Capstone_Excel_Problem_Set_Solution

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Unformatted text preview: Welcome! This message should disappear in a moment… If you continue to see this message, Excel macros have been disabled. Your workbook will not operate until macros are enabled. Please do the following: 1. Exit Excel. 2. Open this workbook again. Excel will display a warning message that says the workbook contains macros that are digitally signed by Management Simulations. 3. Click the Enable Macros button. Depending on your security settings, you may have to check a box that says, "Always trust macros from this source" before you can click the Enable button. Thank you, and good luck in the simulation! F oundation June 25, 8 to OldInvU n 178 20 0 97 48 000 OldInvV al 3376 292 0 2356 1053 0 0 0 OldPlant Val 39600 36400 16200 10800 10800 0 00 OldAccD epr -15840 14560 -6480 -4320 -4320 0 00 ARlag 30 APlag 30 LABOR IndAvg IndBest Contract Opening Ceiling OldTech Wage 21.00 22.05 22.05 21.00 23.10 NA OldBene fits 2500 2500 2500 2500 2750 OldProfit Shr 0.020 0.020 0.020 0.020 0.022 OldAnnu alRaise 0.050 0.050 0.050 0.050 0.055 OldContr actExpr 2017 2017 OldCom plement 701 640 61 OldNeed edCompl ement 701 OldNew Employe es 71 OldSepa ratedEm ployees 0 Overtime Comple mentPer cent 0.000 OldTurn overRat e 0.100 OldRecr uitingSp end 0 OldTraini ngHours 0 WorkFor ceCalibe rThisYr 1.000 TrainingI ndexThi sYr 1.000 Producti vityThisY r 1.000 MARKE TING_M ODULE OldPrim Seg 1 2 34500 0 OldPrint 200 180 160 140 140 0 0 0 OldDMai l 200 180 160 140 140 000 OldWeb 200 180 160 140 140 0 0 0 OldEmail 200 180 160 140 140 0 0 0 OldTrad e 200 180 160 140 140 000 OldSale sPrior 0.24 0.22 0.20 0.17 0.17 0.00 0.00 0.00 OldOutsi de 10.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 OldInsid e 27.00 6.00 6.00 5.00 5.00 5.00 0.00 0.00 OldDistr 13.00 2.00 2.00 3.00 3.00 3.00 0.00 0.00 OldRpt 0 00000 00 OldAwar e0 0.583 0.529 0.476 0.425 0.425 0.000 0.000 0.000 OldAwar e1 0.583 0.529 0.476 0.425 0.425 0.000 0.000 0.000 OldAwar e2 0.583 0.529 0.476 0.425 0.425 0.000 0.000 0.000 OldAwar e3 0.583 0.529 0.476 0.425 0.425 0.000 0.000 0.000 OldAwar e4 0.583 0.529 0.476 0.425 0.425 0.000 0.000 0.000 OldAwar e5 0.583 0.529 0.476 0.425 0.425 0.000 0.000 0.000 "LONG DEBT Series Face Yeild Close Interest" "" "11.0S2 010" 6950 0.1099 100.09 0.11000 "" "12.5S2 012" 13900 0.1203 103.92 0.12500 "" "14.0S2 014" 20850 0.1256 111.49 0.14000 "" 0 0 0 00 "" 0 0 0 00 "" 0 0 0 00 "" 0 0 0 00 "" 0 0 0 00 "" 0 0 0 00 "" 0 0 0 00 "" 0 0 0 00 "" 0 0 0 00 "" 0 0 0 00 ------------------------CAPST ONE_C OURIER "Dec. 31 2009" "For Industry: " "C27385 " "Cheap at any price" Andrews Baldwin Chester Digby Erie Ferris "C27385 a C27385 a"0""" """""" """""" """"" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" """""" FINSTA TS "" Andrews Baldwin Chester Digby Erie Ferris ROS 0.062 0.073 0.073 0.073 0.073 0.073 ATO 1.118 1.105 1.105 1.105 1.105 1.105 ROA 0.070 0.081 0.081 0.081 0.081 0.081 Lev 1.872 1.853 1.853 1.853 1.853 1.853 ROE 0.130 0.150 0.150 0.150 0.150 0.150 EmLoan 00000 0 Sales 1154005 40 1154005 40 1154005 40 1154005 40 1154005 40 1154005 40 EBIT 1668555 0 1868555 0 1868555 0 1868555 0 1868555 0 1868555 0 Profits 7175519 8449519 8449519 8449519 8449519 8449519 CumPr 1136402 6 1263802 6 1263802 6 1263802 6 1263802 6 1263802 6 SG&A %Sales 0.096 0.079 0.079 0.079 0.079 0.079 ContMar g 0.306 0.306 0.306 0.306 0.306 0.306 "" Andrews Baldwin Chester Digby Erie Ferris VarCost s 8004941 8.5 8004941 8.5 8004941 8.5 8004941 8.5 8004941 8.5 8004941 8.5 Depr 7586666 .7 7586666 .7 7586666 .7 7586666 .7 7586666 .7 7586666 .7 SGA 1107890 4 9078904 9078904 9078904 9078904 9078904 Other 1794600 0 1867200 0 1867200 0 1867200 0 1867200 0 1867200 0 Profit 7175519 8449519 8449519 8449519 8449519 8449519 "" Andrews Baldwin Chester Digby Erie Ferris Sales 1154005 40 1154005 40 1154005 40 1154005 40 1154005 40 1154005 40 STOCK_ MARKE T Compan y Close Change Shares MktCap Book EPS Dividend Yield P/ E "Andrew s" 44.51 10.26 2000000 89 27.56 3.59 0.00 0.000 12.40 "Baldwin " 47.06 12.80 2000000 94 28.20 4.22 0.00 0.000 11.14 "Chester " 47.06 12.80 2000000 94 28.20 4.22 0.00 0.000 11.14 "Digby" 47.06 12.80 2000000 94 28.20 4.22 0.00 0.000 11.14 "Erie" 47.06 12.80 2000000 94 28.20 4.22 0.00 0.000 11.14 "Ferris" 47.06 12.80 2000000 94 28.20 4.22 0.00 0.000 11.14 StockClo se Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 "Andrew s" 34.25 44.51 "" "" "" "" "" "" "" "Baldwin " 34.25 47.06 "" "" "" "" "" "" "" "Chester " 34.25 47.06 "" "" "" "" "" "" "" "Digby" 34.25 47.06 "" "" "" "" "" "" "" "Erie" 34.25 47.06 "" "" "" "" "" "" "" "Ferris" 34.25 47.06 "" "" "" "" "" "" "" BOND_ MARKE T Compan y Series# Face Yield Close S&P "Andrew s" 11.0S20 10 6950000 0.110 100.090 BB "" 12.5S20 12 1390000 0 0.120 103.917 BB "" 14.0S20 14 2085000 0 0.126 111.486 BB """""" """""" """""" "Baldwin " 11.0S20 10 6950000 0.110 100.181 BB "" 12.5S20 12 1390000 0 0.120 104.169 BB "" 14.0S20 14 2085000 0 0.125 111.887 BB """""" """""" """""" "Chester " 11.0S20 10 6950000 0.110 100.181 BB "" 12.5S20 12 1390000 0 0.120 104.169 BB "" 14.0S20 14 2085000 0 0.125 111.887 BB """""" """""" """""" "Digby" 11.0S20 10 6950000 0.110 100.181 BB "" 12.5S20 12 1390000 0 0.120 104.169 BB "" 14.0S20 14 2085000 0 0.125 111.887 BB """""" """""" """""" "Erie" 11.0S20 10 6950000 0.110 100.181 BB "" 12.5S20 12 1390000 0 0.120 104.169 BB "" 14.0S20 14 2085000 0 0.125 111.887 BB """""" """""" """""" "Ferris" 11.0S20 10 6950000 0.110 100.181 BB "" 12.5S20 12 1390000 0 0.120 104.169 BB "" 14.0S20 14 2085000 0 0.125 111.887 BB """""" """""" """""" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" FinAnal2 009 CFlowSu rv Andrews Baldwin Chester Digby Erie Ferris Ops NetInc " " 7176 8450 8450 8450 8450 8450 Adj "" Deprecia tion 7587 7587 7587 7587 7587 7587 "" Gain/los s0000 00 ChngCur r " " AP -200 -200 -200 -200 -200 -200 " " Inv 1540 1540 1540 1540 1540 1540 " " AR -1178 -1178 -1178 -1178 -1178 -1178 NetOps " " 14924 16198 16198 16198 16198 16198 CflowsIn v "" PlantImp 00000 0 CflowsFi n " " Divd 00000 0 "" SalesSto ck 0 0 0 000 "" PurchSt ock 0 0 0000 "" LongDe btIss 0 0 0 "0 0 0 " LongDe btRet 0 00000 "" CurrDebt 00000 0 NetFin " "0000 00 EarlyLT Retire " " 00000 0 NetChng "" 14924 16198 16198 16198 16198 16198 STRetire ""000 000 CashST Borrow " "0000 00 CashEL oan " " 0 00000 BalSurv "Andrew s" "Baldwin " "Chester " "Digby" "Erie" "Ferris" Cash " " 18358 19632 19632 19632 19632 19632 AR " " 9485 9485 9485 9485 9485 9485 Inv " " 7078 7078 7078 7078 7078 7078 TotCurrA ss " " 34920 36194 36194 36194 36194 36194 Plant " " 113800 113800 113800 113800 113800 113800 AccDepr "" -45520 45520 -45520 45520 -45520 45520 TotalFix Ass " " 68280 68280 68280 68280 68280 68280 TotAss " " 103200 104474 104474 104474 104474 104474 AP " " 6383 6383 6383 6383 6383 6383 CurrDebt ""000 000 LongDe bt " " 41700 41700 41700 41700 41700 41700 TotLiab " " 48083 48083 48083 48083 48083 48083 Stock " " 18360 18360 18360 18360 18360 18360 R.Earn " " 36758 38032 38032 38032 38032 38032 TotEqu " " 55117 56391 56391 56391 56391 56391 TotLOE "" 103200 104474 104474 104474 104474 104474 IncSurv "Andrew s" "Baldwin " "Chester " "Digby" "Erie" "Ferris" Sales " " 115401 115401 115401 115401 115401 115401 VarCost "" 80049 80049 80049 80049 80049 80049 Depr " " 7587 7587 7587 7587 7587 7587 SGA " " 11079 9079 9079 9079 9079 9079 Fees/Ot her " " 0 00000 EBIT " " 16686 18686 18686 18686 18686 18686 Interest " " 5421 5421 5421 5421 5421 5421 Taxes " " 3943 4643 4643 4643 4643 4643 PrShr " " 146 172 172 172 172 172 NetProfit " " 7176 8450 8450 8450 8450 8450 ProdAna l 2009 "" Capac Prod "Andrew s" 5300 4208 "Baldwin " 5300 4208 "Chester " 5300 4208 "Digby" 5300 4208 "Erie" 5300 4208 "Ferris" 5300 4208 "ProdInf o" Name PrimSeg USold UInv RevDate AgeDec. 31 MTBF Pfmn Size Price MCost LCost ConMar g OverT AutoNex t CapacN ext PlantUtil "Able" "Trad" 1199 178 2011.36 89 4.1 17500 5.5 14.5 28.00 10.65 7.85 0.312 0.0000 4.0 1800 0.6601 "Acre" "Low" 1821 20 2011.61 41 5.6 14000 3.0 17.0 21.00 7.05 7.46 0.294 0.3000 5.0 1400 1.2872 "Adam" "High" 446 0 2007.30 00 2.7 23000 8.0 12.0 38.00 14.84 8.97 0.361 0.0000 3.0 900 0.4511 "Aft" "Pfmn" 416 97 2006.50 00 3.5 25000 9.4 15.5 33.00 14.81 8.97 0.244 0.0000 3.0 600 0.7261 "Agape" "Size" 391 48 2006.40 00 3.6 19000 4.0 11.0 33.00 12.60 8.97 0.323 0.0000 3.0 600 0.6271 """""" """""" """""" """""" """""" "" "Baker" "Trad" 1199 178 2005.90 00 4.1 17500 5.5 14.5 28.00 10.65 7.85 0.312 0.0000 4.0 1800 0.6601 "Bead" "Low" 1821 20 2004.40 00 5.6 14000 3.0 17.0 21.00 7.05 7.46 0.294 0.3000 5.0 1400 1.2872 "Bid" "High" 446 0 2007.30 00 2.7 23000 8.0 12.0 38.00 14.84 8.97 0.361 0.0000 3.0 900 0.4511 "Bold" "Pfmn" 416 97 2006.50 00 3.5 25000 9.4 15.5 33.00 14.81 8.97 0.244 0.0000 3.0 600 0.7261 "Buddy" "Size" 391 48 2006.40 00 3.6 19000 4.0 11.0 33.00 12.60 8.97 0.323 0.0000 3.0 600 0.6271 """""" """""" """""" """""" """""" "" "Cake" "Trad" 1199 178 2005.90 00 4.1 17500 5.5 14.5 28.00 10.65 7.85 0.312 0.0000 4.0 1800 0.6601 "Cedar" "Low" 1821 20 2004.40 00 5.6 14000 3.0 17.0 21.00 7.05 7.46 0.294 0.3000 5.0 1400 1.2872 "Cid" "High" 446 0 2007.30 00 2.7 23000 8.0 12.0 38.00 14.84 8.97 0.361 0.0000 3.0 900 0.4511 "Coat" "Pfmn" 416 97 2006.50 00 3.5 25000 9.4 15.5 33.00 14.81 8.97 0.244 0.0000 3.0 600 0.7261 "Cure" "Size" 391 48 2006.40 00 3.6 19000 4.0 11.0 33.00 12.60 8.97 0.323 0.0000 3.0 600 0.6271 """""" """""" """""" """""" """""" "" "Daze" "Trad" 1199 178 2005.90 00 4.1 17500 5.5 14.5 28.00 10.65 7.85 0.312 0.0000 4.0 1800 0.6601 "Dell" "Low" 1821 20 2004.40 00 5.6 14000 3.0 17.0 21.00 7.05 7.46 0.294 0.3000 5.0 1400 1.2872 "Dixie" "High" 446 0 2007.30 00 2.7 23000 8.0 12.0 38.00 14.84 8.97 0.361 0.0000 3.0 900 0.4511 "Dot" "Pfmn" 416 97 2006.50 00 3.5 25000 9.4 15.5 33.00 14.81 8.97 0.244 0.0000 3.0 600 0.7261 "Dune" "Size" 391 48 2006.40 00 3.6 19000 4.0 11.0 33.00 12.60 8.97 0.323 0.0000 3.0 600 0.6271 """""" """""" """""" """""" """""" "" "Eat" "Trad" 1199 178 2005.90 00 4.1 17500 5.5 14.5 28.00 10.65 7.85 0.312 0.0000 4.0 1800 0.6601 "Ebb" "Low" 1821 20 2004.40 00 5.6 14000 3.0 17.0 21.00 7.05 7.46 0.294 0.3000 5.0 1400 1.2872 "Echo" "High" 446 0 2007.30 00 2.7 23000 8.0 12.0 38.00 14.84 8.97 0.361 0.0000 3.0 900 0.4511 "Edge" "Pfmn" 416 97 2006.50 00 3.5 25000 9.4 15.5 33.00 14.81 8.97 0.244 0.0000 3.0 600 0.7261 "Egg" "Size" 391 48 2006.40 00 3.6 19000 4.0 11.0 33.00 12.60 8.97 0.323 0.0000 3.0 600 0.6271 """""" """""" """""" """""" """""" "" "Fast" "Trad" 1199 178 2005.90 00 4.1 17500 5.5 14.5 28.00 10.65 7.85 0.312 0.0000 4.0 1800 0.6601 "Feat" "Low" 1821 20 2004.40 00 5.6 14000 3.0 17.0 21.00 7.05 7.46 0.294 0.3000 5.0 1400 1.2872 "Fist" "High" 446 0 2007.30 00 2.7 23000 8.0 12.0 38.00 14.84 8.97 0.361 0.0000 3.0 900 0.4511 "Foam" "Pfmn" 416 97 2006.50 00 3.5 25000 9.4 15.5 33.00 14.81 8.97 0.244 0.0000 3.0 600 0.7261 "Fume" "Size" 391 48 2006.40 00 3.6 19000 4.0 11.0 33.00 12.60 8.97 0.323 0.0000 3.0 600 0.6271 """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" """""" """""" """""" """""" """""" "" MktAnal 2009 "Traditio nal" TotAvail UnSales 8067 ActIndU nSales 8067 SegTotI nd 0.3141 GrRate 0.0920 " " Acc "Andrew s" 0.5022 "Baldwin " 0.5022 "Chester " 0.5022 "Digby" 0.5022 "Erie" 0.5022 "Ferris" 0.5022 "1. Age" "Ideal Age = 2.0" 0.4700 "2. Price" "$19.50 29.50" 0.2300 "3. Ideal Position" "Pfmn 5.7 Size14.3 " 0.2100 "4. Reliabilit y" "MTBF 1400019000" 0.0900 PMapTa ble PfmnCtr 5.7 SizeCtr 14.3 "Able" 5.5 14.5 "Baker" 5.5 14.5 "Cake" 5.5 14.5 "Daze" 5.5 14.5 "Eat" 5.5 14.5 "Fast" 5.5 14.5 "Acre" 3.0 17.0 "Bead" 3.0 17.0 "Cedar" 3.0 17.0 "Dell" 3.0 17.0 "Ebb" 3.0 17.0 "Feat" 3.0 17.0 "" Potential Actual "Andrew s" 0.1667 0.1667 "Baldwin " 0.1667 0.1667 "Chester " 0.1667 0.1667 "Digby" 0.1667 0.1667 "Erie" 0.1667 0.1667 "Ferris" 0.1667 0.1667 Name MShr UnSoldt oSeg RvDate StockOu t Pfmn Size Price MTBF AgeDec. 31 Promo Sales Aware DecSurv "Able" 0.1435 1157 2011.36 89 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 9.3 "Baker" 0.1435 1157 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 9.3 "Cake" 0.1435 1157 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 9.3 "Daze" 0.1435 1157 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 9.3 "Eat" 0.1435 1157 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 9.3 "Fast" 0.1435 1157 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 9.3 "Acre" 0.0211 170 2011.61 41 " " 3.0 17.0 21.00 14000 5.60 900 900 0.5292 0.5 "Bead" 0.0211 170 2004.40 00 " " 3.0 17.0 21.00 14000 5.60 900 900 0.5292 0.5 "Cedar" 0.0211 170 2004.40 00 " " 3.0 17.0 21.00 14000 5.60 900 900 0.5292 0.5 "Dell" 0.0211 170 2004.40 00 " " 3.0 17.0 21.00 14000 5.60 900 900 0.5292 0.5 "Ebb" 0.0211 170 2004.40 00 " " 3.0 17.0 21.00 14000 5.60 900 900 0.5292 0.5 "Feat" 0.0211 170 2004.40 00 " " 3.0 17.0 21.00 14000 5.60 900 900 0.5292 0.5 MktAnal 2009 "Low End" TotAvail UnSales 10009 ActIndU nSales 10009 SegTotI nd 0.3897 GrRate 0.1170 " " Acc "Andrew s" 0.3340 "Baldwin " 0.3340 "Chester " 0.3340 "Digby" 0.3340 "Erie" 0.3340 "Ferris" 0.3340 "1. Price" "$14.50 24.50" 0.5300 "2. Age" "Ideal Age = 7.0" 0.2400 "3. Ideal Position" "Pfmn 2.2 Size17.8 " 0.1600 "4. Reliabilit y" "MTBF 1200017000" 0.0700 PMapTa ble PfmnCtr 3.0 SizeCtr 17.0 "Acre" 3.0 17.0 "Bead" 3.0 17.0 "Cedar" 3.0 17.0 "Dell" 3.0 17.0 "Ebb" 3.0 17.0 "Feat" 3.0 17.0 "Able" 5.5 14.5 "Baker" 5.5 14.5 "Cake" 5.5 14.5 "Daze" 5.5 14.5 "Eat" 5.5 14.5 "Fast" 5.5 14.5 "" Potential Actual "Andrew s" 0.1667 0.1667 "Baldwin " 0.1667 0.1667 "Chester " 0.1667 0.1667 "Digby" 0.1667 0.1667 "Erie" 0.1667 0.1667 "Ferris" 0.1667 0.1667 Name MShr UnSoldt oSeg RvDate StockOu t Pfmn Size Price MTBF AgeDec. 31 Promo Sales Aware DecSurv "Acre" 0.1650 1651 2011.61 41 " " 3.0 17.0 21.00 14000 5.60 900 900 0.5292 15.2 "Bead" 0.1650 1651 2004.40 00 " " 3.0 17.0 21.00 14000 5.60 900 900 0.5292 15.2 "Cedar" 0.1650 1651 2004.40 00 " " 3.0 17.0 21.00 14000 5.60 900 900 0.5292 15.2 "Dell" 0.1650 1651 2004.40 00 " " 3.0 17.0 21.00 14000 5.60 900 900 0.5292 15.2 "Ebb" 0.1650 1651 2004.40 00 " " 3.0 17.0 21.00 14000 5.60 900 900 0.5292 15.2 "Feat" 0.1650 1651 2004.40 00 " " 3.0 17.0 21.00 14000 5.60 900 900 0.5292 15.2 "Able" 0.0017 17 2011.36 89 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.4 "Baker" 0.0017 17 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.4 "Cake" 0.0017 17 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.4 "Daze" 0.0017 17 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.4 "Eat" 0.0017 17 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.4 "Fast" 0.0017 17 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.4 MktAnal 2009 "High End" TotAvail UnSales 2967 ActIndU nSales 2923 SegTotI nd 0.1155 GrRate 0.1620 " " Acc "Andrew s" 0.4074 "Baldwin " 0.4074 "Chester " 0.4074 "Digby" 0.4074 "Erie" 0.4074 "Ferris" 0.4074 "1. Ideal Position" "Pfmn 9.8 Size10.2 " 0.4300 "2. Age" "Ideal Age = 0.0" 0.2900 "3. Reliabilit y" "MTBF 2000025000" 0.1900 "4. Price" "$29.50 39.50" 0.0900 PMapTa ble PfmnCtr 8.4 SizeCtr 11.6 "Adam" 8.0 12.0 "Bid" 8.0 12.0 "Cid" 8.0 12.0 "Dixie" 8.0 12.0 "Echo" 8.0 12.0 "Fist" 8.0 12.0 "Aft" 9.4 15.5 "Bold" 9.4 15.5 "Coat" 9.4 15.5 "Dot" 9.4 15.5 "Edge" 9.4 15.5 "Foam" 9.4 15.5 "" Potential Actual "Andrew s" 0.1667 0.1667 "Baldwin " 0.1667 0.1667 "Chester " 0.1667 0.1667 "Digby" 0.1667 0.1667 "Erie" 0.1667 0.1667 "Ferris" 0.1667 0.1667 Name MShr UnSoldt oSeg RvDate StockOu t Pfmn Size Price MTBF AgeDec. 31 Promo Sales Aware DecSurv "Adam" 0.1527 446 2007.30 00 "YES" 8.0 12.0 38.00 23000 2.70 800 800 0.4761 6.9 "Bid" 0.1527 446 2007.30 00 "YES" 8.0 12.0 38.00 23000 2.70 800 800 0.4761 6.9 "Cid" 0.1527 446 2007.30 00 "YES" 8.0 12.0 38.00 23000 2.70 800 800 0.4761 6.9 "Dixie" 0.1527 446 2007.30 00 "YES" 8.0 12.0 38.00 23000 2.70 800 800 0.4761 6.9 "Echo" 0.1527 446 2007.30 00 "YES" 8.0 12.0 38.00 23000 2.70 800 800 0.4761 6.9 "Fist" 0.1527 446 2007.30 00 "YES" 8.0 12.0 38.00 23000 2.70 800 800 0.4761 6.9 "Aft" 0.0112 33 2006.50 00 " " 9.4 15.5 33.00 25000 3.50 700 700 0.4248 0.0 "Bold" 0.0112 33 2006.50 00 " " 9.4 15.5 33.00 25000 3.50 700 700 0.4248 0.0 "Coat" 0.0112 33 2006.50 00 " " 9.4 15.5 33.00 25000 3.50 700 700 0.4248 0.0 "Dot" 0.0112 33 2006.50 00 " " 9.4 15.5 33.00 25000 3.50 700 700 0.4248 0.0 "Edge" 0.0112 33 2006.50 00 " " 9.4 15.5 33.00 25000 3.50 700 700 0.4248 0.0 "Foam" 0.0112 33 2006.50 00 " " 9.4 15.5 33.00 25000 3.50 700 700 0.4248 0.0 MktAnal 2009 "Perform ance" TotAvail UnSales 2294 ActIndU nSales 2294 SegTotI nd 0.0893 GrRate 0.1980 " " Acc "Andrew s" 0.2912 "Baldwin " 0.2912 "Chester " 0.2912 "Digby" 0.2912 "Erie" 0.2912 "Ferris" 0.2912 "1. Reliabilit y" "MTBF 2200027000" 0.4300 "2. Ideal Position" "Pfmn10 .4 Size15.3 " 0.2900 "3. Price" "$24.50 34.50" 0.1900 "4. Age" "Ideal Age = 1.0" 0.0900 PMapTa ble PfmnCtr 9.0 SizeCtr 16.3 "Aft" 9.4 15.5 "Bold" 9.4 15.5 "Coat" 9.4 15.5 "Dot" 9.4 15.5 "Edge" 9.4 15.5 "Foam" 9.4 15.5 "Able" 5.5 14.5 "Baker" 5.5 14.5 "Cake" 5.5 14.5 "Daze" 5.5 14.5 "Eat" 5.5 14.5 "Fast" 5.5 14.5 "" Potential Actual "Andrew s" 0.1667 0.1667 "Baldwin " 0.1667 0.1667 "Chester " 0.1667 0.1667 "Digby" 0.1667 0.1667 "Erie" 0.1667 0.1667 "Ferris" 0.1667 0.1667 Name MShr UnSoldt oSeg RvDate StockOu t Pfmn Size Price MTBF AgeDec. 31 Promo Sales Aware DecSurv "Aft" 0.1662 381 2006.50 00 " " 9.4 15.5 33.00 25000 3.50 700 700 0.4248 15.0 "Bold" 0.1662 381 2006.50 00 " " 9.4 15.5 33.00 25000 3.50 700 700 0.4248 15.0 "Coat" 0.1662 381 2006.50 00 " " 9.4 15.5 33.00 25000 3.50 700 700 0.4248 15.0 "Dot" 0.1662 381 2006.50 00 " " 9.4 15.5 33.00 25000 3.50 700 700 0.4248 15.0 "Edge" 0.1662 381 2006.50 00 " " 9.4 15.5 33.00 25000 3.50 700 700 0.4248 15.0 "Foam" 0.1662 381 2006.50 00 " " 9.4 15.5 33.00 25000 3.50 700 700 0.4248 15.0 "Able" 0.0005 1 2011.36 89 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.0 "Baker" 0.0005 1 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.0 "Cake" 0.0005 1 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.0 "Daze" 0.0005 1 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.0 "Eat" 0.0005 1 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.0 "Fast" 0.0005 1 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.0 MktAnal 2009 "Size" TotAvail UnSales 2347 ActIndU nSales 2347 SegTotI nd 0.0914 GrRate 0.1830 " " Acc "Andrew s" 0.3450 "Baldwin " 0.3450 "Chester " 0.3450 "Digby" 0.3450 "Erie" 0.3450 "Ferris" 0.3450 "1. Ideal Position" "Pfmn 4.7 Size 9.6" 0.4300 "2. Age" "Ideal Age = 1.5" 0.2900 "3. Reliabilit y" "MTBF 1600021000" 0.1900 "4. Price" "$24.50 34.50" 0.0900 PMapTa ble PfmnCtr 3.7 SizeCtr 11.0 "Agape" 4.0 11.0 "Buddy" 4.0 11.0 "Cure" 4.0 11.0 "Dune" 4.0 11.0 "Egg" 4.0 11.0 "Fume" 4.0 11.0 "Able" 5.5 14.5 "Baker" 5.5 14.5 "Cake" 5.5 14.5 "Daze" 5.5 14.5 "Eat" 5.5 14.5 "Fast" 5.5 14.5 "" Potential Actual "Andrew s" 0.1667 0.1667 "Baldwin " 0.1667 0.1667 "Chester " 0.1667 0.1667 "Digby" 0.1667 0.1667 "Erie" 0.1667 0.1667 "Ferris" 0.1667 0.1667 Name MShr UnSoldt oSeg RvDate StockOu t Pfmn Size Price MTBF AgeDec. 31 Promo Sales Aware DecSurv "Agape" 0.1599 375 2006.40 00 " " 4.0 11.0 33.00 19000 3.60 700 700 0.4248 6.3 "Buddy" 0.1599 375 2006.40 00 " " 4.0 11.0 33.00 19000 3.60 700 700 0.4248 6.3 "Cure" 0.1599 375 2006.40 00 " " 4.0 11.0 33.00 19000 3.60 700 700 0.4248 6.3 "Dune" 0.1599 375 2006.40 00 " " 4.0 11.0 33.00 19000 3.60 700 700 0.4248 6.3 "Egg" 0.1599 375 2006.40 00 " " 4.0 11.0 33.00 19000 3.60 700 700 0.4248 6.3 "Fume" 0.1599 375 2006.40 00 " " 4.0 11.0 33.00 19000 3.60 700 700 0.4248 6.3 "Able" 0.0067 16 2011.36 89 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.1 "Baker" 0.0067 16 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.1 "Cake" 0.0067 16 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.1 "Daze" 0.0067 16 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.1 "Eat" 0.0067 16 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.1 "Fast" 0.0067 16 2005.90 00 " " 5.5 14.5 28.00 17500 4.10 1000 1000 0.5829 0.1 TotUnDe mndVsIn dSales "" TotUnDe mand IndUnSa les "Trad " 8067 8067 "Low " 10009 10009 "High " 2967 2923 "Pfmn " 2294 2294 "Size " 2347 2347 MktShrB yComp "" "Andrew s" "Baldwin " "Chester " "Digby " "Erie " "Ferris " "Trad " 0.167 0.167 0.167 0.167 0.167 0.167 "Low " 0.167 0.167 0.167 0.167 0.167 0.167 "High " 0.167 0.167 0.167 0.167 0.167 0.167 "Pfmn " 0.167 0.167 0.167 0.167 0.167 0.167 "Size " 0.167 0.167 0.167 0.167 0.167 0.167 SegShr Un " " "Trad" "Low" "High" "Pfmn" "Size" "Total" "Industry Unit Sales" 8067 10009 2923 2294 2347 25640 "% of Market" 0.3146 0.3904 0.1140 0.0895 0.0915 1.0000 """""" """""" "" "Able" 0.1435 0.0017 0.0026 0.0005 0.0067 0.0468 "Acre" 0.0211 0.1650 0.0000 0.0000 0.0000 0.0710 "Adam" 0.0000 0.0000 0.1527 0.0000 0.0000 0.0174 "Aft" 0.0003 0.0000 0.0112 0.1662 0.0000 0.0162 "Agape" 0.0019 0.0000 0.0002 0.0000 0.1599 0.0152 "Total" 0.1667 0.1667 0.1667 0.1667 0.1667 0.1667 """""" """""" """" "Baker" 0.1435 0.0017 0.0026 0.0005 0.0067 0.0468 "Bead" 0.0211 0.1650 0.0000 0.0000 0.0000 0.0710 "Bid" 0.0000 0.0000 0.1527 0.0000 0.0000 0.0174 "Bold" 0.0003 0.0000 0.0112 0.1662 0.0000 0.0162 "Buddy" 0.0019 0.0000 0.0002 0.0000 0.1599 0.0152 "Total" 0.1667 0.1667 0.1667 0.1667 0.1667 0.1667 """""" """""" """" "Cake" 0.1435 0.0017 0.0026 0.0005 0.0067 0.0468 "Cedar" 0.0211 0.1650 0.0000 0.0000 0.0000 0.0710 "Cid" 0.0000 0.0000 0.1527 0.0000 0.0000 0.0174 "Coat" 0.0003 0.0000 0.0112 0.1662 0.0000 0.0162 "Cure" 0.0019 0.0000 0.0002 0.0000 0.1599 0.0152 "Total" 0.1667 0.1667 0.1667 0.1667 0.1667 0.1667 """""" """""" """" "Daze" 0.1435 0.0017 0.0026 0.0005 0.0067 0.0468 "Dell" 0.0211 0.1650 0.0000 0.0000 0.0000 0.0710 "Dixie" 0.0000 0.0000 0.1527 0.0000 0.0000 0.0174 "Dot" 0.0003 0.0000 0.0112 0.1662 0.0000 0.0162 "Dune" 0.0019 0.0000 0.0002 0.0000 0.1599 0.0152 "Total" 0.1667 0.1667 0.1667 0.1667 0.1667 0.1667 """""" """""" """" "Eat" 0.1435 0.0017 0.0026 0.0005 0.0067 0.0468 "Ebb" 0.0211 0.1650 0.0000 0.0000 0.0000 0.0710 "Echo" 0.0000 0.0000 0.1527 0.0000 0.0000 0.0174 "Edge" 0.0003 0.0000 0.0112 0.1662 0.0000 0.0162 "Egg" 0.0019 0.0000 0.0002 0.0000 0.1599 0.0152 "Total" 0.1667 0.1667 0.1667 0.1667 0.1667 0.1667 """""" """""" """" "Fast" 0.1435 0.0017 0.0026 0.0005 0.0067 0.0468 "Feat" 0.0211 0.1650 0.0000 0.0000 0.0000 0.0710 "Fist" 0.0000 0.0000 0.1527 0.0000 0.0000 0.0174 "Foam" 0.0003 0.0000 0.0112 0.1662 0.0000 0.0162 "Fume" 0.0019 0.0000 0.0002 0.0000 0.1599 0.0152 "Total" 0.1667 0.1667 0.1667 0.1667 0.1667 0.1667 """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" SegShrP ot " " "Trad " "Low " "High " "Pfmn " "Size " "Total" "Units Demand ed" 8067 10009 2967 2294 2347 25684 "% of Market" 0.3141 0.3897 0.1155 0.0893 0.0914 1.0000 "" "Able" 0.143 0.001 0.003 0.000 0.007 0.047 "Acre" 0.021 0.165 0.000 0.000 0.000 0.071 "Adam" 0.000 0.000 0.154 0.000 0.000 0.018 "Aft" 0.000 0.000 0.010 0.166 0.000 0.016 "Agape" 0.002 0.000 0.000 0.000 0.160 0.015 "Total" 0.1667 0.1667 0.1667 0.1667 0.1667 0.1667 """""" """""" """" "Baker" 0.143 0.001 0.003 0.000 0.007 0.047 "Bead" 0.021 0.165 0.000 0.000 0.000 0.071 "Bid" 0.000 0.000 0.154 0.000 0.000 0.018 "Bold" 0.000 0.000 0.010 0.166 0.000 0.016 "Buddy" 0.002 0.000 0.000 0.000 0.160 0.015 "Total" 0.1667 0.1667 0.1667 0.1667 0.1667 0.1667 """""" """""" """" "Cake" 0.143 0.001 0.003 0.000 0.007 0.047 "Cedar" 0.021 0.165 0.000 0.000 0.000 0.071 "Cid" 0.000 0.000 0.154 0.000 0.000 0.018 "Coat" 0.000 0.000 0.010 0.166 0.000 0.016 "Cure" 0.002 0.000 0.000 0.000 0.160 0.015 "Total" 0.1667 0.1667 0.1667 0.1667 0.1667 0.1667 """""" """""" """" "Daze" 0.143 0.001 0.003 0.000 0.007 0.047 "Dell" 0.021 0.165 0.000 0.000 0.000 0.071 "Dixie" 0.000 0.000 0.154 0.000 0.000 0.018 "Dot" 0.000 0.000 0.010 0.166 0.000 0.016 "Dune" 0.002 0.000 0.000 0.000 0.160 0.015 "Total" 0.1667 0.1667 0.1667 0.1667 0.1667 0.1667 """""" """""" """" "Eat" 0.143 0.001 0.003 0.000 0.007 0.047 "Ebb" 0.021 0.165 0.000 0.000 0.000 0.071 "Echo" 0.000 0.000 0.154 0.000 0.000 0.018 "Edge" 0.000 0.000 0.010 0.166 0.000 0.016 "Egg" 0.002 0.000 0.000 0.000 0.160 0.015 "Total" 0.1667 0.1667 0.1667 0.1667 0.1667 0.1667 """""" """""" """" "Fast" 0.143 0.001 0.003 0.000 0.007 0.047 "Feat" 0.021 0.165 0.000 0.000 0.000 0.071 "Fist" 0.000 0.000 0.154 0.000 0.000 0.018 "Foam" 0.000 0.000 0.010 0.166 0.000 0.016 "Fume" 0.002 0.000 0.000 0.000 0.160 0.015 "Total" 0.1667 0.1667 0.1667 0.1667 0.1667 0.1667 """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" """""" """""" """" "Andrew s" "Baldwin " "Chester " "Digby" "Erie" "Ferris" "Name" "Pfmn" "Size" "Revisio nDate" "SegCirc lePfmn" 5.7 3.0 8.4 9.0 3.7 "SegCirc leSize" 14.3 17.0 11.6 16.3 11.0 "Able" 5.5 14.5 2011.36 89 "Acre" 3.0 17.0 2011.61 41 "Adam" 8.0 12.0 2007.30 00 "Aft" 9.4 15.5 2006.50 00 "Agape" 4.0 11.0 2006.40 00 """""" """""" """""" "Baker" 5.5 14.5 2005.90 00 "Bead" 3.0 17.0 2004.40 00 "Bid" 8.0 12.0 2007.30 00 "Bold" 9.4 15.5 2006.50 00 "Buddy" 4.0 11.0 2006.40 00 """""" """""" """""" "Cake" 5.5 14.5 2005.90 00 "Cedar" 3.0 17.0 2004.40 00 "Cid" 8.0 12.0 2007.30 00 "Coat" 9.4 15.5 2006.50 00 "Cure" 4.0 11.0 2006.40 00 """""" """""" """""" "Daze" 5.5 14.5 2005.90 00 "Dell" 3.0 17.0 2004.40 00 "Dixie" 8.0 12.0 2007.30 00 "Dot" 9.4 15.5 2006.50 00 "Dune" 4.0 11.0 2006.40 00 """""" """""" """""" "Eat" 5.5 14.5 2005.90 00 "Ebb" 3.0 17.0 2004.40 00 "Echo" 8.0 12.0 2007.30 00 "Edge" 9.4 15.5 2006.50 00 "Egg" 4.0 11.0 2006.40 00 """""" """""" """""" "Fast" 5.5 14.5 2005.90 00 "Feat" 3.0 17.0 2004.40 00 "Fist" 8.0 12.0 2007.30 00 "Foam" 9.4 15.5 2006.50 00 "Fume" 4.0 11.0 2006.40 00 """""" """""" """""" ANNRP T Andrews "Dec. 31 2009" "Industry :" "C27385 " 2009 Cash 18358 3434 AR 9485 8307 Inventor y 7078 8617 Plant 113800 113800 AccDepr -45520 37933 TotAsset s 103200 96225 AP 6383 6583 CurrDebt 00 LongDe bt 41700 41700 Stock 18360 18360 R.Earn 36758 29582 TotLOE 103200 96225 NetInc 7176 4189 Depr 7587 7587 Gain/Los s00 AP -200 3583 Inv 1540 -8617 AR -1178 -307 CashOp s 14924 6434 PlantImp 00 Divd 0 -4000 StockSol d00 StockPu rch 0 0 LDebtIss ue 0 0 LDebtRe tire 0 0 ChngCur rDebt 0 0 Fin 0 -4000 ChngCa sh 14924 2434 CloseCa sh 18358 3434 CashSu mmary Ops 14924 Invest 0 Fin 0 Chng 14924 IncStt ProdNa me Able Acre Adam Aft Agape Na Na Na Total Sales 33564 38246 16959 13732 12899 0 00 115401 VarCost s DLabor 9350 13576 3987 3707 3484 0 0 0 34103 DMat 13335 13408 6846 6385 5124 0 0 0 45097 InvCarry 405 35 0 283 126 000 849 TotVar 23090 27018 10833 10374 8734 0 0 0 80049 ContrMa rg 10474 11228 6126 3357 4165 0 0 0 35351 Period Depr 2640 2427 1080 720 720 000 7587 RDCosts 1000 1000 0 0 0000 2000 Promo 1000 900 800 700 700 000 4100 Sales 1000 900 800 700 700 000 4100 Admin 256 291 129 105 98 0 0 0 879 TotPerio d 5896 5518 2809 2225 2218 0 0 0 18666 NetMarg 4578 5710 3317 1133 1947 0 0 0 16686 Fees 0 EBIT 16686 ShortInt 0 LongInt 5421 Taxes 3943 PrShr 146 Profit 7176 LastYrIn cStt Sales 101073 DLab 28932 DMatl 42546 InvCarry 1034 TotVarC osts 72513 Depr 7587 RD 0 Promo 4100 Sales 4100 Admin 778 TotPerC osts 16564 NetMarg 11996 FeesWrit eoffs 0 Bonus 0 EBIT 11996 ShortInt 0 LongInt 5421 Taxes 2301 ProfitShr 85 NetProfit 4189 Variable Margins Able 0.312 Acre 0.294 Adam 0.361 Aft 0.244 Agape 0.323 """" """" """" NetProfit 2008 4189 2009 7176 2010 0 2011 0 2012 0 2013 0 2014 0 2015 0 2016 0 MkShare $ 2008 0.167 2009 0.167 2010 0.000 2011 0.000 2012 0.000 2013 0.000 2014 0.000 2015 0.000 2016 0.000 ROA 2008 0.044 2009 0.070 2010 0.000 2011 0.000 2012 0.000 2013 0.000 2014 0.000 2015 0.000 2016 0.000 ROE 2008 0.087 2009 0.130 2010 0.000 2011 0.000 2012 0.000 2013 0.000 2014 0.000 2015 0.000 2016 0.000 ROS 2008 0.041 2009 0.062 2010 0.000 2011 0.000 2012 0.000 2013 0.000 2014 0.000 2015 0.000 2016 0.000 ATO 2008 1.050 2009 1.118 2010 0.000 2011 0.000 2012 0.000 2013 0.000 2014 0.000 2015 0.000 2016 0.000 EBIT/Sal es 2008 0.119 2009 0.145 2010 0.000 2011 0.000 2012 0.000 2013 0.000 2014 0.000 2015 0.000 2016 0.000 EBIT/As sets 2008 0.125 2009 0.162 2010 0.000 2011 0.000 2012 0.000 2013 0.000 2014 0.000 2015 0.000 2016 0.000 EBIT/Eq uity 2008 0.250 2009 0.303 2010 0.000 2011 0.000 2012 0.000 2013 0.000 2014 0.000 2015 0.000 2016 0.000 IndUnD mdVsUn Sales "Trad " 8067 8067 "Low " 10009 10009 "High " 2967 2923 "Pfmn " 2294 2294 "Size " 2347 2347 OurDmd VsActUn Sales "Trad " 1344 1344 "Low " 1668 1668 "High " 495 487 "Pfmn " 382 382 "Size " 391 391 " " "Trad " "Low " "High " "Pfmn " "Size " "Able" 0.1435 0.0017 0.0026 0.0005 0.0067 0.0468 "Acre" 0.0211 0.1650 0.0000 0.0000 0.0000 0.0710 "Adam" 0.0000 0.0000 0.1527 0.0000 0.0000 0.0174 "Aft" 0.0003 0.0000 0.0112 0.1662 0.0000 0.0162 "Agape" 0.0019 0.0000 0.0002 0.0000 0.1599 0.0152 "Na" 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 "Na" 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 "Na" 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 "Total" 0.1667 0.1667 0.1667 0.1667 0.1667 0.1667 " " "Trad " "Low " "High " "Pfmn " "Size " "Able" 0.1478 0.0023 0.0019 0.0004 0.0057 0.0485 "Acre" 0.0163 0.1644 0.0000 0.0000 0.0000 0.0552 "Adam" 0.0000 0.0000 0.1547 0.0000 0.0000 0.0245 "Aft" 0.0003 0.0000 0.0098 0.1663 0.0000 0.0198 "Agape" 0.0022 0.0000 0.0002 0.0000 0.1609 0.0186 "Na" 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 "Na" 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 "Na" 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 "Total" 0.1667 0.1667 0.1667 0.1667 0.1667 0.1667 " " "Trad " "Low " "High " "Pfmn " "Size " "Able" 0.1434 0.0014 0.0025 0.0005 0.0067 0.0466 "Acre" 0.0211 0.1652 0.0000 0.0000 0.0000 0.0710 "Adam" 0.0000 0.0000 0.1535 0.0000 0.0000 0.0177 "Aft" 0.0003 0.0000 0.0104 0.1662 0.0000 0.0161 "Agape" 0.0018 0.0000 0.0002 0.0000 0.1599 0.0152 "Na" 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 "Na" 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 "Na" 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 "Total" 0.1667 0.1667 0.1667 0.1667 0.1667 0.1667 " " "Trad " "Low " "High " "Pfmn " "Size " "Able" 0.1478 0.0019 0.0019 0.0004 0.0057 0.0482 "Acre" 0.0163 0.1648 0.0000 0.0000 0.0000 0.0552 "Adam" 0.0000 0.0000 0.1555 0.0000 0.0000 0.0249 "Aft" 0.0003 0.0000 0.0091 0.1663 0.0000 0.0197 "Agape" 0.0022 0.0000 0.0002 0.0000 0.1609 0.0186 "Na" 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 "Na" 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 "Na" 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 "Total" 0.1667 0.1667 0.1667 0.1667 0.1667 0.1667 HRrpt Andrews Baldwin Chester Digby Erie Ferris Needed Comple ment 701 701 701 701 701 701 Comple ment 701 701 701 701 701 701 1stShift Comple ment 640 640 640 640 640 640 2ndShift Comple ment 61 61 61 61 61 61 Overtime Percent 0.000 0.000 0.000 0.000 0.000 0.000 Turnover Rate 0.100 0.100 0.100 0.100 0.100 0.100 NewEmp loyees 71 71 71 71 71 71 Separat edEmplo yees 0 0 0000 Recruitin gSpend 00000 0 Training Hours 0 00000 Producti vityIndex 1.000 1.000 1.000 1.000 1.000 1.000 Recruitin gCost 71 71 71 71 71 71 Separati onCost 0 00000 Training Cost 0 0 0000 TotalHR Cost 71 71 71 71 71 71 LaborCo ntract Wages 22.05 22.05 22.05 22.05 22.05 22.05 Benefits 2500 2500 2500 2500 2500 2500 ProfitSh are 0.020 0.020 0.020 0.020 0.020 0.020 WageEs calator 0.050 0.050 0.050 0.050 0.050 0.050 Opening Contract Offer Wages " """""" """"" Benefits """""" """""" ProfitSh are " " " " """""" "" WageEs calator " """""" """"" CeilingC ontractO ffer Wages " """""" """"" Benefits """""" """""" ProfitSh are " " " " """""" "" WageEs calator " """""" """"" Adjusted LaborDe mands Wages " """""" """"" Benefits """""" """""" ProfitSh are " " " " """""" "" WageEs calator " """""" """"" StrikeDa ys " " " " """""" "" TQM_M odule 0 11111 111 OldGW TQMmat lGW 0.00 0.00 0.00 0.00 0.00 0.00 TQMlab orGW 0.00 0.00 0.00 0.00 0.00 0.00 TQMcycl eGW 0.00 0.00 0.00 0.00 0.00 0.00 TQMad minGW 0.00 0.00 0.00 0.00 0.00 0.00 TQMDe mandG W 0.00 0.00 0.00 0.00 0.00 0.00 TQM_R PT Team Andrews Baldwin Chester Digby Erie Ferris CPIsyste ms 0 0 0 000 Vendor/J IT 0 0 0 000 QIT 0 0 0000 ChSupp ort 0 0 0 000 ConcEn g0000 00 UNEPGr een 0 0 0000 TQMBud g Benchm 00000 0 QDeploy 00000 0 CCE/6Si gTr 0 0 0 000 GEMISu stain 0 0 0000 Total 0 0 0000 Impacts TQMmat l 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 TQMlab or 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 TQMcycl e 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 TQMad min 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 TQMDe mand 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 MKTG_ Module 00000 0000 PrintImp 1.00 1.00 0.33 0.33 0.67 DMailIm p 1.00 1.00 0.67 0.33 0.33 WebImp 0.33 0.33 0.67 1.00 1.00 EmailIm p 0.33 0.33 0.67 1.00 1.00 TradeIm p 0.67 0.67 1.00 0.67 0.33 PromoP arm Rates Impressi ons Xmin Xmax Ymin Ymax Shape Print 2800 40000 0 700000 0.00 0.18 2 DMail 50000 50000 0 800000 0.00 0.18 2 Web 65 1000 0 500000 0.00 0.18 2 Email 30000 100000 0 600000 0.00 0.18 2 Trade 40000 10000 0 300000 0.00 0.18 2 Outside 125000 240 0 1500000 0.00 0.15 2 Inside 50000 720 0 1500000 0.00 0.15 2 Distr 100000 1250 0 1500000 0.00 0.15 2 Effective nessOut -0.05 0.00 0.05 0.00 0.05 Effective nessIn 0.00 -0.05 0.00 0.05 0.00 Effective nessDist r 0.05 0.05 -0.05 -0.05 -0.05 Trade/R pts 50 150 SegNam e PName MShr UnSold DecSurv Decs PriSeg Print DMail Web Email Trade Imps Print DMail Web Email Trade Awarens Print DMail Web Email Trade NewAwa rens EndAwa rens Expend Print DMail Web Email Trade Total SalesPr SBudg Firm Outside Inside Distr Rpt Total AccGain Outside Inside Distr NewAcc EndAcc SegNam e PName MShr UnSold DecSurv Decs PriSeg Print DMail Web Email Trade Imps Print DMail Web Email Trade Awarens Print DMail Web Email Trade NewAwa rens EndAwa rens Expend Print DMail Web Email Trade Total SalesPr SBudg Firm Outside Inside Distr Rpt Total AccGain Outside Inside Distr NewAcc EndAcc SegNam e PName MShr UnSold DecSurv Decs PriSeg Print DMail Web Email Trade Imps Print DMail Web Email Trade Awarens Print DMail Web Email Trade NewAwa rens EndAwa rens Expend Print DMail Web Email Trade Total SalesPr SBudg Firm Outside Inside Distr Rpt Total AccGain Outside Inside Distr NewAcc EndAcc SegNam e PName MShr UnSold DecSurv Decs PriSeg Print DMail Web Email Trade Imps Print DMail Web Email Trade Awarens Print DMail Web Email Trade NewAwa rens EndAwa rens Expend Print DMail Web Email Trade Total SalesPr SBudg Firm Outside Inside Distr Rpt Total AccGain Outside Inside Distr NewAcc EndAcc SegNam e PName MShr UnSold DecSurv Decs PriSeg Print DMail Web Email Trade Imps Print DMail Web Email Trade Awarens Print DMail Web Email Trade NewAwa rens EndAwa rens Expend Print DMail Web Email Trade Total SalesPr SBudg Firm Outside Inside Distr Rpt Total AccGain Outside Inside Distr tion facilitate widened decision file ---> businesses wouldn't rent there if they were rebuilt the same aesthetically?[/QUOTE] SimulationName SpecialEdition/Language ProgramTitle EditionTitle EditionNumber SpreadsheetVersion Copyright SimID ProfessorName SchoolName HistoryNumber TeamName TeamNumber NumberTeams BaseYear ThisRound ThisYear CompXMRoundOffset ReportDate SimulationType SimulationPath SaveFlag Zero WebsiteURL Capstone Color Codes Black - a formula or label - example Current 0 Red - a formula that should NOT be copied b 0 Pink - reference to the StartingConditions.txt Blue - a constant 2009v22 _72 Green - something calculated by a VB routin Copyright 1986-2008 Capsim Management Simulations, Inc. 0 English 0 0 0 0 0 0 0 Round -1, 12/31/-1 C:\Documents and Settings\brian\My Documents 0 0 http://www.capsim.com http://www.msicourses.com http://www.capsim.com RehearsalCoached 11 TRUE #MACRO? 0 0 0 0 0 28961 30.4% 2.5 4 1000 1.5 6 4 0.12 15 0.5 0.01 0.35 2000 37.82 1.91 0.00 0 0 0 0 0 38.6% 0 < StudentName for EXAM RehearsalSimulationSlideID ExcelVersion CoachOn IDFreeRDProduct PARAMETERS StrikeRounds TQM_Rounds MKTG_Rounds RD_Rounds HR_Rounds MarketUnitSize SegmentUnitPercentage SegmentInnerRadius SegmentOuterRadius RdCostPerYear OvertimeRate Buy/Sell Capac AutomationPrice Carry Inven. DepreciationPeriod InventoryLiquidationRate AdminOverheadRate TaxRate SharesOutstanding StockPriceJan1 EPSlastYear AdjDividendlyr TRUE 0 0 0 0 1 11.9% 0.65 CurrDebtDueThisYear CurrDebtInterestRate BondInterestRate CashJan1 A/R A/P Common Stock Retained E. WeightTable Positioning Price Age Quality MidYear Segment Centers Xcoord Ycoord EndYearSegCenters Xcoord Ycoord BiasX BiasY ExpectedPrices PriceSpread AgeIdeal AgeStdDev MTBFLow MTBFHigh MTBFboundary Awareness AwareDeprRate AwareBudgMin AwareBudgMax AwareGainMin AwareGainMax AwareShape Access AccessDeprRate AccessBudgMin AccessBudgMax AccessGainMin AccessGainMax AccessShape SalesBudgLimit OverTime Rate ManHrPerAutomPt LAST YEAR'S VALUES OldProductName OldXcoordinate OldXcoordinateRD OldYcoordinate OldYcoordinateRD OldMTBFspec OldMTBFrdSpec 0 0.09 0.11 4978 11515 7167 18360 33412 0.21 0.23 0.47 0.09 Trad 6.05 13.95 Trad 6.4 13.6 0 0 24 5 2 0.9 14000 19000 5000 0.70 0.33 0.00 3000000 0.00 0.50 2.00 0.56 0.33 0.00 4500000 0.00 0.35 2.00 3000000 1.5 0.05 Eat 5.7 5.7 14.3 14.3 19000 19000 Ebb 3 3 17 17 12000 12000 Low 3.5 16.5 -0.8 0.8 19 5 7 2.5 12000 17000 5000 0.62 Low 3.25 16.75 High 9.3 10.7 1.4 -1.4 34 5 0 1.3 20000 25000 5000 0.48 0.16 0.53 0.24 0.07 High 8.85 11.15 0.43 0.09 0.29 0.19 0.38 0.41 Echo 8 9.2 12 10.8 23000 23000 OldRDCost OldPrice OldPromoBudget OldSalesBudget OldUnitSalesForecast OldProductionSchedule OldCapacityNextRound OldAutomationNextRound OldRvsnDate OldRDstartDate OldAgingDate OldInventoryUnits OldInventoryValue OldPlantValue OldAccumDepreciation OldAR OldAP LABOR OldTechWage OldAsmbWage OldBenefits OldProfit OldAnnualRaise OldContractExpiration OldPrimarySegment OldPrintMedia OldDirectMail OldWebMedia OldEmail OldTradeShows OldSalesPriorities OldOutsideSales OldInsideSales OldDistributors OldMktgReports TQM_IMPACTS CarryInven. AdminOverheadRate ManHrPerAutomPtTQM PRODUCT_DECISIONS Product Name Performance Size MTBF Price Promo Budget Sales Budget YourSalesForecast Sched Production Capacity Change Automation Rating 0 27 1400 1300 0 1386 1100 6.0 2009.271 2009 2007.59 31 631 33000 -10267 35 30 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 19 1200 1200 0 2030 1400 6.0 2009.080 2009 2004.4 0 0 42000 -14933 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 FALSE 10.15 38 800 800 0 495 500 3.0 2010.010 2009 2007.3 149 3619 9000 -3600 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 FALSE 0.12 Was B240*B865 #MACRO? #MACRO? Eat 5.8 14.3 19000 26.00 1800 1800 2200 2190 200 8.0 Ebb 3.0 17.0 12000 20.00 2000 2000 2600 2800 200 7.0 Echo 9.2 10.8 23000 39.00 1000 1000 250 125 -100 3.0 StockIssueRetireDividend ShortDebt/BondRetire/BondIssue AR_AP_Lag R&D DidCoordinatesChange DidMTBFChange WasOldProduct ProjectExists ProjectExistsFactor ProjectFactor MTBFchngOnly MTBFtime MTBFrevisionDate MTBFnewAgingDate MTBFageAtCompletion MovedOldProduct MovedDistance MovedRevisionDate MovedNewAgingDate MovedAgeAtCompletion NewProduct DistanceToNewProductTable Eat Ebb Echo Edge Egg Elegan Na Na NewDistance NewProductTime NewRevisionDate NewAgingDate NewAgeAtCompletion RdRevisionDate RdProjectCost RdAgeAtStartOfYear RdTimeThisYear RdTimeWithStartDesign RdTimeWithNewDesign RdAgeAtRevision RdAgeAtEndOfYear MaterialCost MatCoordPfmn MatCoordSize MatCoordScalarMidYear MatDesignExistedLastYr MatStartPmap MatStartMTBF MatStartTotal MatFuturePmap 0 10000 35 TRUE FALSE TRUE TRUE 1 1.12 FALSE #MACRO? 0.00 0 0 TRUE #MACRO? #MACRO? #MACRO? #MACRO? FALSE Eat #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 0.00 0.00 0.00 0.00 #MACRO? #MACRO? 0.00 #MACRO? #MACRO? #MACRO? 0.84 #MACRO? MidYear 0.45 19.55 #MACRO? TRUE #MACRO? 5.70 #MACRO? #MACRO? 0 0 30 FALSE FALSE TRUE FALSE 0 FALSE #MACRO? 0.00 0 0 FALSE 0.00 0.00 0.00 0.00 FALSE Ebb #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 0.00 0.00 0.00 0.00 2009.08 $0 0.00 0.00 1.00 0.00 2.34 0.00 StartYear 0.2 19.8 TRUE #MACRO? 3.60 #MACRO? #MACRO? 0.00 20000 TRUE FALSE TRUE TRUE 1 FALSE #MACRO? 0.00 0 0 TRUE #MACRO? #MACRO? #MACRO? #MACRO? FALSE Echo #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 0.00 0.00 0.00 0.00 #MACRO? $10 0.00 #MACRO? #MACRO? #MACRO? 1.36 #MACRO? TRUE #MACRO? 6.90 #MACRO? #MACRO? MatFutureMTBF MatFutureTotal MARKETING WorkingAttributes MktgPerformance MktgSize MktgMTBF MktgAge MktgPrice MktgIsProducable MktgTimeInMarket DistanceToSegmentCenter Trad Low High Pfmn Size DistanceToSweetSpot Trad Low High Pfmn Size PositioningRoughCut Trad Low High Pfmn Size PositioningScore Trad Low High Pfmn Size PriceRoughCut Trad Low High Pfmn Size PriceScore Trad Low High Pfmn Size ReliabilityRoughCut Trad Low High Pfmn 5.70 #MACRO? 3.60 #MACRO? 6.90 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 26.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 3 17 12000 0.5 20.00 1 0 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 39.