You are on page 1of 785

Welcome!

This message should disappear in a moment…

F
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:

oundation
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!

Na Na
Or (curVersion
= Version2011F)

Or (curVersion = Version2011C)
when you have completed

112.90% raw
79,935
79,758

defense)
additional offense)

34 31 29 25
defense)
0 0 0 0

0 0 0 0

on

3rd party content from Excel 2008 for Mac. Please
personal workspace separate from your company’s Official Decisions. Draft
Version2011C)
or are ready to share your decisions, be sure

26 25 25 25 26...

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

.

.

.

.

.. available from website's Downloads decisions are not recorded in the Audit Trail. to use File > Update Official Decisions. . 0 0 0 0 0. All Official Asmb Wage that 0 0 0 0 0.use the Web Spreadsheet version...

.

.

.

.

.

.

You can update Official Decisions area. would not handle labor numbers over $100 . Decisions are recorded in the Audit Trail. results are calculated.

.

.

.

.

.

.

as often as needed prior to the round deadline. .

.

reference to the StartingConditions. SimID 0 ProfessorName SchoolName HistoryNumber 0 TeamName TeamNumber 0 NumberTeams 0 BaseYear 0 ThisRound 0 ThisYear 0 0 < StudentName for EXAM CompXMRoundOffset 0 ReportDate Round -1.SimulationName Capstone Color Codes SpecialEdition/Language English Black .com RehearsalSimulationSlideID RehearsalCoached FALSE ExcelVersion 11 CoachOn TRUE IDFreeRDProduct #VALUE! PARAMETERS StrikeRounds 0 0 0 TQM_Rounds 0 0 0 MKTG_Rounds 0 0 0 RD_Rounds 0 0 0 HR_Rounds 0 0 1 MarketUnitSize 21794 SegmentUnitPercentage 29.capsim. Inc.com http://www.5 Buy/Sell Capac 6 0.3% SegmentInnerRadius 2.4% 38.65 AutomationPrice 4 Carry Inven.com http://www.5 SegmentOuterRadius 4 RdCostPerYear 1000 OvertimeRate 1.01 TaxRate 0.a constant SpreadsheetVersion 2009v22 _99 Green . 0.something calculated by a VB routin Copyright Copyright 1986-20011 Capsim Management Simulations.35 SharesOutstanding 2292 .a formula or label .example Current ProgramTitle 0 Red .2% 12.a formula that should NOT be copied b EditionTitle 0 Pink .12 DepreciationPeriod 15 InventoryLiquidationRate 0.capsim.5 AdminOverheadRate 0. 12/31/-1 SimulationType ForceDecisionType None SimulationPath C:\subversion SaveFlag 0 ExitSaveFlag 0 Zero 0 WebsiteURL https://www.msicourses.txt EditionNumber Blue .

38 0.33 AccessBudgMin 0.00 CurrDebtDueThisYear 6950 CurrDebtInterestRate 0.7 2.25 16.3 MTBFLow 14000 12000 20000 MTBFHigh 19000 17000 25000 MTBFboundary 5000 5000 5000 Awareness 0.09 0.93 AdjDividendlyr 0.35 AccessShape 2.05 LAST YEAR'S VALUES OldProductName Cake Cedar Cid OldXcoordinate 5.StockPriceJan1 36.29 Quality 0.8 -1.24 0.1 BondInterestRate 0.5 33.72 AwareDeprRate 0.00 SalesBudgLimit 3000000 OverTime Rate 1.50 AwareShape 2.26 0.00 AwareBudgMax 3000000 AwareGainMin 0.21 0. 36754 WeightTable Positioning 0.68 0.2 Ycoord 12.16 0.33 AwareBudgMin 0.43 Price 0.75 9.9 16 9.19 MidYear Segment Centers Trad Low High Xcoord 6.47 0.00 AccessGainMax 0.2 10.4 ExpectedPrices 23.75 3.8 BiasX 0 -0.00 AwareGainMax 0.11 CashJan1 1918 A/R 36923 A/P 5884 Common Stock 28360 Retained E.00 AccessBudgMax 4500000 AccessGainMin 0.25 EndYearSegCenters Trad Low High Xcoord 7.9 2.07 0.5 1.5 18.8 1.1 4 10.09 Age 0.53 0.6 EPSlastYear 1.3 .5 ManHrPerAutomPt 0.75 Ycoord 13.23 0.37 AccessDeprRate 0.5 PriceSpread 5 5 5 AgeIdeal 2 7 0 AgeStdDev 0.4 BiasY 0 0.25 10.00 Access 0.73 0.

3 OldYcoordinate 14.2 10.2 10.7 2.7 2.07 2010.869 OldRDstartDate 2012 2012 2011 OldAgingDate 2011.3 17. 0.8 9.7 MTBF 17500 14000 23000 .3 Size 14.12 Was B240*B865 AdminOverheadRate #VALUE! ManHrPerAutomPtTQM #VALUE! PRODUCT_DECISIONS Product Name Cake Cedar Cid Performance 5.08 OldInventoryUnits 540 0 0 OldInventoryValue 10299 0 0 OldPlantValue 39600 36400 16200 OldAccumDepreciation -18480 -16987 -7560 OldAR 120 OldAP 30 LABOR 0 0 0 OldTechWage 0 0 0 OldAsmbWage 0 0 0 OldBenefits 0 0 0 OldProfit 0 0 0 OldAnnualRaise 0 0 0 OldContractExpiration 0 0 0 OldPrimarySegment 0 0 0 OldPrintMedia 0 0 0 OldDirectMail 0 0 0 OldWebMedia 0 0 0 OldEmail 0 0 0 OldTradeShows 0 0 0 OldSalesPriorities 0 0 0 OldOutsideSales 0 0 0 OldInsideSales 0 0 0 OldDistributors 0 0 0 OldMktgReports FALSE FALSE TQM_IMPACTS CarryInven.67 2011.8 9.7 OldMTBFspec 17500 14000 23000 OldMTBFrdSpec 17500 14000 23000 OldRDCost 0 0 0 OldPrice 28 21 38 OldPromoBudget 1500 1500 1500 OldSalesBudget 750 750 1000 OldUnitSalesForecast 0 0 0 OldProductionSchedule 1980 1139 0 OldCapacityNextRound 1800 1400 900 OldAutomationNextRound 4 5 3 OldRvsnDate 2012.OldXcoordinateRD 5.403 2012.357 2012.3 17.3 17.7 OldYcoordinateRD 14.8 9.

00 0.Price 28.00 NewRevisionDate 0.89 RdAgeAtEndOfYear 0.00 0.00 RdTimeWithNewDesign 0.00 0.00 0.00 0.00 38.00 0.85 0.00 0.00 0.40 2012.00 21.00 0.00 0.00 MovedNewAgingDate 0.00 0.00 0.00 NewAgeAtCompletion 0.00 0.00 0.87 RdProjectCost $0 $0 $0 RdAgeAtStartOfYear 0.00 MTBFnewAgingDate 0 0 0 MTBFageAtCompletion 0 0 0 MovedOldProduct FALSE FALSE FALSE MovedDistance 0.00 RdAgeAtRevision 0.00 0.00 0.00 0.00 RdTimeThisYear 0.00 0.00 0.00 0.00 1.00 MovedRevisionDate 0.00 RdTimeWithStartDesign 1.00 RdRevisionDate 2012.00 0.00 ShortDebt/BondRetire/BondIssue 0 0 0 AR_AP_Lag 120 30 R&D DidCoordinatesChange FALSE FALSE FALSE DidMTBFChange FALSE FALSE FALSE WasOldProduct TRUE TRUE TRUE ProjectExists FALSE FALSE FALSE ProjectExistsFactor 0 0 0 ProjectFactor 1.36 2012.00 NewAgingDate 0.00 0.00 MTBFchngOnly FALSE FALSE FALSE MTBFtime #VALUE! #VALUE! #VALUE! MTBFrevisionDate 0.00 0.00 .00 NewProduct FALSE FALSE FALSE DistanceToNewProductTable Cake Cedar Cid Cake #VALUE! #VALUE! #VALUE! Cedar #VALUE! #VALUE! #VALUE! Cid #VALUE! #VALUE! #VALUE! Coat #VALUE! #VALUE! #VALUE! Cure #VALUE! #VALUE! #VALUE! Na #VALUE! #VALUE! #VALUE! Na #VALUE! #VALUE! #VALUE! Na #VALUE! #VALUE! #VALUE! NewDistance 0.00 1.00 NewProductTime 0.00 MovedAgeAtCompletion 0.67 0.00 Promo Budget 1500 1500 1500 Sales Budget 750 750 1000 YourSalesForecast 0 0 0 Sched Production 2000 1150 0 Capacity Change 0 0 0 Automation Rating 4 5 3 StockIssueRetireDividend 0 0 0.00 0.00 0.00 0.00 0.00 0.

00 MktgIsProducable 1 1 1 MktgTimeInMarket 0 0 0 DistanceToSegmentCenter Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! DistanceToSweetSpot Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! PositioningRoughCut Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! PositioningScore Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! PriceRoughCut Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! .3 17.8 9.25 4.3 MatCoordScalarMidYear #VALUE! MatDesignExistedLastYr TRUE TRUE TRUE MatStartPmap #VALUE! #VALUE! #VALUE! MatStartMTBF 5.5 0.90 MatStartTotal #VALUE! #VALUE! #VALUE! MatFuturePmap #VALUE! #VALUE! #VALUE! MatFutureMTBF 5.3 MktgSize 14.00 38.MaterialCost MidYear StartYear MatCoordPfmn 0.20 6.90 MatFutureTotal #VALUE! #VALUE! #VALUE! MARKETING WorkingAttributes MktgPerformance 5.7 2.2 10.7 MktgMTBF 17500 14000 23000 MktgAge 0.25 4.5 MktgPrice 28.7 MatCoordSize 19.05 19.5 0.00 21.20 6.95 0.

37 #VALUE! Pfmn 0.38 #VALUE! Low 0.28 #VALUE! Size 0.73 0.72 New #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! .PriceScore Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! ReliabilityRoughCut Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! ReliabilityScore Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! AgeScore Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! CombinedRoughCuts Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! ChannelBudgets Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! Accessiblity StartGoodwill NewGoodWill Trad 0.32 #VALUE! Awareness Start 0.26 #VALUE! High 0.68 0.

AwarenessFactorPfmn #VALUE! #VALUE! #VALUE! AwarenessFactorSize #VALUE! #VALUE! #VALUE! StdSalesFactor #VALUE! #VALUE! #VALUE! SalesFactor #VALUE! #VALUE! #VALUE! Arpolicy #VALUE! Factors Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! ProductRawScores Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! FinalProductScores Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! MarketShareUnits Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! UnitDemand Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! Total #VALUE! #VALUE! #VALUE! EstSales Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! Total #VALUE! #VALUE! #VALUE! EstMktShr Trad #VALUE! #VALUE! #VALUE! Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! WtgCustBuy Trad #VALUE! #VALUE! #VALUE! .

00 ProductivityThisYr 0.00 Complement 663 .0% OldTurnoverRate 0.00 TrainingIndexThisYr 0.Low #VALUE! #VALUE! #VALUE! High #VALUE! #VALUE! #VALUE! Pfmn #VALUE! #VALUE! #VALUE! Size #VALUE! #VALUE! #VALUE! WtgCustSurv Trad #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 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 EstIndustrySales Total 0 Trad 0 0 Low 0 0 High 0 0 Pfmn 0 0 Size 0 0 Total 0 0 MktgUnitFcastAdjMktTime #VALUE! #VALUE! #VALUE! MktgUnitSales #VALUE! #VALUE! #VALUE! MktgGrossRevenue #VALUE! #VALUE! #VALUE! MktgCOG #VALUE! #VALUE! #VALUE! MktgGrossMargin #VALUE! #VALUE! #VALUE! MktgLessPromoAndSales #VALUE! #VALUE! #VALUE! PRODUCTION/HR HRround FALSE FALSE FALSE OldComplement 0 0 0 OldNeededComplement 0 OldNewEmployees 0 OldSeparatedEmployees 0 OvertimeComplementPercent 0.0% OldRecruitingSpend 0 OldTrainingHours 0 WorkForceCaliberThisYr 0.

99 ManHrsPerUnit #VALUE! #VALUE! #VALUE! CapacityThisYear 1800 1400 900 CapacityAdjR&Dintro 0 0 0 ProductionAdjForCapacity 0 0 0 ProductionAdjForAP 0 0 0 FirstShiftUnits 0 0 0 SecondShiftUnits 0 0 0 ManHours #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 0 ProductivityNextYr #VALUE! RecruitingCost #VALUE! SeparationCost 0 TrainingCost 66 TotalHRCost #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! .RecruitingSpend 0 TrainingHours 5 ManYearAdjTraining 2075 APfactor 0.

0% 0.0% PlantEquipmentChange 0 0 0 WriteOff 0 0 0 CashAdustment 0 0 0 PlantAdjustment 0 0 0 AccDeprAdjustment 0 0 0 AdjustedPlantValue 39600 36400 16200 AdjustedAccDepr -18480 -16987 -7560 BUY_CAPACITY CapacityPurchased 0 0 0 PlantEquipmentChange 0 0 0 CashAdjustment 0 0 0 AdjustedPlantValue 39600 36400 16200 CapacityNextRound 1800 1400 900 BUY_AUTOMATION ChangedAutomation? 0 0 0 PlantEquipmentChange 0 0 0 CashAdjustment 0 0 0 AdjustedPlantValue 39600 36400 16200 TotalPlantEquipChng 0 0 0 TotalCashAdjustment 0 0 0 TotalPlantAdjustment 0 0 0 TotalAccDeprAdjustment 0 0 0 TotalAssetAdjustment 0 0 0 DEPRECIATION NewPlantFaceValue 39600 36400 16200 PlantToDepreciate 39600 36400 16200 NewDepreciation 2640 2427 1080 INVENTORY_LIQUIDATION ProductKilled? 0 0 0 UnitsLiquidated 0 0 0 ValueLiquidation 0 0 0 InventoryWriteoff 0 0 0 InventoryRemaining 540 0 0 InventoryValue 10299 0 0 FINANCE TotalPlantInvestment 0 SalesPlantEquipment 0 MaxStockIssueThisYear 16777 MaxStockRetireThisYear 4194 MaxCurrentDebtThisYear 33231 BondSeriesNumber FaceValue Yield Close 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 .SELL_CAPACITY CapacitySold 0 0 0 CapacityReduction% 0.0% 0.

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Sums 0 MaturingLTDebt 0 RemainingLTDebt 0 StartMaxBondIssue 48554 MaxBondIssueThisYear 48554 PROFORMAS TotalUnitsOnHand #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 Cake Cedar Cid Sales #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 1080 R&D 0 0 0 Promo 1500 1500 1500 Sales 750 750 1000 Admin/Other #VALUE! #VALUE! #VALUE! TotalPeriodCosts #VALUE! #VALUE! #VALUE! NetMargin #VALUE! #VALUE! #VALUE! BrokerageFees Writeoffs TotalFees&Writeoffs EBIT ShortTermInterest LongInterest Taxes ProfitSharing NetProfit PROFORMA_BALANCE_SHEET Cash #VALUE! #VALUE! AR #VALUE! #VALUE! Inventory #VALUE! #VALUE! TotalCurrentAssets #VALUE! #VALUE! Plant&Equip 113800 #VALUE! .

actions #VALUE! NetChngInCash #VALUE! PROFORMA_RATIOS ROS #VALUE! AssetTurnover #VALUE! ROA #VALUE! Debt/Equity Debt/Assets Leverage #VALUE! #VALUE! #VALUE! ROE #VALUE! PriceEarnings #VALUE! Mkt/Book #VALUE! PROFORMA_STOCK_CALCULATION NewSharesOutstanding 2292 ProformaBookValue #VALUE! ProformaEPS #VALUE! EffectiveDividendPerShare #VALUE! AvgDividendPerShare #VALUE! CalculatedStockPrice #VALUE! ProformaStockPrice #VALUE! DividendYield #VALUE! DividendPayoutRatio #VALUE! ProformaMarketCap #VALUE! #VALUE! %TotalMarket MKT_SEGMENT_RPTS 1 0 0 2012 Traditional .AccDepr -60694 #VALUE! TotalFixedAssets 53106 #VALUE! TotalAssets #VALUE! #VALUE! AP #VALUE! #VALUE! CurrentDebt #VALUE! #VALUE! LongTermDebt 0 #VALUE! TotalLiab #VALUE! #VALUE! CommonStock 28360 #VALUE! RetainedEarnings #VALUE! #VALUE! TotalEquity #VALUE! #VALUE! TotalLiab+Equity #VALUE! #VALUE! PROFORMA_CASHFLOW Cash 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 Flow Cash 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.

40 0.34 0.40 13.00 .00 0.50 0.00 0.00 9.00 0.90 0.53 0.00 0.56 0.60 0.00 5 2008.15 1284 2012.1 0.15 1289 2012.66 0.50 13.00 17.00 0.00 0.34 0.00 3.00 $19.15 Name MShr UnSoldtoSeg RvDate 0.00 Ideal Age = 2.00 0.48 0.00 0.40 0.00 0.00 0.60 0.00 1 2006.00 Pfmn 6.4 Size 13.00 Potential Actual 0.21 0.00 0.13 0.00 0.80 13.00 3.00 6.00 0.00 0.42 0.50 14.27 0.29.53 0.00 0.13 0.00 6.19 1599 2012.50 14.Total Available Unit Sales 8607 Actual Industry Unit Sales 8607 Segment % of Total Industry 0.00 0.15 0.40 Name Market Share Units Sold to Seg Revision Date .15 1326 2012.00 0.50 0.00 6.00 5.00 MTBF 14000-19000 0.00 0.13 1121 2012.00 6.15 0.00 0.3 Growth Rate 0.50 14.54 0.65 0.50 0.00 0.40 0.00 5.00 1 2006.00 0.11 Acc 0.50 0.40 13.47 0.94 0.00 0.19 0.40 Size Center 13.50 0.15 0.6 0.00 6 2008.00 11.23 0.40 15.19 1629 2012.31 0.00 0.00 0.50 0.0 0.00 0.00 17.00 0.09 Perceptual Map Table Performance Center 6.00 0.47 0.00 4.04 340 2007.00 17.00 5.30 0.00 0.19 0.00 1 2006.60 0.00 3.04 0.04 0.

00% QIT 0.00% CCE/6SigmaTraining 0.00% LaborCostReduction CPIsystems 0.9 TQM MODULE 0 0 0 TQMyear 1 2 3 TQMround FALSE FALSE FALSE Decisions CPIsystems 0 Vendor/JIT 0 QIT 0 ChannelSupport 0 ConcurrentEng 0 Benchmarking 0 QualityDeployment 0 CCE/6SigmaTraining 0 UNEPGreen 0 GEMISustain 0 TotalTQMExpenditures 0 OIdGoodwill OldValue TQMmaterialCost 0.00 0.00% TQMDemand 0.00% MaterialCostReduction WorstCase BestCase CPIsystems 0.00% TQMcycleTime 0.00 0.14 1030 1997.00% QualityDeployment 0.00 0.00% TQMlaborCost 0.00% QIT 0.00% QualityDeployment 0.00% TQMadmin 0.00% Vendor/JIT 0.00% ChannelSupport 0. Able 0.00% ReductionR&DCycleTime .00% ConcurrentEng 0.00% GEMISustain 0.00% Benchmarking 0.00% CombinedImpact #VALUE! ExpectedImprovement 0.00% UNEPGreen 0.00% Vendor/JIT 0.00% CombinedImpact #VALUE! ExpectedImprovement 0.0% 0.00 0.0% 0.00% ConcurrentEng 0.00% UNEPGreen 0.00% ChannelSupport 0.00% Benchmarking 0.00% GEMISustain 0.00 0.00% CCE/6SigmaTraining 0.

0% 0.00% GEMISustain 0.00% TQMimpact TQMmaterialCost #VALUE! TQMlaborCost #VALUE! TQMcycleTime #VALUE! TQMadmin #VALUE! TQMDemand #VALUE! MKTG_MODULE 0 0 0 MktgYear 1 2 3 MktgRound FALSE FALSE FALSE MediaImpact Traditional Low End High End PrintMedia 0.00% Vendor/JIT 0.00% Benchmarking 0.00% Vendor/JIT 0.00% QIT 0.00% CombinedImpact #VALUE! ExpectedImprovement 0.00% GEMISustain 0.00% Benchmarking 0.00% UNEPGreen 0.00% Vendor/JIT 0.00% ChannelSupport 0.00% CCE/6SigmaTraining 0.00% ChannelSupport 0.00% CombinedImpact #VALUE! ExpectedImprovement 0.00 0.00% DemandIncrease CPIsystems 0.0% 0.00 .00% QualityDeployment 0.00% ConcurrentEng 0.00% QualityDeployment 0.00% QualityDeployment 0.00% ConcurrentEng 0.00% UNEPGreen 0.00% CombinedImpact #VALUE! ExpectedImprovement 0.00% CCE/6SigmaTraining 0.00% UNEPGreen 0.00% ReductionAdminCosts CPIsystems 0.0% 0.CPIsystems 0.00% QIT 0.00% QIT 0.00 0.00% CCE/6SigmaTraining 0.00% Benchmarking 0.00% ChannelSupport 0.00% GEMISustain 0.00% ConcurrentEng 0.

00 0.00 PromoDecisions Cake Cedar Cid PrimarySegment 1 2 3 PrintMedia 300 300 300 DirectMail 300 300 300 WebMedia 300 300 300 Email 300 300 300 TradeShows 300 300 300 Total 1500 1500 1500 PromoParameters Rates Impressions Xmin PrintMedia 0 0 0 DirectMail 0 0 0 WebMedia 0 0 0 Email 0 0 0 TradeShows 0 0 0 CostPerTradeShow 0 CostPerReport 0 Impressions PrintMedia #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! Reach PrintMedia 0.00 0.00 0.00 0.00 TradeShows 0.00 0.000 Low 0.000 0.00 0.00 WebMedia 0.DirectMail 0.00 0.00 Email 0.00 0.000 0.00 DirectMail 0.00 0.00 Email 0.00 0.00 Total 0.00 0.00 TradeShows 0.00 0.000 0.00 0.000 0.00 0.000 .00 WebMedia 0.000 0.00 0.00 0.00 0.00 AwarenessCreated Print 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 High 0.00 0.00 0.00 0.000 0.

000 Size 0.000 OldAwarenessAfterDecay 0.000 0.000 0.000 0.00 6.000 NewPrimaryAwareness #VALUE! #VALUE! #VALUE! AwarenessThisYear Cake Cedar Cid Trad #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! SALESMANSHIP SalesPriorities 24% 22% 20% SalesPrioritiesPositive 24% 22% 20% SalesPrioritiesDec 24% 22% 20% SalesBudget 0 0 0 SalesFactor #VALUE! #VALUE! #VALUE! SALES_PARAMETERS Costs Each Annual Contacts Xmin OutsideSales $0 0 0 InsideSales $0 0 0 Distributors $0 0 0 Ymax Trad Low High OutsideSales 0% 0% 0% InsideSales 0% 0% 0% Distributors 0% 0% 0% SalesDecisions Resources Trad Low OutsideSalesDec 3.000 0.000 0.00 MktgReports FALSE FALSE IncomingMktgReports FALSE FALSE Budget Trad Low OutsideSales $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! .Pfmn 0.000 0.00 3.00 InsideSalesDec 6.00 DistributorsDec 3.00 3.

00 6.00 0.00 7.00 0.00 0.00 .00 6.00 2.00 6.00 4.00 0.00 7.00 6.00 6.00 2.00 3.00 0.1% New New #VALUE! #VALUE! MktgXBudgetFormulas PromoFormulas SalesFormulas Cake 1500 0 Cedar 1500 0 Cid 1500 0 Coat 1500 0 Cure 1500 0 Na 0 0 Na 0 0 Na 0 0 MKTG_REPORT 1.00 0.00 0.00 0.00 5.00 2.9% 26.00 AgeAtRevision 0.00 0.00 AGING_CHART Cake Cedar Cid 1.00 0.00 2.00 0.00 0.00 0.00 0.00 7.00 CHART DATA Perceptual Map Aging Chart AgeAtStartOfYear 0.00 0.00 4.00 3.00 0.00 AgeBeforeRevision 0.00 5.00 3.00 4.00 6.00 0.00 0.00 5.00 7.00 AgeAtEndOfYear 0.00 4.00 0.Accessibility Trad Low Old Old 37.00 3.00 5.00 0.

00 $0.99 $8.00 $0.02 $7.500 #VALUE! Coat #VALUE! $2.00 Ebb $7.00 $0.66 Echo $15.500 #VALUE! Na #VALUE! $0 #VALUE! Na #VALUE! $0 #VALUE! Na #VALUE! $0 #VALUE! Marketing Unit Sales Forecast Cake Cedar Cid 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 Production Cake Cedar Cid Both Shifts 3600 2800 1800 Base Capacity 1800 1400 900 Production #VALUE! #VALUE! #VALUE! Unit Cost Breakdown Material Labor Overtime Eat $11.84 $0.500 #VALUE! Cure #VALUE! $2.00 Unit Cost Breakdown Cake Cedar Cid Material #VALUE! #VALUE! #VALUE! .00 NA $0.00 MaterialCostChart Cake Cedar Cid Old #VALUE! #VALUE! #VALUE! New #VALUE! #VALUE! #VALUE! Marketing Revenue Forecast Name Margin After marketing Marketing Variable costs Cake #VALUE! $2.00 8.27 $8.250 #VALUE! Cid #VALUE! $2.96 $0.250 #VALUE! Cedar #VALUE! $2.96 $0.00 Egg $12.37 $6. 8.00 9.00 $0.00 $0.00 8.21 $8.72 $0.00 $0.00 8.00 NA $0.96 $0.00 NA $0.00 Edge $15.

360 Retained Earnings #VALUE! Income Statement Cake Cedar Cid Net Margin #VALUE! #VALUE! #VALUE! Administrative / Other #VALUE! #VALUE! #VALUE! Marketing $1.Labor #VALUE! #VALUE! #VALUE! Margin #VALUE! #VALUE! #VALUE! Balance Sheet Assets Cash #VALUE! Accounts Receivable #VALUE! Inventories #VALUE! Fixed $53.080 Inventory Carrying costs #VALUE! #VALUE! #VALUE! Material #VALUE! #VALUE! #VALUE! Labor #VALUE! #VALUE! #VALUE! Cash Flows From Operations Net cash flow #VALUE! Accounts Receivable #VALUE! Inventories #VALUE! Accounts Payable #VALUE! Depreciation $7.500 $1.500 Research & Development $0 $0 $0 Depreciation $2.106 Liabilities Accounts Payable #VALUE! Current Debt #VALUE! Long Term Debt $0 Common Stock $28.587 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! .640 $2.427 $1.500 $1.

