Capstone (1)
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SimulationName Capstone Color CodesSpecialEdition/Language English Black - a formula or label - example Current Cash positionProgramTitle 0 Red - a formula that should NOT be copied because some element of it is unique.EditionTitle 0 Pink - reference to the StartingConditions.txt fileEditionNumber 2 Blue - a constantSpreadsheetVersion 2009v22 _101 Green - something calculated by a VB routine.Copyright Copyright 1986-20011 Capsim Management Simulations, Inc.SimID 0ProfessorNameSchoolNameHistoryNumber 0TeamNameTeamNumber 0NumberTeams 0BaseYear 0ThisRound 0ThisYear 0 0 < StudentName for EXAMCompXMRoundOffset 0ReportDate Round -1, 12/31/-1SimulationType ForceDecisionType NoneSimulationPath C:\Documents and Settings\steve\My DocumentsSaveFlag 0 ExitSaveFlag 0Zero 0WebsiteURL https://www.capsim.com
http://www.msicourses.comhttp://www.capsim.com
RehearsalSimulationSlideID RehearsalCoached 0ExcelVersion 11CoachOn 1IDFreeRDProduct #VALUE!PARAMETERSStrikeRounds 0 1 0TQM_Rounds 0 1 1MKTG_Rounds 0 1 1RD_Rounds 0 0 0HR_Rounds 0 1 1MarketUnitSize 25659SegmentUnitPercentage 31.4% 39.0% 11.6%SegmentInnerRadius 2.5SegmentOuterRadius 4RdCostPerYear 1000OvertimeRate 1.5Buy/Sell Capac 6 0.65AutomationPrice 4Carry Inven. 0.12DepreciationPeriod 15InventoryLiquidationRate 0.5AdminOverheadRate 0.007TaxRate 0.35SharesOutstanding 2000
StockPriceJan1 31.84EPSlastYear 1.59AdjDividendlyr 1.59CurrDebtDueThisYear 0CurrDebtInterestRate 0.088BondInterestRate 0.102CashJan1 2050A/R 8235A/P 6703Common Stock 18360Retained E. 28578WeightTablePositioning 0.21 0.16 0.43Price 0.23 0.53 0.09Age 0.47 0.24 0.29Quality 0.09 0.07 0.19MidYear Segment Centers Trad Low High Xcoord 5.45 2.85 8.05Ycoord 15.35 17.95 12.75EndYearSegCenters Trad Low High Xcoord 5.8 3.1 8.5Ycoord 15 17.7 12.3BiasX 0 -0.8 1.4BiasY 0 0.8 -1.4ExpectedPrices 24.5 19.5 34.5PriceSpread 5 5 5AgeIdeal 2 7 0AgeStdDev 0.9 2.5 1.3MTBFLow 14000 12000 20000MTBFHigh 19000 17000 25000MTBFboundary 5000 5000 5000Awareness 0.55 0.52 0.49AwareDeprRate 0.33AwareBudgMin 0.00AwareBudgMax 3000000AwareGainMin 0.00AwareGainMax 0.50AwareShape 2.00Access 0.54 0.40 0.50AccessDeprRate 0.33AccessBudgMin 0.00AccessBudgMax 4500000AccessGainMin 0.00AccessGainMax 0.35AccessShape 2.00SalesBudgLimit 3000000OverTime Rate 1.5ManHrPerAutomPt 0.05LAST YEAR'S VALUESOldProductName Able Acre AdamOldXcoordinate 5.5 3 8
OldXcoordinateRD 5.5 3 8OldYcoordinate 14.5 17 12OldYcoordinateRD 14.5 17 12OldMTBFspec 17500 14000 23000OldMTBFrdSpec 17500 14000 23000OldRDCost 0 0 0OldPrice 28 21 38OldPromoBudget 1000 900 800OldSalesBudget 1000 900 800OldUnitSalesForecast 0 0 0OldProductionSchedule 1188 1802 406OldCapacityNextRound 1800 1400 900OldAutomationNextRound 4.0 5.0 3.0OldRvsnDate 2007.900 2006.400 2009.300OldRDstartDate 0 0 0OldAgingDate 2007.9 2006.4 2009.3OldInventoryUnits 206 0 80OldInventoryValue 4075 0 2022OldPlantValue 39600 36400 16200OldAccumDepreciation -13200 -12133 -5400OldAR 30OldAP 30LABOR 0 0 0OldTechWage 0 0 0OldAsmbWage 0 0 0OldBenefits 0 0 0OldProfit 0 0 0OldAnnualRaise 0 0 0OldContractExpiration 0 0 0OldPrimarySegment 0 0 0OldPrintMedia 0 0 0OldDirectMail 0 0 0OldWebMedia 0 0 0OldEmail 0 0 0OldTradeShows 0 0 0OldSalesPriorities 0 0 0OldOutsideSales 0 0 0OldInsideSales 0 0 0OldDistributors 0 0 0OldMktgReports 0 0
TQM_IMPACTSCarryInven. 0.12 Was B240*B865AdminOverheadRate #VALUE!ManHrPerAutomPtTQM #VALUE!
PRODUCT_DECISIONSProduct Name Able Acre AdamPerformance 5.5 3.0 8.0Size 14.5 17.0 12.0MTBF 17500 14000 23000
Price 28.00 21.00 38.00Promo Budget 0 0 0Sales Budget 0 0 0YourSalesForecast 0 0 0Sched Production 1200 1820 410Capacity Change 0 0 0Automation Rating 4.0 5.0 3.0StockIssueRetireDividend 0 0 0.00ShortDebt/BondRetire/BondIssue 0 0 0AR_AP_Lag 30 30R&DDidCoordinatesChange 0 0 0DidMTBFChange 0 0 0WasOldProduct 1 1 1ProjectExists 0 0 0ProjectExistsFactor 0 0 0ProjectFactor 1.00MTBFchngOnly 0 0 0MTBFtime #VALUE! #VALUE! #VALUE!MTBFrevisionDate 0.00 0.00 0.00MTBFnewAgingDate 0 0 0MTBFageAtCompletion 0 0 0MovedOldProduct 0 0 0MovedDistance 0.00 0.00 0.00MovedRevisionDate 0.00 0.00 0.00MovedNewAgingDate 0.00 0.00 0.00MovedAgeAtCompletion 0.00 0.00 0.00NewProduct 0 0 0DistanceToNewProductTable
Able Acre AdamAble #VALUE! #VALUE! #VALUE!Acre #VALUE! #VALUE! #VALUE!
Adam #VALUE! #VALUE! #VALUE!Aft #VALUE! #VALUE! #VALUE!
Agape #VALUE! #VALUE! #VALUE!Na #VALUE! #VALUE! #VALUE!Na #VALUE! #VALUE! #VALUE!Na #VALUE! #VALUE! #VALUE!
NewDistance 0.00 0.00 0.00NewProductTime 0.00 0.00 0.00NewRevisionDate 0.00 0.00 0.00NewAgingDate 0.00 0.00 0.00NewAgeAtCompletion 0.00 0.00 0.00RdRevisionDate 2007.90 2006.40 2009.30RdProjectCost $0 $0 $0RdAgeAtStartOfYear 0.00 0.00 0.00RdTimeThisYear 0.00 0.00 0.00RdTimeWithStartDesign 1.00 1.00 1.00RdTimeWithNewDesign 0.00 0.00 0.00RdAgeAtRevision 0.00 0.00 0.00RdAgeAtEndOfYear 0.00 0.00 0.00
MaterialCost MidYear StartYearMatCoordPfmn 0.0500000000000003 -0.2MatCoordSize 20.75 21MatCoordScalarMidYear #VALUE!MatDesignExistedLastYr 1 1 1MatStartPmap #VALUE! #VALUE! #VALUE!MatStartMTBF 5.25 4.20 6.90MatStartTotal #VALUE! #VALUE! #VALUE!MatFuturePmap #VALUE! #VALUE! #VALUE!MatFutureMTBF 5.25 4.20 6.90MatFutureTotal #VALUE! #VALUE! #VALUE!
MARKETINGWorkingAttributesMktgPerformance 5.5 3 8MktgSize 14.5 17 12MktgMTBF 17500 14000 23000MktgAge 0.5 0.5 0.5MktgPrice 28.00 21.00 38.00MktgIsProducable 1 1 1MktgTimeInMarket 0 0 0DistanceToSegmentCenterTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!DistanceToSweetSpotTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!PositioningRoughCutTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!PositioningScoreTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!PriceRoughCutTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!
PriceScoreTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!ReliabilityRoughCutTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!ReliabilityScoreTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!AgeScoreTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!CombinedRoughCutsTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!ChannelBudgetsTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!Accessiblity StartGoodwill NewGoodWillTrad 0.54 #VALUE!Low 0.40 #VALUE!High 0.50 #VALUE!Pfmn 0.35 #VALUE!Size 0.46 #VALUE!AwarenessStart 0.55 0.52 0.49New #VALUE! #VALUE! #VALUE!Awareness #VALUE! #VALUE! #VALUE!SalesWeighted #VALUE! #VALUE! #VALUE!StdAwarenessFactor #VALUE! #VALUE! #VALUE!AwarenessFactorTrad #VALUE! #VALUE! #VALUE!AwarenessFactorLow #VALUE! #VALUE! #VALUE!AwarenessFactorHigh #VALUE! #VALUE! #VALUE!
AwarenessFactorPfmn #VALUE! #VALUE! #VALUE!AwarenessFactorSize #VALUE! #VALUE! #VALUE!StdSalesFactor #VALUE! #VALUE! #VALUE!SalesFactor #VALUE! #VALUE! #VALUE!Arpolicy #VALUE!FactorsTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!ProductRawScoresTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!FinalProductScoresTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!MarketShareUnitsTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!UnitDemandTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!Total #VALUE! #VALUE! #VALUE!EstSalesTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!Total #VALUE! #VALUE! #VALUE!EstMktShrTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!WtgCustBuyTrad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!WtgCustSurvTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!SegmentSales Trad Low High
0 0 00 0 00 0 00 0 00 0 00 0 00 0 00 0 00 0 00 0 00 0 00 0 0
EstIndustrySales Total 0Trad 0 0Low 0 0High 0 0Pfmn 0 0Size 0 0Total 0 0MktgUnitFcastAdjMktTime #VALUE! #VALUE! #VALUE!MktgUnitSales #VALUE! #VALUE! #VALUE!MktgGrossRevenue #VALUE! #VALUE! #VALUE!MktgCOG #VALUE! #VALUE! #VALUE!MktgGrossMargin #VALUE! #VALUE! #VALUE!MktgLessPromoAndSales #VALUE! #VALUE! #VALUE!
PRODUCTION/HRHRround 0 0 0OldComplement 0 0 0OldNeededComplement 0OldNewEmployees 0OldSeparatedEmployees 0OvertimeComplementPercent 0.0%OldTurnoverRate 0.0%OldRecruitingSpend 0OldTrainingHours 0WorkForceCaliberThisYr 0.00TrainingIndexThisYr 0.00ProductivityThisYr 0.00Complement 700
RecruitingSpend 0TrainingHours 0ManYearAdjTraining 2080APfactor 0.99ManHrsPerUnit #VALUE! #VALUE! #VALUE!CapacityThisYear 1800 1400 900CapacityAdjR&Dintro 0 0 0ProductionAdjForCapacity 0 0 0ProductionAdjForAP 0.00000 0.00000 0.00000FirstShiftUnits 0 0 0SecondShiftUnits 0 0 0ManHours #VALUE! #VALUE! #VALUE!NeededComplement #VALUE! #VALUE! #VALUE!ExpectedFirstShiftComplement #VALUE! #VALUE! #VALUE!ExpectedSecondShiftComplement #VALUE! #VALUE! #VALUE!ActualFirstShiftComplement #VALUE! #VALUE! #VALUE!ActualSecondShiftComplement #VALUE! #VALUE! #VALUE!ActualFirstShiftOTComplement #VALUE! #VALUE! #VALUE!SecondShiftOrOvertimePercent #VALUE! #VALUE! #VALUE!ProductionAdjForComplement #VALUE! #VALUE! #VALUE!FirstShiftPayroll #VALUE! #VALUE! #VALUE!SecondOTPayroll #VALUE! #VALUE! #VALUE!OvertimeComplementPercent #VALUE!PlantUtilization #DIV/0!TurnoverRateThisYear #VALUE!EmployeeTurnoverThisYr #VALUE!NewRecruitsThisYear #VALUE!WorkForceCaliberNextYr #VALUE!TrainingIndexNextYr #VALUE!SeparatedEmployees 0ProductivityNextYr #VALUE!RecruitingCost #VALUE!SeparationCost 0TrainingCost 0TotalHRCost #VALUE!
AverageWageUnitCost #VALUE! #VALUE! #VALUE!BenefitCostPerUnit #VALUE! #VALUE! #VALUE!ProdLaborCostPerUnit #VALUE! #VALUE! #VALUE!ProdMaterialCost #VALUE! #VALUE! #VALUE!ProdUnitCost #VALUE! #VALUE! #VALUE!VariableMargin #VALUE! #VALUE! #VALUE!
NewInventoryValue #VALUE! #VALUE! #VALUE!
SELL_CAPACITYCapacitySold 0 0 0CapacityReduction% 0.0% 0.0% 0.0%PlantEquipmentChange 0 0 0WriteOff 0 0 0CashAdustment 0 0 0PlantAdjustment 0 0 0AccDeprAdjustment 0 0 0AdjustedPlantValue 39600 36400 16200AdjustedAccDepr -13200 -12133 -5400BUY_CAPACITYCapacityPurchased 0 0 0PlantEquipmentChange 0 0 0CashAdjustment 0 0 0AdjustedPlantValue 39600 36400 16200CapacityNextRound 1800 1400 900BUY_AUTOMATIONChangedAutomation? 0 0 0PlantEquipmentChange 0 0 0CashAdjustment 0 0 0AdjustedPlantValue 39600 36400 16200TotalPlantEquipChng 0 0 0TotalCashAdjustment 0 0 0TotalPlantAdjustment 0 0 0TotalAccDeprAdjustment 0 0 0TotalAssetAdjustment 0 0 0DEPRECIATIONNewPlantFaceValue 39600 36400 16200PlantToDepreciate 39600 36400 16200NewDepreciation 2640 2427 1080INVENTORY_LIQUIDATIONProductKilled? 0 0 0UnitsLiquidated 0 0 0ValueLiquidation 0 0 0InventoryWriteoff 0 0 0InventoryRemaining 206 0 80InventoryValue 4075 0 2022FINANCETotalPlantInvestment 0SalesPlantEquipment 0MaxStockIssueThisYear 12736MaxStockRetireThisYear 3184MaxCurrentDebtThisYear 7412BondSeriesNumber FaceValue Yield Close
0 0 0 00 0 0 00 0 0 00 0 0 00 0 0 00 0 0 00 0 0 0
0 0 0 00 0 0 00 0 0 00 0 0 00 0 0 00 0 0 0
Sums 0MaturingLTDebt 0RemainingLTDebt 0StartMaxBondIssue 60694MaxBondIssueThisYear 60694
PROFORMASTotalUnitsOnHand #VALUE! #VALUE! #VALUE!TotalInventoryValue #VALUE! #VALUE! #VALUE!Avg Unit Cost #VALUE! #VALUE! #VALUE!Units Sold #VALUE! #VALUE! #VALUE!InvenSold$ #VALUE! #VALUE! #VALUE!InvenUnitsRemaining #VALUE! #VALUE! #VALUE!InvenUnitsRemaining$ #VALUE! #VALUE! #VALUE!StockOut$ #VALUE! #VALUE! #VALUE!PROFORMA_INCOME_STATEMENT
Able Acre AdamSales #VALUE! #VALUE! #VALUE!Labor #VALUE! #VALUE! #VALUE!Material #VALUE! #VALUE! #VALUE!InventoryCarry #VALUE! #VALUE! #VALUE!TotalVariableCosts #VALUE! #VALUE! #VALUE!ContributionMargin #VALUE! #VALUE! #VALUE!Depreciation 2640 2427 1080R&D 0 0 0Promo 0 0 0Sales 0 0 0Admin/Other #VALUE! #VALUE! #VALUE!TotalPeriodCosts #VALUE! #VALUE! #VALUE!NetMargin #VALUE! #VALUE! #VALUE!BrokerageFeesWriteoffsTotalFees&WriteoffsEBITShortTermInterestLongInterestTaxesProfitSharingNetProfitPROFORMA_BALANCE_SHEETCash #VALUE! #VALUE!AR #VALUE! #VALUE!Inventory #VALUE! #VALUE!TotalCurrentAssets #VALUE! #VALUE!Plant&Equip 113800 #VALUE!
AccDepr -45520 #VALUE!TotalFixedAssets 68280 #VALUE!TotalAssets #VALUE! #VALUE!AP #VALUE! #VALUE!CurrentDebt #VALUE! #VALUE!LongTermDebt 0 #VALUE!TotalLiab #VALUE! #VALUE!CommonStock 18360 #VALUE!RetainedEarnings #VALUE! #VALUE!TotalEquity #VALUE! #VALUE!TotalLiab+Equity #VALUE! #VALUE!PROFORMA_CASHFLOWCash Flows from operations Profits/Employee Net Income (Loss) #VALUE! #VALUE! Depreciation&Writeoffs 7587 Chng current Assets/Liab Accounts Payable #VALUE! Inventory #VALUE! Accounts Receivable #VALUE!Net Cash From Operations #VALUE!NetPlantImprovements 0 #VALUE! <Free Cash FlowCash Flows from financial actions Dividends Paid 0 Sales of common stock 0 Purchase of common stock 0 Increase long term debt 0 Retire long term debt 0 Change current debt (net) #VALUE!Net cash from fin. actions #VALUE!NetChngInCash #VALUE!PROFORMA_RATIOSROS #VALUE!AssetTurnover #VALUE!ROA #VALUE! Debt/Equity Debt/AssetsLeverage #VALUE! #VALUE! #VALUE!ROE #VALUE!PriceEarnings #VALUE!Mkt/Book #VALUE!PROFORMA_STOCK_CALCULATIONNewSharesOutstanding 2000.0ProformaBookValue #VALUE!ProformaEPS #VALUE!EffectiveDividendPerShare #VALUE!AvgDividendPerShare #VALUE!CalculatedStockPrice #VALUE! #VALUE!ProformaStockPrice #VALUE!DividendYield #VALUE!DividendPayoutRatio #VALUE!ProformaMarketCap #VALUE! #VALUE! %TotalMarketMKT_SEGMENT_RPTS 1 0
0 2011 Traditional
Total Available Unit Sales 7387Actual Industry Unit Sales 7387Segment % of Total Industry 0.324Growth Rate 0.092 0.092 Acc
0.00 0.540.00 0.540.00 0.540.00 0.540.00 0.540.00 0.540.00 Ideal Age = 2.0 0.470.00 $20.00 - 30.00 0.230.00 Pfmn 5.0 Size 15.0 0.210.00 MTBF 14000-19000 0.09
Perceptual Map TablePerformance Center 5.00Size Center 15.00
0.00 5.50 14.500.00 5.50 14.500.00 5.50 14.500.00 5.50 14.500.00 5.50 14.500.00 5.50 14.500.00 3.00 17.000.00 3.00 17.000.00 3.00 17.000.00 3.00 17.000.00 3.00 17.000.00 3.00 17.00
Potential Actual0.00 0.17 0.170.00 0.17 0.170.00 0.17 0.170.00 0.17 0.170.00 0.17 0.170.00 0.17 0.17
Name MShr UnSoldtoSeg RvDate0.00 0.13 961 2008.900.00 0.13 961 2008.900.00 0.13 961 2008.900.00 0.13 961 2008.900.00 0.13 961 2008.900.00 0.13 961 2008.900.00 0.04 270 2007.400.00 0.04 270 2007.400.00 0.04 270 2007.400.00 0.04 270 2007.400.00 0.04 270 2007.400.00 0.04 270 2007.40
Name Market Share Units Sold to Seg Revision Date
Able 0.1359 1030 1997.9
TQM MODULE 0 0 0TQMyear 1 2 3TQMround 0 0 0DecisionsCPIsystems 0Vendor/JIT 0QIT 0ChannelSupport 0ConcurrentEng 0Benchmarking 0QualityDeployment 0CCE/6SigmaTraining 0UNEPGreen 0GEMISustain 0TotalTQMExpenditures 0
OIdGoodwill OldValueTQMmaterialCost 0.00 0.00%TQMlaborCost 0.00 0.00%TQMcycleTime 0.00 0.00%TQMadmin 0.00 0.00%TQMDemand 0.00 0.00%MaterialCostReduction WorstCase BestCaseCPIsystems 0.00%Vendor/JIT 0.00%QIT 0.00%ChannelSupport 0.00%ConcurrentEng 0.00%Benchmarking 0.00%QualityDeployment 0.00%CCE/6SigmaTraining 0.00%UNEPGreen 0.00%GEMISustain 0.00%CombinedImpact #VALUE!ExpectedImprovement 0.0% 0.00%LaborCostReductionCPIsystems 0.00%Vendor/JIT 0.00%QIT 0.00%ChannelSupport 0.00%ConcurrentEng 0.00%Benchmarking 0.00%QualityDeployment 0.00%CCE/6SigmaTraining 0.00%UNEPGreen 0.00%GEMISustain 0.00%CombinedImpact #VALUE!ExpectedImprovement 0.0% 0.00%ReductionR&DCycleTime
CPIsystems 0.00%Vendor/JIT 0.00%QIT 0.00%ChannelSupport 0.00%ConcurrentEng 0.00%Benchmarking 0.00%QualityDeployment 0.00%CCE/6SigmaTraining 0.00%UNEPGreen 0.00%GEMISustain 0.00%CombinedImpact #VALUE!ExpectedImprovement 0.0% 0.00%ReductionAdminCostsCPIsystems 0.00%Vendor/JIT 0.00%QIT 0.00%ChannelSupport 0.00%ConcurrentEng 0.00%Benchmarking 0.00%QualityDeployment 0.00%CCE/6SigmaTraining 0.00%UNEPGreen 0.00%GEMISustain 0.00%CombinedImpact #VALUE!ExpectedImprovement 0.0% 0.00%DemandIncreaseCPIsystems 0.00%Vendor/JIT 0.00%QIT 0.00%ChannelSupport 0.00%ConcurrentEng 0.00%Benchmarking 0.00%QualityDeployment 0.00%CCE/6SigmaTraining 0.00%UNEPGreen 0.00%GEMISustain 0.00%CombinedImpact #VALUE!ExpectedImprovement 0.0% 0.00%TQMimpactTQMmaterialCost #VALUE!TQMlaborCost #VALUE!TQMcycleTime #VALUE!TQMadmin #VALUE!TQMDemand #VALUE!
MKTG_MODULE 0 0 0MktgYear 1 2 3MktgRound 0 0 0
MediaImpact Traditional Low End High EndPrintMedia 0.00 0.00 0.00
DirectMail 0.00 0.00 0.00WebMedia 0.00 0.00 0.00Email 0.00 0.00 0.00TradeShows 0.00 0.00 0.00Total 0.00 0.00 0.00
PromoDecisions Able Acre AdamPrimarySegment 1 2 3 PrintMedia 0 0 0DirectMail 0 0 0WebMedia 0 0 0Email 0 0 0TradeShows 0 0 0Total 0 0 0
PromoParameters Rates Impressions XminPrintMedia 0 0 0DirectMail 0 0 0WebMedia 0 0 0Email 0 0 0TradeShows 0 0 0CostPerTradeShow 0CostPerReport 0
ImpressionsPrintMedia #DIV/0! #DIV/0! #DIV/0!DirectMail #DIV/0! #DIV/0! #DIV/0!WebMedia #DIV/0! #DIV/0! #DIV/0!Email #DIV/0! #DIV/0! #DIV/0!TradeShows #DIV/0! #DIV/0! #DIV/0!
ReachPrintMedia 0.00 0.00 0.00DirectMail 0.00 0.00 0.00WebMedia 0.00 0.00 0.00Email 0.00 0.00 0.00TradeShows 0.00 0.00 0.00AwarenessCreatedPrint Media #VALUE! #VALUE! #VALUE!Direct Mail #VALUE! #VALUE! #VALUE!Web Media #VALUE! #VALUE! #VALUE!Email #VALUE! #VALUE! #VALUE!Trade Shows #VALUE! #VALUE! #VALUE!Total #VALUE! #VALUE! #VALUE!MaxCategory #VALUE! #VALUE! #VALUE!Remainder #VALUE! #VALUE! #VALUE!DiscountedRemainder #VALUE! #VALUE! #VALUE!NewAwarenessCreated #VALUE! #VALUE! #VALUE!OldAwareness:Trad 0.000 0.000 0.000Low 0.000 0.000 0.000High 0.000 0.000 0.000
Pfmn 0.000 0.000 0.000Size 0.000 0.000 0.000OldAwarenessAfterDecay 0.000 0.000 0.000NewPrimaryAwareness #VALUE! #VALUE! #VALUE!AwarenessThisYear Able Acre AdamTrad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!AwarenessFactorTrad #VALUE! #VALUE! #VALUE!AwarenessFactorLow #VALUE! #VALUE! #VALUE!AwarenessFactorHigh #VALUE! #VALUE! #VALUE!AwarenessFactorPfmn #VALUE! #VALUE! #VALUE!AwarenessFactorSize #VALUE! #VALUE! #VALUE!
SALESMANSHIPSalesPriorities 24% 22% 20%SalesPrioritiesPositive 24% 22% 20%SalesPrioritiesDec 24% 22% 20%SalesBudget 0 0 0SalesFactor #VALUE! #VALUE! #VALUE!
SALES_PARAMETERS Costs Each Annual Contacts XminOutsideSales $0 0 0InsideSales $0 0 0Distributors $0 0 0
Ymax Trad Low HighOutsideSales 0% 0% 0%InsideSales 0% 0% 0%Distributors 0% 0% 0%
SalesDecisions Resources Trad LowOutsideSalesDec 2.00 2.00InsideSalesDec 6.00 6.00DistributorsDec 2.00 2.00MktgReports 0 0IncomingMktgReports 0 0
Budget Trad LowOutsideSales $0 $0 InsideSales $0 $0 Distributors $0 $0 MktgReport $0 $0 Total $0 $0
OutsideSalesGain #VALUE! #VALUE!InsideSalesGain #VALUE! #VALUE!DistributorsGain #VALUE! #VALUE!Total Gain #VALUE! #VALUE!
Accessibility Trad LowOld Old 54.3% 39.9%New New #VALUE! #VALUE!
MktgXBudgetFormulas PromoFormulas SalesFormulasAble 0 0Acre 0 0Adam 0 0Aft 0 0Agape 0 0Na 0 0Na 0 0Na 0 0
MKTG_REPORT 1.00
CHART DATA
Perceptual Map Aging ChartAgeAtStartOfYear 0.00 0.00 0.00AgeBeforeRevision 0.00 0.00 0.00AgeAtRevision 0.00 0.00 0.00AgeAtEndOfYear 0.00 0.00 0.00AGING_CHART Able Acre Adam
1.00 0.002.00 0.002.00 0.002.00 0.002.00 0.003.00 0.003.00 0.003.00 0.003.00 0.004.00 0.004.00 0.004.00 0.004.005.005.005.005.006.006.006.006.006.006.007.007.007.007.00
8.008.008.008.009.00
MaterialCostChart Able Acre AdamOld #VALUE! #VALUE! #VALUE!New #VALUE! #VALUE! #VALUE!
Marketing Revenue ForecastName Margin After marketing Marketing Variable costsAble #VALUE! $0 #VALUE!Acre #VALUE! $0 #VALUE!Adam #VALUE! $0 #VALUE!Aft #VALUE! $0 #VALUE!Agape #VALUE! $0 #VALUE!Na #VALUE! $0 #VALUE!Na #VALUE! $0 #VALUE!Na #VALUE! $0 #VALUE!
Marketing Unit Sales ForecastAble Acre Adam
Trad #VALUE! #VALUE! #VALUE!Low #VALUE! #VALUE! #VALUE!High #VALUE! #VALUE! #VALUE!Pfmn #VALUE! #VALUE! #VALUE!Size #VALUE! #VALUE! #VALUE!Total #VALUE! #VALUE! #VALUE!
Capacity vs ProductionAble Acre Adam
Both Shifts 3600 2800 1800Base Capacity 1800 1400 900Production #VALUE! #VALUE! #VALUE!
Unit Cost Breakdown Material Labor OvertimeEat $11.02 $7.84 $0.00 Ebb $7.37 $6.72 $0.66 Echo $15.27 $8.96 $0.00 Edge $15.21 $8.96 $0.00 Egg $12.99 $8.96 $0.00 NA $0.00 $0.00 $0.00 NA $0.00 $0.00 $0.00 NA $0.00 $0.00 $0.00 Unit Cost Breakdown
Able Acre AdamMaterial #VALUE! #VALUE! #VALUE!
Labor #VALUE! #VALUE! #VALUE!Margin #VALUE! #VALUE! #VALUE!
Balance Sheet AssetsCash #VALUE!Accounts Receivable #VALUE!Inventories #VALUE!Fixed $68,280 LiabilitiesAccounts Payable #VALUE!Current Debt #VALUE!Long Term Debt $0 Common Stock $18,360 Retained Earnings #VALUE!
