Note: These are 3 steps of a single question based on the case study below. Please read the case study below and answer these questions parts please. I would greatly appreciate someone's help even if the answers are not very in-depth. Thank you very much.

Read the case study (see next page).

- Identify the Entities that would be needed to depict various objects and data flows in your case.

- Identify the Attributes for each Entity.

- Assign association between the Entities.

- Submit your E-R diagram using crows foot notation (inserted in a Word document as an image)

Cape Cod Bikes Joe and Mary Wheels, the owner-operators of Cape Cod Bikes, have enjoyed great success in the four years since they opened their shop, but they now feel overwhelmed with the paperwork and have approached you to help them solve the problem. Mary, who works on the counter and does the books believes that bringing in an information system will help her keep track of the various aspects of the business. Joe, who focuses on the repairs and ordering of parts and supplies, thinks that if he were a little more organized, he might be able to increase his profits by targeting his energy on both reducing repair costs and increasing sales, rental and repair revenue. He is also concerned that at times they fail to charge people for items purchased because of the way records are kept. Cape Cod Bikes (CCB) is a bicycle rental and repair store situated at one end of the Cape Cod rail trail bike path. In order to cater to the many visitors, who want to enjoy the rail trail but who do not have bicycles of their own with them, Joe and Mary have invested in a large inventory of over 500 bicycles of all types and sizes which they rent out by the hour. CCB doesn't take bookings - everything is done on a drop-in firstcome first-served basis. When a person comes into the store to rent a bike, Joe first shows them a selection of bikes of approximately the right size. Once a bike has been selected, Joe or Mary fills out a form with the person's name address and phone number, the bicycle details (different sizes and styles have different hourly rates, ranging from $18 to $24 ), and any extra equipment like a lock or a helmet that are being rented at the same time. In order to protect himself against loss, Joe takes a credit card number, even if the person eventually ends up paying cash. Since few people are sure exactly when they will get back, the actual amount of the bill isn't calculated until the bike is returned. In order to increase sales revenue, CCB also has sundry items for sale, such as bottled water, sunglasses, snacks, and so on. These items are added onto the bill but will also be paid for when the bike is returned (at which time additional items may be purchased.) As bicycles are brought in, they are put in a holding location until they can be checked over for damage, cleaned up and tires refilled with air. While clients are told they are liable for damage, in fact they are never charged for it, and Joe has no intention of changing this policy. Experience has taught Joe that in the few cases where damage is clearly the result of inappropriate use (most is just normal wear and tear), the clients responsible are likely to disagree on an appropriate amount owing, and instead accuse CCB with providing substandard and dangerous equipment. Not charging for damage creates a great deal of good will. Joe works on doing all the service work when there aren't any customers in the store. Except for a few holiday weekends, when they hire a student to help out at the counter, Joe and Mary try to handle everything by themselves. Because bicycles are subject to various problems, regardless of how they are ridden, CCB has an extensive repair and rebuild capability, and an inventory of spare parts for all the models they carry. In order to keep track of which models need the most frequent repair or are costing CCB a lot in expensive parts, a repair ticket is written up for each bicycle being repaired to record the parts used and the time spent. Once every two weeks Joe reorders parts to replace any that were used and bring the inventory back up to a predetermined level. (The same is done for the sundry items inventory.) If someone who owns their own bicycle comes in and wants their bicycle repaired or serviced, Joe is happy to use his skill and repair facilities to make extra money and uses the same repair ticket to collect costs and figure out how much to charge (generally a cost plus 20% figure.) In order to ensure that bikes are in good shape, older models are sold off and replaced on a regular basis. Joe would like to figure out if his current policy of retiring a bike after three years' use is appropriate, but it is hard to extract the information needed to analyze the problem from the paper records. Finally, Mary realized that some local bikers use CCB as a meeting place to begin and end their rides. She sees this as an opportunity to bring in more business into the store. She wants to have a tool where people can post upcoming rides they are planning and allow others to join these organic groups through the same tool. She thinks that going mobile is the future and wants to skip the old-school computer systems as they start thinking about this new investment