Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Term Paper:
This also means that the prices must be reasonable. The resort also has an opportunity to make substantial revenue from this asset because it is open to the general public.
Entertainment- entertainment also has the capacity to generate revenue for the resort. The resort has banquet facilities that can accommodate bands and other types of entertainment. These banquet facilities were added on as part of the restoration of the resort and have proven to be a valuable revenue generating asset.
Gift Shop/Souvenir Items- Because the resort is located so close to Disney land and designed to accommodate families the resort sells souvenirs and other products in its gift shop. Therefore the gift shop is a revenue generating asset. Once again the resort has to be careful to sell the memorabilia and other items at a discounted price because these items are available throughout the city.
Rentals/services-there are several things that guess can rent while vacationing at the resort. For instance it cost $5 per night to rent a crib (Shades of Green Fact Sheet). In addition, washing machines are coin operated and located on resort grounds. There is also a fee associated with childcare. Additionally Check Cashing is available for a 1% fee and is limited to $100 per day per room (Shades of Green Fact Sheet). Wheelchairs are also available for rent (Shades of Green Fact Sheet).
Define all cost areas
The main cost areas for the resort in the past have been energy cost. The cost associated with this was such a problem in the past that the government embarked upon a project to improve guest comfort, achieve government energy efficiency mandates, improve cash flow/reduce operating cost, provide self-sufficiency in facility operations, offset of capital expenditures for aging infrastructure, and plan and prepare for future growth (Armed Forces Recreational Center Uses Federal Government ESPC to Achieve Goals).
Twelve major attractions within 1 hr radius of the Resort.
Disneyworld- A amusement park with rides, entertainment, food and beverages.
MGM Studios- Features rides and exhibits associated with movies and other media produced by MGM studios.
Universal Studios- Features rides and exhibits associated with movies and other media produced by Universal studios.
Sea World- Park featuring aquatic animals featuring shows, exhibits and some rides.
Kennedy Space Center- Museum dedicated to American Space exploration which features exhibits.
Cypress Gardens- Features gardens with exotic plant life and an amusement park which features a water park.
Magic Kingdom Park- features Splash Mountain and other popular attractions.
Epcot-Epcot is an imaginative park with interactive exhibits such as Mission Space.
Disney's Animal Kingdom- features a safari of rare and exotic animals.
Orlando Museum of Art-features tours and an interactive gallery
Gatorland- theme park and wildlife preserve.
Shopping Facilities- there are many shopping facilities located near the resort including the Orlando Mall which features many high-end stores.
In addition the resort can purchase discounted tickets to attractions. There is also a free shuttle bus service runs from the hotel to Disney's Transportation and Ticket Center, From this location guests can catch free transportation to any of Disney's parks (Shades of Green Fact Sheet).
Describe (briefly) all activities at the resort include special events
The resort has two swimming pools and a plethora of activities for children. The resort also has a weight room. In addition, the resort has a children's pool and playground, a video arcade room, exercise room, pool table, nature walk, two lighted tennis courts, access to five championship Disney golf courses (Shades of Green on Walt Disneyworld Resort). This includes two golf courses and a 9-hole executive course which are adjacent to the resort (Shades of Green on Walt Disneyworld Resort). The resort also provides day care services.
There are also seasonal activities that are arranged by the resort's staff. "such as Easter-Egg hunts (Easter), Snowman building competitions bobsleigh and ice skating (Christmas), and other similar activities especially for guests' children to help keep them occupied while parents relax at the resort (The Shades of Green)." The resort also has Oktoberfest activities
Describe types of Food and beverage outlets
The resort has five main food and beverage outlets which include the garden Gallery Restaurant, Eagles Lounge, Express Cafe, Maginos and the Sports Bar and Grill. The Garden Gallery Restaurant boasts affordable family meals. The Eagles Lounge is designed to provide snacks and beverages. The express cafe provides coffee and pastries. Finally, Maginos is an Italian Restaurant with expensive wine menus. As you can see in the area of food and beverages there is something to suit every taste and price range (The Shades of Green).
Description of rooms for rent and pricing (taken from Shades of Green Fact Sheet)
Occupancy broken down by room rates
According to the House Armed Services Committee
Congress has twice advocated expansion of the Shades of Green AFRC, based on the demonstrated demand for rooms vs. The available supply. The Shades of Green AFRC, with an aggregate occupancy rate of 98.7%, has now surpassed the Army's Hale Koa Hotel as the nation's highest occupancy rate resort hotel.
A commercial sector market survey conducted in 1998 verified the market demand to support an expansion of the facility's services, to include 300 additional guestrooms, ballroom and meeting room facilities, and other improvements. The project will take approximately 24 months to complete and will be built using NAF at a cost of approximately $69.2 million. Again, no appropriated funds will be expended in the construction and operation of this project (House Arms Services Committee)."
Average daily rate and rooms revenue
Shades of Green has an annual unaccommodated room night demand equal to 80% of its total room capacity (House Arms Services Committee).
Total Resort revenue and estimated Net Operating Income
AFRCs are self-sustaining and funded by nonappropriated fund (NAF) revenues generated internally from operations (Armed Forces Recreation Center). Revenues from AFRCs are always reinvested to maintain and improve the physical plant in addition to providing the greatest possible value for AFRC guests (Armed Forces Recreation Center). According to the Army Morale, Welfare, and Recreation Financial Management Plan,
NAF are funds generated by MWR and family programs (through sales, fees, income from concessions, or charges at local installations) or received through revenue-sharing agreements with the Army and Air Force Exchange Service (AAFES). Additional funds may be generated by public-private ventures. NAF are separate and distinct from monies appropriated by Congress; however, they are entitled to the same protection as funds of the U.S. Treasury. Chapter 3, Section II, of AR 215-1 provides for individual fiduciary responsibility for properly using NAF and preventing waste or loss... At the local level, each installation MWR director is responsible for programming and managing his or her installation's MWR NAF through a NAF instrumentality (NAFI) (Armed Forces Recreation Center)."
