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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 English Black - a formula or label - example Current 0 Red - a formula that should NOT be copied b 0 Pink - reference to the StartingConditions.txt 2 Blue - a constant 2009v22 _101 Green - something calculated by a VB routin Copyright 1986-20011 Capsim Management Simulations, Inc. 0
0 0 0 0 0 0 0 Round -1, 12/31/-1 ForceDecisionType None C:\Documents and Settings\steve\My Documents 0 ExitSaveFlag 0 https://www.capsim.com http://www.msicourses.com http://www.capsim.com RehearsalCoached 11 TRUE #VALUE! 0 0 0 0 0 25659 31.4% 2.5 4 1000 1.5 6 4 0.12 15 0.5 0.01 0.35 2000 1 1 1 0 1 39.0%
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
FALSE
0 1 1 0 1 11.6%
0.65
StockPriceJan1 EPSlastYear AdjDividendlyr 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
31.84 1.59 1.59 0 0.09 0.1 2050 8235 6703 18360 28578 0.21 0.23 0.47 0.09 Trad 5.45 15.35 Trad 5.8 15 0 0 24.5 5 2 0.9 14000 19000 5000 0.55 0.33 0.00 3000000 0.00 0.50 2.00 0.54 0.33 0.00 4500000 0.00 0.35 2.00 3000000 1.5 0.05 Able 5.5 Acre 3 Low 3.1 17.7 -0.8 0.8 19.5 5 7 2.5 12000 17000 5000 0.52 Low 2.85 17.95 High 8.5 12.3 1.4 -1.4 34.5 5 0 1.3 20000 25000 5000 0.49 0.16 0.53 0.24 0.07 High 8.05 12.75 0.43 0.09 0.29 0.19
0.40
0.50
Adam 8
OldXcoordinateRD OldYcoordinate OldYcoordinateRD OldMTBFspec OldMTBFrdSpec 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
5.5 14.5 14.5 17500 17500 0 28 1000 1000 0 1188 1800 4 2007.900 0 2007.9 206 4075 39600 -13200 30 30 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
3 17 17 14000 14000 0 21 900 900 0 1802 1400 5 2006.400 0 2006.4 0 0 36400 -12133
8 12 12 23000 23000 0 38 800 800 0 406 900 3 2009.300 0 2009.3 80 2022 16200 -5400
0 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 0 0 0 FALSE
0.12 Was B240*B865 #VALUE! #VALUE!
Able 5.5 14.5 17500
Acre 3 17 14000
Adam 8 12 23000
Price Promo Budget Sales Budget YourSalesForecast Sched Production Capacity Change Automation Rating 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 Able Acre Adam Aft Agape Na Na Na NewDistance NewProductTime NewRevisionDate NewAgingDate NewAgeAtCompletion RdRevisionDate RdProjectCost RdAgeAtStartOfYear RdTimeThisYear RdTimeWithStartDesign RdTimeWithNewDesign RdAgeAtRevision RdAgeAtEndOfYear
28.00 0 0 0 1200 0 4 0 0 30 FALSE FALSE TRUE FALSE 0 1.00 FALSE #VALUE! 0.00 0 0 FALSE 0.00 0.00 0.00 0.00 FALSE Able #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.00 0.00 0.00 0.00 0.00 2007.90 $0 0.00 0.00 1.00 0.00 0.00 0.00
21.00 0 0 0 1820 0 5 0 0 30 FALSE FALSE TRUE FALSE 0 FALSE #VALUE! 0.00 0 0 FALSE 0.00 0.00 0.00 0.00 FALSE Acre #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.00 0.00 0.00 0.00 0.00 2006.40 $0 0.00 0.00 1.00 0.00 0.00 0.00
38.00 0 0 0 410 0 3 0.00 0
FALSE FALSE TRUE FALSE 0 FALSE #VALUE! 0.00 0 0 FALSE 0.00 0.00 0.00 0.00 FALSE Adam #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.00 0.00 0.00 0.00 0.00 2009.30 $0 0.00 0.00 1.00 0.00 0.00 0.00
MaterialCost MatCoordPfmn MatCoordSize MatCoordScalarMidYear MatDesignExistedLastYr MatStartPmap MatStartMTBF MatStartTotal MatFuturePmap 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
MidYear 0.05 20.75 #VALUE! TRUE #VALUE! 5.25 #VALUE! #VALUE! 5.25 #VALUE!
StartYear -0.2 21 TRUE #VALUE! 4.20 #VALUE! #VALUE! 4.20 #VALUE! TRUE #VALUE! 6.90 #VALUE! #VALUE! 6.90 #VALUE!
5.5 14.5 17500 0.5 28.00 1 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
3 17 14000 0.5 21.00 1 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
PriceScore Trad Low High Pfmn Size ReliabilityRoughCut Trad Low High Pfmn 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
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! StartGoodwill 0.54 0.40 0.50 0.35 0.46 0.55 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! NewGoodWill #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.49 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
0.52 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
AwarenessFactorPfmn AwarenessFactorSize StdSalesFactor SalesFactor Arpolicy Factors Trad Low High Pfmn Size ProductRawScores Trad 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
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Low High Pfmn Size WtgCustSurv Trad Low High Pfmn Size SegmentSales
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Trad 0 0 0 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Low 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! High 0 0 0 0 0 0 0 0 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
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
FALSE 0 0 0 0 0.0% 0.0% 0 0 0.00 0.00 0.00 700
FALSE 0
FALSE 0
RecruitingSpend TrainingHours ManYearAdjTraining APfactor ManHrsPerUnit CapacityThisYear CapacityAdjR&Dintro ProductionAdjForCapacity ProductionAdjForAP FirstShiftUnits SecondShiftUnits ManHours NeededComplement ExpectedFirstShiftComplement ExpectedSecondShiftComplement ActualFirstShiftComplement ActualSecondShiftComplement ActualFirstShiftOTComplement SecondShiftOrOvertimePercent ProductionAdjForComplement FirstShiftPayroll SecondOTPayroll OvertimeComplementPercent PlantUtilization TurnoverRateThisYear EmployeeTurnoverThisYr NewRecruitsThisYear WorkForceCaliberNextYr TrainingIndexNextYr SeparatedEmployees ProductivityNextYr RecruitingCost SeparationCost TrainingCost TotalHRCost AverageWageUnitCost BenefitCostPerUnit ProdLaborCostPerUnit ProdMaterialCost ProdUnitCost VariableMargin
0 0 2080 0.99 #VALUE! 1800 0 0 0.00000 0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #DIV/0! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0 #VALUE! #VALUE! 0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! 1400 0 0 0.00000 0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
NewInventoryValue
#VALUE!
#VALUE!
#VALUE!
SELL_CAPACITY CapacitySold CapacityReduction% PlantEquipmentChange WriteOff CashAdustment PlantAdjustment AccDeprAdjustment AdjustedPlantValue AdjustedAccDepr BUY_CAPACITY CapacityPurchased PlantEquipmentChange CashAdjustment AdjustedPlantValue CapacityNextRound BUY_AUTOMATION ChangedAutomation? PlantEquipmentChange 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 0 0 39600 -13200 0 0 0 39600 1800 0 0 0 39600 0 0 0 0 0 39600 39600 2640 0 0 0 0 206 4075 0 0 12736 3184 7412 FaceValue 0 0 0 0 0 0 0
0 0.0% 0 0 0 0 0 36400 -12133 0 0 0 36400 1400 0 0 0 36400 0 0 0 0 0 36400 36400 2427 0 0 0 0 0 0
0 0.0% 0 0 0 0 0 16200 -5400 0 0 0 16200 900 0 0 0 16200 0 0 0 0 0 16200 16200 1080 0 0 0 0 80 2022
Yield 0 0 0 0 0 0 0
Close 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$ 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
0 0 0 0 0 0 0 0 0 60694 60694
0 0 0 0 0 0
0 0 0 0 0 0
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Able #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 2640 0 0 0 #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Acre #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 2427 0 0 0 #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Adam #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 1080 0 0 0 #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! 113800
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
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 Sales of common stock Purchase of common stock Increase long term debt Retire long term debt Change current debt (net) Net cash from fin. actions NetChngInCash PROFORMA_RATIOS ROS AssetTurnover ROA Leverage ROE PriceEarnings Mkt/Book PROFORMA_STOCK_CALCULATION NewSharesOutstanding ProformaBookValue ProformaEPS EffectiveDividendPerShare AvgDividendPerShare CalculatedStockPrice ProformaStockPrice DividendYield DividendPayoutRatio ProformaMarketCap MKT_SEGMENT_RPTS 0
-45520 68280 #VALUE! #VALUE! #VALUE! 0 #VALUE! 18360 #VALUE! #VALUE! #VALUE! Profits/Employee #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! 7587 #VALUE! #VALUE! #VALUE! #VALUE! 0 0 0 0 0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! <Free Cash Flow
Debt/Equity #VALUE!
Debt/Assets #VALUE!
2000 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! %TotalMarket 1 0 2011 Traditional
Total Available Unit Sales Actual Industry Unit Sales Segment % of Total Industry Growth Rate Acc
7387 7387 0.32 0.09 0.00 0.54 0.00 0.54 0.00 0.54 0.00 0.54 0.00 0.54 0.00 0.54 0.00 Ideal Age = 2.0 0.00 $20.00 - 30.00 0.00 Pfmn 5.0 Size 15.0 0.00 MTBF 14000-19000
0.09
0.47 0.23 0.21 0.09
Perceptual Map Table Performance Center Size Center 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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
5.00 15.00 5.50 5.50 5.50 5.50 5.50 5.50 3.00 3.00 3.00 3.00 3.00 3.00 Potential 0.17 0.17 0.17 0.17 0.17 0.17 MShr 0.13 0.13 0.13 0.13 0.13 0.13 0.04 0.04 0.04 0.04 0.04 0.04 Market Share
14.50 14.50 14.50 14.50 14.50 14.50 17.00 17.00 17.00 17.00 17.00 17.00 Actual 0.17 0.17 0.17 0.17 0.17 0.17 UnSoldtoSeg 961 961 961 961 961 961 270 270 270 270 270 270 Units Sold to Seg
RvDate 2008.90 2008.90 2008.90 2008.90 2008.90 2008.90 2007.40 2007.40 2007.40 2007.40 2007.40 2007.40 Revision Date
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 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
0.14 0 1 FALSE 0 0 0 0 0 0 0 0 0 0 0
1030 0 2 FALSE
1997.9 0 3 FALSE
0.00 0.00 0.00 0.00 0.00 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% #VALUE! 0.0% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% #VALUE! 0.0%
OldValue 0.00% 0.00% 0.00% 0.00% 0.00% WorstCase BestCase
0.00%
0.00%
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 ChannelSupport ConcurrentEng Benchmarking QualityDeployment CCE/6SigmaTraining UNEPGreen GEMISustain CombinedImpact ExpectedImprovement TQMimpact TQMmaterialCost TQMlaborCost TQMcycleTime TQMadmin TQMDemand MKTG_MODULE MktgYear MktgRound MediaImpact PrintMedia
0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% #VALUE! 0.0% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% #VALUE! 0.0% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% #VALUE! 0.0% #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0 1 FALSE Traditional 0.00
0.00%
0.00%
0.00%
0 2 FALSE Low End 0.00
0 3 FALSE High End 0.00
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 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
0.00 0.00 0.00 0.00 0.00 Able 1 0 0 0 0 0 0 Rates 0 0 0 0 0 0 0
0.00 0.00 0.00 0.00 0.00 Acre 2 0 0 0 0 0 0 Impressions 0 0 0 0 0
0.00 0.00 0.00 0.00 0.00 Adam 3 0 0 0 0 0 0 Xmin 0 0 0 0 0
#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
0.00 0.00 0.00 0.00 0.00 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.000 0.000 0.000
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 SalesDecisions OutsideSalesDec InsideSalesDec DistributorsDec MktgReports IncomingMktgReports
0.000 0.000 0.000 #VALUE! Able #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
0.000 0.000 0.000 #VALUE! Acre #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
0.000 0.000 0.000 #VALUE! Adam #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
24% 24% 24% 0 #VALUE! Costs Each $0 $0 $0 Trad 0% 0% 0% Resources
22% 22% 22% 0 #VALUE! Annual Contacts 0 0 0 Low 0% 0% 0% Trad 2.00 6.00 2.00 FALSE FALSE Trad $0 $0 $0 $0 $0 #VALUE! #VALUE! #VALUE! #VALUE!
20% 20% 20% 0 #VALUE! Xmin 0 0 0 High 0% 0% 0% Low 2.00 6.00 2.00 FALSE FALSE Low $0 $0 $0 $0 $0 #VALUE! #VALUE! #VALUE! #VALUE!
Budget OutsideSales InsideSales Distributors MktgReport Total OutsideSalesGain InsideSalesGain DistributorsGain Total Gain
Accessibility Old New MktgXBudgetFormulas Able Acre Adam Aft Agape Na Na Na MKTG_REPORT CHART DATA Perceptual Map Aging Chart AgeAtStartOfYear AgeBeforeRevision AgeAtRevision AgeAtEndOfYear AGING_CHART 1.00 2.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 4.00 4.00 4.00 4.00 5.00 5.00 5.00 5.00 6.00 6.00 6.00 6.00 6.00 6.00 7.00 7.00 7.00 7.00
Old New PromoFormulas 0 0 0 0 0 0 0 0 1.00
Trad 54.3% #VALUE! SalesFormulas 0 0 0 0 0 0 0 0
Low 39.9% #VALUE!
0.00 0.00 0.00 0.00 Able 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 Acre
0.00 0.00 0.00 0.00 Adam
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
8.00 8.00 8.00 8.00 9.00
MaterialCostChart Old New Marketing Revenue Forecast Name Able Acre Adam Aft Agape Na Na Na Marketing Unit Sales Forecast Trad Low High Pfmn Size Total
Able #VALUE! #VALUE!
Acre #VALUE! #VALUE!
Adam #VALUE! #VALUE!
Margin After marketing #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Marketing $0 $0 $0 $0 $0 $0 $0 $0
Variable costs #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Able #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Acre #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Adam #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Capacity vs Production Able Both Shifts Base Capacity Production Unit Cost Breakdown Eat Ebb Echo Edge Egg NA NA NA Unit Cost Breakdown Material 3600 1800 #VALUE! Material $11.02 $7.37 $15.27 $15.21 $12.99 $0.00 $0.00 $0.00 Able #VALUE! Acre 2800 1400 #VALUE! Labor Overtime $7.84 $6.72 $8.96 $8.96 $8.96 $0.00 $0.00 $0.00 Acre #VALUE! Adam 1800 900 #VALUE!
$0.00 $0.66 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Adam #VALUE!
Labor Margin
#VALUE! #VALUE!
#VALUE! #VALUE!
#VALUE! #VALUE!
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
#VALUE! #VALUE! #VALUE! $68,280 #VALUE! #VALUE! $0 $18,360 #VALUE! Able #VALUE! #VALUE! $0 $0 $2,640 #VALUE! #VALUE! #VALUE! Acre #VALUE! #VALUE! $0 $0 $2,427 #VALUE! #VALUE! #VALUE! Adam #VALUE! #VALUE! $0 $0 $1,080 #VALUE! #VALUE! #VALUE!
Cash Flows From Operations Net cash flow Accounts Receivable Inventories Accounts Payable 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
#VALUE! #VALUE! #VALUE! #VALUE! $7,587 #VALUE! $0 $0 #VALUE! #VALUE! $0 $0 $0 $0 $0 #VALUE!
Cash flow from Investing Cash flow from Financial actions Net change in cash position ROS Asset Turnover Leverage ROE
$0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
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 P2 P3 P4 P5 P6 P7 P8 R1 R2 R3 DataLabel Traditional Low End High End Performance Size Traditional Rough Low End Rough High End Rough Performance Rough Size Rough Able Acre Adam Aft Agape X 5.8 3.1 8.5 9.1 3.8 5.8 3.1 8.5 9.1 3.8 5.5 3 8 9.4 4 0 0 0 5.5 3 8 Y 15 17.7 12.3 17 11.7 15 17.7 12.3 17 11.7 14.5 17 12 15.5 11 0 0 0 14.5 17 12 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%
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 D2 D3 D4 D5 D6 D7 D8 E1
9.4 4 0 0 0
15.5 11 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
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 0 0 0 0 0 0 0 0
Y 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
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 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 5 5 5.5 5.5 5.5 5.5 5.5 5.5 3 3 3 3 3 3
Y 15 15 14.5 14.5 14.5 14.5 14.5 14.5 17 17 17 17 17 17
TimesOnlineGraphicScreens 1124 RandD 18 RandD_F Mktg Mktg_F MktgX Production Production_F Labor TQM
Xcoord 0 0 0 0 0 0 0 0 0
Ycoord 0 0 0 0 0 0 0 0 0
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
EXCEL DEFAULTS .StandardFont .StandardFontSize .DisplayFormulaBar .TransitionNavigKeys .EditDirectlyInCell .CellDragAndDrop .MoveAfterReturn .FixedDecimal .FixedDecimalPlaces .Calculation .ShowToolTips .LargeButtons .ColorButtons .DisplayFullScreen .DisplayStatusBar .DisplayCommentIndicator
Arial 10 TRUE 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 Ink Annotations PivotChart Menu
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 FALSE FALSE FALSE FALSE
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
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 Acrobat PDFMaker 9.0 CapstoneMenu CapstoneToolbar Research XML Document Signatures Document Actions Clip Art Selection and Visibility
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 TRUE FALSE FALSE FALSE FALSE FALSE FALSE
Document Management Document Updates 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 CourierSeg Actual Potential
FALSE FALSE 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 FALSE FALSE
Traditional Low End High End Performance Size
a formula or label - example Current Cash position formula that should NOT be copied because some element of it is unique. eference 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.
entName for EXAM
FALSE
0 1 1 0 1 8.9%
0 1 1 0 1 9.1%
0 1 1 0 1
0 1 1 0 1
0 1 1 0 1
0.29 0.19 0.09 0.43 Pfmn 8.6 17.35 Pfmn 9.1 17 1.4 -1 29.5 5 1 1.1 22000 27000 5000 0.46 Size Size
0.43 0.09 0.29 0.19 3.45 12.2 3.8 11.7 1 -1.4 29.5 5 1.5 1.1 16000 21000 5000 0.46
0.00
0.00
0.00
0.35
0.46
Aft 9.4
Agape 4
NA 0
NA 0
NA 0
9.4 15.5 15.5 25000 25000 0 33 700 700 0 436 600 3 2008.500 0 2008.5 29 720 10800 -3600
4 11 11 19000 19000 0 33 700 700 0 376 600 3 2008.400 0 2008.4 103 2373 10800 -3600
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 0 0 0 0.000 0 0 0 0 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 0 0 0 0 0 0 FALSE
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 FALSE 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Aft 9.4 15.5 25000
Agape 4 11 19000
Na 0 0 0
Na 0 0 0
Na 0 0 0
33.00 0 0 0 440 0 3
33.00 0 0 0 380 0 3
0.00 0 0 0 0 0 0
0.00 0 0 0 0 0 0
0.00 0 0 0 0 0 0
FALSE FALSE TRUE FALSE 0 FALSE #VALUE! 0.00 0 0 FALSE 0.00 0.00 0.00 0.00 FALSE Aft #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.00 0.00 0.00 0.00 0.00 2008.50 $0 0.00 0.00 1.00 0.00 0.00 0.00
FALSE FALSE TRUE FALSE 0 FALSE #VALUE! 0.00 0 0 FALSE 0.00 0.00 0.00 0.00 FALSE Agape #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.00 0.00 0.00 0.00 0.00 2008.40 $0 0.00 0.00 1.00 0.00 0.00 0.00
FALSE FALSE FALSE FALSE 0 FALSE #VALUE! 0.00 0 0 FALSE 0.00 0.00 0.00 0.00 FALSE Na #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 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 #VALUE! 7.50 #VALUE! #VALUE! 7.50 #VALUE!
TRUE #VALUE! 5.70 #VALUE! #VALUE! 5.70 #VALUE!
FALSE 0.00 0.00 #VALUE! 0.00 0.00 #VALUE!
9.4 15.5 25000 0.5 33.00 1 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! AccessFactor #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.00 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! SalesWeighted #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.00 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! StdAccessFactor Mktg2AccessFactor #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.46 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.00 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
0.46 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Perf 0 0 0 0 0 0 0 0 0 0 0 0
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Size 0 0 0 0 0 0 0 0 0 0 0 0
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
FALSE
FALSE
FALSE
FALSE
FALSE
0.00 0 0 0 0.00000 0 0 0 0 0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.00
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0 0.0% 0 0 0 0 0 10800 -3600 0 0 0 10800 600 0 0 0 10800 0 0 0 0 0 10800 10800 720 0 0 0 0 29 720
0 0.0% 0 0 0 0 0 10800 -3600 0 0 0 10800 600 0 0 0 10800 0 0 0 0 0 10800 10800 720 0 0 0 0 103 2373
0 0.0% 0 0 0 0 0 0 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 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 0 0 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
MktValue 0 0 0 0 0 0 0
Balance 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 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Aft #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 720 0 0 0 #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Agape #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 720 0 0 0 #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Na #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0 0 0 0 #VALUE! #VALUE! #VALUE!
ending cash #VALUE!
e-loan #VALUE!
#VALUE!
Assets/Employee #VALUE! #VALUE! WorkingCapital #VALUE! Sales/Day #VALUE! DaysOfWrkCap
0 0
#VALUE!
New Stock Calc =BV|RE per share #VALUE! + 3|5* EPS #VALUE! + 2|3* old EPS, >=0 #VALUE! + Avg Dividend, >=0 #VALUE! 0.1 times if eloan MinELoanImpact Book Value / 2 ImpactFloor Eloan per share Impact Temp Impact Floor End Price, >=1 #VALUE!
#VALUE! #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
StockOut
Stock Out
Pfmn 5.5 5.5 5.5 5.5 5.5 5.5 3 3 3 3 3 3 Pfmn Coord
Size 14.5 14.5 14.5 14.5 14.5 14.5 17 17 17 17 17 17 Size Coord
Price 28.00 28.00 28.00 28.00 28.00 28.00 21.00 21.00 21.00 21.00 21.00 21.00 List Price
MTBF 17500 17500 17500 17500 17500 17500 14000 14000 14000 14000 14000 14000 MTBF
5.5 0 4 FALSE 0 5 FALSE
14.5 0 6 FALSE
28 0 7 FALSE
17500 0 8 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 5 FALSE Size 0.00 0 6 FALSE 0 7 FALSE 0 8 FALSE
0.00 Traditional
0.00 0.00 0.00 0.00 0.00 Aft 4 0 0 0 0 0 0 Xmax 0 0 0 0 0
0.00 0.00 0.00 0.00 0.00 Agape 5 0 0 0 0 0 0 Ymin 0 0 0 0 0
0.00 Low End 0.00 High End 0.00 Performance 0.00 Size
Na 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
0.000 0.000 0.000 #VALUE! Aft #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
0.000 0.000 0.000 #VALUE! Agape #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
0.000 0.000 0.000 #VALUE! Na #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
17% 17% 17% 0 #VALUE! Xmax $0 $0 $0 Pfmn 0% 0% 0% High 2.00 5.00 3.00 FALSE FALSE High $0 $0 $0 $0 $0 #VALUE! #VALUE! #VALUE! #VALUE!
17% 17% 17% 0 #VALUE! Ymin 0 0 0 Size 0% 0% 0% Pfmn 2.00 5.00 3.00 FALSE FALSE Pfmn $0 $0 $0 $0 $0 #VALUE! #VALUE! #VALUE! #VALUE!
0% 0% 0% 0 #VALUE! Ymax 0.0% 0.0% 0.0%
0% 0% 0% 0 #VALUE! Shape 0 0 0
0% 0% 0% 0 #VALUE!
Size 2.00 5.00 3.00 FALSE FALSE Size $0 $0 $0 $0 $0 #VALUE! #VALUE! #VALUE! #VALUE!
Total 10.00 27.00 13.00
Total (000) $0 $0 $0 $0 $0
High 50.1% #VALUE!
Pfmn 34.9% #VALUE!
Size 46.1% #VALUE!
0.00 0.00 0.00 0.00 Aft
0.00 0.00 0.00 0.00 Agape
0.00 0.00 0.00 0.00 Na
0.00 0.00 0.00 0.00 Na
0.00 0.00 0.00 0.00 Na
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00
Aft #VALUE! #VALUE!
Agape #VALUE! #VALUE!
Na #VALUE! #VALUE!
Na #VALUE! #VALUE!
Na #VALUE! #VALUE!
Aft #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Agape #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Na #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Aft 1200 600 #VALUE! Margin $9.14 $6.25 $13.78 $8.83 $11.06 $0.00 $0.00 $0.00 Aft #VALUE!
Agape 1200 600 #VALUE!
Na 0 0 #VALUE!
Na 0 0 #VALUE!
Na 0 0 #VALUE!
Agape #VALUE!
Na #VALUE!
Na #VALUE!
Na #VALUE!
#VALUE! #VALUE!
#VALUE! #VALUE!
#VALUE! $0.00
#VALUE! $0.00
#VALUE! $0.00
Aft #VALUE! #VALUE! $0 $0 $720 #VALUE! #VALUE! #VALUE!
Agape #VALUE! #VALUE! $0 $0 $720 #VALUE! #VALUE! #VALUE!
Na #VALUE! #VALUE! $0 $0 $0 #VALUE! #VALUE! #VALUE!
0.0% 0.0% 0.0% 0.0% 0.0%
0.0% 0.0% 0.0% 0.0% 0.0%
0.0% 0.0% 0.0% 0.0% 0.0%
0 0.00% 0 0.00%
0 0.00% 0 0.00%
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 590 590 460 460 560 545 615 515 675
Ycoord 1 1 1 1 1 1 1 1 1
395 575 575 400 550 595 415 470 300
1 1 1 1 1 1 1 1 1
Cells for Border changing AllRandDdecisions AllRandDdecisions_F AllMktgDecisions AllMktgDecisions_F AllMktgXDecisions AllProductionDecisions AllProductionDecisions_F AllLaborDecisions AllTQMDecisions AllFinanceDecisions
g to 1 and save manually.
0 1 1 0 1
418 9190 -37933
$0
OldMktgMTBF 17500 14000 23000 25000 19000 0 0 0
Total #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
WtgAccess
rawAwareness #VALUE!
Competitors -20.00 -20.00 -20.00 -20.00 -20.00 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
SegmentUnitDemand 8057 10007 2976 2284 2335 #VALUE! Total #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Segment 0 0 0 0 0 #VALUE! MktShr
0 ProductCount #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! CustomerBuyingCriteria #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! WtgCustSurvey
5300 0 0 0.00000 0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE!
0 0 0 0 0 113800 -37933
0 0 0
113800 7587
0 0 0 418 9190
#VALUE! #VALUE! #VALUE! Total #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 7587 #VALUE! 0 #VALUE! 0 #VALUE! 0 #VALUE! SG&A%ofSales #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0 #VALUE! 0 #VALUE! 0 #VALUE! #VALUE! #VALUE! 0 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! rawProfits #VALUE! operatingProfit $Sales #VALUE! Sales/Employee #VALUE!
#VALUE!
#VALUE! #VALUE!
AgeDec.31 3.1 3.1 3.1 3.1 3.1 3.1 4.6 4.6 4.6 4.6 4.6 4.6 Age Dec.31
Promo 1000 1000 1000 1000 1000 1000 900 900 900 900 900 900 Promo Budget
Sales 1000 1000 1000 1000 1000 1000 900 900 900 900 900 900 Sales Budget
Aware 0.550 0.550 0.550 0.550 0.550 0.550 0.518 0.518 0.518 0.518 0.518 0.518 Customer Awareness
3.1
1009
979
0.61
Total 0 0 0 0 0 0
100% 0
0 0.00%
0 0.00%
0 0.00%
0 0.00%
DecSurv Access 18 0.543 18 0.54 18 0.54 18 0.54 18 0.54 18 0.54 4 0.54 4 0.54 4 0.54 4 0.54 4 0.54 4 0.54 Customer AccessDecember Customer Survey
17.9
DECISIONS Andrews 1 ProductName Able Acre 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 Able Acre 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
0 2000 MEDIUM Adam Aft Agape Na Na 0 0 0 0 0 8 9.4 4.5 0 0 12 15.5 10.1 0 0 23000 25000 19500 0 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 Adam Aft Agape Na Na 0 0 0 0 0 8 9.4 5.1 0 0 12 15.5 9.2 0 0 23000 25000 19500 0 0 38.00 33.00 34 0.00 0 0 0 1320 0 0 0 0 1500 0 0 0 0 575 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
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 3 Decisions DECISIONS Andrews 1 ProductName Able Acre 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
2500 0.02 2750 0.02 QIT Channels 0 0 3 4 180 160 180 160 180 160 180 160 180 160 0.2 0.17 0.2 0.2 0.2 0.2 0.2 0.2 0 0
0.05 814 0.06 0 CCEBenchMark 0 0 5 0 160 0 160 0 160 0 160 0 160 0 0.17 0 0.2 0.2 0.2 0.2 0.2 0.2 0 0
0 0 QFDE 0 0 0 0 0 0 0 0
2 2006 C10016 Adam Aft Agape Na Na 0 0 0 0 0 8 9.4 5.7 0 0 12 15.5 8.3 0 0 23,000 25,000 19500 0 0 38 33 33.5 0 0 0 0 1550 0 0 0 0 1650 0 0 0 0 600 0 0 410 440 615 0 0 0 0 45 0 0 3 3 5 0 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
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
Andrews 1 Able Acre 0 0 7.8 4.3 12.1 15.7 17500 14000 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
2 2006 C10016 Adam Aft Agape Na Na 0 0 0 0 0 8 9.4 6.3 0 0 12 15.5 7.2 0 0 23,000 25,000 19500 0 0 38 33 33 0 0 0 0 1775 0 0 0 0 1850 0 0 0 0 800 0 0 410 440 930 0 0 0 0 125 0 0 3 3 5 0 0 Dividend ShortDebt BondRetir BondIssue AR 0 0 0 0 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
Foundation Rehearsal Round 1 Decisions DECISIONS Andrews 1 ProductName Able Acre RetireProduct 0 0 XcoordinateRD 5.5 3 YcoordinateRD 14.5 17 MTBFrdSpec 17500 14000 Price 35 0 PromoBudget 1200 0 SalesBudget 1300 0 UnitSalesForecast 1300 0 ProductionOrdered 1326 0 CapacityChange 0 300 AutomationNextRound 4 3
0 Na 0 0 0 0 0 0 0 0 0 0 0
2000 MEDIUM Na Na 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
NA 0 0 0 0 0 0 0 0 0 0 0
NA 0 0 0 0 0 0 0 0 0 0 0
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 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 Able Acre RetireProduct 0 0 XcoordinateRD 5.5 3 YcoordinateRD 14.5 17 MTBFrdSpec 17500 14000 Price 28.00 21.00 PromoBudget 0 0 SalesBudget 0 0 UnitSalesForecast 0 0 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
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 0 0 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
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
MKTGReports 0 0 FeesAndNewCapital 0 0 Foundation Rehearsal Round 3 Decisions DECISIONS Andrews 1 ProductName Able Acre RetireProduct 0 0 XcoordinateRD 5.5 3 YcoordinateRD 14.5 17 MTBFrdSpec 17500 14000 Price 28.00 21.00 PromoBudget 0 0 SalesBudget 0 0 UnitSalesForecast 0 0 ProductionOrdered 1200 1820 CapacityChange 0 0 AutomationNextRound 4 5 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 Able Acre RetireProduct 0 0 XcoordinateRD 6 3 YcoordinateRD 15 17 MTBFrdSpec 17,500 14,000 Price 28 21 PromoBudget 0 0 SalesBudget 0 0 UnitSalesForecast 0 0 ProductionOrdered 1,200 1,820 CapacityChange 0 0 AutomationNextRound 4 5 FinanceFunction StIssue StRetire
3 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 0.85 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 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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
NA 0 0 0 0 0 0 0 0 0 0 0 AR
FinanceDecisions LaborNegotiation Offer1 Offer2 TQMfunction TQMbudgets MKTGPrimarySeg MKTGPrintMedia MKTGDirectMail MKTGWebMedia MKTGEmail MKTGTradeShows MKTGSalesPriorities MKTGOutsideSales MKTGInsideSales MKTGDistributors MKTGReports FeesAndNewCapital
0 0 TechWageAsmbWage 20 0 22 0 CPI VendorJIT 0 0 2 0 300 0 300 0 300 0 300 0 300 0 0 0 4 0.2 10 0.2 5 0.2 0 0 0 0
0 0 0 0 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
Na 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0 0 CCE6sigma UNEPGreenGEMISustain 0 0 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 2. The student modifies them. This puts the student's decisions 3. The student could also mess with "teammate" decisions. The 4. The Tutorial decisions at left are constructed at Design Time Yellow areas are decisions being made Blue areas are decisions by Tutorial "te 5. At Save, the decisions at left are copied to DecisionsIncomin 6. The student is then given an option to continue working on th
Na 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs
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
RandD!C4 RandD!D4 RandD!E4 RandD!F4 Mktg!C4 Mktg!D4 Mktg!E4 Mktg!G4 Production!C6 Production!C16 Production!C18 Finance!C11 Labor!J6
TQM!D5
0 0 CCE6sigma UNEPGreenGEMISustain 0 0 0 0 0 0 0 0 0 0