00% 0.0% Demand 0.0% MktgXRpt 0 0 0 Awareness 0.0% 0.3 P2 Cedar 2.7 14.1 9 Traditional Rough Traditional Rough 7.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 0.8 Performance Performance 11 14.0% 0.3 R2 2.1 12.7 .00% 0 0 0 Accessibility 0.2 9.8 R3 10.9 Size Size 5.0% 0.9 Low End Rough Low End Rough 4 16 High End Rough High End Rough 10.0% 0.0% Admin 0.0% 0.6 P6 0 0 P7 0 0 P8 0 0 R1 5.2 17.0% Labor 0.2 17.0% 0.00% 0.00% 0.7 14.0% 0.1 12.8 P3 Cid 10.00% 0.00% R&D Perceptual Map as a Chart Series DataLabel X Y Traditional Traditional 7.1 9 P1 Cake 5.8 15.3 P5 Cure 5.0% 0.7 9.3 9.0% R&D Cycle Time 0.7 P4 Coat 11.0% 0.2 9.0% 0.9 Low End Low End 4 16 High End High End 10.8 Performance Rough Performance Rough 11 14.3 9.9 Size Rough Size Rough 5.

3 R5 5.8 15.7 9.R4 11.6 R6 0 0 R7 0 0 R8 0 0 Courier Perceptual Map Series DataLabel X Y Traditional Traditional 0 0 Low End Low End 0 0 High End High End 0 0 Performance Performance 0 0 Size Size 0 0 Traditional Rough Traditional Rough 0 0 Low End Rough Low End Rough 0 0 High End Rough High End Rough 0 0 Performance Rough Performance Rough 0 0 Size Rough Size Rough 0 0 A1 0 0 0 A2 0 0 0 A3 0 0 0 A4 0 0 0 A5 0 0 0 A6 0 0 0 A7 0 0 0 A8 0 0 0 B1 0 0 0 B2 0 0 0 B3 0 0 0 B4 0 0 0 B5 0 0 0 B6 0 0 0 B7 0 0 0 B8 0 0 0 C1 0 0 0 C2 0 0 0 C3 0 0 0 C4 0 0 0 C5 0 0 0 C6 0 0 0 C7 0 0 0 C8 0 0 0 D1 0 0 0 D2 0 0 0 D3 0 0 0 D4 0 0 0 D5 0 0 0 D6 0 0 0 D7 0 0 0 D8 0 0 0 E1 0 0 0 .

5 P7 0.00 6.6 P1 0.4 13.3 P3 0.4 13.5 P8 0.4 15.5 P10 0.00 5.00 5.00 6.5 P2 0.4 13.E2 0 0 0 E3 0 0 0 E4 0 0 0 E5 0 0 0 E6 0 0 0 E7 0 0 0 E8 0 0 0 F1 0 0 0 F2 0 0 0 F3 0 0 0 F4 0 0 0 F5 0 0 0 F6 0 0 0 F7 0 0 0 F8 0 0 0 Courier Segment Perceptual Map Series DataLabel X Y InnerSegment 0 6.00 3 17 P11 0.4 13.00 3 17 TimesOnlineGraphicScreens Xcoord Ycoord 1124 RandD 0 0 18 RandD_F 0 0 Mktg 0 0 Mktg_F 0 0 MktgX 0 0 Production 0 0 Production_F 0 0 Labor 0 0 TQM 0 0 .00 5.5 14.6 P4 0.5 P5 0.6 OuterSegment 6.6 P6 0.00 3 17 P12 0.00 9.5 13.5 14.00 6.00 6.8 13.5 14.00 4 11 P9 0.

MoveAfterReturn FALSE .DisplayFormulaBar FALSE .StandardFontSize 10 .FixedDecimalPlaces 2 .ColorButtons TRUE .LargeButtons FALSE .DisplayFullScreen FALSE .EditDirectlyInCell TRUE .ShowToolTips TRUE .TransitionNavigKeys FALSE .StandardFont Arial Button Faces .Calculation -4105 . Finance 0 0 BalanceSheet 0 0 IncomeStatement 0 0 IncomeStatement_F 0 0 CashFlow 0 0 ProformaScorecard 0 0 Ratios 0 0 DecSummary 0 0 DecSummary_F 0 0 EXCEL DEFAULTS .CellDragAndDrop TRUE .FixedDecimal FALSE .DisplayCommentIndicator -1 ProtectedEntrySheetsList Logo Mktg MktgX RandD Labor Production Finance TQM BalanceSheet IncomeStatement CashFlow Ratios DecSummary Courier1 Courier2 Courier3 Courier4 .DisplayStatusBar TRUE .

CourierSeg Courier10 Courier12 Courier11 AnnRpt1 AnnRpt2 RandD_F Mktg_F DecSummary_F Production_F IncomeStatement_F AnnRpt2_F ProformaScorecard CommandBarNames CommandBarsFullScreenOff CommandBarsFullScreenOn Worksheet Menu Bar TRUE FALSE Chart Menu Bar FALSE FALSE Standard FALSE FALSE Formatting FALSE FALSE PivotTable FALSE FALSE Chart FALSE FALSE Reviewing FALSE FALSE Forms FALSE FALSE Stop Recording FALSE FALSE External Data FALSE FALSE Formula Auditing FALSE FALSE Full Screen FALSE FALSE Circular Reference FALSE FALSE Visual Basic FALSE FALSE Web FALSE FALSE Control Toolbox FALSE FALSE Exit Design Mode FALSE FALSE Refresh FALSE FALSE Watch Window FALSE FALSE PivotTable Field List FALSE FALSE Borders FALSE FALSE Protection FALSE FALSE Text To Speech FALSE FALSE List FALSE FALSE Compare Side by Side FALSE FALSE Drawing FALSE FALSE WordArt FALSE FALSE Picture FALSE FALSE Drawing Canvas FALSE FALSE Organization Chart FALSE FALSE Diagram FALSE FALSE Ink Drawing and Writing FALSE FALSE Ink Annotations FALSE FALSE PivotChart Menu FALSE FALSE .

Workbook tabs FALSE FALSE Cell FALSE FALSE Column FALSE FALSE Row FALSE FALSE Cell FALSE FALSE Column FALSE FALSE Row FALSE FALSE Ply FALSE FALSE XLM Cell FALSE FALSE Document FALSE FALSE Desktop FALSE FALSE Nondefault Drag and Drop FALSE FALSE AutoFill FALSE FALSE Button FALSE FALSE Dialog FALSE FALSE Series FALSE FALSE Plot Area FALSE FALSE Floor and Walls FALSE FALSE Trendline FALSE FALSE Chart FALSE FALSE Format Data Series FALSE FALSE Format Axis FALSE FALSE Format Legend Entry FALSE FALSE Formula Bar FALSE FALSE PivotTable Context Menu FALSE FALSE Query FALSE FALSE Query Layout FALSE FALSE AutoCalculate FALSE FALSE Object/Plot FALSE FALSE Title Bar (Charting) FALSE FALSE Layout FALSE FALSE Pivot Chart Popup FALSE FALSE Phonetic Information FALSE FALSE Auto Sum FALSE FALSE Paste Special Dropdown FALSE FALSE Find Format FALSE FALSE Replace Format FALSE FALSE List Range Popup FALSE FALSE List Range Layout Popup FALSE FALSE XML Range Popup FALSE FALSE List Range Layout Popup FALSE FALSE Shadow Settings FALSE FALSE 3-D Settings FALSE FALSE Borders FALSE FALSE Borders FALSE FALSE Draw Border FALSE FALSE Chart Type FALSE FALSE Pattern FALSE FALSE Font Color FALSE FALSE Fill Color FALSE FALSE Line Color FALSE FALSE .

Drawing and Writing Pens FALSE FALSE Annotation Pens FALSE FALSE Drawing and Writing Pens FALSE FALSE Annotation Pens FALSE FALSE Order FALSE FALSE Nudge FALSE FALSE Align or Distribute FALSE FALSE Rotate or Flip FALSE FALSE Lines FALSE FALSE Connectors FALSE FALSE AutoShapes FALSE FALSE Callouts FALSE FALSE Flowchart FALSE FALSE Block Arrows FALSE FALSE Stars & Banners FALSE FALSE Basic Shapes FALSE FALSE Insert Shape FALSE FALSE Shapes FALSE FALSE Inactive Chart FALSE FALSE Excel Control FALSE FALSE Curve FALSE FALSE Curve Node FALSE FALSE Curve Segment FALSE FALSE Pictures Context Menu FALSE FALSE OLE Object FALSE FALSE ActiveX Control FALSE FALSE WordArt Context Menu FALSE FALSE Rotate Mode FALSE FALSE Connector FALSE FALSE Script Anchor Popup FALSE FALSE Canvas Popup FALSE FALSE Organization Chart Popup FALSE FALSE Diagram FALSE FALSE Layout FALSE FALSE Select FALSE FALSE Task Pane FALSE FALSE FALSE FALSE Add Command FALSE FALSE Built-in Menus FALSE FALSE Clipboard FALSE FALSE Envelope FALSE FALSE Online Meeting FALSE FALSE CapstoneMenu TRUE FALSE CapstoneToolbar TRUE FALSE XML Source FALSE FALSE Research FALSE FALSE XML Document FALSE FALSE Signatures FALSE FALSE Document Actions FALSE FALSE Clip Art FALSE FALSE Selection and Visibility FALSE FALSE .

Document Management FALSE FALSE Document Updates FALSE FALSE Mail Merge Panes FALSE FALSE Fax Service FALSE FALSE Meeting Workspace FALSE FALSE Attachment Options FALSE FALSE Ribbon Adapter FALSE FALSE FALSE FALSE Add Command FALSE FALSE Built-in Menus FALSE FALSE Clipboard FALSE FALSE Envelope FALSE FALSE Online Meeting FALSE FALSE CapstoneMenu TRUE FALSE CapstoneToolbar TRUE FALSE Status Bar TRUE FALSE Ribbon TRUE FALSE Courier Legends Translated Courier1 Variable costs Depreciation SG&A Other Profit Courier4 Capacity Production Courier10 Unit sales Unit demand Trad Traditional Low Low End High High End Pfmn Performance Size Size AnnRpt1 Operations Investments Financing Change CourierSeg Actual Potential .

cfm" on website If saving to a new name (example. or "CompXM" Set SpecialEdition to Empty or "Harvard" (or some other special edition) Set SpreadsheetVersion to match "xlWebQueryVersionInfo. Do Ctrl-Shift-P to package workbook.something calculated by a VB routine. "Foundation". a formula or label .example Current Cash position a formula that should NOT be copied because some element of it is unique. from Capstone_01. This removes all SimID specifics.0% . eference to the StartingConditions.txt file .xls to Capstone_02.xls.1% 10. entName for EXAM FALSE 0 0 0 0 0 1 1 1 1 1 0 0 1 1 1 0 0 0 0 0 1 1 1 1 1 10. set SaveFlag to 1 and save manually. Saving the workbook Set SimulationName to "Capstone".

5 28.09 0.4 28.5 1.43 0.00 0.29 0.9 9 1.29 0.09 0.32 Coat Cure NA NA NA 11.19 0.5 Pfmn Size 11 5.66 0.66 0.4 1 -1 -1.75 15.1 14. 0.28 0.8 5.1 22000 16000 27000 21000 5000 5000 0.5 5 5 1 1.25 9.1 1.00 0.19 Pfmn Size 10.7 0 0 0 .43 0.5 4.00 0.

3 9.000 0.3 9.450 2012.48 2010.8 5. 11.330 0.36 0 0 0 5 123 0 0 0 116 2747 0 0 0 10800 10800 0 0 0 -5040 -5040 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 FALSE FALSE FALSE Coat Cure Na Na Na 11.000 0.6 0 0 0 15.3 9.6 0 0 0 25000 19000 0 0 0 .8 5.6 0 0 0 25000 19000 0 0 0 25000 19000 0 0 0 0 0 0 0 0 33 33 0 0 0 1500 1500 0 0 0 1000 1000 0 0 0 0 0 0 0 0 322 495 0 0 0 600 600 0 0 0 3 3 0 0 0 2012.7 0 0 0 15.7 0 0 0 15.000 2011 2011 0 0 0 2010.

00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0. 33.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.99 0.00 0.00 0.00 0.00 0.00 0.00 0.45 2012.00 0.00 0.00 0.00 $0 $0 $0 $0 $0 0.00 33.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.98 0.00 1.00 0.00 0.00 0.00 0.00 0.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 .00 0.00 0.00 0.00 0.00 1.00 1500 1500 0 0 0 1000 1000 0 0 0 0 0 0 0 0 325 500 0 0 0 0 0 0 0 0 3 3 0 0 0 FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE TRUE TRUE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE 0 0 0 0 0 FALSE FALSE FALSE FALSE FALSE #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.00 0 0 0 0 0 0 0 0 0 0 FALSE FALSE FALSE FALSE FALSE 0.00 0.00 0.00 0.00 0.00 0.00 0.00 FALSE FALSE FALSE FALSE FALSE Coat Cure 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 2012.

5 0.6 0 0 0 25000 19000 0 0 0 0.00 0.00 0.00 0.00 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 11.00 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.00 0.00 7.00 0.00 0.00 0.70 0.5 33.00 0.8 5.00 33.7 0 0 0 15.70 0.3 9.50 5.5 0.5 0.00 0.00 0.50 5.00 1 1 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! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! .00 7. TRUE TRUE FALSE FALSE FALSE #VALUE! #VALUE! 0.00 0.5 0.

66 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! 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! 0.00 0.66 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! .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! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! .

#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #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 Size 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! FALSE FALSE FALSE FALSE FALSE .

00 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! .00 0.#VALUE! #VALUE! #DIV/0! #DIV/0! #DIV/0! 600 600 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 #VALUE! #VALUE! #DIV/0! #DIV/0! #DIV/0! #VALUE! #VALUE! #DIV/0! #DIV/0! #DIV/0! #VALUE! #VALUE! #DIV/0! #DIV/0! #DIV/0! #VALUE! #VALUE! #DIV/0! #DIV/0! #DIV/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.

0% 0.0% 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10800 10800 0 0 0 -5040 -5040 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10800 10800 0 0 0 600 600 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10800 10800 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10800 10800 0 0 0 10800 10800 0 0 0 720 720 0 0 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5 123 0 0 0 116 2747 0 0 0 IntRate MktValue Balance AdjFace LongTermInterest 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 .0% 0.0% 0.0% 0. 0 0 0 0 0 0.

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Coat Cure 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 0 0 0 0 0 0 1500 1500 0 0 0 1000 1000 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! .

>=0 #VALUE! 0.1 times if eloan #VALUE! Book Value / 2 #VALUE! Eloan per share #VALUE! Impact Temp #VALUE! Impact Floor #VALUE! End Price. >=0 #VALUE! + Avg Dividend.Assets/Employee #VALUE! #VALUE! WorkingCapital #VALUE! Sales/Day #VALUE! DaysOfWrkCap New Stock Calc =BV|RE per share #VALUE! + 3|5* EPS #VALUE! + 2|3* old EPS. >=1 #VALUE! .

5 28.5 27.4 15.00 19000 9.5 13.50 14000 3 17 21.4 13.5 33.5 14.5 29.5 14.StockOut Pfmn Size Price MTBF 5.00 25000 3 17 21.6 27.50 14000 6.4 13.00 15500 6.00 18100 6.00 14000 6.3 29.6 26.8 13.5 29.00 14000 3 17 21.00 17500 4 11 33.00 17000 5.00 16000 5.00 14000 Stock Out Pfmn Coord Size Coord List Price MTBF .5 14.

4% Cycle Time Reduction .75% LaborCostSavings in 2 years = $4 million LaborCost/Year is about $31 million Therefore.5 14.5 28 17500 0 0 0 0 0 4 5 6 7 8 FALSE FALSE FALSE FALSE FALSE NOTES: Material Cost Savings in 2 years = $3 million Material Cost/Year is about $40 million. or about 3. savings per year is $1. Therefore.5 million. 5. savings per year is $2 million or about 6.

Demand must increase about $1.00 0.6M/yr.5 million/year.00 0. 2000 100% Benchmarking 1000 50% Vendor JIT 3000 Total Demand Increase Profit gain must be $1. Therefore. 2000 100% Channel Support 1000 50% Quality Deployment 200 10% CCE/6Sigma 3200 Total 0 0 0 0 0 4 5 6 7 8 FALSE FALSE FALSE FALSE FALSE Performance Size 0.00 Traditional . or 30% reduction in cycle time per year.6/30% = $5.3 million. or 50% reduction in OH. 2000 100% ConcurrentEng 1000 50% QualityDep 3000 Total Reduction Admin Costs Assume Inv Carry and Admin total $3 million Per year Savings is $1.5 million/year.Assume average 5 projects or $5M/year Savings is $1. Gross Margin is about 30%.

000 0.00 0.000 0.00 Coat Cure Na Na Na 4 5 0 0 0 300 300 0 0 0 300 300 0 0 0 300 300 0 0 0 300 300 0 0 0 300 300 0 0 0 1500 1500 0 0 0 Xmax Ymin Ymax Shape 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 0.00 0.00 Size 0.00 0.000 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.000 0.00 0.00 0.000 0.00 0.00 0.00 0.00 0.00 High End 0.00 0. 0.00 0.00 Performance 0.00 0.00 0.000 0.000 .00 0.00 0.00 Low End 0.000 0.00 0.000 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! 0.00 0.00 0.000 0.00 0.000 0.000 0.000 0.000 0.000 0.00 0.00 0.00 0.

00 FALSE FALSE FALSE FALSE FALSE FALSE 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! .00 6.0% 0 $0 0 0.0% 0 $0 0 0.000 0.000 0.00 2.000 0.000 0.000 0.0% 0 Pfmn Size 0% 0% 0% 0% 0% 0% High Pfmn Size Total 2.000 0.000 0.00 6.00 6.00 30.000 0.000 0.00 3.00 3.00 2.00 3.00 15. 0.00 12.000 0.000 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Coat Cure 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 0.000 0.000 0.000 0.000 0.

8% 31.00 0.00 0. High Pfmn Size 37.00 0.00 Coat Cure Na Na Na 0.00 0.00 0.00 0.7% #VALUE! #VALUE! #VALUE! 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.1% 27.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 .00 0.00 0.00 0.00 0.00 0.

83 $11.06 $0.00 0.00 Coat Cure Na Na Na #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Coat Cure 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! Coat Cure Na Na Na 1200 1200 0 0 0 600 600 0 0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Margin $9.14 $6.00 0.00 0.25 $13. 0.00 Coat Cure Na Na Na #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! .00 0.00 $0.00 $0.78 $8.

00 $0.00 $0.00 Coat Cure Na Na Na #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $1.#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $0.500 $1.500 $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% 0.00% 0.00% 0.0% 0. 0.0% 0.00% 0.0% 0.0% 0.0% 0.0% 0.0% 0 0 0 0 0 0.0% 0.00% RelativeDiameter 5 5 5 5 5 8 8 8 8 8 4 4 4 4 4 4 4 4 4 4 4 .0% 0.00% 0.0% 0.00% 0.00% 0 0 0 0.0% 0.00% 0.

4 4 4 4 4 RelativeDiameter 5 5 5 5 5 8 8 8 8 8 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 .

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 RelativeDiameter 5 8 4 4 4 4 4 4 4 4 4 4 4 4 Xcoord Ycoord 590 1 590 1 460 1 460 1 560 1 545 1 615 1 515 1 675 1 .

395 1 575 1 575 1 400 1 550 1 595 1 415 1 470 1 300 1 .

Cells for Border changing AllRandDdecisions AllRandDdecisions_F AllMktgDecisions AllMktgDecisions_F AllMktgXDecisions AllProductionDecisions AllProductionDecisions_F AllLaborDecisions AllTQMDecisions AllFinanceDecisions .

.

.

.

g to 1 and save manually. 0 1 1 0 1 .

.

668 13162 -53107 .

0 0 $0 .

.

Total #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! WtgAccess rawAwareness #VALUE! .

00 #VALUE! SegmentUnitDemand 6407 8325 2681 2201 2179 #VALUE! Total Segment #VALUE! 0 #VALUE! 0 #VALUE! 0 #VALUE! 0 #VALUE! 0 #VALUE! #VALUE! MktShr 0 ProductCount #VALUE! .00 #VALUE! -20.Competitors -20.00 #VALUE! -20.00 #VALUE! -20.00 #VALUE! -20.

#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! CustomerBuyingCriteria #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! WtgCustSurvey #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! .

5300 0 0 0 0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! .

0 0 0 0 0 113800 -53107 0 0 0 0 0 113800 7587 0 0 0 668 13162 .

#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! 7500 #VALUE! 4500 #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 .

.

31 Promo Sales Aware 2.1 1000 1000 0.594 1.4 1050 775 0.6 700 700 0.632 1.744 6.84 1100 1440 0.571 2.405 6.6 1300 1418 0.658 1.405 4.76 1300 1418 0.605 4.6 900 900 0.644 6.5 700 700 0.759 5.6 1100 1512 0.537 Age Dec.412 1.AgeDec.31 Promo Budget Sales Budget Customer Awareness .87 0 1270 0.09 1050 1085 0.08 900 1235 0.

3.1 1009 979 0.61 .

.

Total 1500 1500 1500 1500 1500 7500 .

100% 0 .

.

.

.

00% 0. 0 0 0 0 0.00% 0.00% .00% 0.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

DecSurv 31 36 29 24 30 37 5 0 0 0 0 0 Customer AccessDecember Customer Survey .

9 .17.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

5 3 10.2 0.5 39 34.7 15.2 MKTGDistributors 14 0.2 0.DECISIONS Andrews 1 0 2000 MEDIUM ProductName Cake Cedar Cid Coat Cure Na Na RetireProduct 0 0 0 0 0 0 0 XcoordinateRD 5.06 0 0 TQMfunction CPI VendorJIT QIT Channels CCEBenchMark QFDE TQMbudgets 0 0 0 0 0 0 0 MKTGPrimarySeg 1 2 3 4 5 0 0 MKTGPrintMedia 200 180 160 140 140 0 0 MKTGDirectMail 200 180 160 140 140 0 0 MKTGWebMedia 200 180 160 140 140 0 0 MKTGEmail 200 180 160 140 140 0 0 MKTGTradeShows 200 180 160 140 140 0 0 MKTGSalesPriorities 0.5 0 0 YcoordinateRD 14.00 0 PromoBudget 1475 1500 1500 1500 1320 0 0 SalesBudget 1600 1475 1000 1000 1500 0 0 UnitSalesForecast 1600 2100 0 0 575 0 0 ProductionOrdered 1800 2100 600 650 675 450 0 CapacityChange 0 0 0 40 45 0 0 AutomationNextRound 6 7 4 4 4.3 11.2 0.5 21.24 0.2 0.1 0 0 MTBFrdSpec 17500 14000 23000 25000 19500 0 0 Price 29 21.5 38.17 0 0 MKTGOutsideSales 11 0.5 34.24 0 Offer2 22 0 2750 0.00 33.8 5.8 4.3 17 9.00 34 0.3 11.2 0.2 MKTGReports 0 0 0 0 0 0 FeesAndNewCapital 0 0 Capstone Rehearsal Round 2 Decisions DECISIONS Andrews 1 2 2006 C10016 ProductName Cake Cedar Cid Coat Cure Na Na RetireProduct 0 0 0 0 0 0 0 XcoordinateRD 6.2 0.2 0.17 0.02 0.2 0.2 0.2 0 0 MTBFrdSpec 17500 14000 23000 25000 19500 0 0 Price 28.2 MKTGInsideSales 27 0.22 0.5 17 9.3 9.7 3 10.3 10.2 0.5 0 0 PromoBudget 1250 1200 950 950 1000 0 0 SalesBudget 1400 1300 1200 1000 1300 0 0 UnitSalesForecast 1400 2100 400 400 400 0 0 ProductionOrdered 1320 2200 400 400 350 0 0 CapacityChange 0 0 0 0 0 400 0 AutomationNextRound 5 6 4 4 4 4 0 FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR FinanceDecisions 1300 0 1 0 0 12000 30 LaborNegotiation TechWageAsmbWage Benefits ProfitShr AnnRaiseComplmentRecrSpend Offer1 20 0 2500 0.5 4 0 FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR FinanceDecisions 6000 0 1.1 0 0 YcoordinateRD 13.02 0.05 721.35 6000 0 6000 30 LaborNegotiation TechWageAsmbWage Benefits ProfitShr AnnRaiseComplmentRecrSpend .2 0.2 0.2 0.7 15.

2 0.24 0.02 0.2 0.2 0.2 0.2 0.2 0.8 5.24 0.9 17 9.2 0.7 15.2 0.1 0 0 4500 30 LaborNegotiation TechWageAsmbWage Benefits ProfitShr AnnRaiseComplmentRecrSpend Offer1 21 0 2500 0.3 8.17 0 0 MKTGOutsideSales 18 0.2 0.2 0.2 0.99 38 33 33.2 MKTGInsideSales 43 0.3 0 0 MTBFrdSpec 17500 14000 23.2 3 10.02 0.2 MKTGReports 0 0 0 0 0 0 FeesAndNewCapital 0 0 Capstone Rehearsal Round 4 Decisions .2 0.8 3 3 5 0 0 FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR FinanceDecisions 0 0 2.2 MKTGDistributors 21 0.2 MKTGInsideSales 43 0.02 0.3 11.17 0 0 MKTGOutsideSales 18 0.2 0.2 0.2 0.06 0 0 TQMfunction CPI VendorJIT QIT Channels CCEBenchMark QFDE TQMbudgets 0 0 0 0 0 0 0 MKTGPrimarySeg 1 2 3 4 5 0 0 MKTGPrintMedia 400 240 180 160 160 0 0 MKTGDirectMail 400 240 180 160 160 0 0 MKTGWebMedia 400 240 180 160 160 0 0 MKTGEmail 400 240 180 160 160 0 0 MKTGTradeShows 400 240 180 160 160 0 0 MKTGSalesPriorities 0.2 0.22 0.000 19500 0 0 Price 28 19.06 0 0 TQMfunction CPI VendorJIT QIT Channels CCEBenchMark QFDE TQMbudgets 0 0 0 0 0 0 0 MKTGPrimarySeg 1 2 3 4 5 0 0 MKTGPrintMedia 400 240 180 160 160 0 0 MKTGDirectMail 400 240 180 160 160 0 0 MKTGWebMedia 400 240 180 160 160 0 0 MKTGEmail 400 240 180 160 160 0 0 MKTGTradeShows 400 240 180 160 160 0 0 MKTGSalesPriorities 0.1 0 2750 0.2 0.2 0.02 0.500 1550 0 0 SalesBudget 1800 1775 1.2 0.500 1.2 0.2 0.1 0 2750 0.7 0 0 YcoordinateRD 12.2 0.5 0 0 PromoBudget 1700 1775 1.2 0.2 MKTGDistributors 21 0.22 0.Offer1 21 0 2500 0.17 0.000 25.05 814 0 Offer2 23.000 1.05 814 0 Offer2 23.17 0.000 1650 0 0 UnitSalesForecast 1650 2300 0 0 600 0 0 ProductionOrdered 1600 2400 0 325 615 0 0 CapacityChange 0 0 0 0 45 0 0 AutomationNextRound 7 7.2 MKTGReports 0 0 0 0 0 0 FeesAndNewCapital 0 0 Capstone Rehearsal Round 3 Decisions DECISIONS Andrews 1 2 2006 C10016 ProductName Cake Cedar Cid Coat Cure Na Na RetireProduct 0 0 0 0 0 0 0 XcoordinateRD 7.2 0.2 0.2 0.