Income Statement Able Acre AdamNet Margin #VALUE! #VALUE! #VALUE!Administrative / Other #VALUE! #VALUE! #VALUE!Marketing $0 $0 $0 Research & Development $0 $0 $0 Depreciation $2,640 $2,427 $1,080 Inventory Carrying costs #VALUE! #VALUE! #VALUE!Material #VALUE! #VALUE! #VALUE!Labor #VALUE! #VALUE! #VALUE!
Cash Flows From OperationsNet cash flow #VALUE!Accounts Receivable #VALUE!Inventories #VALUE!Accounts Payable #VALUE!Depreciation $7,587 Net income (loss) #VALUE!Net cash flow $0 Plant improvements $0 Net cash flow #VALUE!Change current debt #VALUE!Retire long term debt $0 New long term debt $0 Purchase of stock $0 Sales of stock $0 Dividends $0 Cash flow from Operations #VALUE!
Cash flow from Investing $0 Cash flow from Financial actions #VALUE!Net change in cash position #VALUE!
ROS #VALUE!Asset Turnover #VALUE!Leverage #VALUE!ROE #VALUE!
TQMcharts
Material 0.0% 0.0% 0.0%Labor 0.0% 0.0% 0.0%
R&D Cycle Time 0.0% 0.0% 0.0%
Admin 0.0% 0.0% 0.0%
Demand 0.0% 0.0% 0.0%
MktgXRpt0 0 0
Awareness 0 0 00 0 0
Accessibility 0 0 0
R&D Perceptual Map as a Chart
Series DataLabel X YTraditional Traditional 5.8 15.0Low End Low End 3.1 17.7High End High End 8.5 12.3Performance Performance 9.1 17.0Size Size 3.8 11.7Traditional Rough Traditional Rough 5.8 15.0Low End Rough Low End Rough 3.1 17.7High End Rough High End Rough 8.5 12.3Performance Rough Performance Rough 9.1 17.0Size Rough Size Rough 3.8 11.7P1 Able 5.5 14.5P2 Acre 3.0 17.0P3 Adam 8.0 12.0P4 Aft 9.4 15.5P5 Agape 4.0 11.0P6 0.0 0.0P7 0.0 0.0P8 0.0 0.0R1 5.5 14.5R2 3.0 17.0R3 8.0 12.0
R4 9.4 15.5R5 4.0 11.0R6 0.0 0.0R7 0.0 0.0R8 0.0 0.0
Courier Perceptual MapSeries DataLabel X YTraditional Traditional 0 0Low End Low End 0 0High End High End 0 0Performance Performance 0 0Size Size 0 0Traditional Rough Traditional Rough 0 0Low End Rough Low End Rough 0 0High End Rough High End Rough 0 0Performance Rough Performance Rough 0 0Size Rough Size Rough 0 0A1 0 0 0A2 0 0 0A3 0 0 0A4 0 0 0A5 0 0 0A6 0 0 0A7 0 0 0A8 0 0 0B1 0 0 0B2 0 0 0B3 0 0 0B4 0 0 0B5 0 0 0B6 0 0 0B7 0 0 0B8 0 0 0C1 0 0 0C2 0 0 0C3 0 0 0C4 0 0 0C5 0 0 0C6 0 0 0C7 0 0 0C8 0 0 0D1 0 0 0D2 0 0 0D3 0 0 0D4 0 0 0D5 0 0 0D6 0 0 0D7 0 0 0D8 0 0 0E1 0 0 0
E2 0 0 0E3 0 0 0E4 0 0 0E5 0 0 0E6 0 0 0E7 0 0 0E8 0 0 0F1 0 0 0F2 0 0 0F3 0 0 0F4 0 0 0F5 0 0 0F6 0 0 0F7 0 0 0F8 0 0 0
Courier Segment Perceptual MapSeries DataLabel X YInnerSegment 0 5 15OuterSegment 5 15P1 0.00 5.5 14.5P2 0.00 5.5 14.5P3 0.00 5.5 14.5P4 0.00 5.5 14.5P5 0.00 5.5 14.5P6 0.00 5.5 14.5P7 0.00 3 17P8 0.00 3 17P9 0.00 3 17P10 0.00 3 17P11 0.00 3 17P12 0.00 3 17
TimesOnlineGraphicScreens Xcoord Ycoord1124 RandD 0 0
18 RandD_F 0 0Mktg 0 0Mktg_F 0 0MktgX 0 0Production 0 0Production_F 0 0Labor 0 0TQM 0 0
Finance 0 0BalanceSheet 0 0IncomeStatement 0 0IncomeStatement_F 0 0CashFlow 0 0ProformaScorecard 0 0Ratios 0 0DecSummary 0 0DecSummary_F 0 0
EXCEL DEFAULTS.StandardFont Arial Button Faces.StandardFontSize 10.DisplayFormulaBar 1.TransitionNavigKeys 0.EditDirectlyInCell 1.CellDragAndDrop 1.MoveAfterReturn 0.FixedDecimal 0.FixedDecimalPlaces 2.Calculation -4105.ShowToolTips 1.LargeButtons 0.ColorButtons 1.DisplayFullScreen 0.DisplayStatusBar 1.DisplayCommentIndicator -1
ProtectedEntrySheetsListLogoMktgMktgXRandDLaborProductionFinanceTQMBalanceSheetIncomeStatementCashFlowRatiosDecSummaryCourier1Courier2Courier3Courier4
CourierSegCourier10Courier12Courier11AnnRpt1AnnRpt2RandD_FMktg_FDecSummary_FProduction_FIncomeStatement_FAnnRpt2_FProformaScorecard
CommandBarNames CommandBarsFullScrCommandBarsFullScreenOnWorksheet Menu Bar 1 0Chart Menu Bar 0 0Standard 0 0Formatting 0 0PivotTable 0 0Chart 0 0Reviewing 0 0Forms 0 0Stop Recording 0 0External Data 0 0Formula Auditing 0 0Full Screen 0 0Circular Reference 0 0Visual Basic 0 0Web 0 0Control Toolbox 0 0Exit Design Mode 0 0Refresh 0 0Watch Window 0 0PivotTable Field List 0 0Borders 0 0Protection 0 0Text To Speech 0 0List 0 0Compare Side by Side 0 0Drawing 0 0WordArt 0 0Picture 0 0Drawing Canvas 0 0Organization Chart 0 0Diagram 0 0Ink Drawing and Writing 0 0Ink Annotations 0 0PivotChart Menu 0 0
Workbook tabs 0 0Cell 0 0Column 0 0Row 0 0Cell 0 0Column 0 0Row 0 0Ply 0 0XLM Cell 0 0Document 0 0Desktop 0 0Nondefault Drag and Drop 0 0AutoFill 0 0Button 0 0Dialog 0 0Series 0 0Plot Area 0 0Floor and Walls 0 0Trendline 0 0Chart 0 0Format Data Series 0 0Format Axis 0 0Format Legend Entry 0 0Formula Bar 0 0PivotTable Context Menu 0 0Query 0 0Query Layout 0 0AutoCalculate 0 0Object/Plot 0 0Title Bar (Charting) 0 0Layout 0 0Pivot Chart Popup 0 0Phonetic Information 0 0Auto Sum 0 0Paste Special Dropdown 0 0Find Format 0 0Replace Format 0 0List Range Popup 0 0List Range Layout Popup 0 0XML Range Popup 0 0List Range Layout Popup 0 0Shadow Settings 0 03-D Settings 0 0Borders 0 0Borders 0 0Draw Border 0 0Chart Type 0 0Pattern 0 0Font Color 0 0Fill Color 0 0Line Color 0 0
Drawing and Writing Pens 0 0Annotation Pens 0 0Drawing and Writing Pens 0 0Annotation Pens 0 0Order 0 0Nudge 0 0Align or Distribute 0 0Rotate or Flip 0 0Lines 0 0Connectors 0 0AutoShapes 0 0Callouts 0 0Flowchart 0 0Block Arrows 0 0Stars & Banners 0 0Basic Shapes 0 0Insert Shape 0 0Shapes 0 0Inactive Chart 0 0Excel Control 0 0Curve 0 0Curve Node 0 0Curve Segment 0 0Pictures Context Menu 0 0OLE Object 0 0ActiveX Control 0 0WordArt Context Menu 0 0Rotate Mode 0 0Connector 0 0Script Anchor Popup 0 0Canvas Popup 0 0Organization Chart Popup 0 0Diagram 0 0Layout 0 0Select 0 0Task Pane 0 0 0 0Add Command 0 0Built-in Menus 0 0Clipboard 0 0Envelope 0 0Online Meeting 0 0Acrobat PDFMaker 9.0 1 0CapstoneMenu 1 0CapstoneToolbar 1 0Research 0 0XML Document 0 0Signatures 0 0Document Actions 0 0Clip Art 0 0Selection and Visibility 0 0
Document Management 0 0Document Updates 0 0Mail Merge Panes 0 0Fax Service 0 0Meeting Workspace 0 0Attachment Options 0 0Ribbon Adapter 0 0Add Command 0 0Built-in Menus 0 0Clipboard 0 0Envelope 0 0Online Meeting 0 0 0 0CapstoneMenu 1 0CapstoneToolbar 1 0Status Bar 1 0Ribbon 1 0
Courier Legends TranslatedCourier1Variable costsDepreciationSG&AOtherProfit
Courier4CapacityProduction
Courier10Unit salesUnit demandTrad TraditionalLow Low EndHigh High EndPfmn PerformanceSize Size
AnnRpt1OperationsInvestmentsFinancingChange
CourierSegActualPotential
Black - a formula or label - example Current Cash positionRed - a formula that should NOT be copied because some element of it is unique.Pink - reference to the StartingConditions.txt file
Green - something calculated by a VB routine.
Saving the workbookSet SimulationName to "Capstone", "Foundation", or "CompXM"Set SpecialEdition to Empty or "Harvard" (or some other special edition)Set SpreadsheetVersion to match "xlWebQueryVersionInfo.cfm" on websiteIf 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.
< StudentName for EXAM
0
0 0 0 0 01 1 1 1 11 1 1 1 10 0 0 0 01 1 1 1 1
8.9% 9.1%
0.29 0.430.19 0.090.09 0.290.43 0.19
Pfmn Size 8.6 3.45
17.35 12.2Pfmn Size
9.1 3.817 11.7
1.4 1-1 -1.4
29.5 29.55 51 1.5
1.1 1.122000 1600027000 21000
5000 50000.46 0.46 0.00 0.00 0.00
0.35 0.46
Aft Agape NA NA NA9.4 4 0 0 0
9.4 4 0 0 015.5 11 0 0 015.5 11 0 0 0
25000 19000 0 0 025000 19000 0 0 0
0 0 0 0 033 33 0 0 0
700 700 0 0 0700 700 0 0 0
0 0 0 0 0436 376 0 0 0600 600 0 0 03.0 3.0 0.0 0.0 0.0
2008.500 2008.400 0.000 0.000 0.0000 0 0 0 0
2008.5 2008.4 0 0 029 103 0 0 0
720 2373 0 0 010800 10800 0 0 0-3600 -3600 0 0 0
0 00 00 00 00 00 0
0 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 00 0 00 0 00 0 0
Aft Agape Na Na Na9.4 4.0 0.0 0.0 0.0
15.5 11.0 0.0 0.0 0.025000 19000 0 0 0
33.00 33.00 0.00 0.00 0.000 0 0 0 00 0 0 0 00 0 0 0 0
440 380 0 0 00 0 0 0 0
3.0 3.0 0.0 0.0 0.0
0 0 0 0 00 0 0 0 01 1 0 0 00 0 0 0 00 0 0 0 0
0 0 0 0 0#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
0.00 0.00 0.00 0.00 0.000 0 0 0 00 0 0 0 00 0 0 0 0
0.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 0.00
0 0 0 0 0
Aft Agape Na Na Na#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!
0.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 0.00
2008.50 2008.40 0.00 0.00 0.00$0 $0 $0 $0 $0
0.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 0.001.00 1.00 0.00 0.00 0.000.00 0.00 1.00 1.00 1.000.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 0.00
1 1 0 0 0#VALUE! #VALUE! 0.00 0.00 0.00
7.50 5.70 0.00 0.00 0.00#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!#VALUE! #VALUE! 0.00 0.00 0.00
7.50 5.70 0.00 0.00 0.00#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
9.4 4 0 0 015.5 11 0 0 0
25000 19000 0 0 00.5 0.5 0.5 0.5 0.5
33.00 33.00 0.00 0.00 0.001 1 0 0 00 0 0 0 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!#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!#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
StdAccessFactor Mktg2AccessFactor AccessFactor SalesWeighted#VALUE! #VALUE! #VALUE! #VALUE!#VALUE! #VALUE! #VALUE! #VALUE!#VALUE! #VALUE! #VALUE! #VALUE!#VALUE! #VALUE! #VALUE! #VALUE!#VALUE! #VALUE! #VALUE! #VALUE!
#VALUE!0.46 0.46 0.00 0.00 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! #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! #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!
Perf Size0 00 00 00 00 00 00 00 00 00 00 00 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!
0 0 0 0 0
#VALUE! #VALUE! 0.00 0.00 0.00600 600 0 0 0
0 0 0 0 00 0 0 0 0
0.00000 0.00000 0.00000 0.00000 0.000000 0 0 0 00 0 0 0 0
#VALUE! #VALUE! 0 0 0#VALUE! #VALUE! 0 0 0#VALUE! #VALUE! 0 0 0#VALUE! #VALUE! 0 0 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! 0.00 0.00 0.00
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
0 0 0 0 00.0% 0.0% 0.0% 0.0% 0.0%
0 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 0
10800 10800 0 0 0-3600 -3600 0 0 0
0 0 0 0 00 0 0 0 00 0 0 0 0
10800 10800 0 0 0600 600 0 0 0
0 0 0 0 00 0 0 0 00 0 0 0 0
10800 10800 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 0
10800 10800 0 0 010800 10800 0 0 0
720 720 0 0 0
0 0 1 1 10 0 0 0 00 0 0 0 00 0 0 0 0
29 103 0 0 0720 2373 0 0 0
IntRate MktValue Balance AdjFace LongTermInterest0 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 0
0 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 0
0 0 0 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!
Aft Agape Na Na Na#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!
720 720 0 0 00 0 0 0 00 0 0 0 00 0 0 0 0
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
ending cash e-loan#VALUE! #VALUE! #VALUE!
Assets/Employee#VALUE!
#VALUE! WorkingCapital#VALUE! Sales/Day#VALUE! DaysOfWrkCap
00
#VALUE!
New Stock Calc=BV|RE per share #VALUE! #VALUE!+ 3|5* EPS #VALUE! #VALUE!+ 2|3* old EPS, >=0 #VALUE! 0+ Avg Dividend, >=0 #VALUE! #VALUE!0.1 times if eloan MinELoanImpact #VALUE! #VALUE!Book Value / 2 ImpactFloor #VALUE! #VALUE!Eloan per share #VALUE! #VALUE!Impact Temp #VALUE! #VALUE!Impact Floor #VALUE! #VALUE!End Price, >=1 #VALUE! #VALUE!
StockOut Pfmn Size Price MTBF 5.5 14.5 28.00 17500 5.5 14.5 28.00 17500 5.5 14.5 28.00 17500 5.5 14.5 28.00 17500 5.5 14.5 28.00 17500 5.5 14.5 28.00 17500 3.0 17.0 21.00 14000 3.0 17.0 21.00 14000 3.0 17.0 21.00 14000 3.0 17.0 21.00 14000 3.0 17.0 21.00 14000 3.0 17.0 21.00 14000
Stock Out Pfmn Coord Size Coord List Price MTBF
5.5 14.5 28 17500
0 0 0 0 04 5 6 7 80 0 0 0 0
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 millionLaborCost/Year is about $31 millionTherefore, savings per year is $2 million or about 6.4%
Cycle Time Reduction
Assume average 5 projects or $5M/yearSavings is $1.5 million/year, or 30% reduction in cycle time per year.
2000 100% ConcurrentEng
1000 50% QualityDep3000 Total
Reduction Admin CostsAssume Inv Carry and Admin total $3 million Per year
Savings is $1.5 million/year, or 50% reduction in OH.2000 100% Benchmarking1000 50% Vendor JIT3000 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 Support1000 50% Quality Deployment
200 10% CCE/6Sigma3200 Total
0 0 0 0 04 5 6 7 80 0 0 0 0
Performance Size0.00 0.00 0.00 Traditional
0.00 0.00 0.00 Low End0.00 0.00 0.00 High End0.00 0.00 0.00 Performance0.00 0.00 0.00 Size0.00 0.00
Aft Agape Na Na Na4 5 0 0 0 0 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 0
Xmax Ymin Ymax Shape0 0 0 00 0 0 00 0 0 00 0 0 00 0 0 0
#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
0.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 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! #VALUE! #VALUE! #VALUE!#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
0.000 0.000 0.000 0.000 0.0000.000 0.000 0.000 0.000 0.0000.000 0.000 0.000 0.000 0.000
0.000 0.000 0.000 0.000 0.0000.000 0.000 0.000 0.000 0.0000.000 0.000 0.000 0.000 0.000
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Aft Agape Na Na Na
#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!
17% 17% 0% 0% 0%17% 17% 0% 0% 0%17% 17% 0% 0% 0%
0 0 0 0 0#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Xmax Ymin Ymax Shape$0 0 0.0% 0$0 0 0.0% 0$0 0 0.0% 0
Pfmn Size0% 0%0% 0%0% 0%
High Pfmn Size Total2.00 2.00 2.00 10.005.00 5.00 5.00 27.003.00 3.00 3.00 13.00
0 0 00 0 0
High Pfmn Size Total (000)$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! #VALUE!#VALUE! #VALUE! #VALUE!
High Pfmn Size50.1% 34.9% 46.1%
#VALUE! #VALUE! #VALUE!
0.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 0.00
Aft Agape Na Na Na
0.000.000.000.00
0.000.000.000.00
0.000.000.000.00
0.000.000.00
0.000.000.000.000.00
Aft Agape Na Na Na#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Aft Agape Na Na Na#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!
Aft Agape Na Na Na1200 1200 0 0 0
600 600 0 0 0#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Margin$9.14 $6.25
$13.78 $8.83
$11.06 $0.00 $0.00 $0.00
Aft Agape Na Na Na#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!#VALUE! #VALUE! $0.00 $0.00 $0.00
Aft Agape Na Na Na#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$720 $720 $0 $0 $0 #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%
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 0 00 0 00 0 0
RelativeDiameter555558888844444444444
44444
RelativeDiameter5555588888444444444444444444444444444444444
444444444444444
RelativeDiameter58444444444444
Xcoord Ycoord590 1590 1460 1460 1560 1545 1615 1515 1675 1
395 1575 1575 1400 1550 1595 1415 1470 1300 1
Cells for Border changingAllRandDdecisionsAllRandDdecisions_FAllMktgDecisionsAllMktgDecisions_FAllMktgXDecisionsAllProductionDecisionsAllProductionDecisions_FAllLaborDecisionsAllTQMDecisionsAllFinanceDecisions
If saving to a new name (example, from Capstone_01.xls to Capstone_02.xls, set SaveFlag to 1 and save manually.
01101
4189190
-37933
0
0
$0
OldMktgMTBF1750014000230002500019000
000
Total#VALUE!#VALUE!#VALUE!#VALUE!#VALUE!
WtgAccess
rawAwareness#VALUE!
Competitors-20.00 #VALUE!-20.00 #VALUE!-20.00 #VALUE!-20.00 #VALUE!-20.00 #VALUE!
SegmentUnitDemand8057
10007297622842335
#VALUE!Total Segment
#VALUE! 0#VALUE! 0#VALUE! 0#VALUE! 0#VALUE! 0#VALUE! #VALUE! MktShr
0 ProductCount
#VALUE!
#VALUE!#VALUE!#VALUE!#VALUE!#VALUE! CustomerBuyingCriteria#VALUE!#VALUE!#VALUE!#VALUE!#VALUE!#VALUE! WtgCustSurvey
#VALUE!#VALUE!#VALUE!#VALUE!#VALUE!
530000
0.0000000
#VALUE!#VALUE!#VALUE!#VALUE!#VALUE!#VALUE!#VALUE!
#VALUE!#VALUE!#VALUE!
#VALUE!
00000
113800-37933
0
0
00
0
113800
7587
000
4189190
#VALUE!
#VALUE!#VALUE!
Total $Sales Sales/Employee#VALUE! #VALUE! #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! #VALUE!
0 #VALUE!0 #VALUE!0 #VALUE!
#VALUE! #VALUE!0 #VALUE!0 #VALUE!
#VALUE! #VALUE!#VALUE! #VALUE!#VALUE! #VALUE!#VALUE! rawProfits#VALUE! operatingProfit
#VALUE!#VALUE!