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Size ReliabilityScore Trad Low High Pfmn Size AgeScore Trad Low High Pfmn Size CombinedRoughCuts Trad Low High Pfmn Size ChannelBudgets Trad Low High Pfmn Size Accessiblity Trad Low High Pfmn Size Awareness Start New Awareness SalesWeighted StdAwarenessFactor AwarenessFactorTrad AwarenessFactorLow AwarenessFactorHigh AwarenessFactorPfmn AwarenessFactorSize StdSalesFactor SalesFactor Arpolicy Factors Trad Low High Pfmn Size ProductRawScores Trad #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? StartGoodwill 0.56 0.38 0.41 0.29 0.41 0.70 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? NewGoodWill #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.48 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.62 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Low High Pfmn Size FinalProductScores Trad Low High Pfmn Size MarketShareUnits Trad Low High Pfmn Size UnitDemand Trad Low High Pfmn Size Total EstSales Trad Low High Pfmn Size Total EstMktShr Trad Low High Pfmn Size WtgCustBuy Trad Low High Pfmn Size WtgCustSurv Trad Low High Pfmn Size SegmentSales #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Trad 0 0 0 0 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Low 0 0 0 0 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? High 0 0 0 0 EstIndustrySales Trad Low High Pfmn Size Total MktgUnitFcastAdjMktTime MktgUnitSales MktgGrossRevenue MktgCOG MktgGrossMargin MktgLessPromoAndSales PRODUCTION/HR HRround OldComplement OldNeededComplement OldNewEmployees OldSeparatedEmployees OvertimeComplementPercent OldTurnoverRate OldRecruitingSpend OldTrainingHours WorkForceCaliberThisYr TrainingIndexThisYr ProductivityThisYr Complement RecruitingSpend TrainingHours ManYearAdjTraining APfactor ManHrsPerUnit CapacityThisYear CapacityAdjR&Dintro ProductionAdjForCapacity ProductionAdjForAP FirstShiftUnits SecondShiftUnits ManHours NeededComplement ExpectedFirstShiftComplement ExpectedSecondShiftComplement ActualFirstShiftComplement ActualSecondShiftComplement 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 #MACRO? 2200 57200 #MACRO? #MACRO? #MACRO? FALSE 0 0 0 0 0.0% 0.0% 0 0 0.00 0.00 0.00 869 5000 80 2000 0.99 #MACRO? 1100 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 #MACRO? 2600 52000 #MACRO? #MACRO? #MACRO? FALSE 0 0 0 0 0 0 0 0 0 #MACRO? 250 9750 #MACRO? #MACRO? #MACRO? FALSE 0 #MACRO? 1400 0 0 0 0 0 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 400 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? ActualFirstShiftOTComplement SecondShiftOrOvertimePercent ProductionAdjForComplement FirstShiftPayroll SecondOTPayroll OvertimeComplementPercent PlantUtilization TurnoverRateThisYear EmployeeTurnoverThisYr NewRecruitsThisYear WorkForceCaliberNextYr TrainingIndexNextYr SeparatedEmployees ProductivityNextYr RecruitingCost SeparationCost TrainingCost TotalHRCost AverageWageUnitCost BenefitCostPerUnit ProdLaborCostPerUnit ProdMaterialCost ProdUnitCost VariableMargin #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0 #MACRO? #MACRO? 0 1390 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? NewInventoryValue #MACRO? #MACRO? #MACRO? SELL_CAPACITY CapacitySold CapacityReduction% PlantEquipmentChange WriteOff CashAdustment PlantAdjustment AccDeprAdjustment AdjustedPlantValue AdjustedAccDepr BUY_CAPACITY CapacityPurchased PlantEquipmentChange CashAdjustment AdjustedPlantValue CapacityNextRound BUY_AUTOMATION ChangedAutomation? PlantEquipmentChange 0 0.0% 0 0 0 0 0 33000 -10267 200 7600 -7600 40600 1300 1 8800 0 0.0% 0 0 0 0 0 42000 -14933 200 6800 -6800 48800 1600 1 5600 100 20.0% -1170 -90 1080 -1800 720 7200 -2880 0 0 0 7200 400 0 0 CashAdjustment AdjustedPlantValue TotalPlantEquipChng TotalCashAdjustment TotalPlantAdjustment TotalAccDeprAdjustment TotalAssetAdjustment DEPRECIATION NewPlantFaceValue PlantToDepreciate NewDepreciation INVENTORY_LIQUIDATION ProductKilled? UnitsLiquidated ValueLiquidation InventoryWriteoff InventoryRemaining InventoryValue FINANCE TotalPlantInvestment SalesPlantEquipment MaxStockIssueThisYear MaxStockRetireThisYear MaxCurrentDebtThisYear BondSeriesNumber 0 0 0 0 0 0 0 0 0 0 0 0 0 Sums MaturingLTDebt RemainingLTDebt StartMaxBondIssue MaxBondIssueThisYear PROFORMAS TotalUnitsOnHand TotalInventoryValue Avg Unit Cost Units Sold InvenSold$ InvenUnitsRemaining InvenUnitsRemaining$ StockOut$ -8800 49400 16400 -16400 16400 0 0 49400 49400 3293 0 0 0 0 31 631 36400 -1170 15128 3782 10364 FaceValue 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 52266 52266 -5600 54400 12400 -12400 12400 0 0 54400 54400 3627 0 0 0 0 0 0 0 7200 -1170 1080 -1800 720 0 7200 7200 480 0 0 0 0 149 3619 Yield 0 0 0 0 0 0 0 0 0 0 0 0 0 Close 0 0 0 0 0 0 0 0 0 0 0 0 0 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? PROFORMA_INCOME_STATEMENT Sales Labor Material InventoryCarry TotalVariableCosts ContributionMargin Depreciation R&D Promo Sales Admin/Other TotalPeriodCosts NetMargin BrokerageFees Writeoffs TotalFees&Writeoffs EBIT ShortTermInterest LongInterest Taxes ProfitSharing NetProfit PROFORMA_BALANCE_SHEET Cash AR Inventory TotalCurrentAssets Plant&Equip AccDepr TotalFixedAssets TotalAssets AP CurrentDebt LongTermDebt TotalLiab CommonStock RetainedEarnings TotalEquity TotalLiab+Equity PROFORMA_CASHFLOW Cash Flows from operations Net Income (Loss) Depreciation&Writeoffs Chng current Assets/Liab Accounts Payable Inventory Accounts Receivable Net Cash From Operations NetPlantImprovements Cash Flows from financial actions Dividends Paid Eat #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 3293 #MACRO? 1800 1800 #MACRO? #MACRO? #MACRO? Ebb #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 3627 0 2000 2000 #MACRO? #MACRO? #MACRO? Echo #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 480 10 1000 1000 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 134600 -42520 92080 #MACRO? #MACRO? #MACRO? 20000 #MACRO? 18360 #MACRO? #MACRO? #MACRO? Profits/Employee #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 8483 #MACRO? #MACRO? #MACRO? #MACRO? -35230 0 #MACRO? <Free Cash Flow Sales of common stock 0 Purchase of common stock 0 Increase long term debt 20000 Retire long term debt 0 Change current debt (net) 10000 Net cash from fin. actions 30000 NetChngInCash #MACRO? PROFORMA_RATIOS ROS #MACRO? AssetTurnover #MACRO? ROA #MACRO? Debt/Equity Debt/Assets Leverage #MACRO? #MACRO? #MACRO? ROE #MACRO? PriceEarnings #MACRO? Mkt/Book #MACRO? PROFORMA_STOCK_CALCULATION NewSharesOutstanding 2000.0 ProformaBookValue #MACRO? ProformaEPS #MACRO? EffectiveDividendPerShare #MACRO? AvgDividendPerShare #MACRO? CalculatedStockPrice #MACRO? ProformaStockPrice #MACRO? DividendYield #MACRO? DividendPayoutRatio #MACRO? ProformaMarketCap #MACRO? #MACRO? %TotalMarket MKT_SEGMENT_RPTS 2 0 0 2015 Low End Total Available Unit Sales 19440 Actual Industry Unit Sales 6307 Segment % of Total Industry 0.36 Growth Rate 0.12 Acc 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 $11.50 - 21.50 0.53 0 0.00 Ideal Age = 7.0 0.24 0 0.00 Pfmn 5.2 Size14.8 0.16 0 0.00 MTBF 12000-17000 0.07 0 Perceptual Map Table Performance Center 6.00 Size Center 14.00 0.00 3.00 17.00 0.00 3.00 17.00 0.00 3.00 17.00 0.00 3.00 17.00 0.00 3.00 17.00 0.00 3.00 17.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Name 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Name Able TQM MODULE TQMyear TQMround Decisions CPIsystems Vendor/JIT QIT ChannelSupport ConcurrentEng Benchmarking QualityDeployment CCE/6SigmaTraining UNEPGreen GEMISustain TotalTQMExpenditures OIdGoodwill TQMmaterialCost TQMlaborCost TQMcycleTime TQMadmin TQMDemand MaterialCostReduction CPIsystems Vendor/JIT Potential 0.17 0.17 0.17 0.17 0.17 0.17 MShr 0.17 0.17 0.17 0.17 0.17 0.17 Actual 0.17 0.17 0.17 0.17 0.17 0.17 UnSoldtoSeg 1051 1051 1051 1051 1051 1051 RvDate 2004.40 2004.40 2004.40 2004.40 2004.40 2004.40 Market Share 0.14 0 1 FALSE 0 0 0 0 0 0 0 0 0 0 0 Units Sold to Seg 1030 0 2 FALSE Revision Date 1997.9 0 3 FALSE 0.00 0.00 0.00 0.00 0.00 0.00% 0.00% OldValue 0.00% 0.00% 0.00% 0.00% 0.00% WorstCase BestCase QIT ChannelSupport ConcurrentEng Benchmarking QualityDeployment CCE/6SigmaTraining UNEPGreen GEMISustain CombinedImpact ExpectedImprovement LaborCostReduction CPIsystems Vendor/JIT QIT ChannelSupport ConcurrentEng Benchmarking QualityDeployment CCE/6SigmaTraining UNEPGreen GEMISustain CombinedImpact ExpectedImprovement ReductionR&DCycleTime CPIsystems Vendor/JIT QIT ChannelSupport ConcurrentEng Benchmarking QualityDeployment CCE/6SigmaTraining UNEPGreen GEMISustain CombinedImpact ExpectedImprovement ReductionAdminCosts CPIsystems Vendor/JIT QIT ChannelSupport ConcurrentEng Benchmarking QualityDeployment CCE/6SigmaTraining UNEPGreen GEMISustain CombinedImpact ExpectedImprovement DemandIncrease CPIsystems Vendor/JIT QIT 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% #MACRO? 0.0% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% #MACRO? 0.0% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% #MACRO? 0.0% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% #MACRO? 0.0% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% ChannelSupport ConcurrentEng Benchmarking QualityDeployment CCE/6SigmaTraining UNEPGreen GEMISustain CombinedImpact ExpectedImprovement TQMimpact TQMmaterialCost TQMlaborCost TQMcycleTime TQMadmin TQMDemand MKTG_MODULE MktgYear MktgRound MediaImpact PrintMedia DirectMail WebMedia Email TradeShows Total PromoDecisions PrimarySegment PrintMedia DirectMail WebMedia Email TradeShows Total PromoParameters PrintMedia DirectMail WebMedia Email TradeShows CostPerTradeShow CostPerReport Impressions PrintMedia DirectMail WebMedia Email TradeShows 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% #MACRO? 0.0% #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0 1 FALSE Traditional 0.00 0.00 0.00 0.00 0.00 0.00 Eat 1 280 280 280 280 280 1400 Rates 0 0 0 0 0 0 0 0.00% 0 2 FALSE Low End 0.00 0.00 0.00 0.00 0.00 0.00 Ebb 2 240 240 240 240 240 1200 Impressions 0 0 0 0 0 0 3 FALSE High End 0.00 0.00 0.00 0.00 0.00 0.00 Echo 3 160 160 160 160 160 800 Xmin 0 0 0 0 0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Reach PrintMedia DirectMail WebMedia Email TradeShows AwarenessCreated Print Media Direct Mail Web Media Email Trade Shows Total MaxCategory Remainder DiscountedRemainder NewAwarenessCreated OldAwareness:Trad Low High Pfmn Size OldAwarenessAfterDecay NewPrimaryAwareness AwarenessThisYear Trad Low High Pfmn Size AwarenessFactorTrad AwarenessFactorLow AwarenessFactorHigh AwarenessFactorPfmn AwarenessFactorSize SALESMANSHIP SalesPriorities SalesPrioritiesPositive SalesPrioritiesDec SalesBudget SalesFactor SALES_PARAMETERS OutsideSales InsideSales Distributors Ymax OutsideSales InsideSales Distributors 0.00 0.00 0.00 0.00 0.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.000 0.000 0.000 0.000 0.000 0.000 #MACRO? Eat #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 0.00 0.00 0.00 0.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.000 0.000 0.000 0.000 0.000 0.000 #MACRO? Ebb #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 0.00 0.00 0.00 0.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.000 0.000 0.000 0.000 0.000 0.000 #MACRO? Echo #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 24% 24% 24% 0 #MACRO? Costs Each $0 $0 $0 Trad 0% 0% 0% 22% 22% 22% 0 #MACRO? Annual Contacts 0 0 0 Low 0% 0% 0% 20% 20% 20% 0 #MACRO? Xmin 0 0 0 High 0% 0% 0% SalesDecisions OutsideSalesDec InsideSalesDec DistributorsDec MktgReports IncomingMktgReports OutsideSales InsideSales Distributors MktgReport Total OutsideSalesGain InsideSalesGain DistributorsGain Total Gain Accessibility Old New MktgXBudgetFormulas Eat Ebb Echo Edge Egg Elegan Na Na MKTG_REPORT CHART DATA Perceptual Map Aging Chart AgeAtStartOfYear AgeBeforeRevision AgeAtRevision AgeAtEndOfYear AGING_CHART 1.00 #MACRO? #MACRO? 2.00 2.00 3.00 3.00 3.00 3.00 #MACRO? #MACRO? Resources Trad 3.00 7.00 3.00 FALSE FALSE Trad $0 $0 $0 $0 $0 #MACRO? #MACRO? #MACRO? #MACRO? Trad 55.6% #MACRO? SalesFormulas Low 3.00 7.00 3.00 FALSE FALSE Low $0 $0 $0 $0 $0 #MACRO? #MACRO? #MACRO? #MACRO? Low 38.0% #MACRO? Budget Old New PromoFormulas 1400 1200 800 700 1000 0 0 0 1.00 0 0 0 0 0 0 0 0 0.00 #MACRO? #MACRO? #MACRO? Eat 0.00 #MACRO? #MACRO? #MACRO? 0.00 0.00 0.00 0.00 Ebb 0.00 #MACRO? #MACRO? #MACRO? Echo 0.00 0.00 0.00 0.00 0.00 #MACRO? #MACRO? 4.00 4.00 #MACRO? #MACRO? 5.00 5.00 #MACRO? #MACRO? 6.00 6.00 6.00 6.00 7.00 7.00 7.00 7.00 8.00 8.00 8.00 8.00 9.00 MaterialCostChart Old New Marketing Revenue Forecast Name Eat Ebb Echo Edge Egg Elegan Na Na Marketing Unit Sales Forecast Trad Low High Pfmn Size Total Eat #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 2200 Ebb #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 2600 Eat #MACRO? #MACRO? Ebb #MACRO? #MACRO? #MACRO? Echo #MACRO? #MACRO? Margin After marketing #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Marketing Variable costs $3,600 #MACRO? $4,000 #MACRO? $2,000 #MACRO? $1,400 #MACRO? $2,400 #MACRO? $0 #MACRO? $0 #MACRO? $0 #MACRO? Echo #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 250 Capacity vs Production Eat Both Shifts Base Capacity 2200 1100 Ebb 2800 1400 Echo 800 400 Production Unit Cost Breakdown Eat Ebb Echo Edge Egg NA NA NA Unit Cost Breakdown Material Labor Margin #MACRO? Material $11.02 $7.37 $15.27 $15.21 $12.99 $0.00 $0.00 $0.00 Eat #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Labor Overtime $7.84 $6.72 $8.96 $8.96 $8.96 $0.00 $0.00 $0.00 Ebb #MACRO? #MACRO? #MACRO? $0.00 $0.66 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Echo #MACRO? #MACRO? #MACRO? Balance Sheet Assets Cash Accounts Receivable Inventories Fixed Liabilities Accounts Payable Current Debt Long Term Debt Common Stock Retained Earnings Income Statement Net Margin Administrative / Other Marketing Research & Development Depreciation Inventory Carrying costs Material Labor #MACRO? #MACRO? #MACRO? $92,080 #MACRO? #MACRO? $20,000 $18,360 #MACRO? Eat #MACRO? #MACRO? $1,800 #MACRO? $3,293 #MACRO? #MACRO? #MACRO? Ebb #MACRO? #MACRO? $2,000 $0 $3,627 #MACRO? #MACRO? #MACRO? Echo #MACRO? #MACRO? $1,000 $10 $480 #MACRO? #MACRO? #MACRO? Cash Flows From Operations Net cash flow Accounts Receivable Inventories Accounts Payable #MACRO? #MACRO? #MACRO? #MACRO? Depreciation Net income (loss) Net cash flow Plant improvements Net cash flow Change current debt Retire long term debt New long term debt Purchase of stock Sales of stock Dividends Cash flow from Operations Cash flow from Investing Cash flow from Financial actions Net change in cash position ROS Asset Turnover Leverage ROE $8,483 #MACRO? ($35,230) ($35,230) $30,000 $10,000 $0 $20,000 $0 $0 $0 #MACRO? ($35,230) $30,000 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? TQMcharts Material Labor R&D Cycle Time Admin Demand MktgXRpt Awareness Accessibility R&D Perceptual Map as a Chart Series Traditional Low End High End Performance Size Traditional Rough Low End Rough High End Rough Performance Rough Size Rough P1 DataLabel Traditional Low End High End Performance Size Traditional Rough Low End Rough High End Rough Performance Rough Size Rough Eat X 6.4 3.5 9.3 10.0 4.4 6.4 3.5 9.3 10.0 4.4 5.7 Y 13.6 16.5 10.7 15.6 10.0 13.6 16.5 10.7 15.6 10.0 14.3 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% P2 P3 P4 P5 P6 P7 P8 R1 R2 R3 R4 R5 R6 R7 R8 Courier Perceptual Map Series Traditional Low End High End Performance Size Traditional Rough Low End Rough High End Rough Performance Rough Size Rough A1 A2 A3 A4 A5 A6 A7 A8 B1 B2 B3 B4 B5 B6 B7 B8 C1 C2 C3 C4 C5 C6 C7 C8 D1 Ebb Echo Edge Egg Eat Echo Edge Egg Elegan 3.0 8.0 9.4 4.7 0.0 0.0 0.0 5.8 3.0 9.2 10.9 5.4 11.2 0.0 0.0 X 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Y 17.0 12.0 15.5 10.0 0.0 0.0 0.0 14.3 17.0 10.8 14.8 8.8 8.9 0.0 0.0 DataLabel Traditional Low End High End Performance Size Traditional Rough Low End Rough High End Rough Performance Rough Size Rough 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 D2 D3 D4 D5 D6 D7 D8 E1 E2 E3 E4 E5 E6 E7 E8 F1 F2 F3 F4 F5 F6 F7 F8 Courier Segment Perceptual Map Series DataLabel InnerSegment OuterSegment P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 X 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Y 6 6 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 14 14 17 17 17 17 17 17 0 0 0 0 0 0 TimesOnlineGraphicScreens 1124 RandD 18 RandD_F Mktg Xcoord 0 0 0 Ycoord 0 0 0 Mktg_F MktgX Production Production_F Labor TQM Finance BalanceSheet IncomeStatement IncomeStatement_F CashFlow ProformaScorecard Ratios DecSummary DecSummary_F 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 EXCEL DEFAULTS .StandardFont .StandardFontSize .DisplayFormulaBar .TransitionNavigKeys .EditDirectlyInCell .CellDragAndDrop .MoveAfterReturn .FixedDecimal .FixedDecimalPlaces .Calculation .ShowToolTips .LargeButtons .ColorButtons .DisplayFullScreen .DisplayStatusBar .DisplayCommentIndicator Arial 10 FALSE FALSE TRUE TRUE FALSE FALSE 2 -4105 TRUE FALSE TRUE FALSE TRUE -1 Button Faces ProtectedEntrySheetsList Logo Mktg MktgX RandD Labor Production Finance TQM BalanceSheet IncomeStatement CashFlow Ratios DecSummary Courier1 Courier2 Courier3 Courier4 CourierSeg Courier10 Courier12 Courier11 AnnRpt1 AnnRpt2 RandD_F Mktg_F DecSummary_F Production_F IncomeStatement_F AnnRpt2_F ProformaScorecard CommandBarNames Worksheet Menu Bar Chart Menu Bar Standard Formatting PivotTable Chart Reviewing Forms Stop Recording External Data Formula Auditing Full Screen Circular Reference Visual Basic Web Control Toolbox Exit Design Mode Refresh Watch Window PivotTable Field List Borders Protection Text To Speech List Compare Side by Side Drawing WordArt Picture Drawing Canvas Organization Chart Diagram Ink Drawing and Writing CommandBarsFullScreenOff CommandBarsFullScreenOn TRUE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE Ink Annotations PivotChart Menu Workbook tabs Cell Column Row Cell Column Row Ply XLM Cell Document Desktop Nondefault Drag and Drop AutoFill Button Dialog Series Plot Area Floor and Walls Trendline Chart Format Data Series Format Axis Format Legend Entry Formula Bar PivotTable Context Menu Query Query Layout AutoCalculate Object/Plot Title Bar (Charting) Layout Pivot Chart Popup Phonetic Information Auto Sum Paste Special Dropdown Find Format Replace Format List Range Popup List Range Layout Popup XML Range Popup List Range Layout Popup Shadow Settings 3-D Settings Borders Borders Draw Border Chart Type Pattern Font Color Fill Color Line Color FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE Drawing and Writing Pens Annotation Pens Drawing and Writing Pens Annotation Pens Order Nudge Align or Distribute Rotate or Flip Lines Connectors AutoShapes Callouts Flowchart Block Arrows Stars & Banners Basic Shapes Insert Shape Shapes Inactive Chart Excel Control Curve Curve Node Curve Segment Pictures Context Menu OLE Object ActiveX Control WordArt Context Menu Rotate Mode Connector Script Anchor Popup Canvas Popup Organization Chart Popup Diagram Layout Select Task Pane Add Command Built-in Menus Clipboard Envelope Online Meeting CapstoneMenu CapstoneToolbar XML Source Research XML Document Signatures Document Actions Clip Art Selection and Visibility Document Management Document Updates FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE TRUE TRUE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE Mail Merge Panes Fax Service Meeting Workspace Attachment Options Ribbon Adapter Add Command Built-in Menus Clipboard Envelope Online Meeting CapstoneMenu CapstoneToolbar Status Bar Ribbon Courier Legends Translated Courier1 Variable costs Depreciation SG&A Other Profit Courier4 Capacity Production Courier10 Unit sales Unit demand Trad Low High Pfmn Size AnnRpt1 Operations Investments Financing Change FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE TRUE TRUE TRUE TRUE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE a formula or label - example Current Cash position formula that should NOT be copied because some element of it is unique. ference to the StartingConditions.txt file something calculated by a VB routine. Saving the workbook Set SimulationName to "Capstone", "Foundation", or "CompXM" Set SpecialEdition to Empty or "Harvard" (or some other special edition) Set SpreadsheetVersion to match "xlWebQueryVersionInfo.cfm" on website If saving to a new name (example, from Capstone_01.xls to Capstone_02.xls, set SaveFlag to 1 and save manually. Do Ctrl-Shift-P to package workbook. This removes all SimID specifics. ntName for EXAM FALSE 1 1 0 0 1 9.5% 0 1 1 0 1 9.6% 0 1 1 0 1 0 1 1 0 1 0 1 1 0 1 0.29 0.19 0.09 0.43 Pfmn 9.5 15.95 Pfmn 10 15.6 1.4 -1 29 5 1 1.1 22000 27000 5000 0.43 Size Size 0.43 0.09 0.29 0.19 4.05 10.5 4.4 10 1 -1.4 29 5 1.5 1.1 16000 21000 5000 0.52 0.00 0.00 0.00 0.29 0.41 Edge 9.4 10.9 15.5 14.8 25000 27000 Egg 4.7 4.7 10 10 18000 18000 Elegan 0 0 0 0 0 0 Na 0 0 0 0 0 0 Na 0 0 0 0 0 0 62.48 34 700 700 0 337 400 3.0 2010.062 2009 2006.5 73 1771 7200 -2880 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 FALSE 0 35 1000 1200 0 436 400 4.0 2009.730 2009 2008.07 132 2968 8800 -2987 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 FALSE 0 0 0 0 0 0 0 0.0 0.000 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0 0.000 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0 0.000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 FALSE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Edge 10.9 14.8 27000 34.00 700 700 300 340 0 3.0 Egg 5.4 8.8 18000 34.50 1200 1200 550 440 0 5.0 Elegan 11.2 8.9 20000 0.00 0 0 0 0 250 4.5 Na 0.0 0.0 0 0.00 0 0 0 0 0 0.0 Na 0.0 0.0 0 0.00 0 0 0 0 0 0.0 TRUE TRUE TRUE TRUE 1 FALSE #MACRO? 0.00 0 0 TRUE #MACRO? #MACRO? #MACRO? #MACRO? FALSE Edge #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 0.00 0.00 0.00 0.00 #MACRO? $62 0.00 #MACRO? #MACRO? #MACRO? 1.78 #MACRO? TRUE FALSE TRUE TRUE 1 FALSE #MACRO? 0.00 0 0 TRUE #MACRO? #MACRO? #MACRO? #MACRO? FALSE Egg #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 0.00 0.00 0.00 0.00 #MACRO? #MACRO? 0.00 #MACRO? #MACRO? #MACRO? 0.83 #MACRO? TRUE TRUE FALSE TRUE 1 FALSE #MACRO? 0.00 0 0 FALSE 0.00 0.00 0.00 0.00 TRUE Elegan #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 0.00 $0 0.00 0.00 0.00 1.00 0.00 0.00 FALSE FALSE FALSE FALSE 0 FALSE #MACRO? 0.00 0 0 FALSE 0.00 0.00 0.00 0.00 FALSE Na #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 0.00 0.00 0.00 0.00 0.00 $0 0.00 0.00 0.00 1.00 0.00 0.00 FALSE FALSE FALSE FALSE 0 FALSE #MACRO? 0.00 0 0 FALSE 0.00 0.00 0.00 0.00 FALSE Na #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 0.00 0.00 0.00 0.00 0.00 $0 0.00 0.00 0.00 1.00 0.00 0.00 TRUE #MACRO? 7.50 #MACRO? #MACRO? TRUE #MACRO? 5.40 #MACRO? #MACRO? FALSE 0.00 0.00 #MACRO? #MACRO? FALSE 0.00 0.00 #MACRO? 0.00 FALSE 0.00 0.00 #MACRO? 0.00 8.10 #MACRO? 5.40 #MACRO? 6.00 #MACRO? 0.00 #MACRO? 0.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 34.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 34.50 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 11.2 8.9 20000 0.5 0.00 0 0 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0 0 0 0.5 0.00 0 0 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0 0 0 0.5 0.00 0 0 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? AccessFactor #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? SalesWeighted #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? StdAccessFactor Mktg2AccessFactor #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.52 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.43 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Perf 0 0 0 0 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Size 0 0 0 0 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 #MACRO? 300 10200 #MACRO? #MACRO? #MACRO? FALSE #MACRO? 550 18975 #MACRO? #MACRO? #MACRO? FALSE #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? FALSE #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? FALSE #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? FALSE #MACRO? 400 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 400 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #DIV/0! 0 0 0 0 0 0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #MACRO? #MACRO? #DIV/0! 0 0 0 0 0 0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #MACRO? #MACRO? #DIV/0! 0 0 0 0 0 0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0 0.0% 0 0 0 0 0 7200 -2880 0 0 0 7200 400 0 0 0 0.0% 0 0 0 0 0 8800 -2987 0 0 0 8800 400 1 1600 0 0.0% 0 0 0 0 0 0 0 250 6000 -6000 6000 250 1 0 0 0.0% 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.0% 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7200 0 0 0 0 0 7200 7200 480 0 0 0 0 73 1771 -1600 10400 1600 -1600 1600 0 0 10400 10400 693 0 0 0 0 132 2968 0 6000 6000 -6000 6000 0 0 6000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 IntRate 0 0 0 0 0 0 0 0 0 0 0 0 0 MktValue 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Balance 0 0 0 0 0 0 0 0 0 0 0 0 0 0 AdjFace LongTermInterest 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Edge #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 480 62 700 700 #MACRO? #MACRO? #MACRO? Egg #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 693 #MACRO? 1200 1200 #MACRO? #MACRO? #MACRO? Elegan #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0 0 0 0 #MACRO? #MACRO? #MACRO? Na #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0 0 0 0 #MACRO? #MACRO? #MACRO? Na #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0 0 0 0 #MACRO? #MACRO? #MACRO? endind cash #MACRO? e-loan #MACRO? #MACRO? Assets/Employee #MACRO? #MACRO? WorkingCapital #MACRO? Sales/Day #MACRO? DaysOfWrkCap StockOut Pfmn 3.0 3.0 3.0 3.0 3.0 3.0 Size 17.0 17.0 17.0 17.0 17.0 17.0 Price 21.00 21.00 21.00 21.00 21.00 21.00 MTBF 14000 14000 14000 14000 14000 14000 Stock Out Pfmn Coord 5.5 0 5 FALSE Size Coord 14.5 0 6 FALSE List Price 28 0 7 FALSE MTBF 17500 0 8 FALSE 0 4 FALSE NOTES: Material Cost Savings in 2 years = $3 million Material Cost/Year is about $40 million. Therefore, savings per year is $1.5 million, or about 3.75% LaborCostSavings in 2 years = $4 million LaborCost/Year is about $31 million Therefore, savings per year is $2 million or about 6.4% Cycle Time Reduction Assume average 5 projects or $5M/year Savings is $1.5 million/year, or 30% reduction in cycle time per year. 2000 100% ConcurrentEng 1000 50% QualityDep 3000 Total Reduction Admin Costs Assume Inv Carry and Admin total $3 million Per year Savings is $1.5 million/year, or 50% reduction in OH. 2000 100% Benchmarking 1000 50% Vendor JIT 3000 Total Demand Increase Profit gain must be $1.6M/yr. Gross Margin is about 30%. Therefore, Demand must increase about $1.6/30% = $5.3 million. 2000 100% Channel Support 1000 50% Quality Deployment 200 10% CCE/6Sigma 3200 Total 0 4 FALSE Performance 0.00 0.00 0.00 0.00 0.00 0.00 Edge 4 140 140 140 140 140 700 Xmax 0 0 0 0 0 0 5 FALSE Size 0.00 0.00 0.00 0.00 0.00 0.00 Egg 5 200 200 200 200 200 1000 Ymin 0 0 0 0 0 0 6 FALSE 0 7 FALSE 0 8 FALSE 0.00 Traditional 0.00 Low End 0.00 High End 0.00 Performance 0.00 Size Elegan 0 0 0 0 0 0 0 Ymax 0 0 0 0 0 Na 0 0 0 0 0 0 0 Shape 0 0 0 0 0 Na 0 0 0 0 0 0 0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 0.00 0.00 0.00 0.00 0.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.000 0.000 0.000 0.000 0.000 0.000 #MACRO? Edge #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 0.00 0.00 0.00 0.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.000 0.000 0.000 0.000 0.000 0.000 #MACRO? Egg #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 0.00 0.00 0.00 0.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.000 0.000 0.000 0.000 0.000 0.000 #MACRO? Elegan #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 0.00 0.00 0.00 0.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.000 0.000 0.000 0.000 0.000 0.000 #MACRO? Na #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.00 0.00 0.00 0.00 0.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.000 0.000 0.000 0.000 0.000 0.000 #MACRO? Na #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 17% 17% 17% 0 #MACRO? Xmax $0 $0 $0 Pfmn 0% 0% 0% 17% 17% 17% 0 #MACRO? Ymin 0 0 0 Size 0% 0% 0% 0% 0% 0% 0 #MACRO? Ymax 0.0% 0.0% 0.0% 0% 0% 0% 0 #MACRO? Shape 0 0 0 0% 0% 0% 0 #MACRO? High 3.00 6.00 4.00 FALSE FALSE High $0 $0 $0 $0 $0 #MACRO? #MACRO? #MACRO? #MACRO? High 40.6% #MACRO? Pfmn 2.00 7.00 4.00 FALSE FALSE Pfmn $0 $0 $0 $0 $0 #MACRO? #MACRO? #MACRO? #MACRO? Pfmn 29.2% #MACRO? Size 2.00 7.00 3.00 FALSE FALSE Size $0 $0 $0 $0 $0 #MACRO? #MACRO? #MACRO? #MACRO? Size 40.8% #MACRO? Total 13.00 34.00 17.00 Total (000) $0 $0 $0 $0 $0 0.00 #MACRO? #MACRO? #MACRO? Edge 0.00 #MACRO? #MACRO? #MACRO? Egg 0.00 0.00 0.00 0.00 Elegan 0.00 0.00 0.00 0.00 Na 0.00 0.00 0.00 0.00 Na 0.00 #MACRO? #MACRO? #MACRO? 0.00 #MACRO? #MACRO? #MACRO? 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Edge #MACRO? #MACRO? Egg #MACRO? #MACRO? Elegan #MACRO? #MACRO? Na #MACRO? #MACRO? Na #MACRO? #MACRO? Edge #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 300 Egg #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 550 Elegan #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Na #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Na #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Edge 800 400 Egg 800 400 Elegan 0 0 Na 0 0 Na 0 0 #MACRO? Margin $9.14 $6.25 $13.78 $8.83 $11.06 $0.00 $0.00 $0.00 Edge #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Egg #MACRO? #MACRO? #MACRO? Elegan #MACRO? #MACRO? $0.00 Na #MACRO? #MACRO? $0.00 Na #MACRO? #MACRO? $0.00 Edge #MACRO? #MACRO? $700 $62 $480 #MACRO? #MACRO? #MACRO? Egg #MACRO? #MACRO? $1,200 #MACRO? $693 #MACRO? #MACRO? #MACRO? Elegan #MACRO? #MACRO? $0 $0 $0 #MACRO? #MACRO? #MACRO? Na #MACRO? #MACRO? $0 $0 $0 #MACRO? #MACRO? #MACRO? Na #MACRO? #MACRO? $0 $0 $0 #MACRO? #MACRO? #MACRO? 0.0% 0.0% 0.0% 0.0% 0.0% 0 0.00% 0 0.00% 0.0% 0.0% 0.0% 0.0% 0.0% 0 0.00% 0 0.00% 0.0% 0.0% 0.0% 0.0% 0.0% 0 0.00% 0 0.00% 0 0.00% 0 0.00% RelativeDiameter 5 5 5 5 5 8 8 8 8 8 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 RelativeDiameter 5 5 5 5 5 8 8 8 8 8 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 RelativeDiameter 5 8 4 4 4 4 4 4 4 4 4 4 4 4 Xcoord 590 590 460 Ycoord 1 1 1 460 560 545 615 515 675 395 575 575 400 550 595 415 470 300 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 eFlag to 1 and save manually. 0 1 1 0 1 385 8989 -34667 550 5 #MACRO? Total #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? WtgAccess rawAwareness #MACRO? Competitors -20.00 -20.00 -20.00 -20.00 -20.00 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? SegmentUnitDemand 8804 11179 3446 2751 2780 #MACRO? Total #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Segment 0 0 0 0 0 #MACRO? MktShr 0 ProductCount #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? CustomerBuyingCriteria #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? WtgCustSurvey #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 3700 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? -1170 -90 1080 -1800 720 98200 -33947 20400 16000 35230 -35320 720 134600 8573 0 0 0 385 8989 #MACRO? #MACRO? #MACRO? Total $Sales #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 8573 #MACRO? #MACRO? #MACRO? 6700 #MACRO? 6700 #MACRO? SG&A%ofSales #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 1000 #MACRO? -90 #MACRO? 910 #MACRO? #MACRO? #MACRO? 910 #MACRO? 2100 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? rawProfits #MACRO? operatingProfit Sales/Employee #MACRO? AgeDec.31 11.6 11.6 11.6 11.6 11.6 11.6 Promo 2900 2900 2900 2900 2900 2900 Sales 5115 5115 5115 5115 5115 5115 Aware 0.934 0.934 0.934 0.934 0.934 0.934 Age Dec.31 3.1 Promo Budget 1009 Sales Budget 979 Customer Awareness 0.61 Total 1020 1020 1020 1020 1020 5100 100% 0 0 0.00% 0 0.00% 0 0.00% 0 0.00% DecSurv 0 0 0 0 0 0 Customer AccessDecember Customer Survey 17.9 DECISIONS Andrews 1 ProductName Eat Ebb RetireProduct 0 0 XcoordinateRD 5.7 3 YcoordinateRD 14.3 17 MTBFrdSpec 17500 14000 Price 29 21.5 PromoBudget 1250 1200 SalesBudget 1400 1300 UnitSalesForecast 1400 2100 ProductionOrdered 1320 2200 CapacityChange 0 0 AutomationNextRound 5 6 FinanceFunction StIssue StRetire FinanceDecisions 1300 0 LaborNegotiation TechWageAsmbWage Offer1 20 0 Offer2 22 0 TQMfunction CPI VendorJIT TQMbudgets 0 0 MKTGPrimarySeg 1 2 MKTGPrintMedia 200 180 MKTGDirectMail 200 180 MKTGWebMedia 200 180 MKTGEmail 200 180 MKTGTradeShows 200 180 MKTGSalesPriorities 0.24 0.22 MKTGOutsideSales 11 0.2 MKTGInsideSales 27 0.2 MKTGDistributors 14 0.2 MKTGReports 0 0 FeesAndNewCapital 0 0 Capstone Rehearsal Round 2 Decisions DECISIONS Andrews 1 ProductName Eat Ebb RetireProduct 0 0 XcoordinateRD 6.5 3 YcoordinateRD 13.5 17 MTBFrdSpec 17500 14000 Price 28.5 21.5 PromoBudget 1475 1500 SalesBudget 1600 1475 UnitSalesForecast 1600 2100 ProductionOrdered 1800 2100 CapacityChange 0 0 AutomationNextRound 6 7 FinanceFunction StIssue StRetire FinanceDecisions 6000 0 LaborNegotiation TechWageAsmbWage Offer1 21 0 Offer2 23.1 0 TQMfunction CPI VendorJIT 0 2000 MEDIUM Echo Edge Egg Elegan Na 0 0 0 0 0 9.2 10.9 4.5 11.2 0 10.8 14.8 10.1 8.9 0 23000 27000 19500 20000 0 39 34.5 34.5 0 0 950 950 1000 0 0 1200 1000 1300 0 0 400 400 400 0 0 400 400 350 0 0 0 0 0 400 0 4 4 4 4 0 Dividend ShortDebt BondRetir BondIssue AR 1 0 0 12000 30 Benefits ProfitShr AnnRaiseComplmentRecrSpend 2500 0.02 0.05 721.24 0 2750 0.02 0.06 0 0 QIT Channels CCEBenchMark QFDE 0 0 0 0 0 3 4 5 0 0 160 140 140 0 0 160 140 140 0 0 160 140 140 0 0 160 140 140 0 0 160 140 140 0 0 0.2 0.17 0.17 0 0 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0 0 0 0 2 2006 C10016 Echo Edge Egg Elegan Na 0 0 0 0 0 9.2 10.9 5.1 11.2 0 10.8 14.8 9.2 8.9 0 23000 27000 19500 20000 0 39.00 34.00 34 0.00 0 1000 700 1320 0 0 1000 700 1500 0 0 250 300 575 0 0 600 650 675 450 0 0 40 45 0 0 4 4 4.5 4 0 Dividend ShortDebt BondRetir BondIssue AR 1.35 6000 0 6000 30 Benefits ProfitShr AnnRaiseComplmentRecrSpend 2500 0.02 0.05 814 0 2750 0.02 0.06 0 0 QIT Channels CCEBenchMark QFDE TQMbudgets 0 0 MKTGPrimarySeg 1 2 MKTGPrintMedia 400 240 MKTGDirectMail 400 240 MKTGWebMedia 400 240 MKTGEmail 400 240 MKTGTradeShows 400 240 MKTGSalesPriorities 0.24 0.22 MKTGOutsideSales 18 0.2 MKTGInsideSales 43 0.2 MKTGDistributors 21 0.2 MKTGReports 0 0 FeesAndNewCapital 0 0 Capstone Rehearsal Round 3 Decisions DECISIONS Andrews 1 ProductName Eat Ebb RetireProduct 0 0 XcoordinateRD 7.2 3 YcoordinateRD 12.9 17 MTBFrdSpec 17500 14000 Price 28 19.99 PromoBudget 1700 1775 SalesBudget 1800 1775 UnitSalesForecast 1650 2300 ProductionOrdered 1600 2400 CapacityChange 0 0 AutomationNextRound 7 7.8 FinanceFunction StIssue StRetire FinanceDecisions 0 0 LaborNegotiation TechWageAsmbWage Offer1 21 0 Offer2 23.1 0 TQMfunction CPI VendorJIT TQMbudgets 0 0 MKTGPrimarySeg 1 2 MKTGPrintMedia 400 240 MKTGDirectMail 400 240 MKTGWebMedia 400 240 MKTGEmail 400 240 MKTGTradeShows 400 240 MKTGSalesPriorities 0.24 0.22 MKTGOutsideSales 18 0.2 MKTGInsideSales 43 0.2 MKTGDistributors 21 0.2 MKTGReports 0 0 FeesAndNewCapital 0 0 Capstone Rehearsal Round 4 Decisions DECISIONS Andrews 1 ProductName Eat Ebb RetireProduct 0 0 XcoordinateRD 7.8 4.3 YcoordinateRD 12.1 15.7 MTBFrdSpec 17500 14000 0 3 180 180 180 180 180 0.2 0.2 0.2 0.2 0 0 4 160 160 160 160 160 0.17 0.2 0.2 0.2 0 0 5 160 160 160 160 160 0.17 0.2 0.2 0.2 0 0 0 0 0 0 0 0 0 0.2 0.2 0.2 0 0 0 0 0 0 0 0 0 2 2006 C10016 Echo Edge Egg Elegan Na 0 0 0 0 0 9.2 10.9 5.7 11 0 10.8 14.8 8.3 9 0 23,000 27,000 19500 20,000 0 39 34 33.5 0 0 1,000 700 1550 0 0 1,000 700 1650 0 0 250 300 600 0 0 125 340 615 0 0 (100) 0 45 250 0 3 3 5 5 0 Dividend ShortDebt BondRetir BondIssue AR 2.1 0 0 4500 30 Benefits ProfitShr AnnRaiseComplmentRecrSpend 2500 0.02 0.05 814 0 2750 0.02 0.06 0 0 QIT Channels CCEBenchMark QFDE 0 0 0 0 0 3 4 5 0 0 180 160 160 0 0 180 160 160 0 0 180 160 160 0 0 180 160 160 0 0 180 160 160 0 0 0.2 0.17 0.17 0 0 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0 0 0 0 2 Echo 0 9.2 10.8 23,000 2006 C10016 Edge Egg 0 0 10.9 6.3 14.8 7.2 27,000 19500 Elegan 0 11 9 20,000 Na 0 0 0 0 Price PromoBudget SalesBudget UnitSalesForecast ProductionOrdered CapacityChange AutomationNextRound FinanceFunction FinanceDecisions LaborNegotiation Offer1 Offer2 TQMfunction TQMbudgets MKTGPrimarySeg MKTGPrintMedia MKTGDirectMail MKTGWebMedia MKTGEmail MKTGTradeShows MKTGSalesPriorities MKTGOutsideSales MKTGInsideSales MKTGDistributors MKTGReports FeesAndNewCapital 27.5 19.5 1900 1935 2000 1950 1900 2500 2050 2675 50 230 7 7.8 StIssue StRetire 0 0 TechWageAsmbWage 21 0 23.1 0 CPI VendorJIT 0 0 1 2 400 240 400 240 400 240 400 240 400 240 0.24 0.22 18 0.2 43 0.2 21 0.2 0 0 0 0 39 34 33 0 0 1,000 700 1775 0 0 1,000 700 1850 0 0 250 300 800 0 0 125 340 930 0 0 (100) 0 125 250 0 3 3 5 5 0 Dividend ShortDebt BondRetir BondIssue AR 0 10000 0 20000 35 Benefits ProfitShr AnnRaiseComplmentRecrSpend 2500 0.02 0.05 814 0 2750 0.02 0.06 0 0 QIT Channels CCEBenchMark QFDE 0 0 0 0 0 3 4 5 0 0 180 160 160 0 0 180 160 160 0 0 180 160 160 0 0 180 160 160 0 0 180 160 160 0 0 0.2 0.17 0.17 0 0 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0 0 0 0 Foundation Rehearsal Round 1 Decisions DECISIONS Andrews 1 ProductName Eat Ebb RetireProduct 0 0 XcoordinateRD 5.8 3 YcoordinateRD 14.3 17 MTBFrdSpec 19000 12000 Price 35 0 PromoBudget 1200 0 SalesBudget 1300 0 UnitSalesForecast 1300 0 ProductionOrdered 1326 0 CapacityChange 0 300 AutomationNextRound 4 3 FinanceFunction StIssue StRetire FinanceDecisions $2,000 0 LaborNegotiation TechWageAsmbWage Offer1 20 0 Offer2 22 0 TQMfunction CPI VendorJIT TQMbudgets 0 0 MKTGPrimarySeg 0 0 MKTGPrintMedia 200 0 0 2000 MEDIUM Na Na Na NA NA 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Dividend ShortDebt BondRetir BondIssue AR 0.75 1000 0 $4,000 30 Benefits ProfitShr AnnRaiseComplmentRecrSpend 2500 0.02 0 250 0 2750 0.02 0 0 0 QIT Channels CCEBenchMark QFDE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 MKTGDirectMail 200 0 MKTGWebMedia 200 0 MKTGEmail 200 0 MKTGTradeShows 200 0 MKTGSalesPriorities 0 0 MKTGOutsideSales 2 0.2 MKTGInsideSales 6 0.2 MKTGDistributors 3 0.2 MKTGReports 0 0 FeesAndNewCapital 0 0 Foundation Rehearsal Round 2 Decisions DECISIONS Andrews 1 ProductName Eat Ebb RetireProduct 0 0 XcoordinateRD 5.8 3 YcoordinateRD 14.3 17 MTBFrdSpec 19000 12000 Price 26.00 20.00 PromoBudget 1800 2000 SalesBudget 1800 2000 UnitSalesForecast 2200 2600 ProductionOrdered 1600 300 CapacityChange 100 100 AutomationNextRound 5 4 FinanceFunction StIssue StRetire FinanceDecisions $3,000 0 LaborNegotiation TechWageAsmbWage Offer1 20 0 Offer2 22 0 TQMfunction CPI VendorJIT TQMbudgets 0 0 MKTGPrimarySeg 2 0 MKTGPrintMedia 300 0 MKTGDirectMail 300 0 MKTGWebMedia 300 0 MKTGEmail 300 0 MKTGTradeShows 300 0 MKTGSalesPriorities 0 0 MKTGOutsideSales 4 0.2 MKTGInsideSales 10 0.2 MKTGDistributors 5 0.2 MKTGReports 0 0 FeesAndNewCapital 0 0 Foundation Rehearsal Round 3 Decisions DECISIONS Andrews 1 ProductName Eat Ebb RetireProduct 0 0 XcoordinateRD 5.8 3 YcoordinateRD 14.3 17 MTBFrdSpec 19000 12000 Price 26.00 20.00 PromoBudget 1800 2000 SalesBudget 1800 2000 0 0 0 0 0 0.2 0.2 0.2 0 0 0 0 0 0 0.2 0.2 0.2 0 0 0 0 0 0 0.2 0.2 0.2 0 0 0 0 0 0 0.2 0.2 0.2 0 0 0 0 0 0 2 2006 C10016 NA NA NA NA NA 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Dividend ShortDebt BondRetir BondIssue AR 0.75 3000 0 $3,500 30 Benefits ProfitShr AnnRaiseComplmentRecrSpend 2500 0.02 0 257 0 2750 0.02 0 0 0 QIT Channels CCEBenchMark QFDE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0 0 0 0 3 NA 0 0 0 0 0 0 0 2006 C10016 NA NA 0 0 0 0 0 0 0 0 0 0 0 0 0 0 NA 0 0 0 0 0 0 0 NA 0 0 0 0 0 0 0 UnitSalesForecast 2200 2600 ProductionOrdered 2190 2800 CapacityChange 200 200 AutomationNextRound 8 7 FinanceFunction StIssue StRetire FinanceDecisions $3,000 0 LaborNegotiation TechWageAsmbWage Offer1 20 0 Offer2 22 0 TQMfunction CPI VendorJIT TQMbudgets 0 0 MKTGPrimarySeg 2 0 MKTGPrintMedia 300 0 MKTGDirectMail 300 0 MKTGWebMedia 300 0 MKTGEmail 300 0 MKTGTradeShows 300 0 MKTGSalesPriorities 0 0 MKTGOutsideSales 4 0.2 MKTGInsideSales 10 0.2 MKTGDistributors 5 0.2 MKTGReports 0 0 FeesAndNewCapital 0 0 Foundation Rehearsal Round 4 Decisions DECISIONS Andrews 1 ProductName Eat Ebb RetireProduct 0 0 XcoordinateRD 6 3 YcoordinateRD 14 17 MTBFrdSpec 19,000 12,000 Price 26 20 PromoBudget 1,800 2,000 SalesBudget 1,800 2,000 UnitSalesForecast 2,200 2,600 ProductionOrdered 2,190 2,800 CapacityChange 200 200 AutomationNextRound 8 7 FinanceFunction StIssue StRetire FinanceDecisions 0 0 LaborNegotiation TechWageAsmbWage Offer1 20 0 Offer2 22 0 TQMfunction CPI VendorJIT TQMbudgets 0 0 MKTGPrimarySeg 2 0 MKTGPrintMedia 300 0 MKTGDirectMail 300 0 MKTGWebMedia 300 0 MKTGEmail 300 0 MKTGTradeShows 300 0 MKTGSalesPriorities 0 0 MKTGOutsideSales 4 0.2 MKTGInsideSales 10 0.2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Dividend ShortDebt BondRetir BondIssue AR 0.85 0 0 $3,000 30 Benefits ProfitShr AnnRaiseComplmentRecrSpend 2500 0.02 0 257 0 2750 0.02 0 0 0 QIT Channels CCEBenchMark QFDE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0 0 0 0 4 2006 C10016 NA NA NA NA NA 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Dividend ShortDebt BondRetir BondIssue AR 0 10,000 0 20,000 35 Benefits ProfitShr AnnRaiseComplmentRecrSpend 2500 0.02 0 257 0 2750 0.02 0 0 0 QIT Channels CCEBenchMark QFDE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 MKTGDistributors MKTGReports FeesAndNewCapital 5 0 0 0.2 0 0 0.2 0 0.2 0 0.2 0 0.2 0 Na 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0 0 CCE6sigma 0 0 0 0 0 0 0 0 We handle tutorial decisions as follows: 1. At startup, the latest tutorial decisions are retrieved from the website. 