8 4.5 38 33 33 0 0 PromoBudget 1900 1935 1.3 7.17 0.2 0.2 0.2 0.2 MKTGReports 0 0 0 0 0 0 FeesAndNewCapital 0 0 Foundation Rehearsal Round 1 Decisions DECISIONS Andrews 1 0 2000 MEDIUM ProductName Cake Cedar Na Na Na NA NA RetireProduct 0 0 0 0 0 0 0 XcoordinateRD 5.2 0.3 0 0 YcoordinateRD 12.2 0.7 9.7 15.1 0 2750 0.500 1.2 0.8 0 0 0 0 0 MTBFrdSpec 17500 14000 0 0 0 0 0 Price 35 0 0 0 0 0 0 PromoBudget 1200 0 0 0 0 0 0 SalesBudget 1300 0 0 0 0 0 0 UnitSalesForecast 1300 0 0 0 0 0 0 ProductionOrdered 1326 0 0 0 0 0 0 CapacityChange 0 300 0 0 0 0 0 AutomationNextRound 4 3 0 0 0 0 0 .3 17.2 0.8 3 3 5 0 0 FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR FinanceDecisions 0 0 0 0 0 0 120 LaborNegotiation TechWageAsmbWage Benefits ProfitShr AnnRaiseComplmentRecrSpend Offer1 21 0 2500 0.500 1775 0 0 SalesBudget 2000 1950 1.2 MKTGInsideSales 43 0.2 0.DECISIONS Andrews 1 2 2006 C10016 ProductName Cake Cedar Cid Coat Cure Na Na RetireProduct 0 0 0 0 0 0 0 XcoordinateRD 7.2 0 0 0 0 0 YcoordinateRD 14.02 0.7 2.2 0.2 0.5 19.2 0 0 MTBFrdSpec 17500 14000 23.8 6.05 814 0 Offer2 23.000 1.06 0 0 TQMfunction CPI VendorJIT QIT Channels CCEBenchMark QFDE TQMbudgets 0 0 0 0 0 0 0 MKTGPrimarySeg 1 2 3 4 5 0 0 MKTGPrintMedia 400 240 180 160 160 0 0 MKTGDirectMail 400 240 180 160 160 0 0 MKTGWebMedia 400 240 180 160 160 0 0 MKTGEmail 400 240 180 160 160 0 0 MKTGTradeShows 400 240 180 160 160 0 0 MKTGSalesPriorities 0.2 0.2 0.000 25.2 0.17 0 0 MKTGOutsideSales 18 0.22 0.02 0.1 15.000 1850 0 0 UnitSalesForecast 1900 2500 0 0 800 0 0 ProductionOrdered 2050 2675 0 325 930 0 0 CapacityChange 50 230 0 0 125 0 0 AutomationNextRound 7 7.000 19500 0 0 Price 27.3 11.3 10.2 MKTGDistributors 21 0.24 0.

000 0 0.000 30 LaborNegotiation TechWageAsmbWage Benefits ProfitShr AnnRaiseComplmentRecrSpend Offer1 20 0 2500 0.2 0.2 0.2 0.2 0.2 MKTGReports 0 0 0 0 0 0 FeesAndNewCapital 0 0 Foundation Rehearsal Round 2 Decisions DECISIONS Andrews 1 2 2006 C10016 ProductName Cake Cedar NA NA NA NA NA RetireProduct 0 0 0 0 0 0 0 XcoordinateRD 5.2 0.2 0.2 MKTGDistributors 3 0.2 0.3 17.2 MKTGInsideSales 10 0.2 0.2 0.2 MKTGInsideSales 6 0.2 0.2 0.000 0 0.2 0.7 2.02 0 0 0 TQMfunction CPI VendorJIT QIT Channels CCEBenchMark QFDE TQMbudgets 0 0 0 0 0 0 0 MKTGPrimarySeg 2 0 0 0 0 0 0 MKTGPrintMedia 300 0 0 0 0 0 0 MKTGDirectMail 300 0 0 0 0 0 0 MKTGWebMedia 300 0 0 0 0 0 0 MKTGEmail 300 0 0 0 0 0 0 MKTGTradeShows 300 0 0 0 0 0 0 MKTGSalesPriorities 0 0 0 0 0 0 0 MKTGOutsideSales 4 0.2 0.2 0.2 0 0 0 0 0 YcoordinateRD 14.00 21.02 0 250 0 Offer2 22 0 2750 0.2 .8 0 0 0 0 0 MTBFrdSpec 17500 14000 0 0 0 0 0 Price 28.75 1000 0 $4.2 0.00 0 0 0 0 0 PromoBudget 1500 1500 0 0 0 0 0 SalesBudget 750 750 0 0 0 0 0 UnitSalesForecast 0 0 0 0 0 0 0 ProductionOrdered 1600 300 0 0 0 0 0 CapacityChange 100 100 0 0 0 0 0 AutomationNextRound 5 4 0 0 0 0 0 FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR FinanceDecisions $3.500 30 LaborNegotiation TechWageAsmbWage Benefits ProfitShr AnnRaiseComplmentRecrSpend Offer1 20 0 2500 0.2 MKTGDistributors 5 0.02 0 257 0 Offer2 22 0 2750 0.2 0.2 0.2 0.2 0.02 0 0 0 TQMfunction CPI VendorJIT QIT Channels CCEBenchMark QFDE TQMbudgets 0 0 0 0 0 0 0 MKTGPrimarySeg 0 0 0 0 0 0 0 MKTGPrintMedia 200 0 0 0 0 0 0 MKTGDirectMail 200 0 0 0 0 0 0 MKTGWebMedia 200 0 0 0 0 0 0 MKTGEmail 200 0 0 0 0 0 0 MKTGTradeShows 200 0 0 0 0 0 0 MKTGSalesPriorities 0 0 0 0 0 0 0 MKTGOutsideSales 2 0.2 0.2 0.2 0.2 0.75 3000 0 $3.2 0.FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR FinanceDecisions $2.

8 0 0 0 0 0 MTBFrdSpec 17500 14000 0 0 0 0 0 Price 28.000 0 0 0 0 0 Price 28 21 0 0 0 0 0 PromoBudget 1.500 1.2 0 0 0 0 0 YcoordinateRD 14.2 0.3 17.000 0 0.85 0 0 $3.2 0.500 14.000 1.MKTGReports 0 0 0 0 0 0 FeesAndNewCapital 0 0 Foundation Rehearsal Round 3 Decisions DECISIONS Andrews 1 3 2006 C10016 ProductName Cake Cedar NA NA NA NA NA RetireProduct 0 0 0 0 0 0 0 XcoordinateRD 5.2 0.7 2.2 0.2 MKTGReports 0 0 0 0 0 0 FeesAndNewCapital 0 0 Foundation Rehearsal Round 4 Decisions DECISIONS Andrews 1 4 2006 C10016 ProductName Cake Cedar NA NA NA NA NA RetireProduct 0 0 0 0 0 0 0 XcoordinateRD 6 2 0 0 0 0 0 YcoordinateRD 14 18 0 0 0 0 0 MTBFrdSpec 17.2 0.02 0 257 0 Offer2 22 0 2750 0.2 MKTGInsideSales 10 0.2 0.2 0.02 0 0 0 TQMfunction CPI VendorJIT QIT Channels CCEBenchMark QFDE TQMbudgets 0 0 0 0 0 0 0 MKTGPrimarySeg 2 0 0 0 0 0 0 MKTGPrintMedia 300 0 0 0 0 0 0 MKTGDirectMail 300 0 0 0 0 0 0 MKTGWebMedia 300 0 0 0 0 0 0 MKTGEmail 300 0 0 0 0 0 0 MKTGTradeShows 300 0 0 0 0 0 0 MKTGSalesPriorities 0 0 0 0 0 0 0 MKTGOutsideSales 4 0.2 0.000 30 LaborNegotiation TechWageAsmbWage Benefits ProfitShr AnnRaiseComplmentRecrSpend Offer1 20 0 2500 0.150 0 0 0 0 0 CapacityChange 0 0 0 0 0 0 0 AutomationNextRound 4 5 0 0 0 0 0 FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR .2 0.00 0 0 0 0 0 PromoBudget 1500 1500 0 0 0 0 0 SalesBudget 750 750 0 0 0 0 0 UnitSalesForecast 0 0 0 0 0 0 0 ProductionOrdered 2000 1150 0 0 0 0 0 CapacityChange 0 0 0 0 0 0 0 AutomationNextRound 4 5 0 0 0 0 0 FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR FinanceDecisions $3.2 0.500 0 0 0 0 0 SalesBudget 750 750 0 0 0 0 0 UnitSalesForecast 0 0 0 0 0 0 0 ProductionOrdered 2.2 0.2 MKTGDistributors 5 0.00 21.2 0.

2 0.02 0 257 0 Offer2 22 0 2750 0.2 0.2 0.2 MKTGReports 0 0 0 0 0 0 FeesAndNewCapital 0 0 .2 0.2 0.2 0.2 0.2 MKTGDistributors 5 0.02 0 0 0 TQMfunction CPI VendorJIT QIT Channels CCEBenchMark QFDE TQMbudgets 0 0 0 0 0 0 0 MKTGPrimarySeg 2 0 0 0 0 0 0 MKTGPrintMedia 300 0 0 0 0 0 0 MKTGDirectMail 300 0 0 0 0 0 0 MKTGWebMedia 300 0 0 0 0 0 0 MKTGEmail 300 0 0 0 0 0 0 MKTGTradeShows 300 0 0 0 0 0 0 MKTGSalesPriorities 0 0 0 0 0 0 0 MKTGOutsideSales 4 0.FinanceDecisions 0 0 0 0 0 0 120 LaborNegotiation TechWageAsmbWage Benefits ProfitShr AnnRaiseComplmentRecrSpend Offer1 20 0 2500 0.2 0.2 0.2 0.2 0.2 MKTGInsideSales 10 0.2 0.

The 0 4. The Tutorial decisions at left are constructed at Design Time 0 Yellow areas are decisions being made 0 Blue areas are decisions by Tutorial "te 0 5. the latest tutorial decisions are retrieved from the 0 2. The student could also mess with "teammate" decisions. The student is then given an option to continue working on th 0 AP 30 TrainHrs 0 ProductName RandD!C4 0 RetireProduct CCE6sigma UNEPGreenGEMISustain XcoordinateRD RandD!D4 0 0 0 YcoordinateRD RandD!E4 0 MTBFrdSpec RandD!F4 0 Price Mktg!C4 0 PromoBudget Mktg!D4 0 SalesBudget Mktg!E4 0 UnitSalesForecast Mktg!G4 0 ProductionOrdered Production!C6 0 CapacityChange Production!C16 AutomationNextRound Production!C18 FinanceFunction FinanceDecisions Finance!C11 LaborNegotiation Offer1 Labor!J6 Offer2 TQMfunction Na TQMbudgets TQM!D5 0 MKTGPrimarySeg 0 MKTGPrintMedia 0 MKTGDirectMail 0 MKTGWebMedia 0 MKTGEmail 0 MKTGTradeShows 0 MKTGSalesPriorities 0 MKTGOutsideSales 0 MKTGInsideSales 0 MKTGDistributors 0 MKTGReports AP FeesAndNewCapital 30 TrainHrs . the decisions at left are copied to DecisionsIncomin 0 6. Na 0 0 We handle tutorial decisions as follows: 0 1. The student modifies them. This puts the student's decisions 0 3. At Save. At startup.

0 0 CCE6sigma UNEPGreenGEMISustain 0 0 0 0 0 0 0 0 0 0 Na 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0 0 CCE6sigma UNEPGreenGEMISustain 0 0 0 0 0 0 0 0 0 0 .

Na 0 0 0 0 0 0 0 0 0 0 0 AP 120 TrainHrs 0 0 CCE6sigma UNEPGreenGEMISustain 0 0 0 0 0 0 0 0 0 0 NA 0 0 0 0 ProductName RandD_F!C4 0 RetireProduct 0 XcoordinateRD RandD_F!D4 0 YcoordinateRD RandD_F!E4 0 MTBFrdSpec RandD_F!F4 0 Price Mktg_F!C4 0 PromoBudget Mktg_F!D4 0 SalesBudget Mktg_F!E4 .

AP UnitSalesForecast Mktg_F!G4 30 ProductionOrdered Production_F!C6 TrainHrs CapacityChange Production_F!C16 0 AutomationNextRound Production_F!C18 0 FinanceFunction CCE6sigma UNEPGreenGEMISustain FinanceDecisions Finance!C11 0 0 0 LaborNegotiation 0 Offer1 0 Offer2 0 TQMfunction 0 TQMbudgets TQM!D5 0 MKTGPrimarySeg 0 MKTGPrintMedia 1 MKTGDirectMail MKTGWebMedia MKTGEmail MKTGTradeShows MKTGSalesPriorities MKTGOutsideSales MKTGInsideSales MKTGDistributors NA MKTGReports 0 FeesAndNewCapital 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0 0 CCE6sigma UNEPGreenGEMISustain 0 0 0 0 0 0 0 0 0 1 .

NA 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0 0 CCE6sigma UNEPGreenGEMISustain 0 0 0 0 0 0 0 0 0 1 NA 0 0 0 0 0 0 0 0 0 0 0 AP .

120 TrainHrs 0 0 CCE6sigma UNEPGreenGEMISustain 0 0 0 0 0 0 0 0 0 1 .

RandD!C5 RandD!C6 RandD!C7 RandD!C8 RandD!D5 RandD!D6 RandD!D7 RandD!D8 RandD!E5 RandD!E6 RandD!E7 RandD!E8 RandD!F5 RandD!F6 RandD!F7 RandD!F8 Mktg!C5 Mktg!C6 Mktg!C7 Mktg!C8 Mktg!D5 Mktg!D6 Mktg!D7 Mktg!D8 Mktg!E5 Mktg!E6 Mktg!E7 Mktg!E8 Mktg!G5 Mktg!G6 Mktg!G7 Mktg!G8 Production!D6 Production!E6 Production!F6 Production!G6 Production!D16 Production!E16 Production!F16 Production!G16 Production!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 . Much like an UndoToLastSave. are decisions by Tutorial "teammates" created by the designer. e copied to DecisionsIncoming. e constructed at Design Time. Some are formulas. then posted into the worksheets. Some are constants. taken from DecisionsOutgoing. s puts the student's decisions into DecisionsOutgoing th "teammate" decisions. as are decisions being made by the student. at Save we must restore "teammate" Decisions. tion to continue working on this round or advance. Then Saved. Therefore.cisions are retrieved from the website.

NewAR ProdAP MktgAR 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!D8 RandD_F!E5 RandD_F!E6 RandD_F!E7 RandD_F!E8 RandD_F!F5 RandD_F!F6 RandD_F!F7 RandD_F!F8 Mktg_F!C5 Mktg_F!C6 Mktg_F!C7 Mktg_F!C8 Mktg_F!D5 Mktg_F!D6 Mktg_F!D7 Mktg_F!D8 Mktg_F!E5 Mktg_F!E6 Mktg_F!E7 Mktg_F!E8 .

Mktg_F!G5 Mktg_F!G6 Mktg_F!G7 Mktg_F!G8 Production_F!D6 Production_F!E6 Production_F!F6 Production_F!G6 Production_F!D16 Production_F!E16 Production_F!F16 Production_F!G16 Production_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 APRange NewAR Prod_FAP Mktg_FAR NewAP Mktg_FAP .

.

.

RandD!C9 RandD!C10 RandD!C11 RandD!D9 RandD!D10 RandD!D11 RandD!E9 RandD!E10 RandD!E11 RandD!F9 RandD!F10 RandD!F11 Mktg!C9 Mktg!C10 Mktg!C11 Mktg!D9 Mktg!D10 Mktg!D11 Mktg!E9 Mktg!E10 Mktg!E11 Mktg!G9 Mktg!G10 Mktg!G11 Production!H6 Production!I6 Production!J6 Production!H16 Production!I16 Production!J16 Production!H18 Production!I18 Production!J18 Finance!J18 ARRange APRange NewComplement NewRecruitSpend NewTrainHours TQM!D13 TQM!D14 TQM!D15 TQM!D10 . Then Saved.ve.

.

.

Finance!J18 AR_FRange AP_FRange NewComplement_F NewRecruitSpend_F NewTrainHours_F TQM!D13 TQM!D14 TQM!D15 TQM!D10 .

.

.

TQM!D16 .

.

.

TQM!D16 .

.

.

All of your work since that point will be lost. OK TQM Initiatives are not available.TranslatedEntry ChngDate ChngDate ChngDate Be sure to log in at https://www. All of your work since that point will be lost. There are no more rounds in this simulation. no further company decisions can be made. Undo to Last Saved Draft 8/3/2009 5/14/2010 Website not found! . The menu can be used to review simulation results. Save Decisions? Would you like to save your decisions before exiting? Yes No There is a labor negotiation this round! Your labor contract will expire this year. Undo to Official Decisions 8/3/2009 5/14/2010 Cancel 'Undo to Draft' replaces all 8/3/2009 5/14/2010 the decisions in your workbook with your most recent save to Draft. Warning! 'Undo to Official Decisions' 8/3/2009 5/14/2010 replaces all the decisions in your workbook with your teams current Official Decisions.capsim. Please remember to give your negotiators a bargaining position.com to view your Comp-XM® exam status and final Board Query. TQM Initiatives are not available this year. Please ignore this worksheet.

c. If still not working. The latest version on the website is version . contact your local technical support people. reinstall Excel. A firewall is blocking your access to the Internet or Capsim website a. Click any yellow arrow pointing to a table. Confirm the problem by connecting to the website with a browser. In Excel menu. please correct the problem. If no firewall. Confirm browser works and connects to Internet. Check cables. Reopen Excel without a workbook. click Data | Import External Data | New Web Query d. b. If query fails. If Excel cannot do the web query. Excel is blocked from accessing the Internet a. c. e. Use the same steps as for firewall. Since CompXM® requires an open connection to the Internet. Close workbook. No connection to the Internet (most likely cause) a. Navigate to any website. This Capstone Workbook is out of date. contact your local technical support people 2. the workbook will import the table. b.A test query to the Capsim website failed! Possible causes include: 1. It's version number is 2009v22. b. check switches. On wireless connection. then restart the workbook. 3.

.1) . the total debt of your company divided by the total equity (= Leverage . your company's stock value (shares times price) as a proportion of the entire industry. your company's annual net profits divided by sales. This is the net income of your company divided by the number of shares outstanding. Earnings Before Interest and Taxes. This is the value of a share of your firm if all the assets were liquidated and your creditors repaid. your company's annual net profits divided by assets. the annual net profits of your company in dollars. in dollars. The profits of your firm before tax and debt financing obligations. your company's annual net profits divided by equity. the cash flow from operations minus plant and equipment expenditures. the annual sales of your company in dollars. We recommend that you close this workbook and download a replacement. the market value of a single share of your company. the ratio of Assets to Equity. the total assets of your company in dollars. per share. Earnings Per Share. total assets minus total liabilities (=total equity). your company's annual sales divided by total assets.

sales weighted. A visit to Big al is triggered when sales revenues and financing decisions do not cover annual expenses.Labor - Material) / Price the percentage of time your plant is being utilized. proportion of sales revenues which contribute to overhead and profits. Awareness and Accessibility. your current assets minus current liabilities. the costs of carrying unsold inventory as a percentage of overall sales how closely your products meet customer criteria. inventory liquidations.1/Leverage) emergency loan as a proportion of assets. (Price . you have no room for opportunities. the overall demand for your products. sales weighted. and early bond retirement. If overutilized. excluding extra-ordinary items like gain/loss on plant and equipment retirement. This is the net combination of Buying Criteria. net profit in dollars. are they appropriate to your level of sales? lost sales due to stock outs as a percentage of overall sales. If underutilized you are paying depreciation and interest on unused assets.the total debt of your company divided by the total assets (=1 . .

. the effect of your investments in 'Continuous Process Improvement Systems. sales weighted.. training. quality. The strength of your distribution channels. The strength of your promotion efforts. the efficiency of your workforce in production because of recruiting. and administrative expenses as a percentage of sales. the ratio of total assets in dollars to workforce complement. the ratio of total profits in dollars to workforce complement. the dollar sales each employee generates.e. sales weighted. the percentage of your overworked and underpaid workforce you lose each year. the ratio of your annual sales to annual Industry sales.the proportion of customers that know of your products. the effect of your investments in 'Quality Function Deployment Effort' and '6 Sigma' initiatives.' 'Vendor/Just in Time' and '6 Sigma' initiatives. how easy is it for customers to purchase your products. the number of viable products you have. general. and 6 Sigma initiatives. sales. i. any product with at least 6% of a segment's sales.

the effect of your investments in 'Channel Support Systems' initiatives. the effect of your investments in 'Vendor/Just in Time' and 'Benchmarking' initiatives.the effect of your investments in 'Concurrent Engineering' and 'Quality Function Delployment Effort' initiatives. ROS ROA ROE Asset Turnover EBIT Market Cap Book Value EPS Stock Price Assets Sales Profits Free Cash Flow Leverage Debt/Equity Debt/Assets Emergency Loan Operating Profit Contribution Margin Plant Utilization Days of Working Capital Stock-out costs Inventory Carrying costs Customer Buying Criteria Wtg Avg Cust Survey Score Customer Awareness Customer Accessibility Product Count SG&A expense Market Share Employee Turnover Rate Employee Productivity Sales/Employee Assets/Employee Profits/Employee TQM Material Reduction TQM Labor Reduction .

Sorry. Recap criteria evaluate your company's overall performance and are finalized when your simulation is completed.TQM R&D Reduction TQM Admin Cost Reduction TQM Demand Increase Score for Round Recap Score RECAPITULATION INTERIM RESULTS RECAPITULATION PROJECTED RESULTS Recap criteria evaluate your company's overall performance. Your score only includes the Recap for the last completed round. Scores will not be finalized until Round 4 is completed. The final Recap will be your score for Round 5. Interim results chart. Do you want to use the Office Assistant for the Coach? Choose Coach . I have encountered a problem finding the next slide in the tutorial. Could you please submit a support ticket about the problem the next time you visit the website? Thank you. Interim results. Financial Internal Business Process Customer Learning and Growth Resume Previous Tutorial Resume Rehearsal Tutorial Could not find slide in database. chart your progress towards those goals. your progress towards those ending goals. SlideID .

If you wish to use the disabled features. the Coaching system requires the Assistant to function. Perhaps it is not installed. please use the Office 97 CD to install the Assistant. If you would like to use the Office Assistant. If you would like to use the Coach on this computer. please install it with Microsoft Office Setup.We encountered a problem switching off your Office Assistant. the coach tutorials. All other features in the workbook are available. we have disabled the Coach. all other features in the workbook will operate. No Office Assistant found . No Office Assistant available The Office Assistant is not available on this computer. If you would like to use the Office Assistant on this computer. On Excel 97 systems. Although the Coach has been disabled. and the rehearsal simulation. please use your Office 97 Setup program to install the Office Assistant. The standard Coach interface will be used instead. and with it the workbook tutorials and Rehearsal Simulation tutorials. please use the Office CD to install the Assistant. Because the Coach requires the Office Assistance on Excel 97 systems.

Saved By: Decisions For: Time Stamp: UPLOAD FAILED! Excel has encountered a problem during the upload. Continue working on Round Finalize my decisions for Round Is this your Final Answer? You will no longer be able to make changes to your decisions for Round Your decisions have been uploaded. This requires one or more units of scheduled production. 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. then try uploading them manually. capacity.You can not save decisions without at least one unit of production (After Adjustment) for the year. and labor complement. We recommend that you try to save your decisions to a local disk file. Save Decisions Your decisions have been saved to: . You have two options: Button 1: Continue making decisions for this round. Button 2: Finalize your teams decisions for this round. If you continue working on the current round be sure to finalize your decisions prior to the deadline. Once you finalize your decisions you will no longer be able to make changes to them.

Click OK to proceed with Save. If you are on a notebook try connecting from a different network. Warning! The website reports that your decision deadline has passed since your session began.Warning! Your decisions did NOT save successfully. 3. Your decisions have been committed. 4. Your decisions were due Your decisions have been uploaded. Changed by: Changed: We recommend that you Cancel and look at the new Official Decisions before proceeding. Try making your decisions from a different computer. Excel has encountered a problem during the upload. DEADLINE PASSED Open Capstone Datafile Select Capstone Datafile Sorry. We cannot proceed without a solid Internet connection: 1. 2. If saving fails. the problem may be intermittent. but . Click Cancel to abort. Try saving again. please call Support at (847) 501-2888 A teammate has changed the Official Decisions since your session began. The next round starts The web-site reports that your decision deadline has passed.

The file query request returned the following message: Visual Basic Error # Generated by Description Failed trying to read local Decision file. They will be available after . the website reports that your Officla Decisions are not available at this time. Sorry. If you believe this is in error and they should be available now. Sorry. the website reports that your Official Decisions are not available at this time. please contact Support. They will be available after This game is not a CompXM game CompXM has not been selected for this simulation. Are you sure that you want to close the workbook and exit? .is not a valid Capstone Decisions File. We will check to make sure there are no problems and the schedule matches your professor's intentions. They were due Unknown status: Official Decisions not available. Would you like to try again? Invalid Capstone Decisions file. Trouble reading decision file. the website reports that the deadline for your decisions has passed. Sorry.

The Coach Research & Development Marketing Production HR Labor Negotiations Finance TQM Initiative Balance Sheet Income Statement Cash Flow Statement Financial Ratios Save decisions Online Resources Print sheet Print all proformas Exit Foundation Exit Capstone Foundation Menu: Capstone Menu: CompXM Menu: Office Assistant File Save Decisions Restart Rehearsal Exit Foundation Exit Capstone Exit CompXM View Full Screen Normal Undo Undo to Draft Undo to Official Decisions Decisions R&&D Marketing Pricing && Forecasting Promotion && Sales Traditional Report Low End Report High End Report Performance Report . Please login to the website www.capsim.This version of the Capstone spreadsheet VersionN is not compatible with your simulation Version2008.com and download a new spreadsheet.

Size Report Print All Marketing Reports Production Human resources Decision Summary Proformas Balance Sheet Income Statement Cash Flow Ratios Balanced Scorecard Front Page Stock && Bond market Financial Statements Production Analysis Low Tech Segment High Tech Segment Market Share Perceptual Map HR/TQM report Balance Sheet && Cash Flow Income Statement Print Courier Thrift segment Core segment Nano segment Elite segment Market Share Perceptual Map Print Annual Reports All Annual Reports Traditional marketing report Low End marketing report High End marketing report Size marketing report Performance marketing report Online Help Manager Guide Support Exam dashboard Challenge dashboard Company dashboard Official Decision audit Official Balanced Scorecard Foundation® FastTrack Audit Capstone® Courier Audit .

this report was not ordered last year. Since we have no decisions. Please try again later.Strategy Success Measures Email Peer Evaluations About Capstone® About Foundation® Connection Failure Our apologies. Sorry. Additional diagnostics. Best of Luck! . The request returned the following message: Visual Basic Error # Generated by Description Trouble linking to the website Marketing report not available. please return to the website and launch a course. No active courses available. If you would like to use an inactive simulation.capsim. but this application is offline for maintenance. If you have not yet launched your course.com to join a company. Please log in at https://www. please reactivate the course and try again. OK You have not yet started your simulation. we could not find an active simulation for you. Sorry. we cannot open the workbook. The exam assumes you are familiar with the simulation.

