. Practice Problem Solutions UCSB >> ECON >> 114 (Summer, 2010) Practice Problem Solutions Chapter 1: #5 $ 23 ,971 = 1, 433 (1 + r ) 100 (1 + r ) = 1 . 0286 r = 2 . 86 % GDP 2100 = $ 23 ,971 (1 . 0286 ) 100 GDP 2100 = $ 400 , 987 #6 $36,806 = $4,650 (1. 019) n n= ln(7. 915) 109. 9 ln(1. 019) year = 2005 110 = 1895 #7 $36,80… The Keynesian Model UChicago >> ECON >> 1021 (Spring, 2010) Econ 1021 FALL 2009 Reading:pp. 58162(again),215229,234240,250 252,254257,315316,and324325from MacroeconomicsinContext The Keynesian model of the macroeconomy Outline : 1. Introduction 2. The labor market 3. Characterizing AD in a closed economy a) The Ke… The Production Possibilities Frontier (PPF) Model UChicago >> ECON >> 1021 (Spring, 2010) Econ 1021 Fall 2009 Trade-offs & Opportunity Costs Reading: pp. 28-34 from Macroeconomics in Context The Production Possibilities Frontier (PPF) Model Defining the Production Possibilities OptionPizzasComputers A 0 150 B 20 140 C40120 D60 90 E80 50 F 100 … French Presentation

UChicago >> ECON >> 1021 (Spring, 2010) Mon Stage LArchet II Nabil Salem Click to edit Master subtitle style 12/3/10 Archet II Un Hpital de la groupe CHU de Nice Ouvert 1979, rouvert 1996 Connu pour loncologie/ hmatologie, et radiologie Le premier des CHU dtre modernis 12/3/10 Mon Stage Chi… hicksiandemandslides UChicago >> ECON >> 1021 (Spring, 2010) Hicksian Demand Consumer Choice: Constrained Expenditure Minimization dual problem to constrained utility maximization minimize expenditures subject to a fixed level of utility, where E = p1x1 + p2x2 + +pnxn (identical to our budget line) derive demand e… FLASHCARDS

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