AgeDec.31 Promo Sales Aware3.1 1000 1000 0.5503.1 1000 1000 0.5503.1 1000 1000 0.5503.1 1000 1000 0.5503.1 1000 1000 0.5503.1 1000 1000 0.5504.6 900 900 0.5184.6 900 900 0.5184.6 900 900 0.5184.6 900 900 0.5184.6 900 900 0.5184.6 900 900 0.518
Age Dec.31 Promo Budget Sales Budget Customer Awareness
3.1 1009 979 0.6103
Total
000000
100%
0
0 0 0 00 0 0 0
DecSurv Access18 0.54318 0.542918 0.542918 0.542918 0.542918 0.5429
4 0.54294 0.54294 0.54294 0.54294 0.54294 0.5429
Customer AccessDecember Customer Survey
17.9
DECISIONS Andrews 1 0 2000 MEDIUMProductName Able Acre Adam Aft Agape Na NaRetireProduct 0 0 0 0 0 0 0XcoordinateRD 5.7 3 8 9.4 4.5 0 0YcoordinateRD 14.3 17 12 15.5 10.1 0 0MTBFrdSpec 17500 14000 23000 25000 19500 0 0Price 29 21.5 39 34.5 34.5 0 0PromoBudget 1250 1200 950 950 1000 0 0SalesBudget 1400 1300 1200 1000 1300 0 0UnitSalesForecast 1400 2100 400 400 400 0 0ProductionOrdered 1320 2200 400 400 350 0 0CapacityChange 0 0 0 0 0 400 0AutomationNextRound 5 6 4 4 4 4 0FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue ARFinanceDecisions 1300 0 1 0 0 12000 30LaborNegotiation TechWageAsmbWage Benefits ProfitShr AnnRaiseComplmentRecrSpendOffer1 20 0 2500 0.02 0.05 721.2428 0Offer2 22 0 2750 0.022 0.055 0 0TQMfunction CPI VendorJIT QIT Channels CCEBenchMark QFDETQMbudgets 0 0 0 0 0 0 0MKTGPrimarySeg 1 2 3 4 5 0 0MKTGPrintMedia 200 180 160 140 140 0 0MKTGDirectMail 200 180 160 140 140 0 0MKTGWebMedia 200 180 160 140 140 0 0MKTGEmail 200 180 160 140 140 0 0MKTGTradeShows 200 180 160 140 140 0 0MKTGSalesPriorities 0.24 0.22 0.2 0.17 0.17 0 0MKTGOutsideSales 11 0.2 0.2 0.2 0.2 0.2MKTGInsideSales 27 0.2 0.2 0.2 0.2 0.2MKTGDistributors 14 0.2 0.2 0.2 0.2 0.2MKTGReports 0 0 0 0 0 0FeesAndNewCapital 0 0Capstone Rehearsal Round 2 DecisionsDECISIONS Andrews 1 2 2006 C10016ProductName Able Acre Adam Aft Agape Na NaRetireProduct 0 0 0 0 0 0 0XcoordinateRD 6.5 3 8 9.4 5.1 0 0YcoordinateRD 13.5 17 12 15.5 9.2 0 0MTBFrdSpec 17500 14000 23000 25000 19500 0 0Price 28.5 21.5 38.00 33.00 34 0.00 0PromoBudget 1475 1500 0 0 1320 0 0SalesBudget 1600 1475 0 0 1500 0 0UnitSalesForecast 1600 2100 0 0 575 0 0ProductionOrdered 1800 2100 600 650 675 450 0CapacityChange 0 0 0 40 45 0 0AutomationNextRound 6 7 4 4 4.5 4 0FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue ARFinanceDecisions 6000 0 1.35 6000 0 6000 30LaborNegotiation TechWageAsmbWage Benefits ProfitShr AnnRaiseComplmentRecrSpend
Offer1 21 0 2500 0.02 0.05 814 0Offer2 23.1 0 2750 0.022 0.055 0 0TQMfunction CPI VendorJIT QIT Channels CCEBenchMark QFDETQMbudgets 0 0 0 0 0 0 0MKTGPrimarySeg 1 2 3 4 5 0 0MKTGPrintMedia 400 240 180 160 160 0 0MKTGDirectMail 400 240 180 160 160 0 0MKTGWebMedia 400 240 180 160 160 0 0MKTGEmail 400 240 180 160 160 0 0MKTGTradeShows 400 240 180 160 160 0 0MKTGSalesPriorities 0.24 0.22 0.2 0.17 0.17 0 0MKTGOutsideSales 18 0.2 0.2 0.2 0.2 0.2MKTGInsideSales 43 0.2 0.2 0.2 0.2 0.2MKTGDistributors 21 0.2 0.2 0.2 0.2 0.2MKTGReports 0 0 0 0 0 0FeesAndNewCapital 0 0Capstone Rehearsal Round 3 DecisionsDECISIONS Andrews 1 2 2006 C10016ProductName Able Acre Adam Aft Agape Na NaRetireProduct 0 0 0 0 0 0 0XcoordinateRD 7.2 3 8 9.4 5.7 0 0YcoordinateRD 12.9 17 12 15.5 8.3 0 0MTBFrdSpec 17500 14000 23,000 25,000 19500 0 0Price 28 19.99 38 33 33.5 0 0PromoBudget 1700 1775 0 0 1550 0 0SalesBudget 1800 1775 0 0 1650 0 0UnitSalesForecast 1650 2300 0 0 600 0 0ProductionOrdered 1600 2400 410 440 615 0 0CapacityChange 0 0 0 0 45 0 0AutomationNextRound 7 7.8 3 3 5 0 0FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue ARFinanceDecisions 0 0 2.1 0 0 4500 30LaborNegotiation TechWageAsmbWage Benefits ProfitShr AnnRaiseComplmentRecrSpendOffer1 21 0 2500 0.02 0.05 814 0Offer2 23.1 0 2750 0.022 0.055 0 0TQMfunction CPI VendorJIT QIT Channels CCEBenchMark QFDETQMbudgets 0 0 0 0 0 0 0MKTGPrimarySeg 1 2 3 4 5 0 0MKTGPrintMedia 400 240 180 160 160 0 0MKTGDirectMail 400 240 180 160 160 0 0MKTGWebMedia 400 240 180 160 160 0 0MKTGEmail 400 240 180 160 160 0 0MKTGTradeShows 400 240 180 160 160 0 0MKTGSalesPriorities 0.24 0.22 0.2 0.17 0.17 0 0MKTGOutsideSales 18 0.2 0.2 0.2 0.2 0.2MKTGInsideSales 43 0.2 0.2 0.2 0.2 0.2MKTGDistributors 21 0.2 0.2 0.2 0.2 0.2MKTGReports 0 0 0 0 0 0FeesAndNewCapital 0 0Capstone Rehearsal Round 4 Decisions
DECISIONS Andrews 1 2 2006 C10016ProductName Able Acre Adam Aft Agape Na NaRetireProduct 0 0 0 0 0 0 0XcoordinateRD 7.8 4.3 8 9.4 6.3 0 0YcoordinateRD 12.1 15.7 12 15.5 7.2 0 0MTBFrdSpec 17500 14000 23,000 25,000 19500 0 0Price 27.5 19.5 38 33 33 0 0PromoBudget 1900 1935 0 0 1775 0 0SalesBudget 2000 1950 0 0 1850 0 0UnitSalesForecast 1900 2500 0 0 800 0 0ProductionOrdered 2050 2675 410 440 930 0 0CapacityChange 50 230 0 0 125 0 0AutomationNextRound 7 7.8 3 3 5 0 0FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue ARFinanceDecisions 0 0 0 0 0 0 30LaborNegotiation TechWageAsmbWage Benefits ProfitShr AnnRaiseComplmentRecrSpendOffer1 21 0 2500 0.02 0.05 814 0Offer2 23.1 0 2750 0.022 0.055 0 0TQMfunction CPI VendorJIT QIT Channels CCEBenchMark QFDETQMbudgets 0 0 0 0 0 0 0MKTGPrimarySeg 1 2 3 4 5 0 0MKTGPrintMedia 400 240 180 160 160 0 0MKTGDirectMail 400 240 180 160 160 0 0MKTGWebMedia 400 240 180 160 160 0 0MKTGEmail 400 240 180 160 160 0 0MKTGTradeShows 400 240 180 160 160 0 0MKTGSalesPriorities 0.24 0.22 0.2 0.17 0.17 0 0MKTGOutsideSales 18 0.2 0.2 0.2 0.2 0.2MKTGInsideSales 43 0.2 0.2 0.2 0.2 0.2MKTGDistributors 21 0.2 0.2 0.2 0.2 0.2MKTGReports 0 0 0 0 0 0FeesAndNewCapital 0 0
Foundation Rehearsal Round 1 DecisionsDECISIONS Andrews 1 0 2000 MEDIUMProductName Able Acre Na Na Na NA NARetireProduct 0 0 0 0 0 0 0XcoordinateRD 5.5 3 0 0 0 0 0YcoordinateRD 14.5 17 0 0 0 0 0MTBFrdSpec 17500 14000 0 0 0 0 0Price 35 0 0 0 0 0 0PromoBudget 1200 0 0 0 0 0 0SalesBudget 1300 0 0 0 0 0 0UnitSalesForecast 1300 0 0 0 0 0 0ProductionOrdered 1326 0 0 0 0 0 0CapacityChange 0 300 0 0 0 0 0AutomationNextRound 4 3 0 0 0 0 0
FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue ARFinanceDecisions $2,000 0 0.75 1000 0 $4,000 30LaborNegotiation TechWageAsmbWage Benefits ProfitShr AnnRaiseComplmentRecrSpendOffer1 20 0 2500 0.02 0 250 0Offer2 22 0 2750 0.022 0 0 0TQMfunction CPI VendorJIT QIT Channels CCEBenchMark QFDETQMbudgets 0 0 0 0 0 0 0MKTGPrimarySeg 0 0 0 0 0 0 0MKTGPrintMedia 200 0 0 0 0 0 0MKTGDirectMail 200 0 0 0 0 0 0MKTGWebMedia 200 0 0 0 0 0 0MKTGEmail 200 0 0 0 0 0 0MKTGTradeShows 200 0 0 0 0 0 0MKTGSalesPriorities 0 0 0 0 0 0 0MKTGOutsideSales 2 0.2 0.2 0.2 0.2 0.2MKTGInsideSales 6 0.2 0.2 0.2 0.2 0.2MKTGDistributors 3 0.2 0.2 0.2 0.2 0.2MKTGReports 0 0 0 0 0 0FeesAndNewCapital 0 0Foundation Rehearsal Round 2 DecisionsDECISIONS Andrews 1 2 2006 C10016ProductName Able Acre NA NA NA NA NARetireProduct 0 0 0 0 0 0 0XcoordinateRD 5.5 3 0 0 0 0 0YcoordinateRD 14.5 17 0 0 0 0 0MTBFrdSpec 17500 14000 0 0 0 0 0Price 28.00 21.00 0 0 0 0 0PromoBudget 0 0 0 0 0 0 0SalesBudget 0 0 0 0 0 0 0UnitSalesForecast 0 0 0 0 0 0 0ProductionOrdered 1600 300 0 0 0 0 0CapacityChange 100 100 0 0 0 0 0AutomationNextRound 5 4 0 0 0 0 0FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue ARFinanceDecisions $3,000 0 0.75 3000 0 $3,500 30LaborNegotiation TechWageAsmbWage Benefits ProfitShr AnnRaiseComplmentRecrSpendOffer1 20 0 2500 0.02 0 257 0Offer2 22 0 2750 0.022 0 0 0TQMfunction CPI VendorJIT QIT Channels CCEBenchMark QFDETQMbudgets 0 0 0 0 0 0 0MKTGPrimarySeg 2 0 0 0 0 0 0MKTGPrintMedia 300 0 0 0 0 0 0MKTGDirectMail 300 0 0 0 0 0 0MKTGWebMedia 300 0 0 0 0 0 0MKTGEmail 300 0 0 0 0 0 0MKTGTradeShows 300 0 0 0 0 0 0MKTGSalesPriorities 0 0 0 0 0 0 0MKTGOutsideSales 4 0.2 0.2 0.2 0.2 0.2MKTGInsideSales 10 0.2 0.2 0.2 0.2 0.2MKTGDistributors 5 0.2 0.2 0.2 0.2 0.2
MKTGReports 0 0 0 0 0 0FeesAndNewCapital 0 0Foundation Rehearsal Round 3 DecisionsDECISIONS Andrews 1 3 2006 C10016ProductName Able Acre NA NA NA NA NARetireProduct 0 0 0 0 0 0 0XcoordinateRD 5.5 3 0 0 0 0 0YcoordinateRD 14.5 17 0 0 0 0 0MTBFrdSpec 17500 14000 0 0 0 0 0Price 28.00 21.00 0 0 0 0 0PromoBudget 0 0 0 0 0 0 0SalesBudget 0 0 0 0 0 0 0UnitSalesForecast 0 0 0 0 0 0 0ProductionOrdered 1200 1820 0 0 0 0 0CapacityChange 0 0 0 0 0 0 0AutomationNextRound 4 5 0 0 0 0 0FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue ARFinanceDecisions $3,000 0 0.85 0 0 $3,000 30LaborNegotiation TechWageAsmbWage Benefits ProfitShr AnnRaiseComplmentRecrSpendOffer1 20 0 2500 0.02 0 257 0Offer2 22 0 2750 0.022 0 0 0TQMfunction CPI VendorJIT QIT Channels CCEBenchMark QFDETQMbudgets 0 0 0 0 0 0 0MKTGPrimarySeg 2 0 0 0 0 0 0MKTGPrintMedia 300 0 0 0 0 0 0MKTGDirectMail 300 0 0 0 0 0 0MKTGWebMedia 300 0 0 0 0 0 0MKTGEmail 300 0 0 0 0 0 0MKTGTradeShows 300 0 0 0 0 0 0MKTGSalesPriorities 0 0 0 0 0 0 0MKTGOutsideSales 4 0.2 0.2 0.2 0.2 0.2MKTGInsideSales 10 0.2 0.2 0.2 0.2 0.2MKTGDistributors 5 0.2 0.2 0.2 0.2 0.2MKTGReports 0 0 0 0 0 0FeesAndNewCapital 0 0Foundation Rehearsal Round 4 DecisionsDECISIONS Andrews 1 4 2006 C10016ProductName Able Acre NA NA NA NA NARetireProduct 0 0 0 0 0 0 0XcoordinateRD 6 3 0 0 0 0 0YcoordinateRD 15 17 0 0 0 0 0MTBFrdSpec 17,500 14,000 0 0 0 0 0Price 28 21 0 0 0 0 0PromoBudget 0 0 0 0 0 0 0SalesBudget 0 0 0 0 0 0 0UnitSalesForecast 0 0 0 0 0 0 0ProductionOrdered 1,200 1,820 0 0 0 0 0CapacityChange 0 0 0 0 0 0 0AutomationNextRound 4 5 0 0 0 0 0FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR
FinanceDecisions 0 0 0 0 0 0 30 LaborNegotiation TechWageAsmbWage Benefits ProfitShr AnnRaiseComplmentRecrSpendOffer1 20 0 2500 0.02 0 257 0Offer2 22 0 2750 0.022 0 0 0TQMfunction CPI VendorJIT QIT Channels CCEBenchMark QFDETQMbudgets 0 0 0 0 0 0 0MKTGPrimarySeg 2 0 0 0 0 0 0MKTGPrintMedia 300 0 0 0 0 0 0MKTGDirectMail 300 0 0 0 0 0 0MKTGWebMedia 300 0 0 0 0 0 0MKTGEmail 300 0 0 0 0 0 0MKTGTradeShows 300 0 0 0 0 0 0MKTGSalesPriorities 0 0 0 0 0 0 0MKTGOutsideSales 4 0.2 0.2 0.2 0.2 0.2MKTGInsideSales 10 0.2 0.2 0.2 0.2 0.2MKTGDistributors 5 0.2 0.2 0.2 0.2 0.2MKTGReports 0 0 0 0 0 0FeesAndNewCapital 0 0
Na00 We handle tutorial decisions as follows:0 1. At startup, the latest tutorial decisions are retrieved from the website.0 2. The student modifies them. This puts the student's decisions into DecisionsOutgoing0 3. The student could also mess with "teammate" decisions. Therefore, at Save we must restore "teammate" Decisions.0 4. The Tutorial decisions at left are constructed at Design Time.0 Yellow areas are decisions being made by the student, taken from DecisionsOutgoing.0 Blue areas are decisions by Tutorial "teammates" created by the designer. Some are constants. Some are formulas.0 5. At Save, the decisions at left are copied to DecisionsIncoming, then posted into the worksheets. Much like an UndoToLastSave. Then Saved.0 6. The student is then given an option to continue working on this round or advance.0
AP30
TrainHrs0 ProductName RandD!C40 RetireProduct
CCE6sigma UNEPGreenGEMISustain XcoordinateRD RandD!D40 0 0 YcoordinateRD RandD!E40 MTBFrdSpec RandD!F40 Price Mktg!C40 PromoBudget Mktg!D40 SalesBudget Mktg!E40 UnitSalesForecast Mktg!G40 ProductionOrdered Production!C60 CapacityChange Production!C16
AutomationNextRound Production!C18FinanceFunctionFinanceDecisions Finance!C11LaborNegotiationOffer1 Labor!J6Offer2TQMfunction
Na TQMbudgets TQM!D50 MKTGPrimarySeg0 MKTGPrintMedia0 MKTGDirectMail0 MKTGWebMedia0 MKTGEmail0 MKTGTradeShows0 MKTGSalesPriorities0 MKTGOutsideSales0 MKTGInsideSales0 MKTGDistributors0 MKTGReports
AP FeesAndNewCapital30
TrainHrs
00
CCE6sigma UNEPGreenGEMISustain0 0 00000000
Na00000000000
AP30
TrainHrs00
CCE6sigma UNEPGreenGEMISustain0 0 00000000
Na00000000000
AP30
TrainHrs00
CCE6sigma UNEPGreenGEMISustain0 0 00000000
NA0000 ProductName RandD_F!C40 RetireProduct0 XcoordinateRD RandD_F!D40 YcoordinateRD RandD_F!E40 MTBFrdSpec RandD_F!F40 Price Mktg_F!C40 PromoBudget Mktg_F!D40 SalesBudget Mktg_F!E4
AP UnitSalesForecast Mktg_F!G430 ProductionOrdered Production_F!C6
TrainHrs CapacityChange Production_F!C160 AutomationNextRound Production_F!C180 FinanceFunction
CCE6sigma UNEPGreenGEMISustain FinanceDecisions Finance!C110 0 0 LaborNegotiation0 Offer10 Offer20 TQMfunction0 TQMbudgets TQM!D50 MKTGPrimarySeg0 MKTGPrintMedia1 MKTGDirectMail
MKTGWebMediaMKTGEmailMKTGTradeShowsMKTGSalesPrioritiesMKTGOutsideSalesMKTGInsideSalesMKTGDistributors
NA MKTGReports0 FeesAndNewCapital0000000000
AP30
TrainHrs00
CCE6sigma UNEPGreenGEMISustain0 0 00000001
NA00000000000
AP30
TrainHrs00
CCE6sigma UNEPGreenGEMISustain0 0 00000001
NA00000000000
AP
30 TrainHrs
00
CCE6sigma UNEPGreenGEMISustain0 0 00000001
1. At startup, the latest tutorial decisions are retrieved from the website.2. The student modifies them. This puts the student's decisions into DecisionsOutgoing3. The student could also mess with "teammate" decisions. Therefore, at Save we must restore "teammate" Decisions.4. The Tutorial decisions at left are constructed at Design Time.
Yellow areas are decisions being made by the student, taken from DecisionsOutgoing.Blue areas are decisions by Tutorial "teammates" created by the designer. Some are constants. Some are formulas.
5. At Save, the decisions at left are copied to DecisionsIncoming, then posted into the worksheets. Much like an UndoToLastSave. Then Saved.6. The student is then given an option to continue working on this round or advance.
RandD!C5 RandD!C6 RandD!C7 RandD!C8
RandD!D5 RandD!D6 RandD!D7 RandD!D8RandD!E5 RandD!E6 RandD!E7 RandD!E8RandD!F5 RandD!F6 RandD!F7 RandD!F8
Mktg!C5 Mktg!C6 Mktg!C7 Mktg!C8Mktg!D5 Mktg!D6 Mktg!D7 Mktg!D8Mktg!E5 Mktg!E6 Mktg!E7 Mktg!E8Mktg!G5 Mktg!G6 Mktg!G7 Mktg!G8
Production!D6 Production!E6 Production!F6 Production!G6Production!D16 Production!E16 Production!F16 Production!G16Production!D18 Production!E18 Production!F18 Production!G18
Finance!C13 Finance!C14 Finance!C18 Finance!J17
Labor!J7 Labor!J8 Labor!J9
TQM!D6 TQM!D7 TQM!D8 TQM!D9
ARRange APRange
NewAR ProdAPMktgAR NewAP
MktgAP
RandD_F!C5 RandD_F!C6 RandD_F!C7 RandD_F!C8
RandD_F!D5 RandD_F!D6 RandD_F!D7 RandD_F!D8RandD_F!E5 RandD_F!E6 RandD_F!E7 RandD_F!E8RandD_F!F5 RandD_F!F6 RandD_F!F7 RandD_F!F8
Mktg_F!C5 Mktg_F!C6 Mktg_F!C7 Mktg_F!C8Mktg_F!D5 Mktg_F!D6 Mktg_F!D7 Mktg_F!D8Mktg_F!E5 Mktg_F!E6 Mktg_F!E7 Mktg_F!E8
Mktg_F!G5 Mktg_F!G6 Mktg_F!G7 Mktg_F!G8Production_F!D6 Production_F!E6 Production_F!F6 Production_F!G6
Production_F!D16 Production_F!E16 Production_F!F16 Production_F!G16Production_F!D18 Production_F!E18 Production_F!F18 Production_F!G18
Finance!C13 Finance!C14 Finance!C18 Finance!J17
TQM!D6 TQM!D7 TQM!D8 TQM!D9
ARRange APRangeNewAR Prod_FAP
Mktg_FAR NewAPMktg_FAP
5. At Save, the decisions at left are copied to DecisionsIncoming, then posted into the worksheets. Much like an UndoToLastSave. Then Saved.
RandD!C9 RandD!C10 RandD!C11
RandD!D9 RandD!D10 RandD!D11RandD!E9 RandD!E10 RandD!E11RandD!F9 RandD!F10 RandD!F11
Mktg!C9 Mktg!C10 Mktg!C11Mktg!D9 Mktg!D10 Mktg!D11Mktg!E9 Mktg!E10 Mktg!E11Mktg!G9 Mktg!G10 Mktg!G11
Production!H6 Production!I6 Production!J6Production!H16 Production!I16 Production!J16Production!H18 Production!I18 Production!J18
Finance!J18 ARRange APRange
NewComplement NewRecruitSpend NewTrainHours
TQM!D13 TQM!D14 TQM!D15 TQM!D10
Finance!J18 AR_FRange AP_FRange
NewComplement_F NewRecruitSpend_F NewTrainHours_F
TQM!D13 TQM!D14 TQM!D15 TQM!D10
TQM!D16
TQM!D16
TranslatedEntry ChngDate ChngDate ChngDate
Save Decisions?
YesNo
OK
Warning!8/3/2009 5/14/2010
Undo to Official Decisions 8/3/2009 5/14/2010Cancel
8/3/2009 5/14/2010
Undo to Last Saved Draft 8/3/2009 5/14/2010Website not found!
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.
Would you like to save your decisions before exiting?
There is a labor negotiation this round!
Your labor contract will expire this year. Please remember to give your negotiators a bargaining position.
TQM Initiatives are not available.
TQM Initiatives are not available this year. Please ignore this worksheet.
'Undo to Official Decisions' 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 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.
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
the ratio of Assets to Equity.
. 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 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.
ROSROAROEAsset TurnoverEBITMarket CapBook ValueEPSStock PriceAssetsSalesProfitsFree Cash FlowLeverageDebt/EquityDebt/AssetsEmergency LoanOperating ProfitContribution MarginPlant UtilizationDays of Working CapitalStock-out costsInventory Carrying costsCustomer Buying CriteriaWtg Avg Cust Survey Score
Customer AwarenessCustomer AccessibilityProduct CountSG&A expenseMarket ShareEmployee Turnover RateEmployee ProductivitySales/EmployeeAssets/EmployeeProfits/EmployeeTQM Material ReductionTQM Labor Reduction
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.
TQM R&D ReductionTQM Admin Cost Reduction
TQM Demand IncreaseScore for RoundRecap Score
FinancialInternal Business ProcessCustomerLearning and GrowthResume Previous TutorialResume Rehearsal Tutorial
Choose Coach
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.
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?
No Office Assistant found
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.
You have two options:
Continue working on Round
Is this your Final Answer?
Saved By:Decisions For:Time Stamp:UPLOAD FAILED!
Save Decisions
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.
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.
Finalize my decisions for Round
You will no longer be able to make changes to your decisions for Round
Your decisions have been uploaded.
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.
Your decisions have been saved to:
Changed by:Changed:
Warning!
DEADLINE PASSEDOpen Capstone DatafileSelect Capstone DatafileSorry, but
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.
We recommend that you Cancel and look at the new Official Decisions before proceeding. Click OK to proceed with Save. Click Cancel to abort.
The website reports that your decision deadline has passed since your session began.
Visual Basic Error #Generated byDescription
Unknown status:
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:
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
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?
The CoachResearch & DevelopmentMarketingProductionHR Labor NegotiationsFinanceTQM InitiativeBalance SheetIncome StatementCash Flow StatementFinancial RatiosSave decisionsOnline ResourcesPrint sheetPrint all proformasExit FoundationExit CapstoneFoundation Menu:Capstone Menu:CompXM Menu:Office AssistantFileSave DecisionsRestart RehearsalExit FoundationExit CapstoneExit CompXMViewFull ScreenNormalUndoUndo to DraftUndo to Official DecisionsDecisionsR&&DMarketingPricing && ForecastingPromotion && SalesTraditional ReportLow End ReportHigh End ReportPerformance Report
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.
Size ReportPrint All Marketing ReportsProductionHuman resourcesDecision SummaryProformasBalance SheetIncome StatementCash FlowRatiosBalanced ScorecardFront PageStock && Bond marketFinancial StatementsProduction AnalysisLow Tech SegmentHigh Tech SegmentMarket SharePerceptual MapHR/TQM report
Income StatementPrint CourierThrift segmentCore segmentNano segmentElite segmentMarket SharePerceptual MapPrint Annual ReportsAll Annual ReportsTraditional marketing report
Low End marketing reportHigh End marketing reportSize marketing report
Online HelpManager GuideSupportExam dashboardChallenge dashboardCompany dashboardOfficial Decision auditOfficial Balanced Scorecard
Capstone® Courier Audit
Balance Sheet && Cash Flow
Performance marketing report
Foundation® FastTrack Audit
StrategySuccess MeasuresEmailPeer EvaluationsAbout Capstone®About Foundation®Connection Failure
Visual Basic Error #Generated byDescription
No active courses available.
OK
Our apologies, but this application is offline for maintenance. Please try again later.
Additional diagnostics. The request returned the following message:
Trouble linking to the website
Marketing report not available.
Sorry, this report was not ordered last year.
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.
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.
Welcome Professor
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.
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.
End of Rehearsal Simulation
Saved By:Decisions For:Time Stamp:
Advance Round
Yes. Take me to a place where I can destroy my last rehearsal. I want to start over.
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.
I want to continue working on Round 0.
I want to advance to Round 1.
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.
Restart your rehearsal?
Connection Failure
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?
Yes, restart the rehearsal at the beginning (you will asked to log in again)
The rehearsal simulation failed to restart. It reported:
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.
Age ProfilesPerceived Age in yearsMaterial CostOldNewSizePerformance
Revenue ForecastMargin After marketingMarketingVariable costsUnit sales forecastAwareness ForecastAccessibilityProduction Vs. CapacityBoth ShiftsBase CapacityProductionPrice vs. Unit CostMaterialLaborMarginAdmin Cost reductionsFor the year just endedReduction in Cost of Goods
R&D Cycle Time Reductions
Demand IncreaseLiabilities & Owner's Equity
Accounts PayableCurrent DebtLong Term DebtCommon Stock
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.
Perceptual map (at the end of this year)
Retained EarningsAssetsCashAccounts ReceivableInventoriesFixedDepreciationMarketingAdministrative / OtherNet Margin
Net income (loss)Net cash flow
Plant improvements
DividendsSales of stockPurchase of stockNew long term debtRetire long term debtChange current debtNet cash flowCash flow summaryCash flow from OperationsCash flow from Investing
Net change in cash position
ROSAsset TurnoverLeverageROEPercent of SalesMarket ShareClosing Stock PriceCapacity vs. ProductionAccessibility
ActualPotential
Unit salesUnit demandMarket segment shares
Cash Flow fromoperations
Cash flow frominvesting
Cash flow fromfinance
Cash flow from Financial actions
Market Share Actual versus potential
Industry Unit Sales vs demand
Cash flow summaryContribution marginsProfitMarket shareROEROSROAAsset TurnoverPerformanceTraditionalSizeLow EndHigh EndSegmentDecemberBackNextCloseDONETradLowHighPfmnSizeCapacityOtherOperationsInvestmentsFinancingChangeRoundPageHelpContinue
Promo BudgetSales BudgetPractice RoundCompetition RoundPriceAgeIdeal Position
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.
ReliabilityIdeal Age =MTBF#VALUE!
less than one
ThriftCoreNanoEliteLowHighLow TechHigh Tech
Draft may be out of date!
Draft Unavailable
8/3/2009 5/14/2010
Undo to Start of Round 8/3/2009 5/14/2010
Save DraftUpdate Official DecisionsSave to a fileRehearsal 0
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.
Official decisions have been uploaded since you started your current Draft. Do you want to load your Draft anyway?
You have not set saved information to your Draft to be retrieved!
'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.
Redirecting to Rehearsal
ReportsCourierFastTrackInquirerAnnual ReportsIndustry Conditions ReportCompXMLite Menu:
The Rehearsal tutorial is now completed online, your web browser should open shortly and take you to the Rehearsal tutorial.
Translated
Spreadsheet versionThe CoachCompXM ScheduleReports available after:Decisions and Quiz available after:
Present time on server:
Workbook is out of dateContinue anywayClose workbook and exitChoose a Simulation IDSimulation IDCompany NameChoose a TeamSave Decisions
Save to Official DecisionsTo a backup file on my computerHelpAdvance to Next Round?Choose DecisionsPlease make a selectionSelect a product to upload
OR select all decisions for upload
Research and Development
Production
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.
Deadline for the decisions and quiz:
All times are Eastern Standard Time. The official timekeeper is the server.
Where would you like to save your decisions?
OR select a functional area to upload
Marketing (Pricing, Promo & Sales Budgets, Your Sales Forecast)
Finance (includes Accounts Receivable/Accounts Payable)
Human ResourcesTotal Quality Management(TQM)All team decisionsContinueWebsite Login
User IDPasswordWelcome
Connect to the Capsim website
I want to run the Rehearsal
Save to Draft
Welcome!
Please enter your User ID and Password.
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.
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.
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
1/22/2009 5/14/2010
1/22/2009 5/14/2010
9/11/2009 5/14/2010
1/22/2009 5/14/2010
BackNextCloseDONELanguagePortuguesePage
OKCancelAbout the simulation
This message should disappear in a moment…If you continue to see this message 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.
Office/Excel 2008 Users: 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. 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.
Thank you, and good luck in the simulation!
Copyright 1986-2011Save
All decisions are ready. (Optional)
User Validation FailedDraft Selection
#VALUE!
Your Draft last saved Continue Draft Decisions
Official Decisions updated @ by
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.
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.
Start new Draft based on updated Official Decisions
Your Draft may be out of date because Official Decisions were updated after you began your Draft.
Draft out of dateChoose Draft or OfficialNo Official DecisionsStart of Round
As you work through your company’s 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 company’s 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.
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 company’s Rehearsal Decisions.
Periodically and when you have completed your decisions be sure to use File > Update Rehearsal Decisions.
SlideID Comment Sheet msoBalloonType msoButtonSet
OPEN Logo Buttons Cancel
TLIST_1 Top slide in Tutorial List Logo NA Cancel
MRD_1 Menu R&D RandD Buttons Cancel
MRD_2 RandD NextCancel
MMKTG_1 Menu Mktg Mktg Buttons Cancel
MMKTG_2 Mktg NextCancel
MPROD_1 Menu Production Production Buttons Cancel
MPROD_2 Production NextCancel
MFIN_1 Menu Finance Finance Buttons Cancel
The slide that appears when the workbook opens.
http://www.capsim.com/permanent_links/capstonelinks.cfm?loc=xlsRD
http://www.capsim.com/permanent_links/capstonelinks.cfm?loc=xlsMarketing
http://www.capsim.com/permanent_links/capstonelinks.cfm?loc=xlsProduction
MFIN_2 Finance BackCancel
MFIN_3 Finance NA Cancel
MHR_1 Menu HR Labor Buttons Cancel
MHR_2 Labor NextCancel
MHR_3 Labor NextCancel
MTQM_1 Manu TQM TQM Buttons Cancel
MTQM_2 TQM NextCancel
MAMK_1 MktgX Buttons Cancel
MAMK_2 MktgX NextCancel
CONSTR Under Construction Logo Buttons Cancel
ERROR_1 In maintenance Logo NA Cancel
LOST Cannot find next slide NA BackClose
http://www.capsim.com/permanent_links/capstonelinks.cfm?loc=xlsFinance
http://www.capsim.com/permanent_links/capstonelinks.cfm?loc=xlsHRhttp://www.capsim.com/permanent_links/capstonelinks.cfm?loc=xlsLabor
http://www.capsim.com/permanent_links/capstonelinks.cfm?loc=xlsTQM
Menu Advanced Marketinghttp://www.capsim.com/permanent_links/capstonelinks.cfm?loc=xlsAdvancedMarketi
HRD_1 Launch How to … R&D RandD NA BackNextClose
HRD_2 RandD Bullets BackNextClose
HRD_3 RandD NA BackNextClose
HRD_4 RandD NA BackNextClose
HRD_5 RandD Bullets BackNextClose
HRD_6 RandD Bullets BackNextClose
HRD_6a RandD Bullets BackNextClose
HRD_7 RandD NA BackNextClose
HRD_7a RandD NA BackNextClose
HRD_8 RandD NA BackNextClose
HRD_9 RandD NA BackNextClose
HRD_10 RandD Bullets BackNextClose
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HRD_12a RandD Bullets BackNextClose
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HRD_13 RandD NA BackNextClose
HRD_14a RandD NA BackNextClose
HRD_14 RandD NA BackNextClose
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HRD_17 RandD NA BackNextClose
HRD_18 RandD NA BackNextClose
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HRD_20a RandD Bullets BackNextClose
HRD_20 RandD NA BackNextClose
HRD_21 RandD Bullets BackNextClose
HRD_22 RandD Bullets BackNextClose
HRD_23a TutorialSim Exit RandD NA BackClose
MUFIN_1 IncomeStatemeNA NextClose
UFIN_2 IncomeStatemeNA BackNextClose
UFIN_3 IncomeStatemeNA BackNextClose
UFIN_4 IncomeStatemeNA BackNextClose
UFIN_5 IncomeStatemeNA BackNextClose
UFIN_6 IncomeStatemeNA BackNextClose
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UFIN_8 IncomeStatemeNA BackNextClose
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UFIN_10 IncomeStatemeNA BackNextClose
UFIN_11 IncomeStatemeNA BackNextClose
UFIN_12 IncomeStatemeNA BackNextClose
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UFIN_14 IncomeStatemeNA BackNextClose
UFIN_15 IncomeStatemeNA BackNextClose
UFIN_16 CashFlow NA BackNextClose
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UFIN_19 CashFlow NA BackNextClose
UFIN_20 BalanceSheet NA BackNextClose
UFIN_21 BalanceSheet NA BackNextClose
UFIN_22 BalanceSheet NA BackNextClose
UFIN_23 BalanceSheet NA BackClose
HHR_1 Launch How to … HR Labor NA BackNextClose
HHR_2 Labor Bullets BackNextClose
HHR_3 Labor NA BackNextClose
HHR_4 Production Bullets BackNextClose
HHR_5 Production NA BackNextClose
HHR_6 Production NA BackNextClose
HHR_7 Production NA BackNextClose
HHR_8 Production NA BackNextClose
HHR_9 Labor NA BackNextClose
HHR_10 Labor NA BackNextClose
HHR_11 Labor NA BackNextClose
HHR_12 Labor NA BackNextClose
HHR_13 Labor Bullets BackNextClose
HHR_14 Production Buttons BackClose
HLAB_1 Launch How to … Labor Labor NA BackNextClose
HLAB_2 Labor NA BackNextClose
HLAB_3 Labor NA BackNextClose
HLAB_4 Labor NA BackNextClose
HLAB_5 Labor Bullets BackNextClose
HLAB_6 Labor NA BackNextClose
HLAB_7 Labor Buttons None
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HLAB_7c Labor NA BackNextClose
HLAB_8 Labor NA BackNextClose
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HLAB_12 Labor Bullets BackNextClose
HLAB_13 Labor Buttons BackClose
HMKTG_1 Launch How to … Mktg Mktg Bullets BackNextClose
HMKTG_2 Capstone Slide Mktg NA BackNextClose
HMKTG_2a Foundation Slide Mktg NA BackNextClose
HMKTG_3 Mktg Bullets BackNextClose
HMKTG_3a Mktg Bullets BackNextClose
HMKTG_4 Mktg Bullets BackNextClose
HMKTG_5 Mktg NA BackNextClose
HMKTG_6 Mktg NA BackNextClose
HMKTG_6a Mktg NA BackNextClose
HMKTG_7 Mktg NA BackClose
HMKTG_7a Mktg NA BackClose
HMKTG_8 Mktg NA BackNextClose
HMKTG_9 Mktg NA BackNextClose
HMKTG_10 Mktg NA BackNextClose
HMKTG_10a Mktg NA BackNextClose
HMKTG_11 Mktg NA BackNextClose
HMKTG_12 Mktg Bullets BackNextClose
HMKTG_13 Mktg NA BackNextClose
HMKTG_14 Mktg Bullets BackNextClose
HMKTG_15 Mktg NA BackNextClose
HMKTG_15a Mktg BackNextClose
HMKTG_16 Mktg NA BackNextClose
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HMKTG_19 Mktg Bullets BackNextClose
HMKTG_20 Mktg NA BackNextClose
HMKTG_21 Mktg NA BackNextClose
HFIN_1 Finance NA BackNextClose
HFIN_2 Finance NA BackNextClose
HFIN_3 Finance Bullets BackNextClose
Launch How to … Finance
HFIN_4 Finance NA BackNextClose
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HFIN_6 Finance NA BackNextClose
HFIN_7 Finance NA BackNextClose
HFIN_8 Finance NA BackNextClose
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HFIN_10 Finance NA BackNextClose
HFIN_10Low Finance NA BackNextClose
HFIN_10High Finance NA BackNextClose
HFIN_11 Finance NA BackNextClose
HFIN_12 Finance NA BackNextClose
HAMK_1 Launch …Adv. Mktg MktgX NA BackNextClose
HAMK_2 MktgX NA BackNextClose
HAMK_3 MktgX NA BackNextClose
HAMK_4 MktgX NA BackNextClose
HAMK_5 MktgX Bullets BackNextClose
HAMK_6 MktgX NA BackNextClose
HAMK_7 MktgX NA BackNextClose
HAMK_8 MktgX Buttons None
HAMK_9 MktgX NA BackClose
HAMK_10 MktgX NA BackClose
HAMK_11 MktgX NA BackNextClose
HAMK_12 MktgX Buttons None
HAMK_13 MktgX NA BackClose
HAMK_14 MktgX NA BackNextClose
HAMK_15 MktgX NA BackClose
HAMK_16 MktgX NA BackNextClose
HAMK_17 MktgX NA BackNextClose
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HAMK_19 MktgX NA BackNextClose
HAMK_20 MktgX Bullets BackNextClose
HAMK_21 MktgX NA BackNextClose
HAMK_22 MktgX NA BackNextClose
HAMK_23 MktgX NA BackNextClose
HAMK_24 MktgX NA BackNextClose
HAMK_25 MktgX NA BackNextClose
HAMK_26 MktgX Buttons BackClose
HTQM_1 Launch How To … TQM TQM NA BackNextClose
HTQM_2 TQM NA BackNextClose
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R&D Department
R&D Department MRD_1
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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.<br><br>I am your coach. You can enable me at any time by clicking CAPSTONE MENU in the menu at the top of the display, or by clicking the Coach button at the top of the toolbar.<br><br>To begin, review last year's results (which are this year's starting conditions) from the Courier menu.<br><br>To access the R&D, Marketing, Production and Finance areas, select the Decisions menu.<br><br>As you finalize your decisions, guage your projected results for the upcoming year from the Proformas
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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.<br><br>In general, planning begins in R&D, then proceeds through Marketing, Production, and Finance.<br><br>The marketplace evolves continuously. As the years pass, customers expect smaller, more powerful products. Your R&D department updates existing product designs and invents new products.