. Rounds 5 through 8 are optional and the students are on their own. As a professor you have the option to restart your Rehearsal Simulation whenever you wish.capsim. and you can play with or without a coached tour. Students will always start with the coached tour. in round 4 they are responsible for Finance department decisions too. during Round 1 managing the R&D department. Best of Luck! Please be aware that you are logged into https://www.capsim. In Round 3 they make R&D. with their 'teammates' continuing to make other decisions.com to join a company.You have not yet joined a company. In Round 2 the student takes over Marketing as well as R&D. while 'ghost' teammates make decisions for other areas of the company. Finally. Please log in at www. Marketing and Production decisions. Practice and Competition rounds are company activities.com with UserID Welcome to the Rehearsal Simulation.

Students can restart only after completing the four coached rounds. . As a professor. If you believe this is in error. your professor has enabled Rehearsal Simulation restarts. If students restart their rehearsal. Restarting your rehearsal throws away all records of the rehearsal you just completed and starts over. You have reached the end of the Rehearsal Simulation and no more decisions can be made. Would you like to restart? Maybe later. please contact Support. Restarting a Rehearsal Simulation destroys all reports for the current tutorial and returns you to Round 1. We will make sure that everything is in order and that the Rehearsal Simulation should really be switched off. I just want to look at my reports.The number of rounds each of your students has completed are stored for your review on the professor web site. restarting your rehearsal has no affect upon students. By the way. rounds completed is maintained as a high water mark so you can assess whether they have completed basic training. Welcome Professor Rehearsal Simulation not available The website reports that the Rehearsal Simulation is switched off.

We recommend that you look over your proformas before advancing to the next round. Take me to a place where I can destroy my last rehearsal. you have reached the end of the Rehearsal Simulation. The proforma financial statements now reflect both your decisions and those of your teammates. End of Rehearsal Simulation Congratulations. Saved By: Decisions For: Time Stamp: I want to continue working on Round 0. We would like to help you find a solution. I want to start over. .Yes. I want to advance to Round 1. 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. Please take the time to send us a support ticket from the website or give us a call. Your professor has not allowed rehearsal restarts. or perhaps you are behind a firewall that prevents posting information to the website. Advance Round Are you sure that you wish to advance to round 1? The Save failed and returned the following message: Perhaps something has happened to your Internet connection.

com and enter your simulation.capsim. Marketing. you can play a Rehearsal entirely on your own.When you restart your rehearsal simulation all reports of your current tutorial are destroyed and you return to round 1. Production and Finance. For more information or for instructions for changing the required setting of popular firewall programs. It reported: Connection Failure Excel has encountered a problem connecting to our website. Would you like to restart your rehearsal simulation? Restart your rehearsal? Yes. Your professor will always see the highest round you have completed whether or not you have restarted. or a firewall setting that prevents Excel from communicating over the internet. responsible for all of your decisions. restart the rehearsal at the beginning (you will asked to log in again) The rehearsal simulation failed to restart. . This could be caused by an intermittent or no internet connection. You have the option of another four round guided tour through the four functional areas: R&D. Or. Instructions are available from the Downloads area. log in at www. If this problem persists you can manually download and upload company decisions via a file.

decisions can not be manually loaded. Age Profiles Perceived Age in years Material Cost Old New Size Performance Perceptual map (at the end of this year) Revenue Forecast Margin After marketing Marketing Variable costs Unit sales forecast Awareness Forecast Accessibility Production Vs. Additional diagnostics.Note the rehearsal simulation requires an excel connection to the internet. The request returned the following message: Trouble querying the website. Capacity Both Shifts Base Capacity Production Price vs. If this problem persists for the rehearsal we can only suggest trying another computer. Unit Cost Material Labor Margin Admin Cost reductions For the year just ended Reduction in Cost of Goods R&D Cycle Time Reductions Demand Increase Liabilities & Owner's Equity Accounts Payable Current Debt Long Term Debt Common Stock .

Production Accessibility Market Share Actual versus potential Actual Potential Industry Unit Sales vs demand Unit sales Unit demand Market segment shares .Retained Earnings Assets Cash Accounts Receivable Inventories Fixed Depreciation Marketing Administrative / Other Net Margin Cash Flow from operations Net income (loss) Net cash flow Cash flow from investing Plant improvements Cash flow from finance Dividends Sales of stock Purchase of stock New long term debt Retire long term debt Change current debt Net cash flow Cash flow summary Cash flow from Operations Cash flow from Investing Cash flow from Financial actions Net change in cash position ROS Asset Turnover Leverage ROE Percent of Sales Market Share Closing Stock Price Capacity vs.

Cash flow summary Contribution margins Profit Market share ROE ROS ROA Asset Turnover Performance Traditional Size Low End High End Segment December Back Next Close DONE Trad Low High Pfmn Size Capacity Other Operations Investments Financing Change Round Page Help Continue This Excel workbook cannot run directly from the website. Promo Budget Sales Budget Practice Round Competition Round Price Age Ideal Position . After downloading use Excel to open the workbook on your local computer. Please download the workbook to your computer.

Thrift Core Nano Elite Low High Low Tech High Tech Official decisions have been uploaded since you started your current Draft. You can. All of your work since that point will be lost.Reliability Ideal Age = MTBF #VALUE! less than one Your exam has not yet started therefore you can not begin making decisions. however. Other options have been disabled. 8/3/2009 5/14/2010 Undo to Start of Round 8/3/2009 5/14/2010 Save Draft Update Official Decisions Save to a file Rehearsal 0 . Do you want to load your Draft anyway? Draft may be out of date! You have not set saved information to your Draft to be retrieved! Draft Unavailable 'Undo to Start of Round' replaces all the decisions in your workbook with the decisions available when you started the current round. still print out your industry reports.

Redirecting to Rehearsal Reports Courier FastTrack Inquirer Annual Reports Industry Conditions Report .The Rehearsal tutorial is now completed online. your web browser should open shortly and take you to the Rehearsal tutorial.

and will be prosecuted to the maximum extent possible under the law. All rights reserved. or any portion of. Workbook is out of date Continue anyway Close workbook and exit Choose a Simulation ID Simulation ID Company Name Choose a Team Save Decisions Where would you like to save your decisions? Save to Official Decisions To a backup file on my computer Help Advance to Next Round? Choose Decisions Please make a selection Select a product to upload OR select a functional area to upload OR select all decisions for upload Research and Development Marketing (Pricing. Your Sales Forecast) Production Finance (includes Accounts Receivable/Accounts Payable) . reproduction or distribution of this program. may result in severe civil and criminal penalties. Spreadsheet version The Coach CompXM Schedule Reports available after: Decisions and Quiz available after: Deadline for the decisions and quiz: Present time on server: All times are Eastern Standard Time.Translated Warning: This computer product is protected by copyright law. Promo & Sales Budgets. The official timekeeper is the server. Unauthorized use.

click the Download menu item. Load decisions saved on this computer Save to Draft Welcome! . The Rehearsal requires an Internet connection and permission for the spreadsheet to communicate with the capsim® website. login at www. In the Rehearsal. 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.Human Resources Total Quality Management(TQM) All team decisions Continue Website Login Please enter your User ID and Password. I want to run the Rehearsal If a firewall prevents you from using the "Connect to the Capsim website" button.com and select your simulation. Connect to the Capsim website The Rehearsal will introduce you to the simulation.capsim. You can also use the button to load decisions previously saved to your local computer. Once it has downloaded. please open a browser. you play against the computer while a Coach guides your decision entries. User ID Password Welcome In both Practice Rounds and in Competition Rounds your company competes in an industry with the benefit of your decisions. You will find complete instructions for manually downloading and uploading your decision file. click the button below to load the file. Next.

Exit Excel.This message should disappear in a moment… If you continue to see this message 1/22/2009 5/14/2010 you need to enable content from Capsim Management Simulations. Please use the Web Spreadsheet version. 3. Excel will display a warning message that says the workbook contains macros. 2. Open this workbook again. Depending on your security settings. After logging in remember to click the Add-Ins tab to see the simulation menus. Inc. 2." 3. When the Security window opens select "Enable this content. available from website's Downloads area. "Always trust macros from this source" before you can click the Enable button.® Office/Excel 2007 Users: 1/22/2009 5/14/2010 1. you may have to check a box that says. Other Office/Excel versions: 1/22/2009 5/14/2010 1. Click on the "Options" button. and good luck in the simulation! Back Next Close DONE Language Portuguese Page OK Cancel About the simulation . Click the Enable Macros button. Thank you. Locate the "Security Warning" above the formula bar. Office/Excel 2008 Users: 9/11/2009 5/14/2010 We apologize but Microsoft has removed the ability to run 3rd party content from Excel 2008 for Mac.

You can continue working now or come back later. (Optional) Your instructor will see your decisions are ready. All decisions are ready. Your instructor will see your decisions are in progress. Please try again. but your User Name and Password were not recognized by the web site. User Validation Failed Draft Selection Start working on Round 1 Start new Draft based on updated Official Decisions Your Draft last saved Null Continue Draft Decisions Official Decisions updated Sep 16.Copyright 1986-2011 Save After selecting which decisions to save push the Save button below. 2010 @ 05:25 PM EDT by Null Your Draft may be out of date because Official Decisions were updated after you began your Draft. Sorry. . your decisions will be saved to the website. 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.

You can update Rehearsal Decisions as often as needed. and when you have completed or are ready to share your decisions. The simulation will use your Official Decisions when the round's results are calculated. Draft decisions will allow you to perform “what ifs” in a personal workspace separate from your company’s Rehearsal Decisions. Draft decisions allow you to perform “what ifs” in a personal workspace separate from your company’s Official Decisions. Periodically in your decision process. All Official Decisions are recorded in the Audit Trail. Periodically and when you have completed your decisions be sure to use File > Update Rehearsal Decisions. . Draft decisions are not recorded in the Audit Trail. The simulation will use your Rehearsal Decisions when the round's results are calculated. You can update Official Decisions as often as needed prior to the round deadline. Draft Decisions become more important when the competition begins. be sure to use File > Update Official Decisions.As you work through your company’s decisions you can save them either as Official Decisions or as a Draft. Draft out of date Choose Draft or Official No Official Decisions Start of Round As you work through your company's decisions you can save them either as Rehearsal Decisions or as a Draft.

.

.

.

.

.

cfm? MMKTG_2 loc=xlsMarketing Mktg NextCancel MPROD_1 Menu Production Production Buttons Cancel http://www.com/p ermanent_links/capstone links.com/p ermanent_links/capstone MRD_2 links.SlideID Comment Sheet msoBalloonType msoButtonSet The slide that appears when the workbook OPEN opens.cfm? MPROD_2 loc=xlsProduction Production NextCancel .capsim.capsim.capsim.com/p ermanent_links/capstone links. Logo Buttons Cancel TLIST_1 Top slide in Tutorial List Logo NA Cancel MRD_1 Menu R&D RandD Buttons Cancel http://www.cfm?loc=xlsRD RandD NextCancel MMKTG_1 Menu Mktg Mktg Buttons Cancel http://www.

com/p ermanent_links/capstone MTQM_2 links.capsim.cfm? loc=xlsAdvancedMarketi MAMK_2 ng MktgX NextCancel CONSTR Under Construction Logo Buttons Cancel ERROR_1 In maintenance Logo NA Cancel LOST Cannot find next slide NA BackClose .capsim.capsim.com/p ermanent_links/capstone MHR_2 links.cfm?loc=xlsFinance Finance BackCancel MFIN_3 Finance NA Cancel MHR_1 Menu HR Labor Buttons Cancel http://www.com/p ermanent_links/capstone MHR_3 links.capsim.MFIN_1 Menu Finance Finance Buttons Cancel http://www.cfm?loc=xlsLabor Labor NextCancel MTQM_1 Manu TQM TQM Buttons Cancel http://www.cfm?loc=xlsTQM TQM NextCancel Menu Advanced MAMK_1 Marketing MktgX Buttons Cancel http://www.com/p ermanent_links/capstone links.com/p ermanent_links/capstone MFIN_2 links.capsim.cfm?loc=xlsHR Labor NextCancel http://www.

.

HRD_1 Launch How to … R&D RandD NA BackNextClose HRD_2 RandD Bullets BackNextClose HRD_3 RandD NA BackNextClose HRD_4 RandD NA BackNextClose HRD_5 RandD Bullets BackNextClose HRD_6 RandD Bullets BackNextClose HRD_6a RandD Bullets BackNextClose .

HRD_7 RandD NA BackNextClose HRD_7a RandD NA BackNextClose HRD_8 RandD NA BackNextClose HRD_9 RandD NA BackNextClose HRD_10 RandD Bullets BackNextClose HRD_11 RandD Bullets BackNextClose .

HRD_11 RandD NA BackNextClose HRD_12a RandD Bullets BackNextClose HRD_12 RandD NA BackNextClose HRD_13a RandD NA BackNextClose HRD_13b RandD Bullets BackNextClose HRD_13 RandD NA BackNextClose HRD_14a RandD NA BackNextClose .

HRD_14 RandD NA BackNextClose HRD_15 RandD NA BackNextClose HRD_16 RandD NA BackNextClose HRD_17 RandD NA BackNextClose HRD_18 RandD NA BackNextClose HRD_19 RandD Bullets BackNextClose HRD_20a RandD Bullets BackNextClose .

HRD_20 RandD NA BackNextClose HRD_21 RandD Bullets BackNextClose HRD_22 RandD Bullets BackNextClose HRD_23a TutorialSim Exit RandD NA BackClose MUFIN_1 IncomeStatement NA NextClose UFIN_2 IncomeStatement NA BackNextClose UFIN_3 IncomeStatement NA BackNextClose .

UFIN_4 IncomeStatement NA BackNextClose UFIN_5 IncomeStatement NA BackNextClose UFIN_6 IncomeStatement NA BackNextClose UFIN_7 IncomeStatement NA BackNextClose UFIN_8 IncomeStatement NA BackNextClose UFIN_9 IncomeStatement NA BackNextClose .

UFIN_10 IncomeStatement NA BackNextClose UFIN_11 IncomeStatement NA BackNextClose UFIN_12 IncomeStatement NA BackNextClose UFIN_13 IncomeStatement NA BackNextClose UFIN_14 IncomeStatement NA BackNextClose UFIN_15 IncomeStatement NA BackNextClose .

UFIN_16 CashFlow NA BackNextClose UFIN_17 CashFlow NA BackNextClose UFIN_18 CashFlow NA BackNextClose UFIN_19 CashFlow NA BackNextClose UFIN_20 BalanceSheet NA BackNextClose UFIN_21 BalanceSheet NA BackNextClose UFIN_22 BalanceSheet NA BackNextClose UFIN_23 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 HLAB_7a Labor NA BackNextClose HLAB_7b Labor NA BackNextClose HLAB_7c Labor NA BackNextClose HLAB_8 Labor NA BackNextClose HLAB_9 Labor Bullets BackNextClose HLAB_10 Labor Bullets BackNextClose HLAB_11 Labor Bullets BackNextClose 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 HMKTG_17 Mktg NA BackNextClose HMKTG_18 Mktg NA BackNextClose HMKTG_18a Mktg NA BackNextClose .

HMKTG_19 Mktg Bullets BackNextClose HMKTG_20 Mktg NA BackNextClose HMKTG_21 Mktg NA BackNextClose Launch How to … HFIN_1 Finance Finance NA BackNextClose HFIN_2 Finance NA BackNextClose HFIN_3 Finance Bullets BackNextClose HFIN_4 Finance NA BackNextClose .

HFIN_5 Finance NA BackNextClose HFIN_6 Finance NA BackNextClose HFIN_7 Finance NA BackNextClose HFIN_8 Finance NA BackNextClose HFIN_9 Finance NA BackNextClose 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 .

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_1 Launch …Adv.

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 HAMK_18 MktgX NA BackNextClose 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 HTQM_3 TQM Bullets BackNextClose HTQM_4 TQM NA BackNextClose HTQM_5 TQM NA BackNextClose HTQM_6 TQM Buttons BackClose HTQM_6a TQM NA BackNextClose HTQM_6b TQM NA BackNextClose HTQM_7 TQM NA BackNextClose .

HTQM_8 TQM NA BackNextClose HTQM_9 TQM NA BackNextClose HTQM_10 TQM NA BackNextClose HTQM_11 TQM Buttons BackClose Launch How to … HPROD_1 Production Production Bullets BackNextClose HPROD_2 Production Bullets BackNextClose HPROD_3 Production #VALUE! BackNextClose .

HPROD_4 Production Bullets BackNextClose HPROD_5 Production NA BackNextClose HPROD_6 Production NA BackNextClose HPROD_7 Production Bullets BackNextClose HPROD_8 Production Bullets BackNextClose HPROD_9 Production NA BackNextClose HPROD_10 Production Bullets BackNextClose .

HPROD_11 Production Bullets BackNextClose HPROD_12 Production Bullets BackNextClose HPROD_13 Production NA BackNextClose HPROD_14 Production NA BackNextClose WKLD_1 Logo NA BackNextClose WKLD_2 Logo NA BackNextClose WKLD_3 Logo Bullets BackNextClose WKLD_4 Logo NA BackNextClose WKLD_5 Logo NA BackNextClose .

WKLD_6 Logo NA BackNextClose WKLD_7 Logo NA BackNextClose WKLD_8 Logo NA BackNextClose WKLD_9 Logo NA BackNextClose WKLD_10 Logo NA BackNextClose WKLD_11 Logo NA BackNextClose WKLD_12 Logo NA BackNextClose WKLD_13 Logo Buttons BackClose TDB_1 Initial TutorialDB Slide TutorialDB NA NextClose .

TDB_2 TutorialDB NA BackNextClose TDB_3 TutorialDB NA BackNextClose TDB_4 $9.00 TutorialDB NA BackNextClose TDB_4Low TutorialDB NA BackNextClose TDB_4High TutorialDB Bullets BackNextClose .

TDB_5 Using formulas TutorialDB NA BackNextClose TDB_6 TutorialDB NA BackNextClose TDB_7 TutorialDB NA BackNextClose .

TDB_8 TutorialDB NA BackNextClose TDB_9 TutorialDB NA BackNextClose TDB_10 TutorialDB NA BackNextClose TDB_11 TutorialDB Buttons None TDB_11a TutorialDB NA BackNextClose TDB_11b TutorialDB NA BackNextClose TDB_11c TutorialDB NA BackNextClose TDB_12 TutorialDB Bullets BackNextClose TDB_13 TutorialDB Bullets BackNextClose TDB_14 TutorialDB NA BackNextClose .

TDB_15 TutorialDB NA BackNextClose TDB_16 TutorialDB NA BackClose OFFL_1 Logo NA BackNextClose OFFL_5 Logo NA BackNextClose OFFL_6 Logo Bullets BackNextClose OFFL_7 Logo NA BackNextClose OFFL_8 Logo Buttons BackNextClose OFFL_8a Logo NA BackNextClose OFFL_8b Logo NA BackNextClose .

OFFL_8c Logo NA BackNextClose OFFL_9 Logo NA BackNextClose OFFL_10 Logo NA BackNextClose OFFL_11 Logo NA BackNextClose OFFL_12 Logo NA BackNextClose OFFL_13 Logo NA BackNextClose OFFL_14 Logo NA BackNextClose OFFL_15 Logo NA BackNextClose OFFL_16 Logo NA BackNextClose OFFL_17 Logo Buttons BackClose TXLS_1 TutorialDB NA BackNextClose TXLS_2 TutorialDB NA BackNextClose .

TXLS_3 TutorialDB NA BackNextClose TXLS_4 TutorialDB NA BackNextClose TXLS_5 TutorialDB NA BackNextClose TCOU_1 TutorialDB NA BackNextClose TCOU_2 TutorialDB NA BackNextClose TCOU_3 TutorialDB NA BackNextClose TCOU_4 TutorialDB NA BackNextClose TCOU_5 TutorialDB NA BackNextClose Foundation Workbook MXLS_F1 Tour begins here. Logo Bullets BackNextClose MXLS_F2 Logo NA BackNextClose MXLS_F3 Logo Bullets BackNextClose MXLS_F4 Logo NA BackNextClose MXLS_F5 RandD_F Bullets BackNextClose .

MXLS_F6 RandD_F Bullets BackNextClose MXLS_F7 RandD_F NA BackNextClose MXLS_F8 Mktg_F Bullets BackNextClose MXLS_F9 Mktg_F NA BackNextClose MXLS_F10 Mktg_F NA BackNextClose MXLS_F11 Production_F Bullets BackNextClose MXLS_F12 Production_F NA BackNextClose .

MXLS_F13 Production_F NA BackNextClose MXLS_F14 Finance NA BackNextClose MXLS_F15 Finance NA BackNextClose MXLS_F16 Finance NA BackNextClose MXLS_F17 Finance NA BackNextClose MXLS_F18 BalanceSheet NA BackNextClose MXLS_F19 BalanceSheet NA BackNextClose .

MXLS_F20 IncomeStatement_F NA BackNextClose MXLS_F21 IncomeStatement_F NA BackNextClose MXLS_F22 CashFlow NA BackNextClose MXLS_F23 CashFlow NA BackNextClose MXLS_F24 Ratios NA BackNextClose MXLS_F25 Logo Buttons BackNextClose Capstone® Rehearsal .

Rehearsal Simulation RSIMC1_1 Round 1 Logo NA NextClose RSIMC1_1a Logo NA BackClose RSIMC1_1b Logo NA BackClose .

RSIMC1_2 RandD NA BackNextClose RSIMC1_3 RandD BackNextClose RSIMC1_4 RandD NA BackNextClose RSIMC1_5 RandD Bullets BackNextClose .

RSIMC1_6 RandD Bullets BackNextClose RSIMC1_7 RandD Bullets BackNextClose RSIMC1_8 RandD NA BackClose RSIMC1_9 RandD NA BackNextClose RSIMC1_10 RandD NA BackClose RSIMC1_11 RandD Bullets BackNextClose RSIMC1_12 RandD BackNextClose .

RSIMC1_13 RandD BackClose RSIMC1_14 RandD BackNextClose RSIMC1_15 RandD Bullets BackNextClose RSIMC1_16 RandD NA BackNextClose RSIMC1_17 RandD NA BackNextClose RSIMC1_18 RandD NA BackNextClose RSIMC1_19 RandD Bullets BackNextClose .

RSIMC1_20 RandD Bullets BackNextClose RSIMC1_21 RandD NA BackNextClose RSIMC1_22 RandD NA BackNextClose RSIMC1_23 RandD BackNextClose RSIMC1_24 RandD BackClose RSIMC1_25 RandD BackNextClose RSIMC1_26 RandD BackClose RSIMC1_27 RandD BackNextClose RSIMC1_28 RandD BackClose RSIMC1_29 RandD BackNextClose RSIMC1_30 RandD BackNextClose RSIMC1_31 RandD BackClose RSIMC1_32 RandD BackNextClose .

RSIMC1_33 RandD BackClose RSIMC1_34 RandD BackNextClose RSIMC1_35 RandD BackClose RSIMC1_36 RandD Bullets BackNextClose RSIMC1_37 RandD NA BackNextClose RSIMC1_38 RandD NA BackClose RSIMC2_1 Start Round 2 Logo Buttons BackNextClose .

RSIMC2_2 RandD Bullets BackNextClose RSIMC2_3 Mktg Bullets BackNextClose RSIMC2_4 Mktg Bullets BackNextClose RSIMC2_5 Mktg Bullets BackNextClose RSIMC2_6 Logo NA BackNextClose RSIMC2_7 Logo NA BackClose RSIMC2_100 Tour Courier Logo NA BackNextClose .

RSIMC2_101 Courier1 Bullets BackNextClose RSIMC2_102 Courier1 NA BackNextClose RSIMC2_103 Courier2 NA BackNextClose RSIMC2_104 Courier2 Bullets BackNextClose RSIMC2_105 Courier2 Bullets BackNextClose RSIMC2_106 Courier2 NA BackNextClose .

RSIMC2_107 Courier3 Bullets BackNextClose RSIMC2_108 Courier3 Bullets BackNextClose RSIMC2_109 Courier3 NA BackNextClose RSIMC2_110 Courier4 Bullets BackNextClose RSIMC2_111 Courier4 NA BackNextClose RSIMC2_112 CourierSeg Bullets BackNextClose .

RSIMC2_113 CourierSeg NA BackNextClose RSIMC2_114 CourierSeg NA BackNextClose RSIMC2_115 CourierSeg NA BackNextClose RSIMC2_116 CourierSeg NA BackNextClose RSIMC2_117 CourierSeg NA BackNextClose RSIMC2_118 CourierSeg NA BackNextClose RSIMC2_119 Courier10 NA BackNextClose RSIMC2_120 Courier11 NA BackNextClose RSIMC2_121 Courier12 NA BackNextClose .

RSIMC2_122 AnnRpt1 NA BackNextClose RSIMC2_123 AnnRpt2 NA BackNextClose RSIMC2_124 Logo NA BackNextClose RSIMC3_1 Start Round 3 Logo Buttons NextClose RSIMC3_2 RandD Bullets BackNextClose RSIMC3_3 Mktg Bullets BackNextClose RSIMC3_4 Production Bullets BackNextClose RSIMC3_5 Logo NA BackClose .

RSIMC4_1 Start Round 4 Logo NextClose RSIMC4_2 RandD Bullets BackNextClose RSIMC4_3 Logo BackClose RSIMC5_1 Start Round 5 Logo Buttons Close RSIMC5_2 Rehearsal Restart Logo Buttons BackClose RSIMC6_1 Logo NA Cancel RSIMC7_1 Logo NA Cancel RSIMC8_1 Logo NA Cancel RSIMC9_1 Logo NA Cancel Uncoached Rehearsal: .

RSIMU1_1 Logo Buttons None RSIMU2_1 Logo Buttons None RSIMU3_1 Logo Buttons None RSIMU4_1 Logo Buttons None RSIMU5_1 Logo Buttons None RSIMU6_1 Logo NA Ok RSIMU7_1 Logo NA Ok RSIMU8_1 Logo NA Ok RSIMU9_1 Logo NA Ok RSIMU Logo Buttons None Foundation® Rehearsal NA .

RSIMF1_1 Round 1 Logo NA NextClose RSIMF1_2 RandD_F NA BackNextClose RSIMF1_3 RandD_F NA BackNextClose . Start Foundation Rehearsal Simulation.

RSIMF1_4 RandD_F NA BackNextClose RSIMF1_5 RandD_F Bullets BackNextClose RSIMF1_6 RandD_F Bullets BackNextClose RSIMF1_7 RandD_F Bullets BackNextClose RSIMF1_8 RandD_F NA BackClose RSIMF1_9 RandD_F NA BackNextClose RSIMF1_10 RandD_F NA BackClose RSIMF1_11 RandD_F Bullets BackNextClose .

RSIMF1_12 RandD_F Bullets BackNextClose RSIMF1_13 RandD_F BackClose RSIMF1_14 RandD_F BackNextClose RSIMF1_15 RandD_F Bullets BackNextClose RSIMF1_16 RandD_F NA BackNextClose RSIMF1_17 RandD_F NA BackNextClose .