NA 0 0 0 0 0 0 0 0 0 0 0
ProductName RetireProduct XcoordinateRD YcoordinateRD MTBFrdSpec Price PromoBudget SalesBudget
RandD_F!C4 RandD_F!D4 RandD_F!E4 RandD_F!F4 Mktg_F!C4 Mktg_F!D4 Mktg_F!E4
AP 30 TrainHrs 0 0 CCE6sigma UNEPGreenGEMISustain 0 0 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 UNEPGreenGEMISustain 0 0 0 0 0 0 0 0 0 1
UnitSalesForecast ProductionOrdered CapacityChange AutomationNextRound FinanceFunction FinanceDecisions LaborNegotiation Offer1 Offer2 TQMfunction TQMbudgets MKTGPrimarySeg MKTGPrintMedia MKTGDirectMail MKTGWebMedia MKTGEmail MKTGTradeShows MKTGSalesPriorities MKTGOutsideSales MKTGInsideSales MKTGDistributors MKTGReports FeesAndNewCapital
Mktg_F!G4 Production_F!C6 Production_F!C16 Production_F!C18 Finance!C11
TQM!D5
NA 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0 0 CCE6sigma UNEPGreenGEMISustain 0 0 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 UNEPGreenGEMISustain 0 0 0 0 0 0 0 0 0 1
cisions are retrieved from the website. s puts the student's decisions into DecisionsOutgoing th "teammate" decisions. Therefore, at Save we must restore "teammate" Decisions. e constructed at Design Time. as are decisions being made by the student, taken from DecisionsOutgoing. are decisions by Tutorial "teammates" created by the designer. Some are constants. Some are formulas. e copied to DecisionsIncoming, then posted into the worksheets. Much like an UndoToLastSave. Then Saved. tion to continue working on this round or advance.
RandD!C5 RandD!D5 RandD!E5 RandD!F5 Mktg!C5 Mktg!D5 Mktg!E5 Mktg!G5 Production!D6 Production!D16 Production!D18 Finance!C13
RandD!C6 RandD!D6 RandD!E6 RandD!F6 Mktg!C6 Mktg!D6 Mktg!E6 Mktg!G6 Production!E6 Production!E16 Production!E18 Finance!C14 Labor!J7
RandD!C7 RandD!D7 RandD!E7 RandD!F7 Mktg!C7 Mktg!D7 Mktg!E7 Mktg!G7 Production!F6 Production!F16 Production!F18 Finance!C18 Labor!J8
RandD!C8 RandD!D8 RandD!E8 RandD!F8 Mktg!C8 Mktg!D8 Mktg!E8 Mktg!G8 Production!G6 Production!G16 Production!G18 Finance!J17 Labor!J9
TQM!D6
TQM!D7
TQM!D8
TQM!D9
ARRange
APRange
NewAR MktgAR
ProdAP NewAP MktgAP
Mktg_F!G5 Production_F!D6 Production_F!D16 Production_F!D18 Finance!C13
Mktg_F!G6 Production_F!E6 Production_F!E16 Production_F!E18 Finance!C14
Mktg_F!G7 Production_F!F6 Production_F!F16 Production_F!F18 Finance!C18
Mktg_F!G8 Production_F!G6 Production_F!G16 Production_F!G18 Finance!J17
TQM!D6
TQM!D7
TQM!D8
TQM!D9
ARRange NewAR Mktg_FAR
APRange Prod_FAP NewAP Mktg_FAP
ve. Then Saved.
RandD!C9 RandD!D9 RandD!E9 RandD!F9 Mktg!C9 Mktg!D9 Mktg!E9 Mktg!G9 Production!H6 Production!H16 Production!H18 Finance!J18 NewComplement
RandD!C10 RandD!D10 RandD!E10 RandD!F10 Mktg!C10 Mktg!D10 Mktg!E10 Mktg!G10 Production!I6 Production!I16 Production!I18 ARRange NewRecruitSpend
RandD!C11 RandD!D11 RandD!E11 RandD!F11 Mktg!C11 Mktg!D11 Mktg!E11 Mktg!G11 Production!J6 Production!J16 Production!J18 APRange NewTrainHours
TQM!D13
TQM!D14
TQM!D15
TQM!D10
Finance!J18 NewComplement_F
AR_FRange NewRecruitSpend_F
AP_FRange NewTrainHours_F
TQM!D13
TQM!D14
TQM!D15
TQM!D10
TQM!D16
TQM!D16
TranslatedEntry ChngDate Be sure to log in at https://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 Official Decisions' 8/3/2009 replaces all the decisions in your workbook with your teams current Official Decisions. All of your work since that point will be lost. Undo to Official Decisions Cancel 'Undo to Draft' replaces all the decisions in your workbook with your most recent save to Draft. All of your work since that point will be lost. Undo to Last Saved Draft Website not found! 8/3/2009 8/3/2009
ChngDate
ChngDate
5/14/2010
5/14/2010 5/14/2010
8/3/2009
5/14/2010
A test query to the Capsim website failed! Possible causes include: 1. No connection to the Internet (most likely cause) 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 Draft Undo to Official Decisions 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 Balance Sheet && Cash Flow Income Statement Print Courier 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 https://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 https://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 #VALUE!
less than one Your exam has not yet started therefore you can not begin making decisions. You can, however, still print out your industry reports. Other options have been disabled. Thrift Core Nano Elite Low High Low Tech High Tech Official decisions have been uploaded since you started your current Draft. Do you want to load your Draft anyway? Draft may be out of date! You have not set saved information to your Draft to be retrieved! Draft Unavailable 'Undo to Start of Round' replaces all the decisions in your workbook with the decisions available when you started the current round. All of your work since that point will be lost. Undo to Start of Round Save Draft Update Official Decisions Save to a file Rehearsal 0 8/3/2009 8/3/2009 5/14/2010 5/14/2010
The Rehearsal tutorial is now completed online, your web browser should open shortly and take you to the Rehearsal tutorial. Redirecting to Rehearsal Reports Courier FastTrack Inquirer Annual Reports Industry Conditions Report CompXMLite Menu:
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? Save to Official Decisions 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 In both Practice Rounds and in Competition Rounds your company competes in an industry with the benefit of your decisions. This Excel spreadsheet can automatically communicate with the website or let you work offline on a set of decisions you have downloaded to a file.
Connect to the Capsim website 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. I want to run the Rehearsal If a firewall prevents you from using the "Connect to the Capsim website" 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 saved on this computer Save to Draft
Welcome!
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If you continue to see this message 1/22/2009 you need to enable content from Capsim Management Simulations, Inc. Office/Excel 2007 Users: 1. Locate the "Security Warning" above the formula bar. 2. Click on the "Options" button. When the Security window opens select "Enable this content." 3. After logging in remember to click the Add-Ins tab to see the simulation menus. 1/22/2009 5/14/2010
5/14/2010
Office/Excel 2008 Users: 9/11/2009 We apologize but Microsoft has removed the ability to run 3rd party content from Excel 2008 for Mac. Please use the Web Spreadsheet version, available from website's Downloads area. Other Office/Excel versions: 1/22/2009 1. Exit Excel. 2. Open this workbook again. Excel will display a warning message that says the workbook contains macros. 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.
5/14/2010
5/14/2010
Thank you, and good luck in the simulation! Back Next Close DONE Language Portuguese Page OK Cancel About the simulation
Copyright 1986-2011 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. Sorry, but your User Name and Password were not recognized by the web site. Please try again. User Validation Failed Draft Selection Err:502 Start new Draft based on updated Official Decisions Your Draft last saved Continue Draft Decisions Official Decisions updated @ by Your Draft may be out of date because Official Decisions were updated after you began your Draft.
As you work through your companys decisions you can save them either as Official Decisions or as a Draft. The simulation will use your Official Decisions when the round's results are calculated. You can update Official Decisions as often as needed prior to the round deadline. Draft decisions allow you to perform what ifs in a personal workspace separate from your companys Official Decisions. Draft decisions are not recorded in the Audit Trail. Periodically in your decision process, and when you have completed or are ready to share your decisions, be sure to use File > Update Official Decisions. All Official Decisions are recorded in the Audit Trail. Draft out of date Choose Draft or Official No Official Decisions Start of Round
As you work through your company's decisions you can save them either as Rehearsal Decisions or as a Draft. The simulation will use your Rehearsal Decisions when the round's results are calculated. You can update Rehearsal Decisions as often as needed. Draft Decisions become more important when the competition begins. Draft decisions will allow you to perform what ifs in a personal workspace separate from your companys Rehearsal Decisions. Periodically and when you have completed your decisions be sure to use File > Update Rehearsal Decisions.
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Capstone Rehearsal
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Rehearsal Simulation Round 1
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RSIMC2_1
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RSIMC9_1 Uncoached Rehearsal:
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RSIMU1_1 RSIMU2_1 RSIMU3_1 RSIMU4_1 RSIMU5_1 RSIMU6_1 RSIMU7_1 RSIMU8_1 RSIMU9_1 RSIMU Foundation Rehearsal
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Start Foundation Rehearsal Simulation, Round 1
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Tour FastTrack
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Start Round 8
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FORMTEST
The slide that appears when the workbook opens.
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Comp-XM Begins Here
Comp1_1
The slide that appears when Comp-XM opens workbook opens. Logo
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Header
Greetings! Which Tutorial?
Office 2007 Users, Please Note: To see the Capstone/Foundation/Comp-XM menu selections, click Text the Add-Ins tab above. If you do not see the JumpBackNo Add-Ins tab, please resize the spreadsheet by double clicking the blue bar at the top of the window. 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. To begin, review last year's results (which are this year's starting conditions) from the Courier menu. To access the R&D, Marketing, Production and Finance areas, select the Decisions menu. As you finalize your decisions, guage your projected results for the upcoming year from the Proformas menu. Best of luck! (You can choose the Office Assistant for the coach from the CAPSTONE MENU.) Please select a category.
JumpNextYesOK
R&D Department
Welcome to the R&D department. 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. 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. 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
MPROD_1
Production Department
Production Department
MFIN_1
Finance Department
Welcome to the Finance department. 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! Welcome to the Human Resources deparment. 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 MFIN_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. 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. MTQM_1 Welcome to the Advanced Marketing Module. 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
Total Quality Management
MTQM_1
Advanced Marketing Module
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.
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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. In general, planning begins in R&D, then proceeds through Marketing, Production, and Finance. 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.
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HRD_2
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 smaller and more powerful. HRD_2 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. 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
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#VALUE! HRD_5
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#VALUE!
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. The "Age at Revision" tells you what the new perceived age will be on the day the project completes. HRD_6 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. The "Age at Revision" tells you what the new perceived age will be on the day the project completes.
HRD_9
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). HRD_7 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. You can see this in the Material Cost chart. Try increasing and decreasing the MTBF specifications for your products. HRD_7 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:
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HRD_9
Getting To Know the R&D Department Getting To Know the R&D Department
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. 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_9 Management can expand the company by inventing new products. In total, your company can manufacture up to 8 products.
HRD_12a
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Let's invent a new product. 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_13a
Let's invent a new product. 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
Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department
This brings us to the last, and most strategic concerns in R&D -- scope and focus.
HRD_13a
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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.
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HRD_13b
HRD_14
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. The "Age at Revision" tells you what the new perceived age will be on the day the project completes. HRD_13 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. 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
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#VALUE! HRD_15 That's two of the things customer's care about in the design, Positioning and Age. Reliability is the third. It is driven by MTBF, or Mean Time Before Failure.
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HRD_18
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. 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: 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:
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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. 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_21
Let's invent a new product.
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This brings us to the last, and most strategic concerns in R&D -- scope and focus. This completes the R&D tutorial. 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.
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Income Statements, sometimes referred to as Profit & Loss or P&L Statements, provide a record Understanding of earnings (or losses) by comparing sales Financial revenues vs. expenses over a specific period of Statementstime - in this case, annually. Earnings (or profits) Income Statement are a fundamental success indicator. Investors use Income Statements as part of their assessment of a firms value. Creditors use Understanding Income Statements as part of the determination on Financial a firms credit worthiness. Managers use the StatementsIncome Statement to try and improve the bottom Income Statement 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 Understanding Financial Analysis -- page 3 of Last Year's Reports Financial -- provides a comparison between your firm and Statementscompeting teams, via the Income Statement Income Statement Survey. UFIN_2
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Understanding Financial StatementsIncome Statement
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_5
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. A Understanding general minimum benchmark for success is a 30% Financial Contribution Margin. The Round Analysis and StatementsAnalyst Report on the website provide coaching Income Statement and troubleshooting suggestions. UFIN_4 Inventory Carry costs are driven by the number of units in the warehouse X 12% of their production Understanding costs (material & labor). If you have $0 Inventory Financial Carry costs, you stocked out of the product and Statementsmissed sales. If you have excessive inventory, Income Statement your carry costs will be high; a drain on resources. UFIN_5 Sound sales forecasts matched to reasonable production schedules will result in a modest Inventory Carry cost for each product line Understanding meaning no stock outs or excessive production. Financial The Round Analysis (Inventory) and Analyst StatementsReport (Forecasting) on the website provide Income Statement coaching and troubleshooting suggestions. Understanding Financial StatementsIncome Statement
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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. UFIN_7
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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 firms tax liability by reducing net profits, and provides a truer picture of a companys value. Older plants are generally worth less than brand new plants. Depreciation is Understanding reflected as a gain on the Cash Flow statement, Financial but is expensed on the Income Statement -- even Statementsthough you never actually write a check for it -- in Income Statement order to reconcile. UFIN_8
UFIN_10
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 Understanding your R&D and Marketing expenses. Higher Financial percentages mean you should review your tactics, Statementsas you are either spending too much, too little, or Income Statement not targeting your spending wisely. 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. Proper debt management is Statementsdiscussed in detail in the Analyst Report on the Income Statement website (Financial Structure). UFIN_10 Understanding Financial StatementsIncome 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 by net profits. UFIN_11 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. 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.
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Understanding Financial Statements- Cash Flow Statement Understanding Financial Statements- Cash Flow Statement
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Understanding Financial Statements- Cash Flow Statement
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. The Analyst Report (Wealth Creation) on the website provides additional details on the link between depreciation and Free Cash Flow analysis. UFIN_14
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Understanding Financial Statements- Cash Flow Statement Understanding Financial Statements- Cash Flow Statement Understanding Financial Statements- Cash Flow Statement
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.
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UFIN_17
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 cause of Emergency Loans. UFIN_16 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
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Understanding Financial Statements- Cash Flow Statement
UFIN_20
Understanding Financial StatementsBalance Sheet Understanding Financial StatementsBalance Sheet
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Assets are the company, or what is owned. Assets always equal Liabilities plus Owners Equity. UFIN_20 Liabilities & Owners Equity represent by whom - in terms of ownership of the assets. Creditors have claim to the Accounts Payable (suppliers), Current (short term) Debt (bankers), and Long Term debt (bond-holders). Stockholders have claim to the common stock. And Management has claim on Retained Earnings, as that represents the value of reinvestments into the firm (as opposed to dividend payouts). UFIN_21
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Understanding Financial StatementsBalance Sheet Understanding Financial StatementsBalance Sheet
UFIN_23
This completes the "Understanding Financial Statements" tutorial.
UFIN_22
How To Use the HR Module
Welcome to the HR Module tutorial. This module only applies if turned on by your professor.
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HHR_2
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. 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
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Workforce Complement appears at the bottom of the table. Labor costs are driven in part by overtime and second shift work. As an experiment, try reducing your complement to drive up overtime. Watch the effect on labor cost per unit.
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Similarly, if you change the production schedule, your needed complement will change. 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. It never makes sense to have more workers than you need. HHR_5
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As a rule of thumb, avoid overtime and overstaffing. However, second shift is usually desirable, especially at high automation levels. 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
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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. "$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. 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. Training produces a higher productivity index and lower turnover rate. Each training hour costs $20 per worker in additional training costs. HHR_9
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Although it may take several years to see a significant impact from recruiting and training, the effect is cumulative. 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 with it your need to spend money on recruiting. HHR_10 Your biggest payoff from recruiting and training derives from improved productivity. 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
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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.
To summarize, when the HR module is switched on: This completes the How To Use the HR Module. tutorial.
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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: Four points to remember before you make your decisions:
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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.
Point 1. Negotiation Ceiling is calculated for you. It is always at 10% more than your Starting Position (which is the decision you entered). Go ahead and type in a starting wage position of $22. What is the Ceiling? HLAB_6 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
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Good job! See this isn't so hard.
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How To Use the Labor Negotiation Module.
Point 2 - Maximum length of a strike is 12 weeks. 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. Point 4 - The other departments are not part of the union. Only production workers. HLAB_7
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What will happen during the Negotiation period? STEP 1: What will Labor be demanding? Labor develops a set of demands based upon its knowledge of all the opening offers. HLAB_8
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STEP 2: It's now time to Negotiate.
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How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module.
OR What will cause a strike? Strikes last 1 week for every:
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How To Use the Labor Negotiation Module. Getting To Know the Marketing Department
My last bit of advice. Remember to analyze the Human Resource Summary on the Capstone Courier prior to making decisions. Good Luck!
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Welcome to the Marketing department. 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. 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. Fortunately, the worksheet makes it easy to test the trade-off between demand and profit. HMKTG_1 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. 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. Fortunately, the worksheet makes it easy to test the trade-off between demand and profit. HMKTG_1
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Getting To Know the Marketing Department
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Let's try a few prices for Adam.
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Let's try a few prices for Able.
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Outside the expected price range demand falls quickly to zero.
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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
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.
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#VALUE! 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 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
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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. 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 Adam'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. You can see the impact upon Able'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.
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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. For our purposes in this tour, enter a Promotion Budget between $1,000 (000) and $2,000 (000). HMKTG_10
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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. The Sales Budget addresses two issues: HMKTG_11
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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. 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
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In some ways Accessibility works like Awareness. HMKTG_13
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Let's see the impact upon Adam's demand. Starting at $0, try increasing Sales Budget in steps of $500 (000). Watch the Computer Prediction as you increase the budget. When finished, set a Sales Budget between $900 (000) and $2,000 (000). HMKTG_14 Let's see the impact upon Able's demand. Starting at $0, try increasing Sales Budget in steps of $500 (000). Watch the Computer Prediction as you increase the budget. When finished, set a Sales Budget between $900 (000) and $2,000 (000). HMKTG_14 We have been using the Computer Prediction as a benchmarking tool, and that is appropriate. 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. HMKTG_15
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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. Always override the Computer Prediction with one of your own. (For more about developing forecasts, see the Manager Guide on your Help menu.) HMKTG_16 Try it now. Starting at 100, increase the forecast for Adam'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. When finished, pick an appropriate forecast for Adam. You can enter a forecast for your other products as well.
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Try it now. Starting at 100, increase the forecast for Able'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. When finished, pick an appropriate forecast for Able. You can enter a forecast for your other products as well. HMKTG_17
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Your Accounts Receivable and Accounts Payables policy also appear on the Marketing department even though these are Finance decisions. HMKTG_18 Note the computer's prediction for one of your products then try changing your Accounts Receivable Lag on the Finance Decision screen. 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. Similarly, try modifying your Payables terms on the Finance Decision screen. 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
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Getting To Know the Marketing Department Getting To Know the Marketing Department
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Getting To Know the Finance Department Getting To Know the Finance Department Getting To Know the Finance Department
Welcome to the Finance department.
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Now that you've gotten the chance to spend money in the other areas, it's time to pay the piper! This department is the place you go to fund the activities of the company. HFIN_1 Funding investments requires capital. To raise the necessary funds, you can choose from three sources:
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Getting To Know the Finance Department
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. 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. 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
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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 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. 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 stock is 1.5%. HFIN_6 Long-term investments such as plant and equipment are generally funded through bonds, although some stock may be issued too. 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. 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 your decisions. HFIN_8 A simple rule to remember is black is good, red is bad. Let's look at your ending cash as of now.