2. The student modifies them. This puts the student's decisions into DecisionsOutgoing 3. The student could also mess with "teammate" decisions. Therefore, at Save we must re 4. The Tutorial decisions at left are constructed at Design Time. Yellow areas are decisions being made by the student, taken from DecisionsO Blue areas are decisions by Tutorial "teammates" created by the designer. Som 5. At Save, the decisions at left are copied to DecisionsIncoming, then posted into the wor 6. The student is then given an option to continue working on this round or advance. Na 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0 0 CCE6sigma 0 0 0 0 0 0 0 0 Na 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0 0 CCE6sigma 0 0 0 0 0 0 0 0 Na 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0 0 CCE6sigma 0 0 0 0 0 0 0 0 NA 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0 0 CCE6sigma 0 0 0 0 0 0 0 1 NA 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0 0 CCE6sigma 0 0 0 0 0 0 0 1 NA 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0 0 CCE6sigma 0 0 0 0 0 0 0 1 NA 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0 0 CCE6sigma 0 0 0 0 0 0 0 1 om the website. cisions into DecisionsOutgoing ns. Therefore, at Save we must restore "teammate" Decisions. e student, taken from DecisionsOutgoing. ates" created by the designer. Some are constants. Some are formulas. ncoming, then posted into the worksheets. Much like an UndoToLastSave. Then Saved. g on this round or advance. TranslatedEntry ChngDate Be sure to log in at http://www.capsim.com to view your Comp-XM® exam status and final Board Query. There are no more rounds in this simulation; no further company decisions can be made. The menu can be used to review simulation results. Save Decisions? Would you like to save your decisions before exiting? Yes No There is a labor negotiation this round! Your labor contract will expire this year. Please remember to give your negotiators a bargaining position. OK TQM Initiatives are not available. TQM Initiatives are not available this year. Please ignore this worksheet. Warning! 'Undo to start of round' replaces all the decisions in your workbook with the decisions that were present when the round began. All of your work since that point will be lost. Undo to start of round Cancel 'Undo to Last Save' replaces all the decisions in your workbook with the decisions that were present when you last saved. All of your work since that point will be lost. Undo to last save Website not found! A test query to the Capsim website failed! Possible causes include: 1. No connection to the Internet (most likely cause) ChngDate ChngDate a. Confirm the problem by connecting to the website with a browser. b. Check cables. On wireless connection, check switches. c. If still not working, contact your local technical support people 2. A firewall is blocking your access to the Internet or Capsim website a. Confirm browser works and connects to Internet. b. Close workbook, Reopen Excel without a workbook. c. In Excel menu, click Data | Import External Data | New Web Query d. Navigate to any website. Click any yellow arrow pointing to a table. e. If no firewall, the workbook will import the table. If query fails, contact your local technical support people. 3. Excel is blocked from accessing the Internet a. Use the same steps as for firewall. b. If Excel cannot do the web query, reinstall Excel. Since CompXM® requires an open connection to the Internet, please correct the problem, then restart the workbook. This Capstone Workbook is out of date. It's version number is 2009v22. The latest version on the website is version . We recommend that you close this workbook and download a replacement. your company's annual net profits divided by sales. your company's annual net profits divided by assets. your company's annual net profits divided by equity. your company's annual sales divided by total assets. Earnings Before Interest and Taxes. The profits of your firm before tax and debt financing obligations. your company's stock value (shares times price) as a proportion of the entire industry. total assets minus total liabilities (=total equity), per share. This is the value of a share of your firm if all the assets were liquidated and your creditors repaid. Earnings Per Share. This is the net income of your company divided by the number of shares outstanding. the market value of a single share of your company. the total assets of your company in dollars. the annual sales of your company in dollars. the annual net profits of your company in dollars. the cash flow from operations minus plant and equipment expenditures, in dollars. the ratio of Assets to Equity. the total debt of your company divided by the total equity (= Leverage - 1) the total debt of your company divided by the total assets (=1 1/Leverage) emergency loan as a proportion of assets. A visit to Big al is triggered when sales revenues and financing decisions do not cover annual expenses. net profit in dollars, excluding extra-ordinary items like gain/loss on plant and equipment retirement, inventory liquidations, and early bond retirement. proportion of sales revenues which contribute to overhead and profits. (Price - Labor - Material) / Price the percentage of time your plant is being utilized. If underutilized you are paying depreciation and interest on unused assets. If overutilized, you have no room for opportunities. your current assets minus current liabilities, are they appropriate to your level of sales? lost sales due to stock outs as a percentage of overall sales. the costs of carrying unsold inventory as a percentage of overall sales how closely your products meet customer criteria, sales weighted. the overall demand for your products, sales weighted. This is the net combination of Buying Criteria, Awareness and Accessibility. the proportion of customers that know of your products, sales weighted. The strength of your promotion efforts. how easy is it for customers to purchase your products, sales weighted. The strength of your distribution channels. the number of viable products you have, i.e., any product with at least 6% of a segment's sales. sales, general, and administrative expenses as a percentage of sales. the ratio of your annual sales to annual Industry sales. the percentage of your overworked and underpaid workforce you lose each year. the efficiency of your workforce in production because of recruiting, training, quality, and 6 Sigma initiatives. the dollar sales each employee generates. the ratio of total assets in dollars to workforce complement. the ratio of total profits in dollars to workforce complement. the effect of your investments in 'Continuous Process Improvement Systems,' 'Vendor/Just in Time' and '6 Sigma' initiatives. the effect of your investments in 'Quality Function Deployment Effort' and '6 Sigma' initiatives. the effect of your investments in 'Concurrent Engineering' and 'Quality Function Delployment Effort' initiatives. the effect of your investments in 'Vendor/Just in Time' and 'Benchmarking' initiatives. the effect of your investments in 'Channel Support Systems' initiatives. ROS ROA ROE Asset Turnover EBIT Market Cap Book Value EPS Stock Price Assets Sales Profits Free Cash Flow Leverage Debt/Equity Debt/Assets Emergency Loan Operating Profit Contribution Margin Plant Utilization Days of Working Capital Stock-out costs Inventory Carrying costs Customer Buying Criteria Wtg Avg Cust Survey Score Customer Awareness Customer Accessibility Product Count SG&A expense Market Share Employee Turnover Rate Employee Productivity Sales/Employee Assets/Employee Profits/Employee TQM Material Reduction TQM Labor Reduction TQM R&D Reduction TQM Admin Cost Reduction TQM Demand Increase Score for Round Recap Score RECAPITULATION INTERIM RESULTS RECAPITULATION PROJECTED RESULTS Recap criteria evaluate your company's overall performance. Scores will not be finalized until Round 4 is completed. Interim results. Recap criteria evaluate your company's overall performance and are finalized when your simulation is completed. Interim results chart. chart your progress towards those goals. The final Recap will be your score for Round 5. your progress towards those ending goals. Your score only includes the Recap for the last completed round. Financial Internal Business Process Customer Learning and Growth Resume Previous Tutorial Resume Rehearsal Tutorial Could not find slide in database. Sorry, I have encountered a problem finding the next slide in the tutorial, SlideID . Could you please submit a support ticket about the problem the next time you visit the website? Thank you. Do you want to use the Office Assistant for the Coach? Choose Coach We encountered a problem switching off your Office Assistant. Perhaps it is not installed. Because the Coach requires the Office Assistance on Excel 97 systems, we have disabled the Coach, the coach tutorials, and the rehearsal simulation. All other features in the workbook are available. If you wish to use the disabled features, please use your Office 97 Setup program to install the Office Assistant. If you would like to use the Office Assistant, please install it with Microsoft Office Setup. No Office Assistant available The Office Assistant is not available on this computer. On Excel 97 systems, the Coaching system requires the Assistant to function. Although the Coach has been disabled, and with it the workbook tutorials and Rehearsal Simulation tutorials, all other features in the workbook will operate. If you would like to use the Coach on this computer, please use the Office 97 CD to install the Assistant. The standard Coach interface will be used instead. If you would like to use the Office Assistant on this computer, please use the Office CD to install the Assistant. No Office Assistant found You can not save decisions without at least one unit of production (After Adjustment) for the year. This requires one or more units of scheduled production, capacity, and labor complement. You have two options: Button 1: Continue making decisions for this round. If you continue working on the current round be sure to finalize your decisions prior to the deadline. Button 2: Finalize your teams decisions for this round. Once you finalize your decisions you will no longer be able to make changes to them. You must commit to a Final Official Decision before the deadline otherwise you will automatically be disqualified from the Challenge and not allowed to continue. Continue working on Round Finalize my decisions for Round Is this your Final Answer? You will no longer be able to make changes to your decisions for Round Your decisions have been uploaded. Saved By: Decisions For: Time Stamp: UPLOAD FAILED! Excel has encountered a problem during the upload. We recommend that you try to save your decisions to a local disk file, then try uploading them manually. Save Decisions Your decisions have been saved to: Warning! Your decisions did NOT save successfully. Your decisions have been committed. The next round starts The web-site reports that your decision deadline has passed. Your decisions were due Your decisions have been uploaded. Excel has encountered a problem during the upload. We cannot proceed without a solid Internet connection: 1. Try saving again, the problem may be intermittent. 2. If you are on a notebook try connecting from a different network. 3. Try making your decisions from a different computer. 4. If saving fails, please call Support at (847) 501-2888 A teammate has changed the Official Decisions since your session began. Changed by: Changed: We recommend that you Cancel and look at the new Official Decisions before proceeding. Click OK to proceed with Save. Click Cancel to abort. Warning! The website reports that your decision deadline has passed since your session began. DEADLINE PASSED Open Capstone Datafile Select Capstone Datafile Sorry, but is not a valid Capstone Decisions File. Would you like to try again? Invalid Capstone Decisions file. The file query request returned the following message: Visual Basic Error # Generated by Description Failed trying to read local Decision file. Trouble reading decision file. Sorry, the website reports that the deadline for your decisions has passed. They were due Unknown status: Official Decisions not available. Sorry, the website reports that your Officla Decisions are not available at this time. They will be available after This game is not a CompXM game CompXM has not been selected for this simulation. Sorry, the website reports that your Official Decisions are not available at this time. They will be available after . If you believe this is in error and they should be available now, please contact Support. We will check to make sure there are no problems and the schedule matches your professor's intentions. Are you sure that you want to close the workbook and exit? This version of the Capstone spreadsheet VersionN is not compatible with your simulation Version2008. Please login to the website www.capsim.com and download a new spreadsheet. The Coach Research & Development Marketing Production HR Labor Negotiations Finance TQM Initiative Balance Sheet Income Statement Cash Flow Statement Financial Ratios Save decisions Online Resources Print sheet Print all proformas Exit Foundation Exit Capstone Foundation Menu: Capstone Menu: CompXM Menu: Office Assistant File Save Decisions Restart Rehearsal Exit Foundation Exit Capstone Exit CompXM View Full Screen Normal Undo Undo to last save Undo to start of round Decisions R&&D Marketing Pricing && Forecasting Promotion && Sales Traditional Report Low End Report High End report Performance Report Size Report Print All Marketing Reports Production Human resources Decision Summary Proformas Balance Sheet Income Statement Cash Flow Ratios Balanced Scorecard Front Page Stock && Bond market Financial Statements Production Analysis Low Tech Segment High Tech Segment Market Share Perceptual Map HR/TQM report Annual Report Page 1 Annual Report Page 2 Print Reports Thrift segment Core segment Nano segment Elite segment Market Share Perceptual Map Print Annual Reports All Annual Reports Traditional marketing report Low End marketing report High End marketing report Size marketing report Performance marketing report Online Help Manager Guide Support Exam dashboard Challenge dashboard Company dashboard Official Decision audit Official Balanced Scorecard Foundation® FastTrack Audit Capstone® Courier Audit Strategy Success Measures Email Peer Evaluations About Capstone® About Foundation® Connection Failure Our apologies, but this application is offline for maintenance. Please try again later. Additional diagnostics. The request returned the following message: Visual Basic Error # Generated by Description Trouble linking to the website Marketing report not available. Sorry, this report was not ordered last year. No active courses available. Sorry, we could not find an active simulation for you. Since we have no decisions, we cannot open the workbook. If you have not yet launched your course, please return to the website and launch a course. If you would like to use an inactive simulation, please reactivate the course and try again. OK You have not yet started your simulation. The exam assumes you are familiar with the simulation. Please log in at http://www.capsim.com to join a company. Best of Luck! You have not yet joined a company. Practice and Competition rounds are company activities. Please log in at www.capsim.com to join a company. Best of Luck! Please be aware that you are logged into http://www.capsim.com with UserID Welcome to the Rehearsal Simulation. As a professor you have the option to restart your Rehearsal Simulation whenever you wish, and you can play with or without a coached tour. Students will always start with the coached tour, during Round 1 managing the R&D department, while 'ghost' teammates make decisions for other areas of the company. In Round 2 the student takes over Marketing as well as R&D, with their 'teammates' continuing to make other decisions. In Round 3 they make R&D, Marketing and Production decisions. Finally, in round 4 they are responsible for Finance department decisions too. Rounds 5 through 8 are optional and the students are on their own. The number of rounds each of your students has completed are stored for your review on the professor web site. Students can restart only after completing the four coached rounds. If students restart their rehearsal, rounds completed is maintained as a high water mark so you can assess whether they have completed basic training. Restarting a Rehearsal Simulation destroys all reports for the current tutorial and returns you to Round 1. As a professor, restarting your rehearsal has no affect upon students. Welcome Professor Rehearsal Simulation not available The website reports that the Rehearsal Simulation is switched off. If you believe this is in error, please contact Support. We will make sure that everything is in order and that the Rehearsal Simulation should really be switched off. You have reached the end of the Rehearsal Simulation and no more decisions can be made. By the way, your professor has enabled Rehearsal Simulation restarts. Restarting your rehearsal throws away all records of the rehearsal you just completed and starts over. Would you like to restart? Maybe later. I just want to look at my reports. Yes. Take me to a place where I can destroy my last rehearsal. I want to start over. End of Rehearsal Simulation Congratulations, you have reached the end of the Rehearsal Simulation. Your professor has not allowed rehearsal restarts. Your reports summarize the results for the last round. Good luck in the live competition! Your decisions have been merged with your 'teammates' decisions and uploaded. The proforma financial statements now reflect both your decisions and those of your teammates. We recommend that you look over your proformas before advancing to the next round. Saved By: Decisions For: Time Stamp: I want to continue working on Round 0. I want to advance to Round 1. Advance Round Are you sure that you wish to advance to round 1? The Save failed and returned the following message: Perhaps something has happened to your Internet connection, or perhaps you are behind a firewall that prevents posting information to the website. We would like to help you find a solution. Please take the time to send us a support ticket from the website or give us a call. When you restart your rehearsal simulation all reports of your current tutorial are destroyed and you return to round 1. Your professor will always see the highest round you have completed whether or not you have restarted. You have the option of another four round guided tour through the four functional areas: R&D, Marketing, Production and Finance. Or, you can play a Rehearsal entirely on your own, responsible for all of your decisions. Would you like to restart your rehearsal simulation? Restart your rehearsal? Yes, restart the rehearsal at the beginning (you will asked to log in again) The rehearsal simulation failed to restart. It reported: Connection Failure Excel has encountered a problem connecting to our website. This could be caused by an intermittent or no internet connection, or a firewall setting that prevents Excel from communicating over the internet. If this problem persists you can manually download and upload company decisions via a file. For more information or for instructions for changing the required setting of popular firewall programs, log in at www.capsim.com and enter your simulation. Instructions are available from the Downloads area. Note the rehearsal simulation requires an excel connection to the internet, decisions can not be manually loaded. If this problem persists for the rehearsal we can only suggest trying another computer. Additional diagnostics. The request returned the following message: Trouble querying the website. Age Profiles Perceived Age in years Material Cost Old New Size Performance Perceptual map (at the end of this year) Revenue Forecast Margin After marketing Marketing Variable costs Unit sales forecast Awareness Forecast Accessibility Production Vs. Capacity Both Shifts Base Capacity Production Price vs. Unit Cost Material Labor Margin Admin Cost reductions For the year just ended Reduction in Cost of Goods R&D Cycle Time Reductions Demand Increase Liabilities & Owner's Equity Accounts Payable Current Debt Long Term Debt Common Stock Retained Earnings Assets Cash Accounts Receivable Inventories Fixed Depreciation Marketing Administrative / Other Net Margin Cash Flow from operations Net income (loss) Net cash flow Cash flow from investing Plant improvements Cash flow from finance Dividends Sales of stock Purchase of stock New long term debt Retire long term debt Change current debt Net cash flow Cash flow summary Cash flow from Operations Cash flow from Investing Cash flow from Financial actions Net change in cash position ROS Asset Turnover Leverage ROE Percent of Sales Market Share Closing Stock Price Capacity vs. Production Accessibility Market Share Actual versus potential Actual Potential Industry Unit Sales vs demand Unit sales Unit demand Market segment shares Cash flow summary Contribution margins Profit Market share ROE ROS ROA Asset Turnover Performance Traditional Size Low End High End Segment December Back Next Close DONE Trad Low High Pfmn Size Capacity Other Operations Investments Financing Change Round Page Help Continue This Excel workbook cannot run directly from the website. Please download the workbook to your computer. After downloading use Excel to open the workbook on your local computer. Promo Budget Sales Budget Practice Round Competition Round Price Age Ideal Position Reliability Ideal Age = MTBF #MACRO? less than one Translated Warning: This computer product is protected by copyright law. Unauthorized use, reproduction or distribution of this program, or any portion of, may result in severe civil and criminal penalties, and will be prosecuted to the maximum extent possible under the law. All rights reserved. Spreadsheet version The Coach CompXM Schedule Reports available after: Decisions and Quiz available after: Deadline for the decisions and quiz: Present time on server: All times are Eastern Standard Time. The official timekeeper is the server. Workbook is out of date Continue anyway Close workbook and exit Choose a Simulation ID Simulation ID Company Name Choose a Team Save Decisions Where would you like to save your decisions? Directly to the website (recommended) To a backup file on my computer Help Advance to Next Round? Choose Decisions Please make a selection Select a product to upload OR select a functional area to upload OR select all decisions for upload Research and Development Marketing (Pricing, Promo & Sales Budgets, Your Sales Forecast) Production Finance (includes Accounts Receivable/Accounts Payable) Human Resources Total Quality Management(TQM) All team decisions Continue Website Login Please enter your User ID and Password. User ID Password Welcome You work on your company's "Official Decisions," the decisions that will go into competition with other companies. Applies to both the Practice Rounds and the Competition Rounds. Work on my Company's Official Decisions The Rehearsal will introduce you to the simulation. In the Rehearsal, you play against the computer while a Coach guides your decision entries. The Rehearsal requires an Internet connection and permission for the spreadsheet to communicate with the capsim® website. Select The Rehearsal Simulation If a firewall prevents you from using the "Work on my Company's Official Decisions" button, please open a browser, login at www.capsim.com and select your simulation. Next, click the Download menu item. You will find complete instructions for manually downloading and uploading your decision file. Once it has downloaded, click the button below to load the file. You can also use the button to load decisions previously saved to your local computer. Load Decisions From a File Welcome! This message should disappear in a moment… If you continue to see this message, Excel macros have been disabled. Your workbook will not operate until macros are enabled. Please do the following: 1. Exit Excel. 2. Open this workbook again. Excel will display a warning message that says the workbook contains macros that are digitally signed by Management Simulations. 3. Click the Enable Macros button. Depending on your security settings, you may have to check a box that says, "Always trust macros from this source" before you can click the Enable button. Thank you, and good luck in the simulation! Back Next Close DONE Language Portuguese Page OK Cancel About the simulation Copyright -<1986-2008>Save After selecting which decisions to save push the Save button below, your decisions will be saved to the website. You can continue working now or come back later. If you check the box below to let your instructor know your decisions are ready you can change your mind and Save again up to the Round deadline. All decisions are ready. (Optional) Your instructor will see your decisions are ready. Your instructor will see your decisions are in progress. SlideID Comment Sheet msoBalloonType msoButtonSet OPEN TLIST_1 The slide that appears when the workbook opens. Logo Top slide in Tutorial List Logo Buttons NA Cancel Cancel MRD_1 Menu R&D RandD Buttons Cancel MRD_2 http://www.capsim.com/p ermanent_links/capstone links.cfm?loc=xlsRD RandD NextCancel MMKTG_1 Menu Mktg Mktg Buttons Cancel MMKTG_2 http://www.capsim.com/p ermanent_links/capstone links.cfm? loc=xlsMarketing Mktg NextCancel MPROD_1 Menu Production Production Buttons Cancel MPROD_2 http://www.capsim.com/p ermanent_links/capstone links.cfm? loc=xlsProduction Production NextCancel MFIN_1 Menu Finance Finance Buttons Cancel MFIN_2 MFIN_3 http://www.capsim.com/p ermanent_links/capstone links.cfm?loc=xlsFinance Finance Finance NA BackCancel Cancel MHR_1 Menu HR Labor Buttons Cancel MHR_2 http://www.capsim.com/p ermanent_links/capstone links.cfm?loc=xlsHR Labor http://www.capsim.com/p ermanent_links/capstone links.cfm?loc=xlsLabor Labor NextCancel MHR_3 NextCancel MTQM_1 Manu TQM TQM Buttons Cancel MTQM_2 http://www.capsim.com/p ermanent_links/capstone links.cfm?loc=xlsTQM TQM Menu Advanced Marketing MktgX http://www.capsim.com/p ermanent_links/capstone links.cfm? loc=xlsAdvancedMarketi ng MktgX Under Construction Logo NextCancel MAMK_1 Buttons Cancel MAMK_2 CONSTR NextCancel Buttons Cancel ERROR_1 LOST In maintenance Cannot find next slide Logo NA NA Cancel BackClose HRD_1 Launch How to … R&D RandD NA BackNextClose HRD_2 RandD Bullets BackNextClose HRD_3 RandD NA BackNextClose HRD_4 RandD NA BackNextClose HRD_5 RandD Bullets BackNextClose HRD_6 RandD Bullets BackNextClose HRD_6a RandD Bullets BackNextClose HRD_7 RandD NA BackNextClose HRD_7a RandD NA BackNextClose HRD_8 RandD NA BackNextClose HRD_9 RandD NA BackNextClose HRD_10 RandD Bullets BackNextClose HRD_11 RandD Bullets BackNextClose HRD_11 RandD NA BackNextClose HRD_12a RandD Bullets BackNextClose HRD_12 RandD NA BackNextClose HRD_13a RandD NA BackNextClose HRD_13b HRD_13 RandD RandD Bullets NA BackNextClose BackNextClose HRD_14a RandD NA BackNextClose HRD_14 RandD NA BackNextClose HRD_15 HRD_16 RandD RandD NA NA BackNextClose BackNextClose HRD_17 RandD NA BackNextClose HRD_18 RandD NA BackNextClose HRD_19 RandD Bullets BackNextClose HRD_20a RandD Bullets BackNextClose HRD_20 RandD NA BackNextClose HRD_21 RandD Bullets BackNextClose HRD_22 RandD Bullets BackNextClose HRD_23a TutorialSim Exit RandD NA BackClose MUFIN_1 IncomeStatement NA NextClose UFIN_2 IncomeStatement NA BackNextClose UFIN_3 IncomeStatement NA BackNextClose UFIN_4 IncomeStatement NA BackNextClose UFIN_5 IncomeStatement NA BackNextClose UFIN_6 IncomeStatement NA BackNextClose UFIN_7 IncomeStatement NA BackNextClose UFIN_8 IncomeStatement NA BackNextClose UFIN_9 IncomeStatement NA BackNextClose UFIN_10 IncomeStatement NA BackNextClose UFIN_11 IncomeStatement NA BackNextClose UFIN_12 IncomeStatement NA BackNextClose UFIN_13 IncomeStatement NA BackNextClose UFIN_14 IncomeStatement NA BackNextClose UFIN_15 IncomeStatement NA BackNextClose UFIN_16 CashFlow NA BackNextClose UFIN_17 CashFlow NA BackNextClose UFIN_18 CashFlow NA BackNextClose UFIN_19 CashFlow NA BackNextClose UFIN_20 BalanceSheet NA BackNextClose UFIN_21 BalanceSheet NA BackNextClose UFIN_22 BalanceSheet NA BackNextClose UFIN_23 HHR_1 Launch How to … HR BalanceSheet NA Labor NA BackClose BackNextClose HHR_2 Labor Bullets BackNextClose HHR_3 Labor NA BackNextClose HHR_4 Production Bullets BackNextClose HHR_5 Production NA BackNextClose HHR_6 Production NA BackNextClose HHR_7 HHR_8 Production Production NA NA BackNextClose BackNextClose HHR_9 Labor NA BackNextClose HHR_10 Labor NA BackNextClose HHR_11 Labor NA BackNextClose HHR_12 Labor NA BackNextClose HHR_13 HHR_14 Labor Production Bullets Buttons BackNextClose BackClose HLAB_1 Launch How to … Labor Labor NA BackNextClose HLAB_2 HLAB_3 HLAB_4 HLAB_5 HLAB_6 Labor Labor Labor Labor Labor NA NA NA Bullets NA BackNextClose BackNextClose BackNextClose BackNextClose BackNextClose HLAB_7 HLAB_7a HLAB_7b Labor Labor Labor Buttons NA NA None BackNextClose BackNextClose HLAB_7c Labor NA BackNextClose HLAB_8 Labor NA BackNextClose HLAB_9 Labor Bullets BackNextClose HLAB_10 Labor Bullets BackNextClose HLAB_11 HLAB_12 Labor Labor Bullets Bullets BackNextClose BackNextClose HLAB_13 Labor Buttons BackClose HMKTG_1 Launch How to … Mktg Mktg Bullets BackNextClose HMKTG_2 Capstone Slide Mktg NA BackNextClose HMKTG_2a Foundation Slide Mktg NA BackNextClose HMKTG_3 Mktg Bullets BackNextClose HMKTG_3a Mktg Bullets BackNextClose HMKTG_4 Mktg Bullets BackNextClose HMKTG_5 HMKTG_6 Mktg Mktg NA NA BackNextClose BackNextClose HMKTG_6a HMKTG_7 HMKTG_7a Mktg Mktg Mktg NA NA NA BackNextClose BackClose BackClose HMKTG_8 Mktg NA BackNextClose HMKTG_9 Mktg NA BackNextClose HMKTG_10 Mktg NA BackNextClose HMKTG_10a Mktg NA BackNextClose HMKTG_11 Mktg NA BackNextClose HMKTG_12 Mktg Bullets BackNextClose HMKTG_13 Mktg NA BackNextClose HMKTG_14 Mktg Bullets BackNextClose HMKTG_15 Mktg NA BackNextClose HMKTG_15a Mktg BackNextClose HMKTG_16 Mktg NA BackNextClose HMKTG_17 Mktg NA BackNextClose HMKTG_18 Mktg NA BackNextClose HMKTG_18a Mktg NA BackNextClose HMKTG_19 Mktg Bullets BackNextClose HMKTG_20 HMKTG_21 Mktg Mktg NA NA BackNextClose BackNextClose HFIN_1 Launch How to … Finance Finance NA BackNextClose HFIN_2 HFIN_3 Finance Finance NA Bullets BackNextClose BackNextClose HFIN_4 Finance NA BackNextClose HFIN_5 Finance NA BackNextClose HFIN_6 Finance NA BackNextClose HFIN_7 Finance NA BackNextClose HFIN_8 Finance NA BackNextClose HFIN_9 HFIN_10 HFIN_10Low HFIN_10High Finance Finance Finance Finance NA NA NA NA BackNextClose BackNextClose BackNextClose BackNextClose HFIN_11 HFIN_12 Finance Finance NA NA BackNextClose BackNextClose HAMK_1 Launch …Adv. Mktg MktgX NA BackNextClose HAMK_2 MktgX NA BackNextClose HAMK_3 MktgX NA BackNextClose HAMK_4 HAMK_5 MktgX MktgX NA Bullets BackNextClose BackNextClose HAMK_6 MktgX NA BackNextClose HAMK_7 HAMK_8 HAMK_9 HAMK_10 HAMK_11 HAMK_12 HAMK_13 HAMK_14 HAMK_15 HAMK_16 MktgX MktgX MktgX MktgX MktgX MktgX MktgX MktgX MktgX MktgX NA Buttons NA NA NA Buttons NA NA NA NA BackNextClose None BackClose BackClose BackNextClose None BackClose BackNextClose BackClose BackNextClose HAMK_17 MktgX NA BackNextClose HAMK_18 MktgX NA BackNextClose HAMK_19 HAMK_20 MktgX MktgX NA Bullets BackNextClose BackNextClose HAMK_21 HAMK_22 MktgX MktgX NA NA BackNextClose BackNextClose HAMK_23 MktgX NA BackNextClose HAMK_24 MktgX NA BackNextClose HAMK_25 HAMK_26 HTQM_1 HTQM_2 MktgX MktgX Launch How To … TQM TQM TQM NA Buttons NA NA BackNextClose BackClose BackNextClose BackNextClose HTQM_3 TQM Bullets BackNextClose HTQM_4 TQM NA BackNextClose HTQM_5 HTQM_6 HTQM_6a TQM TQM TQM NA Buttons NA BackNextClose BackClose BackNextClose HTQM_6b TQM NA BackNextClose HTQM_7 TQM NA BackNextClose HTQM_8 TQM NA BackNextClose HTQM_9 TQM NA BackNextClose HTQM_10 HTQM_11 Launch How to … Production TQM TQM NA Buttons BackNextClose BackClose HPROD_1 Production Bullets BackNextClose HPROD_2 Production Bullets BackNextClose HPROD_3 Production Bullets BackNextClose HPROD_4 Production Bullets BackNextClose HPROD_5 HPROD_6 Production Production NA NA BackNextClose BackNextClose HPROD_7 Production Bullets BackNextClose HPROD_8 HPROD_9 Production Production Bullets NA BackNextClose BackNextClose HPROD_10 Production Bullets BackNextClose HPROD_11 Production Bullets BackNextClose HPROD_12 Production Bullets BackNextClose HPROD_13 HPROD_14 Production Production NA NA BackNextClose BackNextClose WKLD_1 Logo NA BackNextClose WKLD_2 WKLD_3 Logo Logo NA Bullets BackNextClose BackNextClose WKLD_4 Logo NA BackNextClose WKLD_5 Logo NA BackNextClose WKLD_6 Logo NA BackNextClose WKLD_7 Logo NA BackNextClose WKLD_8 Logo NA BackNextClose WKLD_9 Logo NA BackNextClose WKLD_10 Logo NA BackNextClose WKLD_11 Logo NA BackNextClose WKLD_12 WKLD_13 Logo Logo NA Buttons BackNextClose BackClose TDB_1 Initial TutorialDB Slide TutorialDB NA NextClose TDB_2 TutorialDB NA BackNextClose TDB_3 TutorialDB NA BackNextClose TDB_4 TDB_4Low TDB_4High $9.00 TutorialDB TutorialDB TutorialDB NA NA Bullets BackNextClose BackNextClose BackNextClose TDB_5 Using formulas TutorialDB NA BackNextClose TDB_6 TutorialDB NA BackNextClose TDB_7 TutorialDB NA BackNextClose TDB_8 TutorialDB NA BackNextClose TDB_9 TutorialDB NA BackNextClose TDB_10 TutorialDB NA BackNextClose TDB_11 TDB_11a TDB_11b TDB_11c TDB_12 TDB_13 TDB_14 TutorialDB TutorialDB TutorialDB TutorialDB TutorialDB TutorialDB TutorialDB Buttons NA NA NA Bullets Bullets NA None BackNextClose BackNextClose BackNextClose BackNextClose BackNextClose BackNextClose TDB_15 TutorialDB NA BackNextClose TDB_16 TutorialDB NA BackClose OFFL_1 Logo NA BackNextClose OFFL_5 Logo NA BackNextClose OFFL_6 OFFL_7 OFFL_8 OFFL_8a Logo Logo Logo Logo Bullets NA Buttons NA BackNextClose BackNextClose BackNextClose BackNextClose OFFL_8b Logo NA BackNextClose OFFL_8c Logo NA BackNextClose OFFL_9 OFFL_10 OFFL_11 Logo Logo Logo NA NA NA BackNextClose BackNextClose BackNextClose OFFL_12 Logo NA BackNextClose OFFL_13 OFFL_14 Logo Logo NA NA BackNextClose BackNextClose OFFL_15 Logo NA BackNextClose OFFL_16 OFFL_17 Logo Logo NA Buttons BackNextClose BackClose TXLS_1 TXLS_2 TXLS_3 TXLS_4 TXLS_5 TutorialDB TutorialDB TutorialDB TutorialDB TutorialDB NA NA NA NA NA BackNextClose BackNextClose BackNextClose BackNextClose BackNextClose TCOU_1 TCOU_2 TCOU_3 TCOU_4 TCOU_5 TutorialDB TutorialDB TutorialDB TutorialDB TutorialDB NA NA NA NA NA BackNextClose BackNextClose BackNextClose BackNextClose BackNextClose MXLS_F1 MXLS_F2 Foundation Workbook Tour begins here. Logo Logo Bullets NA BackNextClose BackNextClose MXLS_F3 MXLS_F4 Logo Logo Bullets NA BackNextClose BackNextClose MXLS_F5 RandD_F Bullets BackNextClose MXLS_F6 MXLS_F7 RandD_F RandD_F Bullets NA BackNextClose BackNextClose MXLS_F8 Mktg_F Bullets BackNextClose MXLS_F9 MXLS_F10 Mktg_F Mktg_F NA NA BackNextClose BackNextClose MXLS_F11 Production_F Bullets BackNextClose MXLS_F12 Production_F NA BackNextClose MXLS_F13 Production_F NA BackNextClose MXLS_F14 Finance NA BackNextClose MXLS_F15 Finance NA BackNextClose MXLS_F16 Finance NA BackNextClose MXLS_F17 Finance NA BackNextClose MXLS_F18 MXLS_F19 BalanceSheet NA BalanceSheet NA BackNextClose BackNextClose MXLS_F20 IncomeStatement_F NA BackNextClose MXLS_F21 IncomeStatement_F NA BackNextClose MXLS_F22 CashFlow NA BackNextClose MXLS_F23 CashFlow NA BackNextClose MXLS_F24 MXLS_F25 Ratios Logo NA Buttons BackNextClose BackNextClose Capstone® Rehearsal RSIMC1_1 RSIMC1_1a Rehearsal Simulation Round 1 Logo Logo NA NA NextClose BackClose RSIMC1_1b Logo NA BackClose RSIMC1_2 RandD NA BackNextClose RSIMC1_3 RandD BackNextClose RSIMC1_4 RandD NA BackNextClose RSIMC1_5 RandD Bullets BackNextClose RSIMC1_6 RandD Bullets BackNextClose RSIMC1_7 RSIMC1_8 RandD RandD Bullets NA BackNextClose BackClose RSIMC1_9 RSIMC1_10 RandD RandD NA NA BackNextClose BackClose RSIMC1_11 RandD Bullets BackNextClose RSIMC1_12 RSIMC1_13 RandD RandD BackNextClose BackClose RSIMC1_14 RandD BackNextClose RSIMC1_15 RandD Bullets BackNextClose RSIMC1_16 RandD NA BackNextClose RSIMC1_17 RandD NA BackNextClose RSIMC1_18 RandD NA BackNextClose RSIMC1_19 RSIMC1_20 RSIMC1_21 RandD RandD RandD Bullets Bullets NA BackNextClose BackNextClose BackNextClose RSIMC1_22 RSIMC1_23 RandD RandD NA BackNextClose BackNextClose RSIMC1_24 RSIMC1_25 RSIMC1_26 RSIMC1_27 RSIMC1_28 RandD RandD RandD RandD RandD BackClose BackNextClose BackClose BackNextClose BackClose RSIMC1_29 RandD BackNextClose RSIMC1_30 RandD BackNextClose RSIMC1_31 RandD BackClose RSIMC1_32 RandD BackNextClose RSIMC1_33 RandD BackClose RSIMC1_34 RandD BackNextClose RSIMC1_35 RandD BackClose RSIMC1_36 RSIMC1_37 RandD RandD Bullets NA BackNextClose BackNextClose RSIMC1_38 RandD NA BackClose RSIMC2_1 Start Round 2 Logo Buttons BackNextClose RSIMC2_2 RandD Bullets BackNextClose RSIMC2_3 Mktg Bullets BackNextClose RSIMC2_4 Mktg Bullets BackNextClose RSIMC2_5 Mktg Bullets BackNextClose RSIMC2_6 RSIMC2_7 Logo Logo NA NA BackNextClose BackClose RSIMC2_100 Tour Courier Logo NA BackNextClose RSIMC2_101 Courier1 Bullets BackNextClose RSIMC2_102 Courier1 NA BackNextClose RSIMC2_103 Courier2 NA BackNextClose RSIMC2_104 Courier2 Bullets BackNextClose RSIMC2_105 RSIMC2_106 Courier2 Courier2 Bullets NA BackNextClose BackNextClose RSIMC2_107 Courier3 Bullets BackNextClose RSIMC2_108 RSIMC2_109 Courier3 Courier3 Bullets NA BackNextClose BackNextClose RSIMC2_110 RSIMC2_111 Courier4 Courier4 Bullets NA BackNextClose BackNextClose RSIMC2_112 CourierSeg Bullets BackNextClose RSIMC2_113 RSIMC2_114 CourierSeg CourierSeg NA NA BackNextClose BackNextClose RSIMC2_115 RSIMC2_116 RSIMC2_117 RSIMC2_118 CourierSeg CourierSeg CourierSeg CourierSeg NA NA NA NA BackNextClose BackNextClose BackNextClose BackNextClose RSIMC2_119 Courier10 NA BackNextClose RSIMC2_120 Courier11 NA BackNextClose RSIMC2_121 Courier12 NA BackNextClose RSIMC2_122 AnnRpt1 NA BackNextClose RSIMC2_123 AnnRpt2 NA BackNextClose RSIMC2_124 Logo NA BackNextClose RSIMC3_1 Start Round 3 Logo Buttons NextClose RSIMC3_2 RandD Bullets BackNextClose RSIMC3_3 Mktg Bullets BackNextClose RSIMC3_4 RSIMC3_5 Production Logo Bullets NA BackNextClose BackClose RSIMC4_1 Start Round 4 Logo NextClose RSIMC4_2 RSIMC4_3 RandD Logo Bullets BackNextClose BackClose RSIMC5_1 RSIMC5_2 Start Round 5 Rehearsal Restart Logo Logo Buttons Buttons Close BackClose RSIMC6_1 RSIMC7_1 RSIMC8_1 RSIMC9_1 Uncoached Rehearsal: Logo Logo Logo Logo NA NA NA NA Cancel Cancel Cancel Cancel RSIMU1_1 RSIMU2_1 RSIMU3_1 Logo Logo Logo Buttons Buttons Buttons None None None RSIMU4_1 RSIMU5_1 RSIMU6_1 RSIMU7_1 RSIMU8_1 RSIMU9_1 RSIMU Foundation® Rehearsal Logo Logo Logo Logo Logo Logo Logo Buttons Buttons NA NA NA NA Buttons NA None None Ok Ok Ok Ok None RSIMF1_1 Start Foundation Rehearsal Simulation, Round 1 Logo NA NextClose RSIMF1_2 RandD_F NA BackNextClose RSIMF1_3 RandD_F NA BackNextClose RSIMF1_4 RandD_F NA BackNextClose RSIMF1_5 RandD_F Bullets BackNextClose RSIMF1_6 RandD_F Bullets BackNextClose RSIMF1_7 RSIMF1_8 RandD_F RandD_F Bullets NA BackNextClose BackClose RSIMF1_9 RSIMF1_10 RandD_F RandD_F NA NA BackNextClose BackClose RSIMF1_11 RandD_F Bullets BackNextClose RSIMF1_12 RSIMF1_13 RandD_F RandD_F Bullets BackNextClose BackClose RSIMF1_14 RandD_F BackNextClose RSIMF1_15 RandD_F Bullets BackNextClose RSIMF1_16 RandD_F NA BackNextClose RSIMF1_17 RandD_F NA BackNextClose RSIMF1_18 RandD_F NA BackNextClose RSIMF1_19 RandD_F Bullets BackNextClose RSIMF1_20 RandD_F NA BackNextClose RSIMF1_21 RandD_F Bullets BackNextClose RSIMF1_22 RSIMF1_23 RSIMF1_24 RSIMF1_25 RSIMF1_26 RSIMF1_27 RSIMF1_28 RandD_F RandD_F RandD_F RandD_F RandD_F RandD_F RandD_F NA BackNextClose BackNextClose BackClose BackNextClose BackClose BackNextClose BackClose RSIMF1_29 RandD_F BackNextClose RSIMF1_30 RandD_F Bullets BackNextClose RSIMF1_31 RandD_F NA BackClose RSIMF2_1 Start Round 2 Logo Buttons NextClose RSIMF2_2 Suggestions for Able RandD_F Bullets BackNextClose RSIMF2_3 RSIMF2_4 Mktg Logo Bullets BackNextClose BackClose RSIMF2_100 Tour FastTrack Logo NA BackNextClose RSIMF2_101 Courier1 Bullets BackNextClose RSIMF2_102 Courier1 NA BackNextClose RSIMF2_103 Courier2 NA BackNextClose RSIMF2_104 Courier2 Bullets BackNextClose RSIMF2_105 RSIMF2_106 Courier2 Courier2 Bullets NA BackNextClose BackNextClose RSIMF2_107 Courier3 Bullets BackNextClose RSIMF2_108 RSIMF2_109 Courier3 Courier3 Bullets NA BackNextClose BackNextClose RSIMF2_110 Courier4 Bullets BackNextClose RSIMF2_111 Courier4 NA BackNextClose RSIMF2_112 CourierSeg Bullets BackNextClose RSIMF2_113 RSIMF2_114 CourierSeg CourierSeg NA NA BackNextClose BackNextClose RSIMF2_115 CourierSeg NA BackNextClose RSIMF2_116 Courier10 NA BackNextClose RSIMF2_117 Courier11 NA BackNextClose RSIMF2_118 Courier12 NA BackNextClose RSIMF2_119 AnnRpt1 NA BackNextClose RSIMF2_120 AnnRpt2 NA BackNextClose RSIMF2_121 Logo NA BackNextClose RSIMF3_1 Start Round 3 Logo Buttons NextClose RSIMF3_2 Suggestions for Able RandD_F Bullets BackClose RSIMF4_1 Start Round 4 Logo Buttons NextClose RSIMF4_2 Suggestions for Able Logo Bullets BackClose RSIMF5_1 Start Round 5 Logo Buttons Close RSIMF6_1 Start Round 6 Logo NA Cancel RSIMF7_1 Start Round 7 Logo NA Cancel RSIMF8_1 Start Round 8 Logo NA Cancel RSIMF9_1 Start Round 8 Logo NA Cancel FORMTEST The slide that appears when the workbook opens. Logo Bullets Cancel Comp-XM® Begins Here The slide that appears when Comp-XM® opens workbook opens. Logo Comp1_1 Bullets NextClose Comp1_2 Comp1_3 Comp1_4 Comp1_5 Comp1_6 Comp1_7 Comp1_8 Comp1_9 Comp1_10 Comp1_12 Comp1_13 Comp1_14 BackClose Header Text JumpBackNo JumpNextYesOK Greetings! Which Tutorial? I am your coach. You can enable me at any time by clicking CAPSTONE MENU in the menu at the top of the display, or by clicking the Coach button at the top of the toolbar.