RSIMF1_18 RandD_F NA BackNextClose RSIMF1_19 RandD_F Bullets BackNextClose RSIMF1_20 RandD_F NA BackNextClose RSIMF1_21 RandD_F Bullets BackNextClose RSIMF1_22 RandD_F BackNextClose RSIMF1_23 RandD_F NA BackNextClose RSIMF1_24 RandD_F BackClose RSIMF1_25 RandD_F BackNextClose RSIMF1_26 RandD_F BackClose RSIMF1_27 RandD_F BackNextClose RSIMF1_28 RandD_F BackClose RSIMF1_29 RandD_F BackNextClose .

RSIMF1_30 RandD_F Bullets BackNextClose RSIMF1_31 RandD_F NA BackClose RSIMF2_1 Start Round 2 Logo Buttons NextClose RSIMF2_2 Suggestions for Able RandD_F Bullets BackNextClose RSIMF2_3 Mktg Bullets BackNextClose RSIMF2_4 Logo BackClose .

RSIMF2_100 Tour FastTrack Logo NA BackNextClose RSIMF2_101 Courier1 Bullets BackNextClose RSIMF2_102 Courier1 NA BackNextClose RSIMF2_103 Courier2 NA BackNextClose RSIMF2_104 Courier2 Bullets BackNextClose RSIMF2_105 Courier2 Bullets BackNextClose RSIMF2_106 Courier2 NA BackNextClose .

RSIMF2_107 Courier3 Bullets BackNextClose RSIMF2_108 Courier3 Bullets BackNextClose RSIMF2_109 Courier3 NA BackNextClose RSIMF2_110 Courier4 Bullets BackNextClose RSIMF2_111 Courier4 NA BackNextClose RSIMF2_112 CourierSeg Bullets BackNextClose .

RSIMF2_113 CourierSeg NA BackNextClose RSIMF2_114 CourierSeg NA BackNextClose RSIMF2_115 CourierSeg NA BackNextClose RSIMF2_116 Courier10 NA BackNextClose RSIMF2_117 Courier11 NA BackNextClose RSIMF2_118 Courier12 NA BackNextClose RSIMF2_119 AnnRpt1 NA BackNextClose RSIMF2_120 AnnRpt2 NA BackNextClose .

RSIMF2_121 Logo NA BackNextClose RSIMF3_1 Start Round 3 Logo Buttons NextClose RSIMF3_2 Suggestions for Able RandD_F Bullets BackClose RSIMF4_1 Start Round 4 Logo Buttons NextClose RSIMF4_2 Suggestions for Able Logo Bullets BackClose .

RSIMF5_1 Start Round 5 Logo Buttons Close RSIMF6_1 Start Round 6 Logo NA Cancel RSIMF7_1 Start Round 7 Logo NA Cancel RSIMF8_1 Start Round 8 Logo NA Cancel RSIMF9_1 Start Round 8 Logo NA Cancel .

The slide that appears when the workbook FORMTEST opens. Logo Bullets NextClose . Logo Bullets Cancel Comp-XM® Begins Here The slide that appears when Comp-XM® opens Comp1_1 workbook opens.

Comp1_2 Comp1_3 Comp1_4 Comp1_5 .

Comp1_6 Comp1_7 Comp1_8 Comp1_9 .

Comp1_10 Comp1_12 Comp1_13 Comp1_14 BackClose .

i. before launching the Department website tutorial. or by clicking the Coach button at the top of the toolbar.e.e. If it is not visible check your task bar. If it is not visible check your task bar.<br><br>To access the R&D. If you do not see the JumpBackNo JumpNextYesOK Add-Ins tab. Internet Explorer. Your tutorial should be loading. i. Office 2007 Users. Welcome to the R&D department. guage your projected results for the upcoming year from the Proformas menu.<br><br>As you finalize your decisions. select the Decisions menu.<br><br>To begin. Internet Explorer.<br><br>Best of luck!<br><br>(You can choose the Office Assistant for the coach from the Greetings! CAPSTONE® MENU. before launching the Department website tutorial. Header click Text the Add-Ins tab above.e.) Which Tutorial? Please select a category.<br><br>Please have a browser Production opened. Production and Finance areas. MMKTG_1 MPROD_1 Welcome to the Production department.<br><br>Please have a browser Marketing opened. review last year's results (which are this year's starting conditions) from the Courier menu. i. MRD_1 MMKTG_1 Welcome to the Marketing department.<br><br>Please have a browser opened. Your tutorial should be loading. Please feel free to view other Marketing tutorials and demonstrations found in your Department welcome page.<br><br>I am your coach. Internet Explorer. If it is not visible check your task bar. Please Note: To see the Capstone/Foundation/Comp-XM menu selections. please resize the spreadsheet by double clicking the blue bar at the top of the window. Please feel free to view other tutorials and demonstrations found in your R&D Department welcome page. Marketing. Please feel free to view other Production tutorials and demonstrations found in your Department welcome page. You can enable me at any time by clicking CAPSTONE MENU in the menu at the top of the display. R&D Department before launching the website tutorial. Your tutorial should be loading. MPROD_1 MFIN_1 .

MAMK_1 MAMK_1 Down for We are sorry. If it is not visible check your task bar. MHR_1 MHR_1 Your tutorial should be loading. Internet Explorer. Please feel free to view other Total Quality tutorials and demonstrations found in your Management welcome page. Internet Explorer.e. but that tutorial is temporarily down maintenance for maintenance. i.e. before launching the Management website tutorial. Your tutorial should be loading. If it is not visible check your task bar.<br><br>Please have a browser Total Quality opened. Your tutorial should be loading. i. Please feel free to view other Advanced tutorials and demonstrations found in your Marketing Module welcome page. If it is not visible check your task bar. ERROR_1 ERROR_1 Could not find slide in database . Advanced i. Please accept our apologies.e. Welcome to the Finance department. If it is not visible check your task bar.<br><br>Please have a browser opened. before launching the HR Department website tutorial.e.<br><br>Please have a browser Finance opened. Please accept our apologies. Please feel free to view other tutorials and demonstrations found in your Labor Negotiations welcome page. Internet Explorer. MHR_1 MHR_1 Welcome to the Quality department. but this option is temporarily down Our apologies for maintenance. We are sorry. before launching the Department website tutorial. before launching the website Marketing Module tutorial. Please feel free to view other Finance tutorials and demonstrations found in your Department welcome page. MFIN_1 MFIN_3 Message to Managers Good luck in running your company! MFIN_1 Welcome to the Human Resources deparment. Your tutorial should be loading. i. Your tutorial should be loading. Please feel free to view other tutorials and demonstrations found in your HR Module welcome page. Internet Explorer.<br><br>Please have a browser opened. MTQM_1 MTQM_1 Welcome to the Advanced Marketing Module. If it is not visible check your task bar.

.

The Perceptual Map at the lower left is a marketing tool used to show how well your products meet customer expectations. Over time they the R&D expect products to become smaller and more Department powerful. the product's Performance and the R&D Size. MRD_1 HRD_2 Customers look for four things in a product's design (the customer buying criteria can be found Getting To Know in each segment analyses of the Courier report). <br><br>Your customers are primarily concerned with two characteristics. HRD_3 HRD_5 Try entering different coordinates for each of your products.<br><br>In general. Please Save your decisions before doing this tour. The Pink label tells you Getting To Know where it will be when it emerges from R&D and the the R&D Revision Date tells you when it completes from the Department R&D department. Welcome to the R&D department. Production. the Getting To Know product's Performance and Size.<br><br>The marketplace evolves continuously. As the years Getting To Know pass. HRD_4 HRD_6 Getting To Know the R&D Department #VALUE! HRD_5 HRD_7 Getting To Know the R&D Department #VALUE! . HRD_2 HRD_4 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. Later you can use Undo to Last Save to restore your decisions. planning begins in R&D. customers expect smaller. the R&D three of which are determined in the R&D Department department: HRD_1 HRD_3 Positioning. January 1st. Your customers are primarily concerned with two Getting To Know characteristics. Over time they expect products to become Department smaller and more powerful. more powerful the R&D products. then proceeds through Marketing. Your R&D department updates existing Department product designs and invents new products. The Black label tells you where Able is today. Notice the Black and Pink labels on the perceptual map. and Finance.

you may pass those costs on to Getting To Know them. they want your sensor to last forever. Reliability is the third factor of importance in a customer's buying criteria. with half its Getting To Know former age. You control the product age by moving the product on the perceptual map. It becomes the "new-and-improved" product. Department Here are the ranges: . and they reward you with increased Getting To Know demand as you increase MTBF above the the R&D minimum up to a point where they do not care. For instance. Its age is cut in half on the day it emerges from R&D. Its age is cut in half on the day it emerges from R&D. customers perceive it as younger. HRD_6 HRD_9 You control the product age by moving the product on the perceptual map. Ranges are found in the customer buying criteria in each of the Getting To Know segment analyses. We measure reliability in hours. they know that the higher the MTBF specification.<br><br>The "Age at Revision" tells the R&D you what the new perceived age will be on the day Department the project completes. and they reward you with increased Getting To Know demand as you increase MTBF above the the R&D minimum up to a point where they do not care. customers perceive it as younger. HRD_7 Customers feel torn about reliability. with half its Getting To Know former age. When a product is moved. On the other hand.<br><br>The "Age at Revision" tells the R&D you what the new perceived age will be on the day Department the project completes. It becomes the "new-and-improved" product. High tech customers help make a buying decision based on an industry range. MTBF or Mean Time Before Failure. When a product is moved. the higher the material costs. As a result. Outside a range of a segment the R&D may result in a loss of demand (if less) or no Department additional demand (if more). Department Here are the ranges: HRD_9 In the end customers require a minimum Reliability. Try increasing and decreasing the Department MTBF specifications for your products. On the one hand. HRD_7 HRD_11 In the end customers require a minimum Reliability.<br><br>You can see this in the Material the R&D Cost chart.

your company Department can manufacture up to 8 products. position the product with a Performance and Size coordinate. proven designs. Of course. Lastly. the first letter should match the first letter of your company. the first letter should match the first letter of your company. Next.scope and focus. HRD_13b HRD_14 . HRD_12 HRD_12 Let's invent a new product. HRD_13 HRD_13b Getting To Know the R&D This brings us to the last. the R&D Some customers want old.<br><br>Give your product a name in a row that begins with "Na". HRD_9 HRD_12a Getting To Know Management can expand the company by the R&D inventing new products. Move one of Getting To Know your products to the leading edge of segment's the R&D circle and increase the MTBF. the better the technology. Notice the effect in Department the Material Cost chart. HRD_13a HRD_13 Getting To Know the R&D Department HRD_13b HRD_14 "Age at Revision" addresses the customer's next Getting To Know important concern. In total. position the product with a Performance and Size coordinate. while Department others want new designs. Keep in mind. the age of the product design.<br><br>Give your product a name in a row that begins with "Na". By convention. By convention. Lastly. you are keenly concerned with both MTBF and Positioning because both form your products' material costs. Next.<br><br>Try this experiment. give your product a reliability that would satisfy a Getting To Know particular segment's buying criteria (remember to the R&D verify the acceptable MTBF range found in pages Department 5-9 of the Courier). HRD_12a HRD_13a Let's invent a new product. the higher the material costs. and most strategic Department concerns in R&D -. give your product a reliability that would satisfy a Getting To Know particular segment's buying criteria (remember to the R&D verify the acceptable MTBF range found in pages Department 5 and 6 of the FastTrack).

Try increasing and decreasing the Department MTBF specifications for your products. HRD_16 HRD_18 Customers feel torn about reliability. they know that the higher the MTBF specification. they want your sensor to last forever. with half its Getting To Know former age. Department Here are the ranges: HRD_18 HRD_20 In the end customers require a minimum Reliability. HRD_17 HRD_19 In the end customers require a minimum Reliability. You control the product age by moving the product on the perceptual map. It is driven by Department MTBF. and they reward you with increased Getting To Know demand as you increase MTBF above the the R&D minimum up to a point where they do not care. and they reward you with increased Getting To Know demand as you increase MTBF above the the R&D minimum up to a point where they do not care. A product could start out the year too old to satisfy customers. customers perceive it as younger.<br><br>The "Age at Revision" tells the R&D you what the new perceived age will be on the day Department the project completes. its age profile looks like a Department saw tooth. Its age is cut in half on the day it emerges from R&D. HRD_14 HRD_16 Getting To Know the R&D Department #VALUE! HRD_15 HRD_17 That's two of the things customer's care about in Getting To Know the design.<br><br>You can see this in the Material the R&D Cost chart. the higher the material costs. When a product is moved. When a product the R&D is revised in mid-year.<br><br>Reliability is the third.<br><br>This is Getting To Know captured in the Age Profile chart. On the other. then emerge in mid-year at a new location with a younger age. On the one hand. It becomes the "new-and-improved" product. Department Here are the ranges: HRD_18 HRD_20 . Chances are. Positioning and the R&D Age. or Mean Time Before Failure. HRD_13 HRD_15 Revisions can affect your product's demand during the year. you will pass those costs on to Getting To Know them.

and most strategic Department concerns in R&D -. provide a record Understanding of earnings (or losses) by comparing sales Financial revenues vs. HRD_20 HRD_22 Getting To Know the R&D This brings us to the last. HRD_19 HRD_21 Getting To Know the R&D Department Let's invent a new product.page 3 of Last Year's Reports Financial -. the higher the material costs.<br><br>Try this experiment.sometimes referred to as the “top line” -- are reported in $ terms (rather than units) for the previous two years on the Income Statement. via the Income Statement Income Statement Survey. Earnings (or profits) Income Statement are a fundamental success indicator. The Understanding Financial Analysis -.<br><br>If you saved your decisions when this tutorial began. HRD_21 0 This completes the R&D tutorial. please do an Undo To Last Save in the Undo Getting To Know Menu above. Income Statement to try and improve “the bottom Income Statement line” – profits. In general. sometimes referred to as Profit & Loss or P&L Statements.in this case. While MTBF is a major factor.provides a comparison between your firm and Statements. UFIN_2 UFIN_4 . competing teams. MUFIN_1 UFIN_3 Sales -. UFIN_2 Investors use Income Statements as part of their assessment of a firm’s value. the higher the technology. This will throw away any changes the R&D you made during the tutorial and restore your Department decisions. Watch the effect upon the Department Material Cost chart. Creditors use Understanding Income Statements as part of the determination on Financial a firm’s credit worthiness. Move your products. HRD_22 Income Statements. time . Of course.scope and focus. Managers use the Statements. annually. you are keenly concerned with your material costs. making them Getting To Know more high tech by increasing the performance and the R&D reducing the size. material costs are also driven by the product's Positioning. expenses over a specific period of Statements.

It decreases the firm’s tax liability by reducing net profits. you stocked out of the product and Statements. Financial The “Round Analysis” (Inventory) and “Analyst Statements. If you have $0 Inventory Financial Carry costs. The Contribution Margin is also reported on Page 1 of Last Year's Reports for comparison with competing teams. <br><br>A Understanding general minimum benchmark for success is a 30% Financial Contribution Margin. missed sales. Income Statement your carry costs will be high. Round 0 report Net Margin as a mediocre Income Statement benchmark. Are your current Sales above Income Statement or below market expectations? UFIN_3 UFIN_5 Subtracting Variable Costs from Sales determines your Contribution Margin. UFIN_6 UFIN_8 Understanding Period Costs are subtracted from the Contribution Financial Margin to drive the Net Margin. Financial and factor in the annual overall growth rate in Statements.in Income Statement order to reconcile. The “Round Analysis” and Statements. <br><br>Depreciation is Understanding reflected as a gain on the Cash Flow statement. Report” (Forecasting) on the website provide Income Statement coaching and troubleshooting suggestions. If you have excessive inventory. UFIN_4 UFIN_6 Inventory Carry costs are driven by the number of units in the warehouse X 12% of their production Understanding costs (material & labor). and provides a truer picture of a company’s value.even Statements. Are you above or below average for your industry? Understanding Consider your Sales from the Round 0 reports. UFIN_7 UFIN_9 Depreciation is an accounting principle that allows companies to devalue the portion of equipment that is “used up” during a given period. Look at your Statements. Older plants are generally worth less than brand new plants. UFIN_8 UFIN_10 . a drain on resources. “Analyst Report” on the website provide coaching Income Statement and troubleshooting suggestions. UFIN_5 UFIN_7 Sound sales forecasts matched to reasonable production schedules will result in a modest Inventory Carry cost for each product line – Understanding meaning no stock outs or excessive production. customer demand. though you never actually write a check for it -. Financial but is expensed on the Income Statement -.

as cash is being Flow Statement sucked out of the cash account.Cash parenthesis with a sucking sound. Understanding <br><br> The “Analyst Report” (Wealth Creation) Financial on the website provides additional details on the Statements. The Round 0 figure serves as an additional benchmark. ROS. UFIN_11 UFIN_13 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.Cash link between depreciation and Free Cash Flow Flow Statement analysis. and ROA are all affected Income Statement by net profits. or Income Statement not targeting your spending wisely. Parenthesis means a loss Flow Statement rather than a profit. discussed in detail in the “Analyst Report” on the Income Statement website (Financial Structure). and reconciles net profit back to cash. to a Statements.can negate an otherwise profitable year in some Financial instances. Excessive interest -- especially on high interest rate Emergency Loans Understanding -. and against the Round 0 benchmark. SG&A is also reported on Page 1 of the Capstone Courier or Foundation FastTrack report for comparison with competing teams. SG&A reflects the rate of return you are generating from Understanding your R&D and Marketing expenses. too little. <br><br> Proper debt management is Statements. as you are either spending too much. UFIN_13 UFIN_15 Depreciation is expensed on the Income Statement even though you never actually write a check for it. UFIN_9 UFIN_11 Short-term and Long-term interest payments can be compared with competing teams on the Income Statement Survey (page 3 of the Capstone Courier or Foundation FastTrack report). Statements. Associate numbers in Statements. UFIN_14 UFIN_16 . large extent).Cash Income Statement. UFIN_10 UFIN_12 Net Profit impacts many of the financial measures Understanding associated with business success: EPS (which Financial drives stock prices and Market Capitalization. Understanding <br><br> Emergency Loans are diagnosed via the Financial Cash Flow Statement. It shows how much cash is on hand. and is added back to the cash account on the Cash Flow Statement in order to reconcile. UFIN_12 UFIN_14 Understanding Financial Net Income is the same as net profit from the Statements. Higher Financial percentages mean you should review your tactics. ROE. annually.

and by whom. it means you Statements.Cash running and stave off “Big Al’ and his high-interest Flow Statement Emergency Loan. UFIN_21 UFIN_23 Understanding Financial Statements. or what is owned. and are usually matched with bond Financial and/or stock issues. UFIN_18 UFIN_20 The Balance Sheet identifies what is owned by the company. UFIN_22 How To Use the Welcome to the HR Module tutorial. <br><br> Creditors have claim to the Accounts Payable (suppliers). UFIN_20 UFIN_22 Liabilities & Owner’s Equity represent by whom . UFIN_19 UFIN_21 Understanding Financial Statements. This completes the "Understanding Financial Balance Sheet Statements" tutorial.Cash had an Emergency Loan last year and another one Flow Statement this year. Current (short term) Debt (bankers).in terms of ownership of the assets. relationships represented by various stakeholders Balance Sheet on the Balance Sheet. This module HR Module only applies if turned on by your professor. Assets Balance Sheet always equal Liabilities plus Owners Equity. UFIN_16 UFIN_18 Understanding If Net Change in Cash Position shows $0. TLIST_2 HHR_2 . <br><br> Stockholders have claim to the common stock. and Financial Closing Cash Position also shows $0.Cash you identify specific product lines with excessive Flow Statement inventories. Failure to raise enough capital Statements.Cash to cover Plant Improvements is another common Flow Statement cause of Emergency Loans. Assets are the company. Page 4 of the Capstone Financial Courier or Foundation FastTrack report will help Statements. as that represents the value of re- Statements. on a specific date. Financial That provides just enough to keep the business Statements. Excessive Inventory is one of the primary causes Understanding of an Emergency Loan. and Long Term debt (bond-holders). investments into the firm (as opposed to dividend Balance Sheet payouts). UFIN_15 UFIN_17 Plant Improvements are considered long-term Understanding investments. Understanding <br><br> And Management has claim on Retained Financial Earnings. The Understanding “Analyst Report” (Financial Structure) on the Financial website provides detailed coverage of the Statements. UFIN_17 UFIN_19 Closing Cash Position tells you how much cash you have on hand. Between 3-5% of Sales (see Understanding Income Statement) is a good benchmark for cash.

the complement decision is on the How To Use the Production worksheet.<br><br>Let's begin with complement.How To Use the When the HR module is enabled. This leads to a smaller. Dramatically reduce your production schedule. then Production. need. more stable workforce. you make three HR Module. the table. try How To Use the reducing your complement to drive up overtime. Watch the effect on labor cost per unit. recruiting and training improve productivity and reduce turnover.<br><br>Try this experiment. HHR_2 HHR_4 How To Use the Workforce Complement appears at the bottom of HR Module. Watch your labor cost per unit skyrocket as idle workers are paid to do nothing. leaving complement alone. HHR_3 HHR_5 Labor costs are driven in part by overtime and second shift work. Because headcounts drive overtime. In the menu. decisions: HHR_1 HHR_3 In general. HHR_5 HHR_7 . if you change the production schedule. click Strategy. HR Module.<br><br>It never How To Use the makes sense to have more workers than you HR Module. HR Module. Then click Next. your needed complement will change. HHR_4 HHR_6 Similarly.<br><br>As an experiment.

you would need to increase workforce complement by an additional 2/52 or 3. HHR_8 HHR_10 Training Hours. <br><br>"$0" means no extraordinary effort is spent recruiting new How To Use the people. Your decision amount is added to the base amount of $1000 per new employee. "Which shift is more profitable? First shift or second shift?" The answer will surprise you. especially at high automation levels. The higher the budget. resulting in a higher productivity index and lower turnover.<br><br>TIP. Each training hour costs $20 per worker in additional How To Use the training costs.8% to cover workers in training class. HHR_9 HHR_11 . <br><br>For example. costs?) HHR_6 HHR_8 Now let's return to the HR worksheet to examine How To Use the recruiting and training. Human Resources . set your Production Schedule to match first shift capacity. and look at the Proforma Income Statement. To find it. Set your marketing sales forecast to 5000 on each product. adjust the Complement. another worker fills their position. avoid overtime and overstaffing. HHR_7 HHR_9 Recruiting Spend is the "extra" amount you budget per worker to recruit high caliber workers. second shift is usually desirable. thereby forcing a stock out on your proforma Income Statement. Diminishing returns apply after $5000 per HR Module. (Hint. It will show profits on first shift. then click Next. if you send workers to 80 hours of training. When a worker is in training. In the menu. worker. and look at the Income Statement How To Use the again. Try this experiment. set the Complement. Now double the Production Schedule. Does second shift pay for fixed HR Module. Workers can spend up to 80 hours (two weeks) in training each year. your Complement requirements increase. The number hours each year that workers are taken off-line for training and development. HR Module. As a rule of thumb. Next. the better the worker. Therefore.<br><br>Training produces a higher productivity index and lower turnover rate. However. click Strategy / HR Module. ask the question.

HLAB_1 HLAB_3 How To Use the Labor Negotiation The new wage and benefits will be implemented Module. on: HHR_12 HHR_14 How To Use the This completes the How To Use the HR Module. normal turnover is 10%. on January 1st of the following year. Turnover would fall towards 5%. HHR_13 How To Use the Labor Negotiation Welcome to the How To Use the Labor Negotiation Module Module tutorial. last year your Income Statement's Direct Labor costs were $0. HHR_10 HHR_12 Your biggest payoff from recruiting and training derives from improved productivity. HHR_11 HHR_13 How To Use the To summarize. A 10% productivity How To Use the improvement would save about $0. Labor may strike for days. next year. cells: HLAB_4 HLAB_6 How To Use the Labor Negotiation Four points to remember before you make your Module. HLAB_3 HLAB_5 How To Use the Labor Negotiation The areas of negotiation are noted in the green Module. decisions: HLAB_5 HLAB_7 . HLAB_2 HLAB_4 How To Use the There is a chance that if the negotiation does not Labor Negotiation go well. If you replace 10% of the workforce each round with high caliber people. or Module. the effect is cumulative. HR Module. tutorial. when the HR module is switched HR Module. and HR Module. TLIST_2 HLAB_2 Your contract with Labor expires on October 1st of How To Use the this year. weeks. during the remaining part of this year . Although it may take several years to see a significant impact from recruiting and training. and a 20% HR Module. improvement would save about $0 each year. <br><br>For example. months.<br><br>For example. in a few years you would replace most of your original How To Use the workforce. with it your need to spend money on recruiting. This is when Management and the Labor Labor Negotiation Union must renegotiate wages and benefits for Module.

20 (10% more Module.20 (10% more than Module.Maximum length of a strike is 12 weeks. The correct answer is $24.The Labor Negotiation other departments are not part of the union.<br><br>Go Labor Negotiation ahead and type in a starting wage position of $22. Module. <br><br> Point 4 . HLAB_8 HLAB_10 How To Use the Labor Negotiation Module. a one week strike will be How To Use the the last week of the year. HLAB_7 HLAB_8 How To Use the Nice try but the right answer is noted in the yellow Labor Negotiation cell. <br><br> Point 3 . STEP 2: It's now time to Negotiate. Only Module. than $22). production workers. OR HLAB_10 HLAB_12 How To Use the Labor Negotiation What will cause a strike? Strikes last 1 week for Module. HLAB_7 HLAB_9 What will happen during the Negotiation period? How To Use the <br><br> STEP 1: What will Labor be demanding? Labor Negotiation Labor develops a set of demands based upon its Module.Strikes occur at the last part of the year. HLAB_9 HLAB_11 How To Use the Labor Negotiation Module. knowledge of all the opening offers. Point 1. every: HLAB_11 HLAB_13 . $22). Negotiation Ceiling is calculated for you. HLAB_7 HLAB_8 How To Use the Labor Negotiation Module. What is the Ceiling? HLAB_6 HLAB_8 How To Use the Nice try but the right answer is noted in the yellow Labor Negotiation cell. Good job! See this isn't so hard. For example. HLAB_7 HLAB_8 Point 2 . It is always at 10% more than your Starting Position How To Use the (which is the decision you entered). The correct answer is $24.

HMKTG_3 HMKTG_5 . the worksheet makes it the Marketing easy to test the trade-off between demand and Department profit. <br><br> Good Luck! HLAB_12 Getting To Know Welcome to the Marketing the Marketing department. At the start of the simulation. but with reduced margins you might produce little or no Getting To Know profit. Traditional Customers expect a price between $20 and $30.<br><br>When you price within the range. the worksheet makes it the Marketing easy to test the trade-off between demand and Department profit. Pricing high lowers demand for the product. Module. demand follows a classic price-demand curve. Low Tech Customers expect a price between $15 and $35. Pricing high lowers demand for the product. for example. At the start of the simulation. HMKTG_2 HMKTG_4 Getting To Know the Marketing Outside the expected price range demand falls Department quickly to zero. but whatever you do sell offers high margins. Pricing low increases demand. HMKTG_1 HMKTG_3 Getting To Know the Marketing Department Let's try a few prices for Cid.<br><br>The Marketing screen drives Department 3 of the 4 Ps: RSIMC2_1 HMKTG_2 Pricing.<br><br>When you price within the range. Each segment expects price to fall within a range.<br><br>Fortunately. for example. Each segment expects price to fall within a range. HMKTG_2 HMKTG_4 Getting To Know the Marketing Department Let's try a few prices for Cake. but whatever you do sell offers high margins. <br><br> Remember to How To Use the analyze the Human Resource Summary on the Labor Negotiation Capstone Courier prior to making decisions. HMKTG_1 HMKTG_3 Pricing. My last bit of advice. Pricing low increases demand.<br><br>Fortunately. but with reduced margins you might produce little or no Getting To Know profit. demand follows a classic price-demand curve.