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Getting To Know the Finance Department Getting To Know the Finance Department Getting To Know the Finance Department Getting To Know the Finance Department
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#VALUE! 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! 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
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How To Use the Advanced Marketing Module
Welcome to the How To Use the Advanced Marketing Module tutorial.
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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.
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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 Marketing Module. people/distributors you wish to hire. HAMK_2 The Promo budget allows you to decide where your marketing dollars will be spent. 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: 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 A rating of Good means that the ad will Marketing Module. reach most of the customers. 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.
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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. How To Use the Advanced Oops! Sorry, Print Media and Web Media is not Marketing Module. the correct answer. Please try again.
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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?
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How To Use the Advanced Oops! Sorry, $300 thousand isn't the correct Marketing Module. answer. Try again! How To Use the Advanced Marketing Module. Correct! You've been paying attention! How To Use the Advanced Oops! Sorry, $700 thousand isn't the correct Marketing Module. answer. Try again! How To Use the The Sales Budget allows you to decide how to Advanced allocate resources among your sales force and Marketing Module. distributors.
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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. It's going to be a spectacular product that you know customers are How To Use the going to love. 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:
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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.
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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. 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! How To Use the TQM Module 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.
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There are eight initiatives.
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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. 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? HTQM_5 Correct! Don't let people think you are just a pretty face. HTQM_6 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. HTQM_6 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. HTQM_6
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How To Use the TQM Module. How To Use the TQM Module. How To Use the TQM Module.
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Diminishing returns also occur after spending $5 million on an initiative over several years. 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. HTQM_7 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. HTQM_8 The Cumulative Impact Table provides a range of the percent benefit you will receive from your investment. To demonstrate, enter $500 thousand in Benchmarking. Then enter $1 million and finally, $2 million. Notice how the percent return diminishes above $2 million. HTQM_9 This wraps up the tutorial on the TQM module. Good luck and have fun with the simulation! HTQM_10
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How To Use the TQM Module. How To Use the TQM Module. Getting To Know the Production Department
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Welcome to the Production department. In Production you are concerned with three issues.
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Getting To Know the Production Department
In Production:
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The Schedule block examines your inventories. You want to produce enough inventory to meet your best-case scenario for demand. Consider Adam.
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As a generalization, you forecast for your worst case, but you produce for your best case. You face two risks: The Margins block examines your contribution towards profit. 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.
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You have two shifts. Your labor costs are 50% higher on second shift than on first. HPROD_5
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Labor costs per unit are averaged across both shifts. They are driven by:
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Material costs per unit are driven by:
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The Physical Plant block examines your current facilities (the yellow cells) and next year's facilities (the green cells). HPROD_8
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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 900 units of Adam on first shift, and another 900 on second shift. HPROD_9
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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. The trade-offs: HPROD_10
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Getting To Know the Production Department Getting To Know the Production Department Getting To Know the Production Department
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. 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 the HR department. This completes the Production department tour. We will now return to the Rehearsal Simulation.
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How to distribute your team's workload
Welcome to the How to distribute your team's workload tutorial.
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Organizing your team is one of the critical steps to overall success with the simulation. Clearly defined organization aids in making efficient, effective tactical maneuvers that support the business strategy. WKLD_1
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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
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How to distribute your team's workload How to distribute your team's workload
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Finally, you may want teammates with a variety of backgrounds because the more diverse the skills, the richer the simulation experience. WKLD_5 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. WKLD_6 The first in the list is the Product Manager. 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.
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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. WKLD_8 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.
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How to distribute your team's workload How to distribute your team's workload How to distribute your team's workload
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. WKLD_10 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. WKLD_11 REMEMBER: it is essential to organize, but don't dwell on how you're organized.
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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.
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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. Each row in the database is a slide in the tutorial. Glide your cursor over the column names to see comments about each of the attributes in the slide. TDB_1
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Let's demonstrate your options. (You might want to look at this slide in TDB_3.) In this slide, note that we are inserting white space between sentences using an HTML break tag (The tag, , 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", right bracket. " " is ignored. TDB_2 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. 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. 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. Try it. Enter a value outside the range. TDB_3 You entered $0.00 a value below the Range $8.00 to $15.00. 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. Notice we used your price and the range in the statement above. How? TDB_4
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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. 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." 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. 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. I want to you add some text to this slide, slide TDB_7, without leaving the tutorial. 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. TDB_5
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Cool, yes? By implication, you can design your tutorial on the fly. 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. 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
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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. You may be familiar with "frames", an Excel feature that splits the display horizontally or vertically. 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 designed for the next slide. Click Next. TDB_7
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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. 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 options as radio buttons. TDB_9 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. TDB_11 TDB_11 TDB_11
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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
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The office assistant only allows up to five "Option" entries, whether they are bullets, numbers, or buttons. TDB_13
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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. 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. This wrap-up slide uses one new button set, BackClose. You will find other button sets in the comment attached to msoButtonSet.
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A quick tour of the Capstone.xls workbook Welcome to the Using Capstone.xls tutorial.
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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
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After the tutorial, you will want to browse the top A quick tour of the menu bar to see what the sub-menus offer. For Capstone.xls now, let me tell you where the most used items workbook are:
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A quick tour of the If you put your cursor on the each icon, you will get Capstone.xls an information box stating where this icon will bring workbook you to. OFFL_6 A quick tour of the Capstone.xls workbook Which icon will get you to the R&D department? A quick tour of the Correct! You could have gotten to this area by Capstone.xls clicking on Strategy and R&D from the top menu. workbook But the icons are a lot easier.
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Wrong! This would have brought you to the Marketing department. The first icon would have A quick tour of the taken you to the R&D department. You could have Capstone.xls also clicked on Strategy and R&D from the top workbook menu. But the icons are a lot easier. OFFL_8
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Wrong! This would have brought you to the Production department. The first icon would have A quick tour of the taken you to the R&D department. You could have Capstone.xls also clicked on Strategy and R&D from the top workbook menu. But the icons are a lot easier. OFFL_8a Make sure you are in the R&D page. Notice the A quick tour of the green cells. These cells are the only areas where Capstone.xls you can input your decisions. You will just type in workbook your decision and click the enter key. A quick tour of the By entering your decisions, the yellow cells and Capstone.xls the graphs will change, to provide you with input workbook on how your decisions will effect the company.
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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 make a typo or enter an unacceptable value. OFFL_12 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 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.
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Now that you have had a quick overview on using A quick tour of the Capstone.xls, you may want to go through the Capstone.xls Worksheet tutorials to give you a better idea of workbook how to manage each department of your company. OFFL_15 A quick tour of the Capstone.xls workbook Best of luck and remember to have fun.
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A quick tour of the Capstone.xls Welcome to the A quick tour of the Capstone.xls workbook workbook tutorial. A quick tour of the Capstone.xls workbook
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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
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A quick tour of the Welcome to the A quick tour of the Capstone Capstone.xls Courier tutorial. Here are a few example slides to workbook get you started designing the Tutorial. TLIST_5 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
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A quick tour of the Foundation The Foundation workbook is your decision support Workbook package. You use it to: TLIST_1 A quick tour of the You navigate the workbook with the Foundation FOUNDATION MENU at the top of display, or with Workbook the Toolbar shortcuts at the right of the display. MXLS_F1
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A quick tour of the We will be focusing on the decision worksheets in Foundation this tutorial, but here are a few words about the Workbook other options: MXLS_F2 A quick tour of the Foundation Usually you begin with the Strategy menu. Click Workbook Strategy and select R&D.
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A quick tour of the Foundation All decision worksheets have a few things in Workbook common:
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R&D decisions drive product design. You update A quick tour of the old products and invent new ones. Foundation Usually you begin your decision making Workbook in R&D. Major issues include:
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A quick tour of the Typically you make R&D decisions and then move Foundation on to Marketing. Select Marketing from the Workbook Strategy menu or the toolbar. MXLS_F6
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A quick tour of the Foundation Marketing decisions revolve around "the 4 Ps of Workbook Marketing".
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Perhaps the most important decisions you make on the Marketing worksheet are under "Your Sales Forecast". The computer works up a "Computer Prediction", 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. 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.
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A quick tour of the Foundation On the Production worksheet you make three Workbook types of decisions.
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In the center of the page, the worksheet analyzes your margins. There are two shifts. First shift workers can also work overtime. Given your A quick tour of the workforce and production schedule, the worksheet Foundation calculates your labor costs, material costs, and Workbook contribution margin. MXLS_F11
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Each product requires its own plant and A quick tour of the equipment, and that can cost millions. Let's move Foundation on to Finance. Select Finance from the Strategy Workbook Menu or the toolbar. Take a look at your cash position (lower left). It shows yesterday's position of $2,050, and it projects your cash position for the end of this A quick tour of the year. All previous worksheets drive your Foundation projected cash position. If it is negative, you are Workbook projecting bankruptcy. Bankruptcy is typically rooted in two issues. 1. A bad forecast, resulting in excess inventory. 2. Buying plant, but A quick tour of the neglecting to fund it. You avoid Foundation bankruptcy by adjusting earlier decisions and Workbook raising the money you need. Plant and equipment should be funded with stock A quick tour of the issues and bond issues. Inventory Foundation expansions should be funded with current debt Workbook and working capital.
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In the happy event that you have excess cash, you can retire stock, pay dividends, or retire A quick tour of the bonds. You can see the effect of your Foundation finance decisions on the Proformas. In the menu Workbook or toolbar, select the Proforma Balance Sheet. MXLS_F16
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The Proforma Balance Sheet projects your end-ofyear positions given the decisions and assumptions from all of your worksheets. 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. 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.
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Strictly speaking, your Proforma Income Statement is organized in the "contribution format". It breaks costs down into two categories -- variable costs A quick tour of the and period costs. It also breaks costs down by Foundation product so that you can see which products make Workbook or lose money. MXLS_F19 Profits or losses are just one of the things that A quick tour of the affect our cash account. Let's have a look at the Foundation cash flow. Select the Proforma Cash Flow Workbook Statement from the menu or toolbar. The Cash Flow Statement summarizes what happens in the Cash account. Black numbers A quick tour of the mean that money is flowing into cash from that Foundation source. Red numbers mean that cash is flowing Workbook out.
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Different stakeholders have different expectations and concerns about the company. They monitor A quick tour of the your performance with ratios and Foundation statistics. Select "Financial Ratios" from Workbook the menu or toolbar. MXLS_F22 Your professor may use some of these ratios to measure your performance. The simulation pays special attention to: Return On Sales (ROS) Asset Turnover Return On Assets A quick tour of the (ROA) Return On Equity Foundation (ROE) Cumulative Profits Market Workbook Share Stock Price Market Capitalization
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A quick tour of the This completes the tour of the entry sheets. If you Foundation are new to the workbook, we recommend two Workbook other tours: MXLS_F24
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Rehearsal Simulation Office Assistant
Office 2007 Users, Please Note: To see the Capstone/Foundation/Comp-XM menu selections, click the Add-Ins tab above. If you do not see the Add-Ins tab, please resize the spreadsheet by double clicking the blue bar at the top of the window. Welcome to the Capstone Rehearsal Simulation! I am your tour guide and I'll be giving you tours of each department you will head. 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. 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. 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. 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. (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 will use a plain textbox. RSIMC1_1 The Office Assistant is now enabled. You can select features for the office assistant, including other characters, by right-clicking the character icon.
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Welcome to the R&D department! 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. 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 companys 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
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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: (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
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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. RSIMC1_5
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#VALUE! RSIMC1_6 Oops. We really need a Performance of 9.8. Please click Back and try again. RSIMC1_7
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#VALUE! RSIMC1_7 Oops. We really need a Size of 10.2. Please click Back and try again. RSIMC1_9
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Good, now notice that there are now two Adams 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. 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
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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. 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
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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
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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. 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 more). RSIMC1_16
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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. 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_19
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Make an adjustment to Adam's MTBF if you like. Remember, the range is between 20,000-25,000 hours. Management can expand the company by inventing new products. In total, your company can manufacture up to 8 products.
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Let's invent a new product. We will create it in the first green row, just below Agape. Give the product a name (currently NA) 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 NA a Performance between 10.0 and 11.0. RSIMC1_22 Oops. We really need a Performance between 10.0 and 11.0. Please click Back and try again. RSIMC1_23 Next, NA 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 NA 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_25 RSIMC1_25 RSIMC1_27
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By adding a new product your company is showing signs of expansion. Therefore, consider the R&D cost as an investment. 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
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Give Aft a Performance between 9.5 and 9.8.
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Oops. We really need a Performance between 9.5 and 9.8. Please click Back and try again. RSIMC1_30
Next, give Aft a Size between 15.0 and 15.4.
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Oops. We really need a Size between 15.0 and 15.4. Please click Back and try again.
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Give Aft an MTBF specification of something between 25,500 and 27,000.
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Oops. We really need a MTBF between 25,500 and 27,000. Please click Back and try again.
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Notice the revision dates and the R&D costs. This information is important when you begin running the company. 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 NA. 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
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Welcome to Round 2 of the Rehearsal Simulation. Objectives. During Round 2 your responsibilities have increased. You now manage Adam, Aft, and NA in R&D and you will market them in the Marketing department. Your 'ghost teammates' are making decisions for Production and Finance. Take a moment to examine the results of round 1 and then proceed to tour the Marketing department.
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Great! You're almost done with round 2. Try making some decisions in R&D and Marketing. Below are some recommendations:
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In Marketing, consider creating higher awareness and easier accessibility for Adam, Aft, and NA by increasing the promotion and sales budget. RSIMC2_2
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Next, give your 3 products a new price.
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Lastly, develop a forecast for your 3 products. (For details about developing forecasts, see the Manager Guide on your Help menu.)
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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
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Let's look at the results for Round -1. In the menu click Courier and select 1. Front Page. Then click Next. RSIMC0_1
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To scroll up and down the page, please use the scroll bar. 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. 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 $31.84, your stock price fell by $0.00. Your credit rating is B. RSIMC2_102
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Stock price is driven by:
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The bond market summary lists your outstanding bonds and your credit rating. 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 Statements. RSIMC2_105
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:
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In the menu click Courier and Production Analysis. RSIMC2_108
The Production Analysis looks at the companies through the eyes of the production manager. In the menu click Courier and 5. Traditional Segment.
The market segment analysis tells you what customers want, who satisfied them best, and what to expect early next round.
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Pay special attention to the December Customer Survey. This survey is run every month, and its results drive demand. 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. To estimate your demand in December, add up the scores. Your demand in December is your score divided by the sum of the scores. RSIMC2_112 In the menu click Courier and 6. Low End Segment. RSIMC2_113 The Low End Segment page is similar to the Traditional page, but focuses upon Low End customers. In the menu click Courier and 7. High End. RSIMC2_114 When you have finished looking over this page, in the menu click Courier and 8. Performance Segment. RSIMC2_115 When you have finished looking over this page, in the menu click Courier and 9. Size Segment. RSIMC2_116 When you have finished looking over this page, in the menu click Courier and 10. Market Share. RSIMC2_117
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The Market Share page breaks sales down by segment and product. The charts at the top of the page merit special attention. If the bars in the Industry Unit Sales vs. Demand are not of identical height, the entire segment stocked out, suggesting possible capacity shortages. The segment shares can tell you at a glance where a competitor is focusing their resources. In the menu click Courier and Perceptual Map. RSIMC2_115 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. 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. In the menu click Courier and Annual Report Page 1.
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The Annual Report focuses upon your company. Page 1 offers the Balance Sheet and Cash Flow Statement in detail. In the menu click Courier 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. This completes the Capstone Courier overview. To make decisions, in the menu click Decisions and select a functional area. Click Next for the Rehearsal Simulation Round 0 Objectives.
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Welcome to Round 3 of the Rehearsal Simulation. Your responsibilities have increased in round 3. You will continue to manage Adam, Aft, and NA in R&D, Marketing, and Production. Your ghost teammates are making decisions for Finance. Take a moment to examine the results of round 2 and then proceed to tour the Production department.
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Let's go to R&D and make some decisions. Below are some recommendations: HPROD_14
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In Marketing, modify prices and increase your marketing budgets for Adam, Aft, and NA. Next, develop a sales forecast for those 3 products. Below are some notes to consider.
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In Production, enter in a production schedule for Adam, Aft, and NA. 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 schedule. Additionally: RSIMC3_3 Now take a moment to examine your decisions. When done, save and advance to Round 4. Good luck! RSIMC3_4
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Welcome to Round 4 of the Rehearsal Simulation. Your responsibilities have increased. Continue managing Adam, Aft, and NA in R&D, Marketing, Production, and Finance. Take a moment to examine the results of round 3 and then proceed to tour the Finance department.