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Getting To Know the R&D Department
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:
Getting To Know the R&D Department
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.
Getting To Know the R&D Department
Let's look at Positioning first. The Perceptual Map at the lower left is a marketing tool used to show how well your products meet customer expectations. <br><br>Your customers are primarily concerned with two characteristics, the product's Performance and Size. Over time they expect products to become smaller and more powerful.
Getting To Know the R&D Department
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.
Getting To Know the R&D Department
Getting To Know the R&D Department
Getting To Know the R&D Department
You control the product age by moving the product on the perceptual map. When a product is moved, customers perceive it as younger. Its age is cut in half on the day it emerges from R&D. It becomes the "new-and-improved" product, with half its former age.<br><br>The "Age at Revision" tells you what the new perceived age will be on the day the project completes.
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Getting To Know the R&D Department
You control the product age by moving the product on the perceptual map. When a product is moved, customers perceive it as younger. Its age is cut in half on the day it emerges from R&D. It becomes the "new-and-improved" product, with half its former age.<br><br>The "Age at Revision" tells you what the new perceived age will be on the day the project completes.
Getting To Know the R&D Department
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).
Getting To Know the R&D Department
Customers feel torn about reliability. On the one hand, they want your sensor to last forever. On the other hand, they know that the higher the MTBF specification, the higher the material costs. As a result, you may pass those costs on to them.<br><br>You can see this in the Material Cost chart. Try increasing and decreasing the MTBF specifications for your products.
Getting To Know the R&D Department
In the end customers require a minimum Reliability, and they reward you with increased demand as you increase MTBF above the minimum up to a point where they do not care. Here are the ranges:
Getting To Know the R&D Department
In the end customers require a minimum Reliability, and they reward you with increased demand as you increase MTBF above the minimum up to a point where they do not care. Here are the ranges:
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.<br><br>Try this experiment. Move one of your products to the leading edge of segment's circle and increase the MTBF. Notice the effect in the Material Cost chart.
Getting To Know the R&D Department
Management can expand the company by inventing new products. In total, your company can manufacture up to 8 products.
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Getting To Know the R&D Department
Let's invent a new product.<br><br>Give your product a name in a row that begins with "Na". By convention, the first letter should match the first letter of your company. Next, position the product with a Performance and Size coordinate. Lastly, give your product a reliability that would satisfy a particular segment's buying criteria (remember to verify the acceptable MTBF range found in pages 5-9 of the Courier).
Getting To Know the R&D Department
Let's invent a new product.<br><br>Give your product a name in a row that begins with "Na". By convention, the first letter should match the first letter of your company. Next, position the product with a Performance and Size coordinate. Lastly, give your product a reliability that would satisfy a particular segment's buying criteria (remember to verify the acceptable MTBF range found in pages 5 and 6 of the FastTrack).
Getting To Know the R&D Department
This brings us to the last, and most strategic concerns in R&D -- scope and focus.
Getting To Know the R&D Department
Getting To Know the R&D Department
"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.
Getting To Know the R&D Department
You control the product age by moving the product on the perceptual map. When a product is moved, customers perceive it as younger. Its age is cut in half on the day it emerges from R&D. It becomes the "new-and-improved" product, with half its former age.<br><br>The "Age at Revision" tells you what the new perceived age will be on the day the project completes.
Getting To Know the R&D Department
Revisions can affect your product's demand during the year. A product could start out the year too old to satisfy customers, then emerge in mid-year at a new location with a younger age.<br><br>This is captured in the Age Profile chart. When a product is revised in mid-year, its age profile looks like a saw tooth.
Getting To Know the R&D Department
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Getting To Know the R&D Department
That's two of the things customer's care about in the design, Positioning and Age.<br><br>Reliability is the third. It is driven by MTBF, or Mean Time Before Failure.
Getting To Know the R&D Department
Customers feel torn about reliability. On the one hand, they want your sensor to last forever. On the other, they know that the higher the MTBF specification, the higher the material costs. Chances are, you will pass those costs on to them.<br><br>You can see this in the Material Cost chart. Try increasing and decreasing the MTBF specifications for your products.
Getting To Know the R&D Department
In the end customers require a minimum Reliability, and they reward you with increased demand as you increase MTBF above the minimum up to a point where they do not care. Here are the ranges:
Getting To Know the R&D Department
In the end customers require a minimum Reliability, and they reward you with increased demand as you increase MTBF above the minimum up to a point where they do not care. Here are the ranges:
Getting To Know the R&D Department
Of course, you are keenly concerned with your material costs. While MTBF is a major factor, material costs are also driven by the product's Positioning. In general, the higher the technology, the higher the material costs.<br><br>Try this experiment. Move your products, making them more high tech by increasing the performance and reducing the size. Watch the effect upon the Material Cost chart.
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.
Getting To Know the R&D Department
This completes the R&D tutorial.<br><br>If you saved your decisions when this tutorial began, please do an Undo To Last Save in the Undo Menu above. This will throw away any changes you made during the tutorial and restore your decisions.
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Understanding Financial Statements- Income Statement
Income Statements, sometimes referred to as Profit & Loss or P&L Statements, provide a record of earnings (or losses) by comparing sales revenues vs. expenses over a specific period of time - in this case, annually. Earnings (or profits) are a fundamental success indicator.
Understanding Financial Statements- Income Statement
Investors use Income Statements as part of their assessment of a firm’s value. Creditors use Income Statements as part of the determination on a firm’s credit worthiness. Managers use the Income Statement to try and improve “the bottom line” – profits.
Understanding Financial Statements- Income Statement
Sales -- sometimes referred to as the “top line” -- are reported in $ terms (rather than units) for the previous two years on the Income Statement. The Financial Analysis -- page 3 of Last Year's Reports -- provides a comparison between your firm and competing teams, via the Income Statement Survey.
Understanding Financial Statements- Income 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?
Understanding Financial Statements- Income Statement
Subtracting Variable Costs from Sales determines your Contribution Margin. The Contribution Margin is also reported on Page 1 of Last Year's Reports for comparison with competing teams. <br><br>A general minimum benchmark for success is a 30% Contribution Margin. The “Round Analysis” and “Analyst Report” on the website provide coaching and troubleshooting suggestions.
Understanding Financial Statements- Income Statement
Inventory Carry costs are driven by the number of units in the warehouse X 12% of their production costs (material & labor). If you have $0 Inventory Carry costs, you stocked out of the product and missed sales. If you have excessive inventory, your carry costs will be high; a drain on resources.
Understanding Financial Statements- Income Statement
Sound sales forecasts matched to reasonable production schedules will result in a modest Inventory Carry cost for each product line – meaning no stock outs or excessive production. The “Round Analysis” (Inventory) and “Analyst Report” (Forecasting) on the website provide coaching and troubleshooting suggestions.
Understanding Financial Statements- Income Statement
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.
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Understanding Financial Statements- Income Statement
Depreciation is an accounting principle that allows companies to devalue the portion of equipment that is “used up” during a given period. It decreases the firm’s tax liability by reducing net profits, and provides a truer picture of a company’s value. Older plants are generally worth less than brand new plants. <br><br>Depreciation is reflected as a gain on the Cash Flow statement, but is expensed on the Income Statement -- even though you never actually write a check for it -- in order to reconcile.
Understanding Financial Statements- Income Statement
SG&A is also reported on Page 1 of the Capstone Courier or Foundation FastTrack report for comparison with competing teams. The Round 0 figure serves as an additional benchmark. SG&A reflects the rate of return you are generating from your R&D and Marketing expenses. Higher percentages mean you should review your tactics, as you are either spending too much, too little, or not targeting your spending wisely.
Understanding Financial Statements- Income Statement
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 -- can negate an otherwise profitable year in some instances. <br><br> Proper debt management is discussed in detail in the “Analyst Report” on the website (Financial Structure).
Understanding Financial Statements- Income 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.
Understanding Financial Statements- Cash Flow Statement
The Cash Flow Statement provides a visual reference for the movement of cash through the organization during a specific period of time – in this case, annually. It shows how much cash is on hand, and reconciles net profit back to cash. <br><br> Emergency Loans are diagnosed via the Cash Flow Statement. Associate numbers in parenthesis with a sucking sound, as cash is being sucked out of the cash account.
Understanding Financial Statements- Cash Flow Statement
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
Depreciation is expensed on the Income Statement even though you never actually write a check for it, and is added back to the cash account on the Cash Flow Statement in order to reconcile. <br><br> The “Analyst Report” (Wealth Creation) on the website provides additional details on the link between depreciation and Free Cash Flow analysis.
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.
Understanding Financial Statements- Cash Flow Statement
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.
Understanding Financial Statements- Cash Flow Statement
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.
Understanding Financial Statements- Cash Flow Statement
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.
Understanding Financial Statements- Balance Sheet
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.
Understanding Financial Statements- Balance Sheet
Assets are the company, or what is owned. Assets always equal Liabilities plus Owners Equity.
Understanding Financial Statements- Balance Sheet
Liabilities & Owner’s Equity represent by whom - in terms of ownership of the assets. <br><br> Creditors have claim to the Accounts Payable (suppliers), Current (short term) Debt (bankers), and Long Term debt (bond-holders). <br><br> Stockholders have claim to the common stock. <br><br> And Management has claim on Retained Earnings, as that represents the value of re-investments into the firm (as opposed to dividend payouts).
Understanding Financial Statements- Balance Sheet
This completes the "Understanding Financial Statements" tutorial.
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How To Use the HR Module
Welcome to the HR Module tutorial. This module only applies if turned on by your professor.
How To Use the HR Module.
When the HR module is enabled, you make three decisions:
How To Use the HR Module.
In general, recruiting and training improve productivity and reduce turnover. This leads to a smaller, more stable workforce.<br><br>Let's begin with complement. Because headcounts drive overtime, the complement decision is on the Production worksheet. In the menu, click Strategy, then Production. Then click Next.
How To Use the HR Module.
Workforce Complement appears at the bottom of the table.
How To Use the HR Module.
Labor costs are driven in part by overtime and second shift work.<br><br>As an experiment, try reducing your complement to drive up overtime. Watch the effect on labor cost per unit.
How To Use the HR Module.
Similarly, if you change the production schedule, your needed complement will change.<br><br>Try this experiment. Dramatically reduce your production schedule, leaving complement alone. Watch your labor cost per unit skyrocket as idle workers are paid to do nothing.<br><br>It never makes sense to have more workers than you need.
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How To Use the HR Module.
As a rule of thumb, avoid overtime and overstaffing. However, second shift is usually desirable, especially at high automation levels.<br><br>TIP. Try this experiment. Set your marketing sales forecast to 5000 on each product, thereby forcing a stock out on your proforma Income Statement. Next, ask the question, "Which shift is more profitable? First shift or second shift?" The answer will surprise you. To find it, set your Production Schedule to match first shift capacity, set the Complement, and look at the Proforma Income Statement. It will show profits on first shift. Now double the Production Schedule, adjust the Complement, and look at the Income Statement again. (Hint. Does second shift pay for fixed costs?)
How To Use the HR Module.
Now let's return to the HR worksheet to examine recruiting and training. In the menu, click Strategy / Human Resources , then click Next.
How To Use the HR Module.
Recruiting Spend is the "extra" amount you budget per worker to recruit high caliber workers. The higher the budget, the better the worker, resulting in a higher productivity index and lower turnover. Your decision amount is added to the base amount of $1000 per new employee. <br><br>"$0" means no extraordinary effort is spent recruiting new people. Diminishing returns apply after $5000 per worker.
How To Use the HR Module.
Training Hours. The number hours each year that workers are taken off-line for training and development. Workers can spend up to 80 hours (two weeks) in training each year. When a worker is in training, another worker fills their position. Therefore, your Complement requirements increase. <br><br>For example, if you send workers to 80 hours of training, you would need to increase workforce complement by an additional 2/52 or 3.8% to cover workers in training class.<br><br>Training produces a higher productivity index and lower turnover rate. Each training hour costs $20 per worker in additional training costs.
How To Use the HR Module.
Although it may take several years to see a significant impact from recruiting and training, the effect is cumulative. <br><br>For example, normal turnover is 10%. If you replace 10% of the workforce each round with high caliber people, in a few years you would replace most of your original workforce. Turnover would fall towards 5%, and with it your need to spend money on recruiting.
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Good job! See this isn't so hard. HLAB_7
How To Use the HR Module.
Your biggest payoff from recruiting and training derives from improved productivity.<br><br>For example, last year your Income Statement's Direct Labor costs were $0. A 10% productivity improvement would save about $0, and a 20% improvement would save about $0 each year.
How To Use the HR Module.
To summarize, when the HR module is switched on:
How To Use the HR Module.
This completes the How To Use the HR Module. tutorial.
How To Use the Labor Negotiation Module
Welcome to the How To Use the Labor Negotiation Module tutorial.
How To Use the Labor Negotiation Module.
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.
How To Use the Labor Negotiation Module.
The new wage and benefits will be implemented on January 1st of the following year.
How To Use the Labor Negotiation Module.
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 .
How To Use the Labor Negotiation Module.
The areas of negotiation are noted in the green cells:
How To Use the Labor Negotiation Module.
Four points to remember before you make your decisions:
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).<br><br>Go ahead and type in a starting wage position of $22. What is the Ceiling?
How To Use the Labor Negotiation Module.
Nice try but the right answer is noted in the yellow cell, The correct answer is $24.20 (10% more than $22).
How To Use the Labor Negotiation Module.
Nice try but the right answer is noted in the yellow cell. The correct answer is $24.20 (10% more than $22).
How To Use the Labor Negotiation Module.
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STEP 2: It's now time to Negotiate. HLAB_9
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How To Use the Labor Negotiation Module.
Point 2 - Maximum length of a strike is 12 weeks. <br><br> Point 3 - Strikes occur at the last part of the year. For example, a one week strike will be the last week of the year. <br><br> Point 4 - The other departments are not part of the union. Only production workers.
How To Use the Labor Negotiation Module.
What will happen during the Negotiation period? <br><br> STEP 1: What will Labor be demanding? Labor develops a set of demands based upon its knowledge of all the opening offers.
How To Use the Labor Negotiation Module.
How To Use the Labor Negotiation Module.
How To Use the Labor Negotiation Module.
What will cause a strike? Strikes last 1 week for every:
How To Use the Labor Negotiation Module.
My last bit of advice. <br><br> Remember to analyze the Human Resource Summary on the Capstone Courier prior to making decisions. <br><br> Good Luck!
Getting To Know the Marketing Department
Welcome to the Marketing department.<br><br>The Marketing screen drives 3 of the 4 Ps:
Getting To Know the Marketing Department
Pricing. Each segment expects price to fall within a range. At the start of the simulation, for example, Traditional Customers expect a price between $20 and $30.<br><br>When you price within the range, demand follows a classic price-demand curve. Pricing high lowers demand for the product, but whatever you do sell offers high margins. Pricing low increases demand, but with reduced margins you might produce little or no profit.<br><br>Fortunately, the worksheet makes it easy to test the trade-off between demand and profit.
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Let's try a few prices for Adam. HMKTG_2
Let's try a few prices for Able. HMKTG_2
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#VALUE! HMKTG_5
#VALUE! HMKTG_4
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Getting To Know the Marketing Department
Pricing. Each segment expects price to fall within a range. At the start of the simulation, for example, Low Tech Customers expect a price between $15 and $35.<br><br>When you price within the range, demand follows a classic price-demand curve. Pricing high lowers demand for the product, but whatever you do sell offers high margins. Pricing low increases demand, but with reduced margins you might produce little or no profit.<br><br>Fortunately, the worksheet makes it easy to test the trade-off between demand and profit.
Getting To Know the Marketing Department
Getting To Know the Marketing Department
Getting To Know the Marketing Department
Outside the expected price range demand falls quickly to zero.
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.
Getting To Know the Marketing Department
Getting To Know the Marketing Department
Getting To Know the Marketing Department
Oops. We really need a price between $29.00 and $39.00.
Getting To Know the Marketing Department
Oops. We really need a price between $15.00 and $35.00.
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Getting To Know the Marketing Department
Promotion. The Promotion Budget creates awareness about your product. You would like 100% of customers to know about your product before they start shopping. Awareness makes it more likely that a customer will seriously consider your product.
Getting To Know the Marketing Department
The Promotion Budget creates awareness. The more you spend, the more awareness you create. At $1.5 million, you create an additional 36% awareness. A $3 million budget would add 50% awareness. Above $3 million diminishing returns apply.<br><br>But there is a catch. Customers forget. Each year you lose 1/3rd of last year's awareness. You can replace the third lost by giving a $1.4 million promotion budget.
Getting To Know the Marketing Department
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.
Getting To Know the Marketing Department
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.
Getting To Know the Marketing Department
Awareness is compared across all products competing in a segment. If all competitors have 0% awareness, the results will be the same as if all competitors have 100%. At 0% customers are equally ignorant. At 100% they are equally aware of the products. But if your competitor has 100% awareness, and you have 0%, your demand will be about half the competitor's.<br><br>For our purposes in this tour, enter a Promotion Budget between $1,000 (000) and $2,000 (000).
Getting To Know the Marketing Department
Place. The Sales Budget drives "Place". If Promotion occurs before the sale, Place considers everything during and after the sale. Showrooms, distribution channels, and customer support centers are all Place considerations.<br><br>The Sales Budget addresses two issues:
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In some ways Accessibility works like Awareness. HMKTG_13
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Getting To Know the Marketing Department
Accessibility is a segment characteristic. When you build accessibility, the showrooms, distribution channels, etc. become "owned" by the segment, even though your product is paying for it.<br><br>Since accessibility belongs to the segment, any product in the segment benefits from it. If your product leaves the segment, it leaves the accessibility behind. If it enters a new segment, it inherits the accessibility already there.
Getting To Know the Marketing Department
Getting To Know the Marketing Department
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.<br><br>When finished, set a Sales Budget between $900 (000) and $2,000 (000).
Getting To Know the Marketing Department
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.<br><br>When finished, set a Sales Budget between $900 (000) and $2,000 (000).
Getting To Know the Marketing Department
We have been using the Computer Prediction as a benchmarking tool, and that is appropriate.<br><br>However, you cannot trust the Computer Prediction. It has no idea what your competitors are doing. To form its estimate, it assumes that each competitor offers a mediocre product in each segment.
Getting To Know the Marketing Department
You override the Computer Prediction by entering your own forecast in the Your Sales Forecast column. If Your Sales Forecast is zero, the remaining worksheets use the Computer Prediction (better than nothing) to arrive at your Proforma financial statements. <br><br>Always override the Computer Prediction with one of your own. (For more about developing forecasts, see the Manager Guide on your Help menu.)
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Welcome to the Finance department. RSIMC4_1
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Getting To Know the Marketing Department
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. <br><br>When finished, pick an appropriate forecast for Adam.<br><br>You can enter a forecast for your other products as well.
Getting To Know the Marketing Department
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. <br><br>When finished, pick an appropriate forecast for Able.<br><br>You can enter a forecast for your other products as well.
Getting To Know the Marketing Department
Your Accounts Receivable and Accounts Payables policy also appear on the Marketing department even though these are Finance decisions.
Getting To Know the Marketing Department
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.<br><br>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.
Getting To Know the Marketing Department
This completes the Marketing department tour. We will now return to the Rehearsal Simulation.
Getting To Know the Finance Department
Getting To Know the Finance Department
Now that you've gotten the chance to spend money in the other areas, it's time to pay the piper!<br><br>This department is the place you go to fund the activities of the company.
Getting To Know the Finance Department
Funding investments requires capital.<br><br>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. <br><br>The interest rate on bonds is 1.4% higher than the current debt interest rate. You pay for the privilege of "locking in" the long term rate.<br><br>Bonds mature 10 years after issue. Current debt is due at the beginning of each year, although you can always choose to borrow it over again.
Getting To Know the Finance Department
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.
Getting To Know the Finance Department
Both bonds and stock issues have limits. Stock has an additional limit if you want to retire shares. These limits are given to you each round.<br><br>Additionally, you can issue a dividend. Dividends are given to shareholders quarterly.
Getting To Know the Finance Department
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%.
Getting To Know the Finance Department
Long-term investments such as plant and equipment are generally funded through bonds, although some stock may be issued too.<br><br>Current debt is generally used to cover A/R and A/P changes or expected increases in inventory.
Getting To Know the Finance Department
Cash is the life-blood of a company. Corporations can't operate without it; yet, managers prefer not to accumulate too much of it because cash is a lazy asset. It doesn't make them money.<br><br> Perhaps the most important cell in the Finance spreadsheet is the ending cash position cell. Make sure that this number is positive before you save your decisions.
Getting To Know the Finance Department
A simple rule to remember is black is good, red is bad.<br><br>Let's look at your ending cash as of now.
Getting To Know the Finance Department
Getting To Know the Finance Department
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The five media types are: HAMK_4
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Getting To Know the Finance Department
Even if your ending cash position is positive, it still may not be enough to cushion against receiving an emergency loan. The reason being that the ending cash position is based on the proformas which are forecasts!<br><br>If your sales are below expectations, for example, you could run out of cash buying inventory.
Getting To Know the Finance Department
At this point, you have the basics of how to use the Finance department. We will now return to this year's objectives.
How To Use the Advanced Marketing Module
Welcome to the How To Use the Advanced Marketing Module tutorial.
How To Use the Advanced Marketing Module.
The Advanced Marketing spreadsheet allows for detailed decisions regarding the Promotion and Sales budgets. To access the spreadsheet, click on one of the grey cells labeled Promo Budget and Sales Budget.
How To Use the Advanced Marketing Module.
This spreadsheet allows you to allocate resources, making better use of dollars spent on marketing. You make decisions regarding what type of media you want to target and the number of sales people/distributors you wish to hire.
How To Use the Advanced Marketing Module.
The Promo budget allows you to decide where your marketing dollars will be spent. <br><br>Five different media types are available and, depending on the segment, some reach more customers than others.
How To Use the Advanced Marketing Module.
How To Use the Advanced Marketing Module.
You know how well a type of media is for a segment by reading the help balloon (little red triangles). Each is rated Good, Fair, or Poor. <br><br>A rating of Good means that the ad will reach most of the customers.
How To Use the Advanced Marketing Module.
The more money you spend, the more frequently your ad will appear. Each media category has a diminishing returns limit; spending more than the limit is a waste of resources. Additionally, choosing a target segment tells the marketing departments where to place the promotion.
How To Use the Advanced Marketing Module.
Pop Quiz: What media types get a "Good" rating for the Traditional Market Segment?
How To Use the Advanced Marketing Module.
Oops! Sorry, Email and Web Media is not the correct answer. Please try again.
How To Use the Advanced Marketing Module.
Oops! Sorry, Print Media and Web Media is not the correct answer. Please try again.
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Correct! You've been paying attention! HAMK_12
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There are 3 types of sales people you can hire: HAMK_19
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How To Use the Advanced Marketing Module.
Correct! You really know what customers respond to best in the Traditional segment!
How To Use the Advanced Marketing Module.
Pop Quiz 2: What is the diminishing returns limit for Direct Mail?
How To Use the Advanced Marketing Module.
Oops! Sorry, $300 thousand isn't the correct answer. Try again!
How To Use the Advanced Marketing Module.
How To Use the Advanced Marketing Module.
Oops! Sorry, $700 thousand isn't the correct answer. Try again!
How To Use the Advanced Marketing Module.
The Sales Budget allows you to decide how to allocate resources among your sales force and distributors.
How To Use the Advanced Marketing Module.
You can also allocate more of your sales force's time to certain products. For instance, let's say you have a new product coming out in the High End segment. <br><br>It's going to be a spectacular product that you know customers are going to love.<br><br>You might allocate a higher percentage of the sales force time to create more demand.
How To Use the Advanced Marketing Module.
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% of their time. The SIZE cells are programmed to consume all the time left over from the other segments.
How To Use the Advanced Marketing Module.
Reduce the cells in the TRADITIONAL segment to 5%. Notice now that the SIZE cells are yellow with a positive percentage (5%). Now increase the TRADITIONAL segment cells to 10%. The SIZE cells are now zero.
How To Use the Advanced Marketing Module.
How To Use the Advanced Marketing Module.
There are differences regarding the activities they perform and their salaries, but all are needed to create accessibility. As with the promotion budget, there are diminishing returns after a certain number of people are hired.
How To Use the Advanced Marketing Module.
The other two areas associated with Sales Budget resources are Product Allocations and Competitive Intelligence Reports.
How To Use the Advanced Marketing Module.
For accounting purposes, you must choose how much of the total sales budget is assigned to a particular product on the income statement. This is done in the Product Allocation table.
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There are eight initiatives. HTQM_2
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How To Use the Advanced Marketing Module.
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 become available in the next round.<br><br>The reports are found in the marketing menu inside the workbook.
How To Use the Advanced Marketing Module.
Finally, notice the graphs on the lower part of the spreadsheet. They update immediately once you begin making decisions. They show you exactly how much awareness and accessibility you will have in the current round, based on your marketing expenditures.
How To Use the Advanced Marketing Module.
That wraps up the Advanced Marketing Tutorial. Thank you for taking the time to review me!
How To Use the TQM Module
Welcome to the How To Use the TQM Module tutorial.
How To Use the TQM Module.
Investing in TQM initiatives can increase the efficiency and profitability of your company.
How To Use the TQM Module.
How To Use the TQM Module.
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.
How To Use the TQM Module.
Depending on your strategy, you may only want or need to invest in select initiatives. <br><br>For example, if your strategy is to be a Cost Leader, you may focus only on CPI Systems, Vendor/JIT, QIT, and CCE/6 Sigma Training which drive unit costs.
How To Use the TQM Module.
Pop Quiz: Which initiative(s) reduce(s) R&D cycle times?
How To Use the TQM Module.
Correct! Don't let people think you are just a pretty face.
How To Use the TQM Module.