<br><br>To begin, review last year's results (which are this year's starting conditions) from the Courier menu.<br><br>To access the R&D, Marketing, Production and Finance areas, select the Decisions menu.<br><br>As you finalize your decisions, guage your projected results for the upcoming year from the Proformas menu.<br><br>Best of luck! <br><br>(You can choose the Office Assistant for the coach from the CAPSTONE® MENU.) Please select a category. R&D Department Welcome to the R&D department.<br><br>Please have a browser opened, i.e. Internet Explorer, before launching the website tutorial. Your tutorial should be loading. If it is not visible check your task bar. Please feel free to view other tutorials and demonstrations found in your welcome page. MRD_1 Welcome to the Marketing department.<br><br>Please have a browser opened, i.e. Internet Explorer, before launching the website tutorial. Your tutorial should be loading. If it is not visible check your task bar. Please feel free to view other tutorials and demonstrations found in your welcome page. MMKTG_1 Welcome to the Production department.<br><br>Please have a browser opened, i.e. Internet Explorer, before launching the website tutorial. Your tutorial should be loading. If it is not visible check your task bar. Please feel free to view other tutorials and demonstrations found in your welcome page. MPROD_1 R&D Department Marketing Department MMKTG_1 Marketing Department Production Department MPROD_1 Production Department MFIN_1 Finance Department Welcome to the Finance department.<br><br>Please have a browser opened, i.e. Internet Explorer, before launching the website tutorial. Your tutorial should be loading. If it is not visible check your task bar. Please feel free to view other tutorials and demonstrations found in your welcome page. MFIN_1 Good luck in running your company! MFIN_1 Welcome to the Human Resources deparment.<br><br>Please have a browser opened, i.e. Internet Explorer, before launching the website tutorial. Your tutorial should be loading. If it is not visible check your task bar. Please feel free to view other tutorials and demonstrations found in your welcome page. MHR_1 Finance Department Message to Managers MFIN_3 HR Department HR Module MHR_1 Your tutorial should be loading. If it is not visible check your task bar. Please feel free to view other tutorials and demonstrations found in your Labor Negotiations welcome page. MHR_1 Welcome to the Quality department.<br><br>Please have a browser Total Quality opened, i.e. Internet Explorer, before launching the Management website tutorial. Your tutorial should be loading. If it is not visible check your task bar. Please feel free to view other tutorials and demonstrations found in your welcome page. MTQM_1 Welcome to the Advanced Marketing Module.<br><br>Please have a browser opened, i.e. Internet Explorer, before launching the website tutorial. Your tutorial should be loading. If it is not visible check your task bar. Please feel free to view other tutorials and demonstrations found in your welcome page. MAMK_1 We are sorry, but that tutorial is temporarily down for maintenance. Please accept our apologies. MHR_1 Total Quality Management Advanced Marketing Module MTQM_1 Advanced Marketing Module Down for maintenance MAMK_1 Our apologies Could not find slide in database We are sorry, but this option is temporarily down for maintenance. Please accept our apologies. ERROR_1 ERROR_1 Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department Welcome to the R&D department. Please Save your decisions before doing this tour. Later you can use Undo to Last Save to restore your decisions.<br><br>In general, planning begins in R&D, then proceeds through Marketing, Production, and Finance.<br><br>The marketplace evolves continuously. As the years pass, customers expect smaller, more powerful products. Your R&D department updates existing product designs and invents new products. MRD_1 Customers look for four things in a product's design (the customer buying criteria can be found in each segment analyses of the Courier report); three of which are determined in the R&D department: HRD_1 Positioning. The Perceptual Map at the lower left is a marketing tool used to show how well your products meet customer expectations. Your customers are primarily concerned with two characteristics, the product's Performance and Size. Over time they expect products to become HRD_2 smaller and more powerful. Let's look at Positioning first. The Perceptual Map at the lower left is a marketing tool used to show how well your products meet customer expectations. <br><br>Your customers are primarily concerned with two characteristics, the product's Performance and Size. Over time they expect products to become smaller and more powerful. HRD_3 Try entering different coordinates for each of your products. Notice the Black and Pink labels on the perceptual map. The Black label tells you where Able is today, January 1st. The Pink label tells you where it will be when it emerges from R&D and the Revision Date tells you when it completes from the R&D department. HRD_4 HRD_2 HRD_3 HRD_4 HRD_5 HRD_6 #MACRO? HRD_5 HRD_7 Getting To Know the R&D Department #MACRO? You control the product age by moving the product on the perceptual map. When a product is moved, customers perceive it as younger. Its age is cut in half on the day it emerges from R&D. It becomes the "new-and-improved" product, with half its former age.<br><br>The "Age at Revision" tells you what the new perceived age will be on the day the project completes. HRD_6 HRD_9 Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department You control the product age by moving the product on the perceptual map. When a product is moved, customers perceive it as younger. Its age is cut in half on the day it emerges from R&D. It becomes the "new-and-improved" product, with half its former age.<br><br>The "Age at Revision" tells you what the new perceived age will be on the day the project completes. Reliability is the third factor of importance in a customer's buying criteria. We measure reliability in hours, MTBF or Mean Time Before Failure. For instance, High tech customers help make a buying decision based on an industry range. Ranges are found in the customer buying criteria in each of the segment analyses. Outside a range of a segment may result in a loss of demand (if less) or no additional demand (if more). Customers feel torn about reliability. On the one hand, they want your sensor to last forever. On the other hand, they know that the higher the MTBF specification, the higher the material costs. As a result, you may pass those costs on to them.<br><br>You can see this in the Material Cost chart. Try increasing and decreasing the MTBF specifications for your products. In the end customers require a minimum Reliability, and they reward you with increased demand as you increase MTBF above the minimum up to a point where they do not care. Here are the ranges: In the end customers require a minimum Reliability, and they reward you with increased demand as you increase MTBF above the minimum up to a point where they do not care. Here are the ranges: Of course, you are keenly concerned with both MTBF and Positioning because both form your products' material costs. Keep in mind, the better the technology, the higher the material costs.<br><br>Try this experiment. Move one of your products to the leading edge of segment's circle and increase the MTBF. Notice the effect in the Material Cost chart. HRD_7 HRD_7 HRD_11 HRD_9 HRD_9 HRD_12a Getting To Know the R&D Department Management can expand the company by inventing new products. In total, your company can manufacture up to 8 products. HRD_12 Let's invent a new product.<br><br>Give your product a name in a row that begins with "Na". By convention, the first letter should match the first letter of your company. Next, position the product with a Performance and Size coordinate. Lastly, give your product a reliability that would satisfy a particular segment's buying criteria (remember to verify the acceptable MTBF range found in pages 5-9 of the Courier). HRD_12a HRD_12 HRD_13a Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department Let's invent a new product.<br><br>Give your product a name in a row that begins with "Na". By convention, the first letter should match the first letter of your company. Next, position the product with a Performance and Size coordinate. Lastly, give your product a reliability that would satisfy a particular segment's buying criteria (remember to verify the acceptable MTBF range found in pages 5 and 6 of the FastTrack). HRD_13 HRD_13b This brings us to the last, and most strategic concerns in R&D -- scope and focus. HRD_13a HRD_13 HRD_14 Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department HRD_13b "Age at Revision" addresses the customer's next important concern, the age of the product design. Some customers want old, proven designs, while others want new designs. HRD_13b You control the product age by moving the product on the perceptual map. When a product is moved, customers perceive it as younger. Its age is cut in half on the day it emerges from R&D. It becomes the "new-and-improved" product, with half its former age.<br><br>The "Age at Revision" tells you what the new perceived age will be on the day HRD_13 the project completes. Revisions can affect your product's demand during the year. A product could start out the year too old to satisfy customers, then emerge in mid-year at a new location with a younger age.<br><br>This is captured in the Age Profile chart. When a product is revised in mid-year, its age profile looks like a saw tooth. HRD_14 #MACRO? HRD_15 That's two of the things customer's care about in the design, Positioning and Age.<br><br>Reliability is the third. It is driven by HRD_16 MTBF, or Mean Time Before Failure. Customers feel torn about reliability. On the one hand, they want your sensor to last forever. On the other, they know that the higher the MTBF specification, the higher the material costs. Chances are, you will pass those costs on to them.<br><br>You can see this in the Material Cost chart. Try increasing and decreasing the MTBF specifications for your products. HRD_17 In the end customers require a minimum Reliability, and they reward you with increased demand as you increase MTBF above the minimum up to a point where they do not care. Here are the ranges: HRD_18 HRD_14 HRD_15 HRD_16 HRD_17 HRD_18 Getting To Know the R&D Department Getting To Know the R&D Department HRD_19 HRD_20 Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department In the end customers require a minimum Reliability, and they reward you with increased demand as you increase MTBF above the minimum up to a point where they do not care. HRD_18 Here are the ranges: Of course, you are keenly concerned with your material costs. While MTBF is a major factor, material costs are also driven by the product's Positioning. In general, the higher the technology, the higher the material costs.<br><br>Try this experiment. Move your products, making them more high tech by increasing the performance and reducing the size. Watch the effect upon the Material Cost chart. HRD_19 HRD_20 HRD_21 Let's invent a new product. HRD_20 HRD_22 Getting To Know the R&D Department This brings us to the last, and most strategic concerns in R&D -- scope and focus. This completes the R&D tutorial.<br><br>If you saved your decisions when this tutorial began, please do an Undo To Last Save in the Undo Menu above. This will throw away any changes you made during the tutorial and restore your decisions. HRD_21 0 HRD_22 Understanding Financial StatementsIncome Statement Understanding Financial StatementsIncome Statement Understanding Financial StatementsIncome Statement Understanding Financial StatementsIncome Statement Income Statements, sometimes referred to as Profit & Loss or P&L Statements, provide a record of earnings (or losses) by comparing sales revenues vs. expenses over a specific period of time - in this case, annually. Earnings (or profits) are a fundamental success indicator. Investors use Income Statements as part of their assessment of a firm’s value. Creditors use Income Statements as part of the determination on a firm’s credit worthiness. Managers use the Income Statement to try and improve “the bottom line” – profits. MUFIN_1 Sales -- sometimes referred to as the “top line” -are reported in $ terms (rather than units) for the previous two years on the Income Statement. The Financial Analysis -- page 3 of Last Year's Reports -- provides a comparison between your firm and competing teams, via the Income Statement Survey. UFIN_2 Are you above or below average for your industry? Consider your Sales from the Round 0 reports, and factor in the annual overall growth rate in customer demand. Are your current Sales above or below market expectations? UFIN_3 UFIN_2 UFIN_3 UFIN_4 UFIN_5 Understanding Financial StatementsIncome Statement Understanding Financial StatementsIncome Statement Understanding Financial StatementsIncome Statement Understanding Financial StatementsIncome Statement Understanding Financial StatementsIncome Statement Understanding Financial StatementsIncome Statement Subtracting Variable Costs from Sales determines your Contribution Margin. The Contribution Margin is also reported on Page 1 of Last Year's Reports for comparison with competing teams. <br><br>A general minimum benchmark for success is a 30% Contribution Margin. The “Round Analysis” and “Analyst Report” on the website provide coaching and troubleshooting suggestions. Inventory Carry costs are driven by the number of units in the warehouse X 12% of their production costs (material & labor). If you have $0 Inventory Carry costs, you stocked out of the product and missed sales. If you have excessive inventory, your carry costs will be high; a drain on resources. Sound sales forecasts matched to reasonable production schedules will result in a modest Inventory Carry cost for each product line – meaning no stock outs or excessive production. The “Round Analysis” (Inventory) and “Analyst Report” (Forecasting) on the website provide coaching and troubleshooting suggestions. Period Costs are subtracted from the Contribution Margin to drive the Net Margin. Look at your Round 0 report Net Margin as a mediocre benchmark. Depreciation is an accounting principle that allows companies to devalue the portion of equipment that is “used up” during a given period. It decreases the firm’s tax liability by reducing net profits, and provides a truer picture of a company’s value. Older plants are generally worth less than brand new plants. <br><br>Depreciation is reflected as a gain on the Cash Flow statement, but is expensed on the Income Statement -- even though you never actually write a check for it -- in order to reconcile. SG&A is also reported on Page 1 of the Capstone Courier or Foundation FastTrack report for comparison with competing teams. The Round 0 figure serves as an additional benchmark. SG&A reflects the rate of return you are generating from your R&D and Marketing expenses. Higher percentages mean you should review your tactics, as you are either spending too much, too little, or not targeting your spending wisely. UFIN_4 UFIN_6 UFIN_5 UFIN_7 UFIN_6 UFIN_8 UFIN_7 UFIN_9 UFIN_8 UFIN_10 UFIN_9 UFIN_11 Short-term and Long-term interest payments can be compared with competing teams on the Income Statement Survey (page 3 of the Capstone Courier or Foundation FastTrack report), and against the Round 0 benchmark. Excessive interest -especially on high interest rate Emergency Loans Understanding -- can negate an otherwise profitable year in some Financial instances. <br><br> Proper debt management is Statementsdiscussed in detail in the “Analyst Report” on the Income Statement website (Financial Structure). UFIN_10 UFIN_12 Understanding Financial StatementsIncome Statement Understanding Financial Statements- Cash Flow Statement Understanding Financial Statements- Cash Flow Statement Net Profit impacts many of the financial measures associated with business success: EPS (which drives stock prices and Market Capitalization, to a large extent), ROE, ROS, and ROA are all affected UFIN_11 by net profits. The Cash Flow Statement provides a visual reference for the movement of cash through the organization during a specific period of time – in this case, annually. It shows how much cash is on hand, and reconciles net profit back to cash. <br><br> Emergency Loans are diagnosed via the Cash Flow Statement. Associate numbers in parenthesis with a sucking sound, as cash is being sucked out of the cash account. UFIN_12 Net Income is the same as net profit from the Income Statement. Parenthesis means a loss rather than a profit. UFIN_13 Depreciation is expensed on the Income Statement even though you never actually write a check for it, and is added back to the cash account on the Cash Flow Statement in order to reconcile. <br><br> The “Analyst Report” (Wealth Creation) on the website provides additional details on the link between depreciation and Free Cash Flow UFIN_14 analysis. Excessive Inventory is one of the primary causes of an Emergency Loan. Page 4 of the Capstone Courier or Foundation FastTrack report will help you identify specific product lines with excessive inventories. UFIN_15 Plant Improvements are considered long-term investments, and are usually matched with bond and/or stock issues. Failure to raise enough capital to cover Plant Improvements is another common UFIN_16 cause of Emergency Loans. If Net Change in Cash Position shows $0, and Closing Cash Position also shows $0, it means you had an Emergency Loan last year and another one this year. UFIN_17 Closing Cash Position tells you how much cash you have on hand. Between 3-5% of Sales (see Income Statement) is a good benchmark for cash. That provides just enough to keep the business running and stave off “Big Al’ and his high-interest Emergency Loan. UFIN_18 The Balance Sheet identifies what is owned by the company, and by whom, on a specific date. The “Analyst Report” (Financial Structure) on the website provides detailed coverage of the relationships represented by various stakeholders on the Balance Sheet. UFIN_19 Assets are the company, or what is owned. Assets always equal Liabilities plus Owners Equity. UFIN_20 UFIN_13 UFIN_14 UFIN_15 Understanding Financial Statements- Cash Flow Statement Understanding Financial Statements- Cash Flow Statement Understanding Financial Statements- Cash Flow Statement Understanding Financial Statements- Cash Flow Statement Understanding Financial Statements- Cash Flow Statement Understanding Financial StatementsBalance Sheet Understanding Financial StatementsBalance Sheet UFIN_16 UFIN_17 UFIN_18 UFIN_19 UFIN_20 UFIN_21 UFIN_22 Understanding Financial StatementsBalance Sheet Understanding Financial StatementsBalance Sheet How To Use the HR Module Liabilities & Owner’s Equity represent by whom - in terms of ownership of the assets. <br><br> Creditors have claim to the Accounts Payable (suppliers), Current (short term) Debt (bankers), and Long Term debt (bond-holders). <br><br> Stockholders have claim to the common stock. <br><br> And Management has claim on Retained Earnings, as that represents the value of reinvestments into the firm (as opposed to dividend payouts). UFIN_21 This completes the "Understanding Financial Statements" tutorial. Welcome to the HR Module tutorial. This module only applies if turned on by your professor. UFIN_23 UFIN_22 TLIST_2 HHR_2 How To Use the HR Module. How To Use the HR Module. When the HR module is enabled, you make three decisions: HHR_1 In general, recruiting and training improve productivity and reduce turnover. This leads to a smaller, more stable workforce.<br><br>Let's begin with complement. Because headcounts drive overtime, the complement decision is on the Production worksheet. In the menu, click Strategy, then Production. Then click Next. HHR_2 HHR_3 HHR_4 How To Use the HR Module. How To Use the HR Module. Workforce Complement appears at the bottom of the table. Labor costs are driven in part by overtime and second shift work.<br><br>As an experiment, try reducing your complement to drive up overtime. Watch the effect on labor cost per unit. HHR_3 HHR_5 HHR_4 HHR_6 How To Use the HR Module. How To Use the HR Module. How To Use the HR Module. How To Use the HR Module. How To Use the HR Module. Similarly, if you change the production schedule, your needed complement will change.<br><br>Try this experiment. Dramatically reduce your production schedule, leaving complement alone. Watch your labor cost per unit skyrocket as idle workers are paid to do nothing.<br><br>It never makes sense to have more workers than you HHR_5 need. As a rule of thumb, avoid overtime and overstaffing. However, second shift is usually desirable, especially at high automation levels.<br><br>TIP. Try this experiment. Set your marketing sales forecast to 5000 on each product, thereby forcing a stock out on your proforma Income Statement. Next, ask the question, "Which shift is more profitable? First shift or second shift?" The answer will surprise you. To find it, set your Production Schedule to match first shift capacity, set the Complement, and look at the Proforma Income Statement. It will show profits on first shift. Now double the Production Schedule, adjust the Complement, and look at the Income Statement again. (Hint. Does second shift pay for fixed costs?) HHR_6 Now let's return to the HR worksheet to examine recruiting and training. In the menu, click Strategy / Human Resources , then click Next. HHR_7 Recruiting Spend is the "extra" amount you budget per worker to recruit high caliber workers. The higher the budget, the better the worker, resulting in a higher productivity index and lower turnover. Your decision amount is added to the base amount of $1000 per new employee. <br><br>"$0" means no extraordinary effort is spent recruiting new people. Diminishing returns apply after $5000 per worker. HHR_8 Training Hours. The number hours each year that workers are taken off-line for training and development. Workers can spend up to 80 hours (two weeks) in training each year. When a worker is in training, another worker fills their position. Therefore, your Complement requirements increase. <br><br>For example, if you send workers to 80 hours of training, you would need to increase workforce complement by an additional 2/52 or 3.8% to cover workers in training class.<br><br>Training produces a higher productivity index and lower turnover rate. Each training hour costs $20 per worker in additional training costs. HHR_9 HHR_7 HHR_8 HHR_9 HHR_10 HHR_11 How To Use the HR Module. How To Use the HR Module. Although it may take several years to see a significant impact from recruiting and training, the effect is cumulative. <br><br>For example, normal turnover is 10%. If you replace 10% of the workforce each round with high caliber people, in a few years you would replace most of your original workforce. Turnover would fall towards 5%, and HHR_10 with it your need to spend money on recruiting. Your biggest payoff from recruiting and training derives from improved productivity.<br><br>For example, last year your Income Statement's Direct Labor costs were $0. A 10% productivity improvement would save about $0, and a 20% improvement would save about $0 each year. HHR_11 HHR_12 HHR_13 How To Use the HR Module. How To Use the HR Module. How To Use the Labor Negotiation Module How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module. To summarize, when the HR module is switched on: This completes the How To Use the HR Module. tutorial. HHR_12 HHR_13 HHR_14 Welcome to the How To Use the Labor Negotiation Module tutorial. TLIST_2 Your contract with Labor expires on October 1st of this year. This is when Management and the Labor Union must renegotiate wages and benefits for next year. HLAB_1 The new wage and benefits will be implemented on January 1st of the following year. There is a chance that if the negotiation does not go well, Labor may strike for days, weeks, or months, during the remaining part of this year . The areas of negotiation are noted in the green cells: HLAB_2 HLAB_3 HLAB_4 HLAB_2 HLAB_3 HLAB_4 HLAB_5 HLAB_6 HLAB_7 Four points to remember before you make your decisions: HLAB_5 Point 1. Negotiation Ceiling is calculated for you. It is always at 10% more than your Starting Position (which is the decision you entered).<br><br>Go ahead and type in a starting wage position of $22. HLAB_6 What is the Ceiling? Nice try but the right answer is noted in the yellow cell, The correct answer is $24.20 (10% more than $22). HLAB_7 Nice try but the right answer is noted in the yellow cell. The correct answer is $24.20 (10% more than $22). HLAB_7 HLAB_8 HLAB_8 HLAB_8 How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module. Good job! See this isn't so hard. HLAB_7 Point 2 - Maximum length of a strike is 12 weeks. <br><br> Point 3 - Strikes occur at the last part of the year. For example, a one week strike will be the last week of the year. <br><br> Point 4 - The other departments are not part of the union. Only production workers. HLAB_7 HLAB_8 HLAB_9 How To Use the Labor Negotiation Module. What will happen during the Negotiation period? <br><br> STEP 1: What will Labor be demanding? Labor develops a set of demands based upon its knowledge of all the opening offers. HLAB_8 HLAB_10 How To Use the Labor Negotiation Module. STEP 2: It's now time to Negotiate. HLAB_9 HLAB_11 How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module. Getting To Know the Marketing Department OR What will cause a strike? Strikes last 1 week for every: My last bit of advice. <br><br> Remember to analyze the Human Resource Summary on the Capstone Courier prior to making decisions. <br><br> Good Luck! HLAB_10 HLAB_11 HLAB_12 HLAB_13 HLAB_12 Getting To Know the Marketing Department Welcome to the Marketing department.<br><br>The Marketing screen drives 3 of the 4 Ps: RSIMC2_1 Pricing. Each segment expects price to fall within a range. At the start of the simulation, for example, Traditional Customers expect a price between $20 and $30.<br><br>When you price within the range, demand follows a classic price-demand curve. Pricing high lowers demand for the product, but whatever you do sell offers high margins. Pricing low increases demand, but with reduced margins you might produce little or no profit.<br><br>Fortunately, the worksheet makes it easy to test the trade-off between demand and HMKTG_1 profit. HMKTG_2 HMKTG_3 Getting To Know the Marketing Department Pricing. Each segment expects price to fall within a range. At the start of the simulation, for example, Low Tech Customers expect a price between $15 and $35.<br><br>When you price within the range, demand follows a classic price-demand curve. Pricing high lowers demand for the product, but whatever you do sell offers high margins. Pricing low increases demand, but with reduced margins you might produce little or no profit.<br><br>Fortunately, the worksheet makes it easy to test the trade-off between demand and profit. HMKTG_1 HMKTG_3 Getting To Know the Marketing Department Let's try a few prices for Echo. HMKTG_2 HMKTG_4 Getting To Know the Marketing Department Let's try a few prices for Eat. HMKTG_2 HMKTG_4 Getting To Know the Marketing Department Getting To Know the Marketing Department Getting To Know the Marketing Department Getting To Know the Marketing Department Getting To Know the Marketing Department Getting To Know the Marketing Department Outside the expected price range demand falls quickly to zero. As the years pass there is a downward pressure on price. The price range falls by $.50 each year. For example, at the start of the simulation, High tech Customers expect a price between $30 and $40. In round 1, the High tech segment's price range fell to $29.50 to $39.50. HMKTG_3 HMKTG_5 HMKTG_4 HMKTG_6 HMKTG_8 #MACRO? HMKTG_5 #MACRO? HMKTG_4 Oops. We really need a price between $29.00 and $39.00. HMKTG_6 Oops. We really need a price between $15.00 and $35.00. HMKTG_6a HMKTG_8 HMKTG_8 Getting To Know the Marketing Department Getting To Know the Marketing Department Getting To Know the Marketing Department Getting To Know the Marketing Department Getting To Know the Marketing Department Promotion. The Promotion Budget creates awareness about your product. You would like 100% of customers to know about your product before they start shopping. Awareness makes it more likely that a customer will seriously consider your product. HMKTG_6 The Promotion Budget creates awareness. The more you spend, the more awareness you create. At $1.5 million, you create an additional 36% awareness. A $3 million budget would add 50% awareness. Above $3 million diminishing returns apply.<br><br>But there is a catch. Customers forget. Each year you lose 1/3rd of last year's awareness. You can replace the third lost by giving a $1.4 million promotion budget. HMKTG_8 You can see the impact upon Echo's demand. Starting at $0, try increasing Promotion Budget in steps of $500 (000). (Budgets are entered in thousands, so $500 means $500 thousand.) Watch the Computer Prediction as you increase the budget. HMKTG_9 You can see the impact upon Eat's demand. Starting at $0, try increasing Promotion Budget in steps of $500 (000). (Budgets are entered in thousands, so $500 means $500 thousand.) Watch the Computer Prediction as you increase the budget. HMKTG_9 Awareness is compared across all products competing in a segment. If all competitors have 0% awareness, the results will be the same as if all competitors have 100%. At 0% customers are equally ignorant. At 100% they are equally aware of the products. But if your competitor has 100% awareness, and you have 0%, your demand will be about half the competitor's.<br><br>For our purposes in this tour, enter a Promotion Budget between $1,000 (000) and $2,000 (000). HMKTG_10 HMKTG_9 HMKTG_10 HMKTG_11 HMKTG_11 HMKTG_12 Getting To Know the Marketing Department Getting To Know the Marketing Department Place. The Sales Budget drives "Place". If Promotion occurs before the sale, Place considers everything during and after the sale. Showrooms, distribution channels, and customer support centers are all Place considerations.<br><br>The Sales Budget addresses two issues: HMKTG_11 Accessibility is a segment characteristic. When you build accessibility, the showrooms, distribution channels, etc. become "owned" by the segment, even though your product is paying for it.<br><br>Since accessibility belongs to the segment, any product in the segment benefits from it. If your product leaves the segment, it leaves the accessibility behind. If it enters a new segment, it inherits the accessibility already there. HMKTG_12 HMKTG_13 HMKTG_14 Getting To Know the Marketing Department Getting To Know the Marketing Department Getting To Know the Marketing Department Getting To Know the Marketing Department Getting To Know the Marketing Department Getting To Know the Marketing Department Getting To Know the Marketing Department In some ways Accessibility works like Awareness. Let's see the impact upon Echo's demand. Starting at $0, try increasing Sales Budget in steps of $500 (000). Watch the Computer Prediction as you increase the budget.<br><br>When finished, set a Sales Budget between $900 (000) and $2,000 (000). Let's see the impact upon Eat's demand. Starting at $0, try increasing Sales Budget in steps of $500 (000). Watch the Computer Prediction as you increase the budget.<br><br>When finished, set a Sales Budget between $900 (000) and $2,000 (000). We have been using the Computer Prediction as a benchmarking tool, and that is appropriate.<br><br>However, you cannot trust the Computer Prediction. It has no idea what your competitors are doing. To form its estimate, it assumes that each competitor offers a mediocre product in each segment. You override the Computer Prediction by entering your own forecast in the Your Sales Forecast column. If Your Sales Forecast is zero, the remaining worksheets use the Computer Prediction (better than nothing) to arrive at your Proforma financial statements. <br><br>Always override the Computer Prediction with one of your own. (For more about developing forecasts, see the Manager Guide on your Help menu.) Try it now. Starting at 100, increase the forecast for Echo's demand by 100 until you reach 2,000. Watch the impact upon Gross Revenue Forecast and your margins in the Less Promo and Sales. <br><br>When finished, pick an appropriate forecast for Echo.<br><br>You can enter a forecast for your other products as well. Try it now. Starting at 100, increase the forecast for Eat's demand by 100 until you reach 2,000. Watch the impact upon Gross Revenue Forecast and your margins in the Less Promo and Sales. <br><br>When finished, pick an appropriate forecast for Eat.<br><br>You can enter a forecast for your other products as well. HMKTG_13 HMKTG_15 HMKTG_14 HMKTG_16 HMKTG_14 HMKTG_16 HMKTG_15 HMKTG_17 HMKTG_16 HMKTG_18 HMKTG_17 HMKTG_19 HMKTG_17 HMKTG_19 Getting To Know the Marketing Department Getting To Know the Marketing Department Getting To Know the Marketing Department Your Accounts Receivable and Accounts Payables policy also appear on the Marketing department even though these are Finance decisions. HMKTG_18 Try changing your Accounts Receivable Lag. Starting at 0 days, watch the effect upon the computer's Computer Prediction as you increase to 120 days. Of course, as you effectively loan money to customers, your cash is tied up in Receivables.<br><br>Similar, try modifying your Payables terms. You can see the effect upon your Variable Costs as unit costs climb. On the other hand, extending your Payables policy is like forcing your vendors to give you a loan. HMKTG_19 This completes the Marketing department tour. We will now return to the Rehearsal Simulation. HMKTG_20 HMKTG_20 HMKTG_21 RSIMC0_2 Getting To Know the Finance Department Getting To Know the Finance Department Getting To Know the Finance Department Getting To Know the Finance Department Getting To Know the Finance Department Welcome to the Finance department. RSIMC4_1 Now that you've gotten the chance to spend money in the other areas, it's time to pay the piper! <br><br>This department is the place you go to fund the activities of the company. HFIN_1 Funding investments requires capital.<br><br>To raise the necessary funds, you can choose from three sources: HFIN_2 Bonds and current debt have different purposes. Bonds fund long term assets like plant and equipment. Current debt funds current assets like Accounts Receivable and Inventory. <br><br>The interest rate on bonds is 1.4% higher than the current debt interest rate. You pay for the privilege of "locking in" the long term rate.<br><br>Bonds mature 10 years after issue. Current debt is due at the beginning of each year, although you can always choose to borrow it over again. HFIN_3 The interest rate on current debt is not "locked in" and will vary (up and down) from year to year. The rate is a function of the prime rate (which increases annually) and your debt to assets ratio. The smaller the debt to assets ratio, the closer your interest rate is to prime. HFIN_4 HFIN_2 HFIN_3 HFIN_4 HFIN_5 HFIN_6 Getting To Know the Finance Department Getting To Know the Finance Department Getting To Know the Finance Department Getting To Know the Finance Department Getting To Know the Finance Department Getting To Know the Finance Department Getting To Know the Finance Department Both bonds and stock issues have limits. Stock has an additional limit if you want to retire shares. These limits are given to you each round.<br><br>Additionally, you can issue a dividend. Dividends are given to shareholders quarterly. HFIN_5 There is a fee to issue and retire (or buy back) both bonds and stock. Brokers charge a 5% fee, taken from this year's income, when issuing bonds and stock. The fee to retire bonds and buy back HFIN_6 stock is 1.5%. Long-term investments such as plant and equipment are generally funded through bonds, although some stock may be issued too.<br><br>Current debt is generally used to cover A/R and A/P changes or expected increases in inventory. HFIN_7 Cash is the life-blood of a company. Corporations can't operate without it; yet, managers prefer not to accumulate too much of it because cash is a lazy asset. It doesn't make them money.<br><br> Perhaps the most important cell in the Finance spreadsheet is the ending cash position cell. Make sure that this number is positive before you save HFIN_8 your decisions. A simple rule to remember is black is good, red is bad.<br><br>Let's look at your ending cash as of now. HFIN_9 #MACRO? HFIN_10 #MACRO? HFIN_10 Even if your ending cash position is positive, it still may not be enough to cushion against receiving an emergency loan. The reason being that the ending cash position is based on the proformas which are forecasts!