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This round you have complete freedom to manage Adam, Aft, and NA. Make some decisions in R&D, Marketing, Production, and Finance. 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. Good luck! RSIMC4_2
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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. You are responsible for all company decisions. Good luck!") Welcome to uncoached Round 7 of the Rehearsal Simulation. You are responsible for all company decisions. Good luck!") Welcome to uncoached Round 8 of the Rehearsal Simulation. You are responsible for all company decisions. Good luck!")
Congratulations! This completes the Rehearsal Simulation The last round reports are Rehearsal Finished available for your inspection.
Welcome to Rehearsal Round 1 Welcome to Rehearsal Round 2 Welcome to Rehearsal Round 3 Welcome to Rehearsal Round 4 Welcome to Rehearsal Round 5 Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Finished Good Luck!
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. Or the a basic and ghost teammatesprofessor has As tour guide and graduate your making any uncoached decisions. If youthe rehearsal with the you can choose to continue the rehearsal without given you the option to play go it alone, without the tour,guide and make all decisions yourself. Or you will be responsible for all decisions guided tourtraining graduate your professor has in the a basic and ghost teammates making any As tour every department of the company.alone,can the You uncoached decisions. If youthe rehearsal with you can choose to continue the rehearsal without given you theyour decisions playitout yourwithout option to play go practice how willghost teammates making any in the tour,guide and make all decisions yourself. Or guided tour and be responsible for all decisions the tour you company's strategy. the company.alone,can your every department of Note however,You without uncoached decisions. If youthe rehearsal with the you can choose to rehearsal mayitnot be as sharp continue go competitors will be responsible out your practice howin the decisions playfor all decisions in your the a basic training graduate your professor has tour, guided tour your ghost teammates making any As those you as in and competition. company's strategy. the company.alone,can Note however, your every you the option to If youthe rehearsal without uncoached decisions. play go it You without given department of competitors in the decisions playfor all decisions in rehearsal may out your sharp practice guide and make all decisionsbe as the tour, how will be responsible not yourself. Or thethose you your as tour in your competition. company's strategy. the company. You can every department of Notethe rehearsal. If you you can choose to restart however, your competitors in the decisionstour, you your sharp practice how your rehearsal play out will as continue alone, without the may not be be as those in strategy. Note however, your company's your competition.in every department of responsible for all decisions competitors in the rehearsal may not your sharp the company. You can practice how be as as those in your competition. decisions play out your company's strategy. Note however, your competitors in the rehearsal may not be as sharp as those in your competition. Welcome to uncoached Round 6 of the Rehearsal Simulation. (You can restart your Rehearsalto uncoached Round File menu.") Welcome at any time from the 7 of the Rehearsal Simulation. (You can restart your Rehearsalto uncoached Round File menu.") Welcome at any time from the 8 of the Rehearsal Simulation. (You can restart your Rehearsal at anyThis completes themenu.") Congratulations! time from the File Rehearsal Simulation The last round reports are available for your inspection. Remember, you are responsible for making all decisions for your company this round.
RSIMU RSIMU RSIMU RSIMU
Office 2007 Users, Please Note: To see the Capstone/Foundation/Comp-XM menu selections, click the Add-Ins tab above. If you do not see the Add-Ins tab, please resize the spreadsheet by double clicking the blue bar at the top of the window. Welcome to the Foundation Rehearsal Simulation! I am your tour guide and I'll be giving you tours of each department you will head. 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. 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. 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. 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. (You can choose to whether use the Office Assistant for the Coach from the FOUNDATION MENU.) RSIMF1_1
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Welcome to the R&D department! 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. 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 companys 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 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. RSIMF1_2
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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. RSIMF1_3 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: (Feel free to examine pages 5-6 of the FastTrack found in the toolbar above, to view the customer buying criteria for each segment.) RSIMF1_4 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_5
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#VALUE! 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
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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. 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
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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 year unless planned. RSIMF1_11 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.
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#VALUE! RSIMF1_14
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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. 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
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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. You can see this in the Material Cost chart. Try increasing and decreasing the MTBF specifications for your products. RSIMF1_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:
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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. 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
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Lastly, management can invent new products. Here are instructions for new inventions:
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Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation
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 Acre) 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 Acre 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 Acre 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 Acre an MTBF specification of something between 20,000 and 23,000 Adding products increases your companys Oops. We really need a size R&D costs revenue streams. Therefore, between 20,000 and 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
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Notice both the revision date and the R&D cost. This information is important when you begin running the company. This brings us to the last, and most strategic concerns in R&D -scope and focus.
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This completes the R&D tour. You are free to rework Able and Adam. Remember to keep an eye on R&D costs, material costs, and revision dates when making changes. When done save your decisions and advance to the next round by clicking the File menu on the Foundation menubar. RSIMF1_30
Welcome to Round 2 of the Rehearsal Simulation. During Round 2 your responsibilities have increased. Continue managing Able and Acre in R&D and the Marketing function. Your 'ghost teammates' are making decisions for Production and Finance. Take a moment to examine the results of round 1 and then proceed to tour the Marketing department. RSIMF2_1
RSIMF2_100
Great! You're almost done with round 2. Make some decisions in R&D and Marketing. Below are some recommendations: HMKTG_21
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Now make some Marketing decisions. Below are some recommendations:
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Take a moment to examine your decisions and your Proforma worksheets. When done, save and advance to Round 3. Good luck! RSIMF2_3
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
To scroll up and down the page, please use the scroll bar. 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. In the menu, select FastTrack | 2. Stock and Bond Market RSIMF2_101 The Stocks & Bonds page summarizes activity in the stock market and compares your bond portfolio with competitors. At $31.84, your stock price fell by $0.00. Your credit rating is B. RSIMF2_102
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Stock price is driven by:
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The bond market summary lists your outstanding bonds and your credit rating. 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
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.
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The Production Analysis looks at the companies through the eyes of the production manager. In the menu click FastTrack and 5. Low Tech Segment.
The market segment analysis tells you what customers want, who satisfied them best, and what to expect early next round.
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Pay special attention to the December Customer Survey. This survey is run every month, and its results drive demand. 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. To estimate your demand in December, add up the scores. Your demand in December is your score divided by the sum of the scores. RSIMF2_112 In the menu click FastTrack and 6. High Tech Segment. RSIMF2_113 The High Tech Segment page is similar to the previous page, but focuses upon High Tech customers. In the menu click FastTrack and 7. Market Share.
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The Market Share page breaks sales down by segment and product. The charts at the top of the page merit special attention. If the bars in the Industry Unit Sales vs. Demand are not of identical height, the entire segment stocked out, suggesting possible capacity shortages. The segment shares can tell you at a glance where a competitor is focusing their resources. In the menu click FastTrack and Perceptual Map. RSIMF2_115 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. 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. 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. 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.
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This completes the Foundation FastTrack overview. To make decisions, in the menu click Decisions and select a functional area. Click Next for the Rehearsal Simulation Round 0 Objectives. RSIMF2_120
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Welcome to Round 3 of the Rehearsal Simulation. Your responsibilities have increased. Continue managing Able and Acre in R&D, Marketing, and Production. Your 'ghost teammates' are making decisions for Finance. Take a moment to examine the results of round 2 and then proceed to tour the Production department.
RSIMF2_100
Great! You're almost done with round 3. Make some decisions in R&D, Marketing, and Production. Below are some recommendations:
HPROD_14
Welcome to Round 4 of the Rehearsal Simulation. Your responsibilities have increased. You now manage all of the departments including Finance. Take a moment to examine the results of round 3 and then proceed to tour the Finance department.
RSIMF2_100
This round you have complete freedom to move around the spreadsheet. Make some decisions in R&D, Marketing, Production, and Finance. 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
Welcome to Round 6 of the Rehearsal Simulation. RSIMF6_1
Welcome to Round 7 of the Rehearsal Simulation. RSIMF7_1
Welcome to Round 8 of the Rehearsal Simulation, the last round. RSIMF8_1
Congratulations! This completes the Rehearsal Simulation 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. 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. 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. 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
Administration
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. 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 information about your Industry every round. Comp1_1
Comp1_3
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
Comp1_4
Thrift customers want proven products, are indifferent to technological sophistication and are price motivated: Price, $14.00-$26.00- 55% of decision; Reliability (MTBF), 14,000-20,000- 20% of decision; Positioning, performance 6.5 size 13.5- 15% of decision; Age, 3 years- 10% of decision. Thrift Comp1_3 Comp1_5
Core customers want proven products using current technology: Price, $20.00-$32.00- 46% of decision; Age, 2 years- 20% of decision; Reliability (MTBF), 16,000-22,000- 18% of decision; Positioning, performance 8.6 size 11.4- 16% of decision. Core Comp1_4 Comp1_6
Nano
Nano customers want cutting-edge technology that is smaller in size: Positioning, performance 10.5 size 7.5- 35% of decision; Price, $28.00-$40.00- 27% of decision; Age, 1 year- 20% of decision; Reliability (MTBF), 18,000-24,000- 18% of decision. Comp1_5
Comp1_7
Elite customers want high reliability and cutting edge performance: Age, 0 years- 34% of decision; Price, $30.00-$42.00- 24% of decision; Positioning, performance 12.5 size 9.5- 22% of decision; Reliability (MTBF), 20,000-26,000- 20% of decision. Elite Comp1_6 Comp1_8
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 entries. Comp1_8 Comp1_9
TQM
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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.
HR
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Board Queries
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Balanced Scorecards
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!
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Good Luck!
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CheckCell
Low
High
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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 Labors Demand falls between the companys 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 Prediction 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.
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39 HMKTG_7
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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
$300 thousand
Outside Sales
CPI, Vendor JIT,
Concurrent Engineering and Quality Function Deployment Effort
List other tutorials How much inventory do you want on hand for sale this year?
The decision cells are green. The yellow cells are protected calculations and references.
#VALUE!
If your worst case comes true, you will have lots of inventory. This could consume all of your cash, resulting in an emergency loan (also known as bankruptcy.)
The automation level. The higher the automation, the fewer the workers. Positioning on the Perceptual Map. In general, the higher the technology, the more expensive the materials needed to build the product.
TIP. Second shift production is not necessarily a bad thing, because you spread your fixed costs (depreciation and SG&A expenses) over two shifts instead of one.
At an automation rating of 1.0, it is easy to move a product across the Perceptual Map. At 10.0, it is difficult.
Add 100 units of capacity to Adam.
team size
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15 TDB_4Low
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$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
Note that the map presents the segment's and product's position at the end of this round, on December 31st.
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In Excel you must press Enter or Tab to complete typing a value in a cell.
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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.
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Tour the results for Round 1 in the Capstone Courier and Annual Report.
In R&D consider repositioning Adam, Aft, and NA. 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 NA 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 NA. 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 NA 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.
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
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
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.
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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.
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 demand. 2. 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 Computer Prediction, 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 segments 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 segments 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, Able's Production After Adj. for first shift capacity is 1,800. This the constraints that limit represents 1,800,000 units. production.
You have 80 units in the #VALUE! warehouse.
#VALUE!
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 Able 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 Adam'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 Years 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 results of your decisions ripple through the other worksheets.
The Coach offers a tutorial for all decision entry worksheets. To view the tutorial, select the entry sheet and click the Coach button.
The perceived age of the product's design. Low Tech wants a proven design. High Tech wants cutting edge designs.
The product's reliability. Low Tech will sacrifice reliability for low price. High Tech expects products to last.
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
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.
Performance - 22,000 to 27,000 hours
By modifying a product's MTBF it will cost you and it will extend the revision date.
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 $100,198,180 your sales are below 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 $3,184,421 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.
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.
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?
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 lost or gained as a Compares products across 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.
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.
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.
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 $100,198,180 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 $3,184,421 your profits are good. You 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 will be due in full when the their bond compares with bond matures. today's rates.
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.
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?
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.
RSIMC5_2 RSIMU
RSIMU RSIMU RSIMU RSIMU RSIMU
RSIMC0_1 RSIMC0_1 RSIMC0_1 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. Good luck!
RSIMF2_100
HFIN_1
When finished reviewing your decisions and examining the proforma reports, save and advance to Round 5. 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
 (You can choose the Office Assistant for the coach from the CAPSTONE MENU.)
Office 2007 Users, Please Note: To see the Capstone/Foundation/Comp-XM menu selections, click the Add-Ins tab above. If you do not see the Add-Ins tab, please resize the spreadsheet by double clicking the blue bar at the top of the window. 
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Simulation! I am your tour guide and I'll be giving you tours of each department you will head. 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 Office 2007 Users, Rehearsal, Please Note: To everybody After completing the fourth round see the manages the your professor has given you the Capstone/Foundat opportunity to run the company on your ion/Comp-XM Andrews menu selections, company. own or to start a new rehearsal. If you There are 4 rounds restart and choose to run your company on click the Add-Ins to complete. You your own the coach will be disabled. You tab above. If you will begin the first can only restart your rehearsal once every do not see the Add-Ins tab, round by managing 24 hours. Making an analogy of please resize the 3 products in the the business simulation to a flight spreadsheet by R&D department simulator, the uncoached rehearsal will enable you to practice various techniques double clicking the and after each round you will flying the plane. Keep in mind though that blue bar at the top manage more your competitors in the rehearsal are not of the RehearsalSimulationTeammates departments. as tough as those in your competition. window. DoNotUseAssistant
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RehearsalUnCoached
Simulation! I am your tour guide and I'll be giving you tours of each department you will head. 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 Office 2007 Users, Rehearsal, Please Note: To everybody After completing the fourth round see the manages the your professor has given you the Capstone/Foundat opportunity to run the company on your ion/Comp-XM Andrews menu selections, company. own or to start a new rehearsal. If you There are 4 rounds restart and choose to run your company on click the Add-Ins to complete. You your own the coach will be disabled. You tab above. If you will begin the first can only restart your rehearsal once every do not see the Add-Ins tab, round by managing 24 hours. Making an analogy of please resize the 2 products in the the business simulation to a flight spreadsheet by R&D department simulator, the uncoached rehearsal will enable you to practice various techniques double clicking the and after each round you will flying the plane. Keep in mind though that blue bar at the top manage more your competitors in the rehearsal are not of the departments. as tough as those in your competition. window. 
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Cell Location GameType TranslatedSize TQM!D3 Foundation 175|200
TranslatedComment On any particular initiative, spending more than $1 million this year pushes into diminishing returns. Furthermore, cumulative diminishing returns are reached at $2.5 million on any given initiative. For example, to reach the ultimate limits on CPI systems as quickly as possible, you would spend $1 million this year, $1M next year, and $0.5M in the third year. There is also a threshold of $250K before an initiative shows a meaningful return. Put simply, if you budget for an initiative, the investment should be at least $250K, and not more than $1 million.
Mktg!C3
CompXM
175|200
Customers expect prices to fall within a reasonable range. At the beginning of the simulation, price expectations ranged from a low of $14 in the Thrift Segment to a high of $42 in the Elite segment. For this year's expected price ranges, visit the segment pages under "Last Year's Reports". For example, at the beginning of the simulation, the expected price range in the Thrift segment ranged from $14 to $26.
LOGIN WEB QUERY UserID Password UserType INVALID StudentLogin FullName LoginSimID RoundType 0 0 0 0 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_AVAILABLE WEB QUERY PROFESSOR SIMULATION LIST QUERY
SimulationVersion 2011C C38655 ClassRound 0 RoundType Competition RehearsalRestart 0 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
STUDENT KEY QUERY StudentKey 682836 SimID 682836 HarvardCookie Established 682836 C32847
BALANCED SCORECARD PROFORMA QU C38655 Andrews Round Financial Financial Financial Internal Business Process Internal Business Process Internal Business Process Internal Business Process Internal Business Process Customer Customer Customer Customer Customer Learning and Growth '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' ''
'' '' '' '' '' '' Recap Financial Financial Financial Internal Business Process Customer Customer Learning and Growth Learning and Growth Learning and Growth
ORECARD PROFORMA QUERY
Criteria Stock Price Profits Leverage Contribution Margin Plant Utilization Days of Working Capital Stock-out Costs Inventory Carrying Costs Customer Buying Criteria Customer Awareness Customer Accessibility Product Count SG&A Expense Employee Turnover Rate
sumVal Points Value 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8 Ending 9 Ending 8 Ending 5 Ending 5 Ending 5 Ending 5 Ending 5 Ending 5 Ending 5 Ending 5 Ending 5 Ending 5 Ending 7 Ending
Shape a 3 3 1 3 1 1 4 4 3 3 3 3 1 4 2 1000000 1.3 0.27 0.9 15 0 0 21 0.5 0.5 1 0.05 0
b 32 7000000 1.8 0.36 1 30 0 0 39 0.9 0.9 8 0.07 0
c 0 0 2.8 0 1.8 90 0 0.01 0 0 0 0 0.2 0.1
d 0 0 4 0 2 105 0.05 0.04 0 0 0 0 0.25 0.11
Criteria Market Cap Sales Emergency Loan Operating Profit Wtg Avg Cust Survey Score Market Share Sales/Employee Assets/Employee Profits/Employee
sumVal Points Value Shape a b c 0 20 Ending 3 0.01 0.3 0 20 Average 3 15000000 181000000 0 20 Average 4 0 0 0 60 Cumulative 3 2225000 135000000 0 20 Average 3 8 31 0 40 Average 3 0.08 0.22 0 20 Average 3 118000 271000 0 20 Average 3 84000 253000 0 20 Cumulative 3 0 237000
d 0 0 0 0 0 0 0 0 0 0 0 0.01 0 0 0 0 0 0
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
Andrews Able
2011 C38655 Agape NA NA 0 0 0 0 0 0 0 5.5 3 8 9.4 4 0 0 14.5 17 12 15.5 11 0 0 17500 14000 23000 25000 19000 0 0 28 21 38 33 33 0 0 0 0 0 0 0 0 0 936 858 780 663 663 0 0 0 0 0 0 0 0 0 1200 1820 410 440 380 0 0 0 0 0 0 0 0 0 4 5 3 3 3 0 0 StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR 0 0 0 0 0 0 30 TechWage AsmbWage Benefits ProfitShr AnnRaise Complment RecrSpend 20 0 2500 0.020 0.050 700 0 20 0 2500 0.020 0.050 0 0 CPI VendorJIT QIT Channels CCE BenchMark QFDE 0 0 0 0 0 0 0 1 2 3 4 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.24 0.22 0.2 0.17 0.17 0 0 10 2 2 2 2 2 0 27 6 6 5 5 5 0 13 2 2 3 3 3 0 0 0 0 0 0 0 0 0 0 PARAMETERS_FOR_THIS_ROUND"Average" Acre Adam Aft
NA 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0 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
Able 0 5.5 14.5 17500 28.00 0 0 0 1200 0 4 StIssue 0 TechWage 0.00 0.00 CPI 0 1 0 0 0 0 0 0.240 10 27 13 0 0
0 Acre 0 3 17 14000 21.00 0 0 0 1820 0 5 StRetire 0 AsmbWage 0.00 0.00 VendorJIT 0 2 0 0 0 0 0 0.220 2 6 2 0 0
0 Adam 0 8 12 23000 38.00 0 0 0 410 0 3 Dividend 0.00 Benefits 0 0 QIT 0 3 0 0 0 0 0 0.200 2 6 2 0
0 Aft 0 9.4 15.5 25000 33.00 0 0 0 440 0 3 ShortDebt 0 ProfitShr 0.000 0.000 Channels 0 4 0 0 0 0 0 0.170 2 5 3 0
C38655 Agape 0 4 11 19000 33.00 0 0 0 380 0 3 BondRetir 0 AnnRaise 0.000 0.000 CCE 0 5 0 0 0 0 0 0.170 2 5 3 0
Na 0 0 0 0 0.00 0 0 0 0 0 0 BondIssue 0 Complment 700 0 BenchMark 0 0 0 0 0 0 0 0.000 2 5 3 0
Na 0 0 0 0 0.00 0 0 0 0 0 0 AR 30 RecrSpend 0 0 QFDE 0 0 0 0 0 0 0 0.000
Na 0 0 0 0 0.00 0 0 0 0 0 0 AP 30 TrainHrs 0 0 CCE6sigma UNEPGreen GEMISustain 0 0 0 0 0 0 0 0 0 0.000
DECISIONS LAST SAVED DECISIONS Andrews 1 1 2011 C38655 ProductName Able Acre Adam Aft Agape NA NA NA RetireProduct 0 0 0 0 0 0 0 0 XcoordinateRD 5.5 3.0 8.0 9.4 4.0 0.0 0.0 0.0 YcoordinateRD 14.5 17.0 12.0 15.5 11.0 0.0 0.0 0.0 MTBFrdSpec 17500 14000 23000 25000 19000 0 0 0 Price 28.00 21.00 38.00 33.00 33.00 0.00 0.00 0.00 PromoBudget 0 0 0 0 0 0 0 0 SalesBudget 936 858 780 663 663 0 0 0 UnitSalesForecast 0 0 0 0 0 0 0 0 ProductionOrdered 1200 1820 410 440 380 0 0 0 CapacityChange 0 0 0 0 0 0 0 0 AutomationNextRound 4.0 5.0 3.0 3.0 3.0 0.0 0.0 0.0 FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR AP FinanceDecisions 0 0 0.00 0 0 0 30 30 LaborNegotiation TechWage AsmbWage Benefits ProfitShr AnnRaise Complment RecrSpend TrainHrs Offer1 20.00 0.00 2500 0.020 0.050 700.000 0.000 0.000 Offer2 20.00 0.00 2500 0.020 0.050 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 0 0 0 0 0 0 0 0 MKTGDirectMail 0 0 0 0 0 0 0 0 MKTGWebMedia 0 0 0 0 0 0 0 0 MKTGEmail 0 0 0 0 0 0 0 0 MKTGTradeShows 0 0 0 0 0 0 0 0 MKTGSalesPriorities 0.24 0.22 0.2 0.17 0.17 0 0 0 MKTGOutsideSales 10 2 2 2 2 2 0.00 0.00 MKTGInsideSales 27 6 6 5 5 5 0.00 0.00 MKTGDistributors 13 2 2 3 3 3 0.00 0.00 MKTGReports 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 FeesAndNewCapital 0 0 PARAMETERS_FOR_THIS_ROUND"Average" SavedBy C38576a C38576a SavedWhat All SavedDate Feb 01, 2011 SavedTime 10:48 AM EST ALL C:\Documents and Settings\brian\My Documents\CapstoneDecisio nsRound1C27385Andrews.pr n
e NA NA NA
0.0 0.0 0.0 0 19000 0 0 0 0 0.00 0.00
0 0.0 0.0 0.0 nd ShortDebt BondRetir BondIssue AR AP
e Benefits ProfitShr AnnRaise Complment RecrSpend TrainHrs .000 0.000 0.000
els CCE BenchMark QFDE CCE6sigma UNEPGreen GEMISustain
0.00 0.00 0.00 _FOR_THIS_ROUND"Average"
RandD
0
Name Able Acre Adam Aft Agape NA NA NA New Pfmn 5.5 3.0 8.0 9.4 4.0 0.0 0.0 0.0 New Size 14.5 17.0 12.0 15.5 11.0 0.0 0.0 0.0
Research & Development