Starting at $0. Starting at $0. Each year you lose 1/3rd of last year's the Marketing awareness.4 million promotion budget. High Getting To Know tech Customers expect a price between $30 and the Marketing $40.<br><br>But there is a catch. The more you spend. For example. HMKTG_6a HMKTG_8 Promotion. HMKTG_6 HMKTG_9 The Promotion Budget creates awareness. try increasing Promotion Budget in steps of $500 (000). the High tech segment's price Department range fell to $29. In round 1.) the Marketing Watch the Computer Prediction as you increase Department the budget. the more awareness you create.00 and Department $39.00.00 and Department $35.) the Marketing Watch the Computer Prediction as you increase Department the budget. We really need a price between $29. Customers Getting To Know forget.5 million.50 to $39.50 each year. HMKTG_9 HMKTG_11 You can see the impact upon Cake's demand. (Budgets are entered in Getting To Know thousands. HMKTG_8 HMKTG_10 You can see the impact upon Cid's demand. try increasing Promotion Budget in steps of $500 (000). so $500 means $500 thousand. so $500 means $500 thousand. The Promotion Budget creates awareness about your product. at the start of the simulation. We really need a price between $15. HMKTG_6 Getting To Know the Marketing Oops. At $1. As the years pass there is a downward pressure on price. You can replace the third lost by giving Department a $1. Above $3 million diminishing returns apply. (Budgets are entered in Getting To Know thousands.50. HMKTG_4 HMKTG_6 Getting To Know the Marketing Department #VALUE! HMKTG_5 HMKTG_8 Getting To Know the Marketing Department #VALUE! HMKTG_4 HMKTG_8 Getting To Know the Marketing Oops.00. you create an additional 36% awareness. HMKTG_9 HMKTG_11 . You would like 100% of customers to know about your product Getting To Know before they start shopping. The price range falls by $. Awareness makes it the Marketing more likely that a customer will seriously consider Department your product. A $3 million budget would add 50% awareness.

If all competitors have 0% awareness. At 100% they are equally aware of the products. enter a Promotion Budget Department between $1. your demand will be Getting To Know about half the competitor's.<br><br>For our the Marketing purposes in this tour. and you have 0%. Getting To Know distribution channels. The Sales Budget drives "Place". etc. But if your competitor has 100% awareness. it Department inherits the accessibility already there. If your product leaves the segment. HMKTG_10 HMKTG_12 Place. HMKTG_13 HMKTG_15 . Place considers everything during and after the sale. At 0% customers are equally ignorant. If Promotion occurs before the sale. the results will be the same as if all competitors have 100%.000 (000) and $2. When you build accessibility. If it enters a new segment. even though your product is paying for it.000 (000). and customer support the Marketing centers are all Place considerations. it leaves the the Marketing accessibility behind. the showrooms. Awareness is compared across all products competing in a segment.<br><br>The Department Sales Budget addresses two issues: HMKTG_11 HMKTG_13 Accessibility is a segment characteristic. HMKTG_12 HMKTG_14 Getting To Know the Marketing Department In some ways Accessibility works like Awareness. become "owned" by the segment. Showrooms. distribution channels.<br><br>Since accessibility belongs to the segment. any product in the segment benefits from Getting To Know it.

HMKTG_14 HMKTG_16 Let's see the impact upon Cake's demand. Watch the impact upon Gross Revenue Forecast and your margins in the Less Promo and Sales. increase the forecast for Cake's demand by 100 until you reach 2. set a the Marketing Sales Budget between $900 (000) and $2. HMKTG_15 HMKTG_17 You override the Computer Prediction by entering your own forecast in the Your Sales Forecast column. HMKTG_17 HMKTG_19 Try it now.000 Department (000). It has no idea what your Getting To Know competitors are doing. try increasing Sales Budget in steps of $500 (000). To form its estimate. you cannot trust the Computer Prediction. Starting at $0. Watch the impact upon Gross Revenue Forecast and your margins in the Less Promo and Sales.<br><br>When finished. pick an appropriate the Marketing forecast for Cake. <br><br>Always Getting To Know override the Computer Prediction with one of your the Marketing own. it the Marketing assumes that each competitor offers a mediocre Department product in each segment.<br><br>However.000.000. Getting To Know <br><br>When finished. Watch the Computer Prediction as you Getting To Know increase the budget.<br><br>You can enter a Department forecast for your other products as well.000 Department (000). Starting at 100. the remaining worksheets use the Computer Prediction (better than nothing) to arrive at your Proforma financial statements. see Department the Manager Guide on your Help menu. Watch the Computer Prediction as you Getting To Know increase the budget. Getting To Know <br><br>When finished. Starting at $0. HMKTG_14 HMKTG_16 We have been using the Computer Prediction as a benchmarking tool. increase the forecast for Cid's demand by 100 until you reach 2. Let's see the impact upon Cid's demand.<br><br>You can enter a forecast Department for your other products as well.<br><br>When finished. try increasing Sales Budget in steps of $500 (000). and that is appropriate. Starting at 100. If Your Sales Forecast is zero. (For more about developing forecasts.) HMKTG_16 HMKTG_18 Try it now. HMKTG_17 HMKTG_19 . set a the Marketing Sales Budget between $900 (000) and $2. pick an appropriate the Marketing forecast for Cid.

Current debt is due at the Finance the beginning of each year. as you effectively loan money to customers. Current debt funds current assets like Accounts Receivable and Inventory. We Department will now return to the Rehearsal Simulation. HMKTG_20 RSIMC0_2 Getting To Know the Finance Department Welcome to the Finance department. HMKTG_18 HMKTG_20 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.<br><br>To the Finance raise the necessary funds. You can see the effect upon your Variable Costs Getting To Know as unit costs climb. your cash is tied up in Receivables. watch the effect upon the computer's Computer Prediction as you increase to 120 days.<br><br>Similarly. You pay for the privilege of "locking in" the long term rate. extending the Marketing your Payables policy is like forcing your vendors to Department give you a loan. it's time to pay the piper! the Finance <br><br>This department is the place you go to Department fund the activities of the company.4% higher than the current debt interest rate. Bonds fund long term assets like plant and equipment. Of course. HMKTG_19 HMKTG_21 Getting To Know the Marketing This completes the Marketing department tour. try modifying your Payables terms on the Finance Decision screen.Getting To Know Your Accounts Receivable and Accounts Payables the Marketing policy also appear on the Marketing department Department even though these are Finance decisions. HFIN_3 HFIN_5 . <br><br>The interest rate on bonds is 1. HFIN_1 HFIN_3 Getting To Know Funding investments requires capital.<br><br>Bonds Getting To Know mature 10 years after issue. On the other hand. although you can Department always choose to borrow it over again. RSIMC4_1 HFIN_2 Now that you've gotten the chance to spend Getting To Know money in the other areas. you can choose from Department three sources: HFIN_2 HFIN_4 Bonds and current debt have different purposes.

HFIN_5 HFIN_7 There is a fee to issue and retire (or buy back) both bonds and stock. although some stock may be issued Getting To Know too. Corporations can't operate without it. Make the Finance sure that this number is positive before you save Department your decisions. HFIN_11 RSIMC0_2 . yet. The the Finance smaller the debt to assets ratio. managers prefer not to accumulate too much of it because cash is a lazy asset. We will now return to this Department year's objectives. it still may not be enough to cushion against receiving an emergency loan.<br><br> Perhaps the most important cell in the Finance Getting To Know spreadsheet is the ending cash position cell. HFIN_8 HFIN_10 Getting To Know A simple rule to remember is black is good. Stock has an additional limit if you want to retire shares. you could run out Department of cash buying inventory. The interest rate on current debt is not "locked in" and will vary (up and down) from year to year. when issuing bonds the Finance and stock. Brokers charge a 5% fee.5%.<br><br>Additionally. HFIN_10 HFIN_12 Getting To Know At this point. for example. HFIN_6 HFIN_8 Long-term investments such as plant and equipment are generally funded through bonds.<br><br>Current debt is generally used to the Finance cover A/R and A/P changes or expected increases Department in inventory. The fee to retire bonds and buy back Department stock is 1. you have the basics of how to use the the Finance Finance department. It doesn't make them money. Getting To Know taken from this year's income. red is the Finance bad. HFIN_7 HFIN_9 Cash is the life-blood of a company. you can issue a the Finance dividend. Dividends are given to shareholders Department quarterly. These limits are given to you each Getting To Know round.<br><br>Let's look at your ending cash as of Department now. The reason being that the ending cash position is based on the proformas Getting To Know which are forecasts!<br><br>If your sales are the Finance below expectations. HFIN_4 HFIN_6 Both bonds and stock issues have limits. HFIN_9 Getting To Know the Finance Department #VALUE! HFIN_10 HFIN_11 Getting To Know the Finance Department #VALUE! HFIN_10 HFIN_11 Even if your ending cash position is positive. the closer your Department interest rate is to prime. The rate is a function of the prime rate (which increases Getting To Know annually) and your debt to assets ratio.

HAMK_1 HAMK_3 This spreadsheet allows you to allocate resources. Additionally. the more frequently your ad will appear. Advanced <br><br>A rating of Good means that the ad will Marketing Module. the correct answer. Email and Web Media is not the Marketing Module. or Poor. spending more than the How To Use the limit is a waste of resources. Each is rated Good. Please try again.How To Use the Advanced Welcome to the How To Use the Advanced Marketing Module Marketing Module tutorial. to best in the Traditional segment! HAMK_8 HAMK_12 How To Use the Advanced Pop Quiz 2: What is the diminishing returns limit Marketing Module. some reach more customers than Marketing Module. making better use of dollars spent on marketing. and Sales Budget. TLIST_2 HAMK_2 The Advanced Marketing spreadsheet allows for detailed decisions regarding the Promotion and How To Use the Sales budgets. click Advanced on one of the grey cells labeled Promo Budget Marketing Module. HAMK_6 HAMK_8 How To Use the Advanced Pop Quiz: What media types get a "Good" rating Marketing Module. for Direct Mail? HAMK_8 HAMK_16 . departments where to place the promotion. Each media category has a diminishing returns limit. How To Use the You make decisions regarding what type of media Advanced you want to target and the number of sales Marketing Module. Advanced choosing a target segment tells the marketing Marketing Module. HAMK_8 How To Use the Advanced Oops! Sorry. To access the spreadsheet. depending Advanced on the segment. Fair. HAMK_8 How To Use the Advanced Correct! You really know what customers respond Marketing Module. The five media types are: HAMK_4 HAMK_6 You know how well a type of media is for a segment by reading the help balloon (little red How To Use the triangles). people/distributors you wish to hire. reach most of the customers. HAMK_2 HAMK_4 The Promo budget allows you to decide where your marketing dollars will be spent. Print Media and Web Media is not Marketing Module. correct answer. Please try again. HAMK_5 HAMK_7 The more money you spend. for the Traditional Market Segment? HAMK_7 How To Use the Advanced Oops! Sorry. others. <br><br>Five How To Use the different media types are available and. HAMK_3 HAMK_5 How To Use the Advanced Marketing Module.

Try again! HAMK_12 HAMK_12 How To Use the Advanced Marketing Module.<br><br>You might allocate a higher Advanced percentage of the sales force time to create more Marketing Module. For instance. number of people are hired.How To Use the Advanced Oops! Sorry. let's say you have a new product coming out in the High End segment. HAMK_12 HAMK_17 You can also allocate more of your sales force's time to certain products. Now increase the Advanced TRADITIONAL segment cells to 10%. HAMK_18 HAMK_20 How To Use the Advanced Marketing Module. cells are now zero. something that pushes total time above 100%. The SIZE Marketing Module. segments. Intelligence Reports. answer. HAMK_21 HAMK_23 For accounting purposes. HAMK_16 HAMK_18 Notice what happens when you put in a big number. Notice now that the SIZE cells are yellow with How To Use the a positive percentage (5%). $700 thousand isn't the correct Marketing Module. answer. There are 3 types of sales people you can hire: HAMK_19 HAMK_21 There are differences regarding the activities they perform and their salaries. distributors. demand. you must choose how How To Use the much of the total sales budget is assigned to a Advanced particular product on the income statement. <br><br>It's going to be a spectacular product that you know customers are How To Use the going to love. HAMK_20 HAMK_22 How To Use the The other two areas associated with Sales Budget Advanced resources are Product Allocations and Competitive Marketing Module. is done in the Product Allocation table. Try again! HAMK_12 HAMK_12 How To Use the The Sales Budget allows you to decide how to Advanced allocate resources among your sales force and Marketing Module. Advanced there are diminishing returns after a certain Marketing Module. $300 thousand isn't the correct Marketing Module. This happens because sales people can only devote up to 100% How To Use the of their time. The SIZE cells are programmed to Advanced consume all the time left over from the other Marketing Module. As with the promotion budget. The SIZE cells turn red . This Marketing Module. HAMK_17 HAMK_19 Reduce the cells in the TRADITIONAL segment to 5%. Correct! You've been paying attention! HAMK_12 HAMK_16 How To Use the Advanced Oops! Sorry. HAMK_22 HAMK_24 . but all are needed to How To Use the create accessibility.

efficiency and profitability of your company. Channel Support Systems works TQM Module. Vendor/JIT. improve R&D. to increase demand. A note will appear explaining what TQM Module.<br><br>The Advanced reports are found in the marketing menu inside the Marketing Module. <br><br>For example. HTQM_6 HTQM_8 . HAMK_23 HAMK_25 Finally. face. In order to see any benefit. HTQM_4 HTQM_6 How To Use the Pop Quiz: Which initiative(s) reduce(s) R&D cycle TQM Module. You buy the reports in the current round and then they How To Use the become available in the next round. HTQM_1 HTQM_3 How To Use the TQM Module. marketing expenditures. You can find out what individual initiatives do by resting your curser How To Use the on their names. HAMK_24 HAMK_26 How To Use the Advanced That wraps up the Advanced Marketing Tutorial. this isn't the correct answer. you may only want or need to invest in select initiatives. based on your Marketing Module. times? HTQM_5 HTQM_7 How To Use the Correct! Don't let people think you are just a pretty TQM Module. HTQM_2 HTQM_4 Each one works to reduce costs. How To Use the Diminishing returns occur once you spend over $2 TQM Module. you must spend at least $500 thousand on a single initiative. costs. million on a single initiative. notice the graphs on the lower part of the spreadsheet. Marketing Module. They update immediately once you begin making decisions. workbook. While Quality Function Deployment Effort does help to reduce How To Use the R&D cycle times. Thank you for taking the time to review me! HAMK_25 TLIST_1 How To Use the Welcome to the How To Use the TQM Module TQM Module tutorial. HTQM_6 HTQM_7 Sorry. HTQM_3 HTQM_5 Depending on your strategy. The Competitive Intelligence Reports are expensive reports that give detailed information on all the products in a particular segment. if your strategy is to be a Cost Leader. and CCE/6 Sigma Training which drive unit TQM Module. How To Use the QIT. There are eight initiatives. or increase demand for products. you may focus only on CPI Systems. HTQM_6 HTQM_7 Investment in the initiatives is independent of one another. kind of benefits it will give you. They show you exactly How To Use the how much awareness and accessibility you will Advanced have in the current round. TLIST_2 HTQM_2 How To Use the Investing in TQM initiatives can increase the TQM Module.

RSIMC3_1 HPROD_2 Getting To Know the Production Department In Production: HPROD_1 HPROD_3 The Schedule block examines your inventories. enter $500 thousand in Benchmarking. Good luck and have fun with the simulation! HTQM_10 TLIST_1 Getting To Know the Production Welcome to the Production department. <br><br>So for instance. an aggressive investment in Benchmarking would be $2 million in How To Use the the first year.<br><br>Consider Cid. <br><br>To demonstrate. $2 million in the second year. TQM Module. investment. $1 TQM Module. However. million in the third year. HTQM_7 HTQM_9 Benefits are seen immediately upon investment. Getting To Know You want to produce enough inventory to meet the Production your best-case scenario for Department demand. $2 million. Then enter $1 million How To Use the and finally. Notice how the percent TQM Module. HTQM_8 HTQM_10 The Cumulative Impact Table provides a range of the percent benefit you will receive from your investment. Diminishing returns also occur after spending $5 million on an initiative over several years. HPROD_2 HPROD_4 . In Department Production you are concerned with three issues. it may How To Use the take anywhere from 18 to 24 months to recoup the TQM Module. The proformas and spreadsheets will update as soon as an amount is entered. HTQM_9 HTQM_11 How To Use the This wraps up the tutorial on the TQM module. return diminishes above $2 million.

Try to keep your Getting To Know Contribution Margin above 30%. and another 900 on Department second shift. For example. HPROD_9 HPROD_11 . HPROD_5 HPROD_7 Getting To Know the Production Labor costs per unit are averaged across both Department shifts. you could make 900 the Production units of Cid on first shift.Getting To Know As a generalization. HPROD_4 HPROD_6 Getting To Know the Production You have two shifts. but you produce for your best Department case. you forecast for your worst the Production case. If it falls below the Production 30%.<br><br>You face two risks: HPROD_3 HPROD_5 The Margins block examines your contribution towards profit. HPROD_8 HPROD_10 1st Shift Capacity is the number of units the equipment could produce on one shift. chances are there is not enough left over to Department cover your fixed costs.<br><br>Your labor costs are Department 50% higher on second shift than on first. They are driven by: HPROD_6 HPROD_8 Getting To Know the Production Department Material costs per unit are driven by: HPROD_7 HPROD_9 Getting To Know The Physical Plant block examines your current the Production facilities (the yellow cells) and next year's facilities Department (the green cells). assuming it Getting To Know is fully staffed.<br><br>TIP.

WKLD_4 WKLD_6 .0 you have the opposite. WKLD_3 WKLD_5 Teams usually meet both online or in person. If How to distribute meetings are mostly outside of class. Department <br><br>The trade-offs: HPROD_10 HPROD_12 Your plant is fixed for this year. keep in mind these factors: WKLD_2 WKLD_4 We suggest teams of 4-6 people. it is actually part of HR. Try Department these experiments: HPROD_11 HPROD_13 Although the Workforce section appears in this Getting To Know department. TLIST_5 WKLD_2 Organizing your team is one of the critical steps to overall success with the How to distribute simulation.0 you have many workers and few robots. At 10. Automation Rating looks at the trade-off between workers and robots. The new equipment is installed on December Getting To Know 31st. but you can buy or sell capacity and add/subtract automation for next year. few Getting To Know workers and lots of robots. you might your team's want to consider geography so that meetings face- workload to-face are easier to schedule. Department We will now return to the Rehearsal Simulation. WKLD_1 WKLD_3 How to distribute your team's workload When forming a team.<br><br>The cost of the new equipment is the Production calculated for you on the Investment line.<br><br>Clearly defined organization your team's aids in making efficient. HPROD_12 HPROD_14 Getting To Know the Production This completes the Production department tour. Automation has no the Production affect on the number of units you can produce. Any smaller or larger than that and teams find themselves How to distribute overwhelmed by the number of decisions (too your team's small) or indecisive because of too many opinions workload (too large). At 1. Feel free to the Production view the website tutorials for more information on Department the HR department. effective tactical workload maneuvers that support the business strategy. HPROD_13 RSIMC0_2 How to distribute your team's Welcome to the How to distribute your team's workload workload tutorial.

and TQM. and How to distribute Production for all products in their segment. Segment Managers control the decisions regarding R&D. your team's individuals may have to double up functional workload responsibilities. WKLD_9 WKLD_11 No matter how your team is organized. it is always a good idea to have one member be the How to distribute Competitive Intelligence Officer. WKLD_6 WKLD_8 The first in the list is the Product Manager. Marketing. you may want teammates with a variety of your team's backgrounds because the more diverse the skills. Marketing. Marketing. workload the richer the simulation experience. your team's The team as a whole could make decisions in workload Finance. WKLD_11 WKLD_13 How to distribute your team's REMEMBER: it is essential to organize. HR. and TQM. your team's Again. and Production for a product. the team as a whole could make decisions workload for Finance. We offer suggestions that have worked for your team's participants in the past but don't feel obligated to workload use any of them. WKLD_5 WKLD_7 Once a team has been formed. We offer some your team's suggestions regarding assigning managerial roles. WKLD_10 WKLD_12 To recap.How to distribute Finally. but don't workload dwell on how you're organized. there are several ways to organize your How to distribute team. They make the decisions for all the How to distribute products in their assigned area. Finance. WKLD_12 TLIST_1 Welcome to the How To Design Tutorials tutorial. This person is in your team's charge of identifying and analyzing the other workload teams' strategies and tactics. In small teams.<br><br>Each member of the team would be responsible for all decisions relating to How to distribute R&D. HR. responsibilities How to distribute should be assigned to individuals. & TQM). Production. In this tutorial I will show you how to use the How To Design Tutorial Database to design tutorials using the Tutorials Office Assistant. WKLD_8 WKLD_10 Functional managers are in charge of an area (R&D. WKLD_7 WKLD_9 Another option similar to Product Manager is a Segment Manager. TDB_2 . HR. workload but these are by no means a definitive list.

If above. The tutorial checks whatever cell you name to see if it lies within an expected range.00 How To Design to $15. an Excel "Range Name". cannot be displayed here without triggering a break. < br>.<br><br>Notice we used your price and Tutorials the range in the statement above. (You might want to look at this slide in TDB_3. even one that is not visible to the user. You never know when a column or row might be inserted on the CheckCell's worksheet. You will also find that name in the CheckCell column. you should give all CheckCell's their own name. the tutorial will use the BackNextClose button set. Enter a value outside Tutorials the range.00. How? TDB_4 TDB_5 . it could be any cell in the spreadsheet. TDB_3 TDB_5 You entered $0.00 a value above the Range $8.<br><br>Each row in the database is a slide in the tutorial. the tutorial advances to the SlideID in JumpNextYesOK.00 How To Design to $15. and that would change the CheckCell's address. so we inserted a space before "br>". <br><br>We have named our CheckCell "DB_TutorialCommentEntry". Generally speaking.<br><br>Try it.)<br><br>In this slide.<br><br>Anytime you indicate a CheckCell. Glide your cursor How To Design over the column names to see comments about Tutorials each of the attributes in the slide. If it lies within the range. TDB_1 TDB_3 Let's demonstrate your options. the next balloon is JumpLow. and it does not have to be an entry cell at all.00 a value below the Range $8.might enter. How? TDB_4 TDB_5 You entered $0. TDB_2 TDB_4 However. It began with SlideID TDB_1. You can follow along by comparing the database entries with the contents of the balloons.) The How To Design break tag MUST BE left bracket.<br><br>Notice we used your price and Tutorials the range in the statement above. The slide examines the CheckCell when the student clicks the Next button to see if it falls within the boundaries defined in column Low and High. note that we are inserting white space between sentences using an HTML break tag (The tag.00. If below the range. Tutorials right bracket. How To Design JumpHigh. which tells the tutorial the CheckCell's name or location. lower case "br". even though the tutorial will use an address like "TutorialDB!G14".to"<BR>" comparable a priceisstudents ignored. This tutorial is actually running from the database. A Range Name always stays with the cell.

"No. Any cell can contain formulas or data.<br><br>The implications? Your tutorial can use IF statements and string manipulation to tailor itself. slide TDB_7. my links are intact. It contains the SlideID (which ends in a number). Add some text to the end. <br><br>The tutorial balloon is of a type called "Modeless". "BackNextClose".<br><br>I want to you add some text to this slide.) Then click the Back button and the Tutorials Next button to refresh my balloon. If you look at the slide TDB_4Low Text cell in the formula bar (try it now). you have to keep your Tutorials comments short. That creates a formula pointing at that slide. you can design your tutorial on the fly. any reference to it now stands out with a #REF. yes? By implication. <br><br>For example. While it sits there you can enter values. you could say. All I have to Tutorials do is fill in the Text. the name of my tutorial. etc. you will see the cell actually contains a formula. Then I copy the template through 20 or so rows. If I change the SlideID at some future date. If I delete the target slide. and then formulas that set JumpBackNo to the previous row and JumpNextYesOK to the next row. "Buttons". $20 is not a price between $25 and $27. you dummy. That means it just sits on top of the display doing nothing until the user clicks something in the balloon. no. blank Text.<br><br>There is a small catch with Text formulas that is worth mentioning. High boundries. (Be sure to hit Enter to How To Design finish the edit. sheetname. For example. no.<br><br>Just click on this slide's Text cell.<br><br> TDB_5 TDB_7 Cool. Excel How To Design automatically increments my SlideID."<br><br>But the implications go beyond text manipulation. TDB_6 TDB_8 . copy rows. For example. so if you use it to How To Design build a Text entry. Low boundaries. Even CheckCells. when I design tutorials I begin by creating a "template" row. and Excel formulas offer many tools to manipulate strings. Instead I put in an "=" and click on the target SlideID. without leaving the tutorial. and Jump locations can be constructed with a formula. delete rows. A formula cannot exceed 256 characters. TDB_4 TDB_6 Now let's do something you might not expect. I never enter an address into a Jump column.

Although this feature is rarely used. Also note that I have changed the ButtonSet to "None". TDB_13 TDB_15 . let me do it for you. TDB_11 TDB_13 How To Design The remaining Balloon type is Numbers. With no buttons available. Of course. TDB_8 TDB_10 Let's look at using the OptionText to set up Radio Buttons. I could have just as easily used How To Design BackNextClose. Of course. TDB_9 TDB_11 Here they are. Orange TDB_11 TDB_12 How To Design Tutorials You selected option 3. When How To Design you click Next.<br><br>But instead of asking you to split the display. numbers. Those columns are far to the right of the display. When not in use. but I have a small problem. you can split the display manually at any time. Of course. the splitters are located in the scroll bars. TDB_12 TDB_14 The office assistant only allows up to five "Option" How To Design entries. it will set up a slide with three Tutorials options as radio buttons. TDB_7 TDB_9 There. like a "To Do" list. or some other Tutorials button set. then perform an Tutorials UndoToStartOfRound. but msoBalloonType is set to Tutorials Bullets and there are no associated Jumps. For example. or Tutorials buttons. the OnEntry routine called "TDB_9_OnEntry" ran and split the display into four frames. It Tutorials presents a list. Take a look at SlideID TDB_11. or Close.<br><br>Any slide can have an OnEntry subroutine and OnExit subroutine. Apple TDB_11 TDB_12 How To Design Tutorials You selected option 2. the user must choose one of the Radio buttons. it does give you control over virtually any operation. It is the same How To Design basic structure. an Excel feature that splits the display horizontally or vertically. Now I want to show you how to use Bullets and numbers.<br><br>You may be familiar with "frames". you must get a programmer to write the code. TDB_10 TDB_12 How To Design Tutorials You selected option 1. whether they are bullets. When you click "Next". the tutorials will run an How To Design "OnEntry" subroutine that has been specially Tutorials designed for the next slide. you could demonstrate a How To Design few changes. or OK. Banana TDB_11 TDB_12 The Bullet option looks like this.<br><br>Click Next.