<br><br>If your sales are below expectations, for example, you could run out of cash buying inventory. HFIN_10 At this point, you have the basics of how to use the Finance department. We will now return to this year's objectives. HFIN_11 HFIN_7 HFIN_8 HFIN_9 HFIN_10 HFIN_11 HFIN_11 Getting To Know the Finance Department Getting To Know the Finance Department How To Use the Advanced Marketing Module HFIN_12 RSIMC0_2 Welcome to the How To Use the Advanced Marketing Module tutorial. The Advanced Marketing spreadsheet allows for detailed decisions regarding the Promotion and How To Use the Sales budgets. To access the spreadsheet, click Advanced on one of the grey cells labeled Promo Budget Marketing Module. and Sales Budget. TLIST_2 HAMK_2 HAMK_1 HAMK_3 This spreadsheet allows you to allocate resources, making better use of dollars spent on marketing. How To Use the You make decisions regarding what type of media Advanced you want to target and the number of sales people/ Marketing Module. distributors you wish to hire. HAMK_2 The Promo budget allows you to decide where your marketing dollars will be spent. <br><br>Five How To Use the different media types are available and, depending Advanced on the segment, some reach more customers than Marketing Module. others. HAMK_3 How To Use the Advanced Marketing Module. The five media types are: HAMK_4 You know how well a type of media is for a segment by reading the help balloon (little red How To Use the triangles). Each is rated Good, Fair, or Poor. Advanced <br><br>A rating of Good means that the ad will Marketing Module. reach most of the customers. HAMK_5 The more money you spend, the more frequently your ad will appear. Each media category has a diminishing returns limit; spending more than the How To Use the limit is a waste of resources. Additionally, Advanced choosing a target segment tells the marketing Marketing Module. departments where to place the promotion. HAMK_6 How To Use the Advanced Pop Quiz: What media types get a "Good" rating Marketing Module. for the Traditional Market Segment? HAMK_7 How To Use the Advanced Oops! Sorry, Email and Web Media is not the Marketing Module. correct answer. Please try again. HAMK_8 How To Use the Advanced Oops! Sorry, Print Media and Web Media is not Marketing Module. the correct answer. Please try again. HAMK_8 How To Use the Advanced Correct! You really know what customers respond Marketing Module. to best in the Traditional segment! HAMK_8 How To Use the Advanced Pop Quiz 2: What is the diminishing returns limit Marketing Module. for Direct Mail? HAMK_8 How To Use the Advanced Oops! Sorry, $300 thousand isn't the correct Marketing Module. answer. Try again! HAMK_12 How To Use the Advanced Marketing Module. Correct! You've been paying attention! HAMK_12 How To Use the Advanced Oops! Sorry, $700 thousand isn't the correct Marketing Module. answer. Try again! HAMK_12 How To Use the The Sales Budget allows you to decide how to Advanced allocate resources among your sales force and Marketing Module. distributors. HAMK_12 HAMK_4 HAMK_5 HAMK_6 HAMK_7 HAMK_8 HAMK_12 HAMK_16 HAMK_12 HAMK_16 HAMK_12 HAMK_17 You can also allocate more of your sales force's time to certain products. For instance, let's say you have a new product coming out in the High End segment. <br><br>It's going to be a spectacular product that you know customers are How To Use the going to love.<br><br>You might allocate a higher Advanced percentage of the sales force time to create more Marketing Module. demand. HAMK_16 Notice what happens when you put in a big number, something that pushes total time above 100%. The SIZE cells turn red . This happens because sales people can only devote up to 100% How To Use the of their time. The SIZE cells are programmed to Advanced consume all the time left over from the other Marketing Module. segments. HAMK_17 Reduce the cells in the TRADITIONAL segment to 5%. Notice now that the SIZE cells are yellow with How To Use the a positive percentage (5%). Now increase the Advanced TRADITIONAL segment cells to 10%. The SIZE Marketing Module. cells are now zero. HAMK_18 How To Use the Advanced Marketing Module. There are 3 types of sales people you can hire: HAMK_19 There are differences regarding the activities they perform and their salaries, but all are needed to How To Use the create accessibility. As with the promotion budget, Advanced there are diminishing returns after a certain Marketing Module. number of people are hired. HAMK_20 How To Use the The other two areas associated with Sales Budget Advanced resources are Product Allocations and Competitive Marketing Module. Intelligence Reports. HAMK_21 For accounting purposes, you must choose how How To Use the much of the total sales budget is assigned to a Advanced particular product on the income statement. This Marketing Module. is done in the Product Allocation table. HAMK_22 The Competitive Intelligence Reports are expensive reports that give detailed information on all the products in a particular segment. You buy the reports in the current round and then they How To Use the become available in the next round.<br><br>The Advanced reports are found in the marketing menu inside the Marketing Module. workbook. HAMK_23 Finally, notice the graphs on the lower part of the spreadsheet. They update immediately once you begin making decisions. They show you exactly How To Use the how much awareness and accessibility you will Advanced have in the current round, based on your Marketing Module. marketing expenditures. HAMK_24 How To Use the Advanced That wraps up the Advanced Marketing Tutorial. Marketing Module. Thank you for taking the time to review me! HAMK_25 How To Use the TQM Module How To Use the TQM Module. Welcome to the How To Use the TQM Module tutorial. Investing in TQM initiatives can increase the efficiency and profitability of your company. TLIST_2 HTQM_1 HAMK_18 HAMK_19 HAMK_20 HAMK_21 HAMK_22 HAMK_23 HAMK_24 HAMK_25 HAMK_26 TLIST_1 HTQM_2 HTQM_3 How To Use the TQM Module. How To Use the TQM Module. How To Use the TQM Module. How To Use the TQM Module. How To Use the TQM Module. How To Use the TQM Module. There are eight initiatives. HTQM_2 Each one works to reduce costs, improve R&D, or increase demand for products. You can find out what individual initiatives do by resting your curser on their names. A note will appear explaining what kind of benefits it will give you. HTQM_3 Depending on your strategy, you may only want or need to invest in select initiatives. <br><br>For example, if your strategy is to be a Cost Leader, you may focus only on CPI Systems, Vendor/JIT, QIT, and CCE/6 Sigma Training which drive unit costs. HTQM_4 Pop Quiz: Which initiative(s) reduce(s) R&D cycle times? Correct! Don't let people think you are just a pretty face. Sorry, this isn't the correct answer. While Quality Function Deployment Effort does help to reduce R&D cycle times, Channel Support Systems works to increase demand. Investment in the initiatives is independent of one another. In order to see any benefit, you must spend at least $500 thousand on a single initiative. Diminishing returns occur once you spend over $2 million on a single initiative. Diminishing returns also occur after spending $5 million on an initiative over several years. <br><br>So for instance, an aggressive investment in Benchmarking would be $2 million in the first year, $2 million in the second year, $1 million in the third year. Benefits are seen immediately upon investment. The proformas and spreadsheets will update as soon as an amount is entered. However, it may take anywhere from 18 to 24 months to recoup the investment. The Cumulative Impact Table provides a range of the percent benefit you will receive from your investment. <br><br>To demonstrate, enter $500 thousand in Benchmarking. Then enter $1 million and finally, $2 million. Notice how the percent return diminishes above $2 million. This wraps up the tutorial on the TQM module. Good luck and have fun with the simulation! Welcome to the Production department. In Production you are concerned with three issues. HTQM_5 HTQM_6 HTQM_4 HTQM_5 HTQM_6 HTQM_7 HTQM_7 HTQM_6 HTQM_7 How To Use the TQM Module. HTQM_6 HTQM_8 How To Use the TQM Module. HTQM_7 HTQM_9 How To Use the TQM Module. HTQM_8 HTQM_10 How To Use the TQM Module. How To Use the TQM Module. Getting To Know the Production Department HTQM_9 HTQM_10 HTQM_11 TLIST_1 RSIMC3_1 HPROD_2 Getting To Know the Production Department In Production: HPROD_1 HPROD_3 Getting To Know the Production Department The Schedule block examines your inventories. You want to produce enough inventory to meet your best-case scenario for demand.<br><br>Consider Echo. HPROD_2 HPROD_4 Getting To Know the Production Department Getting To Know the Production Department Getting To Know the Production Department As a generalization, you forecast for your worst case, but you produce for your best case.<br><br>You face two risks: The Margins block examines your contribution towards profit.<br><br>TIP. Try to keep your Contribution Margin above 30%. If it falls below 30%, chances are there is not enough left over to cover your fixed costs. HPROD_3 HPROD_5 HPROD_4 HPROD_6 HPROD_7 You have two shifts.<br><br>Your labor costs are 50% higher on second shift than on first. HPROD_5 Getting To Know the Production Department Labor costs per unit are averaged across both shifts. They are driven by: HPROD_6 HPROD_8 Getting To Know the Production Department Getting To Know the Production Department Material costs per unit are driven by: HPROD_7 The Physical Plant block examines your current facilities (the yellow cells) and next year's facilities (the green cells). HPROD_8 HPROD_9 HPROD_10 Getting To Know the Production Department 1st Shift Capacity is the number of units the equipment could produce on one shift, assuming it is fully staffed. For example, you could make 400 units of Echo on first shift, and another 400 on second shift. HPROD_9 HPROD_11 Getting To Know the Production Department Automation Rating looks at the trade-off between workers and robots. At 1.0 you have many workers and few robots. At 10.0 you have the opposite, few workers and lots of robots. Automation has no affect on the number of units you can produce. <br><br>The trade-offs: HPROD_10 Your plant is fixed for this year, but you can buy or sell capacity and add/subtract automation for next year. The new equipment is installed on December 31st.<br><br>The cost of the new equipment is calculated for you on the Investment line. Try these experiments: HPROD_11 Although the Workforce section appears in this department, it is actually part of HR. Feel free to view the website tutorials for more information on HPROD_12 the HR department. This completes the Production department tour. We will now return to the Rehearsal Simulation. HPROD_13 HPROD_12 Getting To Know the Production Department Getting To Know the Production Department Getting To Know the Production Department HPROD_13 HPROD_14 RSIMC0_2 How to distribute your team's workload How to distribute your team's workload How to distribute your team's workload How to distribute your team's workload How to distribute your team's workload Welcome to the How to distribute your team's workload tutorial. TLIST_5 Organizing your team is one of the critical steps to overall success with the simulation.<br><br>Clearly defined organization aids in making efficient, effective tactical maneuvers that support the business strategy. WKLD_1 When forming a team, keep in mind these factors: WKLD_2 We suggest teams of 4-6 people. Any smaller or larger than that and teams find themselves overwhelmed by the number of decisions (too small) or indecisive because of too many opinions (too large). WKLD_3 Teams usually meet both online or in person. If meetings are mostly outside of class, you might want to consider geography so that meetings faceto-face are easier to schedule. WKLD_4 WKLD_2 WKLD_3 WKLD_4 WKLD_5 WKLD_6 How to distribute your team's workload How to distribute your team's workload How to distribute your team's workload How to distribute your team's workload How to distribute your team's workload How to distribute your team's workload How to distribute your team's workload How to distribute your team's workload Finally, you may want teammates with a variety of backgrounds because the more diverse the skills, the richer the simulation experience. Once a team has been formed, responsibilities should be assigned to individuals. We offer some suggestions regarding assigning managerial roles, but these are by no means a definitive list. The first in the list is the Product Manager.<br><br>Each member of the team would be responsible for all decisions relating to R&D, Marketing, and Production for a product. The team as a whole could make decisions in Finance, HR, and TQM. Another option similar to Product Manager is a Segment Manager. Segment Managers control the decisions regarding R&D, Marketing, and Production for all products in their segment. Again, the team as a whole could make decisions for Finance, HR, and TQM. Functional managers are in charge of an area (R&D, Marketing, Production, Finance, HR, & TQM). They make the decisions for all the products in their assigned area. In small teams, individuals may have to double up functional responsibilities. No matter how your team is organized, it is always a good idea to have one member be the Competitive Intelligence Officer. This person is in charge of identifying and analyzing the other teams' strategies and tactics. To recap, there are several ways to organize your team. We offer suggestions that have worked for participants in the past but don't feel obligated to use any of them. REMEMBER: it is essential to organize, but don't dwell on how you're organized. WKLD_5 WKLD_7 WKLD_6 WKLD_8 WKLD_7 WKLD_9 WKLD_8 WKLD_10 WKLD_9 WKLD_11 WKLD_10 WKLD_12 WKLD_11 WKLD_12 WKLD_13 TLIST_1 How To Design Tutorials How To Design Tutorials Welcome to the How To Design Tutorials tutorial. In this tutorial I will show you how to use the Tutorial Database to design tutorials using the Office Assistant. This tutorial is actually running from the database. It began with SlideID TDB_1. You can follow along by comparing the database entries with the contents of the balloons.<br><br>Each row in the database is a slide in the tutorial. Glide your cursor over the column names to see comments about TDB_1 each of the attributes in the slide. TDB_2 TDB_3 How To Design Tutorials How To Design Tutorials How To Design Tutorials How To Design Tutorials Let's demonstrate your options. (You might want to look at this slide in TDB_3.)<br><br>In this slide, note that we are inserting white space between sentences using an HTML break tag (The tag, < br>, cannot be displayed here without triggering a break, so we inserted a space before "br>".) The break tag MUST BE left bracket, lower case "br", TDB_2 right bracket. "<BR>" is ignored. In this next example we check a cell for a valid entry. We call the target cell the "CheckCell". <br><br>You will find this particular CheckCell at SlideID TDB_4, in the Comment column. We have set the comment up as a dollar entry cell, comparable to a price students might enter. However, it could be any cell in the spreadsheet, even one that is not visible to the user, and it does not have to be an entry cell at all. The tutorial checks whatever cell you name to see if it lies within an expected range. <br><br>We have named our CheckCell "DB_TutorialCommentEntry", an Excel "Range Name". You will also find that name in the CheckCell column, which tells the tutorial the CheckCell's name or location. Generally speaking, you should give all CheckCell's their own name, even though the tutorial will use an address like "TutorialDB!G14". You never know when a column or row might be inserted on the CheckCell's worksheet, and that would change the CheckCell's address. A Range Name always stays with the cell.<br><br>Anytime you indicate a CheckCell, the tutorial will use the BackNextClose button set. The slide examines the CheckCell when the student clicks the Next button to see if it falls within the boundaries defined in column Low and High. If it lies within the range, the tutorial advances to the SlideID in JumpNextYesOK. If below the range, the next balloon is JumpLow. If above, JumpHigh.<br><br>Try it. Enter a value outside the range. TDB_3 You entered $0.00 a value below the Range $8.00 to $15.00.<br><br>Notice we used your price and the range in the statement above. How? TDB_4 You entered $0.00 a value above the Range $8.00 to $15.00.<br><br>Notice we used your price and the range in the statement above. How? TDB_4 TDB_4 TDB_5 TDB_5 TDB_5 How To Design Tutorials Any cell can contain formulas or data, and Excel formulas offer many tools to manipulate strings. If you look at the slide TDB_4Low Text cell in the formula bar (try it now), you will see the cell actually contains a formula.<br><br>The implications? Your tutorial can use IF statements and string manipulation to tailor itself. For example, you could say, "No, no, no, you dummy, $20 is not a price between $25 and $27."<br><br>But the implications go beyond text manipulation. Even CheckCells, Low boundaries, High boundries, and Jump locations can be constructed with a formula. For example, I never enter an address into a Jump column. Instead I put in an "=" and click on the target SlideID. That creates a formula pointing at that slide. If I change the SlideID at some future date, my links are intact. If I delete the target slide, any reference to it now stands out with a #REF.<br><br>There is a small catch with Text formulas that is worth mentioning. A formula cannot exceed 256 characters, so if you use it to build a Text entry, you have to keep your comments short. TDB_4 Now let's do something you might not expect.<br><br>I want to you add some text to this slide, slide TDB_7, without leaving the tutorial.<br><br>Just click on this slide's Text cell. Add some text to the end. (Be sure to hit Enter to finish the edit.) Then click the Back button and the Next button to refresh my balloon.<br><br> TDB_5 Cool, yes? By implication, you can design your tutorial on the fly. <br><br>The tutorial balloon is of a type called "Modeless". That means it just sits on top of the display doing nothing until the user clicks something in the balloon. While it sits there you can enter values, copy rows, delete rows, etc. <br><br>For example, when I design tutorials I begin by creating a "template" row. It contains the SlideID (which ends in a number), sheetname, "Buttons", "BackNextClose", the name of my tutorial, blank Text, and then formulas that set JumpBackNo to the previous row and JumpNextYesOK to the next row. Then I copy the template through 20 or so rows. Excel automatically increments my SlideID. All I have to do is fill in the Text. TDB_6 Now I want to show you how to use Bullets and numbers, but I have a small problem. Those columns are far to the right of the display.<br><br>You may be familiar with "frames", an Excel feature that splits the display horizontally or vertically.<br><br>But instead of asking you to split the display, let me do it for you. When you click "Next", the tutorials will run an "OnEntry" subroutine that has been specially TDB_7 designed for the next slide.<br><br>Click Next. TDB_6 How To Design Tutorials TDB_7 How To Design Tutorials TDB_8 How To Design Tutorials TDB_9 How To Design Tutorials How To Design Tutorials How To Design Tutorials How To Design Tutorials How To Design Tutorials How To Design Tutorials How To Design Tutorials How To Design Tutorials How To Design Tutorials There, the OnEntry routine called "TDB_9_OnEntry" ran and split the display into four frames. Of course, you can split the display manually at any time. When not in use, the splitters are located in the scroll bars.<br><br>Any slide can have an OnEntry subroutine and OnExit subroutine. Of course, you must get a programmer to write the code. Although this feature is rarely used, it does give you control over virtually any operation. For example, you could demonstrate a few changes, then perform an UndoToStartOfRound. TDB_8 Let's look at using the OptionText to set up Radio Buttons. Take a look at SlideID TDB_11. When you click Next, it will set up a slide with three TDB_9 options as radio buttons. Here they are. Also note that I have changed the ButtonSet to "None". With no buttons available, the user must choose one of the Radio buttons. Of course, I could have just as easily used BackNextClose, or OK, or Close, or some other button set. TDB_10 You selected option 1, Apple You selected option 2, Orange You selected option 3, Banana The Bullet option looks like this. It is the same basic structure, but msoBalloonType is set to Bullets and there are no associated Jumps. The remaining Balloon type is Numbers. It presents a list, like a "To Do" list. The office assistant only allows up to five "Option" entries, whether they are bullets, numbers, or buttons. Finally, a word about launching the Tutorial. The design assumes that a programmer has placed a button on the worksheet (or the toolbar). The button is attached to a VBA routine that launches the tutorial options that are available on that worksheet.<br><br>Since tutorials are launched from a VBA event you can attach tutorials to any event that calls VBA -- a button click, opening a spreadsheet, a menu item, etc. That's it. <br><br>This wrap-up slide uses one new button set, BackClose. You will find other button sets in the comment attached to msoButtonSet. TDB_11 TDB_11 TDB_11 TDB_11 TDB_12 TDB_13 TDB_10 TDB_11 TDB_12 TDB_12 TDB_12 TDB_12 TDB_13 TDB_14 TDB_15 How To Design Tutorials How To Design Tutorials TDB_14 TDB_16 TDB_15 A quick tour of the Capstone.xls workbook Welcome to the Using Capstone.xls tutorial. TLIST_1 OFFL_5 There is a main menu across the top of the screen. This houses 7 menu options with sub-menus under each category. There are also icons located A quick tour of the down the right side of the screen. These icons will Capstone.xls allow you to quickly jump to areas within the workbook software. OFFL_1 OFFL_6 A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook After the tutorial, you will want to browse the top menu bar to see what the sub-menus offer. For now, let me tell you where the most used items are: OFFL_5 If you put your cursor on the each icon, you will get an information box stating where this icon will bring you to. OFFL_6 Which icon will get you to the R&D department? OFFL_7 Correct! You could have gotten to this area by clicking on Strategy and R&D from the top menu. But the icons are a lot easier. OFFL_8 Wrong! This would have brought you to the Marketing department. The first icon would have taken you to the R&D department. You could have also clicked on Strategy and R&D from the top menu. But the icons are a lot easier. OFFL_8 Wrong! This would have brought you to the Production department. The first icon would have taken you to the R&D department. You could have also clicked on Strategy and R&D from the top menu. But the icons are a lot easier. OFFL_8a Make sure you are in the R&D page. Notice the green cells. These cells are the only areas where you can input your decisions. You will just type in OFFL_8 your decision and click the enter key. By entering your decisions, the yellow cells and the graphs will change, to provide you with input on how your decisions will effect the company. OFFL_9 OFFL_7 OFFL_8 OFFL_8a OFFL_8b OFFL_9 OFFL_9 A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls You will also notice little red triangles on this page. workbook OFFL_10 A quick tour of the If you put your cursor on the wording just to the left Capstone.xls of the triangle, it will open up an information box workbook regarding an explanation for that row or column. OFFL_11 You may also encounter some decisions that you put in causes the green cell to turn RED . Although part of the learning experience is for you A quick tour of the to make mistakes and learn from them. We will Capstone.xls alert you with these red cells if you are about to workbook OFFL_12 make a typo or enter an unacceptable value. A quick tour of the As you go through the other departments and Capstone.xls make decisions, remember that the only areas you workbook can make decisions in are the green cells. OFFL_13 OFFL_10 OFFL_11 OFFL_12 OFFL_13 OFFL_14 OFFL_15 Don't forget to save your decisions (4th icon from A quick tour of the the bottom) before exiting the software. Saving Capstone.xls decisions to the Internet is the only way to make workbook them official. A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook OFFL_14 OFFL_16 Now that you have had a quick overview on using Capstone.xls, you may want to go through the Worksheet tutorials to give you a better idea of how to manage each department of your company. OFFL_15 Best of luck and remember to have fun. OFFL_16 OFFL_17 A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook Welcome to the A quick tour of the Capstone.xls workbook tutorial. TLIST_5 TXLS_1 TXLS_2 TXLS_3 TXLS_4 TXLS_2 TXLS_3 TXLS_4 TXLS_5 0 Welcome to the A quick tour of the Capstone Courier tutorial. Here are a few example slides to get you started designing the Tutorial. TLIST_5 TCOU_1 TCOU_2 TCOU_3 TCOU_4 TCOU_2 TCOU_3 TCOU_4 TCOU_5 0 A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook The Foundation workbook is your decision support package. You use it to: TLIST_1 You navigate the workbook with the FOUNDATION MENU at the top of display, or with the Toolbar shortcuts at the right of the display. MXLS_F1 MXLS_F2 MXLS_F3 A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook We will be focusing on the decision worksheets in this tutorial, but here are a few words about the other options: MXLS_F2 Usually you begin with the Strategy menu. Click Strategy and select R&D. MXLS_F3 MXLS_F4 MXLS_F5 A quick tour of the Foundation All decision worksheets have a few things in Workbook common: MXLS_F4 MXLS_F6 A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook R&D decisions drive product design. You update old products and invent new ones. <br><br>Usually you begin your decision making in R&D. Major issues include: MXLS_F5 Typically you make R&D decisions and then move on to Marketing. Select Marketing from the Strategy menu or the toolbar. MXLS_F6 MXLS_F7 MXLS_F8 A quick tour of the Foundation Marketing decisions revolve around "the 4 P’s of Workbook Marketing". MXLS_F7 MXLS_F9 Perhaps the most important decisions you make on the Marketing worksheet are under "Your Sales Forecast". The computer works up a "Unit Sales Forecast", but it is not a good one. The computer knows nothing about your competitors, so it assumes that each competitor offers one "fair" product in each segment. In practice your competitors will do something A quick tour of the different.<br><br>However, all of the proforma Foundation financial reports depend upon a forecast. If you do Workbook not provide one, the proformas use the computer's. MXLS_F8 A quick tour of the Foundation Let's move on to Production. Select Production Workbook from the Strategy menu or the toolbar. MXLS_F9 MXLS_F10 MXLS_F11 A quick tour of the Foundation On the Production worksheet you make three Workbook types of decisions. MXLS_F10 MXLS_F12 A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook In the center of the page, the worksheet analyzes your margins. There are two shifts. First shift workers can also work overtime. Given your workforce and production schedule, the worksheet calculates your labor costs, material costs, and contribution margin. Each product requires its own plant and equipment, and that can cost millions. Let's move on to Finance. Select Finance from the Strategy Menu or the toolbar. Take a look at your cash position (lower left). It shows yesterday's position of $4,978, and it projects your cash position for the end of this year.<br><br>All previous worksheets drive your projected cash position. If it is negative, you are projecting bankruptcy. Bankruptcy is typically rooted in two issues.<br><br>1. A bad forecast, resulting in excess inventory.<br><br>2. Buying plant, but neglecting to fund it.<br><br>You avoid bankruptcy by adjusting earlier decisions and raising the money you need. Plant and equipment should be funded with stock issues and bond issues.<br><br>Inventory expansions should be funded with current debt and working capital. In the happy event that you have excess cash, you can retire stock, pay dividends, or retire bonds.<br><br>You can see the effect of your finance decisions on the Proformas. In the menu or toolbar, select the Proforma Balance Sheet. MXLS_F11 MXLS_F13 MXLS_F12 MXLS_F14 MXLS_F13 MXLS_F15 MXLS_F14 MXLS_F16 MXLS_F15 MXLS_F17 MXLS_F16 MXLS_F18 The Proforma Balance Sheet projects your end-ofyear positions given the decisions and assumptions from all of your worksheets.<br><br>It will not come true. When your decisions are put into play against your competitors, your actual sales will differ from your predictions, and this will cause different positions for inventory, cash, accounts receivable, etc.<br><br>While you cannot predict the future exactly, you can use the Foundation workbook to develop best case and worst case scenarios. For example, in your worst case you would make fewer sales, even though you built enough inventory to satisfy your best case. Your proforma balance sheet would show lots of inventory and little cash. A quick tour of the As long as you have cash in your worst case Foundation scenario, and your actual results turn out no worse Workbook than you expect, you cannot go bankrupt. MXLS_F17 A quick tour of the Foundation Let's see if we have a profit. Select the Proforma Workbook Income Statement from the menu or toolbar. MXLS_F18 MXLS_F19 MXLS_F20 A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook Strictly speaking, your Proforma Income Statement is organized in the "contribution format". It breaks costs down into two categories -- variable costs and period costs. It also breaks costs down by product so that you can see which products make or lose money. MXLS_F19 Profits or losses are just one of the things that affect our cash account. Let's have a look at the cash flow. Select the Proforma Cash Flow MXLS_F20 Statement from the menu or toolbar. The Cash Flow Statement summarizes what happens in the Cash account. Black numbers mean that money is flowing into cash from that source. Red numbers mean that cash is flowing out. MXLS_F21 Different stakeholders have different expectations and concerns about the company. They monitor your performance with ratios and statistics.<br><br>Select "Financial Ratios" from the menu or toolbar. MXLS_F22 Your professor may use some of these ratios to measure your performance. The simulation pays special attention to:<br><br>Return On Sales (ROS)<br>Asset Turnover<br>Return On Assets (ROA)<br>Return On Equity (ROE)<br>Cumulative Profits<br>Market MXLS_F23 Share<br>Stock Price<br>Market Capitalization This completes the tour of the entry sheets. If you are new to the workbook, we recommend two other tours: MXLS_F24 MXLS_F21 MXLS_F22 MXLS_F23 MXLS_F24 MXLS_F25 TLIST_1 Rehearsal Simulation Office Assistant Office Assistant Welcome to the Capstone® Rehearsal Simulation! <br><br>I am your tour guide and I'll be giving you tours of each department you will head.<br><br>During this training you will manage the Andrews Corporation against two programmed competitors. Do not be concerned if you have been assigned to some other team for the official simulation (Baldwin, Chester, Digby, Erie or Ferris). During the Rehearsal, everybody manages the Andrews company.<br><br>There are 4 rounds to complete. You will begin the first round by managing 3 products in the R&D department and after each round you will manage more departments.<br><br>After completing the fourth round your professor has given you the opportunity to run the company on your own or to start a new rehearsal. If you restart and choose to run your company on your own the coach will be disabled. You can only restart your rehearsal once every 24 hours.<br><br>Making an analogy of the business simulation to a flight simulator, the uncoached rehearsal will enable you to practice various techniques flying the plane. Keep in mind though that your competitors in the rehearsal are not as tough as those in your competition.<br><br>(You can choose whether to use the Office Assistant for the Coach from the CAPSTONE® MENU.) RSIMC1_1 The Office Assistant is now disabled. The Coach RSIMC1_1 will use a plain textbox. The Office Assistant is now enabled. You can select features for the office assistant, including other characters, by right-clicking the character icon. RSIMC1_1 RSIMC1_2 Rehearsal Simulation Rehearsal Simulation Welcome to the R&D department!<br><br>Notice the 5 existing products that you inherit. You will manage Adam and Aft and invent 1 new product. Meanwhile, your "ghost teammates" will manage the other 3 existing products.<br><br>Further, your ghost teammates will be running the company using a broad differentiation strategy (quality products in all markets). Because infighting teammates may sabotage a company’s performance, your rehearsal will go better if you make broad differentiator decisions, even if you want to use a different strategy in the official simulation. If your professor allows, after you finish the coached rounds you may restart the rehearsal and try out a different strategy on your own. RSIMC1_1 In general, planning begins in R&D, then proceeds through Marketing, Production, and Finance. Further, since this is the first rehearsal round, you will only be responsible for a limited number of products in R&D. Additionally, do not be concerned about the other departments because your "ghost teammates" will manage them. RSIMC1_2 The marketplace evolves continuously. As the years pass, customers expect smaller, more powerful products. Your R&D department updates existing product designs and can invent new products. RSIMC1_3 RSIMC1_3 RSIMC1_4 Rehearsal Simulation RSIMC1_5 Rehearsal Simulation Rehearsal Simulation Customers look for four things in a product's design (the customer buying criteria can be found in each segment of the Courier report); three of which are determined in the R&D department:<br><br>(Feel free to examine pages 5-9 of the Courier found in the toolbar above, to view the customer buying criteria for each segment.) RSIMC1_4 Positioning. The Perceptual Map at the lower left is a marketing tool used to show how well your products meet positioning expectations. Your customers are primarily concerned with two characteristics, the product's Performance and Size. Over time they expect products to become smaller and more powerful.<br><br> RSIMC1_5 RSIMC1_6 RSIMC1_7 Rehearsal Simulation Rehearsal Simulation #MACRO? RSIMC1_6 Oops. We really need a Performance of 9.8. Please click Back and try again. RSIMC1_7 RSIMC1_9 Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation #MACRO? RSIMC1_7 Oops. We really need a Size of 10.2. Please click Back and try again. RSIMC1_9 Good, now notice that there are now two Adam’s on the map. The Black label on the perceptual map tells you where Adam is today, January 1st. The Pink label tells you where it will be when it emerges from R&D and the Revision Date tells you when it completes from the R&D department.<br><br>If the Revision Date exceeds 1 year the project for that product will continue the following year. As a result, the product falls behind because it's still trying to finish last year's project. Additionally, the decision cells will lock, turn yellow and prevent new projects from beginning until the following round. The cells will turn green after the Revision Date. RSIMC1_9 Check the revision date. Since the current project is showing a revision date of next year, you'll be producing and selling Adam's old specs. Keeping these specs will trigger a pause from beginning a new project next year because R&D is still trying to complete this year's project. All projects should finish within the year unless planned.<br><br>Try moving the product by entering new Size and Performance values so that the revision date falls somewhere between September and December of this year. RSIMC1_11 Oops. We really need a revision that finishes in 0. Please click Back and try again. RSIMC1_12 As you're repositioning you will find that other projects may take longer, therefore, extending revision will cost more money. When you're making decisions it is important to keep an eye on this. RSIMC1_12 RSIMC1_11 RSIMC1_12 RSIMC1_14 RSIMC1_15 Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation #MACRO? RSIMC1_14 A product's age is maintained by repositioning products on the perceptual map. When a product is moved, customers perceive it as younger. Its age is cut in half on the day it emerges from R&D. It becomes the "new-and-improved" product, with half its former age.<br><br>The "Age at Revision" tells you what the new perceived age will be on the day the project completes. If you decide not to reposition a product, "Age at Revision" will display a dash (-). RSIMC1_15 Reliability is the third factor of importance in a customer's buying criteria. We measure reliability in hours, MTBF or Mean Time Before Failure. For instance, High tech customers help make a buying decision based on an industry range. The range is 20,000-25,000. Outside this range may result in a loss of demand (if less) or no additional demand (if RSIMC1_16 more). Customers feel torn about reliability. On the one hand, they want your sensor to last forever. On the other hand, they know that the higher the MTBF specification, the higher the material costs. As a result, you may pass those costs on to them.<br><br>You can see this in the Material Cost chart. Try increasing and decreasing the MTBF specifications for your products. RSIMC1_17 In the end, customers require a minimum Reliability, and they reward you with increased demand as you increase MTBF above the minimum up to a point where they do not care. Here are the ranges: RSIMC1_18 Make an adjustment to Adam's MTBF if you like. Remember, the range is between 20,000-25,000 hours. RSIMC1_19 Management can expand the company by inventing new products. In total, your company can manufacture up to 8 products. RSIMC1_20 Let's invent a new product. We will create it in the first green row, just below Agape. Give the product a name (currently Elegan) beginning with the letter 'A'. For example, 'Ace' or 'Allan' or 'Apt'. (Do not be concerned with buying plant capacity and automation; your ghost teammates will make the purchase. You will only have to do this when you're making official decisions.) RSIMC1_21 Next, give Elegan a Performance between 10.0 RSIMC1_22 and 11.0. RSIMC1_16 RSIMC1_17 RSIMC1_18 RSIMC1_19 RSIMC1_20 RSIMC1_21 RSIMC1_22 RSIMC1_23 RSIMC1_25 Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Oops. We really need a Performance between 10.0 and 11.0. Please click Back and try again. Next, Elegan a Size between 9.0 and 10.0. Oops. We really need a Size between 9.0 and 10.0. Please click Back and try again. Give Elegan an MTBF specification of something between 20,000 and 23,000. Oops. We really need a MTBF between 20,000 and 23,000. Please click Back and try again. RSIMC1_23 RSIMC1_23 RSIMC1_25 RSIMC1_25 RSIMC1_27 RSIMC1_29 RSIMC1_27 Rehearsal Simulation By adding a new product your company is showing signs of expansion. Therefore, consider the R&D cost as an investment.<br><br>Let's reposition Aft similar to Adam's move. You will want to target the leading edge of the segment because Performance customers are position sensitive (Check page 8 of the Courier for the customer buying criteria). RSIMC1_27 RSIMC1_30 Rehearsal Simulation Give Edge a Performance between 9.5 and 9.8. RSIMC1_29 RSIMC1_32 Rehearsal Simulation Oops. We really need a Performance between 9.5 and 9.8. Please click Back and try again. RSIMC1_30 Rehearsal Simulation Next, give Edge a Size between 15.0 and 15.4. RSIMC1_30 RSIMC1_34 Rehearsal Simulation Oops. We really need a Size between 15.0 and 15.4. Please click Back and try again. RSIMC1_32 Rehearsal Simulation Give Edge an MTBF specification of something between 25,500 and 27,000. RSIMC1_32 RSIMC1_36 Rehearsal Simulation Oops. We really need a MTBF between 25,500 and 27,000. Please click Back and try again. RSIMC1_34 Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Notice the revision dates and the R&D costs. This information is important when you begin running the company.<br><br>This brings us to the last, and most strategic concerns in R&D -- scope and focus. RSIMC1_34 You are free to rework Adam, Aft, and Elegan. Remember to keep an eye on R&D costs, material costs, and revision dates when making changes. RSIMC1_36 When done Save your decisions from the File menu on the Capstone® menubar and advance to the next round. Good luck in the 2nd round! RSIMC1_37 RSIMC1_37 RSIMC1_38 Rehearsal Simulation Welcome to Round 2 of the Rehearsal Simulation.<br><br>Objectives. During Round 2 your responsibilities have increased. You now manage Adam, Aft, and Elegan in R&D and you will market them in the Marketing department.<br><br>Your 'ghost teammates' are making decisions for Production and Finance.