Chat with us, powered by LiveChat Describe the annual seasonality of VCLA income or room demand. 1. View the Financial Statements. Students can review historical profit and loss (P&L) records to develop or describe t | Wridemy

Describe the annual seasonality of VCLA income or room demand. 1. View the Financial Statements. Students can review historical profit and loss (P&L) records to develop or describe t

  

Describe the annual seasonality of VCLA income or room demand.

1. View the Financial Statements.

Students can review historical profit and loss (P&L) records to develop or describe the seasonality over the year.

2. Why do VCLA’s revenue spikes not always occur at the same time as maximum room demand?

Students should understand the difference in timing between when the hotel collects the assessment and when the city actually deposits it in the VCLA’s account.

Room demand is an example of a good indicator of when the hotel collects the income.

3. What is the average historical growth rate of VCLA revenue?

Review the Forecast. The average historical growth rate is ?. However, growth since the inception of the operation is not sustainable. What should they do?

4. What would the sales growth rate be in an economic decline or upturn?

Review Scenarios. Analyse the four scenarios for growth rate and marketing spending adjustment.

5. What financial and economic assumptions must be considered to develop the forecast?

Review room supply may impact VCLA revenue and GDP data.

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1.Review and analyse the company performance through the Financial Statements.

Clearly and explicitly analyses the performance of the company over time, using horizontal and vertical analysis, variance analysis and using constant reference to the case and external resources to provide a wider insight.

Clearly and explicitly analyses the performance of the company over time, using horizontal and vertical analysis, variance analysis and using constant reference to the case.

A strong analysis of the performance of the company over time, using horizontal and vertical analysis, variance analysis and using constant reference to the case.

Clearly and explicitly An analysis of the performance of the company over time, using horizontal and vertical analysis, variance analysis and using constant reference to the case.

The numbers are not adequately or reasonably explained and / or either horizontal, vertical of variance analysis has not been included.

2. Why do VCLA’s revenue spikes not always occur at the same time as maximum room demand?

Students should clearly demonstrate a clear understanding of the difference between events and payments, explaining how they do not necessarily occur at the same time. Reference to the case and external examples.

Students should adequately demonstrate a an understanding of the difference between events and payments, explaining how they do not necessarily occur at the same time. Reference to the case and external examples.

Students should adequately demonstrate a an understanding of the difference between events and payments, explaining how they do not necessarily occur at the same time. Reference to the case.

Students should adequately demonstrate a an understanding of the difference between events and payments. at the same time. Reference to the case and external examples.

No understanding or adequate explanation of the variance between transactions and payments or inadequate examples from the case.

3. What is the average historical growth rate of VCLA revenue?

Review the Forecast. The average historical growth rate is ?. However, growth since the inception of the operation is not sustainable. What should they do?

Well-structured, detailed and thorough analysis and projections are explained as a further step from year to year projections. All assumptions should be explained in terms of changes in variances as opposed to solely numerical explanations.

Well-structured, analysis and projections are explained as a further step from year to year projections. All assumptions should be explained in terms of changes in variances as opposed to solely numerical explanations.

Adequate and reasonable analysis and projections are explained as a further step from year to year projections. All assumptions should be explained in terms of changes in variances as opposed to solely numerical explanations.

All projections are explained as a further step from year to year projections. All assumptions should be explained in terms of changes in variances as opposed to solely numerical explanations.

The numbers are not represented as variance and / or the changes are adequately explained.

4. What would the sales growth rate be in an economic decline or upturn?

Review Scenarios. Analyse the four scenarios for growth rate and marketing spending adjustment.

A clear and accurate analysis of the four scenarios in conjunction with a detailed understanding of the current economic climate and reflect on how the macro factors, combined with their marketing approach can affect performance. Reference to the case and external information should be used.

A clear and accurate analysis of the four scenarios and reflect on how the macro factors, combined with their marketing approach can affect performance. Reference to the case and external information should be used.

A clear and accurate analysis of the four scenarios and reflect on how the macro factors, combined with their marketing approach can affect performance. Reference to the case is imperative.

A good understanding of the four scenarios and to reflect on how the macro factors, combined with their marketing approach can affect performance. References to the case.

Failure to use the 4 scenarios or demonstrate an understanding of business impact of either marketing and / or economic indicartors.

5. What financial and economic assumptions must be considered to develop the forecast?

Review how room supply may impact VCLA revenue and GDP data, reflecting on the relationship between room supply and GDP reflecting on how both situations impact the market. Reference to the case and external sources is a must..

Review how room supply may impact VCLA revenue and GDP data, reflecting on the relationship between room supply and GDP reflecting on how both situations may impact the market. Reference to the case and external sources.

Understand the relationship between room supply and GDP reflecting on how both situations may impact the market. Reference to the case and external sources.