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.
How To Use the TQM Module.
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.
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How To Use the TQM Module.
Diminishing returns also occur after spending $5 million on an initiative over several years. <br><br>So for instance, an aggressive investment in Benchmarking would be $2 million in the first year, $2 million in the second year, $1 million in the third year.
How To Use the TQM Module.
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.
How To Use the TQM Module.
The Cumulative Impact Table provides a range of the percent benefit you will receive from your investment. <br><br>To demonstrate, enter $500 thousand in Benchmarking. Then enter $1 million and finally, $2 million. Notice how the percent return diminishes above $2 million.
How To Use the TQM Module.
This wraps up the tutorial on the TQM module. Good luck and have fun with the simulation!
Getting To Know the Production Department
Welcome to the Production department. In Production you are concerned with three issues.
Getting To Know the Production Department
Getting To Know the Production Department
The Schedule block examines your inventories. You want to produce enough inventory to meet your best-case scenario for demand.<br><br>Consider Adam.
Getting To Know the Production Department
As a generalization, you forecast for your worst case, but you produce for your best case.<br><br>You face two risks:
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Material costs per unit are driven by: HPROD_7
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Getting To Know the Production Department
The Margins block examines your contribution towards profit.<br><br>TIP. Try to keep your Contribution Margin above 30%. If it falls below 30%, chances are there is not enough left over to cover your fixed costs.
Getting To Know the Production Department
You have two shifts.<br><br>Your labor costs are 50% higher on second shift than on first.
Getting To Know the Production Department
Labor costs per unit are averaged across both shifts. They are driven by:
Getting To Know the Production Department
Getting To Know the Production Department
The Physical Plant block examines your current facilities (the yellow cells) and next year's facilities (the green cells).
Getting To Know the Production Department
1st Shift Capacity is the number of units the equipment could produce on one shift, assuming it is fully staffed. For example, you could make 900 units of Adam on first shift, and another 900 on second shift.
Getting To Know the Production Department
Automation Rating looks at the trade-off between workers and robots. At 1.0 you have many workers and few robots. At 10.0 you have the opposite, few workers and lots of robots. Automation has no affect on the number of units you can produce. <br><br>The trade-offs:
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.<br><br>The cost of the new equipment is calculated for you on the Investment line. Try these experiments:
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When forming a team, keep in mind these factors: WKLD_2
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Getting To Know the Production Department
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.
Getting To Know the Production Department
This completes the Production department tour. We will now return to the Rehearsal Simulation.
How to distribute your team's workload
Welcome to the How to distribute your team's workload tutorial.
How to distribute your team's workload
Organizing your team is one of the critical steps to overall success with the simulation.<br><br>Clearly defined organization aids in making efficient, effective tactical maneuvers that support the business strategy.
How to distribute your team's workload
How to distribute your team's workload
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).
How to distribute your team's workload
Teams usually meet both online or in person. If meetings are mostly outside of class, you might want to consider geography so that meetings face-to-face are easier to schedule.
How to distribute your team's workload
Finally, you may want teammates with a variety of backgrounds because the more diverse the skills, the richer the simulation experience.
How to distribute your team's workload
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.
How to distribute your team's workload
The first in the list is the Product Manager.<br><br>Each member of the team would be responsible for all decisions relating to R&D, Marketing, and Production for a product. The team as a whole could make decisions in Finance, HR, and TQM.
How to distribute your team's workload
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.
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How to distribute your team's workload
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.
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.
How to distribute your team's workload
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.
How to distribute your team's workload
REMEMBER: it is essential to organize, but don't dwell on how you're organized.
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.
How To Design Tutorials
This tutorial is actually running from the database. It began with SlideID TDB_1. You can follow along by comparing the database entries with the contents of the balloons.<br><br>Each row in the database is a slide in the tutorial. Glide your cursor over the column names to see comments about each of the attributes in the slide.
How To Design Tutorials
Let's demonstrate your options. (You might want to look at this slide in TDB_3.)<br><br>In this slide, note that we are inserting white space between sentences using an HTML break tag (The tag, < br>, cannot be displayed here without triggering a break, so we inserted a space before "br>".) The break tag MUST BE left bracket, lower case "br", right bracket. "<BR>" is ignored.
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How To Design Tutorials
In this next example we check a cell for a valid entry. We call the target cell the "CheckCell". <br><br>You will find this particular CheckCell at SlideID TDB_4, in the Comment column. We have set the comment up as a dollar entry cell, comparable to a price students might enter. However, it could be any cell in the spreadsheet, even one that is not visible to the user, and it does not have to be an entry cell at all. The tutorial checks whatever cell you name to see if it lies within an expected range. <br><br>We have named our CheckCell "DB_TutorialCommentEntry", an Excel "Range Name". You will also find that name in the CheckCell column, which tells the tutorial the CheckCell's name or location. Generally speaking, you should give all CheckCell's their own name, even though the tutorial will use an address like "TutorialDB!G14". You never know when a column or row might be inserted on the CheckCell's worksheet, and that would change the CheckCell's address. A Range Name always stays with the cell.<br><br>Anytime you indicate a CheckCell, the tutorial will use the BackNextClose button set. The slide examines the CheckCell when the student clicks the Next button to see if it falls
How To Design Tutorials
You entered $0.00 a value below the Range $8.00 to $15.00.<br><br>Notice we used your price and the range in the statement above. How?
How To Design Tutorials
You entered $0.00 a value above the Range $8.00 to $15.00.<br><br>Notice we used your price and the range in the statement above. How?
How To Design Tutorials
Any cell can contain formulas or data, and Excel formulas offer many tools to manipulate strings. If you look at the slide TDB_4Low Text cell in the formula bar (try it now), you will see the cell actually contains a formula.<br><br>The implications? Your tutorial can use IF statements and string manipulation to tailor itself. For example, you could say, "No, no, no, you dummy, $20 is not a price between $25 and $27."<br><br>But the implications go beyond text manipulation. Even CheckCells, Low boundaries, High boundries, and Jump locations can be constructed with a formula. For example, I never enter an address into a Jump column. Instead I put in an "=" and click on the target SlideID. That creates a formula pointing at that slide. If I change the SlideID at some future date, my links are intact. If I delete the target slide, any reference to it now stands out with a #REF.<br><br>There is a small catch with Text formulas that is worth mentioning. A formula cannot exceed 256 characters, so if you use it to build a Text entry, you have to keep your comments short.
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How To Design Tutorials
Now let's do something you might not expect.<br><br>I want to you add some text to this slide, slide TDB_7, without leaving the tutorial.<br><br>Just click on this slide's Text cell. Add some text to the end. (Be sure to hit Enter to finish the edit.) Then click the Back button and the Next button to refresh my balloon.<br><br>
How To Design Tutorials
Cool, yes? By implication, you can design your tutorial on the fly. <br><br>The tutorial balloon is of a type called "Modeless". That means it just sits on top of the display doing nothing until the user clicks something in the balloon. While it sits there you can enter values, copy rows, delete rows, etc. <br><br>For example, when I design tutorials I begin by creating a "template" row. It contains the SlideID (which ends in a number), sheetname, "Buttons", "BackNextClose", the name of my tutorial, blank Text, and then formulas that set JumpBackNo to the previous row and JumpNextYesOK to the next row. Then I copy the template through 20 or so rows. Excel automatically increments my SlideID. All I have to do is fill in the Text.
How To Design Tutorials
Now I want to show you how to use Bullets and numbers, but I have a small problem. Those columns are far to the right of the display.<br><br>You may be familiar with "frames", an Excel feature that splits the display horizontally or vertically.<br><br>But instead of asking you to split the display, let me do it for you. When you click "Next", the tutorials will run an "OnEntry" subroutine that has been specially designed for the next slide.<br><br>Click Next.
How To Design Tutorials
There, the OnEntry routine called "TDB_9_OnEntry" ran and split the display into four frames. Of course, you can split the display manually at any time. When not in use, the splitters are located in the scroll bars.<br><br>Any slide can have an OnEntry subroutine and OnExit subroutine. Of course, you must get a programmer to write the code. Although this feature is rarely used, it does give you control over virtually any operation. For example, you could demonstrate a few changes, then perform an UndoToStartOfRound.
How To Design Tutorials
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.
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Welcome to the Using Capstone.xls tutorial. TLIST_1
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How To Design Tutorials
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.
How To Design Tutorials
How To Design Tutorials
How To Design Tutorials
How To Design Tutorials
The Bullet option looks like this. It is the same basic structure, but msoBalloonType is set to Bullets and there are no associated Jumps.
How To Design Tutorials
The remaining Balloon type is Numbers. It presents a list, like a "To Do" list.
How To Design Tutorials
The office assistant only allows up to five "Option" entries, whether they are bullets, numbers, or buttons.
How To Design Tutorials
Finally, a word about launching the Tutorial. The design assumes that a programmer has placed a button on the worksheet (or the toolbar). The button is attached to a VBA routine that launches the tutorial options that are available on that worksheet.<br><br>Since tutorials are launched from a VBA event you can attach tutorials to any event that calls VBA -- a button click, opening a spreadsheet, a menu item, etc.
How To Design Tutorials
That's it. <br><br>This wrap-up slide uses one new button set, BackClose. You will find other button sets in the comment attached to msoButtonSet.
A quick tour of the Capstone.xls workbook
A quick tour of the Capstone.xls workbook
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 down the right side of the screen. These icons will allow you to quickly jump to areas within the software.
A quick tour of the Capstone.xls workbook
After the tutorial, you will want to browse the top menu bar to see what the sub-menus offer. For now, let me tell you where the most used items are:
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Which icon will get you to the R&D department? OFFL_7
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A quick tour of the Capstone.xls workbook
If you put your cursor on the each icon, you will get an information box stating where this icon will bring you to.
A quick tour of the Capstone.xls workbook
A quick tour of the Capstone.xls workbook
Correct! You could have gotten to this area by clicking on Strategy and R&D from the top menu. But the icons are a lot easier.
A quick tour of the Capstone.xls workbook
Wrong! This would have brought you to the Marketing department. The first icon would have taken you to the R&D department. You could have also clicked on Strategy and R&D from the top menu. But the icons are a lot easier.
A quick tour of the Capstone.xls workbook
Wrong! This would have brought you to the Production department. The first icon would have taken you to the R&D department. You could have also clicked on Strategy and R&D from the top menu. But the icons are a lot easier.
A quick tour of the Capstone.xls workbook
Make sure you are in the R&D page. Notice the green cells. These cells are the only areas where you can input your decisions. You will just type in your decision and click the enter key.
A quick tour of the Capstone.xls workbook
By entering your decisions, the yellow cells and the graphs will change, to provide you with input on how your decisions will effect the company.
A quick tour of the Capstone.xls workbook
You will also notice little red triangles on this page.
A quick tour of the Capstone.xls workbook
If you put your cursor on the wording just to the left of the triangle, it will open up an information box regarding an explanation for that row or column.
A quick tour of the Capstone.xls workbook
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 to make mistakes and learn from them. We will alert you with these red cells if you are about to make a typo or enter an unacceptable value.
A quick tour of the Capstone.xls workbook
As you go through the other departments and make decisions, remember that the only areas you can make decisions in are the green cells.
A quick tour of the Capstone.xls workbook
Don't forget to save your decisions (4th icon from the bottom) before exiting the software. Saving decisions to the Internet is the only way to make them official.
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Best of luck and remember to have fun. OFFL_16
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A quick tour of the Capstone.xls workbook
Now that you have had a quick overview on using Capstone.xls, you may want to go through the Worksheet tutorials to give you a better idea of how to manage each department of your company.
A quick tour of the Capstone.xls workbook
A quick tour of the Capstone.xls workbook
Welcome to the A quick tour of the Capstone.xls workbook tutorial.
A quick tour of the Capstone.xls workbook
A quick tour of the Capstone.xls workbook
A quick tour of the Capstone.xls workbook
A quick tour of the Capstone.xls workbook
A quick tour of the Capstone.xls workbook
A quick tour of the Capstone.xls workbook
Welcome to the A quick tour of the Capstone Courier tutorial. Here are a few example slides to get you started designing the Tutorial.
A quick tour of the Capstone.xls workbook
A quick tour of the Capstone.xls workbook
A quick tour of the Capstone.xls workbook
A quick tour of the Capstone.xls workbook
A quick tour of the Foundation Workbook
The Foundation workbook is your decision support package. You use it to:
A quick tour of the Foundation Workbook
You navigate the workbook with the FOUNDATION MENU at the top of display, or with the Toolbar shortcuts at the right of the display.
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A quick tour of the Foundation Workbook
We will be focusing on the decision worksheets in this tutorial, but here are a few words about the other options:
A quick tour of the Foundation Workbook
Usually you begin with the Strategy menu. Click Strategy and select R&D.
A quick tour of the Foundation Workbook
All decision worksheets have a few things in common:
A quick tour of the Foundation Workbook
R&D decisions drive product design. You update old products and invent new ones. <br><br>Usually you begin your decision making in R&D. Major issues include:
A quick tour of the Foundation Workbook
Typically you make R&D decisions and then move on to Marketing. Select Marketing from the Strategy menu or the toolbar.
A quick tour of the Foundation Workbook
Marketing decisions revolve around "the 4 P’s of Marketing".
A quick tour of the Foundation Workbook
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 different.<br><br>However, all of the proforma financial reports depend upon a forecast. If you do not provide one, the proformas use the computer's.
A quick tour of the Foundation Workbook
Let's move on to Production. Select Production from the Strategy menu or the toolbar.
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A quick tour of the Foundation Workbook
On the Production worksheet you make three types of decisions.
A quick tour of the Foundation Workbook
In the center of the page, the worksheet analyzes your margins. There are two shifts. First shift workers can also work overtime. Given your workforce and production schedule, the worksheet calculates your labor costs, material costs, and contribution margin.
A quick tour of the Foundation Workbook
Each product requires its own plant and equipment, and that can cost millions. Let's move on to Finance. Select Finance from the Strategy Menu or the toolbar.
A quick tour of the Foundation Workbook
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 year.<br><br>All previous worksheets drive your projected cash position. If it is negative, you are projecting bankruptcy.
A quick tour of the Foundation Workbook
Bankruptcy is typically rooted in two issues.<br><br>1. A bad forecast, resulting in excess inventory.<br><br>2. Buying plant, but neglecting to fund it.<br><br>You avoid bankruptcy by adjusting earlier decisions and raising the money you need.
A quick tour of the Foundation Workbook
Plant and equipment should be funded with stock issues and bond issues.<br><br>Inventory expansions should be funded with current debt and working capital.
A quick tour of the Foundation Workbook
In the happy event that you have excess cash, you can retire stock, pay dividends, or retire bonds.<br><br>You can see the effect of your finance decisions on the Proformas. In the menu or toolbar, select the Proforma Balance Sheet.
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A quick tour of the Foundation Workbook
The Proforma Balance Sheet projects your end-of-year positions given the decisions and assumptions from all of your worksheets.<br><br>It will not come true. When your decisions are put into play against your competitors, your actual sales will differ from your predictions, and this will cause different positions for inventory, cash, accounts receivable, etc.<br><br>While you cannot predict the future exactly, you can use the Foundation workbook to develop best case and worst case scenarios. For example, in your worst case you would make fewer sales, even though you built enough inventory to satisfy your best case. Your proforma balance sheet would show lots of inventory and little cash. As long as you have cash in your worst case scenario, and your actual results turn out no worse than you expect, you cannot go bankrupt.
A quick tour of the Foundation Workbook
Let's see if we have a profit. Select the Proforma Income Statement from the menu or toolbar.
A quick tour of the Foundation Workbook
Strictly speaking, your Proforma Income Statement is organized in the "contribution format". It breaks costs down into two categories -- variable costs and period costs. It also breaks costs down by product so that you can see which products make or lose money.
A quick tour of the Foundation Workbook
Profits or losses are just one of the things that affect our cash account. Let's have a look at the cash flow. Select the Proforma Cash Flow Statement from the menu or toolbar.
A quick tour of the Foundation Workbook
The Cash Flow Statement summarizes what happens in the Cash account. Black numbers mean that money is flowing into cash from that source. Red numbers mean that cash is flowing out.
A quick tour of the Foundation Workbook
Different stakeholders have different expectations and concerns about the company. They monitor your performance with ratios and statistics.<br><br>Select "Financial Ratios" from the menu or toolbar.
A quick tour of the Foundation Workbook
Your professor may use some of these ratios to measure your performance. The simulation pays special attention to:<br><br>Return On Sales (ROS)<br>Asset Turnover<br>Return On Assets (ROA)<br>Return On Equity (ROE)<br>Cumulative Profits<br>Market Share<br>Stock Price<br>Market Capitalization
A quick tour of the Foundation Workbook
This completes the tour of the entry sheets. If you are new to the workbook, we recommend two other tours:
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Rehearsal Simulation
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.<br><br>Welcome to the Capstone® Rehearsal Simulation!<br><br>I am your tour guide and I'll be giving you tours of each department you will head.<br><br>During this training you will manage the Andrews Corporation against two programmed competitors. Do not be concerned if you have been assigned to some other team for the official simulation (Baldwin, Chester, Digby, Erie or Ferris). During the Rehearsal, everybody manages the Andrews company.<br><br>There are 4 rounds to complete. You will begin the first round by managing 3 products in the R&D department and after each round you will manage more departments.<br><br>After completing the fourth round your professor has given you the opportunity to run the company on your own or to start a new rehearsal. If you restart and choose to run your company on your own the coach will be disabled. You can only restart your rehearsal once every 24 hours.<br><br>Making an analogy of the business simulation to a flight simulator, the uncoached rehearsal will enable you to practice various techniques flying the plane. Keep in mind though that your competitors in the rehearsal are not as tough as those in your competition.<br><br>(You can choose whether to use the Office Assistant for the Coach from the CAPSTONE® MENU.)
The Office Assistant is now disabled. The Coach will use a plain textbox.
The Office Assistant is now enabled. You can select features for the office assistant, including other characters, by right-clicking the character icon.
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Rehearsal Simulation
Welcome to the R&D department!<br><br>Notice the 5 existing products that you inherit. You will manage Adam and Aft and invent 1 new product. Meanwhile, your "ghost teammates" will manage the other 3 existing products.<br><br>Further, your ghost teammates will be running the company using a broad differentiation strategy (quality products in all markets). Because infighting teammates may sabotage a company’s performance, your rehearsal will go better if you make broad differentiator decisions, even if you want to use a different strategy in the official simulation. If your professor allows, after you finish the coached rounds you may restart the rehearsal and try out a different strategy on your own.
Rehearsal Simulation
In general, planning begins in R&D, then proceeds through Marketing, Production, and Finance. Further, since this is the first rehearsal round, you will only be responsible for a limited number of products in R&D. Additionally, do not be concerned about the other departments because your "ghost teammates" will manage them.
Rehearsal Simulation
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.
Rehearsal Simulation
Customers look for four things in a product's design (the customer buying criteria can be found in each segment of the Courier report); three of which are determined in the R&D department:<br><br>(Feel free to examine pages 5-9 of the Courier found in the toolbar above, to view the customer buying criteria for each segment.)
Rehearsal Simulation
Positioning. The Perceptual Map at the lower left is a marketing tool used to show how well your products meet positioning expectations. Your customers are primarily concerned with two characteristics, the product's Performance and Size. Over time they expect products to become smaller and more powerful.<br><br>
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Oops. We really need a Performance of 9.8. Please click Back and try again.
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Oops. We really need a Size of 10.2. Please click Back and try again.
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Good, now notice that there are now two Adam’s on the map. The Black label on the perceptual map tells you where Adam is today, January 1st. The Pink label tells you where it will be when it emerges from R&D and the Revision Date tells you when it completes from the R&D department.<br><br>If the Revision Date exceeds 1 year the project for that product will continue the following year. As a result, the product falls behind because it's still trying to finish last year's project. Additionally, the decision cells will lock, turn yellow and prevent new projects from beginning until the following round. The cells will turn green after the Revision Date.
Rehearsal Simulation
Check the revision date. Since the current project is showing a revision date of next year, you'll be producing and selling Adam's old specs. Keeping these specs will trigger a pause from beginning a new project next year because R&D is still trying to complete this year's project. All projects should finish within the year unless planned.<br><br>Try moving the product by entering new Size and Performance values so that the revision date falls somewhere between September and December of this year.
Rehearsal Simulation
Oops. We really need a revision that finishes in 0. Please click Back and try again.
Rehearsal Simulation
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.
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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.<br><br>The "Age at Revision" tells you what the new perceived age will be on the day the project completes. If you decide not to reposition a product, "Age at Revision" will display a dash (-).
Rehearsal Simulation
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).
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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.<br><br>You can see this in the Material Cost chart. Try increasing and decreasing the MTBF specifications for your products.
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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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Make an adjustment to Adam's MTBF if you like. Remember, the range is between 20,000-25,000 hours.
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Management can expand the company by inventing new products. In total, your company can manufacture up to 8 products.
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Rehearsal Simulation
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.)
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Next, give NA a Performance between 10.0 and 11.0.
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Oops. We really need a Performance between 10.0 and 11.0. Please click Back and try again.
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Oops. We really need a Size between 9.0 and 10.0. Please click Back and try again.
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Give NA an MTBF specification of something between 20,000 and 23,000.
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Oops. We really need a MTBF between 20,000 and 23,000. Please click Back and try again.
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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.<br><br>Let's reposition Aft similar to Adam's move. You will want to target the leading edge of the segment because Performance customers are position sensitive (Check page 8 of the Courier for the customer buying criteria).
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Oops. We really need a Performance between 9.5 and 9.8. Please click Back and try again.
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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.<br><br>This brings us to the last, and most strategic concerns in R&D -- scope and focus.
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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.
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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!
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Welcome to Round 2 of the Rehearsal Simulation.<br><br>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.<br><br>Your 'ghost teammates' are making decisions for Production and Finance.<br><br>Take a moment to examine the results of round 1 and then proceed to tour the Marketing department.
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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.
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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?
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If you are done making your decisions Save them from the File menu and advance to the next round. Good luck in round 3!
Rehearsal Simulation
Let's look at the results for Round -1. In the menu click Courier and select 1. Front Page. Then click Next.
Rehearsal Simulation
To scroll up and down the page, please use the scroll bar.<br><br>Three numbers stand out in the Selected Financial Statistics.
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Six of the eight performance measures used to evaluate the simulation can be found on the Front Page. They include ROS, Turnover, ROA, ROE, Cumulative Profits, and Market Share.<br><br>In the menu, select Courier | 2. Stock and Bond Market.
Rehearsal Simulation
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.
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The bond market summary lists your outstanding bonds and your credit rating.<br><br>Bonds are 10 year coupon notes. You will pay 10 equal interest payments annually. The principal is due as a lump sum in the 10th year.
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In the menu click Courier and Financial Statements.
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The Financial Statements surveys the competitor's annual reports.
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Although there are many numbers of interest on this page, it's greatest value lies in comparing across competitors. You can ask questions like:
Rehearsal Simulation
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The Production Analysis looks at the companies through the eyes of the production manager.
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In the menu click Courier and 5. Traditional Segment.
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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.<br><br>The score is on a scale of 0 to 100. At zero, you have lost all demand, although you must have scored something earlier in the year to make this page at all. At 100, you have a perfect product in December.<br><br>To estimate your demand in December, add up the scores. Your demand in December is your score divided by the sum of the scores.
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In the menu click Courier and 6. Low End Segment.
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The Low End Segment page is similar to the Traditional page, but focuses upon Low End customers.<br><br>In the menu click Courier and 7. High End.
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When you have finished looking over this page, in the menu click Courier and 8. Performance Segment.
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When you have finished looking over this page, in the menu click Courier and 9. Size Segment.
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When you have finished looking over this page, in the menu click Courier and 10. Market Share.
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The Market Share page breaks sales down by segment and product.<br><br>The charts at the top of the page merit special attention. <br><br>If the bars in the Industry Unit Sales vs. Demand are not of identical height, the entire segment stocked out, suggesting possible capacity shortages.<br><br>The segment shares can tell you at a glance where a competitor is focusing their resources.<br><br>In the menu click Courier and Perceptual Map.
Rehearsal Simulation
The Perceptual Map is especially useful for exposing competing strategies and market opportunities. New products appear as soon as they are promoted or acquire a production facility.<br><br>In the menu click Courier and HR/TQM Report.
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The HR/TQM report is a specialty page. If your professor enables the HR or TQM Module, this page highlights the outcomes of your decision making.<br><br>In the menu click Courier and Annual Report Page 1.
Rehearsal Simulation
The Annual Report focuses upon your company. Page 1 offers the Balance Sheet and Cash Flow Statement in detail. <br><br>In the menu click Courier and Annual Report Page 2.
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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 Capstone Courier overview. <br><br>To make decisions, in the menu click Decisions and select a functional area. <br><br>Click Next for the Rehearsal Simulation Round 0 Objectives.
Rehearsal Simulation
Welcome to Round 3 of the Rehearsal Simulation.<br><br>Your responsibilities have increased in round 3. You will continue to manage Adam, Aft, and NA in R&D, Marketing, and Production.<br><br>Your ghost teammates are making decisions for Finance.<br><br>Take a moment to examine the results of round 2 and then proceed to tour the Production department.
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Let's go to R&D and make some decisions. Below are some recommendations:
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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.
Rehearsal Simulation
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.<br><br>Additionally:
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Now take a moment to examine your decisions. When done, save and advance to Round 4. Good luck!
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Welcome to Round 4 of the Rehearsal Simulation.<br><br>Your responsibilities have increased. Continue managing Adam, Aft, and NA in R&D, Marketing, Production, and Finance.<br><br>Take a moment to examine the results of round 3 and then proceed to tour the Finance department.
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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.<br><br>We suggest the following.
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This is the last round of the rehearsal. Review your decisions and examine the proforma reports before advancing to Round 5.<br><br> Good luck!
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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.
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Welcome to uncoached Round 6 of the Rehearsal Simulation.<br><br>You are responsible for all company decisions. Good luck!")
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Welcome to uncoached Round 7 of the Rehearsal Simulation.<br><br>You are responsible for all company decisions. Good luck!")
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Welcome to uncoached Round 8 of the Rehearsal Simulation.<br><br>You are responsible for all company decisions. Good luck!")
Congratulations! This completes the Rehearsal Simulation<br><br>The last round reports are available for your inspection.
Rehearsal Finished
Good Luck!
Welcome to Rehearsal Round 1
As a basic training graduate your professor has given you the option to play the rehearsal without the tour guide and make all decisions yourself. Or you can choose to continue the rehearsal with the guided tour and ghost teammates making any uncoached decisions. If you go it alone, without the tour, you will be responsible for all decisions in every department of the company. You can practice how your 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 Rehearsal Round 2
As a basic training graduate your professor has given you the option to play the rehearsal without the tour guide and make all decisions yourself. Or you can choose to continue the rehearsal with the
Welcome to Rehearsal Round 3
As a basic training graduate your professor has given you the option to play the rehearsal without the tour guide and make all decisions yourself. Or you can choose to continue the rehearsal with the
Welcome to Rehearsal Round 4
As a basic training graduate your professor has given you the option to play the rehearsal without the tour guide and make all decisions yourself. Or you can choose to continue the rehearsal with the
Welcome to Rehearsal Round 5
As a basic training graduate your professor has given you the option to play the rehearsal without the tour guide and make all decisions yourself. Or you can choose to restart the rehearsal. If you
Rehearsal Simulation
Welcome to uncoached Round 6 of the Rehearsal Simulation.<br><br>(You can restart your Rehearsal at any time from the File menu.")
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Welcome to uncoached Round 7 of the Rehearsal Simulation.<br><br>(You can restart your Rehearsal at any time from the File menu.")
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Welcome to uncoached Round 8 of the Rehearsal Simulation.<br><br>(You can restart your Rehearsal at any time from the File menu.")Congratulations! This completes the Rehearsal Simulation<br><br>The last round reports are available for your inspection.
Remember, you are responsible for making all decisions for your company this round.
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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.<br><br>Welcome to the Foundation® Rehearsal Simulation!<br><br>I am your tour guide and I'll be giving you tours of each department you will head.<br><br>During this training you will manage the Andrews Corporation against two programmed competitors. Do not be concerned if you have been assigned to some other team for the official simulation (Baldwin, Chester, Digby, Erie or Ferris). During the Rehearsal, everybody manages the Andrews company.<br><br>There are 4 rounds to complete. You will begin the first round by managing 2 products in the R&D department and after each round you will manage more departments.<br><br>After completing the fourth round your professor has given you the opportunity to run the company on your own or to start a new rehearsal. If you restart and choose to run your company on your own the coach will be disabled. You can only restart your rehearsal once every 24 hours.<br><br>Making an analogy of the business simulation to a flight simulator, the uncoached rehearsal will enable you to practice various techniques flying the plane. Keep in mind though that your competitors in the rehearsal are not as tough as those in your competition.<br><br>(You can choose to whether use the Office Assistant for the Coach from the FOUNDATION® MENU.)
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Welcome to the R&D department!<br><br>Notice the existing product, Able, that you inherit. You will manage Able and invent 1 new product. Meanwhile, your "ghost teammates" will manage the other departments.<br><br>Further, your ghost teammates will be running the company using a broad differentiation strategy (quality products in all markets). Because infighting teammates may sabotage a company’s performance, your rehearsal will go better if you make broad differentiator decisions, even if you want to use a different strategy in the official simulation.