<br><br>Take a moment to examine the results of round 1 and then proceed to tour the Marketing department. RSIMC2_1 RSIMC2_100 Rehearsal Simulation Great! You're almost done with round 2. Try making some decisions in R&D and Marketing. Below are some recommendations: HMKTG_21 RSIMC2_3 Rehearsal Simulation In Marketing, consider creating higher awareness and easier accessibility for Adam, Aft, and Elegan by increasing the promotion and sales budget. RSIMC2_2 RSIMC2_4 Rehearsal Simulation Next, give your 3 products a new price. RSIMC2_3 RSIMC2_5 Rehearsal Simulation Lastly, develop a forecast for your 3 products. (For details about developing forecasts, see the Manager Guide on your Help menu.) RSIMC2_4 RSIMC2_6 Rehearsal Simulation Rehearsal Simulation You can click on the Proformas and examine your projected results. Are you projecting better results this year? RSIMC2_5 If you are done making your decisions Save them from the File menu and advance to the next round. Good luck in round 3! RSIMC2_6 RSIMC2_7 Rehearsal Simulation Let's look at the results for Round -1. In the menu click Courier and select 1. Front Page. Then click Next. RSIMC0_1 RSIMC2_101 Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation To scroll up and down the page, please use the scroll bar.<br><br>Three numbers stand out in the Selected Financial Statistics. RSIMC2_100 Six of the eight performance measures used to evaluate the simulation can be found on the Front Page. They include ROS, Turnover, ROA, ROE, Cumulative Profits, and Market Share.<br><br>In the menu, select Courier | 2. Stock and Bond Market. RSIMC2_101 The Stocks & Bonds page summarizes activity in the stock market and compares your bond portfolio with competitors. At $38.22, your stock price improved by $3.97. Your credit rating is B. RSIMC2_102 RSIMC2_102 RSIMC2_103 RSIMC2_104 Rehearsal Simulation Stock price is driven by: RSIMC2_103 RSIMC2_105 Rehearsal Simulation Rehearsal Simulation The bond market summary lists your outstanding bonds and your credit rating.<br><br>Bonds are 10 year coupon notes. You will pay 10 equal interest payments annually. The principal is due as a lump sum in the 10th year. RSIMC2_104 In the menu click Courier and Financial RSIMC2_105 Statements. RSIMC2_106 RSIMC2_107 Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation The Financial Statements surveys the competitor's annual reports. RSIMC2_106 Although there are many numbers of interest on this page, it's greatest value lies in comparing across competitors. You can ask questions like: RSIMC2_108 RSIMC2_107 RSIMC2_109 RSIMC2_110 In the menu click Courier and Production Analysis. RSIMC2_108 Rehearsal Simulation Rehearsal Simulation The Production Analysis looks at the companies through the eyes of the production manager. In the menu click Courier and 5. Traditional Segment. RSIMC2_109 RSIMC2_110 RSIMC2_111 RSIMC2_112 Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation The market segment analysis tells you what customers want, who satisfied them best, and what to expect early next round. Pay special attention to the December Customer Survey. This survey is run every month, and its results drive demand.<br><br>The score is on a scale of 0 to 100. At zero, you have lost all demand, although you must have scored something earlier in the year to make this page at all. At 100, you have a perfect product in December.<br><br>To estimate your demand in December, add up the scores. Your demand in December is your score divided by the sum of the scores. In the menu click Courier and 6. Low End Segment. The Low End Segment page is similar to the Traditional page, but focuses upon Low End customers.<br><br>In the menu click Courier and 7. High End. When you have finished looking over this page, in the menu click Courier and 8. Performance Segment. When you have finished looking over this page, in the menu click Courier and 9. Size Segment. When you have finished looking over this page, in the menu click Courier and 10. Market Share. The Market Share page breaks sales down by segment and product.<br><br>The charts at the top of the page merit special attention. <br><br>If the bars in the Industry Unit Sales vs. Demand are not of identical height, the entire segment stocked out, suggesting possible capacity shortages.<br><br>The segment shares can tell you at a glance where a competitor is focusing their resources.<br><br>In the menu click Courier and Perceptual Map. The Perceptual Map is especially useful for exposing competing strategies and market opportunities. New products appear as soon as they are promoted or acquire a production facility.<br><br>In the menu click Courier and HR/ TQM Report. The HR/TQM report is a specialty page. If your professor enables the HR or TQM Module, this page highlights the outcomes of your decision making.<br><br>In the menu click Courier and Annual Report Page 1. The Annual Report focuses upon your company. Page 1 offers the Balance Sheet and Cash Flow Statement in detail. <br><br>In the menu click Courier and Annual Report Page 2. RSIMC2_111 RSIMC2_113 RSIMC2_112 RSIMC2_113 RSIMC2_114 RSIMC2_115 RSIMC2_114 RSIMC2_115 RSIMC2_116 RSIMC2_117 RSIMC2_116 RSIMC2_117 RSIMC2_118 RSIMC2_119 RSIMC2_115 RSIMC2_120 RSIMC2_119 RSIMC2_121 RSIMC2_120 RSIMC2_122 RSIMC2_121 RSIMC2_123 Rehearsal Simulation Rehearsal Simulation Page 2 breaks down your Income Statement by product. The graphs at the bottom of the page summarize your historical results across the performance measures. This completes the Capstone Courier overview. <br><br>To make decisions, in the menu click Decisions and select a functional area. <br><br>Click Next for the Rehearsal Simulation Round 0 Objectives. RSIMC2_122 RSIMC2_124 RSIMC2_123 RSIMC0_1 Rehearsal Simulation Welcome to Round 3 of the Rehearsal Simulation.<br><br>Your responsibilities have increased in round 3. You will continue to manage Adam, Aft, and Elegan in R&D, Marketing, and Production.<br><br>Your ghost teammates are making decisions for Finance.<br><br>Take a moment to examine the results of round 2 and then proceed to tour the Production department. RSIMC2_100 Rehearsal Simulation Let's go to R&D and make some decisions. Below are some recommendations: HPROD_14 RSIMC3_3 Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation In Marketing, modify prices and increase your marketing budgets for Adam, Aft, and Elegan. Next, develop a sales forecast for those 3 products. Below are some notes to consider. RSIMC3_2 In Production, enter in a production schedule for Adam, Aft, and Elegan. As discussed in the Production department tour, produce a little more than the forecast and if necessary, account for the inventory before entering a production RSIMC3_3 schedule.<br><br>Additionally: Now take a moment to examine your decisions. When done, save and advance to Round 4. Good luck! RSIMC3_4 Welcome to Round 4 of the Rehearsal Simulation.<br><br>Your responsibilities have increased. Continue managing Adam, Aft, and Elegan in R&D, Marketing, Production, and Finance.<br><br>Take a moment to examine the results of round 3 and then proceed to tour the Finance department. RSIMC3_4 RSIMC3_5 Rehearsal Simulation RSIMC2_100 Rehearsal Simulation Rehearsal Simulation This round you have complete freedom to manage Adam, Aft, and Elegan. Make some decisions in R&D, Marketing, Production, and Finance.<br><br>We suggest the following. HFIN_12 This is the last round of the rehearsal. Review your decisions and examine the proforma reports before advancing to Round 5.<br><br> Good luck! RSIMC4_2 RSIMC4_3 Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Congratulations, you have completed basic training. Your professor has given you the option of restarting the Rehearsal with or without the coach guiding you, or you can continue through Round 8. The coached rehearsal is over. RSIMC5_1 Welcome to uncoached Round 6 of the Rehearsal Simulation.<br><br>You are responsible for all company decisions. Good luck!") Welcome to uncoached Round 7 of the Rehearsal Rehearsal Simulation.<br><br>You are responsible for all Simulation company decisions. Good luck!") Welcome to uncoached Round 8 of the Rehearsal Rehearsal Simulation.<br><br>You are responsible for all Simulation company decisions. Good luck!") Congratulations! This completes the Rehearsal Simulation<br><br>The last round reports are Rehearsal Finished available for your inspection. As a basic training graduate your professor has given you the option to play the rehearsal without the a basic training make all decisions yourself. Or As tour guide and graduate your professor has you can choose to continue the rehearsal with the given you the option to play the rehearsal without guided tourtraining make all decisions yourself. 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Note however, your r ompany's for all decisions in every department of Welcome to competitors in the rehearsal may not your sharp the company. You can practice how be as Rehearsal Round 4 as those in your competition. decisions play out your company's strategy. Note Welcome to however, your competitors in the rehearsal may Rehearsal Round 5 not be as sharp as those in your competition. Welcome to uncoached Round 6 of the Rehearsal Rehearsal Simulation.<br><br>(You can restart your Simulation Rehearsalto uncoached Round File menu.") Welcome at any time from the 7 of the Rehearsal Rehearsal Simulation.<br><br>(You can restart your Simulation Rehearsalto uncoached Round File menu.") Welcome at any time from the 8 of the Rehearsal Rehearsal Simulation.<br><br>(You can restart your Simulation Rehearsal at anyThis completes themenu.") Congratulations! time from the File Rehearsal Simulation<br><br>The last round reports are Rehearsal Finished available for your inspection. Remember, you are responsible for making all Good Luck! decisions for your company this round. RSIMU RSIMU RSIMU RSIMU Rehearsal Simulation Welcome to the Foundation® Rehearsal Simulation!<br><br>I am your tour guide and I'll be giving you tours of each department you will head.<br><br>During this training you will manage the Andrews Corporation against two programmed competitors. Do not be concerned if you have been assigned to some other team for the official simulation (Baldwin, Chester, Digby, Erie or Ferris). During the Rehearsal, everybody manages the Andrews company.<br><br>There are 4 rounds to complete. You will begin the first round by managing 2 products in the R&D department and after each round you will manage more departments.<br><br>After completing the fourth round your professor has given you the opportunity to run the company on your own or to start a new rehearsal. If you restart and choose to run your company on your own the coach will be disabled. You can only restart your rehearsal once every 24 hours.<br><br>Making an analogy of the business simulation to a flight simulator, the uncoached rehearsal will enable you to practice various techniques flying the plane. Keep in mind though that your competitors in the rehearsal are not as tough as those in your competition.<br><br>(You can choose to whether use the Office Assistant for the Coach from the FOUNDATION® MENU.) RSIMF1_1 Welcome to the R&D department!<br><br>Notice the existing product, Able, that you inherit. You will manage Able and invent 1 new product. Meanwhile, your "ghost teammates" will manage the other departments.<br><br>Further, your ghost teammates will be running the company using a broad differentiation strategy (quality products in all markets). Because infighting teammates may sabotage a company’s performance, your rehearsal will go better if you make broad differentiator decisions, even if you want to use a different strategy in the official simulation. RSIMF1_1 RSIMF1_2 Rehearsal Simulation RSIMF1_3 Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation In general, planning begins in R&D, then proceeds through Marketing, Production, and Finance. Further, since this is the first rehearsal round, you will only be responsible for 2 products in R&D. The marketplace evolves continuously. As the years pass, customers expect smaller, more powerful products. Your R&D department updates existing product designs and can invent new products. Customers look for four things in a product's design (the customer buying criteria can be found in each segment of the FastTrack report); three of which are determined in the R&D department:<br><br>(Feel free to examine pages 5-6 of the FastTrack found in the toolbar above, to view the customer buying criteria for each segment.) Positioning. The Perceptual Map at the lower left is a marketing tool used to show how well your products meet customer expectations. Your customers are primarily concerned with two characteristics, the product's Performance and Size. Over time they expect products to become smaller and more powerful. RSIMF1_2 RSIMF1_4 RSIMF1_3 RSIMF1_5 RSIMF1_4 RSIMF1_6 RSIMF1_5 RSIMF1_7 Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation #MACRO? RSIMF1_6 Oops. We really need a Performance of 5.8. Please click Back and try again. RSIMF1_7 Next change Able's Size, top left of the R&D screen. Click on Able's Size cell and enter a value at 14.3. RSIMF1_7 Oops. We really need a Size at 14.3. Please click Back and try again. RSIMF1_9 Good. Notice that there are now two Able's on the map. The Black label on the perceptual map tells you where Able is today, January 1st. The Pink label tells you where it will be when it emerges from R&D and the Revision Date tells you when it completes from the R&D department.<br><br>If the Revision Date exceeds 1 year the project for that product will continue the following year. As a result, the product falls behind because it's still trying to finish last year's project. Additionally, the decision cells will lock, turn yellow and prevent new projects from beginning until the following round. The cells will turn green after the Revision Date. RSIMF1_9 RSIMF1_9 RSIMF1_11 RSIMF1_12 Rehearsal Simulation Rehearsal Simulation When you're making decisions always check the revision date. If the current project is showing a revision date of next year, you'll be producing and selling Able's old specs. Keeping these specs will trigger a pause from beginning a new project next year because R&D is still trying to complete this year's project. All projects should finish within the RSIMF1_11 year unless planned. Oops. We really need a revision that finishes in 0. Please click Back and try again. RSIMF1_12 As you're repositioning you will find that other projects may take longer, therefore, extending revision dates and costing a little more money. When you're making decisions it is important to keep an eye on this. RSIMF1_14 Rehearsal Simulation RSIMF1_12 RSIMF1_15 Rehearsal Simulation Rehearsal Simulation #MACRO? RSIMF1_14 A product's age is maintained by repositioning products on the perceptual map. When a product is moved, customers perceive it as younger. Its age is cut in half on the day it emerges from R&D. It becomes the "new-and-improved" product, with half its former age.<br><br>The "Age at Revision" tells you what the new perceived age will be on the day the project completes. If you decide not to reposition a product, "Age at Revision" will display a dash (-). RSIMF1_15 Reliability is the third factor of importance in a customer's buying criteria. We measure reliability in hours, MTBF or Mean Time Before Failure. For instance, Low End customers help make a buying decision based on an industry range. The range is 14,000-20,000. Outside this range may result in a loss of demand (if less) or no additional demand (if more). RSIMF1_16 Customers feel torn about reliability. On the one hand, they want your sensor to last forever. On the other hand, they know that the higher the MTBF specification, the higher the material costs. As a result, you may pass those costs on to them.<br><br>You can see this in the Material Cost chart. Try increasing and decreasing the MTBF specifications for your products. RSIMF1_17 RSIMF1_16 RSIMF1_17 Rehearsal Simulation RSIMF1_18 Rehearsal Simulation RSIMF1_19 Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation In the end customers require a minimum Reliability, and they reward you with increased demand as you increase MTBF above the minimum up to a point where they do not care. RSIMF1_18 Here are the ranges: Of course, you are keenly concerned with both MTBF and Positioning because both form your products' material costs. Keep in mind, the better the technology, the higher the material costs.<br><br>Try this experiment. Move one of your products to the leading edge of segment's circle and increase the MTBF. Notice the effect in the Material Cost chart. RSIMF1_19 Lastly, management can invent new products. Here are instructions for new inventions: RSIMF1_20 As an experiment, let's invent a new product. We will create it in the first green row, just below Able. Give the product a name (currently Ebb) beginning with the letter 'A'. For example, 'Ace' or 'Acre' or 'Apt'. (Do not be concerned with buying plant capacity and automation; your ghost teammates will make the purchase. You will only have to do this when you're making official decisions.) RSIMF1_21 Next, give Ebb a performance between 8.0 and 9.0 RSIMF1_22 Oops. We really need a size between 8.0 and 9.0. Please click Back and try again. RSIMF1_23 Next, give Ebb a Size between 11.0 and 12.0 Oops. We really need a Size between 11.0 and 12.0. Please click Back and try again. Give Ebb an MTBF specification of something between 20,000 and 23,000 Adding products increases your company’s Oops. We really need a size between 20,000 and revenue streams. Therefore, R&D costs 23,000. Please click Back and try again. seen as associated with product invention can be an investment in the future. (Please Note: You cannot manufacture newly invented products until you purchase Capacity for that product on the Production spreadsheet.) RSIMF1_23 RSIMF1_25 RSIMF1_25 RSIMF1_27 RSIMF1_20 RSIMF1_21 RSIMF1_22 Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation RSIMF1_23 RSIMF1_25 RSIMF1_27 RSIMF1_29 RSIMF1_27 RSIMF1_30 Rehearsal Simulation Rehearsal Simulation Notice both the revision date and the R&D cost. This information is important when you begin running the company.<br><br>This brings us to the last, and most strategic concerns in R&D -scope and focus. RSIMF1_29 This completes the R&D tour.<br><br>You are free to rework Able and Echo. Remember to keep an eye on R&D costs, material costs, and revision dates when making changes.<br><br>When done save your decisions and advance to the next round by clicking the File menu on the Foundation® menubar. RSIMF1_30 RSIMF1_31 Rehearsal Simulation Welcome to Round 2 of the Rehearsal Simulation.<br><br>During Round 2 your responsibilities have increased. Continue managing Able and Ebb in R&D and the Marketing function.<br><br>Your 'ghost teammates' are making decisions for Production and Finance.<br><br>Take a moment to examine the results of round 1 and then proceed to tour the Marketing department. RSIMF2_1 RSIMF2_100 Rehearsal Simulation Great! You're almost done with round 2. Make some decisions in R&D and Marketing. Below are some recommendations: HMKTG_21 RSIMF2_3 Rehearsal Simulation Rehearsal Simulation Now make some Marketing decisions. Below are some recommendations: RSIMF2_2 Take a moment to examine your decisions and your Proforma worksheets. When done, save and advance to Round 3. Good luck! RSIMF2_3 RSIMF2_4 Rehearsal Simulation Let's look at the results for Round -1. In the menu click FastTrack and select 1. Front Page. Then click Next. RSIMF0_1 RSIMF2_101 Rehearsal Simulation Rehearsal Simulation To scroll up and down the page, please use the scroll bar.<br><br>Three numbers stand out in the Selected Financial Statistics. RSIMF2_100 Six of the eight performance measures used to evaluate the simulation can be found on the Front Page. They include ROS, Turnover, ROA, ROE, Cumulative Profits, and Market Share.<br><br>In the menu, select FastTrack | 2. Stock and Bond Market RSIMF2_101 RSIMF2_102 RSIMF2_103 Rehearsal Simulation The Stocks & Bonds page summarizes activity in the stock market and compares your bond portfolio with competitors. At $38.22, your stock price improved by $3.97. Your credit rating is B. RSIMF2_102 RSIMF2_104 Rehearsal Simulation Stock price is driven by: RSIMF2_103 RSIMF2_105 Rehearsal Simulation Rehearsal Simulation The bond market summary lists your outstanding bonds and your credit rating.<br><br>Your bonds are 10 year coupon notes. You pay 10 equal interest payments each year. The principal is due as a lump sum in the 10th year. RSIMF2_104 In the menu click FastTrack and Financial Statements. RSIMF2_105 RSIMF2_106 RSIMF2_107 Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation The Financial Statements surveys the competitor's annual reports. RSIMF2_106 Although there are many numbers of interest on this page, it's greatest value lies in comparing across competitors. You can ask questions like: In the menu click FastTrack and Production Analysis. RSIMF2_108 RSIMF2_107 RSIMF2_108 RSIMF2_109 RSIMF2_110 Rehearsal Simulation The Production Analysis looks at the companies through the eyes of the production manager. RSIMF2_109 RSIMF2_111 Rehearsal Simulation In the menu click FastTrack and 5. Low Tech Segment. RSIMF2_110 RSIMF2_112 Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation The market segment analysis tells you what customers want, who satisfied them best, and what to expect early next round. Pay special attention to the December Customer Survey. This survey is run every month, and its results drive demand.<br><br>The score is on a scale of 0 to 100. At zero, you have lost all demand, although you must have scored something earlier in the year. At 100, you have a perfect product in December.<br><br>To estimate your demand in December, add up the scores. Your demand in December is your score divided by the sum of the scores. In the menu click FastTrack and 6. High Tech Segment. The High Tech Segment page is similar to the previous page, but focuses upon High Tech customers.<br><br>In the menu click FastTrack and 7. Market Share. The Market Share page breaks sales down by segment and product.<br><br>The charts at the top of the page merit special attention. <br><br>If the bars in the Industry Unit Sales vs. Demand are not of identical height, the entire segment stocked out, suggesting possible capacity shortages.<br><br>The segment shares can tell you at a glance where a competitor is focusing their resources.<br><br>In the menu click FastTrack and Perceptual Map. The Perceptual Map is especially useful for exposing competing strategies and market opportunities. New products appear as soon as they are promoted or acquire a production facility.<br><br>In the menu click FastTrack and HR/TQM Report. The HR/TQM report is a specialty page. If your professor enables the HR or TQM Module, this page highlights the outcomes of your decision making.<br><br>In the menu click FastTrack and Annual Report Page 1. The Annual Report focuses upon your company. Page 1 offers the Balance Sheet and Cash Flow Statement in detail. <br><br>In the menu click FastTrack and Annual Report Page 2. Page 2 breaks down your Income Statement by product. The graphs at the bottom of the page summarize your historical results across the performance measures. RSIMF2_111 RSIMF2_113 RSIMF2_112 RSIMF2_113 RSIMF2_114 RSIMF2_115 RSIMF2_114 RSIMF2_116 RSIMF2_115 RSIMF2_117 RSIMF2_116 RSIMF2_118 RSIMF2_117 RSIMF2_119 RSIMF2_118 RSIMF2_120 RSIMF2_119 RSIMF2_121 Rehearsal Simulation This completes the Foundation FastTrack overview. <br><br>To make decisions, in the menu click Decisions and select a functional area. <br><br>Click Next for the Rehearsal Simulation RSIMF2_120 Round 0 Objectives. RSIMF0_1 Rehearsal Simulation Welcome to Round 3 of the Rehearsal Simulation.<br><br>Your responsibilities have increased. Continue managing Able and Ebb in R&D, Marketing, and Production.<br><br>Your 'ghost teammates' are making decisions for Finance.<br><br>Take a moment to examine the results of round 2 and then proceed to tour the Production department. RSIMF2_100 Rehearsal Simulation Great! You're almost done with round 3. Make some decisions in R&D, Marketing, and Production. Below are some recommendations: HPROD_14 Rehearsal Simulation Welcome to Round 4 of the Rehearsal Simulation.<br><br>Your responsibilities have increased. You now manage all of the departments including Finance.<br><br>Take a moment to examine the results of round 3 and then proceed to tour the Finance department. RSIMF2_100 Rehearsal Simulation This round you have complete freedom to move around the spreadsheet. Make some decisions in R&D, Marketing, Production, and Finance.<br><br>We suggest the following. Congratulations, you have completed basic training. Your professor has given you the option of restarting the Rehearsal with or without the coach guiding you, or you can continue through Round 8. HFIN_12 Rehearsal Simulation Rehearsal Simulation Welcome to Round 6 of the Rehearsal Simulation. RSIMF6_1 Rehearsal Simulation Welcome to Round 7 of the Rehearsal Simulation. RSIMF7_1 Rehearsal Simulation Welcome to Round 8 of the Rehearsal Simulation, the last round. RSIMF8_1 Rehearsal Simulation Congratulations! This completes the Rehearsal Simulation<br><br>The last round reports are available for your inspection. RSIMF9_1 Greetings! like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.<br><br>In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.In R&D consider updating established products like Able. <br><br>Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too. I am your coach. You can enable me at any time by clicking CAPSTONE MENU in the menu at the top of the display, or by clicking the Coach button at the top of the toolbar.<br><br>To begin using the workbook, select a worksheet from the Strategy menu at the top of the display, or click a button from the toolbar. Greetings! Congratulations! You are about to take complete control of the Andrews Bio Sensor company. All company success is attributable to your actions. The good news, careful study of the marketplace will help you make your company a winner. Comp1_2 The company hired you because you are familiar with the sensor market. Administrative functions are almost identical to your previous company. In addition to the four main functional areas, R&D, Marketing, Production and Finance, you will need to make decisions in TQM and Human Resources. <br> Let's briefly review the differences in this simulation from your previous effort. The CompXM® Inquirer is similar to the Capstone® Courier or Foundation® FastTrack that you used in your previous simulation. It contains year-end Administration information about your Industry every round. Comp1_1 The Comp-XM® market has four segments, Thrift, Core, Nano and Elite. Just like your previous simulation the segments drift on the perceptual map. The price ranges remain constant every round, and if a product is priced $6 or more outside of a segment's range it will have no sales The New Segments in that segment. Comp1_2 Thrift customers want proven products, are indifferent to technological sophistication and are price motivated:<br> Price, $14.00-$26.00- 55% of decision;<br> Reliability (MTBF), 14,000-20,000- 20% of decision;<br> Positioning, performance 6.5 size 13.5- 15% of decision;<br> Age, 3 years- 10% of decision. Thrift Core customers want proven products using current technology: <br> Price, $20.00-$32.00- 46% of decision;<br> Age, 2 years- 20% of decision;<br> Reliability (MTBF), 16,000-22,000- 18% of decision;<br> Positioning, performance 8.6 size 11.4- 16% of decision. Comp1_3 Comp1_3 Comp1_4 Comp1_5 Core Comp1_4 Comp1_6 Nano Nano customers want cutting-edge technology that is smaller in size: <br> Positioning, performance 10.5 size 7.5- 35% of decision;<br> Price, $28.00-$40.00- 27% of decision;<br> Age, 1 year- 20% of decision;<br> Reliability (MTBF), 18,000-24,000- 18% of decision. Comp1_5 Comp1_7 Elite customers want high reliability and cutting edge performance: <br> Age, 0 years- 34% of decision;<br> Price, $30.00-$42.00- 24% of decision;<br> Positioning, performance 12.5 size 9.5- 22% of decision;<br> Reliability (MTBF), 20,000-26,000- 20% of decision. Elite The Comp-XM® market will require you to formulate new tactics to implement your strategy. You can use the same strategy you used before or pick a new one. Since you have only four decision rounds, you may want to determine what strategy your new company has already been pursuing and continue to develop it. The segments in this market are less distinct than the segments in your former business. Straddling two segments with a "sofa-bed" product is viable, though this will become more difficult as the segments drift apart. Strategy Comp1_7 You may or may not have used TQM (Total Quality Management) in your previous simulation. Each TQM initiative that you invest in returns different benefits. For example, some initiatives reduce labor and material costs while others reduce R&D cycle time. Refer to the flags on the TQM Initiative worksheet for a complete discussion of TQM Comp1_8 entries. In Human Resources investing in Recruiting and Training increases productivity and decreases turnover, which reduces labor costs. Workforce Complement controls the number of workers on the production line. Matching the This Year Complement to the Needed Complement on the Production screen ensures the company will have enough workers. Recruiting and Training decisions are made on the Human Resource screen. Workforce Complement decisions are entered at the bottom of the Production spreadsheet. Refer to the flags on the Production and Human Resource spreadsheets for a thorough discussion of Human Resource entries. Comp1_9 Remember! The simulation is just one part of Comp-XM®; you will need to login at www.capsim.com and answer a series of Board Queries, which will quiz you on your company's status and the state of the marketplace. Comp1_9 Comp1_6 Comp1_8 TQM Comp1_10 HR Comp1_12 Board Queries Comp1_10 Comp1_13 Balanced Scorecards Good Luck! Also on the website, if your professor has enabled it you will see the results of your simulation displayed in the Balanced Scorecard format. A Balanced Scorecard is a common analysis technique that allows companies to gauge their performance and formulate goals. Please see "What is a Balanced Scorecard?" in the CompXM® Help section. Comp1_12 To begin, review the Inquirer, then go to the Decisions menu and start formulating your decisions. Best of luck! Comp1_13 Comp1_14 CheckCell Low High JumpLow JumpHigh OptionText1 Launch the R&D tutorial from the website Launch the Marketing tutorial from the website Launch the Production tutorial from the website Launch the Finance tutorial from the website Launch the HR tutorial from the website Launch the TQM tutorial from the website Launch the Advanced Marketing tutorial from the website List tutorials Positioning - the product's placement on the Perceptual Map Note that the map presents the situation at the end of this round, a forecast for where segments and products will be on December 31st. Traditional customers want a proven design. Their interest peaks when the design is 2.0 years old. Low Tech customers want a proven design. Their interest peaks when the design is 3.0 years old. Traditional - 14,000 to 19,000 hours Low Tech - 14000 to 20000 hours Pick a row that begins with "Na". Scope - How many products will you put on the playing field? You can have as few as one and as many as eight. Traditional - 14000 to 19000 hours Low Tech - 14000 to 20000 hours Pick a row that begins with "Na". Scope - How many products will you put on the playing field? You can have as few as one and as many as eight. Complement. The number of employees in your workforce complement. At full complement, every job is filled. Last Year The complement at the end of last year. You become responsible for Complement, Recruiting Spend, and Training Hours. List other tutorials Wages -> You can give labor 80% or up to 150% of their current wages. $22 Labor will be demanding 10% more than the "best" current contract, in each of the 4 areas. IF Labor’s Demand falls between the company’s Starting Position and Negotiation Ceiling IF Labor's Demand is above the company's Negotiation Ceiling $1 difference in wages List other tutorials Price Set the Your Sales Forecast to zero. This will cause the Gross Revenue calculation to use the computer's Unit Sales Forecast for its calculations. Set the Your Sales Forecast to zero. This will cause the Gross Revenue calculation to use the Computer Prediction for its calculations. Above the range, customers can find substitutes. Mktg!C6 29 39 HMKTG_7 HMKTG_7 Mktg!C6 15 35 HMKTG_7a HMKTG_7a Accessibility. How easy is it for the customer to work with you? This is an infrastructure concern -- showrooms, distribution channels, customer support, etc. Accessibility is measured on a scale of 0% to 100%. At 0%, customers find it difficult to work with you. At 100% easy. Decays over time. Each year you lose 1/3rd of your accessibility. AR Lag. Your credit terms are expressed in days - 30 days means you give customers 30 days to pay you. If you offer no credit terms, demand falls to about 65% of maximum. At 30 days, demand is 92%. At 60 days, 98.5%, and at 120 days, demand is 100%. The longer the lag, the more cash is tied up in receivables. Long-term Debt (Bonds) Finance!C21 -1 0 HFIN_10Low HFIN_10High Print Media Email and Web Media $300 thousand Outside Sales List other tutorials CPI, Vendor JIT, Concurrent Engineering and Quality Function Deployment Effort List other tutorials How much inventory do you want on hand for sale this year? The decision cells are green. The yellow cells are protected calculations and references. Its worst case demand is 250. If your worst case comes true, you will have lots of inventory. This could consume all of your cash, resulting in an emergency loan (also known as bankruptcy.) The automation level. The higher the automation, the fewer the workers. Positioning on the Perceptual Map. In general, the higher the technology, the more expensive the materials needed to build the product. TIP. Second shift production is not necessarily a bad thing, because you spread your fixed costs (depreciation and SG&A expenses) over two shifts instead of one. At an automation rating of 1.0, it is easy to move a product across the Perceptual Map. At 10.0, it is difficult. Add 100 units of capacity to Echo. team size List other tutorials DB_TutorialCommentEntry 8 15 TDB_4Low TDB_4High $O$272 Apple Brazil Move Adam to Performance 10.2, Size 9.5 File is where you will be able to save your decisions or exit Capstone. First Select another tutorial Make decisions The Coach is found under FOUNDATION MENU or with the top button in the toolbar. The green cells are decision cells. To make a decision, change the green cell to some other value. Where to position your product. There are two segments - Low Tech and High Tech. They appear as circles on the Perceptual Map. Price - Low Tech customers want low prices. High Tech customers pay more if you offer them excellent product designs. Production Schedule. How many units (in thousands) will you produce this year? The Foundation Reports Positioning - the product's placement on the Perceptual Map Note that the map presents the segment's and product's position at the end of this round, on December 31st. RandD!D6 9.8 9.8 RSIMC1_8 RSIMC1_8 In Excel you must press Enter or Tab to complete typing a value in a cell. RandD!E6 10.2 10.2 RSIMC1_10 RSIMC1_10 RandD!G6 1/1/2000 12/31/2000 RSIMC1_13 RSIMC1_13 Positioning affects material cost. The higher the technology, the higher the material cost. You could run experiments by moving Adam behind its current specs (black font) with less performance and larger size. Meanwhile, check the Material Costs chart and compare new and old cost. After, change your specs back to a desireable location. Traditional - 14,000 to 19,000 hours Differentiators would like to offer an MTBF between 23,500-25,000 hours. RandD!D9 10 11 RSIMC1_24 RSIMC1_24 RandD!E9 9 10 RSIMC1_26 RSIMC1_26 RandD!F9 20,000 23,000 RSIMC1_28 RSIMC1_28 RandD!D7 9.5 9.8 RSIMC1_31 RSIMC1_31 RandD!E7 15 15.4 RSIMC1_33 RSIMC1_33 RandD!F7 25,500 27,000 RSIMC1_35 RSIMC1_35 Scope - How many products will you put on the playing field? You can have as few as one and as many as eight. Tour the results for Round 1 in the Capstone® Courier and Annual Report. In R&D consider repositioning Adam, Aft, and Elegan. Remember to finish your projects before December 31st so that you can update them again next year. New products are newsworthy events so all new products enter the marketplace with 25% awareness. You may add additional awareness through the promotion budget if you would like. Be sure to use the correct segment pages of the Courier when checking for price ranges. Additionally, subtract $.50 from those ranges to account for the expected drop in price. Use the Courier's segment pages to find the Total Industry Unit Demand. You will need to do this for each segment that Adam, Aft, and Elegan fall in. Emergency Loan. We avoided an emergency loan. Typically emergency loans result from inventory expansions or under-funded plant expansions. Book Value. Book value equals your total equity divided by the number of shares outstanding. It sets a base for your stock price. Series#. The series number consists of the interest rate, the letter "S", and the year the bond is due. For example, 11.0S2006 says, "This bond pays 11.0% interest and is due in 2006." Cash Flow. The Cash Flow statement summarizes activity in the Cash Account. Black numbers mean that over the course of the year, there was a net inflow of cash. Red numbers mean money flow out of Cash and into the category. How much did my competitors spend on plant improvements? How did they finance it? Units in Inventory. If the value is zero, the product stocked out. If it is a considerable portion of units sold, the product did not live up to the company's expectations. Statistics. Look here for segment size and growth rate. Review the results for Round 2 in the Capstone Courier and Annual Report. In R&D update your designs by repositioning Adam, Aft, and Elegan. Remember to finish your projects before December 31st so that you can update them again next year. Use the Courier's segment pages to find the Total Industry Unit Demand. You will need to do this for each segment that Adam, Aft, and Elegan fall in. Consider whether to invest in capacity and automation. Build enough additional inventory to satisfy customers in your best-case scenario. Review the results for Round 3 in the Capstone Courier and Annual Report. In R&D update your designs just like you have in the first 3 rounds. Let's review the results of Round 4. I just want to look at my reports. Play this round without coaching, I'll make all decisions. Play this round without coaching, I'll make all decisions. Play this round without coaching, I'll make all decisions. Play this round without coaching, I'll make all decisions.to Round 5 of this Continue Rehearsal competition. I'll make all decisions. Positioning - the product's placement on the Perceptual Map Decisions are to be made only to the cells that are green. RandD_F!D4 5.8 5.8 RSIMF1_8 RSIMF1_8 In Excel you must press Enter or Tab to complete typing a value in a cell. RandD_F!E4 14.3 14.3 RSIMF1_10 RSIMF1_10 Note that the map presents the situation at the end of this round, a forecast for where segments and products will be on December 31st. RandD_F!G4 1/1/2000 12/31/2000 RSIMF1_13 RSIMF1_13 Try moving the product by entering new Size and Performance values. Notice the revision dates move farther as more changes are made. Positioning affects material cost. The higher the technology, the higher the material cost. You could consider making Able more low tech, with less performance and larger size. This would reduce material cost, and you could pass the savings on to customers with a price break. Low Tech - 14,000 to 20,000 hours Pick a row that begins with "Na". RandD_F!D5 8 9 RSIMF1_24 RSIMF1_24 RandD_F!E5 11 12 RSIMF1_26 RSIMF1_26 RandD_F!F5 20,000 23,000 RSIMF1_28 RSIMF1_28 Scope - How many products will you put on the playing field? You can have as few as one and as many as eight. Tour the results for Round 1 in the Foundation FastTrack and Annual Report. Consider updating all of your products' design. Remember to finish your projects before December 31st so that you can update them again next year. Price both your products within their segment's range. Check pages 5 & 6 of the FastTrack for additional information. Emergency Loan. You avoided an emergency loan. Typically emergency loans result from inventory expansions or under funded