MTBF 17,500 14,000 23,000 25,000 19,000 0 0 0 Revision Date 21-Nov-07 25-May-06 18-Apr-09 29-Jun-08 24-May-08 Age at Revision 0.0 0.0 0.0 0.0 0.0 Total
Perceptual map (at the end of this year)
20 18
Round 0 - 0
Material Cost
$0 Able Acre Adam Aft Agape Na Na Na $5 $10 $15
Old New
R&D Cost ($000)
### $0 ### $0 ### $0 ### $0 ### $0 ### $0 ### $0 ### $0

$0
$20
Age Profiles
10.0
Able Acre Adam Aft Agape Na Na Na
1
16 14 12
9.0
1 1 1 1
Perceived Age in years
10 12 14 16 18 20
8.0 7.0 6.0 5.0 4.0 3.0 2.0 1.0
Size
10 8 6 4 2 0
1
0 2 4 6 8
0.0
Performance
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Name Able Acre Adam Aft Agape New Pfmn 5.5 3.0 8.0 9.4 4.0 New Size 14.5 17.0 12.0 15.5 11.0
Research & Development

MTBF 17,500 14,000 23,000 25,000 19,000 Revision Date 21-Nov-07 25-May-06 18-Apr-09 29-Jun-08 24-May-08 Age at Revision 0.0 0.0 0.0 0.0 0.0 Total R&D Cost ($000) Material Cost
$0 Able Acre Adam Aft Agape $5 $10 $15
Round 0 - 0
Old New
### $0 ### $0 ### $0 ### $0 ### $0 ### $0 ### ###
$20
Perceptual map (at the end of this year)