Initially the Shades of Green Resort struggled to stay afloat an audit from 1996 explained that although the hotel had a high occupancy rate it had a difficult time generating revenue. The audit asserts that "AFRC-Orlando was 92% occupied, the first 4 months of operations (February through May 1994) had an actual net loss of about $535,000 after depreciation and about $397,000 before depreciation on revenues of about $5 million. For the first 12 months of operations, we estimate a net loss of about $1.6 million. In addition, AFRC-Orlando operations were insolvent (liabilities exceed assets) by about $2.4 million (Department of Defense Office of Inspector General - Audit Armed Forces Recreation Center - Orlando)."
Although these statistics may look problematic, losses in the first year of business are not uncommon for the hotel industry. In the years since this audit, the hotel has been able to generate more revenue. However it is important to keep in mind that the facility was closed during 2002 and 2003 and only reopened in 2004, therefore financial information is scarce concerning the current condition of the hotel. The information that does exist contains combined information concerning nonapproriated fund facilities. The research asserts that Fiscal year 2000 was the most successful nonappropriated fund (NAF) financial operating year in recent history. MWR Operations produced $117.3 million; a $27.7 million or 31% increase over the $89.6 million earned in FY 99. Operating results were 11% of revenue substantially exceeding the minimum standard of eight percent established by the MWR BOD. This result exceeds any percentage earned in recent history."
The MRW's 2004 Annual report provides very little financial information about the Shades of Green Resort. It does however state that the resort was used by those displaced by the many hurricanes that effected the region. It also provides the combined financial status of the AFRCs generated total revenue of $123.4M and NIBD of $19.4M in FY04, an increase from FY03 revenue of $106.3M and NIBD of $16.2M. Improved performance was primarily attributed to the reopened Shades of Green® after a two-year hiatus to…[continue]
"Shades Of Green This Project" (2005, September 14) Retrieved October 25, 2016, from http://www.paperdue.com/essay/shades-of-green-this-project-68570
"Shades Of Green This Project" 14 September 2005. Web.25 October. 2016. <http://www.paperdue.com/essay/shades-of-green-this-project-68570>
"Shades Of Green This Project", 14 September 2005, Accessed.25 October. 2016, http://www.paperdue.com/essay/shades-of-green-this-project-68570
Green building, a term also known as green construction or sustainable building refers to a structure and the use of processes that are environmentally responsible and also efficient when it comes to resources throughout the life cycle of the building process; from siting to the design, construction, the operation, its maintenance, renovations that are made and demolition. Therefore a green building design involves the finding of a balance between building
(2009). Feel the Green Under Your Toes. Retrieved April 6, 2010, from http://www.edcmag.com. Austin Energy. (2009). Sustainable Building Sourcebook: Floor Coverings. Retrieved April 5, 2010, from http://www.austinenergy.com. DiClerico, Daniel. (2010). Home & Garden Blog: Some Low-VOC green finishes make the Grade in the latest Consumer Reports review of interior paints. Retrieved April 5, 2010, from http://blogs.consmerreports.org. Earthshade. (2010). Welcome to our "tree free" online catalog. Retrieved April 6, 2010, from http://www.earthshade.com. Eastern Blass Block.
Project Management The project selected for this study is the opening of a new restaurant in New York City. This restaurant will be named: "Home Grown." It will be fashioned after the restaurant-creation in the television program "Fifteen" in the U.K. Food Network, a cable television channel has decided to open the restaurant by hiring fifteen trainees. The trainees will be taught all the requisite skills to chefs. Along with that
The project also has operable windows to allow for natural ventilation and daylighting reduces the need for artificial lighting according to the Leed's certification. An interesting feature to conserve electricity is the use of daylight and motion sensors that activate or de-activate individual classroom and office lighting. "The building's mechanical systems include photovoltaic panels and off- peak, ice-based thermal energy storage" (U.S. Green, 2008). Integrated into the buildings are green features that are highlighted in order
Art Memo We are a company at the head of the fashion industry. Our image is crucial to our success. The appearance, the environment, the overall decor, and the ambiance of our office space is what sends the first messages to our clients. If we expect consumers to value their appearance, then it is up to us to be role models for fashion sense and sensibility. Therefore, I propose the installation of
2.3: Theme I: This study's first theme defines hedge funds and presents a synopsis of their history. 2.4: Theme 2: Ways hedge funds compare to mutual funds are noted in this section, this study's second theme. 2.5: Theme 3: segment denotes techniques hedge funds utilise in investing. 2.6: Theme 4: A number of ways rising and falling markets impact hedge funds, this section's theme links to the thesis statement for this thesis/Capstone. 2.7: Analysis:
CP China's changes to the CMF marketing launch program justifiable? Burton's objective was to market Colgate Max Fresh (CMF) as global venture. Each country had its own assumptions and trends that would make certain products popular. For CMF to appeal to a Chinese market it had to investigate and target those specific selling appeals. Del Levin, who was in charge of conducting R&D for Colgate in Asia, discovered that that whilst