plant expansions. Book Value. Book value equals your total equity divided by the number of shares outstanding. It sets a base for your stock price. Series#. The series number consists of the interest rate, the letter "S", and the year the bond is due. For example, 11.0S2006 says, "This bond pays 11.0% interest and is due in 2006." Cash Flow The Cash Flow statement summarizes activity in the Cash Account. Black numbers mean that over the course of the year, there was a net inflow of cash. Red numbers mean money flow out of Cash and into the category. How much did my competitors spend on plant improvements? How did they finance it? Units in Inventory. If the value is zero, the product stocked out. If it is a considerable portion of units sold, the product did not live up to the company's expectations. Statistics. Look here for segment size and growth rate. Tour the results for Round 2 in the Foundation FastTrack and Annual Report. In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, but don't forget to puchase plant capacity and automation for those lines in the Production department. Tour the results for Round 3 in the Foundation FastTrack and Annual Report. In R&D update your designs. Let's review the results of Round 4. New Users - If you are new to the workbook, click here for a list of tutorials that will help you get started. New Users - If you are new to the workbook, click here for a list of tutorials that will help you get started. (You can choose to use the Office Assistant for the Coach from the Comp-XM® MENU.) OptionText2 OptionText3 OptionText4 Launch the Labor tutorial from the website Age - the perceived age of the design Reliability - how long the product will last, measured in MTBF or Mean Time Before Failure Low End customers interest High End customers want Size customers want a peaks when the design is old, at a brand new design, age recent design with an age 7.0 years 0.0. of 1.5 years. High Tech customers want a brand new design, age 0.0. Low Tech - 12,000 to 17,000 hours High Tech - 20,000 to 25,000 hours Performance - 22,000 to 27,000 hours High Tech - 17000 to 23000 hours Give your product a name. By convention, the first letter should Position the product with a Give your product a match the first letter of your Performance and Size reliability that would satisfy company. specification. customers. Focus -- Where are your products? Are you in every segment or only a few? Do you have more than one product in a segment? Low End - 12000 to 17000 hours High End - 20000 to 25000 hours Performance - 22000 to 27000 hours High Tech - 17000 to 23000 hours Give your product a name. By convention, the first letter should Position the product with a Give your product a match the first letter of your Performance and Size reliability that would satisfy company. specification. customers. Focus -- Where are your products? Are you in every segment or only a few? Do you have more than one product in a segment? Recruiting Spend. The "extra" amount you budget per worker to recruit high caliber workers. For example, you might pay a recruiting agency up to $5,000 per worker to find better workers to fill your job openings. Training Hours. The number of hours per year that you send each employee to training classes. This Year. Your decision for complement this year. Typically, you make it equal to "Needed". However, if you know that your workforce will be shrinking (perhaps because of improvements in Automation), you might Needed. The number of workers decide to ask workers to you need to fill the current do overtime this year to production schedule without avoid hiring new people overtime. This number changes this year only to discharge with the Production Schedule. them next year. 1st and 2nd Shift. Your headcounts on first shift and second shift. Second shift worker wages are 150% of first shift worker wages. Recruiting Spend let's you spend up to $5000 per worker to get a higher caliber of worker. Training Hours lets you send each Your complement should avoid worker to training up to 80 overtime and over staffing. hours per year. Your goal is to improve productivity, which in turn leads to a smaller, more stable workforce. Profit Sharing-> 0% Annual Raise -> 0% - 150% Benefits -> 0% or up to 150% of 150% of their current profit of their current annual raise current benefits. sharing. rate. $23.80 $24.20 The company that offered UNLESS one of the companies this very attractive deal puts down a better offer than the will shake hands with the 10% increase. Then of course, Labor union and be on Labor will take the best offer on their way. The other the table and use that as their companies will go to Step 2. demand. THEN both parties agree to meet in the middle. They split the difference between the Company's Starting Position and Labor's demand. There is no strike. THEN Management walks out, and Labor strikes. Both sides will finally reach a compromise but not without any injuries. The company and labor will meet in the middle between the Negotiation Ceiling offered by management and Labor's demand. $300 difference in benefits package 1% point difference in Profit Sharing 1% point difference in Annual Raise Promotion Place Starting at $24.00, try raising price in steps of $5 to $44.00, watching the Unit Sales Forecast, Gross Revenue, and Contribution Margin. Starting at $10.00, try raising price in steps of $5 to $45.00, watching the Computer Prediction, Gross Revenue, and Contribution Margin. Below the range, they become suspicious, thinking, "What is wrong with this product?" At $5.00 above or below Within the expected range, the expected price range, demand follows a classic demand falls to zero. price demand curve. Salesmanship. Are sales people trying to persuade customers to buy your product? The more sales people, the greater the effect upon demand. But the effect is temporary. Next year it is forgotten. If you have lots of unsold inventory to push, cranking up the Sales Budget puts more sales people on the problem. Diminishing returns apply. Products reach diminishing returns at $3 million. However, the segment’s overall diminishing return is not reached until budgets total $4.5 million (for example, two products with Sales Budgets of $2.25M each). Achieving 100% accessibility is difficult. You need two products inside the segment. Once you do reach 100% accessibility, you can scale back the segment’s total Sales Budget to around $4 million and maintain your accessibility. Suppliers become concerned when they are not paid promptly. Eventually they withhold material for production. At 30 days, they withhold 1%. At 60 days, they withhold 8%. At 90 days, they withhold 26%. At 120 days, they withhold 63%. At 150 days, they withhold 100% of your material. This creates shortages on the production line. That causes workers to stand idle, and causes per-unit labor costs to rise. Short-term Debt (Current Debt) Stock Offering Direct Mail Web Media Email Print Media and Web Media Print Meda and Direct Mail $800 thousand $700 thousand Inside Sales Distributors Concurrent Engineering, QIT, Channel Support Systems, Benchmarking, Quality Function Deployment Effort, and CCE/6 Sigma Training Channel Support Systems and Quality Function Deployment Effort What are your margins? What is your plant capable of producing? Most labels feature explanations, comments, and tips in a pop-up comment. For example, Units are expressed in glide your cursor over thousands. For example, Eat's Production After Adj. for first shift capacity is 1,100. This the constraints that limit represents 1,100,000 units. production. Suppose you think that its bestcase demand will be about a You have 149 units in the Therefore, you need to third more, 133% of 250, or 333. warehouse. produce 333 - 149 = 184. If your best case comes true, you risk running out of inventory. Missed sales are very painful. After all, at the moment you miss the sale, you have already paid all of the expenses with the units you did sell. That missed sale's margin would have been a straight contribution to profit. The hourly wage rate and benefits package in this year's labor contract. The standard contract gives workers a 5% raise each year, although this can change if your professor schedules a labor contract negotiation. The number of units produced on second shift. MTBF specification. The more reliable the product, the more expensive the materials. Automation is expensive - $4 per unit for each additional point. As an experiment, raise Eat to 10.0. At the start of the simulation, a product with an automation rating of 1.0 would have labor costs of about $11.20 per unit. A product with an automation rating of 10.0 would have first shift labor costs of $1.12 per unit. Next try selling 200 units. To sell capacity, enter a negative number, -200. The investment will turn red, indicating that you are getting money for the sale. Capacity is sold at 65% of its original value. Look at the 'Investment ($000)' line to see the cost of your plant Try increasing Echo's improvements. Automation by .5 points. meetings member skills Orange Banana Go back a slide Argentina Peru Chili Move Able to Performance Add a new product called Change Acre's MTBF to 12000. 15.1 Size 5.3 "Axle" in the Size segment. Strategy houses the different areas of the company where you will be making decisions. You can go to these areas by clicking on the name of the department. Last Year’s Report is where you can view and print the results from last year. Most Proformas will provide you important one being the with a look at your Capstone Courier. Printing financials that have been the Courier from this calculated based on your location provides you with a forecasted sales. prefect printed copy. Second Third Develop scenarios Analyze competitors and Forecast financial results trends View expands the workbook to cover the entire display (best for team meetings) or presents the File offers options to save workbook in a normal window. your work. Undo allows you to throw away recent work. You can Undo to the last time you saved, or throw away everything and start over. The yellow cells are results. They are protected from change. The perceived age of the product's design. Low Tech wants a proven design. High Tech wants cutting edge designs. The results of your decisions ripple through the other worksheets. The product's reliability. Low Tech will sacrifice reliability for low price. High Tech expects products to last. The Coach offers a tutorial for all decision entry worksheets. To view the tutorial, select the entry sheet and click the Coach button. The breadth of your product line. You start with one product, and you can invent up to four more. Place - Your Sales Budget drives "accessibility", the ease with which Promotion - Your Promo Budget customers can interact drives customer awareness. with you, find your The higher the awareness, the product, work with sales more likely it is that customers people and customer will seek out your product. service, etc. Product - Product was actually handled in R&D. It concerns the design of the product and how well it fits customer needs. Automation Rating. On a scale of 1 to 10, how automated is the production line? A 1.0 means lots of skilled workers produce the product. At 10.0 robots do Buy/Sell Capacity. Will you add the work with a few skilled production facilities or humans supervising the downsize? process. Saving your work Age - the perceived age of the design Reliability - how long the product will last, measured in MTBF or Mean Time Before Failure Decisions are to be made only to the cells that are green. Yellow cells are protected but data can change from decisions made to the green cells. Your company is pursuing a broad differentiation strategy in the rehearsal so you'll be offering premium products in R&D. Low Tech - 12,000 to 17,000 High Tech - 20,000 to hours 25,000 hours By modifying a product's MTBF it will cost you and it will extend the revision date. Performance - 22,000 to 27,000 hours Focus -- Where are your products? Are you in every segment or only a few? Do you have more than one product in a segment? Learn the Marketing department. Remember customers are expecting better performance As a broad differentiator and smaller sized products over your company will provide time. premium products in R&D. As a broad differentiator your company will create high awareness and easy accessibility in Marketing. As a broad differentiator your company will price at or near the top of the price range. Take 2,268 and divide it by the number of products Multiply the Total Industry Unit a segment. For example, Demand and the Growth Rate. 2,268 / 3 = 756. 756 units For example, 1,952 * 1.162 = represents an average per 2,268--> this year's demand for product for the High tech the High tech segment. segment. Sales. At $121,098,889 your sales are above average. You began with a company doing about $100M in sales. With the market growing at roughly 14% per year, in Round 1 the average company could expect sales between $110M and $120M. Profits. At $4,016,524 our profits are good. We avoided problems with stock-outs, low margins, or poor demand. EPS or Earnings Per Share. EPS reflects your profitability this round, and in some sense suggests your future earnings. Dividends. From a stockholder's perspective, a dividend is similar to an interest payment. It suggests how much of future profits will wind up in stockholder hands. You can think of the stock in terms of issues. How much wealth are you creating for stockholders? How much of the profits do you give to them, and how much do you need to keep to grow the company? Yield. Yield compares the interest payment with today's closing price. When a bond is issued, Face. The Face amount is the the rate is "locked in". remaining principal on the bond. Yield tells an investor how It is due in full when the bond their bond compares with matures. today's rates. Balance Sheet. The Balance Sheet breaks down what is owned (the assets) by catorgies of people that funded the assets. It answers the question, "How much of the assets was paid for by vendors (A/P), bankers (Current Debt), bond holders, (Long Debt), stockholders (Common Stock), and management (Retained Earnings). Are my competitors changing their credit policies? Are they offering better terms to customers? Vendors? Close. The closing price is what other investors would pay for the bond today. For example, $99.28 means than another investor would pay $99.28 for every $100.00 of face amount. Income Statement. The Income Statement measures your ability to create new wealth (profits) by working our assets to produce Sales. Using your assets, you make sales. The expenses to make the sale are subtracted, leaving (hopefully) a gain or profit. Which competitors Who has the biggest asset emphasize SG&A expenses base? to drive up demand? 2nd Shift & Overtime. Second shift is paid a 50% Automation and Capacity. wage premium over first Automation, on a scale of shift. (Not necessarily a 1.0 to 10.0, indicates the bad thing, because you number of workers required are also achieving high to staff the line. At 1.0, plant utilization.) Overtime many workers. At 10.0, few means first shift workers workers. Capacity is the Material Cost, Labor Cost, and must work second shift to number of units you can Contribution Margin. What does fill the production produce on first shift. You it cost to make the product, and schedule. Overtime pays a can run a second shift to is it making any money? 50% premium. double production. Market Share Actual Versus Potential. Often a competitor stocks out. This chart tells you how Customer Buying Criteria. Rank much market share was Top Products in Segment. orders the buying criteria and Compares products across lost or gained as a lists the specific target values. consequence. the buying criteria value. Tour the Production department. Remember customers are expecting better performance As a broad differentiator and smaller sized products over your company will provide time. premium products in R&D. To forecast, multiply the Total Industry Unit Demand and the Growth Rate. For example, 2,268 * 1.162 = 2,635--> this year's demand for the High tech segment. Take 2,635 and divide it by the number of products a segment. For example, 2,635 / 3 = 878. 878 units represents an average per product for the High tech segment. Examine your competitors. Have they improved designs? Awareness? Accessibility? Prepare a sales forecast. Enter your worst-case into the forecast. Consider selling some capacity if you find plants will be sitting idle. Tour the Finance department. In Production, consider whether to invest in In Marketing, examine your capacity and automation competitors. Have they or selling off idle plants. improved designs? Awareness? Build enough additional Accessibility? Prepare a sales inventory to satisfy forecast. Enter your worst-case customers in your bestinto the forecast. case scenario. In Finance, be sure that you have a positive cash balance on December 31st. We encourage a cash position 3%-7% of sales in cash. Take me to a place where I can start over. I'm ready for more! Play this round with coaching and help from ghost teammates. Play this round with coaching and help from ghost teammates. Play this round with coaching and help from ghost teammates. Play this round with coaching and help from ghost teammates. Take me to a place where I can start over. Age - the perceived age of the design Reliability - how long the product will last, measured in MTBF or Mean Time Before Failure Yellow cells are protected but data can change from decisions made to the green cells. You could reposition Able to another segment, probably the Low End segment. As we will see, Able has a large plant. It would be easier to utilize its capacity in the Low End segment. You might just "tweak" Able. If you moved it a modest amount, you would cut the age in half without seriously affecting the positioning. High Tech - 17,000 to 23,000 hours Give your product a name. By convention, the first letter should Position the product with a Give your product a Performance and Size reliability that would satisfy match the first letter of your specification. customers. company. Focus -- Where are your products? Are you in every segment or only a few? Do you have more than one product in a segment? The Marketing Manager's job. Remember customers are expecting better performance As a broad differentiator and smaller sized products over your company will provide time. premium products in R&D. Consider creating awareness and accessibility for your new product(s) by providing a promotion and sales budget. (In addition, new products are newsworthy events so all new products enter the marketplace with 25% awareness for on top of the original promotion budget.) Develop a forecast by multiplying the Total Industry Unit Demand and the Growth Rate. For example, 2,898 * 1.10 = 3,188--> this year's demand for the Low Tech segment. Take 3,188 and divide it by the number of products a segment. For example, 6,098 / 3 = 1,016. 1,016 units represents an average per product for the High tech segment. Sales. At $121,098,889 your sales are above average. You began with a company doing about $41M in sales. The market grows at roughly 15% per year. In Round 1 the average company could expect sales between $44M and $49M. Profits. At $4,016,524 your profits are excellent. Your margins and sales volume are good. However, you should ask yourself if you sacrificed long term demand for short term gains. EPS or Earnings Per Share. EPS reflects your profitability this round, and in some sense suggests your future earnings. Dividends. From a stockholder's perspective, a dividend is similar to an interest payment. It suggests how much of future profits will wind up in stockholder hands. You can think of the stock in terms of issues. How much wealth are you creating for stockholders? How much of the profits do you give to them, and how much do you need to keep to grow the company? Yield. Yield compares the interest payment with today's closing price. When a bond is issued, Face. The Face amount is the the rate is "locked in". remaining principal on the bond. Yield tells an investor how It will be due in full when the their bond compares with bond matures. today's rates. Balance Sheet The Balance Sheet breaks down what is owned (the assets) by catorgies of people that funded the assets. It answers the question, "How much of the assets was paid for by vendors (A/P), bankers (Current Debt), bond holders, (Long Debt), stockholders (Common Stock), and management (Retained Earnings). Are my competitors changing their credit policies? Are they offering better terms to customers? Vendors? Close. The closing price is what other investors would pay for the bond today. For example, $99.28 means than another investor would pay $99.28 for every $100.00 of face amount. Income Statement The Income Statement measures your ability to create new wealth (profits) by working our assets to produce Sales. Using your assets, you make sales. The expenses to make the sale are subtracted, leaving (hopefully) a gain or profit. Which competitors Who has the biggest asset emphasize SG&A expenses base? to drive up demand? 2nd Shift & Overtime. Second shift is paid a 50% Automation and Capacity. wage premium over first Automation, on a scale of shift. (Not necessarily a 1.0 to 10.0, indicates the bad thing, because you number of workers required are also achieving high to staff the line. At 1.0, plant utilization.) Overtime many workers. At 10.0, few means first shift workers workers. Capacity is the Material Cost, Labor Cost, and must work second shift to number of units you can Contribution Margin. What does fill the production produce on first shift. You it cost to make the product, and schedule. Overtime pays a can run a second shift to is it making any money? 50% premium. double production. Market Share Actual Versus Potential. Often a competitor stocks out. This chart tells you how Customer Buying Criteria. Rank much market share was Top Products in Segment. orders the buuying criteria and lost or gained as a Compares products across lists the specific target values. consequence. the buying criteria value. The Production department. In Marketing, examine your competitors. Have they improved designs? Awareness? Accessibility? Prepare a sales forecast. Enter your worst-case into the forecast. In Production consider whether to invest in capacity and automation. Build enough additional inventory to satisfy customers in your bestcase scenario. Review your decisions and examine the proforma reports. Make any final changes to R&D, Marketing and Production. The Finance department. In Production, consider whether to invest in In Marketing, examine your capacity and automation competitors. Have they or selling off idle plants. improved designs? Awareness? Build enough additional Accessibility? Prepare a sales inventory to satisfy forecast. Enter your worst-case customers in your bestinto the forecast. case scenario. In Finance, be sure that you have a positive cash balance on December 31st. We encourage a cash position 3%-7% of sales in cash. Take me to a place where I can start over. In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too. In Marketing, examine your competitors. Have they improved designs? Awareness? Accessibility? Prepare a sales forecast. Enter your worst-case into the forecast. Really Short. In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too. In Marketing, examine your competitors. Have they improved designs? Awareness? Accessibility? Prepare a sales forecast. Enter your worst-case into the forecast. Really Short. OptionText5 Jump1 Jump2 Jump3 Jump4 Jump5 MRD_2 MMKTG_2 MPROD_2 MFIN_2 MHR_2 MHR_3 MTQM_2 MAMK_2 TLIST_1 Performance customers want a young design of 1.0 years. Size - 16,000 to 21,000 hours Size - 16000 to 21000 hours Overtime. The percentage of first shift workers on overtime. 100% means that every first shift worker is working a double shift. 10% means that, on average, each 1st shift worker performs 10% overtime. Overtime increases turnover and drags down productivity. The trade-off costs include higher recruiting expense, training expense, and a slightly larger complement to cover people already in training. TLIST_1 HLAB_7a HLAB_7b HLAB_7c TLIST_1 Trade Shows HAMK_9 HAMK_10 HAMK_11 HAMK_13 HAMK_14 HAMK_15 TLIST_1 HTQM_6a HTQM_6b TLIST_1 This will force your proformas into a conservative position. They will show you the worstcase, where you have lots of unsold inventory. If you still have cash in this worst-case scenario, you can ride out a bad year without cash flow problems. TIP. It never makes sense to sell automation. You are charged for the change in automation, up or down in rating, so you would actually pay money to reduce your plants' efficiency. TLIST_1 TDB_11a TDB_11b TDB_11c TDB_10 Equador OFFL_8a OFFL_8b OFFL_8c TLIST_1 Print last year's reports Last Year's Reports summarize the results for the previous round. The concentration of your products. You might spread them out along the product life cycle, or you might cluster them to appeal to segment preferences. CONSTR CONSTR Size - 16,000 to 21,000 hours RSIMC2_100 HMKTG_1 Bond Rating. The credit rating of the company. "AAA" is best. Then AA, A, BBB, BB, … D. Bonds that are rated "BBB" and above are considered "investment grade". "BB" and below are considered "junk bonds". Your credit rating is a function of your debt/assets ratio. Are there surprises in the Income Statement's "Other" line, which might indicate unusual fees or writeoffs? Plant Utilization. Plant utilization of 100% means you are running a complete first shift. 200% means you are running two complete shifts. RSIMC2_100 HPROD_1 Find whether your products sold more than 878 units last year from the Courier. If so, your product is considered above average and may sell more this year. Enter your prediction for each product. RSIMC2_100 HFIN_1 Finance all your investing activities appropriately. RSIMC2_100 RSIMC2_100 RSIMC5_2 RSIMU RSIMU RSIMU RSIMU RSIMC0_1 RSIMC0_1 RSIMC0_1 RSIMU RSIMU RSIMC0_1 RSIMC5_2 RSIMF2_100 HMKTG_1 For more details about developing a Sales Forecast see the Manager Guide on your Help menu. Enter your prediction for each product. Bond Rating The credit rating of the company. "AAA" is best. Then AA, A, BBB, BB, … D. Bonds that are rated "BBB" and above are considered "investment grade". "BB" and below are considered "junk bonds". Your credit rating is a function of your debt/assets ratio. Are there surprises in the Income Statement's "Other" line, which might indicate unusual fees or writeoffs. Plant Utilization. Plant utilization of 100% means you are running a complete first shift. 200% means you are running two complete shifts. RSIMF2_100 HPROD_1 When finished, save and advance to Round 4.<br><br> Good luck! RSIMF2_100 HFIN_1 When finished reviewing your decisions and examining the proforma reports, save and advance to Round 5.<br><br> Good luck! RSIMF2_100 RSIMC5_2 Save your decisions without advancing. Review your decisions, your teammates' decisions in Finance, and your proforma reports. Make any final changes to your R&D, Marketing and Production decisions. Save your decisions without advancing. Review your decisions, your teammates' decisions in Finance, and your proforma reports. Make any final changes to your R&D, Marketing and Production decisions. OnEntry OnExit <br><br>(You can choose the Office Assistant for the coach from the CAPSTONE® MENU.) FollowHyperlink FollowHyperlink FollowHyperlink FollowHyperlink FollowHyperlink FollowHyperlink FollowHyperlink FollowHyperlink DisplayCourier5 DisplayCourier5 RandD HR Marketing Finance TQM Production TDB_9_OnEntry Welcome to the Capstone® Rehearsal Simulation! <br><br>I am your tour guide and I'll be giving you tours of each department you will head.<br><br>Duri ng this training you will manage the Andrews Corporation against two programmed competitors. Do not be concerned if you have been assigned to some other team for the official simulation (Baldwin, Chester, Digby, Erie or Ferris). During the Rehearsal, everybody <br><br>After completing the fourth round manages the your professor has given you the Andrews opportunity to run the company on your company.<br><br> own or to start a new rehearsal. If you There are 4 rounds restart and choose to run your company on to complete. You your own the coach will be disabled. You will begin the first can only restart your rehearsal once every round by managing 24 hours.<br><br>Making an analogy of 3 products in the the business simulation to a flight R&D department simulator, the uncoached rehearsal will and after each enable you to practice various techniques round you will flying the plane. Keep in mind though that manage more your competitors in the rehearsal are not RehearsalSimulationTeammates departments. as tough as those in your competition. DoNotUseAssistant UseAssistant RandD RehearsalSimulationTeammates DisplayCourier1 DisplayCourier2 DisplayCourier3 DisplayCourier4 DisplayCourier5 DisplayCourier6 DisplayCourier7 DisplayCourier8 DisplayCourier9 DisplayCourier10 DisplayCourier11 DisplayCourier12 DisplayAnnRpt1 DisplayAnnRpt2 RehearsalSimulationTeammates RehearsalSimulationTeammates RehearsalRestart RehearsalUnCoached Welcome to the Foundation® Rehearsal Simulation! <br><br>I am your tour guide and I'll be giving you tours of each department you will head.<br><br>Duri ng this training you will manage the Andrews Corporation against two programmed competitors. Do not be concerned if you have been assigned to some other team for the official simulation (Baldwin, Chester, Digby, Erie or Ferris). During the Rehearsal, everybody <br><br>After completing the fourth round manages the your professor has given you the Andrews opportunity to run the company on your company.<br><br> own or to start a new rehearsal. If you There are 4 rounds restart and choose to run your company on to complete. You your own the coach will be disabled. You will begin the first can only restart your rehearsal once every round by managing 24 hours.<br><br>Making an analogy of 2 products in the the business simulation to a flight R&D department simulator, the uncoached rehearsal will and after each enable you to practice various techniques round you will flying the plane. Keep in mind though that manage more your competitors in the rehearsal are not departments. as tough as those in your competition. RandD RandD DisplayCourier1 DisplayCourier2 DisplayCourier3 DisplayCourier4 DisplayCourier6 DisplayCourier8 DisplayCourier10 DisplayCourier11 DisplayCourier12 DisplayAnnRpt1 DisplayAnnRpt2 ChngDate LOGIN WEB QUERY UserID Password UserType INVALID StudentLogin FullName LoginSimID RoundType Erie 2 120739 TRUE at RoundsPlayed 1 AUDIT_TRAIL_STAMP SavedBy SavedWhat SavedDate SavedTime SimulationVersion 2009C C12323 ClassRound 1 RoundType Competition RehearsalRestart 0 VERSION WEB QUERY Capstone Web Build Foundation Web Build The 2007v21 update can only be used for courses that started before August 1, 2006. Thank you. OFFICIAL_DEC_AVAILABLEPROFESSOR SIMULATION LIST QUERY WEB QUERY ReportsAvailable True 05/16/2006 02:00PM QuizAvailable True 05/16/2006 02:00PM BeforeDeadline True 01/01/2009 12:00AM QueryTimeStamp 05/16/2006 02:00PM C10450 C24435 C24564 C24664 C24666 C24892 C25065 C25066 C25131 C25486 C25510 C25659 C25856 C26262 C26264 C26294 C26363 C26384 C26414 C26427 C26501 C26504 C26505 C26507 C26508 C26509 C26510 C26511 C26513 C26514 C26515 C26517 C26518 C26520 C26556 C26680 C26688 C26690 C26708 C26639 _001 C21447 _002 C19807 _002 C26640 _001 C24192 _002 Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews C26639Andre ws FOOTRACE Andrews FOOTRACE Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Chester Chester Chester Chester Chester Digby Digby Digby Digby Digby Erie Erie Erie Erie Erie Chester Chester Chester Chester Digby Erie Digby Erie Digby Erie Digby Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Chester Chester Chester Chester Chester Chester Chester Chester Chester Chester Chester Chester Chester Chester Digby Digby Digby Digby Digby Digby Digby Digby Digby Digby Digby Digby Digby Digby Erie Erie Erie Erie Erie Erie Erie Erie Erie Erie Erie Erie Erie Baldwin company1 FOOTRACE C26640Andre ws FOOTRACE C24192_000c FOOTRACE omp1 C26635 _001 C20693 _002 C24426 C24427 C24428 C24429 C24430 C24431 C24432 C24433 C24434 C24435 C24564 C24664 C24666 C24850 C24892 C25065 C25066 C25131 C25236 C25486 C25510 C25659 C20693 _002 C21447 _002 C24192 _002 C19807 _002 C26635Andre FOOTRACE ws Andrews FOOTRACE Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews Andrews FOOTRACE Baldwin Baldwin Chester Digby Erie Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Baldwin Erie Ferris Andrews FOOTRACE C24192_000c omp1 FOOTRACE company1 FOOTRACE STUDENT KEY QUERY StudentKey 120739 SimID 120739 HarvardCookie Established 120739 unknow n BALANCED SCORECARD PROFORMA QUERY SimID Ferris Ferris Ferris Ferris Ferris Ferris Ferris Ferris Ferris Ferris Ferris Ferris Ferris Ferris Ferris Ferris Ferris Ferris Ferris Ferris PROFORMA QUERY DECISIONSINCOMING DECISIONS ProductName RetireProduct XcoordinateRD YcoordinateRD MTBFrdSpec Price PromoBudget SalesBudget UnitSalesForecast ProductionOrdered CapacityChange AutomationNextRound FinanceFunction FinanceDecisions LaborNegotiation Offer1 Offer2 TQMfunction TQMbudgets MKTGPrimarySeg MKTGPrintMedia MKTGDirectMail MKTGWebMedia MKTGEmail MKTGTradeShows MKTGSalesPriorities MKTGOutsideSales MKTGInsideSales MKTGDistributors MKTGReports FeesAndNewCapital Erie Eat 2010 C27524 Egg Elegan Na 0 0 0 0 0 0 0 5.8 3 9.2 10.9 5.4 11.2 0 14.3 17 10.8 14.8 8.8 8.9 0 19000 12000 23000 27000 18000 20000 0 26 20 39 34 34.5 0 0 1800 2000 1000 700 1200 0 0 1800 2000 1000 700 1200 0 0 2200 2600 250 300 550 0 0 2190 2800 125 340 440 0 0 200 200 -100 0 0 250 0 8 7 3 3 5 4.5 0 StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR 0 0 0 10000 0 20000 35 TechWage AsmbWage Benefits ProfitShr AnnRaise Complment RecrSpend 22.05 0 2500 0.020 0.050 869 5000 24.25 0 2750 0.022 0.055 0 0 CPI VendorJIT QIT Channels CCE BenchMark QFDE 0 0 0 0 0 0 0 1 2 3 4 5 0 0 280 240 160 140 200 0 0 280 240 160 140 200 0 0 280 240 160 140 200 0 0 280 240 160 140 200 0 0 280 240 160 140 200 0 0 0.24 0.22 0.2 0.17 0.17 0 0 13 3 3 3 2 2 0 34 7 7 6 7 7 0 17 3 3 4 4 3 0 0 0 0 0 0 0 0 0 0 PARAMETERS_FOR_THIS_ROUND"Average" Ebb Echo Edge 43067 2 Na 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 80 0 CCE6sigma UNEPGreen GEMISustain 0 0 0 0 0 0 0 0 0 0 0 0 0 0 DECISIONSOUTGOING DECISIONS ProductName RetireProduct XcoordinateRD YcoordinateRD MTBFrdSpec Price PromoBudget SalesBudget UnitSalesForecast ProductionOrdered CapacityChange AutomationNextRound FinanceFunction FinanceDecisions LaborNegotiation Offer1 Offer2 TQMfunction TQMbudgets MKTGPrimarySeg MKTGPrintMedia MKTGDirectMail MKTGWebMedia MKTGEmail MKTGTradeShows MKTGSalesPriorities MKTGOutsideSales MKTGInsideSales MKTGDistributors MKTGReports FeesAndNewCapital Eat 0 5.8 14.3 19000 26.00 1800 1800 2200 2190 200 8.0 StIssue 0 TechWage 0.00 0.00 CPI 0 1 280 280 280 280 280 0.240 13 34 17 0 0 0 Ebb 0 3.0 17.0 12000 20.00 2000 2000 2600 2800 200 7.0 StRetire 0 AsmbWage 0.00 0.00 VendorJIT 0 2 240 240 240 240 240 0.220 3 7 3 0 0 0 Echo 0 9.2 10.8 23000 39.00 1000 1000 250 125 -100 3.0 Dividend 0.00 Benefits 0 0 QIT 0 3 160 160 160 160 160 0.200 3 7 3 0 0 Edge 0 10.9 14.8 27000 34.00 700 700 300 340 0 3.0 ShortDebt 10000 ProfitShr 0.000 0.000 Channels 0 4 140 140 140 140 140 0.170 3 6 4 0 C27524 Egg 0 5.4 8.8 18000 34.50 1200 1200 550 440 0 5.0 BondRetir 0 AnnRaise 0.000 0.000 CCE 0 5 200 200 200 200 200 0.170 2 7 4 0 Elegan 0 11.2 8.9 20000 0.00 0 0 0 0 250 4.5 BondIssue 20000 Complment 869 0 BenchMark 0 0 0 0 0 0 0 0.000 2 7 3 0 Na 0 0.0 0.0 0 0.00 0 0 0 0 0 0.0 AR 35 RecrSpend 5000 0 QFDE 0 0 0 0 0 0 0 0.000 Na 0 0.0 0.0 0 0.00 0 0 0 0 0 0.0 AP 30 TrainHrs 80 0 CCE6sigma UNEPGreen GEMISustain 0 0 0 0 0 0 0 0 0 0.000 DECISIONS LAST SAVED DECISIONS Erie 43067 2 2010 C27524 ProductName Eat Ebb Echo Edge Egg Elegan Na Na RetireProduct 0 0 0 0 0 0 0 0 XcoordinateRD 5.8 3.0 9.2 10.9 5.4 11.2 0.0 0.0 YcoordinateRD 14.3 17.0 10.8 14.8 8.8 8.9 0.0 0.0 MTBFrdSpec 19000 12000 23000 27000 18000 20000 0 0 Price 26.00 20.00 39.00 34.00 34.50 00.00 00.00 00.00 PromoBudget 1800 2000 1000 700 1200 0 0 0 SalesBudget 1800 2000 1000 700 1200 0 0 0 UnitSalesForecast 2200 2600 250 300 550 0 0 0 ProductionOrdered 2190 2800 125 340 440 0 0 0 CapacityChange 200 200 -100 0 0 250 0 0 AutomationNextRound 8.0 7.0 3.0 3.0 5.0 4.5 0.0 0.0 FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR AP FinanceDecisions 0 0 00.00 10000 0 20000 35 30 LaborNegotiation TechWage AsmbWage Benefits ProfitShr AnnRaise Complment RecrSpend TrainHrs Offer1 22.05 0.00 2500 0.020 0.050 869 5000 80 Offer2 24.25 0.00 2750 0.022 0.055 0 0 0 TQMfunction CPI VendorJIT QIT Channels CCE BenchMark QFDE CCE6sigma UNEPGreen GEMISustain TQMbudgets 0 0 0 0 0 0 0 0 0 0 MKTGPrimarySeg 1 2 3 4 5 0 0 0 MKTGPrintMedia 280 240 160 140 200 0 0 0 MKTGDirectMail 280 240 160 140 200 0 0 0 MKTGWebMedia 280 240 160 140 200 0 0 0 MKTGEmail 280 240 160 140 200 0 0 0 MKTGTradeShows 280 240 160 140 200 0 0 0 MKTGSalesPriorities 0.24 0.22 0.20 0.17 0.17 0.00 0.00 0.00 MKTGOutsideSales 13 3 3 3 2 2 0.00 0.00 MKTGInsideSales 34 7 7 6 7 7 0.00 0.00 MKTGDistributors 17 3 3 4 4 3 0.00 0.00 MKTGReports 0 0 0 0 0 0 0 0 FeesAndNewCapital 0 0 PARAMETERS_FOR_THIS_ROUND"Average" SavedBy C27202a C27202a SavedWhat All SavedDate Aug 03, 2008 SavedTime 09:51 AM C:\Documents and Settings\brian\My Documents\CapstoneDecisio nsRound1C27385Andrews.pr n legan Na Na 18000 20000 0 0 0 00.00 00.00 4.5 0.0 0.0 d ShortDebt BondRetir BondIssue AR AP Benefits ProfitShr AnnRaise Complment RecrSpend TrainHrs ls CCE BenchMark QFDE CCE6sigma UNEPGreen GEMISustain 0.17 0.00 0.00 0.00 FOR_THIS_ROUND"Average" RandD 0 Name Eat Ebb Echo Edge Egg Elegan Na Na New Pfmn 5.8 3.0 9.2 10.9 5.4 11.2 0.0 0.0 New Size 14.3 17.0 10.8 14.8 8.8 8.9 0.0 0.0 Research & Development MTBF 19,000 12,000 23,000 27,000 18,000 20,000 0 0 Revision Date 29-Jan-09 Age at Revision 2.3 R&D Cost ($000) Material Cost Old New Round 0 - 0 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Total ### #MACRO? ### $0 ### $10 ### $62 ### #MACRO? ### $0 ### $0 ### $0 #MACRO? Eat Ebb Echo Edge Egg Elegan Na Na $0 $5 $10 $15 $20 Perceptual map (at the end of this year) 20 Age Profiles 10.0 Eat Ebb 18 1 16 9.0 Echo Edge 1 1 1 1 8.0 Egg Elegan 14 7.0 12 Na Na 1 1 Perceived Age in years 12 14 16 18 20 6.0 Size 10 1 1 1 5.0 8 4.0 6 3.0 4 2.0 2 1.0 0 1 0 2 4 6 8 10 0.0 Performance Page 993 RandD_F 0 Name Eat Ebb Echo Edge Egg New Pfmn 5.8 3.0 9.2 10.9 5.4 New Size 14.3 17.0 10.8 14.8 8.8 Research & Development MTBF 19,000 12,000 23,000 27,000 18,000 Revision Date #MACRO? 