20 18
Age Profiles
10.0
Able Acre Adam Aft Agape
1
16 14 12
9.0
1 1 1 1
Perceived Age in years
10 12 14 16 18 20
8.0 7.0 6.0 5.0 4.0 3.0 2.0 1.0
Size
10 8 6 4 2 0
1
0 2 4 6 8
0.0 Performance
Page 755
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0
Name Able Acre Adam Aft Agape Na Na Na Total Price $28.00 $21.00 $38.00 $33.00 $33.00 $0.0 $0.0 $0.0 Promo Budget $0 $0 $0 $0 $0 $0 $0 $0 $0 Sales Budget $0 $0 $0 $0 $0 $0 $0 $0 $0
Marketing
Computer Prediction #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Your Sales Forecast 0 0 0 0 0 0 Gross Variable Revenue Costs Forecast #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Round 0 - 0
Contrib. Less Promo Margin & Sales Forecast #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
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.
$1) $1) $1) $0) $0) $0) Able Acre Adam Aft Agape Na Na Na
Variable costs Revenue Forecast Marketing Margin After marketing
A/R Lag (days) A/P Lag (days)

Size Unit sales forecast
30 30
12 10 8 6 4 2 0 Able Acre Adam Aft
Pfmn High Low Trad
Agape Na
Na
Na
Page 756
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0
NAME Able Acre Adam Aft Agape Total Price $28.00 $21.00 $38.00 $33.00 $33.00 Promo Budget $0 $0 $0 $0 $0 $0 Sales Budget $936 $858 $780 $663 $663 $3,900
Marketing
Computer Prediction #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Your Sales Forecast 0 0 0 0 0 0 Gross Revenue Forecast #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Variable Costs #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Round 0 - 0
Contrib. Less Promo Margin & Sales Forecast #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
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.
$1) $1) $1) $0) $0) $0) Able Acre Adam Aft Agape
Variable costsForecast Revenue Marketing Margin After marketing
A/R Lag (days) A/P Lag (days)
30 30
Unit sales forecast Size 12 10 8 6 4 2 0 Able Acre Adam Aft Agape

Pfmn High Low Trad
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0
Promo Budget Target Segment Print Media Direct Mail Web Media Email Trade Shows Budget ($000) Sales Budget Outside Sales Inside Sales Distributors Budget ($000) Able
Traditional
Marketing Budget Detail

Acre
Low End
Adam
High End
Aft
Performance
Agape
Size
$0 $0 $0 $0 $0 $0 Trad 2 6 2 $0 Low
$0 $0 $0 $0 $0 $0 High 2 6 2 $0
$0 $0 $0 $0 $0 $0 Pfmn 2 5 3 $0
$0 $0 $0 $0 $0 $0 Size 2 5 3 $0
$0 $0 $0 $0 $0 $0
2 5 3 $0
Awareness Forecast 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Able Acre Adam Aft Agape
Trad Low High Pfmn Size
Ac
0% Trad Low High Pfmn Size 10% 20% 30% 40%
Na
Na
Na
t Detail
Na

Round 0 - 0
Na
Na $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Budget $0 $0 $0 $0 $0 $0
Size
$0 $0 $0 $0 $0 $0 Budget $0 $0 $0 $0
Able Acre Adam Aft Agape Na Na Na Total