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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.
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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.
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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 FastTrack report); three of which are determined in the R&D department:<br><br>(Feel free to examine pages 5-6 of the FastTrack found in the toolbar above, to view the customer buying criteria for each segment.)
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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.
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Oops. We really need a Performance of 5.8. Please click Back and try again.
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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.
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Oops. We really need a Size at 14.3. Please click Back and try again.
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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.<br><br>If the Revision Date exceeds 1 year the project for that product will continue the following year. As a result, the product falls behind because it's still trying to finish last year's project. Additionally, the decision cells will lock, turn yellow and prevent new projects from beginning until the following round. The cells will turn green after the Revision Date.
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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.
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Oops. We really need a revision that finishes in 0. Please click Back and try again.
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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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A product's age is maintained by repositioning products on the perceptual map. When a product is moved, customers perceive it as younger. Its age is cut in half on the day it emerges from R&D. It becomes the "new-and-improved" product, with half its former age.<br><br>The "Age at Revision" tells you what the new perceived age will be on the day the project completes. If you decide not to reposition a product, "Age at Revision" will display a dash (-).
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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).
Rehearsal Simulation
Customers feel torn about reliability. On the one hand, they want your sensor to last forever. On the other hand, they know that the higher the MTBF specification, the higher the material costs. As a result, you may pass those costs on to them.<br><br>You can see this in the Material Cost chart. Try increasing and decreasing the MTBF specifications for your products.
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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.<br><br>Try this experiment. Move one of your products to the leading edge of segment's circle and increase the MTBF. Notice the effect in the Material Cost chart.
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Lastly, management can invent new products. Here are instructions for new inventions:
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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.)
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Next, give Acre a performance between 8.0 and 9.0
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Oops. We really need a size between 8.0 and 9.0. Please click Back and try again.
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Oops. We really need a Size between 11.0 and 12.0. Please click Back and try again.
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Give Acre an MTBF specification of something between 20,000 and 23,000
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Oops. We really need a size between 20,000 and 23,000. Please click Back and try again.
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Adding products increases your company’s revenue streams. Therefore, R&D costs associated with product invention can be seen as an investment in the future. (Please Note: You
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Notice both the revision date and the R&D cost. This information is important when you begin running the company.<br><br>This brings us to the last, and most strategic concerns in R&D -- scope and focus.
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This completes the R&D tour.<br><br>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.<br><br>When done save your decisions and advance to the next round by clicking the File menu on the Foundation® menubar.
Rehearsal Simulation
Welcome to Round 2 of the Rehearsal Simulation.<br><br>During Round 2 your responsibilities have increased. Continue managing Able and Acre in R&D and the Marketing function.<br><br>Your 'ghost teammates' are making decisions for Production and Finance.<br><br>Take a moment to examine the results of round 1 and then proceed to tour the Marketing department.
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Great! You're almost done with round 2. Make some decisions in R&D and Marketing. Below are some recommendations:
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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!
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Let's look at the results for Round -1. In the menu click FastTrack and select 1. Front Page. Then click Next.
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To scroll up and down the page, please use the scroll bar.<br><br>Three numbers stand out in the Selected Financial Statistics.
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Six of the eight performance measures used to evaluate the simulation can be found on the Front Page. They include ROS, Turnover, ROA, ROE, Cumulative Profits, and Market Share.<br><br>In the menu, select FastTrack | 2. Stock and Bond Market
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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.
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The bond market summary lists your outstanding bonds and your credit rating.<br><br>Your bonds are 10 year coupon notes. You pay 10 equal interest payments each year. The principal is due as a lump sum in the 10th year.
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In the menu click FastTrack and Financial Statements.
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The Financial Statements surveys the competitor's annual reports.
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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 FastTrack and Production Analysis.
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The Production Analysis looks at the companies through the eyes of the production manager.
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In the menu click FastTrack and 5. Low Tech Segment.
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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.<br><br>The score is on a scale of 0 to 100. At zero, you have lost all demand, although you must have scored something earlier in the year. At 100, you have a perfect product in December.<br><br>To estimate your demand in December, add up the scores. Your demand in December is your score divided by the sum of the scores.
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In the menu click FastTrack and 6. High Tech Segment.
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The High Tech Segment page is similar to the previous page, but focuses upon High Tech customers.<br><br>In the menu click FastTrack and 7. Market Share.
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The Market Share page breaks sales down by segment and product.<br><br>The charts at the top of the page merit special attention. <br><br>If the bars in the Industry Unit Sales vs. Demand are not of identical height, the entire segment stocked out, suggesting possible capacity shortages.<br><br>The segment shares can tell you at a glance where a competitor is focusing their resources.<br><br>In the menu click FastTrack and Perceptual Map.
Rehearsal Simulation
The Perceptual Map is especially useful for exposing competing strategies and market opportunities. New products appear as soon as they are promoted or acquire a production facility.<br><br>In the menu click FastTrack and HR/TQM Report.
Rehearsal Simulation
The HR/TQM report is a specialty page. If your professor enables the HR or TQM Module, this page highlights the outcomes of your decision making.<br><br>In the menu click FastTrack and Annual Report Page 1.
Rehearsal Simulation
The Annual Report focuses upon your company. Page 1 offers the Balance Sheet and Cash Flow Statement in detail. <br><br>In the menu click FastTrack and Annual Report Page 2.
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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. <br><br>To make decisions, in the menu click Decisions and select a functional area. <br><br>Click Next for the Rehearsal Simulation Round 0 Objectives.
Rehearsal Simulation
Welcome to Round 3 of the Rehearsal Simulation.<br><br>Your responsibilities have increased. Continue managing Able and Acre in R&D, Marketing, and Production.<br><br>Your 'ghost teammates' are making decisions for Finance.<br><br>Take a moment to examine the results of round 2 and then proceed to tour the Production department.
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Great! You're almost done with round 3. Make some decisions in R&D, Marketing, and Production. Below are some recommendations:
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Welcome to Round 4 of the Rehearsal Simulation.<br><br>Your responsibilities have increased. You now manage all of the departments including Finance.<br><br>Take a moment to examine the results of round 3 and then proceed to tour the Finance department.
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This round you have complete freedom to move around the spreadsheet. Make some decisions in R&D, Marketing, Production, and Finance.<br><br>We suggest the following.
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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.
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Greetings!
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Welcome to Round 8 of the Rehearsal Simulation, the last round.
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Congratulations! This completes the Rehearsal Simulation<br><br>The last round reports are available for your inspection.
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.<br><br>In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.In R&D consider updating established products like Able. <br><br>Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.In R&D consider updating established products like Able. Have your projects complete
Greetings!
Administration Comp1_1
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Thrift Comp1_3
I am your coach. You can enable me at any time by clicking CAPSTONE MENU in the menu at the top of the display, or by clicking the Coach button at the top of the toolbar.<br><br>To begin using the workbook, select a worksheet from the Strategy menu at the top of the display, or click a button from the toolbar.
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.
The company hired you because you are familiar with the sensor market. Administrative functions are almost identical to your previous company. In addition to the four main functional areas, R&D, Marketing, Production and Finance, you will need to make decisions in TQM and Human Resources. <br>Let's briefly review the differences in this simulation from your previous effort. The Comp-XM® 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.
The New Segments
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 in that segment.
Thrift customers want proven products, are indifferent to technological sophistication and are price motivated:<br>Price, $14.00-$26.00- 55% of decision;<br>Reliability (MTBF), 14,000-20,000- 20% of decision;<br>Positioning, performance 6.5 size 13.5- 15% of decision;<br>Age, 3 years- 10% of decision.
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TQM Comp1_8
Core customers want proven products using current technology: <br>Price, $20.00-$32.00- 46% of decision;<br>Age, 2 years- 20% of decision;<br>Reliability (MTBF), 16,000-22,000- 18% of decision;<br>Positioning, performance 8.6 size 11.4- 16% of decision.
Nano customers want cutting-edge technology that is smaller in size: <br>Positioning, performance 10.5 size 7.5- 35% of decision;<br>Price, $28.00-$40.00- 27% of decision;<br>Age, 1 year- 20% of decision;<br>Reliability (MTBF), 18,000-24,000- 18% of decision.
Elite customers want high reliability and cutting edge performance: <br>Age, 0 years- 34% of decision;<br>Price, $30.00-$42.00- 24% of decision;<br>Positioning, performance 12.5 size 9.5- 22% of decision;<br>Reliability (MTBF), 20,000-26,000- 20% of decision.
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.
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.
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Board Queries Comp1_10
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Good Luck! Comp1_13
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.
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.
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 Comp-XM® Help section.
To begin, review the Inquirer, then go to the Decisions menu and start formulating your decisions. Best of luck!
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HMKTG_8 Mktg!C6 29 39 HMKTG_7 HMKTG_7
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RSIMC1_9 RandD!D6 9.8 9.8 RSIMC1_8 RSIMC1_8
RSIMC1_11 RandD!E6 10.2 10.2 RSIMC1_10 RSIMC1_10
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RSIMC1_14 RandD!G6 1/1/2000 12/31/2000 RSIMC1_13 RSIMC1_13
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RSIMC1_25 RandD!D9 10 11 RSIMC1_24 RSIMC1_24
RSIMC1_27 RandD!E9 9 10 RSIMC1_26 RSIMC1_26
RSIMC1_29 RandD!F9 20,000 23,000 RSIMC1_28 RSIMC1_28
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RSIMC1_32 RandD!D7 9.5 9.8 RSIMC1_31 RSIMC1_31
RSIMC1_34 RandD!E7 15 15.4 RSIMC1_33 RSIMC1_33
RSIMC1_36 RandD!F7 25,500 27,000 RSIMC1_35 RSIMC1_35
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RSIMF1_11 RandD_F!E4 14.3 14.3 RSIMF1_10 RSIMF1_10
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RSIMF1_14 RandD_F!G4 1/1/2000 12/31/2000 RSIMF1_13 RSIMF1_13
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RSIMF1_25 RandD_F!D5 8 9 RSIMF1_24 RSIMF1_24
RSIMF1_27 RandD_F!E5 11 12 RSIMF1_26 RSIMF1_26
RSIMF1_29 RandD_F!F5 20,000 23,000 RSIMF1_28 RSIMF1_28
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OptionText1 OptionText2 OptionText3
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
List tutorials
Launch the HR tutorial from the website
Launch the Labor tutorial from the website
Launch the TQM tutorial from the website
Launch the Advanced Marketing tutorial from the website
Positioning - the product's placement on the Perceptual Map
Age - the perceived age of the design
Reliability - how long the product will last, measured in MTBF or Mean Time Before Failure
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 End customers interest peaks when the design is old, at 7.0 years
High End customers want a brand new design, age 0.0.
Low Tech customers want a proven design. Their interest peaks when the design is 3.0 years old.
High Tech customers want a brand new design, age 0.0.
Traditional - 14,000 to 19,000 hours
Low Tech - 12,000 to 17,000 hours
High Tech - 20,000 to 25,000 hours
Low Tech - 14000 to 20000 hours
High Tech - 17000 to 23000 hours
Pick a row that begins with "Na".
Give your product a name. By convention, the first letter should match the first letter of your company.
Position the product with a Performance and Size specification.
Scope - How many products will you put on the playing field? You can have as few as one and as many as eight.
Focus -- Where are your products? Are you in every segment or only a few? Do you have more than one product in a segment?
Traditional - 14000 to 19000
Low Tech - 14000 to 20000 h
Low End - 12000 to 17000 hours
High End - 20000 to 25000 hours
High Tech - 17000 to 23000 hours
Pick a row that begins with "Na".
Give your product a name. By convention, the first letter should match the first letter of your company.
Position the product with a Performance and Size specification.
Scope - How many products will you put on the playing field? You can have as few as one and as many as eight.
Focus -- Where are your products? Are you in every segment or only a few? Do you have more than one product in a segment?
Complement. The number of employees in your workforce complement. At full complement, every job is filled.
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.
Last Year The complement at the end of last year.
Needed. The number of workers you need to fill the current production schedule without overtime. This number changes with the Production Schedule.
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 decide to ask workers to do overtime this year to avoid hiring new people this year only to discharge them next year.
List other tutorials
$22 $23.80 $24.20
You become responsible for Complement, Recruiting Spend, and Training Hours.
Your complement should avoid overtime and over staffing.
Recruiting Spend let's you spend up to $5000 per worker to get a higher caliber of worker. Training Hours lets you send each worker to training up to 80 hours per year.
Wages -> You can give labor 80% or up to 150% of their current wages.
Benefits -> 0% or up to 150% of current benefits.
Profit Sharing-> 0% - 150% of their current profit sharing.
$1 difference in wages
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Price Promotion Place
Labor will be demanding 10% more than the "best" current contract, in each of the 4 areas.
UNLESS one of the companies puts down a better offer than the 10% increase. Then of course, Labor will take the best offer on the table and use that as their demand.
The company that offered this very attractive deal will shake hands with the Labor union and be on their way. The other companies will go to Step 2.
IF Labor’s Demand falls between the company’s Starting Position and Negotiation Ceiling
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.
IF Labor's Demand is above the company's Negotiation Ceiling
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
Set the Your Sales Forecast to zero. This will cause the Gross Revenue calculation to use the Computer Prediction for its calculations.
Starting at $24.00, try raising price in steps of $5 to $44.00, watching the Computer Prediction, Gross Revenue, and Contribution Margin.
Set the Your Sales Forecast to zero. This will cause the Gross Revenue calculation to use the Computer Prediction for its calculations.
Starting at $10.00, try raising price in steps of $5 to $45.00, watching the Computer Prediction, Gross Revenue, and Contribution Margin.
Above the range, customers can find substitutes.
Below the range, they become suspicious, thinking, "What is wrong with this product?"
At $5.00 above or below the expected price range, demand falls to zero.
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.
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.
Decays over time. Each year you lose 1/3rd of your accessibility.
Diminishing returns apply. Products reach diminishing returns at $3 million. However, the segment’s overall diminishing return is not reached until budgets total $4.5 million (for example, two products with Sales Budgets of $2.25M each). Achieving 100% accessibility is difficult. You need two products inside the segment. Once you do reach 100% accessibility, you can scale back the segment’s total
Long-term Debt (Bonds) Short-term Debt (Current Debt) Stock Offering
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
AP Lag. The Accounts Payable Lag affects production and your ability to meet demand. Suppliers become concerned when they are not paid promptly. Eventually they withhold material for production. At 30 days, they withhold 1%.
HFIN_10High
Print Media Direct Mail Web Media
Email and Web Media Print Media and Web MediaPrint Meda and Direct Mail
$300 thousand $800 thousand $700 thousand
Outside Sales Inside Sales Distributors
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CPI, Vendor JIT, QIT, Channel Support Systems,Concurrent Engineering, Benchmarking,
Concurrent Engineering and Quality Function Deployment Effort
Channel Support Systems and Quality Function Deployment Effort
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What are your margins?
#VALUE! #VALUE!
How much inventory do you want on hand for sale this year?
What is your plant capable of producing?
The decision cells are green. The yellow cells are protected calculations and references.
Units are expressed in thousands. For example, Able's first shift capacity is 1,800. This represents 1,800,000 units.
Most labels feature explanations, comments, and tips in a pop-up comment. For example, glide your cursor over Production After Adj. for the constraints that limit production.
You have 80 units in the warehouse.
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.)
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 automation level. The higher the automation, the fewer the workers.
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.
Positioning on the Perceptual Map. In general, the higher the technology, the more expensive the materials needed to build the product.
MTBF specification. The more reliable the product, the more expensive the materials.
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.
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.
Add 100 units of capacity to Adam.
Look at the 'Investment ($000)' line to see the cost of your plant improvements.
Try increasing Adam's Automation by .5 points.
team size meetings member skills
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$O$272
Apple Orange Banana
Brazil Argentina Peru
Change Acre's MTBF to 12000.Move Adam to Performance 10.2, Size 9.5
Move Able to Performance 15.1 Size 5.3
File is where you will be able to save your decisions or exit Capstone.
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.
Proformas will provide you with a look at your financials that have been calculated based on your forecasted sales.
First Second Third
Select another tutorial
Make decisions Develop scenarios Forecast financial results
The Coach is found under FOUNDATION MENU or with the top button in the toolbar.
View expands the workbook to cover the entire display (best for team meetings) or presents the workbook in a normal window.
File offers options to save your work.
The green cells are decision cells. To make a decision, change the green cell to some other value.
The yellow cells are results. They are protected from change.
The results of your decisions ripple through the other worksheets.
Where to position your product. There are two segments - Low Tech and High Tech. They appear as circles on the Perceptual Map.
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.
Price - Low Tech customers want low prices. High Tech customers pay more if you offer them excellent product designs.
Promotion - Your Promo Budget drives customer awareness. The higher the awareness, the more likely it is that customers will seek out your product.
Place - Your Sales Budget drives "accessibility", the ease with which customers can interact with you, find your product, work with sales people and customer service, etc.
Production Schedule. How many units (in thousands) will you produce this year?
Buy/Sell Capacity. Will you add production facilities or downsize?
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 the work with a few skilled humans supervising the process.
The Foundation Reports Saving your work
Positioning - the product's placement on the Perceptual Map
Age - the perceived age of the design
Reliability - how long the product will last, measured in MTBF or Mean Time Before Failure
Note that the map presents the segment's and product's position at the end of this round, on December 31st.
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.
In Excel you must press Enter or Tab to complete typing a value in a cell.
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
Your company is pursuing a broad differentiation strategy in the rehearsal so you'll be offering premium products in R&D.
Traditional - 14,000 to 19,000 hours
Low Tech - 12,000 to 17,000 hours
High Tech - 20,000 to 25,000 hours
Differentiators would like to offer an MTBF between 23,500-25,000 hours.
By modifying a product's MTBF it will cost you and it will extend the revision date.
Scope - How many products will you put on the playing field? You can have as few as one and as many as eight.
Focus -- Where are your products? Are you in every segment or only a few? Do you have more than one product in a segment?
Tour the results for Round 1 in the Capstone® Courier and Annual Report.
Learn the Marketing department.
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.
Remember customers are expecting better performance and smaller sized products over time.
As a broad differentiator your company will provide premium products in R&D.
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.
As a broad differentiator your company will create high awareness and easy accessibility in Marketing.
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.
As a broad differentiator your company will price at or near the top of the price range.
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.
Multiply the Total Industry Unit Demand and the Growth Rate. For example, 1,952 * 1.162 = 2,268--> this year's demand for the High tech segment.
Take 2,268 and divide it by the number of products a segment. For example, 2,268 / 3 = 756. 756 units represents an average per product for the High tech segment.
Emergency Loan. We avoided an emergency loan. Typically emergency loans result from inventory expansions or under-funded plant expansions.
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.
Book Value. Book value equals your total equity divided by the number of shares outstanding. It sets a base for your stock price.
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.
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."
Face. The Face amount is the remaining principal on the bond. It is due in full when the bond matures.
Yield. Yield compares the interest payment with today's closing price. When a bond is issued, the rate is "locked in". Yield tells an investor how their bond compares with today's rates.
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.
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).
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.
How much did my competitors spend on plant improvements? How did they finance it?
Are my competitors changing their credit policies? Are they offering better terms to customers? Vendors?
Who has the biggest asset base?
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.
Material Cost, Labor Cost, and Contribution Margin. What does it cost to make the product, and is it making any money?
2nd Shift & Overtime. Second shift is paid a 50% wage premium over first shift. (Not necessarily a bad thing, because you are also achieving high plant utilization.) Overtime means first shift workers must work second shift to fill the production schedule. Overtime pays a 50% premium.
Statistics. Look here for segment size and growth rate.
Customer Buying Criteria. Rank orders the buying criteria and lists the specific target values.
Market Share Actual Versus Potential. Often a competitor stocks out. This chart tells you how much market share was lost or gained as a consequence.
Review the results for Round 2 in the Capstone Courier and Annual Report.
Tour the Production department.
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.
Remember customers are expecting better performance and smaller sized products over time.
As a broad differentiator your company will provide premium products in R&D.
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.
Examine your competitors. Have they improved designs? Awareness? Accessibility? Prepare a sales forecast. Enter your worst-case into the forecast.
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.
Consider whether to invest in capacity and automation. Build enough additional inventory to satisfy customers in your best-case scenario.
Consider selling some capacity if you find plants will be sitting idle.
Tour the Finance department.
I'm ready for more!
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.
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 or selling off idle plants. Build enough additional inventory to satisfy customers in your best-case scenario.
Let's review the results of Round 4.
Take me to a place where I can start over.
I just want to look at my reports.
Play this round without coaching, I'll make all decisions.
Play this round with coaching and help from ghost teammates.Play this round without
coaching, I'll make all decisions.
Play this round with coaching and help from ghost teammates.Play this round without
coaching, I'll make all decisions.
Play this round with coaching and help from ghost teammates.Play this round without
coaching, I'll make all decisions.
Play this round with coaching and help from ghost teammates.Continue to Round 5 of this
Rehearsal competition. I'll make all decisions.
Take me to a place where I can start over.
Positioning - the product's placement on the Perceptual Map
Age - the perceived age of the design
Reliability - how long the product will last, measured in MTBF or Mean Time Before Failure
Decisions are to be made only to the cells that are green.
Yellow cells are protected but data can change from decisions made to the green cells.
In Excel you must press Enter or Tab to complete typing a value in a cell.
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.
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
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.
Low Tech - 14,000 to 20,000 hours
High Tech - 17,000 to 23,000 hours
Pick a row that begins with "Na".
Give your product a name. By convention, the first letter should match the first letter of your company.
Position the product with a Performance and Size specification.
Scope - How many products will you put on the playing field? You can have as few as one and as many as eight.
Focus -- Where are your products? Are you in every segment or only a few? Do you have more than one product in a segment?
The Marketing Manager's job.
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.
Remember customers are expecting better performance and smaller sized products over time.
As a broad differentiator your company will provide premium products in R&D.
Price both your products within their segment's range. Check pages 5 & 6 of the FastTrack for additional information.
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.
Emergency Loan. You avoided an emergency loan. Typically emergency loans result from inventory expansions or under funded plant expansions.
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.
Book Value. Book value equals your total equity divided by the number of shares outstanding. It sets a base for your stock price.
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.
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."
Face. The Face amount is the remaining principal on the bond. It will be due in full when the bond matures.
Yield. Yield compares the interest payment with today's closing price. When a bond is issued, the rate is "locked in". Yield tells an investor how their bond compares with today's rates.
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.
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).
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.
How much did my competitors spend on plant improvements? How did they finance it?
Are my competitors changing their credit policies? Are they offering better terms to customers? Vendors?
Who has the biggest asset base?
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.
Material Cost, Labor Cost, and Contribution Margin. What does it cost to make the product, and is it making any money?
2nd Shift & Overtime. Second shift is paid a 50% wage premium over first shift. (Not necessarily a bad thing, because you are also achieving high plant utilization.) Overtime means first shift workers must work second shift to fill the production schedule. Overtime pays a 50% premium.
Statistics. Look here for segment size and growth rate.
Customer Buying Criteria. Rank orders the buuying criteria and lists the specific target values.
Market Share Actual Versus Potential. Often a competitor stocks out. This chart tells you how much market share was lost or gained as a consequence.
The Production department.
Tour the results for Round 2 in the Foundation FastTrack and Annual Report.
The Finance department.
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.
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 best-case scenario.
Tour the results for Round 3 in the Foundation FastTrack and Annual Report.
In R&D update your designs.
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 or selling off idle plants. Build enough additional inventory to satisfy customers in your best-case scenario.
Let's review the results of Round 4.
Take me to a place where I can start over.
New Users - If you are new to the workbook, click here for a list of tutorials that will help you get started.
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.
New Users - If you are new to the workbook, click here for a list of tutorials that will help you get started.
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.
(You can choose to use the Office Assistant for the Coach from the Comp-XM® MENU.)
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Size customers want a recent design with an age of 1.5 years.
Performance customers want a young design of 1.0 years.
Performance - 22,000 to 27,000 hours
Size - 16,000 to 21,000 hours
Give your product a reliability that would satisfy customers.
Size - 16000 to 21000 hoursPerformance - 22000 to 27000 hours
Give your product a reliability that would satisfy customers.
1st and 2nd Shift. Your headcounts on first shift and second shift. Second shift worker wages are 150% of first shift worker wages.
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.
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Your goal is to improve productivity, which in turn leads to a smaller, more stable workforce.
The trade-off costs include higher recruiting expense, training expense, and a slightly larger complement to cover people already in training.
Annual Raise -> 0% - 150% of their current annual raise rate.
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Within the expected range, demand follows a classic price demand curve.
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This will force your proformas into a conservative position. They will show you the worst-case, 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.
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.
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
Go back a slide TDB_11a TDB_11b
Chili Equador
Add a new product called "Axle" in the Size segment.
Last Year’s Report is where you can view and print the results from last year. Most important one being the Capstone Courier. Printing the Courier from this location provides you with a prefect printed copy.
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Print last year's reportsAnalyze competitors and trends
Undo allows you to throw away recent work. You can Undo to the last time you saved, or throw away everything and start over.
Last Year's Reports summarize the results for the previous round.
The Coach offers a tutorial for all decision entry worksheets. To view the tutorial, select the entry sheet and click the Coach button.
The breadth of your product line. You start with one product, and you can invent up to four more.
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.
Product - Product was actually handled in R&D. It concerns the design of the product and how well it fits customer needs.
CONSTR CONSTR
Performance - 22,000 to 27,000 hours
Size - 16,000 to 21,000 hours
RSIMC2_100 HMKTG_1
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?
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.
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.
Which competitors emphasize SG&A expenses to drive up demand?
Are there surprises in the Income Statement's "Other" line, which might indicate unusual fees or writeoffs?
Automation and Capacity. Automation, on a scale of 1.0 to 10.0, indicates the number of workers required to staff the line. At 1.0, many workers. At 10.0, few workers. Capacity is the number of units you can produce on first shift. You can run a second shift to double production.
Plant Utilization. Plant utilization of 100% means you are running a complete first shift. 200% means you are running two complete shifts.
Top Products in Segment. Compares products across the buying criteria value.
RSIMC2_100 HPROD_1
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.
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.
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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.
Finance all your investing activities appropriately.
RSIMU RSIMC0_1
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Give your product a reliability that would satisfy customers.
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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.
For more details about developing a Sales Forecast see the Manager Guide on your Help menu. Enter your prediction for each product.
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?
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.
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.
Which competitors emphasize SG&A expenses to drive up demand?
Are there surprises in the Income Statement's "Other" line, which might indicate unusual fees or writeoffs.
Automation and Capacity. Automation, on a scale of 1.0 to 10.0, indicates the number of workers required to staff the line. At 1.0, many workers. At 10.0, few workers. Capacity is the number of units you can produce on first shift. You can run a second shift to double production.
Plant Utilization. Plant utilization of 100% means you are running a complete first shift. 200% means you are running two complete shifts.
Top Products in Segment. Compares products across the buying criteria value.
RSIMF2_100 HPROD_1
RSIMF2_100 HFIN_1
RSIMF2_100 RSIMC5_2
Review your decisions and examine the proforma reports. Make any final changes to R&D, Marketing and Production.
When finished, save and advance to Round 4.<br><br> Good luck!
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.
When finished reviewing your decisions and examining the proforma reports, save and advance to Round 5.<br><br> Good luck!
Really Short.
Really Short.
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.
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<br><br>(You can choose the Office Assistant for the coach from the CAPSTONE® MENU.)
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Welcome to the Capstone® Rehearsal Simulation!<br><br>I am your tour guide and I'll be giving you tours of each department you will head.<br><br>During this training you will manage the Andrews Corporation against two programmed competitors. Do not be concerned if you have been assigned to some other team for the official simulation (Baldwin, Chester, Digby, Erie or Ferris). During the Rehearsal, everybody manages the Andrews company.<br><br>There are 4 rounds to complete. You will begin the first round by managing 3 products in the
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Welcome to the Foundation® Rehearsal Simulation!<br><br>I am your tour guide and I'll be giving you tours of each department you will head.<br><br>During this training you will manage the Andrews Corporation against two programmed competitors. Do not be concerned if you have been assigned to some other team for the official simulation (Baldwin, Chester, Digby, Erie or Ferris). During the Rehearsal, everybody manages the Andrews company.<br><br>There are 4 rounds to complete. You will begin the first round by managing 2 products in the
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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.<br><br>
<br><br>After completing the fourth round your professor has given you the opportunity to run the company on your own or to start a new rehearsal. If you restart and choose to run your company on your own the coach will be disabled. You can only restart your rehearsal once every 24 hours.<br><br>Making an analogy of the business simulation to a flight simulator, the uncoached rehearsal will enable you to practice various techniques flying the plane. Keep in mind though that your competitors in the rehearsal are not as tough as those in your competition.
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.<br><br>
<br><br>After completing the fourth round your professor has given you the opportunity to run the company on your own or to start a new rehearsal. If you restart and choose to run your company on your own the coach will be disabled. You can only restart your rehearsal once every 24 hours.<br><br>Making an analogy of the business simulation to a flight simulator, the uncoached rehearsal will enable you to practice various techniques flying the plane. Keep in mind though that your competitors in the rehearsal are not as tough as those in your competition.