<br><br>This wrap-up slide uses one new button set. opening a Tutorials spreadsheet. There are also icons located A quick tour of the down the right side of the screen. TLIST_1 OFFL_5 There is a main menu across the top of the screen. TDB_14 TDB_16 That's it.xls workbook Which icon will get you to the R&D department? OFFL_7 OFFL_8a A quick tour of the Correct! You could have gotten to this area by Capstone. BackClose. TDB_15 A quick tour of the Capstone. Finally.<br><br>Since tutorials are launched from a VBA event you can attach tutorials to any How To Design event that calls VBA -. This houses 7 menu options with sub-menus under each category. OFFL_8 OFFL_8b Wrong! This would have brought you to the Marketing department.xls workbook Welcome to the Using Capstone. But the icons are a lot easier. let me tell you where the most used items workbook are: OFFL_5 OFFL_7 A quick tour of the If you put your cursor on the each icon. a menu item. OFFL_6 OFFL_8 A quick tour of the Capstone. you will want to browse the top A quick tour of the menu bar to see what the sub-menus offer. For Capstone. You could have Capstone. etc.xls clicking on Strategy and R&D from the top menu. OFFL_8 OFFL_9 . The design assumes that a programmer has placed a button on the worksheet (or the toolbar).a button click.xls allow you to quickly jump to areas within the workbook software. you will get Capstone. You will find other How To Design button sets in the comment attached to Tutorials msoButtonSet. The button is attached to a VBA routine that launches the tutorial options that are available on that worksheet. These icons will Capstone. OFFL_1 OFFL_6 After the tutorial. a word about launching the Tutorial.xls also clicked on Strategy and R&D from the top workbook menu. workbook But the icons are a lot easier.xls now. The first icon would have A quick tour of the taken you to the R&D department.xls an information box stating where this icon will bring workbook you to.xls tutorial.

Saving Capstone.xls of the triangle. workbook OFFL_10 OFFL_12 A quick tour of the If you put your cursor on the wording just to the left Capstone. it will open up an information box workbook regarding an explanation for that row or column. OFFL_11 OFFL_13 You may also encounter some decisions that you put in causes the green cell to turn RED . OFFL_8 OFFL_10 A quick tour of the By entering your decisions.xls workbook Best of luck and remember to have fun.xls workbook workbook tutorial.xls decisions to the Internet is the only way to make workbook them official. Wrong! This would have brought you to the Production department. These cells are the only areas where Capstone. OFFL_14 OFFL_16 Now that you have had a quick overview on using A quick tour of the Capstone. The first icon would have A quick tour of the taken you to the R&D department.xls the graphs will change. We will Capstone.xls Worksheet tutorials to give you a better idea of workbook how to manage each department of your company. Notice the A quick tour of the green cells.xls You will also notice little red triangles on this page.xls workbook TXLS_1 TXLS_3 . the yellow cells and Capstone. OFFL_13 OFFL_15 Don't forget to save your decisions (4th icon from A quick tour of the the bottom) before exiting the software. You will just type in workbook your decision and click the enter key. TLIST_5 TXLS_2 A quick tour of the Capstone.xls Welcome to the A quick tour of the Capstone.xls you can input your decisions. OFFL_16 A quick tour of the Capstone.xls also clicked on Strategy and R&D from the top workbook menu.xls alert you with these red cells if you are about to workbook make a typo or enter an unacceptable value. But the icons are a lot easier. You could have Capstone. OFFL_9 OFFL_11 A quick tour of the Capstone. remember that the only areas you workbook can make decisions in are the green cells. you may want to go through the Capstone. to provide you with input workbook on how your decisions will effect the company.xls. OFFL_8a OFFL_9 Make sure you are in the R&D page. Although part of the learning experience is for you A quick tour of the to make mistakes and learn from them.xls make decisions. OFFL_15 OFFL_17 A quick tour of the Capstone. OFFL_12 OFFL_14 A quick tour of the As you go through the other departments and Capstone.

xls workbook TXLS_2 TXLS_4 A quick tour of the Capstone. MXLS_F1 MXLS_F3 A quick tour of the We will be focusing on the decision worksheets in Foundation this tutorial.xls workbook TCOU_2 TCOU_4 A quick tour of the Capstone. but here are a few words about the Workbook other options: MXLS_F2 MXLS_F4 A quick tour of the Foundation Usually you begin with the Strategy menu.xls workbook TCOU_4 0 A quick tour of the Foundation The Foundation workbook is your decision support Workbook package. Click Workbook Strategy and select R&D. Here are a few example slides to workbook get you started designing the Tutorial. You use it to: TLIST_1 MXLS_F2 A quick tour of the You navigate the workbook with the Foundation FOUNDATION MENU at the top of display.xls Courier tutorial. MXLS_F3 MXLS_F5 A quick tour of the Foundation All decision worksheets have a few things in Workbook common: MXLS_F4 MXLS_F6 . TLIST_5 TCOU_2 A quick tour of the Capstone.A quick tour of the Capstone.xls workbook TCOU_1 TCOU_3 A quick tour of the Capstone.xls workbook TXLS_4 0 A quick tour of the Capstone.xls workbook A quick tour of the Welcome to the A quick tour of the Capstone Capstone.xls workbook TXLS_3 TXLS_5 A quick tour of the Capstone.xls workbook TCOU_3 TCOU_5 A quick tour of the Capstone. or with Workbook the Toolbar shortcuts at the right of the display.

Select Marketing from the Workbook Strategy menu or the toolbar. There are two shifts. all of the proforma Foundation financial reports depend upon a forecast. the worksheet analyzes your margins. MXLS_F9 MXLS_F11 A quick tour of the Foundation On the Production worksheet you make three Workbook types of decisions. MXLS_F10 MXLS_F12 In the center of the page. Given your A quick tour of the workforce and production schedule. MXLS_F7 MXLS_F9 Perhaps the most important decisions you make on the Marketing worksheet are under "Your Sales Forecast".<br><br>However. MXLS_F11 MXLS_F13 . material costs. MXLS_F6 MXLS_F8 A quick tour of the Foundation Marketing decisions revolve around "the 4 P’s of Workbook Marketing". the proformas use the computer's. R&D decisions drive product design. The computer knows nothing about your competitors. and Workbook contribution margin. In practice your competitors will do something A quick tour of the different. Select Production Workbook from the Strategy menu or the toolbar. Major issues include: MXLS_F5 MXLS_F7 A quick tour of the Typically you make R&D decisions and then move Foundation on to Marketing. but it is not a good one. You update A quick tour of the old products and invent new ones. If you do Workbook not provide one. First shift workers can also work overtime. MXLS_F8 MXLS_F10 A quick tour of the Foundation Let's move on to Production. the worksheet Foundation calculates your labor costs. The computer works up a "Computer Prediction". so it assumes that each competitor offers one "fair" product in each segment. Foundation <br><br>Usually you begin your decision making Workbook in R&D.

MXLS_F15 MXLS_F17 In the happy event that you have excess cash.<br><br>2.<br><br>You can see the effect of your Foundation finance decisions on the Proformas. MXLS_F16 MXLS_F18 The Proforma Balance Sheet projects your end-of- year positions given the decisions and assumptions from all of your worksheets. A quick tour of the As long as you have cash in your worst case Foundation scenario. but A quick tour of the neglecting to fund it. If it is negative. MXLS_F14 MXLS_F16 Plant and equipment should be funded with stock A quick tour of the issues and bond issues. even though you built enough inventory to satisfy your best case. Each product requires its own plant and A quick tour of the equipment. your actual sales will differ from your predictions. and your actual results turn out no worse Workbook than you expect. you are Workbook projecting bankruptcy. you can use the Foundation workbook to develop best case and worst case scenarios. It shows yesterday's position of $1.<br><br>All previous worksheets drive your Foundation projected cash position. Your proforma balance sheet would show lots of inventory and little cash. select the Proforma Balance Sheet. in your worst case you would make fewer sales.<br><br>You avoid Foundation bankruptcy by adjusting earlier decisions and Workbook raising the money you need. cash.<br><br>It will not come true. Select Finance from the Strategy Workbook Menu or the toolbar. MXLS_F12 MXLS_F14 Take a look at your cash position (lower left).<br><br>1. When your decisions are put into play against your competitors. In the menu Workbook or toolbar. MXLS_F17 MXLS_F19 A quick tour of the Foundation Let's see if we have a profit. or retire A quick tour of the bonds.<br><br>Inventory Foundation expansions should be funded with current debt Workbook and working capital. and this will cause different positions for inventory. Let's move Foundation on to Finance. pay dividends. A bad forecast. MXLS_F13 MXLS_F15 Bankruptcy is typically rooted in two issues. For example. and it projects your cash position for the end of this A quick tour of the year.<br><br>While you cannot predict the future exactly. and that can cost millions. accounts receivable. Buying plant. etc. Select the Proforma Workbook Income Statement from the menu or toolbar. you can retire stock. you cannot go bankrupt. MXLS_F18 MXLS_F20 . resulting in excess inventory.918.

The simulation pays special attention to:<br><br>Return On Sales (ROS)<br>Asset Turnover<br>Return On Assets A quick tour of the (ROA)<br>Return On Equity Foundation (ROE)<br>Cumulative Profits<br>Market Workbook Share<br>Stock Price<br>Market Capitalization MXLS_F23 MXLS_F25 A quick tour of the This completes the tour of the entry sheets. MXLS_F22 MXLS_F24 Your professor may use some of these ratios to measure your performance. your Proforma Income Statement is organized in the "contribution format". Red numbers mean that cash is flowing Workbook out. It breaks costs down into two categories -. Select the Proforma Cash Flow Workbook Statement from the menu or toolbar. we recommend two Workbook other tours: MXLS_F24 TLIST_1 . Let's have a look at the Foundation cash flow. MXLS_F19 MXLS_F21 Profits or losses are just one of the things that A quick tour of the affect our cash account. Black numbers A quick tour of the mean that money is flowing into cash from that Foundation source. MXLS_F21 MXLS_F23 Different stakeholders have different expectations and concerns about the company. MXLS_F20 MXLS_F22 The Cash Flow Statement summarizes what happens in the Cash account.<br><br>Select "Financial Ratios" from Workbook the menu or toolbar. It also breaks costs down by Foundation product so that you can see which products make Workbook or lose money. They monitor A quick tour of the your performance with ratios and Foundation statistics. If you Foundation are new to the workbook.variable costs A quick tour of the and period costs. Strictly speaking.

You can only restart your rehearsal once every 24 hours. Digby. RSIMC1_1 The Office Assistant is now enabled. Office 2007 Users. please resize the spreadsheet by double clicking the blue bar at the top of the window. Chester.<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. including other characters. If you do not see the Add-Ins tab.<br><br>(You Rehearsal can choose whether to use the Office Assistant for Simulation the Coach from the CAPSTONE® MENU. Do not be concerned if you have been assigned to some other team for the official simulation (Baldwin. click the Add-Ins tab above. You will begin the first round by managing 3 products in the R&D department and after each round you will manage more departments. Erie or Ferris). The Coach Office Assistant will use a plain textbox. Please Note: To see the Capstone/Foundation/Comp-XM menu selections.) RSIMC1_1 RSIMC1_2 The Office Assistant is now disabled. RSIMC1_1 . You can select features for the office assistant. by right-clicking the character Office Assistant icon. During the Rehearsal.<br><br>During this training you will manage the Andrews Corporation against two programmed competitors.<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>There are 4 rounds to complete. everybody manages the Andrews company. the uncoached rehearsal will enable you to practice various techniques flying the plane.<br><br>Making an analogy of the business simulation to a flight simulator. Keep in mind though that your competitors in the rehearsal are not as tough as those in your competition.

more powerful products. As the years pass. You will manage Adam and Aft and invent 1 new product. since this is the first rehearsal round. after you finish the coached rounds you may restart the Rehearsal rehearsal and try out a different strategy on your Simulation own. Because infighting teammates may sabotage a company’s performance. RSIMC1_2 RSIMC1_4 The marketplace evolves continuously. to Rehearsal view the customer buying criteria for each Simulation segment. RSIMC1_3 RSIMC1_5 Customers look for four things in a product's design (the customer buying criteria can be found in each segment of the Courier report).) RSIMC1_4 RSIMC1_6 . even if you want to use a different strategy in the official simulation.<br><br>Further. do not be Rehearsal concerned about the other departments because Simulation your "ghost teammates" will manage them. Meanwhile. Your R&D department updates Rehearsal existing product designs and can invent new Simulation products. Production. your ghost teammates will be running the company using a broad differentiation strategy (quality products in all markets). RSIMC1_1 RSIMC1_3 In general. then proceeds through Marketing. 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. Welcome to the R&D department!<br><br>Notice the 5 existing products that you inherit. your "ghost teammates" will manage the other 3 existing products. your rehearsal will go better if you make broad differentiator decisions. Additionally. and Finance. planning begins in R&D. If your professor allows. customers expect smaller. you will only be responsible for a limited number of products in R&D. Further.

Over time they expect products to become Simulation smaller and more powerful. As a result. The Black label on the perceptual map tells you where Adam is today.<br><br>If the Revision Date exceeds 1 year the project for that product will continue the following year. the product falls behind because it's still trying to finish last year's project. RSIMC1_9 Good. Additionally. Positioning. RSIMC1_7 Rehearsal Simulation #VALUE! RSIMC1_7 RSIMC1_11 Rehearsal Oops. Please click Simulation Back and try again. RSIMC1_9 RSIMC1_12 Check the revision date. We really need a Performance of 9. turn yellow and prevent new projects from beginning until the Rehearsal following round. 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. 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.8. 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. Since the current project is showing a revision date of next year. We really need a Size of 10. RSIMC1_11 RSIMC1_14 .2.<br><br> RSIMC1_5 RSIMC1_7 Rehearsal Simulation #VALUE! RSIMC1_6 RSIMC1_9 Rehearsal Oops. The cells will turn green after the Simulation Revision Date. the decision cells will lock. All projects should finish within the year unless planned. Simulation Please click Back and try again. the product's Performance and Rehearsal Size. now notice that there are now two Adam’s on the map.<br><br>Try moving the product by entering new Size and Performance values so that the revision date falls Rehearsal somewhere between September and December of Simulation this year. you'll be producing and selling Adam's old specs. January 1st.

Rehearsal Oops. When you're Rehearsal making decisions it is important to keep an eye on Simulation this. the higher the material costs. We really need a revision that finishes in 0. For instance. The range is 20. they want your sensor to last forever. RSIMC1_12 RSIMC1_15 Rehearsal Simulation #VALUE! RSIMC1_14 RSIMC1_16 A product's age is maintained by repositioning products on the perceptual map. Simulation Please click Back and try again.<br><br>You can see this in the Material Cost chart. therefore. We measure reliability in hours. "Age at Revision" will display Simulation a dash (-). On the other hand. RSIMC1_15 RSIMC1_17 Reliability is the third factor of importance in a customer's buying criteria. On the one hand. If you decide not to Rehearsal reposition a product.<br><br>The "Age at Revision" tells you what the new perceived age will be on the day the project completes. Simulation Here are the ranges: RSIMC1_18 RSIMC1_20 . and they reward you with increased demand as you increase MTBF above the Rehearsal minimum up to a point where they do not care. MTBF or Mean Time Before Failure. customers perceive it as younger. It becomes the "new-and-improved" product. you may pass those costs on to them. they know that the higher the MTBF specification. customers require a minimum Reliability. Its age is cut in half on the day it emerges from R&D. High tech customers help make a buying decision based on an industry range. Try increasing and decreasing the Rehearsal MTBF specifications for your products. with half its former age. As a result. RSIMC1_16 RSIMC1_18 Customers feel torn about reliability. Outside this range may result in a Rehearsal loss of demand (if less) or no additional demand (if Simulation more). When a product is moved.000.000-25. RSIMC1_12 As you're repositioning you will find that other projects may take longer. Simulation RSIMC1_17 RSIMC1_19 In the end. extending revision will cost more money.

<br><br>Let's reposition Aft similar to Adam's move.000. RSIMC1_25 RSIMC1_29 Rehearsal Oops.) RSIMC1_21 RSIMC1_23 Rehearsal Next. RSIMC1_19 RSIMC1_21 Management can expand the company by Rehearsal inventing new products. RSIMC1_22 RSIMC1_25 Rehearsal Oops. We really need a Size between 9. RSIMC1_23 Rehearsal Simulation Next. the range is between 20. Please click Back and try again. Make an adjustment to Adam's MTBF if you like. RSIMC1_27 By adding a new product your company is showing signs of expansion. just below Agape.000 Simulation hours. RSIMC1_27 RSIMC1_30 Rehearsal Simulation Give Coat a Performance between 9.5 Simulation and 9. give Coat a Size between 15.0.0 and Simulation 10. RSIMC1_30 RSIMC1_34 . Give the product a name (currently NA) beginning with the letter 'A'. We will create it in the first green row. Please click Back and try again.8. In total. We really need a Performance between 9. We really need a Performance between Simulation 10.0 and 11. RSIMC1_23 RSIMC1_27 Rehearsal Oops.0. Therefore. Rehearsal Remember. your company Simulation can manufacture up to 8 products.0 and 15.0. 'Ace' or 'Allan' or 'Apt'.0 and Simulation 11. your ghost teammates will make the Rehearsal purchase.8. For example.0 and 10.000 and 23. RSIMC1_29 RSIMC1_32 Rehearsal Oops. RSIMC1_25 Rehearsal Give NA an MTBF specification of something Simulation between 20. You will want to target the leading edge of the segment because Performance customers are position sensitive Rehearsal (Check page 8 of the Courier for the customer Simulation buying criteria).000-25. Please click Back and try again.4. consider the R&D cost as an investment. give NA a Performance between 10. NA a Size between 9.000.5 and 9.0. We really need a MTBF between 20.000 Simulation and 23. RSIMC1_30 Rehearsal Simulation Next. Please click Back and try again. (Do not be concerned with buying plant capacity and automation. RSIMC1_20 RSIMC1_22 Let's invent a new product. You will only have to do this when Simulation you're making official decisions.

<br><br>This brings us to the last. You now manage Adam. RSIMC1_32 RSIMC1_36 Rehearsal Oops. Rehearsal Remember to keep an eye on R&D costs.<br><br>Objectives.Rehearsal Oops. and NA in R&D and you will market them in the Marketing department. Aft. and NA.500 Simulation and 27. We really need a MTBF between 25.0 and Simulation 15.000. This information is important when you begin running the company.scope and Simulation focus.500 and 27.4. RSIMC2_1 RSIMC2_100 . Rehearsal and most strategic concerns in R&D -. We really need a Size between 15. and revision dates when making changes.<br><br>Take a moment to examine the Rehearsal results of round 1 and then proceed to tour the Simulation Marketing department. Aft. RSIMC1_34 RSIMC1_37 You are free to rework Adam. RSIMC1_36 RSIMC1_38 When done Save your decisions from the File Rehearsal menu on the Capstone® menubar and advance to Simulation the next round. Please click Back and try again. During Round 2 your responsibilities have increased. RSIMC1_34 Notice the revision dates and the R&D costs. Good luck in the 2nd round! RSIMC1_37 Welcome to Round 2 of the Rehearsal Simulation. RSIMC1_32 Rehearsal Give Coat an MTBF specification of something Simulation between 25. Please click Back and try again.<br><br>Your 'ghost teammates' are making decisions for Production and Finance. material Simulation costs.000.

consider creating higher awareness Rehearsal and easier accessibility for Adam. RSIMC2_2 RSIMC2_4 Rehearsal Simulation Next. Try Rehearsal making some decisions in R&D and Marketing. Then click Simulation Next. give your 3 products a new price. develop a forecast for your 3 products. and NA by Simulation increasing the promotion and sales budget. Are you projecting better results Simulation this year? RSIMC2_5 RSIMC2_7 If you are done making your decisions Save them Rehearsal from the File menu and advance to the next round. Simulation Below are some recommendations: HMKTG_21 RSIMC2_3 In Marketing. Rehearsal (For details about developing forecasts. Great! You're almost done with round 2. Front Page.) RSIMC2_4 RSIMC2_6 You can click on the Proformas and examine your Rehearsal projected results. Aft. In the menu Rehearsal click Courier and select 1. see the Simulation Manager Guide on your Help menu. RSIMC0_1 RSIMC2_101 . Simulation Good luck in round 3! RSIMC2_6 Let's look at the results for Round -1. RSIMC2_3 RSIMC2_5 Lastly.

ROE. To scroll up and down the page. ROA. RSIMC2_100 RSIMC2_102 Six of the eight performance measures used to evaluate the simulation can be found on the Front Page.46. select Courier | 2. your stock price fell by Simulation -$18. The principal is due as Simulation a lump sum in the 10th year. Your credit rating is CC. Turnover.38.<br><br>Bonds are 10 year coupon notes. RSIMC2_102 RSIMC2_104 Rehearsal Simulation Stock price is driven by: RSIMC2_103 RSIMC2_105 The bond market summary lists your outstanding bonds and your credit rating.<br><br>Three numbers stand out in the Simulation Selected Financial Statistics. They include ROS. You will pay 10 equal Rehearsal interest payments annually. please use the Rehearsal scroll bar. RSIMC2_105 RSIMC2_107 .<br><br>In Rehearsal the menu. and Market Share. RSIMC2_104 RSIMC2_106 Rehearsal In the menu click Courier and Financial Simulation Statements. Cumulative Profits. At $15. Stock and Bond Simulation Market. RSIMC2_101 RSIMC2_103 The Stocks & Bonds page summarizes activity in the stock market and compares your bond portfolio Rehearsal with competitors.

it's greatest value lies in comparing Simulation across competitors.Rehearsal The Financial Statements surveys the competitor's Simulation annual reports. RSIMC2_106 RSIMC2_108 Although there are many numbers of interest on Rehearsal this page. You can ask questions like: RSIMC2_107 RSIMC2_109 Rehearsal Simulation In the menu click Courier and Production Analysis. RSIMC2_111 RSIMC2_113 . RSIMC2_108 RSIMC2_110 Rehearsal The Production Analysis looks at the companies Simulation through the eyes of the production manager. who satisfied them best. and Simulation what to expect early next round. Traditional Simulation Segment. RSIMC2_109 RSIMC2_111 Rehearsal In the menu click Courier and 5. RSIMC2_110 RSIMC2_112 The market segment analysis tells you what Rehearsal customers want.

If your professor enables the HR or TQM Module. add up the scores. Pay special attention to the December Customer Survey. High End.<br><br>In the menu click Courier Simulation and Perceptual Map. Market Share. Size Segment. RSIMC2_114 RSIMC2_116 When you have finished looking over this page.<br><br>In the menu click Courier and Simulation Annual Report Page 1. New products appear as soon as they are promoted or acquire a production Rehearsal facility. in Simulation the menu click Courier and 9. and its results drive demand.<br><br>The charts at the top of the page merit special attention. Low End Simulation Segment. Demand are not of identical height.<br><br>The segment shares can tell you at a glance where a competitor is focusing Rehearsal their resources. RSIMC2_119 RSIMC2_121 The HR/TQM report is a specialty page. Your demand in Rehearsal December is your score divided by the sum of the Simulation scores. you have lost all demand. in Rehearsal the menu click Courier and 8.<br><br>The score is on a scale of 0 to 100. suggesting possible capacity shortages. RSIMC2_120 RSIMC2_122 . At zero. RSIMC2_115 RSIMC2_120 The Perceptual Map is especially useful for exposing competing strategies and market opportunities. RSIMC2_113 RSIMC2_115 The Low End Segment page is similar to the Traditional page. the entire segment stocked out. you have a perfect product in December. RSIMC2_112 RSIMC2_114 Rehearsal In the menu click Courier and 6.<br><br>In the menu click Courier and Simulation HR/TQM Report. At 100. although you must have scored something earlier in the year to make this page at all. in Simulation the menu click Courier and 10. but focuses upon Low End Rehearsal customers.<br><br>In the menu click Courier and Simulation 7. This survey is run every month.<br><br>To estimate your demand in December. <br><br>If the bars in the Industry Unit Sales vs. RSIMC2_117 RSIMC2_119 The Market Share page breaks sales down by segment and product. Performance Simulation Segment. RSIMC2_115 RSIMC2_117 Rehearsal When you have finished looking over this page. this page highlights the outcomes of your decision Rehearsal making. RSIMC2_116 RSIMC2_118 Rehearsal When you have finished looking over this page.

enter in a production schedule for Adam. Rehearsal develop a sales forecast for those 3 products. <br><br>To make decisions.<br><br>Take a Rehearsal moment to examine the results of round 2 and Simulation then proceed to tour the Production department. and NA. The Annual Report focuses upon your company. Rehearsal When done. Rehearsal <br><br>Click Next for the Rehearsal Simulation Simulation Round 0 Objectives.<br><br>Your responsibilities have increased in round 3. You will continue to manage Adam. account for the Rehearsal inventory before entering a production Simulation schedule.<br><br>Your ghost teammates are making decisions for Finance. RSIMC3_2 RSIMC3_4 In Production. in the menu click Decisions and select a functional area. Marketing. Aft. <br><br>In the menu click Simulation Courier and Annual Report Page 2. modify prices and increase your marketing budgets for Adam. Aft. and NA. RSIMC2_123 RSIMC0_1 Welcome to Round 3 of the Rehearsal Simulation. and Production. RSIMC2_100 Rehearsal Let's go to R&D and make some decisions. RSIMC2_122 RSIMC2_124 This completes the Capstone Courier overview. Simulation Below are some notes to consider. RSIMC2_121 RSIMC2_123 Page 2 breaks down your Income Statement by product. The graphs at the bottom of the page Rehearsal summarize your historical results across the Simulation performance measures. produce a little more than the forecast and if necessary.<br><br>Additionally: RSIMC3_3 RSIMC3_5 Now take a moment to examine your decisions. As discussed in the Production department tour. Page 1 offers the Balance Sheet and Cash Flow Rehearsal Statement in detail. Next. and NA in R&D. save and advance to Round 4. Good Simulation luck! RSIMC3_4 . Below Simulation are some recommendations: HPROD_14 RSIMC3_3 In Marketing. Aft.

Review your Rehearsal decisions and examine the proforma reports Simulation before advancing to Round 5. Make some decisions in R&D. Production. Marketing. HFIN_12 RSIMC4_3 This is the last round of the rehearsal. Rehearsal Marketing.<br><br>Take a moment to examine the Rehearsal results of round 3 and then proceed to tour the Simulation Finance department. Good luck!") Welcome to uncoached Round 7 of the Rehearsal Rehearsal Simulation. and Finance. and NA in R&D. Good luck!") Congratulations! This completes the Rehearsal Simulation<br><br>The last round reports are Rehearsal Finished available for your inspection. Continue managing Adam. and NA.<br><br> Good luck! RSIMC4_2 Congratulations.<br><br>You are responsible for all Simulation company decisions.<br><br>You are responsible for all Simulation company decisions. Your professor has given you the option of restarting the Rehearsal with or without the Rehearsal coach guiding you. RSIMC5_1 Welcome to uncoached Round 6 of the Rehearsal Rehearsal Simulation. Aft. Aft.<br><br>You are responsible for all Simulation company decisions. . Welcome to Round 4 of the Rehearsal Simulation. you have completed basic training. Rehearsal Simulation The coached rehearsal is over. RSIMC2_100 This round you have complete freedom to manage Adam.<br><br>We Simulation suggest the following. or you can continue through Simulation Round 8.<br><br>Your responsibilities have increased. and Finance. Good luck!") Welcome to uncoached Round 8 of the Rehearsal Rehearsal Simulation. Production.