Accessibility
Time Allocations 24% 22% 20% 17% 17% 0% 0% 0% 100%

Old New
$0 $0 $0 $0 $0 $0 $0 $0 $0
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
Trad
Low
High
Pfmn
Size
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 Able #VALUE! 206 1,200 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 1,800 0 4.0 4.0 $0 Last Year ProductionBoth Shifts Vs. Capacity 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 Able Acre Adam Aft
Base Capacity Production
Production
Acre #VALUE! 1,820 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 1,400 0 5.0 5.0 $0 Needed #VALUE! Adam #VALUE! 80 410 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 900 0 3.0 3.0 $0 This Year 700 Aft #VALUE! 29 440 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 600 0 3.0 3.0 $0 1st Shift #VALUE! Agape #VALUE! 103 380 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 600 0 3.0 3.0 $0 2nd Shift #VALUE! Na #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.0% 0 0.0 $0 Overtime #VALUE! Na #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.0% 0 0.0 $0
Round 0 - 0
Na #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.0% TOTAL 5,300 TOTAL #VALUE! 418 4,250 #VALUE!
0 0.0 $0 $0 Max Invest. #VALUE! A/P Lag 30 (days)
Price vs. Unit Margin Cost $1 $1 $1 $0 $0 $0
Labor Material
Agape
Na
Na
Na
Able
Acre
Adam
Aft
Agape
Na
Na
Na
Page 760
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) A/P Lag (days) Able #VALUE! 206 1,200 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 1,800 0 4.0 4.0 $0 30
Production Vs. Capacity Both Shifts 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 Able Acre Adam Aft Agape
Base Capacity Production
Production
Acre #VALUE! 1,820 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 1,400 0 5.0 5.0 $0 Adam #VALUE! 80 410 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 900 0 3.0 3.0 $0 Aft #VALUE! 29 440 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 600 0 3.0 3.0 $0 Agape #VALUE! 103 380 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 600 0 3.0 3.0 $0 Max Invest. TOTAL 5,300 TOTAL #VALUE! 418 4,250 #VALUE! 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 #VALUE! 700 0 #VALUE! 0 #VALUE! 0.0% #VALUE! 0.0% #VALUE! 0 #VALUE! 0 0 $0 $0 0 0 0.0% #VALUE! 0 #VALUE! $0 $0 #VALUE!
$0 #VALUE!
Price vs. Unit Cost $12 $10 $8 $6 $4 $2 $0 Able Acre Adam
Margin Labor Material
Aft
Agape
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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 #VALUE! 700 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0 $0 0 #VALUE! #VALUE! $0 $0 #VALUE!
Human Resources
Hourly Wage Benefits Profit Sharing % Annual Raise Contract Expiration:
sources
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 $20.00 $2,500 2.0% 5.0% Ceiling $22.00 $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
0% 20% 40% 60% 80% 100%
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%
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
Labor Material
0.0% 0.0% 0.0% 0.0% 0.0%
Reduction in Cost of Goods For the year just ended

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
R&D Cycle Time Reductions For the year just ended

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 10%
Demand Increase For the year just ended

20% 30% 40% 50% 60% 70% 80% 100% 90%
Page 764
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 $0 $0 2,000 $31.84 #VALUE! $12,736 $0 $3,184 $0 $0.00 8.8% $0 $0 7412 $2,050 #VALUE!
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 A/R Lag (days) A/P Lag (days)
$0 $0 10.2% $60,694 30 30
Liabilities & Owner's Equity

Accounts Payable Current Debt Long Term Debt Common Stock Retained Earnings
Common Stock
Page 765
BalanceSheet
0 Assets
Current Assets Cash Accts Receivable Inventories Total Current Assets Fixed Assets Plant & Equip. Accum. Deprec. Total Fixed Assets TOTAL ASSETS
Proforma Balance Sheet

Liabilities Accts Payable Current Borrowing Emergency Loan Maturing L.T. Debt Long Term Debt Total Liabilities $113,800 ($45,520) $68,280 #VALUE! #VALUE! #VALUE! Owner's Equity Common Stock Retained Earn. Total Equity Total LIAB. & O.E. #VALUE! $0 #VALUE! $0 $0 #VALUE!
Round 0 - 0
###
#VALUE! #VALUE! #VALUE!
$18,360 #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE!
Assets
Cash Accounts Receivable Inventories Fixed
Accounts Payable Current Debt Long Term Debt Common Stock Retained Earnings
Fixed
Common Stock
Page 766
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 Able #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $2,640 $0 $0 $0 #VALUE! #VALUE! #VALUE!
Proforma Income Statement

Acre #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $2,427 $0 $0 $0 #VALUE! #VALUE! #VALUE! Adam #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Aft #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Agape #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Round 0 - 0
TOTAL #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $7,587 $0 $0 $0 #VALUE! #VALUE! #VALUE! $0 #VALUE! $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
$1,080 $720 $720 $0 $0 $0 $0 $0 $0 $0 $0 $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Other (Fees, Write Offs, TQM) EBIT Interest Taxes Profit Sharing Net Profit
$3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 Able Acre Adam Aft Agape
Labor Material Inventory Carrying costs Depreciation Research & Development Marketing Administrative / Other Net Margin
Page 767
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 Able #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $2,640 $0 $0 $0 #VALUE! #VALUE! #VALUE! Acre #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $2,427 $0 $0 $0 #VALUE! #VALUE! #VALUE!
Proforma Income Statement

Adam #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $1,080 $0 $0 $0 #VALUE! #VALUE! #VALUE! Aft #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $720 $0 $0 $0 #VALUE! #VALUE! #VALUE! Agape #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $720 $0 $0 $0 #VALUE! #VALUE! #VALUE! Na #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Na #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Na #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Round 0 - 0
TOTAL #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $7,587 $0 $0 $0 #VALUE! #VALUE! #VALUE! $0 #VALUE! $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Other (Fees, Write Offs, TQM) EBIT Interest Taxes Profit Sharing Net Profit
$3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 Able Acre Adam Aft Agape Na Na Na
Labor Material Inventory Carrying costs Depreciation Research & Development Marketing Administrative / Other Net Margin
Page 768
CashFlow
0
Cash Flows from operations Net income (loss) Depreciation and writeoffs 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
#VALUE! $7,587 #VALUE! #VALUE! #VALUE! #VALUE!
$8,000income (loss) Net $7,000 Depreciation $6,000 Accounts Payable Inventories $5,000 Accounts Receivable $4,000 Net $3,000cash flow $2,000 $1,000 $0
$0
$1 $0 cash flow Net
Plant improvements
Cash flow from investing
$0 $0 $0 $0 $0 #VALUE! #VALUE! #VALUE! $2,050 #VALUE!
$0
Cash flow from finance

$1 Dividends $1 Sales of stock $1 Purchase of stock $1 New long term debt $1 Retire long term debt Change current debt $0 Net $0 cash flow $0 $0 $0 $0
Cash flow summary

$1 $1 $1 $1 $1 Cash flow from Operations $0 Cash flow from Investing $0 Cash flow from Financial $0 actions $0 change in cash position Net $0 $0
Page 769
0
Criteria Financial Stock Price Profits Leverage SubTotal Financial Internal Business Process Contribution Margin Plant Utilization Days of Working Capital Stock-out costs Inventory Carrying costs SubTotal Internal Business Process Customer Customer Buying Criteria Customer Awareness Customer Accessibility Product Count SG&A expense SubTotal Customer Learning and Growth Employee Turnover Rate SubTotal Learning and Growth Score for Round1
Proforma Balanced Scorecard

ROUND 0 PROJECTED RESULTS
Score / Points 0 / 0 / 6.71 / 6.71 / 0 0 5 5 0 10 / / / / / / 8 9 8 25 5 5 5 5 5 25 No Credit < $2.00 < $1,000,000 < 1.3, > 4.0 Partial Credit $2.00 ... $32.00 $1,000,000 ... $7,000,000 1.3 ... 4.0 Full Credit
Round 0 - 0
> $32.00 > $7,000,000 1.8 ... 2.8
< 27% < 90%, > 200% < 15, > 105 > 5.0% > 3.5%
27% ... 36% 90% ... 200% 15 ... 105 5.0% ... 0.0% 3.5% ... 1.0%
> 36% 100% ... 180% 30 ... 90 < 0.0% < 1.0%
0.43 / 5 0.16 / 5 0 / 5 2.86 / 5 5 / 5 8.46 / 25 3.48 / 7 3.48 / 7 28.64 / 82
< 21 < 50% < 50% <1 < 5.0%, > 25.0%
21 ... 39 50% ... 90% 50% ... 90% 1 ... 8 5.0% ... 25.0%
> 39 > 90% > 90% >8 7.0% ... 20.0%
> 10.5%
10.5% ... 9.5%
< 9.5%
RECAPITULATION INTERIM RESULTS

Recap criteria evaluate your company's overall performance and are finalized when your simulation is completed. Interim results chart. your progress towards those ending goals. Your score only includes the Recap for the last completed round. Financial Market Cap 0 / 20 < 1% 1% ... 30% Sales 5.79 / 20 < $15,000,000 $15,000,000 ... $181,000,000 Emergency Loan 0 / 20 > 1% 1% ... 0% SubTotal Financial 5.79 / 60 Internal Business Process Operating Profit 0 / 60 < $2,225,000 $2,225,000 ... $135,000,000 SubTotal Internal Business Process 0 / 60 Customer Wtg Avg Cust Survey Score 1.2 / 20 8 ... 31 <8 Market Share 2.42 / 40 8% ... 22% < 8% SubTotal Customer 3.63 / 60 Learning and Growth Sales/Employee 0 / 20 < $118,000 $118,000 ... $271,000 Assets/Employee 8.59 / 20 < $84,000 $84,000 ... $253,000 Profits/Employee 0 / 20 < $0 $0 ... $237,000 SubTotal Learning and Growth Recap Score 8.59 / 60 18.01 / 240
> 30% > $181,000,000 < 0%
> $135,000,000
> 31 > 22%
> $271,000 > $253,000 > $237,000
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% 1000% 800% 600% 400% 200% %
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
ROE
1200% 1000%
Asset Turnover
12.0 10.0 12.0 10.0
Leverage
8.0 6.0 4.0 2.0 0.0
8.0 6.0 4.0 2.0 0.0
800% 600% 400% 200% %
Page 771
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% 10% 20% 30% 40% 50% 60% 70%
CAPSTONE COURIER
Round -1, 12/31/-1
Accessibility
80% 90% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
0 0 0 0 0 0 0 0 0 0 0 0
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 7/21/2011 6:23
Round Number: Decision Year:
0 0
Able 5.5 14.5 17,500 $28.00 $0 $0 0 1,200 0 4 $0 $0 $0.00 $0 $0 $0 30 30
Acre 3.0 17.0 14,000 $21.00 $0 $0 0 1,820 0 5
Adam 8.0 12.0 23,000 $38.00 $0 $0 0 410 0 3
Aft 9.4 15.5 25,000 $33.00 $0 $0 0 440 0 3
Agape 4.0 11.0 19,000 $33.00 $0 $0 0 380 0 3 $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 700 $0 0
Page 773
DecSummary
Capstone
*Decisions currently in spreadsheet.
Decision Summary
0 0 Able 5.5 14.5 17,500 $28.00 $0 $0 0 1,200 0 4 $0 $0 $0.00 $0 $0 $0 30 30 Acre 3.0 17.0 14,000 $21.00 $0 $0 0 1,820 0 5 Adam 8.0 12.0 23,000 $38.00 $0 $0 0 410 0 3
Round 0 - 0
0 7/21/2011 6:24
Agape 4.0 11.0 19,000 $33.00 $0 $0 0 380 0 3 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 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:

Aft 9.4 15.5 25,000 $33.00 $0 $0 0 440 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 Able Traditional $0 $0 $0 $0 $0 Resources $0 Acre Low End $0 $0 $0 $0 $0 Trad 2 6 2 No CE $0 Adam High End $0 $0 $0 $0 $0 Low 2 6 2 No High 2 5 3 No Benchmark $0 Aft Pfmn $0 $0 $0 $0 $0 QFDE $0 Agape Size $0 $0 $0 $0 $0 Pfmn 2 5 3 No Size 2 5 3 No Starting $0.00 $0 0.0% 0.0% 700 $0 0 Ceiling $0.00 $0 0.0% 0.0%
TQM
CPI $0 Vendor/JIT $0 QIT CCE/6 UNEPGreen GEMITQEM $0 $0 $0 Na $0 $0 $0 $0 $0 Na $0 $0 $0 $0 $0 Time Allocations Able 24% Acre Adam Aft Agape Na Na Na 22% 20% 17% 17% 0% 0% 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
10 27 13
Page 774
Round -1, 12/31/-1
For Industry 0
Cheap at any price
C38655a Keyser
$0
ROS Turnover ROA Leverage ROE Emergency Loan Sales EBIT Profits Cumulative Profit SG&A % Sales Contrib. Margin %
0 3.2% 1.05 3.3% 2.0 6.8% $0 $100,198,180 $10,169,890 $3,184,421 $3,184,421 9.0% 26.7%
SELECTED FINANCIAL STATISTICS 0 0 0 3.2% 3.2% 3.2% 1.05 1.05 1.05 3.3% 3.3% 3.3% 2.0 2.0 2.0 6.8% 6.8% 6.8% $0 $0 $0 $100,198,180 $100,198,180 $100,198,180 $10,169,890 $10,169,890 $10,169,890 $3,184,421 $3,184,421 $3,184,421 $3,184,421 $3,184,421 $3,184,421 9.0% 9.0% 9.0% 26.7% 26.7% 26.7%
0 3.2% 1.05 3.3% 2.0 6.8% $0 $100,198,180 $10,169,890 $3,184,421 $3,184,421 9.0% 26.7% Market Share
0 3.2% 1.05 3.3% 2.0 6.8% $0 $100,198,180 $10,169,890 $3,184,421 $3,184,421 9.0% 26.7%
Percent ProfitSales of
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Other SG&A Depreciation Variable costs
Page 1
osing Stock Price

Row Row Row Row Row Row 199 200 201 202 203 204
For Industry 0
Round -1, 12/31/-1

0 0 $3,184 $7,587 $0 $3,703 ($9,189) ($235) $5,050 $0 ($4,000) $0 $0 $0 $0 $0 $0 $0 ($4,000) $1,050 0 $2,050 $8,235 $9,189 $19,474 $113,800 ($37,933) $75,867 95341 $6,703 $0 $41,700 $48,403 $18,360 $28,578 $46,938 95341 0 $3,184 $7,587 $0 $3,703 ($9,189) ($235) $5,050 $0 ($4,000) $0 $0 $0 $0 $0 $0 $0 ($4,000) $1,050 0 $2,050 $8,235 $9,189 $19,474 $113,800 ($37,933) $75,867 95341 $6,703 $0 $41,700 $48,403 $18,360 $28,578 $46,938 95341 0 $3,184 $7,587 $0 $3,703 ($9,189) ($235) $5,050 $0 ($4,000) $0 $0 $0 $0 $0 $0 $0 ($4,000) $1,050 0 $2,050 $8,235 $9,189 $19,474 $113,800 ($37,933) $75,867 95341 $6,703 $0 $41,700 $48,403 $18,360 $28,578 $46,938 95341
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
0 $3,184 $7,587 $0 $3,703 ($9,189) ($235) $5,050 $0 ($4,000) $0 $0 $0 $0 $0 $0 $0 ($4,000) $1,050 0 $2,050 $8,235 $9,189 $19,474 $113,800 ($37,933) $75,867 95341 $6,703 $0 $41,700 $48,403 $18,360 $28,578 $46,938 95341
0 $3,184 $7,587 $0 $3,703 ($9,189) ($235) $5,050 $0 ($4,000) $0 $0 $0 $0 $0 $0 $0 ($4,000) $1,050 0 $2,050 $8,235 $9,189 $19,474 $113,800 ($37,933) $75,867 95341 $6,703 $0 $41,700 $48,403 $18,360 $28,578 $46,938 95341
$3,184 $7,587 $0 $3,703 ($9,189) ($235) $5,050 $0 ($4,000) $0 $0 $0 $0 $0 $0 $0 ($4,000) $1,050 0 $2,050 $8,235 $9,189 $19,474 $113,800 ($37,933) $75,867 95341 $6,703 $0 $41,700 $48,403 $18,360 $28,578 $46,938 95341
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 $100,198 $73,470 $7,587 $8,971 $0 $10,170 $5,171 $1,750 $65 $3,184
0 $100,198 $73,470 $7,587 $8,971 $0 $10,170 $5,171 $1,750 $65 $3,184
0 $100,198 $73,470 $7,587 $8,971 $0 $10,170 $5,171 $1,750 $65 $3,184
0 $100,198 $73,470 $7,587 $8,971 $0 $10,170 $5,171 $1,750 $65 $3,184
0 $100,198 $73,470 $7,587 $8,971 $0 $10,170 $5,171 $1,750 $65 $3,184
0 $100,198 $73,470 $7,587 $8,971 $0 $10,170 $5,171 $1,750 $65 $3,184
Page 3
For Industry 0 Capacity vs. Production