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.<br><br>
Cell Location GameType TranslatedSize TranslatedCommentTQM!D3 Foundation 175|200
Mktg!C3 CompXM 175|200
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.
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.
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The 2007v21 update can only be used for courses that started before August 1, 2006. Thank you.
OFFICIAL_DEC_AVAILABLE W PROFESSOR SIMULATION LIST QUERY
SimulationVersion 2011CC38655ClassRound 0RoundType CompetitionRehearsalRestart 0ReportsAvailable True05/16/2006 02:00PMQuizAvailable True05/16/2006 02:00PMBeforeDeadline True01/01/2009 12:00AMQueryTimeStamp05/16/2006 02:00PMC10450
STUDENT KEY QUERY BALANCED SCORECARD PROFORMA QUERYStudentKey 682836 C38655SimID 682836 Andrews
682836 Round
C32847 FinancialFinancialFinancialInternal Business ProcessInternal Business ProcessInternal Business ProcessInternal Business ProcessInternal Business ProcessCustomerCustomerCustomerCustomerCustomerLearning and Growth''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
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''''''''''''RecapFinancialFinancialFinancialInternal Business ProcessCustomerCustomerLearning and GrowthLearning and GrowthLearning and Growth
BALANCED SCORECARD PROFORMA QUERY
Criteria sumVal Points Value Shape a b c d
Stock Price 0 8 Ending 3 2 32 0 0Profits 0 9 Ending 3 1000000 7000000 0 0Leverage 0 8 Ending 1 1.3 1.8 2.8 4Contribution Margin 0 5 Ending 3 0.27 0.36 0 0Plant Utilization 0 5 Ending 1 0.9 1 1.8 2Days of Working Capital 0 5 Ending 1 15 30 90 105Stock-out Costs 0 5 Ending 4 0 0 0 0.05Inventory Carrying Costs 0 5 Ending 4 0 0 0.01 0.035Customer Buying Criteria 0 5 Ending 3 21 39 0 0Customer Awareness 0 5 Ending 3 0.5 0.9 0 0Customer Accessibility 0 5 Ending 3 0.5 0.9 0 0Product Count 0 5 Ending 3 1 8 0 0SG&A Expense 0 5 Ending 1 0.05 0.07 0.2 0.25Employee Turnover Rate 0 7 Ending 4 0 0 0.095 0.105
Criteria sumVal Points Value Shape a b c dMarket Cap 0 20 Ending 3 0.01 0.3 0 0Sales 0 20 Average 3 15000000 181000000 0 0Emergency Loan 0 20 Average 4 0 0 0 0.01Operating Profit 0 60 Cumulative 3 2225000 135000000 0 0Wtg Avg Cust Survey Score 0 20 Average 3 8 31 0 0Market Share 0 40 Average 3 0.08 0.22 0 0Sales/Employee 0 20 Average 3 118000 271000 0 0Assets/Employee 0 20 Average 3 84000 253000 0 0Profits/Employee 0 20 Cumulative 3 0 237000 0 0
DECISIONSINCOMINGDECISIONS Andrews 1 1 2011 C38655ProductName Able Acre Adam Aft Agape NA NARetireProduct 0 0 0 0 0 0 0XcoordinateRD 5.5 3 8 9.4 4 0 0YcoordinateRD 14.5 17 12 15.5 11 0 0MTBFrdSpec 17500 14000 23000 25000 19000 0 0Price 28 21 38 33 33 0 0PromoBudget 0 0 0 0 0 0 0SalesBudget 936 858 780 663 663 0 0UnitSalesForecast 0 0 0 0 0 0 0ProductionOrdered 1200 1820 410 440 380 0 0CapacityChange 0 0 0 0 0 0 0AutomationNextRound 4 5 3 3 3 0 0FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue ARFinanceDecisions 0 0 0 0 0 0 30LaborNegotiation TechWage AsmbWage Benefits ProfitShr AnnRaise Complment RecrSpendOffer1 20 0 2500 0.020 0.050 700 0Offer2 20 0 2500 0.020 0.050 0 0TQMfunction CPI VendorJIT QIT Channels CCE BenchMark QFDETQMbudgets 0 0 0 0 0 0 0MKTGPrimarySeg 1 2 3 4 5 0 0MKTGPrintMedia 0 0 0 0 0 0 0MKTGDirectMail 0 0 0 0 0 0 0MKTGWebMedia 0 0 0 0 0 0 0MKTGEmail 0 0 0 0 0 0 0MKTGTradeShows 0 0 0 0 0 0 0MKTGSalesPriorities 0.24 0.22 0.2 0.17 0.17 0 0MKTGOutsideSales 10 2 2 2 2 2 0MKTGInsideSales 27 6 6 5 5 5 0MKTGDistributors 13 2 2 3 3 3 0MKTGReports 0 0 0 0 0 0 0FeesAndNewCapital 0 0 PARAMETERS_FOR_THIS_ROUND"Average"
DECISIONSOUTGOINGDECISIONS 0 0
NA ProductName Able Acre Adam0 RetireProduct 0 0 00 XcoordinateRD 5.5 3.0 8.00 YcoordinateRD 14.5 17.0 12.00 MTBFrdSpec 17500 14000 230000 Price 28.00 21.00 38.000 PromoBudget 0 0 00 SalesBudget 0 0 00 UnitSalesForecast 0 0 00 ProductionOrdered 1200 1820 4100 CapacityChange 0 0 00 AutomationNextRound 4.0 5.0 3.0
AP FinanceFunction StIssue StRetire Dividend30 FinanceDecisions 0 0 0.00
TrainHrs LaborNegotiation TechWage AsmbWage Benefits0 Offer1 0.00 0.00 00 Offer2 0.00 0.00 0
CCE6sigma UNEPGreen GEMISustain TQMfunction CPI VendorJIT QIT0 0 0 TQMbudgets 0 0 00 MKTGPrimarySeg 1 2 3 0 MKTGPrintMedia 0 0 00 MKTGDirectMail 0 0 00 MKTGWebMedia 0 0 00 MKTGEmail 0 0 00 MKTGTradeShows 0 0 00 MKTGSalesPriorities 0.240 0.220 0.2000 MKTGOutsideSales 10 2 20 MKTGInsideSales 27 6 60 MKTGDistributors 13 2 20 MKTGReports 0 0 0
FeesAndNewCapital 0 0
0 C38655Aft Agape Na Na Na0 0 0 0 09.4 4.0 0.0 0.0 0.015.5 11.0 0.0 0.0 0.025000 19000 0 0 033.00 33.00 0.00 0.00 0.000 0 0 0 00 0 0 0 00 0 0 0 0440 380 0 0 00 0 0 0 03.0 3.0 0.0 0.0 0.0ShortDebt BondRetir BondIssue AR AP0 0 0 30 30ProfitShr AnnRaise Complment RecrSpend TrainHrs0.000 0.000 700 0 00.000 0.000 0 0 0Channels CCE BenchMark QFDE CCE6sigma UNEPGreen GEMISustain0 0 0 0 0 0 04 5 0 0 0 0 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00.170 0.170 0.000 0.000 0.0002 2 25 5 53 3 30 0 0
DECISIONS LAST SAVEDDECISIONS 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 C38576aSavedWhat AllSavedDate Feb 01, 2011SavedTime 10:48 AM ESTALL
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ProductName Able Acre Adam Aft Agape NA NA NA
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
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
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
TQMfunction CPI VendorJIT QIT Channels CCE BenchMark QFDE CCE6sigma UNEPGreen GEMISustain
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"
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Name New Pfmn New Size MTBF
Able 5.5 14.5 17,500 21-Nov-07 0.0 $0 ###Acre 3.0 17.0 14,000 25-May-06 0.0 $0 ###Adam 8.0 12.0 23,000 19-Apr-09 0.0 $0 ###Aft 9.4 15.5 25,000 29-Jun-08 0.0 $0 ###Agape 4.0 11.0 19,000 24-May-08 0.0 $0 ###NA 0.0 0.0 0 - $0 ###NA 0.0 0.0 0 - $0 ###NA 0.0 0.0 0 - $0 ###
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3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0 Age Profiles
Able
Acre
Adam
Aft
Agape
Na
Na
Na
Pe
rce
ive
d A
ge
in y
ea
rs
Able
Acre
Adam
Aft
Agape
Na
Na
Na
$0 $5 $10 $15 $20Material Cost New Old
0 2 4 6 8 10 12 14 16 18 20
0
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12
14
16
18
20
1
1
1
1
1
111
1
1
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1
111Perceptual map (at the end of this year)Performance
Siz
e
RandD_F
Page 444
0 Research & Development Round 0 - 0
Name New Pfmn New Size MTBF ###
Able 5.5 14.5 17,500 21-Nov-07 0.0 $0 ###Acre 3.0 17.0 14,000 25-May-06 0.0 $0 ###Adam 8.0 12.0 23,000 19-Apr-09 0.0 $0 ###Aft 9.4 15.5 25,000 29-Jun-08 0.0 $0 ###Agape 4.0 11.0 19,000 24-May-08 0.0 $0 ###
Total $0 #########
Revision Date
Age at Revision
R&D Cost ($000)
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0Age Profiles
Able
Acre
Adam
Aft
AgapePe
rce
ive
d A
ge
in y
ea
rs
Able
Acre
Adam
Aft
Agape
$0 $5 $10 $15 $20Material Cost New Old
0 2 4 6 8 10 12 14 16 18 20
0
2
4
6
8
10
12
14
16
18
20
1
1
1
1
1
111
1
1
1
1
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111Perceptual map (at the end of this year)Performance
Siz
e
Mktg
Page 445
0 Marketing Round 0 - 0
Name Price###
Able $28.00 $0 $0 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!Acre $21.00 $0 $0 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!Adam $38.00 $0 $0 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!Aft $33.00 $0 $0 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!Agape $33.00 $0 $0 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!Na $0.0 $0 $0 #VALUE! - #VALUE! #VALUE! #VALUE! #VALUE!Na $0.0 $0 $0 #VALUE! - #VALUE! #VALUE! #VALUE! #VALUE!Na $0.0 $0 $0 #VALUE! - #VALUE! #VALUE! #VALUE! #VALUE!Total $0 $0 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
A/R Lag (days) 30A/P Lag (days) 30
Promo Budget
Sales Budget
Computer Prediction
Your Sales
Forecast
Gross Revenue Forecast
Variable Costs
Contrib. Margin
Forecast
Less Promo & Sales
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.
Able Acre Adam Aft Agape Na Na Na
$0)
$1)
$1)
Revenue Forecast Variable costs Marketing Margin After marketing
Able Acre Adam Aft Agape Na Na Na
0
2
4
6
8
10
12
Unit sales forecast Size Pfmn High Low Trad
Mktg_F
Page 446
0 Marketing Round 0 - 0
NAME Price###
Able $28.00 $0 $936 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!Acre $21.00 $0 $858 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!Adam $38.00 $0 $780 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!Aft $33.00 $0 $663 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!Agape $33.00 $0 $663 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!Total $0 $3,900 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
A/R Lag (days) 30A/P Lag (days) 30
Promo Budget
Sales Budget
Computer Prediction
Your Sales
Forecast
Gross Revenue Forecast
Variable Costs
Contrib. Margin
Forecast
Less Promo & Sales
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.
Able Acre Adam Aft Agape
$0)
$1)
$1)
Revenue Forecast Variable costs Marketing Margin After marketing
Able Acre Adam Aft Agape
0
2
4
6
8
10
12
Unit sales forecast Size Pfmn High Low Trad
0 Marketing Budget Detail
Promo Budget Able Acre Adam Aft AgapeTarget SegmentPrint Media $0 $0 $0 $0 $0 Direct Mail $0 $0 $0 $0 $0 Web Media $0 $0 $0 $0 $0 Email $0 $0 $0 $0 $0 Trade Shows $0 $0 $0 $0 $0 Budget ($000) $0 $0 $0 $0 $0
Sales Budget Trad Low High Pfmn SizeOutside Sales 2 2 2 2 2Inside Sales 6 6 5 5 5Distributors 2 2 3 3 3
Budget ($000) $0 $0 $0 $0 $0
Able Acre Adam Aft Agape Na Na Na
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%Awareness Forecast Trad Low High Pfmn Size
Trad
Low
High
Pfmn
Size
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Accessibility New Old
Marketing Budget Detail Round 0 - 0
Na Na Na Budget ###
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Budget Time Allocations$0 Able 24% $0 $0 Acre 22% $0 $0 Adam 20% $0
Aft 17% $0 $0 Agape 17% $0
Na 0% $0 Na 0% $0 Na 0% $0
Total 100% $0
Trad
Low
High
Pfmn
Size
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Accessibility New Old
Production
Page 449
0 Production Round 0 - 0 Schedule Able Acre Adam Aft Agape Na Na Na TOTAL ###Unit Sales Forecast #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Inventory On Hand 206 - 80 29 103 - - - 418 Production Schedule 1,200 1,820 410 440 380 0 0 0 4,250 Production After Adj. #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Margins2nd Shift Production% #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Labor Cost/Unit #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! ###Material Cost/Unit #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! ###Total Unit Cost #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! ###Contribution Margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.0% 0.0% 0.0% ###Physical Plant TOTAL ###1st Shift Capacity 1,800 1,400 900 600 600 - - - 5,300 ###Buy/Sell Capacity 0 0 0 0 0 0 0 0 - ###Automation Rating 4.0 5.0 3.0 3.0 3.0 - - - ###New Autom. Rating 4.0 5.0 3.0 3.0 3.0 0.0 0.0 0.0 Investment ($000) $0 $0 $0 $0 $0 $0 $0 $0 $0 ###Workforce Last Year Needed This Year 1st Shift 2nd Shift Overtime Max Invest. #VALUE!Complement - #VALUE! 700 #VALUE! #VALUE! #VALUE! A/P Lag 30 (days)
Able Acre Adam Aft Agape Na Na Na
0500
1,0001,5002,0002,5003,0003,5004,000Production Vs. Capacity Both Shifts Base Capacity Production
Able Acre Adam Aft Agape Na Na Na
$0
$1
$1Price vs. Unit Cost Margin Labor Material
Production_F
Page 450
0 Production Round 0 - 0
Schedule Able Acre Adam Aft Agape TOTAL STAFFING Last Year This YearUnit Sales Forecast #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Needed Complement 0 #VALUE!Inventory On Hand 206 - 80 29 103 418 Complement - 700Production Schedule 1,200 1,820 410 440 380 4,250 1st Shift Complement 0 #VALUE!Production After Adj. #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 2nd Shift Complement 0 #VALUE!Margins Overtime% 0.0% #VALUE!2nd shift/Overtime% #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Turnover Rate 0.0% #VALUE!Labor Cost/Unit #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! New Employees 0 #VALUE!Material Cost/Unit #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Separated Employees 0 0Total Unit Cost #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Recruiting Spend $0 $0 Contribution Margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Training Hours 0 0Physical Plant TOTAL Productivity Index 0.0% #VALUE!1st Shift Capacity 1,800 1,400 900 600 600 5,300 Buy/Sell Capacity 0 0 0 0 0 - Recruiting Cost #VALUE!Automation Rating 4.0 5.0 3.0 3.0 3.0 Separation Cost $0 New Autom. Rating 4.0 5.0 3.0 3.0 3.0 Training Cost $0 Investment ($000) $0 $0 $0 $0 $0 $0 Total HR Admin Costs #VALUE!A/P Lag (days) 30 Max Invest. #VALUE!
Able Acre Adam Aft Agape
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
Production Vs. Capacity Both Shifts Base Capacity Production
Able Acre Adam Aft Agape
$0
$2
$4
$6
$8
$10
$12
Price vs. Unit Cost Margin Labor Material
0 Human Resources
STAFFING Last Year This Year
Needed Complement 0 #VALUE!Complement 0 7001st Shift Complement 0 #VALUE! Hourly Wage2nd Shift Complement 0 #VALUE! BenefitsOvertime% 0.0% #VALUE! Profit Sharing %Turnover Rate 0.0% #VALUE! Annual RaiseNew Employees 0 #VALUE!Separated Employees 0 0 Contract Expiration:Recruiting Spend $0 $0 Training Hours 0 0Productivity Index 0.0% #VALUE!
Recruiting Cost #VALUE!Separation Cost $0 Training Cost $0 Total HR Admin Costs #VALUE!
Human Resources Round 0 - 0
LABOR NEGOTIATION
Current Labor Negotiation Position
Contract Demands Starting Ceiling$0.00 $0.00 $20.00 $22.00
$0 $0 $2,500 $2,750 0.0% 0.0% 2.0% 2.2%0.0% 0.0% 5.0% 5.5%
Contract Expiration: 1-Oct-00
TQM
Page 453
0 TQM Initiative Round 0 - 0
###
Process Management InitiativesCPI Systems $0
Vendor/JIT $0 Total Current Expenditures: $0 ($000)
Quality Initiative Training $0
Channel Support Systems $0
Concurrent Engineering $0
UNEP Green Programs $0 Projected Cumulative Impacts
TQM Initiatives Material Cost Reduction 0.0% 0.0%
Benchmarking $0 Labor Cost Reduction 0.0% 0.0%
Quality Function Deployment Effort $0 Reduction R&D Cycle Time 0.0% 0.0%
CCE/6 Sigma Training $0 Reduction in Admin Costs 0.0% 0.0%
GEMI TQEM Sustainability Initiatives $0 Demand increase 0.0% 0.0%
Budget ($000)
Worst Case
Best Case
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Reduction in Cost of GoodsFor the year just ended
Labor Material
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
R&D Cycle Time ReductionsFor the year just ended
0% 10%20%
30%40%
50%60%
70%80%
90%100%
Demand IncreaseFor the year just ended
0% 20% 40% 60% 80% 100%
Admin Cost reductionsFor the year just ended
Finance
Page 454
0 Finance Round 0 - 0 Plant Improvements Outstanding Bonds
Total Investments ($000) $0 Series Face Amount Current -1Sales of Plant & Equipment $0 Number $0 Yield Close
Common StockShares Outstanding (000) 2,000 Price Per Share 1/1/0 $31.84 Earnings Per Share #VALUE!Max Stock Issue ($000) $12,736 Issue Stock ($000) $0 Max Stock Retire ($000) $3,184 Retire Stock ($000) $0 Dividend Per Share $0.00
Current DebtInterest Rate 8.8% Long Term Debt Due This Year $0 Retire Long Term Debt ($000) $0 Borrow ($000) $0 Issue Long Term Debt ($000) $0
Cash Positions 7412 Long term interest rate 10.2%
December 31, -1 $2,050 Maximum issue this year $60,694 December 31, 0 #VALUE!
A/R Lag (days) 30A/P Lag (days) 30
Common Stock
Liabilities & Owner's Equity
Accounts Payable
Current Debt
Long Term Debt
Common Stock
Retained Earnings
BalanceSheet
Page 455
0 Proforma Balance Sheet Round 0 - 0
Assets Liabilities & Owner's Equity ###
Liabilities
Current Assets Accts Payable #VALUE! #VALUE!
Cash #VALUE! #VALUE! Current Borrowing $0 #VALUE!
Accts Receivable #VALUE! #VALUE! Emergency Loan #VALUE! #VALUE!
Inventories #VALUE! #VALUE! Maturing L.T. Debt $0 #VALUE!
Total Current Assets #VALUE! #VALUE! Long Term Debt $0 #VALUE!
Total Liabilities #VALUE! #VALUE!
Fixed Assets
Plant & Equip. $113,800 #VALUE! Owner's Equity
Accum. Deprec. ($45,520) #VALUE! Common Stock $18,360 #VALUE!
Total Fixed Assets $68,280 #VALUE! Retained Earn. #VALUE! #VALUE!
Total Equity #VALUE! #VALUE!
TOTAL ASSETS #VALUE! #VALUE!
Total LIAB. & O.E. #VALUE! #VALUE!
Fixed
Assets
Cash
Accounts Receivable
Inventories
Fixed
Common Stock
Liabilities & Owner's Equity
Accounts Payable
Current Debt
Long Term Debt
Common Stock
Retained Earnings
IncomeStatement_F
Page 456
0 Proforma Income Statement Round 0 - 0
REVENUE Able Acre Adam Aft Agape TOTAL ###Sales #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
VARIABLE COSTSDirect Labor #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Direct Material #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Inventory Carry #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Total Variable Costs #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Contribution margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!PERIOD COSTS
Depreciation $2,640 $2,427 $1,080 $720 $720 $7,587 #VALUE!SG&A: R&D $0 $0 $0 $0 $0 $0 #VALUE!
Promotion $0 $0 $0 $0 $0 $0 #VALUE!Sales $0 $0 $0 $0 $0 $0 #VALUE!Admin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Total Period Costs #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Net Margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Other (Fees, Write Offs, TQM) $0 #VALUE!EBIT #VALUE! #VALUE!Interest $0 #VALUE!Taxes #VALUE! #VALUE!Profit Sharing #VALUE! #VALUE!Net Profit #VALUE! #VALUE!
Able Acre Adam Aft Agape
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
Labor
Material
Inventory Carrying costs
Depreciation
Research & De-velopment
Marketing
Administrative / Other
Net Margin
IncomeStatement
Page 457
0 Proforma Income Statement Round 0 - 0
REVENUE Able Acre Adam Aft Agape Na Na Na TOTAL ###Sales #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
VARIABLE COSTSDirect Labor #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Direct Material #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Inventory Carry #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Total Variable Costs #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Contribution margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!PERIOD COSTS
Depreciation $2,640 $2,427 $1,080 $720 $720 $0 $0 $0 $7,587 #VALUE!SG&A: R&D $0 $0 $0 $0 $0 $0 $0 $0 $0 #VALUE!
Promotion $0 $0 $0 $0 $0 $0 $0 $0 $0 #VALUE!Sales $0 $0 $0 $0 $0 $0 $0 $0 $0 #VALUE!Admin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Total Period Costs #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!Net Margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Other (Fees, Write Offs, TQM) $0 #VALUE!EBIT #VALUE! #VALUE!Interest $0 #VALUE!Taxes #VALUE! #VALUE!Profit Sharing #VALUE! #VALUE!Net Profit #VALUE! #VALUE!
Able Acre Adam Aft Agape Na Na Na
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
Labor
Material
Inventory Carrying costs
Depreciation
Research & Development
Marketing
Administrative / Other
Net Margin
CashFlow
Page 458
0 Proforma Cash Flow Statement Round 0 - 0
###Cash Flows from operationsNet income (loss) #VALUE!Depreciation and writeoffs $7,587 Change in accounts payable #VALUE!Change in inventory #VALUE!Change in accounts receivable #VALUE!Net cash from operations #VALUE!
Cash Flows from investingPlant improvements $0
Cash Flows from financial actionsDividends paid $0 Sales of common stock $0 Purchase of common stock $0 Increase long term debt $0 Retire long term debt $0 Change current debt (net) #VALUE!Net cash from financial actions #VALUE!
Net change in cash position #VALUE!Starting cash position $2,050 Closing cash position #VALUE!
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000Cash Flow fromoperations
Net income (loss)
Depreciation
Accounts Payable
Inventories
Accounts Receivable
Net cash flow
$0
$1
$1Cash flow frominvesting
Plant improvements
Net cash flow
$0
$1
$1Cash flow fromfinance
Dividends
Sales of stock
Purchase of stock
New long term debt
Retire long term debt
Change current debt
Net cash flow
$0
$1
$1Cash flow summary
Cash flow from Operations
Cash flow from Investing
Cash flow from Financial actions
Net change in cash position
0 Proforma Balanced Scorecard Round 0 - 0ROUND 0 PROJECTED RESULTS
Criteria Score / Points No Credit Partial Credit Full Credit
Financial
Stock Price 0.0 / 8.0 $2.00 ... $32.00
Profits 0.0 / 9.0 $1,000,000 ... $7,000,000
Leverage 6.7 / 8.0 1.3 ... 4.0 1.8 ... 2.8
SubTotal Financial 6.7 / 25.0
Internal Business Process
Contribution Margin 0.0 / 5.0 27% ... 36%
Plant Utilization 0.0 / 5.0 90% ... 200% 100% ... 180%
Days of Working Capital 5.0 / 5.0 15 ... 105 30 ... 90
Stock-out costs 5.0 / 5.0 5.0% ... 0.0%
Inventory Carrying costs 0.0 / 5.0 3.5% ... 1.0%
SubTotal Internal Business Process 10.0 / 25.0
Customer
Customer Buying Criteria 0.4 / 5.0 21 ... 39
Customer Awareness 0.2 / 5.0 50% ... 90%
Customer Accessibility 0.0 / 5.0 50% ... 90%
Product Count 2.9 / 5.0 1 ... 8
SG&A expense 5.0 / 5.0 5.0% ... 25.0% 7.0% ... 20.0%
SubTotal Customer 8.5 / 25.0
Learning and Growth
Employee Turnover Rate 3.5 / 7.0 10.5% ... 9.5%
SubTotal Learning and Growth 3.5 / 7.0
Score for Round1 28.6 / 82.0
RECAPITULATION INTERIM RESULTSRecap 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 0.0 / 20.0 1% ... 30%
Sales 5.8 / 20.0 $15,000,000 ... $181,000,000
Emergency Loan 0.0 / 20.0 1% ... 0%
SubTotal Financial 5.8 / 60.0
Internal Business Process
Operating Profit 0.0 / 60.0 $2,225,000 ... $135,000,000
SubTotal Internal Business Process 0.0 / 60.0
Customer
Wtg Avg Cust Survey Score 1.2 / 20.0 8 ... 31
Market Share 2.4 / 40.0 8% ... 22%
SubTotal Customer 3.6 / 60.0
Learning and Growth
Sales/Employee 0.0 / 20.0 $118,000 ... $271,000
Assets/Employee 8.6 / 20.0 $84,000 ... $253,000
Profits/Employee 0.0 / 20.0 $0 ... $237,000
SubTotal Learning and Growth 8.6 / 60.0
Recap Score 18.0 / 240.0
< $2.00 > $32.00
< $1,000,000 > $7,000,000
< 1.3, > 4.0
< 27% > 36%
< 90%, > 200%
< 15, > 105
> 5.0% < 0.0%
> 3.5% < 1.0%
< 21 > 39
< 50% > 90%
< 50% > 90%
< 1 > 8
< 5.0%, > 25.0%
> 10.5% < 9.5%
< 1% > 30%
< $15,000,000 > $181,000,000
> 1% < 0%
< $2,225,000 > $135,000,000
< 8 > 31
< 8% > 22%
< $118,000 > $271,000
< $84,000 > $253,000
< $0 > $237,000
Ratios
Page 460
Proforma Financial Ratios Round 0 - 0
Return On Sales (ROS) or "Profitability" = Profit / Sales #VALUE! ###Asset Turnover or "Turnover" = Sales / Assets #VALUE!Return On Assets (ROA) = Profitability * Turnover #VALUE!Leverage = Assets / Equity #VALUE!Return on Equity (ROE) = Profit / Equity #VALUE!Free Cash Flow = Cash Flow From Ops - Capital Expenditures #VALUE!Working Capital = Current Assets - Current Liabilities #VALUE!Days of Working Capital = Working Capital / (Sales / 365) #VALUE!Projected Stock Price #VALUE!Market Capitalization ($M) = Stock Price * Shares Outstanding #VALUE!Book Value Per Share = Equity / Shares Outstanding #VALUE!Price Earnings Ratio (P/E) = Stock Price / EPS #VALUE!Market / Book Ratio = Stock Price / Book Value Per Share #VALUE!Dividend Yield = Dividend Per Share / Stock Price #VALUE!Dividend Payout Ratio = Dividend Per Share / EPS #VALUE!
X X =
%
200%
400%
600%
800%
1000%
1200%
ROS
0.0
2.0
4.0
6.0
8.0
10.0
12.0
Asset Turnover
0.0
2.0
4.0
6.0
8.0
10.0
12.0
Leverage
%
200%
400%
600%
800%
1000%
1200%
ROE
Low End Segment Report CAPSTONE COURIER 0 Round -1, 12/31/-1
Market ShareUnit SalesDecember SurveyDecisionsPrimary SegmentPrint MediaDirect MailWeb MediaEmailTrade ShowsImpressionsPrint MediaDirect MailWeb MediaEmailTrade ShowsAwareness CreatedPrint MediaDirect MailWeb MediaEmailTrade ShowsNew AwarenessEnd AwarenessPromo ExpendituresPrint MediaDirect MailWeb MediaEmailTrade ShowsTotalSales Priorities
Sales BudgetOutside SalesInside SalesDistributorsMktg ReportTotalAccessibility GainsOutside SalesInside SalesDistributorNew AccessibilityEnd Accessibility
0
0
0
0
0
0
0
0
0
0
0
0
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Awareness
0
0
0
0
0
0
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Accessibility
DecSummary_F
Page 462
Decision Summary*Decisions currently in spreadsheet.