29-Jan-09 #MACRO? #MACRO? #MACRO? Age at Revision 0.8 2.3 1.4 1.8 0.8 Total R&D Cost ($000) Material Cost Old New Round 0 - 0 ### #MACRO? ### $0 ### $10 ### $62 ### #MACRO? ### #MACRO? ### ### Eat Ebb Echo Edge Egg $0 $5 $10 $15 $20 Perceptual map (at the end of this year) 20 Age Profiles 10.0 Eat Ebb 18 1 16 9.0 Echo Edge 1 1 1 1 8.0 Egg 14 7.0 12 1 1 Perceived Age in years 12 14 16 18 20 6.0 Size 10 1 1 1 5.0 8 4.0 6 3.0 4 2.0 2 1.0 0 1 0 2 4 6 8 10 0.0 Performance Page 994 Mktg 0 Name Eat Ebb Echo Edge Egg Elegan Na Na Total Price $26.00 $20.00 $39.00 $34.00 $34.50 $0.0 $0.0 $0.0 Promo Budget $1,800 $2,000 $1,000 $700 $1,200 $0 $0 $0 $6,700 Sales Budget $1,800 $2,000 $1,000 $700 $1,200 $0 $0 $0 $6,700 Marketing Computer Prediction #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Your Sales Forecast 2,200 2,600 250 300 550 5,900 Gross Revenue Forecast $57,200 $52,000 $9,750 $10,200 $18,975 #MACRO? #MACRO? #MACRO? #MACRO? Variable Costs #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Round 0 - 0 Contrib. Less Promo Margin & Sales Forecast #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Note: The Computer Prediction is only useful as a benchmarking tool. The computer assumes that each competitor will offer one unremarkable product in every segment. It does not know what your competitors have actually offered. Therefore, you should always override the computer's forecast with your own. Revenue Forecastcosts Variable $5,000) Marketing Margin After marketing A/R Lag (days) A/P Lag (days) 35 30 Unit sales forecast Size 12 10 8 P fmn High Low T rad $4,000) $3,000) 6 $2,000) 4 $1,000) 2 0 Eat Ebb Echo Edge Egg Elegan Na Na Eat Ebb Echo Edge Egg Elegan Na Na $0) Page 995 Mktg_F 0 NAME Eat Ebb Echo Edge Egg Total Price $26.00 $20.00 $39.00 $34.00 $34.50 Promo Budget $1,800 $2,000 $1,000 $700 $1,200 $6,700 Sales Budget $1,800 $2,000 $1,000 $700 $1,200 $6,700 Marketing Computer Prediction #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Your Sales Forecast 2,200 2,600 250 300 550 5,900 Gross Revenue Forecast $57,200 $52,000 $9,750 $10,200 $18,975 $148,125 Variable Costs #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Round 0 - 0 Contrib. Less Promo Margin & Sales Forecast #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Note: The Computer Prediction is only useful as a benchmarking tool. The computer assumes that each competitor will offer one unremarkable product in each segment. It does not know what your competitors have actually offered. Therefore, you should always override the computer's forecast with your own. Revenue Forecast Margin After marketing Marketing Variable costs A/R Lag (days) A/P Lag (days) 35 30 Unit sales forecast Size 12 10 P fmn High Low T rad $5,000) $4,000) $3,000) $2,000) $1,000) $0) Eat Ebb Echo Edge Egg 8 6 4 2 0 Eat Ebb Echo Edge Egg Page 996 0 Promo Budget Target Segment Print Media Direct Mail Web Media Email Trade Shows Budget ($000) Sales Budget Outside Sales Inside Sales Distributors Intell. Report Budget ($000) Eat $280 $280 $280 $280 $280 $1,400 Trad 3 7 3 $0 $0 Ebb $240 $240 $240 $240 $240 $1,200 Low Marketing Budget Detail Echo $160 $160 $160 $160 $160 $800 High 3 7 3 $0 $0 3 6 4 $0 $0 Edge $140 $140 $140 $140 $140 $700 Pfmn 2 7 4 $0 $0 Egg $200 $200 $200 $200 $200 $1,000 Size 2 7 3 $0 $0 Awareness Forecast Trad Low High Pfmn Size Ac 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Eat Ebb Echo Edge Egg Elegan Na Na 0% 10% 20% 30% Size Pfmn High Low Trad 40% Detail Elegan $0 $0 $0 $0 $0 $0 Budget $0 $0 $0 $0 $0 Eat Ebb Echo Edge Egg Elegan Na Na Total Na $0 $0 $0 $0 $0 $0 Na Round 0 - 0 Budget $0 $0 $0 $0 $0 $0 $1,020 $1,020 $1,020 $1,020 $1,020 $5,100 Time Allocations 24% 22% 20% 17% 17% 0% 0% 0% 100% $0 $0 $0 $0 $0 $0 $0 $0 $0 Accessibility Old New ad ow igh n ize 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Production 0 Schedule Unit Sales Forecast Inventory On Hand Production Schedule Production After Adj. Margins 2nd Shift Production% Labor Cost/Unit Material Cost/Unit Total Unit Cost Contribution Margin Physical Plant 1st Shift Capacity Buy/Sell Capacity Automation Rating New Autom. Rating Investment ($000) Workforce Complement Eat 2,200 31 2,190 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 1,100 200 6.0 8.0 $16,400 Last Year Production Vs. Capacity Both Shifts Base Capacity Production Production Ebb 2,600 2,800 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 1,400 200 6.0 7.0 $12,400 Needed #MACRO? Echo 250 149 125 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 400 (100) 3.0 3.0 ($1,170) This Year 869 Edge 300 73 340 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 400 0 3.0 3.0 $0 1st Shift #MACRO? Egg 550 132 440 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 400 0 4.0 5.0 $1,600 2nd Shift #MACRO? Elegan #MACRO? 0 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.0% 250 4.5 $6,000 Overtime #MACRO? Price vs. Unit Cost Material Labor Margin Round 0 - 0 Na #MACRO? 0 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.0% 0 0.0 $0 Na #MACRO? 0 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0.0% 0 0.0 $0 Max Invest. TOTAL 3,700 550 TOTAL #MACRO? 385 5,895 #MACRO? $35,230 $67,394 3,000 2,500 2,000 1,500 1,000 500 0 Eat Ebb Echo Edge Egg Elegan Na Na $1 $1 $1 $0 $0 $0 Eat Ebb Echo Edge Egg Elegan Na Na Page 999 Production_F 0 Schedule Unit Sales Forecast Inventory On Hand Production Schedule Production After Adj. Margins 2nd shift/Overtime% Labor Cost/Unit Material Cost/Unit Total Unit Cost Contribution Margin Physical Plant 1st Shift Capacity Buy/Sell Capacity Automation Rating New Autom. Rating Investment ($000) Eat 2,200 31 2,190 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 1,100 200 6.0 8.0 $16,400 Ebb 2,600 2,800 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 1,400 200 6.0 7.0 $12,400 Production Echo 250 149 125 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 400 (100) 3.0 3.0 ($1,170) Edge 300 73 340 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 400 0 3.0 3.0 $0 Egg 550 132 440 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 400 0 4.0 5.0 $1,600 Max Invest. TOTAL 3,700 550 TOTAL #MACRO? 385 5,895 #MACRO? STAFFING Needed Complement Complement 1st Shift Complement 2nd Shift Complement Overtime% Turnover Rate New Employees Separated Employees Recruiting Spend Training Hours Productivity Index Recruiting Cost Separation Cost Training Cost Total HR Admin Costs Round 0 - 0 Last Year This Year #MACRO? 869 0 #MACRO? 0 #MACRO? 0.0% #MACRO? 0.0% #MACRO? 0 #MACRO? 0 0 $0 $5,000 0 80 0.0% #MACRO? 0 #MACRO? $0 $1,390 #MACRO? $35,230 $67,394 Production Vs. Capacity Both Shifts Base Capacity Product ion Price vs. Unit Cost Material Labor Margin 3,000 2,500 2,000 1,500 1,000 500 0 Eat Ebb Echo Edge Egg $12 $10 $8 $6 $4 $2 $0 Eat Ebb Echo Edge Egg Page 1000 0 STAFFING Needed Complement Complement 1st Shift Complement 2nd Shift Complement Overtime% Turnover Rate New Employees Separated Employees Recruiting Spend Training Hours Productivity Index Recruiting Cost Separation Cost Training Cost Total HR Admin Costs Last Year 0 0 0 0 0.0% 0.0% 0 0 $0 0 0.0% This Year #MACRO? 869 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? 0 $5,000 80 #MACRO? #MACRO? $0 $1,390 #MACRO? Human Resources Hourly Wage Benefits Profit Sharing % Annual Raise Contract Expiration: ources LABOR NEGOTIATION Current Contract $0.00 $0 0.0% 0.0% Labor Demands $0.00 $0 0.0% 0.0% Round 0 - 0 Negotiation Position Starting $22.05 $2,500 2.0% 5.0% Ceiling $24.26 $2,750 2.2% 5.5% Contract Expiration: 1-Oct-00 TQM 0 Budget ($000) TQM Initiative Round 0 - 0 Admin Cost reductions For the year just ended Process Management Initiatives CPI Systems Vendor/JIT Quality Initiative Training Channel Support Systems Concurrent Engineering UNEP Green Programs $0 $0 $0 $0 $0 $0 Total Current Expenditures: $0 ($000) Projected Cumulative Impacts Worst Case Best Case 0.0% 0.0% 0.0% 0.0% 0.0% 0% 20% 40% 60% 80% 100% TQM Initiatives Benchmarking Quality Function Deployment Effort CCE/6 Sigma Training GEMI TQEM Sustainability Initiatives $0 $0 $0 $0 Material Cost Reduction Labor Cost Reduction Reduction R&D Cycle Time Reduction in Admin Costs Demand increase 0.0% 0.0% 0.0% 0.0% 0.0% Reduction in Cost of Goods For the year just ended Material Labor R&D Cycle Time Reductions For the year just ended Demand Increase For the year just ended 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 15% 10% 25% 35% 45% 55% 65% 75% 85% 95% 100% 20% 30% 40% 50% 60% 70% 80% 90% Page 1003 Finance 0 Plant Improvements Total Investments ($000) Sales of Plant & Equipment Common Stock Shares Outstanding (000) Price Per Share 1/1/0 Earnings Per Share Max Stock Issue ($000) Issue Stock ($000) Max Stock Retire ($000) Retire Stock ($000) Dividend Per Share Current Debt Interest Rate Due This Year Borrow ($000) Cash Positions December 31, -1 December 31, 0 $36,400 ($1,170) 2,000 $37.82 #MACRO? $15,128 $0 $3,782 $0 $0.00 9.1% $0 $10,000 10364 $4,978 #MACRO? Finance Series Number Outstanding Bonds Face Amount Current $0 Yield Round 0 - 0 -1 Close Long Term Debt Retire Long Term Debt ($000) Issue Long Term Debt ($000) Long term interest rate Maximum issue this year $0 $20,000 10.5% $52,266 Liabilities & Owner's Equity Accounts Payable Current Debt Long Term Debt Common Stock Retained Earnings Common Stock Long Term Debt Page 1004 BalanceSheet 0 Assets Proforma Balance Sheet Liabilities & Owner's Equity Liabilities Accts Payable Current Borrowing Emergency Loan Maturing L.T. Debt Long Term Debt Total Liabilities Owner's Equity Common Stock Retained Earn. Total Equity Total LIAB. & O.E. #MACRO? $10,000 #MACRO? $0 $20,000 #MACRO? Round 0 - 0 ### Current Assets Cash #MACRO? Accts Receivable #MACRO? Inventories #MACRO? Total Current Assets #MACRO? Fixed Assets Plant & Equip. Accum. Deprec. Total Fixed Assets TOTAL ASSETS ### ### ### ### #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? $134,600 ($42,520) $92,080 #MACRO? ### ### ### ### $18,360 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Assets Liabilities & Owner's Equity Cash Accounts Receivable Inventories F ixed Accounts Payable Current Debt Long T erm Debt Common Stock Retained Earnings Common Stock Long Term Debt Fixed Page 1005 IncomeStatement_F 0 REVENUE Sales VARIABLE COSTS Direct Labor Direct Material Inventory Carry Total Variable Costs Contribution margin PERIOD COSTS Depreciation SG&A: R&D Promotion Sales Admin Total Period Costs Net Margin Proforma Income Statement Eat Ebb Echo Edge Egg #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Round 0 - 0 TOTAL #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? $8,573 #MACRO? $6,700 $6,700 #MACRO? #MACRO? #MACRO? $910 #MACRO? $3,010 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? $3,293 $3,627 $480 $480 $693 #MACRO? $0 $10 $62 #MACRO? $1,800 $2,000 $1,000 $700 $1,200 $1,800 $2,000 $1,000 $700 $1,200 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Other (Fees, Write Offs, TQM) EBIT Interest Taxes Profit Sharing Net Profit $6,000 $5,000 $4,000 $3,000 Labor Material $2,000 Inventory Carrying costs Depreciation Research & Development $1,000 Marketing Administrative / Other $0 Eat Ebb Echo Edge Egg Net Margin Page 1006 IncomeStatement 0 REVENUE Sales VARIABLE COSTS Direct Labor Direct Material Inventory Carry Total Variable Costs Contribution margin PERIOD COSTS Depreciation SG&A: R&D Promotion Sales Admin Total Period Costs Net Margin Proforma Income Statement Eat Ebb Echo Edge Egg Elegan Na #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Na #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Round 0 - 0 TOTAL #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? $8,573 #MACRO? $6,700 $6,700 #MACRO? #MACRO? #MACRO? $910 #MACRO? $3,010 #MACRO? #MACRO? #MACRO? ### ### ### ### ### ### ### ### ### ### ### ### ### ### ### ### ### ### ### $3,293 $3,627 $480 $480 #MACRO? $0 $10 $62 $1,800 $2,000 $1,000 $700 $1,800 $2,000 $1,000 $700 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? $693 $0 $0 $0 #MACRO? $0 $0 $0 $1,200 $0 $0 $0 $1,200 $0 $0 $0 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? Other (Fees, Write Offs, TQM) EBIT Interest Taxes Profit Sharing Net Profit $6,000 $5,000 $4,000 $3,000 Labor Material $2,000 Inventory Carrying costs Depreciation Research & Development $1,000 Marketing Administrative / O ther Net Margin $0 Eat Ebb Echo Edge Egg Elegan Na Na Page 1007 CashFlow 0 Cash Flows from operations Net income (loss) Depreciation adjustment Change in accounts payable Change in inventory Change in accounts receivable Net cash from operations Cash Flows from investing Plant improvements Cash Flows from financial actions Dividends paid Sales of common stock Purchase of common stock Increase long term debt Retire long term debt Change current debt (net) Net cash from financial actions Net change in cash position Starting cash position Closing cash position Proforma Cash Flow Statement Cash Flow from operations Round 0 - 0 #MACRO? $8,483 #MACRO? #MACRO? #MACRO? #MACRO? $10,000 Net income (loss) Depreciat ion Account s Payable Inventories Account s Receivable Net cash f low $8,000 $6,000 $4,000 $2,000 $0 Cash flow from ($35,230) Plant improvements Net cash f low investing $0 ($20,000) $0 $0 $0 $20,000 $0 $10,000 $30,000 #MACRO? $4,978 #MACRO? ($40,000) Cash flow from finance $35,000 $30,000 Dividends Sales of stock Purchase of stock New long t erm debt Retire long term debt Change current debt Net cash f low $25,000 $20,000 $15,000 $10,000 $5,000 $0 Cash flow summary $40,000 $30,000 $20,000 Cash f low from O perat ions Cash f low from Investing Cash f low from F inancial actions Net change in cash position $10,000 $0 ($10,000) ($20,000) ($30,000) ($40,000) Page 1008 0 Criteria Proforma Balanced Scorecard ROUND 0 PROJECTED RESULTS Score / Points No Credit Partial Credit Full Credit Round 0 - 0 Ratios Proforma Financial Ratios Return On Sales (ROS) or "Profitability" = Profit / Sales Asset Turnover or "Turnover" = Sales / Assets Return On Assets (ROA) = Profitability * Turnover Leverage = Assets / Equity Return on Equity (ROE) = Profit / Equity Free Cash Flow = Cash Flow From Ops - Capital Expenditures Working Capital = Current Assets - Current Liabilities Days of Working Capital = Working Capital / (Sales / 365) Projected Stock Price Market Capitalization ($M) = Stock Price * Shares Outstanding Book Value Per Share = Equity / Shares Outstanding Price Earnings Ratio (P/E) = Stock Price / EPS Market / Book Ratio = Stock Price / Book Value Per Share Dividend Yield = Dividend Per Share / Stock Price Dividend Payout Ratio = Dividend Per Share / EPS ROS 1200% 12.0 #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? #MACRO? ROE 1200% Asset Turnover 12.0 Leverage 1000% 10.0 10.0 1000% 800% X 8.0 X 8.0 = 800% 600% 6.0 6.0 600% 400% 4.0 4.0 400% 200% 2.0 2.0 200% % 0.0 0.0 % Page 1010 Low End Segment Report Market Share Unit Sales December Survey Decisions Primary Segment Print Media Direct Mail Web Media Email Trade Shows Impressions Print Media Direct Mail Web Media Email Trade Shows Awareness Created Print Media Direct Mail Web Media Email Trade Shows New Awareness End Awareness Promo Expenditures Print Media Direct Mail Web Media Email Trade Shows Total Sales Priorities Sales Budget Outside Sales Inside Sales Distributors Mktg Report Total Accessibility Gains Outside Sales Inside Sales Distributor New Accessibility End Accessibility Awareness 0 CAPSTONE COURIER 0 Round -1, 12/31/-1 Accessibility 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Decision Summary *Decisions currently in spreadsheet. DecSummary_F Course ID: Team Name: Time Stamp: PRODUCTS Product Name Performance Size MTBF Price Promo Budget Sales Budget Your Sales Forecast Sched Production Capacity Change Automation Rating 0 10/5/2009 17:02 Round Number: Decision Year: 0 0 Eat 5.8 14.3 19,000 $26.00 $1,800 $1,800 2,200 2,190 200 8 $0 $0 $0.00 $10,000 $0 $20,000 35 30 Ebb 3.0 17.0 12,000 $20.00 $2,000 $2,000 2,600 2,800 200 7 Echo 9.2 10.8 23,000 $39.00 $1,000 $1,000 250 125 (100) 3 Edge 10.9 14.8 27,000 $34.00 $700 $700 300 340 0 3 Egg 5.4 8.8 18,000 $34.50 $1,200 $1,200 550 440 0 5 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 FINANCE Stock Issue Stock Retire Dividend PerShare Short Term Debt Bond Retire Bond Issue AR Policy AP Policy TQM CPI Vendor/JIT QIT CSS CE Benchmark QFDE CCE/6 UNEPGreen GEMITQEM HUMAN RESOURCES Complement Recruiting Spend Training Hours 869 $5,000 80 Page 1012 DecSummary Capstone *Decisions currently in spreadsheet. Decision Summary 0 0 Eat 5.8 14.3 19,000 $26.00 $1,800 $1,800 2,200 2,190 200 8 $0 $0 $0.00 $10,000 $0 $20,000 35 30 Ebb 3.0 17.0 12,000 $20.00 $2,000 $2,000 2,600 2,800 200 7 Echo 9.2 10.8 23,000 $39.00 $1,000 $1,000 250 125 (100) 3 Round 0 - 0 0 10/5/2009 17:02 Egg 5.4 8.8 18,000 $34.50 $1,200 $1,200 550 440 0 5 Elegan 11.2 8.9 20,000 $0.00 $0 $0 0 0 250 4.5 Na 0.0 0.0 0 $0.00 $0 $0 0 0 0 0 Na 0.0 0.0 0 $0.00 $0 $0 0 0 0 0 Round Number: Decision Year: PRODUCTS Product Name Performance Size MTBF Price Promo Budget Sales Budget Your Sales Forecast Sched Production Capacity Change Automation Rating Course ID: Team Name: Time Stamp: Edge 10.9 14.8 27,000 $34.00 $700 $700 300 340 0 3 FINANCE Stock Issue Stock Retire Dividend PerShare Short Term Debt Bond Retire Bond Issue AR Policy AP Policy HUMAN RESOURCES LABOR NEGOTIATION Wages Benefits Profit Sharing Annual Wage Increase Complement Recruiting Spend Training Hours CSS $0 Eat Traditional $280 $280 $280 $280 $280 Resources 13 34 17 $0 Ebb Low End $240 $240 $240 $240 $240 Trad 3 7 3 No CE $0 Echo High End $160 $160 $160 $160 $160 Low 3 7 3 No Benchmark $0 Edge Pfmn $140 $140 $140 $140 $140 High 3 6 4 No QFDE $0 Egg Size $200 $200 $200 $200 $200 Pfmn 2 7 4 No Starting $0.00 $0 0.0% 0.0% 869 $5,000 80 Ceiling $0.00 $0 0.0% 0.0% TQM CPI $0 Vendor/JIT $0 QIT CCE/6 UNEPGreen GEMITQEM $0 $0 $0 Elegan $0 $0 $0 $0 $0 Size 2 7 3 No Na $0 $0 $0 $0 $0 Time Allocations Eat 24% Ebb 22% Echo 20% Edge 17% Egg 17% Elegan 0% Na 0% Na 0% Na $0 $0 $0 $0 $0 ADVANCED MARKETING Target Segment Print Media Direct Mail Web Media Email Trade Shows Outside Sales Inside Sales Distributors Intell. Report Page 1013 Round -1, 12/31/-1 For Industry 0 Cheap at any price c12323a Keyser $0 ROS Turnover ROA Leverage ROE Emergency Loan Sales EBIT Profits Cumulative Profit SG&A % Sales Contrib. Margin % 0 3.3% 1.12 3.7% 2.1 7.6% $0 $121,098,889 $12,304,375 $4,016,524 $8,205,031 11.4% 27.9% Percent of Sales Variable costs Depreciation SG &A O ther SELECTED FINANCIAL STATISTICS 0 0 0 5.8% 3.3% 1.8% 1.02 1.37 0.78 5.9% 4.5% 1.4% 1.9 2.0 2.1 11.4% 8.9% 2.9% $0 $0 $0 $107,229,502 $141,357,202 $102,021,527 $15,475,504 $12,869,875 $10,409,179 $6,198,331 $4,673,080 $1,846,140 $10,386,839 $8,861,587 $6,034,647 9.2% 14.0% 12.8% 31.2% 28.3% 33.0% 0 3.2% 1.32 4.2% 1.8 7.4% $0 $120,085,438 $10,309,168 $3,829,585 $8,018,092 12.0% 26.8% Market Share 0 5.1% 1.22 6.2% 2.0 12.1% $0 $109,815,306 $13,456,388 $5,548,270 $9,736,778 14.7% 33.4% Profit 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Page 1 For Industry 0 Company Andrews Baldwin Chester Digby Erie Ferris $12 Round -1, 12/31/-1 Book Value $26.10 $27.07 $26.31 $26.39 $25.89 $22.90 EPS $1.98 $3.10 $2.34 $0.78 $1.91 $2.77 Dividend $0.00 $0.00 $0.00 $0.00 $0.00 $3.85 Yield 0.0% 0.0% 0.0% 0.0% 0.0% 9.6% P/E 19.3 13.7 16.9 44.9 19.7 14.5 Close $38.22 $42.56 $39.51 $34.90 $37.82 $40.18 Change $3.97 $8.30 $5.25 $0.65 $3.56 $5.93 STOCK MARKET SUMMARY Shares Market Cap ($M) 2,029,194 $78 2,000,000 $85 2,000,000 $79 2,379,521 $83 2,000,000 $76 2,000,000 $80 Closing Stock Price $10 $8 Row 199 $6 Row 200 Row 201 $4 Row 202 Row 203 $2 Row 204 $0 Company Andrews Series# 11.0S2010 12.5S2012 14.0S2014 10.8S2019 11.0S2010 12.5S2012 14.0S2014 10.8S2019 11.0S2010 12.5S2012 14.0S2014 11.0S2010 12.5S2012 14.0S2014 10.8S2019 12.5S2012 14.0S2014 12.5S2012 14.0S2014 BOND MARKET SUMMARY Face Yield $6,950,000 11.0% $13,900,000 12.2% $20,850,000 12.8% $1,000,000 11.2% $6,950,000 $13,900,000 $20,850,000 $3,000,000 $6,950,000 $13,900,000 $20,850,000 $6,950,000 $13,900,000 $20,850,000 $15,000,000 $11,026,091 $20,850,000 $6,077,384 $20,850,000 11.0% 12.1% 12.6% 11.0% 11.0% 12.1% 12.7% 11.0% 12.2% 12.8% 11.3% 11.9% 12.4% 12.1% 12.7% Close $99.64 $102.67 $109.51 $96.53 $99.91 $103.42 $110.69 $98.24 $99.82 $103.17 $110.30 $99.55 $102.42 $109.13 $95.96 $104.93 $113.10 $103.17 $110.30 Rating B B B B B B B B B B B CCC CCC CCC CCC BB BB B B Baldwin Chester Digby Erie Ferris Page 2 For Industry 0 Round -1, 12/31/-1 0 0 $1,846 $8,787 $0 ($430) ($8,581) ($78) $1,544 ($28,400) $0 $13,000 $0 $15,000 $0 $0 $5,000 $0 $33,000 $6,144 0 $9,577 $8,385 $17,198 $35,161 $142,200 ($46,720) $95,480 130641 $6,153 $5,000 $56,700 $67,853 $31,360 $31,428 $62,788 130641 0 $102,022 $68,345 $8,787 $13,081 $1,400 $10,409 $7,511 $1,014 $38 $1,846 0 $3,830 $6,667 $673 $584 ($372) ($3,208) $8,174 $3,370 $0 $0 $0 $0 ($10,000) $0 $0 $0 ($10,000) $1,544 0 $4,978 $11,515 $8,989 $25,482 $100,000 ($34,667) $65,333 90815 $7,167 $0 $31,876 $39,043 $18,360 $33,412 $51,771 90815 0 $120,085 $87,910 $6,667 $14,377 $823 $10,309 $4,297 $2,104 $78 $3,830 0 $5,548 $5,853 $952 ($596) ($839) ($719) $10,200 $15,220 ($7,699) $0 $0 $0 ($15,211) $0 $11,359 $0 ($11,551) $13,868 0 $17,302 $9,026 $9,457 $35,784 $87,800 ($33,520) $54,280 90064 $5,988 $11,359 $26,927 $44,274 $18,360 $27,431 $45,791 90064 0 $109,815 $73,144 $5,853 $16,182 $1,180 $13,456 $4,746 $3,049 $113 $5,548 Cash Flow Statement Survey Cash flows from operating activities Net Income (Loss) Adjustment for non-cash items Depreciation Extraordinary gains/losses/writeoffs Changes in current assets and liabilities Accounts payable Inventory Accounts receivable Net cash from operations Cash flows from investing activities Plant improvements (net) Cash flows from financing activities Dividends paid Sales of common stock Purchase of common stock Cash from long term debt issued Early retirement of long term debt Retirement of current debt Cash from current debt borrowing Cash from emergency loan Net cash from financing activities Net change in cash position Balance Sheet Survey Cash Accounts Receivable Inventory Total Current Assets Plant and equipment Accumulated Depreciation Total Fixed Assets Total Assets Accounts Payable Current Debt Long Term Debt Total Liabilities Common Stock Retained Earnings Total Equity Total Liabilities & Owner's Equity Income Statement Survey Sales Variable Costs (Labor, Material, Carry) Depreciation SG&A (R&D, Promo, Sales, Admin) Other (Fees, Write Offs, TQM, Bonus) EBIT Interest (Short term, Long term) Taxes Profit Sharing Net Profit 0 $4,017 $7,300 $288 $1,324 ($11,340) ($1,646) ($57) ($1,755) $0 $1,000 $0 $1,000 $0 $0 $5,000 $0 $7,000 $5,188 0 $8,622 $9,953 $19,957 $38,532 $109,500 ($39,467) $70,033 108566 $7,907 $5,000 $42,700 $55,607 $19,360 $33,599 $52,958 108566 0 $121,099 $87,260 $7,300 $13,846 $388 $12,304 $5,999 $2,207 $82 $4,017 0 $6,198 $7,653 $257 ($54) ($7,555) ($506) $5,993 ($6,390) $0 $0 $0 $3,000 $0 $0 $0 $0 $3,000 $2,603 0 $6,037 $8,813 $16,172 $31,022 $114,800 ($40,453) $74,347 105369 $6,529 $0 $44,700 $51,229 $18,360 $35,780 $54,140 105369 0 $107,230 $73,819 $7,653 $9,875 $407 $15,476 $5,745 $3,406 $126 $6,198 $4,673 $7,164 $199 $1,315 $4,728 ($3,311) $14,768 $2,161 $0 $0 $0 $0 $0 $0 $1,200 $0 $1,200 $18,129 0 $21,563 $11,618 $3,889 $37,070 $107,460 ($41,117) $66,343 103413 $7,898 $1,200 $41,700 $50,798 $18,360 $34,255 $52,615 103413 0 $141,357 $101,290 $7,164 $19,835 $199 $12,870 $5,534 $2,568 $95 $4,673 Page 3 For Industry 0 Capacity vs. Production Capacity Production Round -1, 12/31/-1 0 1,000 Production Information Name Able Acre Adam Aft Agape Baker Bead Bid Bold Buddy Cake Cedar Cid Coat Cure Daze Dell Dixie Dot Dune Damn Eat Ebb Echo Edge Egg Fast Feat Fist Foam Fume Primary Units in Units Sold Segment Inventory Trad Low High Pfmn Size Trad Low High Pfmn Size Trad Low High Pfmn Size Trad Low High Pfmn Size Trad Low High Pfmn Size Trad Low High Pfmn Size 1,253 1,998 585 323 388 1,110 1,629 329 379 396 1,773 2,316 419 491 399 1,047 1,026 458 544 309 0 1,544 2,069 386 341 366 1,223 1,415 457 404 308 224 319 0 200 269 168 390 117 135 43 0 0 27 32 109 132 597 78 78 100 0 31 0 149 73 132 104 109 78 70 101 Revision Date Age Dec.31 2.4 3.1 1.5 1.9 2.0 2.4 5.6 2.7 2.2 2.2 2.4 5.6 2.7 1.9 1.9 2.5 5.6 1.4 1.9 1.9 0.0 2.4 5.6 2.7 3.5 1.9 2.5 5.6 1.4 1.8 1.8 MTBF 17500 14000 23000 25000 19000 19000 14000 23000 25000 19000 19000 14000 23000 27000 19000 17500 14000 25000 27000 19000 0 19000 12000 23000 25000 18000 17500 13000 24000 26000 19000 Pfmn Coord 5.7 2.8 8.9 10.4 4.5 5.6 3.0 8.0 9.4 4.0 5.6 3.0 8.0 10.4 4.7 5.6 3.0 9.0 10.4 4.0 0.0 5.7 3.0 8.0 9.4 4.7 5.6 3.0 9.1 10.6 4.7 Size Coord 14.3 17.5 11.0 16.0 10.0 14.5 17.0 12.0 15.3 10.6 14.5 17.0 12.0 15.3 9.9 14.5 17.0 11.0 15.3 9.6 0.0 14.3 17.0 12.0 15.5 10.0 14.5 17.0 10.9 14.8 9.6 Price $28.00 $19.00 $40.00 $35.00 $34.50 $29.50 $21.00 $40.00 $35.00 $35.00 $26.00 $21.00 $38.00 $34.50 $34.50 $29.50 $23.00 $39.50 $34.50 $34.50 $0.00 $27.00 $19.00 $38.00 $34.00 $35.00 $29.50 $22.00 $39.50 $34.50 $34.50 Material Cost $10.85 $6.70 $15.81 $15.34 $13.41 $11.15 $7.05 $14.84 $14.88 $12.87 $11.15 $7.05 $14.84 $16.13 $13.53 $10.70 $7.05 $16.46 $16.13 $13.54 $0.00 $11.30 $6.45 $14.84 $14.81 $13.17 $10.70 $6.75 $16.26 $16.11 $13.73 Labor Cost $7.85 $7.97 $8.97 $8.97 $8.97 $7.85 $7.68 $8.97 $8.97 $8.97 $7.85 $7.97 $8.97 $8.97 $8.97 $7.85 $7.12 $8.97 $8.97 $8.97 $0.00 $8.64 $7.74 $8.97 $8.97 $9.35 $7.85 $7.79 $8.97 $8.97 $8.97 2nd Shift Contr Auto- mation Capac-ity & OverMarg. Next Round Next Round time 30% 0% 5 1,300 19% 64% 6 1,400 39% 0% 4 550 25% 0% 3 600 30% 0% 3 600 33% 26% 37% 28% 36% 26% 27% 36% 28% 34% 35% 33% 37% 27% 33% 0% 26% 24% 33% 27% 33% 35% 32% 37% 28% 33% 0% 43% 0% 0% 0% 0% 64% 0% 0% 0% 0% 14% 0% 0% 0% 0% 27% 46% 0% 0% 10% 0% 50% 0% 0% 0% 5 5 5 4 4 4 6 3 3 3 4 5 6 5 4 5 6 6 3 3 4 4 5 3 4 4 1,100 1,400 900 600 600 1,650 1,400 720 450 450 1,800 1,400 900 600 600 400 1,100 1,400 500 400 400 1,200 1,000 500 600 600 Plant Utiliz. 99% 163% 99% 74% 99% 99% 141% 45% 73% 63% 96% 163% 56% 99% 99% 55% 113% 55% 91% 58% 0% 126% 145% 99% 84% 109% 95% 149% 99% 66% 58% Page 4 For Industry 0 Round -1, 12/31/-1 Accessibility 0 Statistics Total Industry Unit Demand Actual Industry Unit Sales Segment % of Total Industry Growth Rate Customer Buying Criteria Expectations Importance 0 53% 0 24% 0 16% 0 7% 19,440 6,307 36.2% 11.7% 0.00 0.00 0.00 0.00 1. 0 2. 0 3. 0 4. 0 0.00 0.00 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Perceptual Map 20 19 18 17 16 15 14 13 12 11 10 Size 9 8 7 6 5 4 3 2 1 0 2% 4% 6% 8% 10% 12% 14% 16% 18% Market Share Actual versus potential Actual Potential 1 1 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 0% 0.00 0.00 0.00 0.00 0.00 0.00 Performance Top Products In Segment Name 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Market Units Sold Share to Seg 17% 17% 17% 17% 17% 17% 1,051 1,051 1,051 1,051 1,051 1,051 Revision Date 24-May-04 24-May-04 24-May-04 24-May-04 24-May-04 24-May-04 Stock Out Pfmn Coord 3.0 3.0 3.0 3.0 3.0 3.0 Size Coord 17.0 17.0 17.0 17.0 17.0 17.0 List Price $21.00 $21.00 $21.00 $21.00 $21.00 $21.00 MTBF 14000 14000 14000 14000 14000 14000 Age Dec.31 11.6 11.6 11.6 11.6 11.6 11.6 Promo Budget $2,900 $2,900 $2,900 $2,900 $2,900 $2,900 Sales Budget $5,115 $5,115 $5,115 $5,115 $5,115 $5,115 Customer Awareness 93% 93% 93% 93% 93% 93% December Customer Survey 0 0 0 0 0 0 Page 6 For Industry 0 Industry Unit Sales vs demand Unit sales Unit demand T rad Round -1, 12/31/-1 Market segment shares Low High Pfmn Size 12 1200% 10 1000% 8 800% 6 600% 4 400% 2 200% 0 0% Industry Unit Sales % of Market Able Acre Adam Aft Agape Total Baker Bead Bid Bold Buddy Total Cake Cedar Cid Coat Cure Total Daze Dell Dixie Dot Dune Total Eat Ebb Echo Edge Egg Total Fast Feat Fist Foam Fume Total Actual Market Share in Units Trad Low High 8,067 10,009 2,967 31.4% 39.0% 11.6% 14.8% 1.0% 0.0% 0.0% 0.0% 15.8% 13.1% 1.0% 0.0% 0.0% 0.0% 14.1% 21.1% 1.5% 0.0% 0.0% 0.0% 22.5% 12.5% 0.7% 0.0% 0.0% 0.0% 13.2% 18.2% 0.7% 0.0% 0.0% 0.0% 19.0% 14.6% 0.8% 0.0% 0.0% 0.0% 15.4% 0.0% 19.1% 0.0% 0.0% 0.0% 19.2% 0.0% 15.5% 0.0% 0.0% 0.0% 15.5% 0.2% 22.0% 0.0% 0.0% 0.0% 22.1% 0.0% 9.7% 0.0% 0.0% 0.0% 9.7% 0.0% 20.1% 0.0% 0.0% 0.0% 20.1% 0.0% 13.5% 0.0% 0.0% 0.0% 13.5% 0.7% 0.0% 19.7% 0.8% 0.0% 21.2% 0.9% 0.0% 11.1% 2.5% 0.0% 14.5% 0.4% 0.0% 14.1% 0.8% 0.0% 15.3% 0.6% 0.0% 15.4% 0.9% 0.0% 17.0% 0.7% 0.0% 13.0% 0.9% 0.0% 14.7% 0.7% 0.0% 15.4% 1.2% 0.0% 17.3% Pfmn 2,294 8.9% 0.1% 0.0% 0.0% 13.1% 0.0% 13.1% 0.2% 0.0% 0.0% 13.3% 0.0% 13.5% 0.4% 0.0% 0.0% 20.3% 0.0% 20.7% 0.1% 0.0% 0.0% 22.6% 0.0% 22.6% 0.2% 0.0% 0.0% 13.7% 0.0% 13.9% 0.1% 0.0% 0.0% 16.1% 0.0% 16.2% Size 2,347 9.1% 1.4% 0.0% 0.0% 0.0% 16.5% 17.9% 1.1% 0.0% 0.0% 0.0% 16.9% 17.9% 1.6% 0.0% 0.0% 0.0% 17.0% 18.5% 0.9% 0.0% 0.0% 0.0% 13.2% 14.0% 1.9% 0.0% 0.0% 0.0% 15.6% 17.5% 1.0% 0.0% 0.0% 0.0% 13.1% 14.1% Total 25,684 100.0% 4.9% 7.8% 2.3% 1.3% 1.5% 17.7% 4.3% 6.3% 1.3% 1.5% 1.5% 15.0% 6.9% 9.0% 1.6% 1.9% 1.6% 21.0% 4.1% 4.0% 1.8% 2.1% 1.2% 13.2% 6.0% 8.1% 1.5% 1.3% 1.4% 18.3% 4.8% 5.5% 1.8% 1.6% 1.2% 14.8% Units Demanded % of Market Able Acre Adam Aft Agape Total Baker Bead Bid Bold Buddy Total Cake Cedar Cid Coat Cure Total Daze Dell Dixie Dot Dune Total Eat Ebb Echo Edge Egg Total Fast Feat Fist Foam Fume Total Trad 8,067 31.4% 14.7% 1.0% 0.0% 0.0% 0.0% 15.8% 13.0% 1.0% 0.0% 0.0% 0.0% 14.0% 21.4% 1.4% 0.0% 0.0% 0.0% 22.8% 12.4% 0.7% 0.0% 0.0% 0.0% 13.1% 18.1% 0.8% 0.0% 0.0% 0.0% 18.9% 14.5% 0.8% 0.0% 0.0% 0.0% 15.3% Potential Market Share in Units Low High Pfmn 10,009 2,967 2,294 39.0% 11.6% 8.9% 0.0% 18.5% 0.0% 0.0% 0.0% 18.5% 0.0% 14.9% 0.0% 0.0% 0.0% 14.9% 0.2% 21.4% 0.0% 0.0% 0.0% 21.6% 0.0% 9.3% 0.0% 0.0% 0.0% 9.3% 0.0% 22.7% 0.0% 0.0% 0.0% 22.8% 0.0% 13.0% 0.0% 0.0% 0.0% 13.0% 0.7% 0.0% 19.8% 0.8% 0.0% 21.4% 0.9% 0.0% 11.0% 2.5% 0.0% 14.4% 0.4% 0.0% 14.2% 0.8% 0.0% 15.4% 0.6% 0.0% 15.4% 0.9% 0.0% 16.9% 0.7% 0.0% 13.0% 0.9% 0.0% 14.7% 0.7% 0.0% 15.3% 1.2% 0.0% 17.2% 0.1% 0.0% 0.0% 13.0% 0.0% 13.1% 0.2% 0.0% 0.0% 13.3% 0.0% 13.5% 0.4% 0.0% 0.0% 20.3% 0.0% 20.7% 0.1% 0.0% 0.0% 22.6% 0.0% 22.6% 0.2% 0.0% 0.0% 13.7% 0.0% 13.9% 0.1% 0.0% 0.0% 16.1% 0.0% 16.2% Size 2,347 9.1% 1.4% 0.0% 0.0% 0.0% 16.5% 17.9% 1.1% 0.0% 0.0% 0.0% 16.9% 17.9% 1.6% 0.0% 0.0% 0.0% 17.0% 18.5% 0.9% 0.0% 0.0% 0.0% 13.2% 14.0% 1.9% 0.0% 0.0% 0.0% 15.6% 17.5% 1.0% 0.0% 0.0% 0.0% 13.1% 14.1% Total 25,684 100.0% 4.9% 7.5% 2.3% 1.3% 1.5% 17.4% 4.3% 6.1% 1.3% 1.5% 1.5% 14.7% 7.0% 8.8% 1.6% 1.9% 1.6% 20.9% 4.1% 3.9% 1.8% 2.1% 1.2% 13.0% 6.0% 9.1% 1.5% 1.3% 1.4% 19.4% 4.7% 5.3% 1.8% 1.6% 1.2% 14.6% Page 10 Perceptual Map 20 For Industry 0 Round -1, 12/31/-1 19 18 17 16 15 14 13 12 11 Size 10 9 8 7 6 5 4 3 2 1 01 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Performance 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Page 11 For Industry 0 Round -1, 12/31/-1 TQM SUMMARY Process Management Budgets Last Year ($M) CPI Systems Vendor/JIT Quality Initiative Training Channel Support Systems Concurrent Engineering UNEP Green Andrews $0 $0 $0 $0 $0 $0 Baldwin $0 $0 $0 $0 $0 $0 Chester $0 $0 $0 $0 $0 $0 Digby $0 $0 $0 $0 $0 $0 Erie $0 $0 $0 $0 $0 $0 Ferris $0 $0 $0 $0 $0 $0 TQM Budgets Last Year ($M) Benchmarking Quality Function Deployment Effort CCE/6 Sigma Training GEMI Sustain Total Expenditures ($000) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Cumulative Impacts Material Cost Reduction Labor Cost Reduction Reduction R&D Cycle Time Reduction in Admin Costs Demand increase 0.00% 0.00% 0.00% 0.00% 0.00% 0 0 0.00% 0.00% 0.00% 0.00% 0.00% 0 0 0.00% 0.00% 0.00% 0.00% 0.00% 0 0 0.00% 0.00% 0.00% 0.00% 0.00% 0 0 0.00% 0.00% 0.00% 0.00% 0.00% 0 0 0.00% 0.00% 0.00% 0.00% 0.00% 0 0 HUMAN RESOURCES SUMMARY Andrews Needed Complement Complement 1st Shift Complement 2nd Shift Complement Overtime% Turnover Rate New Employees Separated Employees Recruiting Spend Training Hours Productivity Index Recruiting Cost Separation Cost Training Cost Total HR Admin Costs 858 858 728 130 0.0% 10.0% 244 0 $0 0 100.0% $244 $0 $0 $244 Baldwin 710 710 624 86 0.0% 10.0% 81 0 $0 0 100.0% $81 $0 $0 $81 Chester 853 853 723 130 0.0% 10.0% 238 0 $0 0 100.0% $238 $0 $0 $238 Digby 668 668 639 29 0.0% 10.0% 67 32 $0 0 100.0% $67 $160 $0 $227 Erie 777 777 625 152 0.1% 10.0% 155 0 $0 0 100.0% $155 $0 $0 $155 Ferris 650 650 578 72 0.0% 10.0% 65 50 $0 0 100.0% $65 $250 $0 $315 Labor Contract Next Year Wages Benefits Profit Sharing Annual Raise $22.05 $2,500 2.0% 5.0% $22.05 $2,500 2.0% 5.0% $22.05 $2,500 2.0% 5.0% $22.05 $2,500 2.0% 5.0% $22.05 $2,500 2.0% 5.0% $22.05 $2,500 2.0% 5.0% Starting Negotiation Position Wages Benefits Profit Sharing Annual Raise Ceiling Negotiation Position Wages Benefits Profit Sharing Annual Raise Adjusted Labor Demands Wages Benefits Profit Sharing Annual Raise Strike Days Page 12 0 Balance Sheet Definitions: Common Size - The common size column simply represents each item as a percentage of total assets. Cash Your end of year cash position. Accounts Receivable Reflects the lag between delivery and payment of your products. Inventories - The current value of your inventory across all products. A zero indicates your company stocked out. Unmet demand would, of course, fall to your competitors. Plant & Equipment - The current value of your plant. Accum Deprec - The total accumulated depreciation from your plant. Accts Payable - What the company currently owes suppliers for materials and services. Current Debt - The debt the company is obligated to pay during the next year of operations. It includes your short term debt, bonds that have matured this year, and emergency loans used to keep your company solvent should you run out of cash during the year. Long Term Debt - The company's long term debt is in the form of bonds, and this represents the total of those bonds. Common Stock - The amount of capital invested by shareholders in the company. Retained Earnings - The profits that the company chose to keep instead of paying to shareholders as dividends. ASSETS Cash Accounts Receivable Inventory Total Current Assets Plant & Equipment Accumulated Depreciation Total Fixed Assets Total Assets For Industry 0 Round -1, 12/31/-1 $0 $0 $0 $0 $0 $0 $0 0 -1 Common Size 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -2 $0 $0 $0 $0 $0 $0 $0 0 LIABILITIES & OWNER'S EQUITY Accounts Payable Current Debt Long Term Debt Total Liabilities Common Stock Retained Earnings Total Equity Total Liabilities and Owner's Equity $0 $0 $0 $0 $0 $0 $0 0 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $0 $0 $0 $0 $0 $0 $0 0 Cash Flow Statement The Cash Flow Statement examines what happened in the Cash Account during the year. Cash injections appear as positive numbers and cash withdrawals as negative numbers. The Cash Flow Statement is an excellent tool for diagnosing emergency loans. When negative cash flows exceed positives, you are forced to seek emergency funding. For example, if sales are bad and you find yourself carrying an abundance of excess inventory, the report would show the increase in inventory as a huge negative cash flow. Too much unexpected inventory could outstrip your inflows, exhaust your starting cash, and force you to beg for money to keep you afloat. Cash Flows from Operating Activities Net Income (Loss) Adjustment for non-cash items Depreciation Extraordinary gains/losses/writeoffs Change in Current Assets and Liabilities Accounts Payable Inventory Accounts Receivable Net cash from operations Cash Flows From Investing Activities Plant Improvements Cash Flows from Financing Activities Dividends Paid Sales of Common Stock Purchase of Common Stock Cash from long term debt Retirement of long term debt Change in current debt (net) Net cash from financing activities Net change in cash position Closing cash position -1 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 -2 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Cash Flow Summary $12 $10 $8 $6 $4 $2 $0 Operations Investments Financing Change Page 1 For Industry 0 Round -1, 12/31/-1 -1 Total $120,085 $38,985 $47,846 $1,079 $87,910 $32,175 $6,667 $3,081 $5,100 $5,200 $995 $21,043 $11,132 $823 $10,309 $0 $4,297 $2,104 $78 $3,830 Common Size 100.0% 32.5% 39.8% 0.9% 73.2% 26.8% 5.6% 2.6% 4.2% 4.3% 0.8% 17.5% 9.3% 0.7% 8.6% 0.0% 3.6% 1.8% 0.1% 3.2% -2 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 -1 Income Statement Product Name Sales $41,680 $39,306 $14,678 $11,604 Variable Costs Direct Labor $13,129 $15,978 $3,453 $3,035 Direct Material $17,815 $14,008 $5,918 $5,250 Inventory Carry $76 $0 $434 $213 Total Variable Costs $31,021 $29,986 $9,805 $8,498 Contribution Margin $10,659 $9,320 $4,873 $3,106 Period Costs Depreciation $2,200 $2,800 $600 $480 SG&A: R&D $271 $80 $1,000 $1,000 Promotions $1,400 $1,200 $800 $700 Sales $1,300 $1,200 $800 $700 Admin $345 $326 $122 $96 Total Period Costs $5,516 $5,606 $3,322 $2,976 Net Margin $5,143 $3,714 $1,551 $130 Definitions: Sales - Unit sales times list price. Direct Labor - Labor costs incurred to produce the product that was sold. Inventory Carry - The cost to carry unsold goods in inventory. Depreciation Calculated on straight-line 15-year depreciation of plant value. R&D - R&D department expenditures for each product. Admin - Administration overhead is estimated at 1.5% of sales. Promotions - The promotion budget for each product. Sales - The sales force budget for each product. Other Charges not included in other categories such as Fees, Write Offs, and TQM. The fees include money paid to investment bankers and brokerage firms to issue new stocks or bonds, plus consulting fees your instructor might assess you, plus TQM expenditures. Write offs include the loss you might experience when you sell capacity or liquidate inventory as the result of eliminating a production line. If the amount appears as a negative amount, then you actually made money on the liquidation of capacity or inventory. EBIT - Earnings Before Interest and Taxes. Short Term Interest - Interest expense based upon last year's current debt, including short-term debt, long-term notes that have become due, and emergency loans. Interest income from your cash account is subtracted from these expenses. If interest income exceeds expenses, short-term interest appears as a negative amount. Long Term Interest - Interest paid on outstanding bonds. Taxes - Income tax based upon a 35% tax rate. Profit Sharing - Profits shared with employees under the labor contract. Net Profit EBIT minus interest, taxes, and profit sharing. $12,819 $3,390 $4,855 $356 $8,601 $4,218 $587 $730 $1,000 $1,200 $106 $3,623 $595 Other EBIT Short Term Interest Long Term Interest Taxes Profit Sharing Net Profit Contribution Margins 1200% 1000% 800% 600% 400% 200% 0% Success Measures Profit $12 1200% Market Share 1200% ROE $10 1000% 1000% $8 800% 800% $6 600% 600% $4 400% 400% $2 200% 200% $0 0% 0% AssetTO 12.0 10.0 8.0 6.0 4.0 2.0 0.0 1200% 1000% 800% 600% 400% 200% 0% ROS 1200% 1000% 800% 600% 400% 200% 0% ROA Page 2 0 -1 Income Statement For Industry 0 Round -1, 12/31/-1 -1 Common Total Size $120,085 100.0% $38,985 $47,846 $1,079 $87,910 $32,175 $6,667 $3,081 $5,100 $5,200 $995 $21,043 $11,132 $823 $10,309 $0 $4,297 $2,104 $78 $3,830 32.5% 39.8% 0.9% 73.2% 26.8% 5.6% 2.6% 4.2% 4.3% 0.8% 17.5% 9.3% 0.7% 8.6% 0.0% 3.6% 1.8% 0.1% 3.2% -2 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Product Name Sales $41,680 $39,306 $14,678 $11,604 $12,819 $0 $0 Variable Costs Direct Labor $13,129 $15,978 $3,453 $3,035 $3,390 $0 $0 Direct Material $17,815 $14,008 $5,918 $5,250 $4,855 $0 $0 Inventory Carry $76 $0 $434 $213 $356 $0 $0 Total Variable Costs $31,021 $29,986 $9,805 $8,498 $8,601 $0 $0 Contribution Margin $10,659 $9,320 $4,873 $3,106 $4,218 $0 $0 Period Costs Depreciation $2,200 $2,800 $600 $480 $587 $0 $0 SG&A: R&D $271 $80 $1,000 $1,000 $730 $0 $0 Promotions $1,400 $1,200 $800 $700 $1,000 $0 $0 Sales $1,300 $1,200 $800 $700 $1,200 $0 $0 Admin $345 $326 $122 $96 $106 $0 $0 Total Period Costs $5,516 $5,606 $3,322 $2,976 $3,623 $0 $0 Net Margin $5,143 $3,714 $1,551 $130 $595 $0 $0 Definitions: Sales - Unit sales times list price. Direct Labor - Labor costs incurred to produce the product that was sold. Inventory Carry- The cost to carry unsold goods in inventory. Depreciation Other - Calculated on straight-line 15-year depreciation of plant value. R&D - R&D department EBIT expenditures for each product. Admin - Administration overhead is estimated at 1.5% of sales. Short Term Interest Promotions - The promotion budget for each product. Sales - The sales force budget for each Long Term Interest product. Other - Charges not included in other categories such as Fees, Write Offs, and TQM. Taxes The fees include money paid to investment bankers and brokerage firms to issue new stocks or Profit Sharing bonds, plus consulting fees your instructor might assess you, plus TQM expenditures. Write offs Net Profit include the loss you might experience when you sell capacity or liquidate inventory as the result of eliminating a production line. If the amount appears as a negative amount, then you actually made money on the liquidation of capacity or inventory. EBIT - Earnings Before Interest and Taxes. Short Term Interest - Interest expense 1200% based upon last year's current debt, including short-term debt, long-term notes that 1000% have become due, and emergency loans. Interest income from your cash account is subtracted from these expenses. If interest income exceeds expenses, short-term 800% interest appears as a negative amount. Long Term Interest - Interest paid on 600% outstanding bonds. Taxes - Income tax based upon a 35% tax rate. Profit Sharing Profits shared with employees under the labor contract. Net Profit - EBIT minus 400% interest, taxes, and profit sharing. 200% 0% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Contribution Margins Success Measures Profit $12 $10 $8 $6 $4 $2 $0 1200% 1000% 800% 600% 400% 200% 0% Market Share 1200% 1000% 800% 600% 400% 200% 0% ROE AssetTO 12.0 10.0 8.0 6.0 4.0 2.0 0.0 1200% 1000% 800% 600% 400% 200% 0% ROS 1200% 1000% 800% 600% 400% 200% 0% ROA Page 2 ...
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This homework help was uploaded on 02/20/2009 for the course AEM 4270 taught by Professor Gloy,b.a. during the Spring '08 term at Cornell University (Engineering School).

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