PROBLEM 7 Eyewitness News is shown on channel 5 Monday through Friday evenings from 5:00 P.M. to 6:00 P.M. During the hour-long broadcast, 18 minutes are allocated to commercials. The remaining 42 minutes of airtime are allocated to single or multiple time segments for local news and features, national news, sports, and weather. The station has learned through several viewer surveys that viewers do not consistently watch the entire news program; they focus on some segments more closely than others. For example, they tend to pay more attention to the local weather than the national news (because they know they will watch the network news following the local broadcast). As such, the advertising revenues generated for commercials shown during the different broadcast segments are $850 per minute for local news and feature segments, $600 per minute for national news, $750 per minute for sports, and $1,000 per minute for the weather. The production cost for local news is $400 per minute, the cost for national news is $100 per minute, the cost for sports is $175 per minute, and for weather it’s $90 per minute. The station budgets $9,000 per show for production costs. The station’s policy is that the broadcast time devoted to local news and features must be at least 10 minutes but not more than 25 minutes, whereas national news, sports, and weather must have segments of at least 5 minutes each but not more than 10 minutes. Commercial time must be limited to no more than 6 minutes for each of the four broadcast segment types. The station manager wants to know how many minutes of commercial time and broadcast time to allocate to local news, national news, sports, and weather to maximize advertising revenues. Required: Solve this model by using the computer.

Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter2: Introduction To Spreadsheet Modeling
Section: Chapter Questions
Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...
icon
Related questions
Question
PROBLEM 7 Eyewitness News is shown on channel 5 Monday through Friday evenings from 5:00 P.M. to 6:00 P.M. During the hour-long broadcast, 18 minutes are allocated to commercials. The remaining 42 minutes of airtime are allocated to single or multiple time segments for local news and features, national news, sports, and weather. The station has learned through several viewer surveys that viewers do not consistently watch the entire news program; they focus on some segments more closely than others. For example, they tend to pay more attention to the local weather than the national news (because they know they will watch the network news following the local broadcast). As such, the advertising revenues generated for commercials shown during the different broadcast segments are $850 per minute for local news and feature segments, $600 per minute for national news, $750 per minute for sports, and $1,000 per minute for the weather. The production cost for local news is $400 per minute, the cost for national news is $100 per minute, the cost for sports is $175 per minute, and for weather it’s $90 per minute. The station budgets $9,000 per show for production costs. The station’s policy is that the broadcast time devoted to local news and features must be at least 10 minutes but not more than 25 minutes, whereas national news, sports, and weather must have segments of at least 5 minutes each but not more than 10 minutes. Commercial time must be limited to no more than 6 minutes for each of the four broadcast segment types. The station manager wants to know how many minutes of commercial time and broadcast time to allocate to local news, national news, sports, and weather to maximize advertising revenues. Required: Solve this model by using the computer.
3:05 Sat, Jul 9 A
Copy
Bookmark
Highlight :
I Jim Huang and Roderick wheeler were sales representatives in a computer store at a shopping mall in
Arlington, Virginia, when they got the idea of going into business in the burgeoning and highly
competitive microcomputer market. Jim went to Taiwan over the summer to visit relatives and made
a contact with a new firm producing display monitors for microcomputers, which was looking for an
East Coast distributor in America. Jim made a tentative deal with the firm to supply a maximum of 500
monitors per month and called Rod to see if he could find a building they could operate out of and
some potential customers.
Rod went to work. The first thing he did was send bids to several universities in Maryland, Virginia,
and Pennsylvania for contracts as an authorized vendor for monitors the schools. Next, started
looking for a facility to operate from. Jim and his operation would provide minor physical modifications
to the monitors, including some labeling, testing, packaging, and then storage in preparation for
shipping. He knew he needed a building with good security, air-conditioning, and a loading dock.
However, his search proved to be more difficult than he anticipated. Building space of the type and
size he needed was very limited in the area and very expensive. Rod began to worry that he would not
be able to find a suitable facility at all. He decided to look for space in the Virginia and Maryland
suburbs and countryside; and although he found some good locations, the shipping costs out to those
locations were extremely high.
Disheartened by his lack of success, Rod sought help from his sister-in-law Miriam, a local real estate
agent. Rod poured out the details of his plight to Miriam over dinner at Rod's mother's house, and she
was sympathetic. She told Rod that she owned a building in Arlington that might be just what he was
looking for, and she would show it to him the next day. As promised, she showed him the ground floor
of the building, and it was perfect. It had plenty of space, good security, and a nice office; furthermore,
it was in an upscale shopping area with lots of good restaurants. Rod was elated; it was just the type
of environment he had envisioned for them to set up their business in. However, his joy soured when
he asked Miriam what the rent was. She said she had not worked out the details, but the rent would
be around $100,000 per year. Rod was shocked, so Miriam said she would offer him an alternative: a
storage fee of $10 per monitor for every monitor purchased and in stock the first month of operation,
with an increase of $2 per month per unit for the remainder of the year. Miriam explained that based
on what he told her about the business, they would not have any sales until the universities opened
around the end of August or the first of September, and that their sales would fall off to nothing in
May or June. She said her offer meant that she d share their success or failure. If they ended
up with some university contracts, she would reap a reward along with them; if they did not sell many
monitors, she would lose on the deal. But in the summer months after school ended, if they had no
monitors in stock, they would pay her nothing.
Rod mulled this over, and it sounded fair. He loved the building. Also, he liked the idea that they would
not be indebted for a flat lease payment and that the rent was essentially on a per-unit basis. If they
failed, at least they would not be stuck with a huge lease. So he agreed to Miriam's offer.
When Jim returned from Taiwan, he was skeptical about Rod's lease arrangement with Miriam. He
was chagrined that Rod hadn't performed a more thorough analysis of the costs, but Rod explained
that it was pretty hard to do an analysis when he did not know their costs, potential sales, or selling
price. Jim said he had a point, and his concern was somewhat offset by the fact that Rod had gotten
contracts with five universities as an authorized 50f 19r for monitors at a selling price of $180 per unit.
So the two sat down to begin planning their operation.
|||
9%
Transcribed Image Text:3:05 Sat, Jul 9 A Copy Bookmark Highlight : I Jim Huang and Roderick wheeler were sales representatives in a computer store at a shopping mall in Arlington, Virginia, when they got the idea of going into business in the burgeoning and highly competitive microcomputer market. Jim went to Taiwan over the summer to visit relatives and made a contact with a new firm producing display monitors for microcomputers, which was looking for an East Coast distributor in America. Jim made a tentative deal with the firm to supply a maximum of 500 monitors per month and called Rod to see if he could find a building they could operate out of and some potential customers. Rod went to work. The first thing he did was send bids to several universities in Maryland, Virginia, and Pennsylvania for contracts as an authorized vendor for monitors the schools. Next, started looking for a facility to operate from. Jim and his operation would provide minor physical modifications to the monitors, including some labeling, testing, packaging, and then storage in preparation for shipping. He knew he needed a building with good security, air-conditioning, and a loading dock. However, his search proved to be more difficult than he anticipated. Building space of the type and size he needed was very limited in the area and very expensive. Rod began to worry that he would not be able to find a suitable facility at all. He decided to look for space in the Virginia and Maryland suburbs and countryside; and although he found some good locations, the shipping costs out to those locations were extremely high. Disheartened by his lack of success, Rod sought help from his sister-in-law Miriam, a local real estate agent. Rod poured out the details of his plight to Miriam over dinner at Rod's mother's house, and she was sympathetic. She told Rod that she owned a building in Arlington that might be just what he was looking for, and she would show it to him the next day. As promised, she showed him the ground floor of the building, and it was perfect. It had plenty of space, good security, and a nice office; furthermore, it was in an upscale shopping area with lots of good restaurants. Rod was elated; it was just the type of environment he had envisioned for them to set up their business in. However, his joy soured when he asked Miriam what the rent was. She said she had not worked out the details, but the rent would be around $100,000 per year. Rod was shocked, so Miriam said she would offer him an alternative: a storage fee of $10 per monitor for every monitor purchased and in stock the