plz help in quantitative analysis

plz help in quantitative analysis it's one question

Food and Beverages at Southwestern University Football Games Southwestern University (SWU), a large state college in Ste- and long-desired number-one ranking, in 2013 SWU hired the phenville, Texas, 30 miles southwest of the Dallas/Fort Worth legendary Billy Bob Dillon as its head coach. Although the metrople| enrolls close to 20,000 students. The school is the number-one ranking remained out of reach, attendance at the dominant force in the small city, with more students during fall six Saturday home games each year increased. Prior to Dillon's and spring than permanent residents. arrival, attendance generally averaged 25,000-29,000, Season A longtime football powerhouse, SWU is a member of the ticket sales bumped up by 10,000 just with the announcement Big Eleven conference and is usually in the top 20 in college of the new coach's arrival. Stephenville and SWU were ready to football rankings. To bolster its chances of reaching the elusive move to the big time! With the growth in attendance came more fume, the need for a bigger stadium, and more complaints about seating. park ing. long lines, and concession stand prices. Soathwestern University 's president, Dr. Marty Starr, was concerned not only about the cost of expanding the existing hadium versas building a new stadium hut also about the ancillary activitick. He wanted to be sure that these various support activities generated revenue adequate to pay for themselves. Cinsequently, he wanted the parking lots, game programe, and rood vervice to all be hanalted as profit centers. At a recent mecting dikeussing the new velip a berek-even chart and related data for each of the cemten. Madux wants to be surs that he has a number of things Itathum. Starr told the stadium manager, Hank Madduk, to deHe intructed Maddux wa have the food servine area break-even report feady for the nett mectiag. After diveusion with other follow in thaters at ingeakeven for each ieem - that ik, what wes of woft drinks timste of table shounge coffee, hot dess. hamburgen, and snakks are neecscary to cover (4) what the dollar sales for each of chese would be at these baicd on historical caler dati. break-even pointsi and (5) realistic sales evtimates per atenenee Maddux's fixed costs are intenesting. He eatimited that for atsendince of 60.000 and 35,000 . (in oeher words, he wats the prorated portion of the stadium cont wodid be as follows to know how many dollar cach attendee is apending on food salaries for fond wervices at $300000 iston.0(7) for eash of the Gi his propeted break even wales at present and if atiendance six home games), 2,440 wquare fect of shadiunt spice at 55 per groks to 60.000 y He fels this last picee of iaformation wauld square foot per game; and six people per book in each of the be helplul to undarstand how realiatic the aksumptions of his be proportionately allocated to each of the produch bised on figures from previous seawinh. the percentages prowided in the table. For example, the rewenas. from soft driaks would be expected to cover ISis of the total Discussion Question Food and Beverages at Southwestern University Foothall Games Southwestern University (SWU), a large state college in Ste- and long-desired number-one ranking, in 2013 SWU hired the phenville, Texas, 30 miles southwest of the Dallasfort Worth legendary Billy Bob Dillon as its head coach. Although the metroplex, enrolls close to 20,000 students. The school is the number-one rakking remained out of reach, attendance at the dominant force in the small city, with more students during fall six Saturday home games each year increased. Prior to Dillon's and spring than pemanent residents. Sarival, attendance generally avergged 25,000-29,000. Season A longtime football powerhouse, SWU is a menber of the ticket sales bumped up by 10,000 just with the announcement Big Eleven conference and is usually in the top 20 in college of the new coach's arrival. Stephenville and SWU were ready to football rankings. To bolster its chances of reaching the elusive move to the big time! Whith the growth in attendance came more fame, the need fot a bigger stadium, and more complaints about seating, parking, long lines, and concession stand prices. Southwestern University's president, Dr. Marty Starr, was concerned not only about the cost of expanding the existing stadium versus building a new stadiam but slso about the ancillary activities. He wanted to be sure that hiese various support activities generated revenue adequate to pay for themselwes. Conseguently, he wanted the parking lots, game programs, and food service to all be handled as profit centers. At a recent meeting diseussing the new stedium, Star told the stadium manager, Hank Maddax, to develop a break-even chart and related data for each of the centers. He instructed Maddux to have the food service area break-even report ready for the next meeting. After discussion with other facility managers and his subordinutes, Maddux developed the following table showing the suggested selling prices, his estimate of variable costs, and his estimate of the percentage of the total revenues that would be expected for each of the items based on historical sales data. Maddux's fixed costs are interesting. He estimated that the proruted portion of the stadium cost would be as follosi: salaries for food services at $300,000,560,000 for each of the six htome gaines i; 2,400 uquare feet of stadium space at $5 per square foot per game: and six people per bxumh in zach of the six booths for 5 hours at 512 an hour. These fixed costs will be proportionately atiocated to each of the produets based on the percentages provided in the table. fur example, the rovenue from soft drinks would be expected to eover 25 th of the total fiked cents. Maddux wants to be sure that he has a number of things for President Starr. (1) the total fixed cost that must be covered at each of the games; (2) the portion of the fixed cost allocated to each of the items; ( 3 ) what his unit sales would be at breakeven for each item-that is, what sales of soft drinks, coffee, hot dogs, hamburgers, and snacks are necessary to cover the portion of the fixed cost allocated to each of these items: (4) what the dollar sales for each of these would be at these break-even points; and (5) realistic sales estimates per attendee for attendance of 60,000 and 35,000. (In other words, he wants to know how many dollars each attendee is spending on fond at his projected hreak-even sales at present and if atiendance grows to 60.000.H He felt this last piece of information would be helpful to understand how realistic the assumptions of his model are, and this information could be compared with similar figures from previous seasons. Discussion Question 1. Prepare a brief report for Dr. Starr that covers the items nowed