Course ID: 0 Round Number: 0
Team Name: Decision Year: 0
Time Stamp: 4/9/2023 16:10
PRODUCTSProduct Name Able Acre Adam Aft AgapePerformance 5.5 3.0 8.0 9.4 4.0Size 14.5 17.0 12.0 15.5 11.0MTBF 17,500 14,000 23,000 25,000 19,000Price $28.00 $21.00 $38.00 $33.00 $33.00 Promo Budget $0 $0 $0 $0 $0 Sales Budget $0 $0 $0 $0 $0 Your Sales Forecast 0 0 0 0 0Sched Production 1,200 1,820 410 440 380Capacity Change 0 0 0 0 0Automation Rating 4.0 5.0 3.0 3.0 3.0
FINANCE TQMStock Issue $0 CPI $0 Stock Retire $0 Vendor/JIT $0 Dividend PerShare $0.00 QIT $0 Short Term Debt $0 CSS $0 Bond Retire $0 CE $0 Bond Issue $0 Benchmark $0 AR Policy 30 QFDE $0 AP Policy 30 CCE/6 $0
UNEPGreen $0 GEMITQEM $0
HUMAN RESOURCESComplement 700Recruiting Spend $0 Training Hours 0
DecSummary
Page 463
Capstone Decision Summary und 0 - 0
*Decisions currently in spreadsheet. Course ID: 0Round Number: 0 Team Name:Decision Year: 0 Time Stamp: 4/9/2023 16:10
PRODUCTSProduct Name Able Acre Adam Aft Agape Na Na NaPerformance 5.5 3.0 8.0 9.4 4.0 0.0 0.0 0.0Size 14.5 17.0 12.0 15.5 11.0 0.0 0.0 0.0MTBF 17,500 14,000 23,000 25,000 19,000 0 0 0Price $28.00 $21.00 $38.00 $33.00 $33.00 $0.00 $0.00 $0.00 Promo Budget $0 $0 $0 $0 $0 $0 $0 $0 Sales Budget $0 $0 $0 $0 $0 $0 $0 $0 Your Sales Forecast 0 0 0 0 0 0 0 0Sched Production 1,200 1,820 410 440 380 0 0 0Capacity Change 0 0 0 0 0 0 0 0Automation Rating 4.0 5.0 3.0 3.0 3.0 0.0 0.0 0.0
FINANCE HUMAN RESOURCESStock Issue $0
LABOR NEGOTIATION Starting CeilingStock Retire $0 Dividend PerShare $0.00 Wages $0.00 $0.00 Short Term Debt $0 Benefits $0 $0 Bond Retire $0 Profit Sharing 0.0% 0.0%Bond Issue $0 Annual Wage Increase 0.0% 0.0%AR Policy 30 Complement 700AP Policy 30 Recruiting Spend $0
Training Hours 0
TQMCPI Vendor/JIT QIT CSS CE Benchmark QFDE CCE/6 UNEPGreen GEMITQEM
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0
ADVANCED MARKETINGAble Acre Adam Aft Agape Na Na Na
Target Segment Traditional Low End High End Pfmn SizePrint Media $0 $0 $0 $0 $0 $0 $0 $0 Direct Mail $0 $0 $0 $0 $0 $0 $0 $0 Web Media $0 $0 $0 $0 $0 $0 $0 $0 Email $0 $0 $0 $0 $0 $0 $0 $0 Trade Shows $0 $0 $0 $0 $0 $0 $0 $0
Time AllocationsResources Trad Low High Pfmn Size Able 24%
Outside Sales 10 2 2 2 2 2 Acre 22%
Inside Sales 27 6 6 5 5 5 Adam 20%
Distributors 13 2 2 3 3 3 Aft 17%
Intell. Report No No No No No Agape 17%
Na 0%Na 0%
Na 0%
Round -1, 12/31/-1 For Industry 0 Cheap at any price
C38655a Keyser $0
SELECTED FINANCIAL STATISTICS 0 0 0 0 0 0ROS 3.2% 3.2% 3.2% 3.2% 3.2% 3.2%Turnover 1.05 1.05 1.05 1.05 1.05 1.05 ROA 3.3% 3.3% 3.3% 3.3% 3.3% 3.3%Leverage 2.0 2.0 2.0 2.0 2.0 2.0ROE 6.8% 6.8% 6.8% 6.8% 6.8% 6.8%Emergency Loan $0 $0 $0 $0 $0 $0 Sales $100,198,180 $100,198,180 $100,198,180 $100,198,180 $100,198,180 $100,198,180 EBIT $10,169,890 $10,169,890 $10,169,890 $10,169,890 $10,169,890 $10,169,890 Profits $3,184,421 $3,184,421 $3,184,421 $3,184,421 $3,184,421 $3,184,421 Cumulative Profit $3,184,421 $3,184,421 $3,184,421 $3,184,421 $3,184,421 $3,184,421 SG&A % Sales 9.0% 9.0% 9.0% 9.0% 9.0% 9.0%Contrib. Margin % 26.7% 26.7% 26.7% 26.7% 26.7% 26.7%
Page 1
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Percent of Sales Profit Other SG&A Depreciation Variable costs Market Share
$0
$2
$4
$6
$8
$10
$12Closing Stock Price
Row 199
Row 200
Row 201
Row 202
Row 203
Row 204
For Industry 0 Round -1, 12/31/-1
Cash Flow Statement Survey 0 0 0 0 0 0Cash flows from operating activitiesNet Income (Loss) $3,184 $3,184 $3,184 $3,184 $3,184 $3,184 Adjustment for non-cash items Depreciation $7,587 $7,587 $7,587 $7,587 $7,587 $7,587 Extraordinary gains/losses/writeoffs $0 $0 $0 $0 $0 $0 Changes in current assets and liabilities Accounts payable $3,703 $3,703 $3,703 $3,703 $3,703 $3,703 Inventory ($9,189) ($9,189) ($9,189) ($9,189) ($9,189) ($9,189) Accounts receivable ($235) ($235) ($235) ($235) ($235) ($235)Net cash from operations $5,050 $5,050 $5,050 $5,050 $5,050 $5,050 Cash flows from investing activities Plant improvements (net) $0 $0 $0 $0 $0 $0 Cash flows from financing activities Dividends paid ($4,000) ($4,000) ($4,000) ($4,000) ($4,000) ($4,000) Sales of common stock $0 $0 $0 $0 $0 $0 Purchase of common stock $0 $0 $0 $0 $0 $0 Cash from long term debt issued $0 $0 $0 $0 $0 $0 Early retirement of long term debt $0 $0 $0 $0 $0 $0 Retirement of current debt $0 $0 $0 $0 $0 $0 Cash from current debt borrowing $0 $0 $0 $0 $0 $0 Cash from emergency loan $0 $0 $0 $0 $0 $0 Net cash from financing activities ($4,000) ($4,000) ($4,000) ($4,000) ($4,000) ($4,000)
Net change in cash position $1,050 $1,050 $1,050 $1,050 $1,050 $1,050
Balance Sheet Survey 0 0 0 0 0 0Cash $2,050 $2,050 $2,050 $2,050 $2,050 $2,050 Accounts Receivable $8,235 $8,235 $8,235 $8,235 $8,235 $8,235 Inventory $9,189 $9,189 $9,189 $9,189 $9,189 $9,189 Total Current Assets $19,474 $19,474 $19,474 $19,474 $19,474 $19,474 Plant and equipment $113,800 $113,800 $113,800 $113,800 $113,800 $113,800 Accumulated Depreciation ($37,933) ($37,933) ($37,933) ($37,933) ($37,933) ($37,933)Total Fixed Assets $75,867 $75,867 $75,867 $75,867 $75,867 $75,867 Total Assets $95,341 $95,341 $95,341 $95,341 $95,341 $95,341Accounts Payable $6,703 $6,703 $6,703 $6,703 $6,703 $6,703 Current Debt $0 $0 $0 $0 $0 $0 Long Term Debt $41,700 $41,700 $41,700 $41,700 $41,700 $41,700 Total Liabilities $48,403 $48,403 $48,403 $48,403 $48,403 $48,403 Common Stock $18,360 $18,360 $18,360 $18,360 $18,360 $18,360 Retained Earnings $28,578 $28,578 $28,578 $28,578 $28,578 $28,578 Total Equity $46,938 $46,938 $46,938 $46,938 $46,938 $46,938 Total Liabilities & Owner's Equity $95,341 $95,341 $95,341 $95,341 $95,341 $95,341
Income Statement Survey 0 0 0 0 0 0Sales $100,198 $100,198 $100,198 $100,198 $100,198 $100,198 Variable Costs (Labor, Material, Carry) $73,470 $73,470 $73,470 $73,470 $73,470 $73,470 Depreciation $7,587 $7,587 $7,587 $7,587 $7,587 $7,587 SG&A (R&D, Promo, Sales, Admin) $8,971 $8,971 $8,971 $8,971 $8,971 $8,971 Other (Fees, Write Offs, TQM, Bonus) $0 $0 $0 $0 $0 $0 EBIT $10,170 $10,170 $10,170 $10,170 $10,170 $10,170 Interest (Short term, Long term) $5,171 $5,171 $5,171 $5,171 $5,171 $5,171 Taxes $1,750 $1,750 $1,750 $1,750 $1,750 $1,750 Profit Sharing $65 $65 $65 $65 $65 $65 Net Profit $3,184 $3,184 $3,184 $3,184 $3,184 $3,184
Page 3
For Industry 0 Round -1, 12/31/-1
Production Information
Name MTBF Price
Able Trad 983 206 3.1 17500 5.5 14.5 $28.00 $11.94 $7.49 27% 0% 4.0 1,800 66%Acre Low 1,802 0 4.6 14000 3.0 17.0 $21.00 $8.16 $7.12 26% 30% 5.0 1,400 129%Adam High 326 80 1.7 23000 8.0 12.0 $38.00 $16.32 $8.57 31% 0% 3.0 900 45%Aft Pfmn 407 29 2.5 25000 9.4 15.5 $33.00 $16.06 $8.57 24% 0% 3.0 600 73%Agape Size 273 103 2.6 19000 4.0 11.0 $33.00 $14.09 $8.57 27% 0% 3.0 600 63% Baker Trad 983 206 3.1 17500 5.5 14.5 $28.00 $11.94 $7.49 27% 0% 4.0 1,800 66%Bead Low 1,802 0 4.6 14000 3.0 17.0 $21.00 $8.16 $7.12 26% 30% 5.0 1,400 129%Bid High 326 80 1.7 23000 8.0 12.0 $38.00 $16.32 $8.57 31% 0% 3.0 900 45%Bold Pfmn 407 29 2.5 25000 9.4 15.5 $33.00 $16.06 $8.57 24% 0% 3.0 600 73%Buddy Size 273 103 2.6 19000 4.0 11.0 $33.00 $14.09 $8.57 27% 0% 3.0 600 63% Cake Trad 983 206 3.1 17500 5.5 14.5 $28.00 $11.94 $7.49 27% 0% 4.0 1,800 66%Cedar Low 1,802 0 4.6 14000 3.0 17.0 $21.00 $8.16 $7.12 26% 30% 5.0 1,400 129%Cid High 326 80 1.7 23000 8.0 12.0 $38.00 $16.32 $8.57 31% 0% 3.0 900 45%Coat Pfmn 407 29 2.5 25000 9.4 15.5 $33.00 $16.06 $8.57 24% 0% 3.0 600 73%Cure Size 273 103 2.6 19000 4.0 11.0 $33.00 $14.09 $8.57 27% 0% 3.0 600 63% Daze Trad 983 206 3.1 17500 5.5 14.5 $28.00 $11.94 $7.49 27% 0% 4.0 1,800 66%Dell Low 1,802 0 4.6 14000 3.0 17.0 $21.00 $8.16 $7.12 26% 30% 5.0 1,400 129%Dixie High 326 80 1.7 23000 8.0 12.0 $38.00 $16.32 $8.57 31% 0% 3.0 900 45%Dot Pfmn 407 29 2.5 25000 9.4 15.5 $33.00 $16.06 $8.57 24% 0% 3.0 600 73%Dune Size 273 103 2.6 19000 4.0 11.0 $33.00 $14.09 $8.57 27% 0% 3.0 600 63% Eat Trad 983 206 3.1 17500 5.5 14.5 $28.00 $11.94 $7.49 27% 0% 4.0 1,800 66%Ebb Low 1,802 0 4.6 14000 3.0 17.0 $21.00 $8.16 $7.12 26% 30% 5.0 1,400 129%Echo High 326 80 1.7 23000 8.0 12.0 $38.00 $16.32 $8.57 31% 0% 3.0 900 45%Edge Pfmn 407 29 2.5 25000 9.4 15.5 $33.00 $16.06 $8.57 24% 0% 3.0 600 73%Egg Size 273 103 2.6 19000 4.0 11.0 $33.00 $14.09 $8.57 27% 0% 3.0 600 63% Fast Trad 983 206 3.1 17500 5.5 14.5 $28.00 $11.94 $7.49 27% 0% 4.0 1,800 66%Feat Low 1,802 0 4.6 14000 3.0 17.0 $21.00 $8.16 $7.12 26% 30% 5.0 1,400 129%Fist High 326 80 1.7 23000 8.0 12.0 $38.00 $16.32 $8.57 31% 0% 3.0 900 45%Foam Pfmn 407 29 2.5 25000 9.4 15.5 $33.00 $16.06 $8.57 24% 0% 3.0 600 73%Fume Size 273 103 2.6 19000 4.0 11.0 $33.00 $14.09 $8.57 27% 0% 3.0 600 63%
Page 4
Primary Segment
Units Sold
Units in Inventory
Revision Date
Age Dec.31
Pfmn Coord
Size Coord
Material Cost
Labor Cost
Contr Marg.
2nd Shift & Over-
time
Auto- mation Next
Round
Capac-ity Next Round
Plant Utiliz.
0 1,000Capacity vs. Production
Production Capacity
For Industry 0 Round -1, 12/31/-1
StatisticsTotal Industry Unit Demand 7,387Actual Industry Unit Sales 7,387Segment % of Total Industry 32.4%Growth Rate Next Year 9.2%
Customer Buying CriteriaExpectations Importance
1. 0 0 47%2. 0 0 23%3. 0 0 21%4. 0 0 9%
Top Products In Segment
Name Pfmn Coord List Price MTBF
0.00 13% 961 20-Nov-08 5.5 14.5 $28.00 17500 3.1 $1,000 55% $1,000 54% 180.00 13% 961 20-Nov-08 5.5 14.5 $28.00 17500 3.1 $1,000 55% $1,000 54% 180.00 13% 961 20-Nov-08 5.5 14.5 $28.00 17500 3.1 $1,000 55% $1,000 54% 180.00 13% 961 20-Nov-08 5.5 14.5 $28.00 17500 3.1 $1,000 55% $1,000 54% 180.00 13% 961 20-Nov-08 5.5 14.5 $28.00 17500 3.1 $1,000 55% $1,000 54% 180.00 13% 961 20-Nov-08 5.5 14.5 $28.00 17500 3.1 $1,000 55% $1,000 54% 180.00 4% 270 25-May-07 3.0 17.0 $21.00 14000 4.6 $900 52% $900 54% 40.00 4% 270 25-May-07 3.0 17.0 $21.00 14000 4.6 $900 52% $900 54% 40.00 4% 270 25-May-07 3.0 17.0 $21.00 14000 4.6 $900 52% $900 54% 40.00 4% 270 25-May-07 3.0 17.0 $21.00 14000 4.6 $900 52% $900 54% 40.00 4% 270 25-May-07 3.0 17.0 $21.00 14000 4.6 $900 52% $900 54% 40.00 4% 270 25-May-07 3.0 17.0 $21.00 14000 4.6 $900 52% $900 54% 4
Page 5
Market Share
Units Sold to Seg
Revision Date
Stock Out
Size Coord
Age Dec.31
Promo Budget
Customer Awareness
Sales Budget
Customer Accessibility
December Customer
Survey
0.00
0.00
0.00
0.00
0.00
0.00
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Accessibility
0.00 0.00 0.00 0.00 0.00 0.00
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
Market Share Actual versus potential Actual Potential
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
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111111
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Perceptual Map
Performance
Siz
e
For Industry 0 Round -1, 12/31/-1
Actual Market Share in Units Potential Market Share in Units Trad Low High Pfmn Size Total Trad Low High Pfmn Size TotalIndustry Unit Sales 7,387 8,907 2,554 1,915 1,984 22,746 Units Demanded 7,387 8,960 2,554 1,915 1,984 22,800 % of Market 32.5% 39.2% 11.2% 8.4% 8.7% 100.0% % of Market 32.4% 39.3% 11.2% 8.4% 8.7% 100.0%
Able 12.4% 0.0% 0.5% 0.0% 2.9% 4.3% Able 12.1% 0.0% 0.5% 0.0% 2.9% 4.2%Acre 4.3% 16.7% 0.0% 0.0% 0.0% 7.9% Acre 4.6% 16.7% 0.0% 0.0% 0.0% 8.0%Adam 0.0% 0.0% 12.8% 0.0% 0.0% 1.4% Adam 0.0% 0.0% 12.8% 0.0% 0.0% 1.4%Aft 0.0% 0.0% 3.4% 16.7% 0.0% 1.8% Aft 0.0% 0.0% 3.4% 16.7% 0.0% 1.8%Agape 0.0% 0.0% 0.0% 0.0% 13.8% 1.2% Agape 0.0% 0.0% 0.0% 0.0% 13.8% 1.2%Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7% Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7% Baker 12.4% 0.0% 0.5% 0.0% 2.9% 4.3% Baker 12.1% 0.0% 0.5% 0.0% 2.9% 4.2%Bead 4.3% 16.7% 0.0% 0.0% 0.0% 7.9% Bead 4.6% 16.7% 0.0% 0.0% 0.0% 8.0%Bid 0.0% 0.0% 12.8% 0.0% 0.0% 1.4% Bid 0.0% 0.0% 12.8% 0.0% 0.0% 1.4%Bold 0.0% 0.0% 3.4% 16.7% 0.0% 1.8% Bold 0.0% 0.0% 3.4% 16.7% 0.0% 1.8%Buddy 0.0% 0.0% 0.0% 0.0% 13.8% 1.2% Buddy 0.0% 0.0% 0.0% 0.0% 13.8% 1.2%Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7% Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7% Cake 12.4% 0.0% 0.5% 0.0% 2.9% 4.3% Cake 12.1% 0.0% 0.5% 0.0% 2.9% 4.2%Cedar 4.3% 16.7% 0.0% 0.0% 0.0% 7.9% Cedar 4.6% 16.7% 0.0% 0.0% 0.0% 8.0%Cid 0.0% 0.0% 12.8% 0.0% 0.0% 1.4% Cid 0.0% 0.0% 12.8% 0.0% 0.0% 1.4%Coat 0.0% 0.0% 3.4% 16.7% 0.0% 1.8% Coat 0.0% 0.0% 3.4% 16.7% 0.0% 1.8%Cure 0.0% 0.0% 0.0% 0.0% 13.8% 1.2% Cure 0.0% 0.0% 0.0% 0.0% 13.8% 1.2%Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7% Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7% Daze 12.4% 0.0% 0.5% 0.0% 2.9% 4.3% Daze 12.1% 0.0% 0.5% 0.0% 2.9% 4.2%Dell 4.3% 16.7% 0.0% 0.0% 0.0% 7.9% Dell 4.6% 16.7% 0.0% 0.0% 0.0% 8.0%Dixie 0.0% 0.0% 12.8% 0.0% 0.0% 1.4% Dixie 0.0% 0.0% 12.8% 0.0% 0.0% 1.4%Dot 0.0% 0.0% 3.4% 16.7% 0.0% 1.8% Dot 0.0% 0.0% 3.4% 16.7% 0.0% 1.8%Dune 0.0% 0.0% 0.0% 0.0% 13.8% 1.2% Dune 0.0% 0.0% 0.0% 0.0% 13.8% 1.2%Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7% Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7% Eat 12.4% 0.0% 0.5% 0.0% 2.9% 4.3% Eat 12.1% 0.0% 0.5% 0.0% 2.9% 4.2%Ebb 4.3% 16.7% 0.0% 0.0% 0.0% 7.9% Ebb 4.6% 16.7% 0.0% 0.0% 0.0% 8.0%Echo 0.0% 0.0% 12.8% 0.0% 0.0% 1.4% Echo 0.0% 0.0% 12.8% 0.0% 0.0% 1.4%Edge 0.0% 0.0% 3.4% 16.7% 0.0% 1.8% Edge 0.0% 0.0% 3.4% 16.7% 0.0% 1.8%Egg 0.0% 0.0% 0.0% 0.0% 13.8% 1.2% Egg 0.0% 0.0% 0.0% 0.0% 13.8% 1.2%Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7% Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7% Fast 12.4% 0.0% 0.5% 0.0% 2.9% 4.3% Fast 12.1% 0.0% 0.5% 0.0% 2.9% 4.2%Feat 4.3% 16.7% 0.0% 0.0% 0.0% 7.9% Feat 4.6% 16.7% 0.0% 0.0% 0.0% 8.0%Fist 0.0% 0.0% 12.8% 0.0% 0.0% 1.4% Fist 0.0% 0.0% 12.8% 0.0% 0.0% 1.4%Foam 0.0% 0.0% 3.4% 16.7% 0.0% 1.8% Foam 0.0% 0.0% 3.4% 16.7% 0.0% 1.8%Fume 0.0% 0.0% 0.0% 0.0% 13.8% 1.2% Fume 0.0% 0.0% 0.0% 0.0% 13.8% 1.2%Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7% Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7%
Page 10
Trad Low High Pfmn Size
0
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12
Industry Unit Sales vs demand Unit sales Unit demand
0%
200%
400%
600%
800%
1000%
1200%
Market segment shares Trad Low High Pfmn Size
Perceptual Map For Industry 0 Round -1, 12/31/-1
0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0
0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 0.0 0.0 0 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
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 200
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111111111111111111111111111111111111111111111111
Performance
Siz
e
For Industry 0 Round -1, 12/31/-1
TQM SUMMARYProcess Management Budgets Last Year ($M)
Andrews Baldwin Chester Digby Erie Ferris
CPI Systems $0 $0 $0 $0 $0 $0
Vendor/JIT $0 $0 $0 $0 $0 $0
Quality Initiative Training $0 $0 $0 $0 $0 $0
Channel Support Systems $0 $0 $0 $0 $0 $0
Concurrent Engineering $0 $0 $0 $0 $0 $0
UNEP Green $0 $0 $0 $0 $0 $0
TQM Budgets Last Year ($M)Benchmarking $0 $0 $0 $0 $0 $0
Quality Function Deployment Effort $0 $0 $0 $0 $0 $0
CCE/6 Sigma Training $0 $0 $0 $0 $0 $0
GEMI Sustain $0 $0 $0 $0 $0 $0
Total Expenditures ($000) $0 $0 $0 $0 $0 $0
Cumulative ImpactsMaterial Cost Reduction 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Labor Cost Reduction 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Reduction R&D Cycle Time 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Reduction in Admin Costs 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Demand increase 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
HUMAN RESOURCES SUMMARYAndrews Baldwin Chester Digby Erie Ferris
Needed Complement 701 701 701 701 701 701
Complement 700 700 700 700 700 700
1st Shift Complement 640 640 640 640 640 640
2nd Shift Complement 60 60 60 60 60 60
Overtime% 0.2% 0.2% 0.2% 0.2% 0.2% 0.2%
Turnover Rate 10.0% 10.0% 10.0% 10.0% 10.0% 10.0%
New Employees 70 70 70 70 70 70
Separated Employees 0 0 0 0 0 0
Recruiting Spend $0 $0 $0 $0 $0 $0
Training Hours 0 0 0 0 0 0
Productivity Index 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
Recruiting Cost $70 $70 $70 $70 $70 $70
Separation Cost $0 $0 $0 $0 $0 $0
Training Cost $0 $0 $0 $0 $0 $0
Total HR Admin Costs $70 $70 $70 $70 $70 $70
Labor Contract Next YearWages $21.00 $21.00 $21.00 $21.00 $21.00 $21.00
Benefits $2,500 $2,500 $2,500 $2,500 $2,500 $2,500
Profit Sharing 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%
Annual Raise 5.0% 5.0% 5.0% 5.0% 5.0% 5.0%
Starting Negotiation PositionWages
Benefits
Profit Sharing
Annual Raise
Ceiling Negotiation PositionWages
Benefits
Profit Sharing
Annual Raise
Adjusted Labor DemandsWages
Benefits
Profit Sharing
Annual Raise
Strike Days
Page 12
0 For Industry 0 Round -1, 12/31/-1
Balance Sheet
ASSETS -1 -2Common Size
Cash $0 0.0% $0 Accounts Receivable $0 0.0% $0 Inventory $0 0.0% $0 Total Current Assets $0 0.0% $0
Plant & Equipment $0 0.0% $0 Accumulated Depreciation $0 0.0% $0 Total Fixed Assets $0 0.0% $0
Total Assets $0 0.0% $0
LIABILITIES & OWNER'S EQUITY
Accounts Payable $0 0.0% $0 Current Debt $0 0.0% $0 Long Term Debt $0 0.0% $0 Total Liabilities $0 0.0% $0
Common Stock $0 0.0% $0 Retained Earnings $0 0.0% $0 Total Equity $0 0.0% $0
Total Liabilities and Owner's Equity $0 0.0% $0
Cash Flow StatementCash Flows from Operating Activities -1 -2Net Income (Loss) $0 $0 Adjustment for non-cash items
Depreciation $0 $0 Extraordinary gains/losses/writeoffs $0 $0
Change in Current Assets and LiabilitiesAccounts Payable $0 $0 Inventory $0 $0 Accounts Receivable $0 $0
Net cash from operations $0 $0
Cash Flows From Investing ActivitiesPlant Improvements $0 $0
Cash Flows from Financing ActivitiesDividends Paid $0 $0 Sales of Common Stock $0 $0 Purchase of Common Stock $0 $0 Cash from long term debt $0 $0 Retirement of long term debt $0 $0 Change in current debt (net) $0 $0 Net cash from financing activities $0 $0
Net change in cash position $0 $0
Closing cash position $0 $0
Page 1
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.
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.
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For Industry 0 Round -1, 12/31/-1
-1 Income Statement -1 Common -2Product Name Total SizeSales $27,513 $37,844 $12,393 $13,428 $9,020 $100,198 100.0% $0 Variable CostsDirect Labor $7,364 $12,834 $2,793 $3,485 $2,341 $28,818 28.8% $0 Direct Material $12,110 $15,310 $5,466 $6,703 $3,961 $43,550 43.5% $0 Inventory Carry $489 $0 $243 $86 $285 $1,103 1.1% $0 Total Variable Costs $19,963 $28,144 $8,501 $10,275 $6,587 $73,470 73.3% $0 Contribution Margin $7,550 $9,700 $3,892 $3,153 $2,433 $26,728 26.7% $0 Period CostsDepreciation $2,640 $2,427 $1,080 $720 $720 $7,587 7.6% $0 SG&A: R&D $0 $0 $0 $0 $0 $0 0.0% $0
Promotions $1,000 $900 $800 $700 $700 $4,100 4.1% $0 Sales $1,000 $900 $800 $700 $700 $4,100 4.1% $0 Admin $212 $291 $95 $103 $69 $771 0.8% $0
Total Period Costs $4,852 $4,518 $2,775 $2,223 $2,189 $16,558 16.5% $0 Net Margin $2,698 $5,182 $1,116 $930 $244 $10,170 10.1% $0
Other $0 0.0% $0 EBIT $10,170 10.1% $0 Short Term Interest $0 0.0% $0 Long Term Interest $5,171 5.2% $0 Taxes $1,750 1.7% $0 Profit Sharing $65 0.1% $0 Net Profit $3,184 3.2% $0
Success Measures
Page 2
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 interestincome 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.
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0 For Industry 0 Round -1, 12/31/-1
-1 Income Statement -1 Common -2Product Name Total SizeSales $27,513 $37,844 $12,393 $13,428 $9,020 $0 $0 $0 $100,198 100.0% $0 Variable CostsDirect Labor $7,364 $12,834 $2,793 $3,485 $2,341 $0 $0 $0 $28,818 28.8% $0 Direct Material $12,110 $15,310 $5,466 $6,703 $3,961 $0 $0 $0 $43,550 43.5% $0 Inventory Carry $489 $0 $243 $86 $285 $0 $0 $0 $1,103 1.1% $0 Total Variable Costs $19,963 $28,144 $8,501 $10,275 $6,587 $0 $0 $0 $73,470 73.3% $0 Contribution Margin $7,550 $9,700 $3,892 $3,153 $2,433 $0 $0 $0 $26,728 26.7% $0 Period CostsDepreciation $2,640 $2,427 $1,080 $720 $720 $0 $0 $0 $7,587 7.6% $0 SG&A: R&D $0 $0 $0 $0 $0 $0 $0 $0 $0 0.0% $0
Promotions $1,000 $900 $800 $700 $700 $0 $0 $0 $4,100 4.1% $0 Sales $1,000 $900 $800 $700 $700 $0 $0 $0 $4,100 4.1% $0 Admin $212 $291 $95 $103 $69 $0 $0 $0 $771 0.8% $0
Total Period Costs $4,852 $4,518 $2,775 $2,223 $2,189 $0 $0 $0 $16,558 16.5% $0 Net Margin $2,698 $5,182 $1,116 $930 $244 $0 $0 $0 $10,170 10.1% $0
Other $0 0.0% $0 EBIT $10,170 10.1% $0 Short Term Interest $0 0.0% $0 Long Term Interest $5,171 5.2% $0 Taxes $1,750 1.7% $0 Profit Sharing $65 0.1% $0 Net Profit $3,184 3.2% $0
Success Measures
Page 2
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.
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