first month of operation, with an increase of $2 per month per unit for the remainder of the year. Miriam explained that based on what he told her about the business, they would not have any sales until the universities opened around the end of August or the first of September, and that their sales would fall off to nothing in May or June. She said her offer meant that she d share their success or failure. If they ended up with some university contracts, she would reap a reward along with them; if they did not sell many monitors, she would lose on the deal. But in the summer months after school ended, if they had no monitors in stock, they would pay her nothing. Rod mulled this over, and it sounded fair. He loved the building. Also, he liked the idea that they would not be indebted for a flat lease payment and that the rent was essentially on a per-unit basis. If they failed, at least they would not be stuck with a huge lease. So he agreed to Miriam's offer. When Jim returned from Taiwan, he was skeptical about Rod's lease arrangement with Miriam. He was chagrined that Rod hadn't performed a more thorough analysis of the costs, but Rod explained that it was pretty hard to do an analysis when he did not know their costs, potential sales, or selling price. Jim said he had a point, and his concern was somewhat offset by the fact that Rod had gotten contracts with five universities as an authorized 50f 19r for monitors at a selling price of $180 per unit. So the two sat down to begin planning their operation. ||| 9%
3:05 Sat, Jul 9OA
First, Jim said he had thought of a name for their enterprise, Hawk Systems, Inc., which he said stood
for Huang and Wheeler Computers. When Rod asked how Jim got a k out of computers, Jim cited
poetic license.
Jim said that he had figured that the total cost of the units for them-including the purchase of the
units, shipping, and their own material, labor, and administrative costs-would be $100 per unit
during the first 4 months but would then drop to $90 per month for the following 4 months and, finally,
to $85 per month for the remainder of the year. Jim said that the Taiwan firm was anticipating being
able to lower the purchase price because its production costs would go down as it gained experience.
Jim thought their own costs would go down, too. He also explained that they would not be able to
return any items, so it was important that they develop a good order plan that would minimize costs.
This was now much more important than Jim had originally thought because of their peculiar lease
arrangement based on their inventory level. Rod said that he had done some research on past
computer sales at the universities they had contracted with and had come up with the following sales
forecast for the next 9 months of the academic year (from September through May):
September
October
November
December
Oll 9%
January
February
March
April
May
340
650
420
200
660
550
390
580
120
Rod explained to Jim that computer equipment purchases at universities go up in the fall, then drop
until January, and then peak again in April, just before university budgets are exhausted at the end of
the academic year.
Jim then asked Rod what kind of monthly ordering schedule from Taiwan they should develop to meet
demand while minimizing their costs. Rod said that it was a difficult question, but he remembered that
when he was in college in a management science course, he had seen a production schedule
developed using a transportation model. Jim suggested he get out his old textbook and get busy, or
they would be turning over all their profits to Miriam.
However, before Rod was able to develop a schedule, Jim got a call from the Taiwan firm, saying that
it had gotten some more business later in the year and it could no longer supply up to 500 units per
month. Instead, it could supply 700 monitors for the first 4 months and 300 for the next 5. Jim and
Rod worried about what this would do to their inventory costs.
O
Required:
A. Formulate and solve a transportation model to determine an optimal monthly ordering and
distribution schedule for Hawk Systems that will minimize costs.
B. If Hawk Systems has to borrow approximately $200,000 to start up the business, will it end up
making anything the first year?
C. What will the change in the supply pattern from the Taiwan firm cost Hawk Systems?
D. How did Miriam fare with her alternative lease arrangement? Would she have been better off
with a flat $100,000 lease payment?
|||
Transcribed Image Text:3:05 Sat, Jul 9OA First, Jim said he had thought of a name for their enterprise, Hawk Systems, Inc., which he said stood for Huang and Wheeler Computers. When Rod asked how Jim got a k out of computers, Jim cited poetic license. Jim said that he had figured that the total cost of the units for them-including the purchase of the units, shipping, and their own material, labor, and administrative costs-would be $100 per unit during the first 4 months but would then drop to $90 per month for the following 4 months and, finally, to $85 per month for the remainder of the year. Jim said that the Taiwan firm was anticipating being able to lower the purchase price because its production costs would go down as it gained experience. Jim thought their own costs would go down, too. He also explained that they would not be able to return any items, so it was important that they develop a good order plan that would minimize costs. This was now much more important than Jim had originally thought because of their peculiar lease arrangement based on their inventory level. Rod said that he had done some research on past computer sales at the universities they had contracted with and had come up with the following sales forecast for the next 9 months of the academic year (from September through May): September October November December Oll 9% January February March April May 340 650 420 200 660 550 390 580 120 Rod explained to Jim that computer equipment purchases at universities go up in the fall, then drop until January, and then peak again in April, just before university budgets are exhausted at the end of the academic year. Jim then asked Rod what kind of monthly ordering schedule from Taiwan they should develop to meet demand while minimizing their costs. Rod said that it was a difficult question, but he remembered that when he was in college in a management science course, he had seen a production schedule developed using a transportation model. Jim suggested he get out his old textbook and get busy, or they would be turning over all their profits to Miriam. However, before Rod was able to develop a schedule, Jim got a call from the Taiwan firm, saying that it had gotten some more business later in the year and it could no longer supply up to 500 units per month. Instead, it could supply 700 monitors for the first 4 months and 300 for the next 5. Jim and Rod worried about what this would do to their inventory costs. O Required: A. Formulate and solve a transportation model to determine an optimal monthly ordering and distribution schedule for Hawk Systems that will minimize costs. B. If Hawk Systems has to borrow approximately $200,000 to start up the business, will it end up making anything the first year? C. What will the change in the supply pattern from the Taiwan firm cost Hawk Systems? D. How did Miriam fare with her alternative lease arrangement? Would she have been better off with a flat $100,000 lease payment? |||
Expert Solution
trending now

Trending now

This is a popular solution!

steps

Step by step

Solved in 2 steps with 5 images

Blurred answer
Similar questions
Recommended textbooks for you
Practical Management Science
Practical Management Science
Operations Management
ISBN:
9781337406659
Author:
WINSTON, Wayne L.
Publisher:
Cengage,
Operations Management
Operations Management
Operations Management
ISBN:
9781259667473
Author:
William J Stevenson
Publisher:
McGraw-Hill Education
Operations and Supply Chain Management (Mcgraw-hi…
Operations and Supply Chain Management (Mcgraw-hi…
Operations Management
ISBN:
9781259666100
Author:
F. Robert Jacobs, Richard B Chase
Publisher:
McGraw-Hill Education
Business in Action
Business in Action
Operations Management
ISBN:
9780135198100
Author:
BOVEE
Publisher:
PEARSON CO
Purchasing and Supply Chain Management
Purchasing and Supply Chain Management
Operations Management
ISBN:
9781285869681
Author:
Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher:
Cengage Learning
Production and Operations Analysis, Seventh Editi…
Production and Operations Analysis, Seventh Editi…
Operations Management
ISBN:
9781478623069
Author:
Steven Nahmias, Tava Lennon Olsen
Publisher:
Waveland Press, Inc.