Show an understanding of the relationship between room supply and GDP reflecting on how both situations may impact the market. Reference to the case and external sources.

No clear understanding of the relationship between room supply and GDP reflecting on how both situations may impact the market and / or no reference to the case and / or external sources.

,

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Forecasting tourism tax receipts: the case of Ventura County Lodging Association
Developed by: Chia-Li Chien, PhD, CFP®, PMP® John F Thiel, CFP®, MBA Stefan W Cosentino, Ph.D.
Version: 2020.3 3/18/20
Tabs in This File: Description
FinancialStatements VCLA Financial Statements from 2013 to 2017
Benchmark STR Summary Benchmark from 2012 to 2019
RevenueBenchmark Revenue Benchmark
DemandBenchmark Demand Benchmark
Demand_Re_Bench Demand Relative to Benchmark
Revenu_Re_Bench Revenue Relative to Benchmark

FinancialStatements

Historical Analysis 2013 2014 2015 2016 2017 Menu
Assumptions
Information were obtained from Tax Returns from 2013 through 2017
IRS publication 598 (Rev. February 2019) Tax on Unrelated Business Income (UBI or UBTI) have no cap & exclusions of interestes, dividends, etc.
Therefore, tax-exempt status not jeopardized: : https://www.irs.gov/pub/irs-pdf/p598.pdf
(Jul 1 – June 30) Fiscal year
Income Statement
Program Service Revenue 1,571,211 1,938,969 2,538,303 2,900,151 2,923,280
Total Expenses 1,605,842 1,635,219 2,230,334 2,447,184 2,474,605
Gross Profit (34,631) 303,750 307,969 452,967 448,675
Balance Sheet
Assets
Cash – non interest bearing 449,213 754,953 1,067,884 1,522,646 1,977,413
Total Current Asstes 449,213 754,953 1,067,884 1,522,646 1,977,413
Non-Current Assets
Land, buildings, & Equipment 5,948 6,855 6,855 6,855 6,855
Less: accumulated depreciation 740 2,312 3,974 4,841 5,320
Land, buildings, & Equipment, net 5,208 4,543 2,881 2,014 1,535
Other assets (due from credit card) 2,346 1,021 – 0 – 0 – 0
Total Assets 456,767 760,517 1,070,765 1,524,660 1,978,948
Liabilities & Net Assets
Other Liabilities (credit card payable) – 0 – 0 2,279 3,207 8,820
Total Liabilities – 0 – 0 2,279 3,207 8,820
Net Assets 456,767 760,517 1,068,486 1,521,453 1,970,128
Expenses Claimed on Tax Returns
Expenses
Mangement 369,510 372,555 246,333 180,560
Legal 4,300 5,700 9,400 27,475
Accounting 7,639 11,452 18,958 23,911
Other Fees & Services Expenses 37,610 4,098 3,500 246,506
Office Expenses 9,894 15,320 7,667 11,357
Information Technology 7,337 2,169 5,161 7,421
Occupancy (rent) 10,970 15,074 18,133 17,124
Travel 15,965 15,426 17,248 12,287
Payments for travel or entertainment for any federal, state, or local public officials – 0 – 0 635
Confferences, conventions, & meetings – 0 10,068 3,430 – 0
Depreciation, depletion, & amortization 1,572 1,662 867 479
Insurance 4,689 5,775 6,481 5,084
Marketing & Sales Promotion 1,132,833 1,732,275 2,072,005 1,897,613
Collection Fees 19,390 25,383 29,002 29,233
Dues & Subscriptions 5,442 6,120 4,277 7,292
Telephone 4,533 5,400 4,245 7,355
All other expenses 3,535 1,857 477 273
Total Functional Expenses (Federal) 1,635,219 2,230,334 2,447,184 2,474,605
Total Functional Expenses (State) separate lines for rents & depreciation 1,622,677 2,213,598 2,428,184 2,457,002
straight line straight line MACRS MACRS
502,386 498,059 375,179 576,992

Benchmark

Source: 1084466_Ventura CA Area Se spreadsheet
Demand By Measure Average Monthly Revenue By Measure Average Monthly % Demand by Measure (change) % Revenue by Measure (change)
2012 96,050 9,126,951 2.1 4.7
2013 97,896 9,556,567 6.0 13.1
2014 103,543 10,782,144 3.5 11.3
2015 106,887 11,981,718 4.2 12.3
2016 111,209 13,405,411 (0.9) 1.8
2017 109,689 13,492,306 (2.3) 2.3
2018 106,725 13,674,461 (4.8) (2.2)
2019 100,073 12,151,451 2.1 7.6
Source: Smith Travel Research (2019). Trend Report – Ventura, CA Are

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