0
Capacity Production
Round -1, 12/31/-1

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 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 983 1,802 326 407 273 983 1,802 326 407 273 983 1,802 326 407 273 983 1,802 326 407 273 983 1,802 326 407 273 983 1,802 326 407 273 206 0 80 29 103 206 0 80 29 103 206 0 80 29 103 206 0 80 29 103 206 0 80 29 103 206 0 80 29 103 Revision Date Age Dec.31 3.1 4.6 1.7 2.5 2.6 3.1 4.6 1.7 2.5 2.6 3.1 4.6 1.7 2.5 2.6 3.1 4.6 1.7 2.5 2.6 3.1 4.6 1.7 2.5 2.6 3.1 4.6 1.7 2.5 2.6 MTBF 17500 14000 23000 25000 19000 17500 14000 23000 25000 19000 17500 14000 23000 25000 19000 17500 14000 23000 25000 19000 17500 14000 23000 25000 19000 17500 14000 23000 25000 19000 Pfmn Coord 5.5 3.0 8.0 9.4 4.0 5.5 3.0 8.0 9.4 4.0 5.5 3.0 8.0 9.4 4.0 5.5 3.0 8.0 9.4 4.0 5.5 3.0 8.0 9.4 4.0 5.5 3.0 8.0 9.4 4.0 Size Coord 14.5 17.0 12.0 15.5 11.0 14.5 17.0 12.0 15.5 11.0 14.5 17.0 12.0 15.5 11.0 14.5 17.0 12.0 15.5 11.0 14.5 17.0 12.0 15.5 11.0 14.5 17.0 12.0 15.5 11.0 Price $28.00 $21.00 $38.00 $33.00 $33.00 $28.00 $21.00 $38.00 $33.00 $33.00 $28.00 $21.00 $38.00 $33.00 $33.00 $28.00 $21.00 $38.00 $33.00 $33.00 $28.00 $21.00 $38.00 $33.00 $33.00 $28.00 $21.00 $38.00 $33.00 $33.00 Material Cost $11.94 $8.16 $16.32 $16.06 $14.09 $11.94 $8.16 $16.32 $16.06 $14.09 $11.94 $8.16 $16.32 $16.06 $14.09 $11.94 $8.16 $16.32 $16.06 $14.09 $11.94 $8.16 $16.32 $16.06 $14.09 $11.94 $8.16 $16.32 $16.06 $14.09 Labor Cost $7.49 $7.12 $8.57 $8.57 $8.57 $7.49 $7.12 $8.57 $8.57 $8.57 $7.49 $7.12 $8.57 $8.57 $8.57 $7.49 $7.12 $8.57 $8.57 $8.57 $7.49 $7.12 $8.57 $8.57 $8.57 $7.49 $7.12 $8.57 $8.57 $8.57 2nd Shift Contr Auto- mation Capac-ity & OverMarg. Next Round Next Round time 27% 26% 31% 24% 27% 27% 26% 31% 24% 27% 27% 26% 31% 24% 27% 27% 26% 31% 24% 27% 27% 26% 31% 24% 27% 27% 26% 31% 24% 27% 0% 30% 0% 0% 0% 0% 30% 0% 0% 0% 0% 30% 0% 0% 0% 0% 30% 0% 0% 0% 0% 30% 0% 0% 0% 0% 30% 0% 0% 0% 4 5 3 3 3 4 5 3 3 3 4 5 3 3 3 4 5 3 3 3 4 5 3 3 3 4 5 3 3 3 1,800 1,400 900 600 600 1,800 1,400 900 600 600 1,800 1,400 900 600 600 1,800 1,400 900 600 600 1,800 1,400 900 600 600 1,800 1,400 900 600 600 Plant Utiliz. 66% 129% 45% 73% 63% 66% 129% 45% 73% 63% 66% 129% 45% 73% 63% 66% 129% 45% 73% 63% 66% 129% 45% 73% 63% 66% 129% 45% 73% 63%
Page 4
For Industry 0 Statistics Total Industry Unit Demand Actual Industry Unit Sales Segment % of Total Industry Growth Rate Next Year Customer Buying Criteria Expectations Importance 0 47% 0 23% 0 21% 0 9% Accessibility 7,387 7,387 32.4% 9.2%
0% 10% 20% 30% 40% 50% 60%
Round -1, 12/31/-1

70% 80% 90% 100%
0.00 0.00 0.00 0.00 0.00 0.00
1. 0 2. 0 3. 0 4. 0
Perceptual Map
20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 0 0 1 2 18% 16% 14%
Market Share Actual versus potential
Actual Potential
1 1
12% 10% 8% 6% 4% 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
Size
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 13% 13% 13% 13% 13% 13% 4% 4% 4% 4% 4% 4% 961 961 961 961 961 961 270 270 270 270 270 270 Revision Date 20-Nov-08 20-Nov-08 20-Nov-08 20-Nov-08 20-Nov-08 20-Nov-08 25-May-07 25-May-07 25-May-07 25-May-07 25-May-07 25-May-07 Stock Out Pfmn Coord 5.5 5.5 5.5 5.5 5.5 5.5 3.0 3.0 3.0 3.0 3.0 3.0 Size Coord 14.5 14.5 14.5 14.5 14.5 14.5 17.0 17.0 17.0 17.0 17.0 17.0 List Price $28.00 $28.00 $28.00 $28.00 $28.00 $28.00 $21.00 $21.00 $21.00 $21.00 $21.00 $21.00 MTBF 17500 17500 17500 17500 17500 17500 14000 14000 14000 14000 14000 14000 Age Dec.31 3.1 3.1 3.1 3.1 3.1 3.1 4.6 4.6 4.6 4.6 4.6 4.6 Promo Budget $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $900 $900 $900 $900 $900 $900 Customer Awareness 55% 55% 55% 55% 55% 55% 52% 52% 52% 52% 52% 52% Sales Budget 1000 1000 1000 1000 1000 1000 900 900 900 900 900 900 December Customer Customer Accessibility Survey 54% 18 54% 18 54% 18 54% 18 54% 18 54% 18 54% 4 54% 4 54% 4 54% 4 54% 4 54% 4
Page 5
For Industry 0
Industry Unit Sales vs demand Unit demand
12 10 8 6 4 2 200% 0 Trad Low High Pfmn Size 0% 1200% 1000% 800% 600% 400%
Unit sales
Round -1, 12/31/-1

Market segment shares Low
Trad High Pfmn Size
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 7,387 8,907 2,554 32.5% 39.2% 11.2% 12.4% 4.3% 0.0% 0.0% 0.0% 16.7% 12.4% 4.3% 0.0% 0.0% 0.0% 16.7% 12.4% 4.3% 0.0% 0.0% 0.0% 16.7% 12.4% 4.3% 0.0% 0.0% 0.0% 16.7% 12.4% 4.3% 0.0% 0.0% 0.0% 16.7% 12.4% 4.3% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.5% 0.0% 12.8% 3.4% 0.0% 16.7% 0.5% 0.0% 12.8% 3.4% 0.0% 16.7% 0.5% 0.0% 12.8% 3.4% 0.0% 16.7% 0.5% 0.0% 12.8% 3.4% 0.0% 16.7% 0.5% 0.0% 12.8% 3.4% 0.0% 16.7% 0.5% 0.0% 12.8% 3.4% 0.0% 16.7%
Pfmn 1,915 8.4% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7%
Size 1,984 8.7% 2.9% 0.0% 0.0% 0.0% 13.8% 16.7% 2.9% 0.0% 0.0% 0.0% 13.8% 16.7% 2.9% 0.0% 0.0% 0.0% 13.8% 16.7% 2.9% 0.0% 0.0% 0.0% 13.8% 16.7% 2.9% 0.0% 0.0% 0.0% 13.8% 16.7% 2.9% 0.0% 0.0% 0.0% 13.8% 16.7%
Total 22,746 100.0% 4.3% 7.9% 1.4% 1.8% 1.2% 16.7% 4.3% 7.9% 1.4% 1.8% 1.2% 16.7% 4.3% 7.9% 1.4% 1.8% 1.2% 16.7% 4.3% 7.9% 1.4% 1.8% 1.2% 16.7% 4.3% 7.9% 1.4% 1.8% 1.2% 16.7% 4.3% 7.9% 1.4% 1.8% 1.2% 16.7%
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 7,387 32.4% 12.1% 4.6% 0.0% 0.0% 0.0% 16.7% 12.1% 4.6% 0.0% 0.0% 0.0% 16.7% 12.1% 4.6% 0.0% 0.0% 0.0% 16.7% 12.1% 4.6% 0.0% 0.0% 0.0% 16.7% 12.1% 4.6% 0.0% 0.0% 0.0% 16.7% 12.1% 4.6% 0.0% 0.0% 0.0% 16.7%
Potential Market Share in Units Low High Pfmn 8,960 2,554 1,915 39.3% 11.2% 8.4% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.5% 0.0% 12.8% 3.4% 0.0% 16.7% 0.5% 0.0% 12.8% 3.4% 0.0% 16.7% 0.5% 0.0% 12.8% 3.4% 0.0% 16.7% 0.5% 0.0% 12.8% 3.4% 0.0% 16.7% 0.5% 0.0% 12.8% 3.4% 0.0% 16.7% 0.5% 0.0% 12.8% 3.4% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7%
Size 1,984 8.7% 2.9% 0.0% 0.0% 0.0% 13.8% 16.7% 2.9% 0.0% 0.0% 0.0% 13.8% 16.7% 2.9% 0.0% 0.0% 0.0% 13.8% 16.7% 2.9% 0.0% 0.0% 0.0% 13.8% 16.7% 2.9% 0.0% 0.0% 0.0% 13.8% 16.7% 2.9% 0.0% 0.0% 0.0% 13.8% 16.7%
Total 22,800 100.0% 4.2% 8.0% 1.4% 1.8% 1.2% 16.7% 4.2% 8.0% 1.4% 1.8% 1.2% 16.7% 4.2% 8.0% 1.4% 1.8% 1.2% 16.7% 4.2% 8.0% 1.4% 1.8% 1.2% 16.7% 4.2% 8.0% 1.4% 1.8% 1.2% 16.7% 4.2% 8.0% 1.4% 1.8% 1.2% 16.7%
Page 10
Perceptual Map
20 19 18 17 16 15 14 13 12 11
For Industry 0
Round -1, 12/31/-1
Size
10 9 8 7 6 5 4 3 2 1 0 1 0
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)
Andrews 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
CPI Systems Vendor/JIT Quality Initiative Training Channel Support Systems Concurrent Engineering UNEP Green
$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% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
HUMAN RESOURCES SUMMARY

Andrews Baldwin 701 700 640 60 0.2% 10.0% 70 0 $0 0 100.0% $70 $0 $0 $70 Chester 701 700 640 60 0.2% 10.0% 70 0 $0 0 100.0% $70 $0 $0 $70 Digby 701 700 640 60 0.2% 10.0% 70 0 $0 0 100.0% $70 $0 $0 $70 Erie 701 700 640 60 0.2% 10.0% 70 0 $0 0 100.0% $70 $0 $0 $70 Ferris 701 700 640 60 0.2% 10.0% 70 0 $0 0 100.0% $70 $0 $0 $70
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
701 700 640 60 0.2% 10.0% 70 0 $0 0 100.0% $70 $0 $0 $70
Labor Contract Next Year

Wages Benefits Profit Sharing Annual Raise
$21.00 $2,500 2.0% 5.0% $21.00 $2,500 2.0% 5.0% $21.00 $2,500 2.0% 5.0% $21.00 $2,500 2.0% 5.0% $21.00 $2,500 2.0% 5.0% $21.00 $2,500 2.0% 5.0%
Starting Negotiation Position

Ceiling Negotiation Position

Adjusted Labor Demands

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 -1 $0 $0 $0 $0 $0 $0 $0 -2 $0 $0 $0 $0 $0 $0 $0
$0
$0
Cash Flow Summary
$12 $10 $8
Operations Financing
$0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0
Investments $6
$4 Change $2 $0
Net change in cash position Closing cash position
$0 $0
$0 $0
Page 1
For Industry 0
Round -1, 12/31/-1

-1 Total $100,198 $28,818 $43,550 $1,103 $73,470 $26,728 $7,587 $0 $4,100 $4,100 $771 $16,558 $10,170 $0 $10,170 $0 $5,171 $1,750 $65 $3,184
Contribution Margins
1200% 1000% 800% 600% 400% 200% 0%
-1 Income Statement
Product Name Sales $27,513 $37,844 $12,393 $13,428 Variable Costs Direct Labor $7,364 $12,834 $2,793 $3,485 Direct Material $12,110 $15,310 $5,466 $6,703 Inventory Carry $489 $0 $243 $86 Total Variable Costs $19,963 $28,144 $8,501 $10,275 Contribution Margin $7,550 $9,700 $3,892 $3,153 Period Costs Depreciation $2,640 $2,427 $1,080 $720 SG&A: R&D $0 $0 $0 $0 Promotions $1,000 $900 $800 $700 Sales $1,000 $900 $800 $700 Admin $212 $291 $95 $103 Total Period Costs $4,852 $4,518 $2,775 $2,223 Net Margin $2,698 $5,182 $1,116 $930 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. $9,020 $2,341 $3,961 $285 $6,587 $2,433 $720 $0 $700 $700 $69 $2,189 $244 Other EBIT Short Term Interest Long Term Interest Taxes Profit Sharing Net Profit
Common Size 100.0% 28.8% 43.5% 1.1% 73.3% 26.7% 7.6% 0.0% 4.1% 4.1% 0.8% 16.5% 10.1% 0.0% 10.1% 0.0% 5.2% 1.7% 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
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
0
-1 Income Statement
For Industry 0
Round -1, 12/31/-1

-1 Common Total Size $100,198 100.0% $28,818 $43,550 $1,103 $73,470 $26,728 $7,587 $0 $4,100 $4,100 $771 $16,558 $10,170 $0 $10,170 $0 $5,171 $1,750 $65 $3,184
Contribution Margins
-2 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Product Name Sales $27,513 $37,844 $12,393 $13,428 $9,020 $0 $0 Variable Costs Direct Labor $7,364 $12,834 $2,793 $3,485 $2,341 $0 $0 Direct Material $12,110 $15,310 $5,466 $6,703 $3,961 $0 $0 Inventory Carry $489 $0 $243 $86 $285 $0 $0 Total Variable Costs $19,963 $28,144 $8,501 $10,275 $6,587 $0 $0 Contribution Margin $7,550 $9,700 $3,892 $3,153 $2,433 $0 $0 Period Costs Depreciation $2,640 $2,427 $1,080 $720 $720 $0 $0 SG&A: R&D $0 $0 $0 $0 $0 $0 $0 Promotions $1,000 $900 $800 $700 $700 $0 $0 Sales $1,000 $900 $800 $700 $700 $0 $0 Admin $212 $291 $95 $103 $69 $0 $0 Total Period Costs $4,852 $4,518 $2,775 $2,223 $2,189 $0 $0 Net Margin $2,698 $5,182 $1,116 $930 $244 $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 bonds, plus consulting fees your instructor might assess you, plus TQM expenditures. Write offs Profit Sharing include the loss you might experience when you sell capacity or liquidate inventory as the result of Net Profit 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 1200% have become due, and emergency loans. Interest income from your cash account 1000% is subtracted from these expenses. If interest income exceeds expenses, short-term interest appears as a negative amount. Long Term Interest - Interest paid on 800% outstanding bonds. Taxes - Income tax based upon a 35% tax rate. Profit Sharing 600% Profits shared with employees under the labor contract. Net Profit - EBIT minus interest, taxes, and profit sharing. 400%
200% 0%
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
28.8% 43.5% 1.1% 73.3% 26.7% 7.6% 0.0% 4.1% 4.1% 0.8% 16.5% 10.1% 0.0% 10.1% 0.0% 5.2% 1.7% 0.1% 3.2%
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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