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The Skyview Manor is open only during the skiing season.

It opens on December 2 and

closes the last day of March. The ski mountain that it serves operates on a permit from the state
which allows only 120 days of operation per year. Each of the 50 rooms in the east wing rents
for $15 for single occupancy or $20 for double occupancy. The west wing of the hotel has 30
rooms, all of which have spectacular views of the skiing slopes, the mountains, and the village.
Rooms in this wing rent for $20 and $25 for single or double occupancy, respectively. The
average occupancy rate during the season is about 80% (typically, the Hotel is full on weekends
and averages 50 to 60 rooms occupied on week nights). The ratio of single versus double
occupancy is 2:8; on average.
Operating results for the last fiscal year are shown in Exhibit 1. Mr. Kachack, the
manager of the hotel, is concerned about the off-season months, which show losses each month
and reduce the high profits reported during the season. He has suggested to the owners, who
acquired this hotel only at the end of the 1961 season that to reduce the off-season losses, they
should agree to keep the west wing of the hotel operating year-round. He estimates the average
occupancy rate for the off-season to be between 20% and 40% for the next few years. Kacheck
estimates that with careful attention to the off-season clientele a 40% occupancy rate for the 30
rooms during the off-season would be much more likely if the owners would commit $4,000 for
advertising each year ($500 for each of eight months). There is no evidence to indicate that the
2:8 ratio of singles versus doubles would be different during the remainder of the year or in the
future. Rates, however, would have to be drastically reduced. Present plans are to reduce them
to $10 and $15 for singles and doubles.
The managers salary is paid over 12 months. He acts as a caretaker of the facilities
during the off-season and also contracts most of the repair and maintenance work during that
time. Using the west wing would not interfere with this work, but would cause an estimated
additional $2,000 per year for repair and maintenance.
Mrs. Kacheck is paid $20 a day for supervising the maids and helping with check-in.
During the season, she works seven days a week. The regular desk clerk and each maid are paid
on a daily basis at the rate of $24 and $15 respectively. The payroll taxes and other fringe
benefits are about 20% of the payroll. Although depreciation and property taxes would not be
affected by the decision to keep the west wing open, insurance would increase by $500 for the
year. During the off-season, it is estimated that Mr. and Mrs. Kacheck could handle the front
desk without an additional person. Mrs. Kacheck would, however, be paid for five days a week.

The cleaning supplies and half of the

miscellaneous expenses (room supplies) are
considered a direct function of the number
of rooms occupied. The other half of the
miscellaneous expenses are fixed and would
not change with 12-month operation. Linen
is rented from a supply house and the cost
also depends on the number or rooms
occupied, but is twice as much, on average,
for double occupancy as for single
occupancy. The utilities include two items:
telephone and electricity. There is no
electricity expense with the motel closed.
With the motel operating, electricity expense
is a function of the number of rooms
available to the public. Rooms must either
be heated or air-conditioned. The telephone
bills for each of the four seasonal months
were as follows:
80 Telephones @ $3.00/month
Basic Service Charge


During the off-season, only the basic

service charge is paid. The monthly charge
of $3 is applicable only to active telephones.
An additional aspect of Mr.
Kachecks proposal is that a covered and
heated swimming pool be added to the hotel.
Mr. Kacheck believes that this would
increase the probability that the off-season
occupancy rate would be above 30%.
Precise estimates are impossible. It is felt
that although the winter occupancy rate will
not be greatly affected by adding an indoor
pool, eventually such a pool will have to be
built to stay even with the competition. The
cost of such a pool is estimated to be
$40,000. This amount could be depreciated
over five years with no salvage value
($15,000 of the $40,000 is for a plastic
bubble and the heating units, which would
be used nine months of the year). The only
other costs associated with the swimming
pool are $400 per month for a lifeguard,

required by law during the busy hours;

additional insurance and taxes, estimated to
be $1,200; heating cost of $1,000; and a
yearly maintenance cost of $1,800. If the
pool is covered, a guard is needed for 12
months. If it is not covered, a guard is
needed only for three summer months (from
June 15 to September 15, the warmest
period of the year), and there would be no
heating expense.
Skyview Manor
Operating Statement, For the Fiscal Year ended
Managers Wife
Desk Clerk
Maids (four)


Payroll Taxes and Fringe

Depreciation (15 year life)
Property Taxes
Repairs and Maintenance
Cleaning Supplies
Linen Service
Interest on Mortgage
(5% interest rate)
Miscellaneous Expenses
Total Expenses
Profit before Federal Income Taxes
Federal Income Taxes (48%)
Net Profit


1. On average, how many rooms must be
rented each night in season for the hotel
to breakeven?
2. The hotel is full on weekends in the ski
season. If all room rates were raised $5
on weekend nights, but occupancy fell to
72 rooms instead of 80, what is the




revised profit before taxes for the year,

per Exhibit 1?
What is the proposed incremental
contribution margin per occupied
room/day during the off-season?
For each alternative in the case, list the
annual expenses that are incremental to
that decision alternative but are not
related to the room/days occupied.
For each decision alternative calculate
the occupancy rate necessary to break
even on the incremental annual
What alternative do you recommend?