You canIf you Welcome to competitors practice how continue inyour alone. Or Rehearsal Round 2 as those company's every in your strategy. in As every basic training department graduate of the your professor company. in the Yourehearsal can practice mayhownot your be as sharp Rehearsal Round 4 as those in your competition. for all decisions in every your department of Welcome to competitors the company. Note Welcome to however. RSIMU Remember.") Rehearsal RSIMU Simulation<br><br>The last round reports are Rehearsal Finished available for your inspection. of theIf to rehearsal company. youchoose the to Ifplay to continue option youthe go rehearsal the it alone. without Welcome to given you the competitors option to play the mayrehearsal aswithout practice the the tour. . not your out be as will be sharp Rehearsal Round 3 as those in your company's strategy. go it yourcan You alone. without rehearsal with the without the tour. yourself. the rehearsal.") the Rehearsal RSIMU Rehearsal Simulation. your you can choose toofrestart the company. you continue the go it You alone.") the Rehearsal RSIMU Rehearsal Simulation. guided how youand tour will bedecisions ghost responsible teammates playforoutallyour decisions making any Or in the tour company's guide and strategy.<br><br>(You can restart your Simulation Rehearsaltoatuncoached Welcome any time from Roundthe File 7 of menu. your professor has Or you can choose to continue the rehearsal given you the option to play the rehearsal without with the guided the atour As tour guide basic and ghost and make training teammates graduate all decisions making any yourself. the rehearsal decisions without mayyou play the tour. choose theyour If to continue option you to play the go it alone. As a basic training graduate your professor has given you the option to play the rehearsal without the As atour guide basic and make training graduate all decisions yourself. your professor has Or uncoached you givencan decisions.<br><br>(You can restart your Simulation Rehearsal at anyThis Congratulations! timecompletes from the File themenu. Note however. company. You can has Or uncoached you can given you decisions.ghost teammates graduate your competition. makeNote all decisions however. Note however. your making professor any has company's every department uncoached decisions.<br><br>(You can restart your Simulation Rehearsaltoatuncoached Welcome any time from Roundthe File 8 of menu. of Note theIf youhowever. how you inwill the your bedecisions responsible mayrehearsal play out for aswith notallyour be decisions the sharp in Rehearsal Round 1 guided As as a those tour basic and training in strategy. your competitors in the rehearsal may Rehearsal Round 5 not be as sharp Welcome as thoseRound to uncoached in your6competition. you are responsible for making all Good Luck! decisions for your company this round. without Welcome to competitors practice the tour. yourcan every you department uncoached can choosedecisions. responsible competition. the rehearsal without rehearsal without with the practice the tour. of the Rehearsal Rehearsal Simulation. department competition. decisions play out your company's strategy. guided the atour you tour guideandwill be ghost and make responsible teammates for all decisions all decisions making any yourself. tour youinwill how guide thebe your and rehearsal decisions responsible make all play notallyour out for decisions be sharpin decisions yourself.

<br><br>Further. everybody manages the Andrews company. You will manage Able and invent 1 new product. Keep in mind though that your competitors in the rehearsal are not as tough as those in your competition. you Simulation will only be responsible for 2 products in R&D. Erie or Ferris). If you do not see the Add-Ins tab. Chester. since this is the first rehearsal round. then proceeds through Marketing.<br><br>There are 4 rounds to complete. please resize the spreadsheet by double clicking the blue bar at the top of the window. Meanwhile. Able. Because infighting teammates may sabotage a company’s performance.) RSIMF1_1 RSIMF1_2 Welcome to the R&D department!<br><br>Notice the existing product. your ghost teammates will be running the company using a broad differentiation strategy (quality products in all markets). click the Add-Ins tab above.<br><br>Making an analogy of the business simulation to a flight simulator. planning begins in R&D. Do not be concerned if you have been assigned to some other team for the official simulation (Baldwin. your "ghost teammates" will manage the other departments. that you inherit. You will begin the first round by managing 2 products in the R&D department and after each round you will manage more departments. and Finance. your rehearsal will go better if you make broad Rehearsal differentiator decisions. the uncoached rehearsal will enable you to practice various techniques flying the plane.<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. Please Note: To see the Capstone/Foundation/Comp-XM menu selections. You can only restart your rehearsal once every 24 hours. even if you want to use a Simulation different strategy in the official simulation. RSIMF1_1 RSIMF1_3 In general. Production.<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. Office 2007 Users. Rehearsal Further.<br><br>(You Rehearsal can choose to whether use the Office Assistant for Simulation the Coach from the FOUNDATION® MENU. RSIMF1_2 RSIMF1_4 . During the Rehearsal.<br><br>During this training you will manage the Andrews Corporation against two programmed competitors. Digby.

We really need a Performance of 5. the product falls behind because it's still trying to finish last year's project. Simulation Please click Back and try again. The Perceptual Map at the lower left is a marketing tool used to show how well your products meet customer expectations. The Black label on the perceptual map tells you where Able is today. the product's Performance and Rehearsal Size. Your R&D department updates Rehearsal existing product designs and can invent new Simulation products. more powerful products. Notice that there are now two Able's on the map. RSIMF1_9 Good. RSIMF1_7 RSIMF1_11 Rehearsal Oops.<br><br>If the Revision Date exceeds 1 year the project for that product will continue the following year.3. the decision cells will lock. Your customers are primarily concerned with two characteristics. RSIMF1_3 RSIMF1_5 Customers look for four things in a product's design (the customer buying criteria can be found in each segment of the FastTrack report).8. turn yellow and prevent new projects from beginning until the following Rehearsal round. 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. Click on Able's Size cell and enter a value Simulation at 14. top left of the R&D Rehearsal screen. customers expect smaller. RSIMF1_5 RSIMF1_7 Rehearsal Simulation #VALUE! RSIMF1_6 RSIMF1_9 Rehearsal Oops. 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. Over time they expect products to become Simulation smaller and more powerful. Please click Simulation Back and try again. January 1st. The marketplace evolves continuously. We really need a Size at 14. As the years pass. The cells will turn green after the Revision Simulation Date. Additionally.) RSIMF1_4 RSIMF1_6 Positioning.3. RSIMF1_7 Next change Able's Size. RSIMF1_9 RSIMF1_12 . to Rehearsal view the customer buying criteria for each Simulation segment. As a result.

RSIMF1_12 RSIMF1_15 Rehearsal Simulation #VALUE! RSIMF1_14 RSIMF1_16 A product's age is maintained by repositioning products on the perceptual map. All projects should finish within the Simulation year unless planned. When a product is moved.<br><br>The "Age at Revision" tells you what the new perceived age will be on the day the project completes. with half its former age. extending revision dates and costing a little more money. MTBF or Mean Time Before Failure. Its age is cut in half on the day it emerges from R&D. If you decide not to Rehearsal reposition a product. RSIMF1_16 RSIMF1_18 . If the current project is showing a revision date of next year. customers perceive it as younger. It becomes the "new-and-improved" product. RSIMF1_12 As you're repositioning you will find that other projects may take longer. RSIMF1_11 RSIMF1_14 Rehearsal Oops. Outside this range may result in a Rehearsal loss of demand (if less) or no additional demand (if Simulation more). The range is 14. For instance. therefore. Simulation Please click Back and try again. We really need a revision that finishes in 0. you'll be producing and selling Able's old specs. We measure reliability in hours. RSIMF1_15 RSIMF1_17 Reliability is the third factor of importance in a customer's buying criteria. When you're making decisions always check the revision date. Rehearsal When you're making decisions it is important to Simulation keep an eye on this. Low End customers help make a buying decision based on an industry range. Keeping these specs will trigger a pause from beginning a new project next year because R&D is still trying to complete this Rehearsal year's project. "Age at Revision" will display Simulation a dash (-).000.000-20.

On the other hand.000.<br><br>You can see this in the Material Rehearsal Cost chart. RSIMF1_23 Rehearsal Simulation Next. Simulation Here are the ranges: RSIMF1_18 RSIMF1_20 Of course.000 and Simulation 23. your ghost teammates will make the purchase.0 and 9. R&D costs20. We really need a Size between 11. Move one of your products to the leading edge of segment's Rehearsal circle and increase the MTBF. On the one hand.0 and 12. a size between Therefore. invention can be seen as RSIMF1_27 an investment in the future. You will only Rehearsal have to do this when you're making official Simulation decisions. We really need a size between 8. let's invent a new product. and they reward you with increased demand as you increase MTBF above the Rehearsal minimum up to a point where they do not care. As a result. Simulation Here are instructions for new inventions: RSIMF1_20 RSIMF1_22 As an experiment. you are keenly concerned with both MTBF and Positioning because both form your products' material costs.0.0 RSIMF1_22 RSIMF1_25 Rehearsal Oops.0 and Simulation 12. the better the technology.0.0 RSIMF1_23 RSIMF1_27 Rehearsal Oops. you may pass those costs on to them. (Do not be concerned with buying plant capacity and automation. they know that the higher the MTBF specification.0 and Simulation 9. management can invent new products. the higher the material costs.) RSIMF1_27 RSIMF1_30 .000 RSIMF1_25 RSIMF1_29 Adding products increases your company’s Rehearsal Oops. We revenue really need streams. 'Ace' or 'Acre' or 'Apt'. RSIMF1_17 RSIMF1_19 In the end customers require a minimum Reliability. For example. RSIMF1_19 RSIMF1_21 Rehearsal Lastly. Try increasing and decreasing the Simulation MTBF specifications for your products. Customers feel torn about reliability. We will create it in the first green row. Please click Back and try again. they want your sensor to last forever.000 and 23. Please associated with click Back product and try again. just below Able. give Cedar a performance between 8.) RSIMF1_21 RSIMF1_23 Rehearsal Next. the higher the material costs. RSIMF1_25 Rehearsal Give Cedar an MTBF specification of something Simulation between 20.<br><br>Try this experiment. (Please Note: You cannot manufacture newly invented products until Rehearsal you purchase Capacity for that product on the Simulation Production spreadsheet. Give the product a name (currently Cedar) beginning with the letter 'A'. Simulation Please click Back and try again. give Cedar a Size between 11. Keep in mind. Notice the effect in Simulation the Material Cost chart.

Notice both the revision date and the R&D cost.<br><br>This brings us to Rehearsal the last. Make Rehearsal some decisions in R&D and Marketing. Continue managing Able and Cedar in R&D and the Marketing function.<br><br>When done save your decisions and advance to the next round Rehearsal by clicking the File menu on the Foundation® Simulation menubar. save and Simulation advance to Round 3. RSIMF1_30 Welcome to Round 2 of the Rehearsal Simulation. RSIMF1_29 RSIMF1_31 This completes the R&D tour. and most strategic concerns in R&D -- Simulation scope and focus.<br><br>Your 'ghost teammates' are making decisions for Production and Finance.<br><br>You are free to rework Able and Cid.<br><br>Take a moment to examine Rehearsal the results of round 1 and then proceed to tour the Simulation Marketing department. Below are Simulation some recommendations: HMKTG_21 RSIMF2_3 Rehearsal Now make some Marketing decisions. material costs. RSIMF2_1 RSIMF2_100 Great! You're almost done with round 2. When done. and revision dates when making changes. Good luck! RSIMF2_3 . Below are Simulation some recommendations: RSIMF2_2 RSIMF2_4 Take a moment to examine your decisions and Rehearsal your Proforma worksheets. This information is important when you begin running the company. Remember to keep an eye on R&D costs.<br><br>During Round 2 your responsibilities have increased.

select FastTrack | 2. RSIMF2_102 RSIMF2_104 Rehearsal Simulation Stock price is driven by: RSIMF2_103 RSIMF2_105 The bond market summary lists your outstanding bonds and your credit rating. and Market Share.<br><br>Your bonds are 10 year coupon notes. Your credit rating is CC. The principal is due Simulation as a lump sum in the 10th year. You pay 10 equal Rehearsal interest payments each year. RSIMF2_105 RSIMF2_107 . In the menu Rehearsal click FastTrack and select 1. Front Page. RSIMF2_100 RSIMF2_102 Six of the eight performance measures used to evaluate the simulation can be found on the Front Page. Let's look at the results for Round -1. RSIMF2_104 RSIMF2_106 Rehearsal In the menu click FastTrack and Financial Simulation Statements.46. ROE.38. RSIMF0_1 RSIMF2_101 To scroll up and down the page. your stock price fell by Simulation -$18. At $15. Then Simulation click Next. Stock and Bond Simulation Market RSIMF2_101 RSIMF2_103 The Stocks & Bonds page summarizes activity in the stock market and compares your bond portfolio Rehearsal with competitors. Cumulative Profits.<br><br>In Rehearsal the menu.<br><br>Three numbers stand out in the Simulation Selected Financial Statistics. Turnover. please use the Rehearsal scroll bar. They include ROS. ROA.

RSIMF2_109 RSIMF2_111 Rehearsal In the menu click FastTrack and 5. RSIMF2_106 RSIMF2_108 Although there are many numbers of interest on Rehearsal this page. RSIMF2_108 RSIMF2_110 Rehearsal The Production Analysis looks at the companies Simulation through the eyes of the production manager. RSIMF2_111 RSIMF2_113 . who satisfied them best. and Simulation what to expect early next round.Rehearsal The Financial Statements surveys the competitor's Simulation annual reports. it's greatest value lies in comparing Simulation across competitors. You can ask questions like: RSIMF2_107 RSIMF2_109 Rehearsal In the menu click FastTrack and Production Simulation Analysis. RSIMF2_110 RSIMF2_112 The market segment analysis tells you what Rehearsal customers want. Low Tech Simulation Segment.

this page highlights the outcomes of your decision Rehearsal making. RSIMF2_114 RSIMF2_116 The Market Share page breaks sales down by segment and product. RSIMF2_117 RSIMF2_119 The Annual Report focuses upon your company. but focuses upon High Tech Rehearsal customers. Rehearsal Your demand in December is your score divided Simulation by the sum of the scores. Market Share. RSIMF2_119 RSIMF2_121 .<br><br>In the menu click FastTrack Simulation and 7. add up the scores. although you must have scored something earlier in the year. RSIMF2_112 RSIMF2_114 Rehearsal In the menu click FastTrack and 6. New products appear as soon as they are promoted or acquire a production Rehearsal facility. you have lost all demand. At 100. <br><br>If the bars in the Industry Unit Sales vs.<br><br>The score is on a scale of 0 to 100. At zero.<br><br>The segment shares can tell you at a glance where a competitor is focusing Rehearsal their resources. RSIMF2_113 RSIMF2_115 The High Tech Segment page is similar to the previous page. the entire segment stocked out. RSIMF2_115 RSIMF2_117 The Perceptual Map is especially useful for exposing competing strategies and market opportunities. <br><br>In the menu click Simulation FastTrack and Annual Report Page 2. you have a perfect product in December.<br><br>In the menu click FastTrack and Simulation HR/TQM Report. Demand are not of identical height.<br><br>The charts at the top of the page merit special attention. If your professor enables the HR or TQM Module. Page 1 offers the Balance Sheet and Cash Flow Rehearsal Statement in detail. This survey is run every month.<br><br>In the menu click Simulation FastTrack and Perceptual Map. High Tech Simulation Segment. RSIMF2_118 RSIMF2_120 Page 2 breaks down your Income Statement by product. and its results drive demand. Pay special attention to the December Customer Survey.<br><br>To estimate your demand in December. The graphs at the bottom of the page Rehearsal summarize your historical results across the Simulation performance measures.<br><br>In the menu click FastTrack and Simulation Annual Report Page 1. RSIMF2_116 RSIMF2_118 The HR/TQM report is a specialty page. suggesting possible capacity shortages.

<br><br>Your responsibilities have increased. Rehearsal <br><br>Click Next for the Rehearsal Simulation Simulation Round 0 Objectives. RSIMF2_120 RSIMF0_1 Welcome to Round 3 of the Rehearsal Simulation.<br><br>Your responsibilities have increased. in the menu click Decisions and select a functional area. Marketing. RSIMF2_100 This round you have complete freedom to move around the spreadsheet. and Production. Below are some recommendations: HPROD_14 Welcome to Round 4 of the Rehearsal Simulation. Make some decisions in Rehearsal R&D. Production. HFIN_12 . <br><br>To make decisions.<br><br>Take a moment to examine the Rehearsal results of round 2 and then proceed to tour the Simulation Production department. RSIMF2_100 Great! You're almost done with round 3. and Simulation Production.<br><br>We suggest the following. Make Rehearsal some decisions in R&D. Marketing. You now manage all of the departments including Finance. and Simulation Finance.<br><br>Take a moment to Rehearsal examine the results of round 3 and then proceed Simulation to tour the Finance department. Marketing. This completes the Foundation FastTrack overview.<br><br>Your 'ghost teammates' are making decisions for Finance. Continue managing Able and Cedar in R&D.

RSIMF6_1 Rehearsal Simulation Welcome to Round 7 of the Rehearsal Simulation. Rehearsal Simulation Welcome to Round 6 of the Rehearsal Simulation. Congratulations. Your professor has given you the option of restarting the Rehearsal with or without the Rehearsal coach guiding you. you have completed basic training. RSIMF8_1 Congratulations! This completes the Rehearsal Rehearsal Simulation<br><br>The last round reports are Simulation available for your inspection. Simulation the last round. RSIMF9_1 . or you can continue through Simulation Round 8. RSIMF7_1 Rehearsal Welcome to Round 8 of the Rehearsal Simulation.

Have your projects complete before December 31st so that you can update them again next year.<br><br>In R&D consider updating established products like Able. If you wish. too. too. If you wish. If you wish. you can launch new product designs. Have your projects complete before December 31st so that you can update them again next year. The good news. All company success is attributable to your actions. Comp1_2 . too. too. too.In R&D consider updating established products like Able.In R&D consider updating established products like Able. If you wish. you can launch new product designs. Have your projects complete before December 31st so that you can update them again next year. or click a button from the toolbar. too. If you wish. You can enable me at any time by clicking CAPSTONE MENU in the menu at the top of the display. you can launch new product designs. too. too. you can launch new product designs. you can launch new product designs. Have your projects complete before December 31st so that you can update them again next year.In R&D consider updating established products like Able. I am your coach. you can launch new product designs. or by clicking the Coach button at the top of the toolbar. Have your projects complete before December 31st so that you can update them again next year. careful study of the marketplace Greetings! will help you make your company a winner. <br><br>Have your projects complete before December 31st so that you can update them again next year.In R&D consider updating established products like Able. In R&D consider updating established products like Able. If you wish. Have your projects complete before December 31st so that you can update them again next year. select a worksheet from the Strategy menu at the top of the display.In R&D consider updating established products like Able. If you wish. 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. Congratulations! You are about to take complete control of the Andrews Bio Sensor company.<br><br>To begin using the workbook.In R&D consider updating established products like Able. Greetings! you can launch new product designs.

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
Administration information about your Industry every round. Comp1_1 Comp1_3

The Comp-XM® market has four segments, Thrift,
Core, Nano and Elite. Just like your previous
simulation the segments drift on the perceptual
map. The price ranges remain constant every
round, and if a product is priced $6 or more
outside of a segment's range it will have no sales
The New Segments in that segment. Comp1_2 Comp1_4

Thrift customers want proven products, are
indifferent to technological sophistication and are
price motivated:<br>
Price, $14.00-$26.00- 55% of decision;<br>
Reliability (MTBF), 14,000-20,000- 20% of
decision;<br>
Positioning, performance 6.5 size 13.5- 15% of
decision;<br>
Age, 3 years- 10% of decision.
Thrift Comp1_3 Comp1_5

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.
Core Comp1_4 Comp1_6

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
Nano decision. Comp1_5 Comp1_7

Elite customers want high reliability and cutting
edge performance: <br>
Age, 0 years- 34% of decision;<br>
Price, $30.00-$42.00- 24% of decision;<br>
Positioning, performance 12.5 size 9.5- 22% of
decision;<br>
Reliability (MTBF), 20,000-26,000- 20% of
decision.
Elite Comp1_6 Comp1_8

The Comp-XM® market will require you to
formulate new tactics to implement your strategy.
You can use the same strategy you used before or
pick a new one. Since you have only four decision
rounds, you may want to determine what strategy
your new company has already been pursuing and
continue to develop it. The segments in this
market are less distinct than the segments in your
former business. Straddling two segments with a
"sofa-bed" product is viable, though this will
become more difficult as the segments drift apart.
Strategy Comp1_7 Comp1_9

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
TQM entries. Comp1_8 Comp1_10

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
HR of Human Resource entries. Comp1_9 Comp1_12

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.

Board Queries Comp1_10 Comp1_13

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
Balanced "What is a Balanced Scorecard?" in the Comp-
Scorecards XM® Help section. Comp1_12 Comp1_14
To begin, review the Inquirer, then go to the
Decisions menu and start formulating your
Good Luck! decisions. Best of luck! Comp1_13

CheckCell Low High JumpLow JumpHigh OptionText1

Launch the R&D tutorial
from the website

Launch the Marketing
tutorial from the website

Launch the Production
tutorial from the website

Launch the Finance tutorial
from the website

Launch the HR tutorial from
the website

Launch the TQM tutorial
from the website

Launch the Advanced
Marketing tutorial from the
website

List tutorials

Positioning - the product's
placement on the Perceptual
Map

Note that the map presents
the situation at the end of
this round, a forecast for
where segments and
products will be on
December 31st.

Traditional customers want a
proven design. Their interest
peaks when the design is
2.0 years old.

Low Tech customers want a
proven design. Their interest
peaks when the design is
3.0 years old.

Traditional - 14,000 to
19,000 hours

Low Tech - 14000 to 20000
hours

Pick a row that begins with
"Na".

Scope - How many products
will you put on the playing
field? You can have as few
as one and as many as
eight.

Traditional - 14000 to 19000 hours

Low Tech - 14000 to 20000 hours

Pick a row that begins with
"Na".
Scope - How many products
will you put on the playing
field? You can have as few
as one and as many as
eight.

Complement. The number of
employees in your workforce
complement. At full
complement, every job is
filled.

Last Year The complement
at the end of last year.

.

Recruiting Spend.You become responsible for Complement. . and Training Hours. List other tutorials Wages -> You can give labor 80% or up to 150% of their current wages.

$22 Labor will be demanding 10% more than the "best" current contract. in each of the 4 areas. IF Labor’s Demand falls between the company’s Starting Position and Negotiation Ceiling IF Labor's Demand is above the company's Negotiation Ceiling $1 difference in wages .

Set the Your Sales Forecast to zero. This will cause the Gross Revenue calculation to use the Computer Prediction for its calculations. Above the range. . customers can find substitutes. This will cause the Gross Revenue calculation to use the Computer Prediction for its calculations.List other tutorials Price Set the Your Sales Forecast to zero.

Mktg!C6 29 39 HMKTG_7 HMKTG_7 Mktg!C6 15 35 HMKTG_7a HMKTG_7a .

Accessibility. How easy is it for the customer to work with you? This is an infrastructure concern -. .showrooms. At 100% easy. Accessibility is measured on a scale of 0% to 100%. Decays over time. customers find it difficult to work with you. At 0%. customer support. distribution channels. Each year you lose 1/3rd of your accessibility. etc.

.

demand falls to about 65% of maximum. and at 120 days. 98.AR Lag. Long-term Debt (Bonds) .30 days means you give customers 30 days to pay you. If you offer no credit terms. demand is 92%. demand is 100%. Your credit terms are expressed in days . The longer the lag. At 30 days. At 60 days. the more cash is tied up in receivables.5%.

Finance!C21 -1 0 HFIN_10Low HFIN_10High .

Print Media Email and Web Media $300 thousand .

Outside Sales .

Concurrent Engineering and Quality Function Deployment Effort . Vendor JIT.List other tutorials CPI.

List other tutorials How much inventory do you want on hand for sale this year? The decision cells are green. #VALUE! . The yellow cells are protected calculations and references.

) The automation level. The higher the automation. the higher the technology. 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. the fewer the workers. In general.If your worst case comes true. . you will have lots of inventory. the more expensive the materials needed to build the product. TIP. resulting in an emergency loan (also known as bankruptcy. This could consume all of your cash. Positioning on the Perceptual Map.

it is easy to move a product across the Perceptual Map. Add 100 units of capacity to Cid. it is difficult.At an automation rating of 1. team size .0. At 10.0.

List other tutorials .

DB_TutorialCommentEntry 8 15 TDB_4Low TDB_4High $O$272 .

.

Size 9.5 .2.Apple Brazil Move Adam to Performance 10.

File is where you will be able to save your decisions or exit Capstone. First .

Select another tutorial .

Make decisions

The Coach is found under
FOUNDATION MENU or
with the top button in the
toolbar.

The green cells are decision
cells. To make a decision,
change the green cell to
some other value.

Where to position your
product. There are two
segments - Low Tech and
High Tech. They appear as
circles on the Perceptual
Map.

Price - Low Tech customers
want low prices. High Tech
customers pay more if you
offer them excellent product
designs.

Production Schedule. How
many units (in thousands)
will you produce this year?

The Foundation Reports

Positioning - the product's
placement on the Perceptual
Map

Note that the map presents
the segment's and product's
position at the end of this
round, on December 31st.

In Excel you must press
Enter or Tab to complete
RandD!D6 9.8 9.8 RSIMC1_8 RSIMC1_8 typing a value in a cell.

RandD!E6 10.2 10.2 RSIMC1_10 RSIMC1_10

RandD!G6 1/1/2000 12/31/2000 RSIMC1_13 RSIMC1_13

Positioning affects material
cost. The higher the
technology, the higher the
material cost. You could run
experiments by moving
Adam behind its current
specs (black font) with less
performance and larger size.
Meanwhile, check the
Material Costs chart and
compare new and old cost.
After, change your specs
back to a desireable
location.

Traditional - 14,000 to
19,000 hours

Differentiators would like to
offer an MTBF between
23,500-25,000 hours.

RandD!D9 10 11 RSIMC1_24 RSIMC1_24

RandD!E9 9 10 RSIMC1_26 RSIMC1_26

RandD!F9 20,000 23,000 RSIMC1_28 RSIMC1_28

RandD!D7 9.5 9.8 RSIMC1_31 RSIMC1_31

RandD!E7 15 15.4 RSIMC1_33 RSIMC1_33

RandD!F7 25,500 27,000 RSIMC1_35 RSIMC1_35

Scope - How many products
will you put on the playing
field? You can have as few
as one and as many as
eight.

Tour the results for Round 1
in the Capstone® Courier
and Annual Report.

In R&D consider
repositioning Adam, Aft, and
NA. Remember to finish your
projects before December
31st so that you can update
them again next year.

New products are
newsworthy events so all
new products enter the
marketplace with 25%
awareness. You may add
additional awareness
through the promotion
budget if you would like.

Be sure to use the correct
segment pages of the
Courier when checking for
price ranges. Additionally,
subtract $.50 from those
ranges to account for the
expected drop in price.

Use the Courier's segment
pages to find the Total
Industry Unit Demand. You
will need to do this for each
segment that Adam, Aft, and
NA fall in.

Emergency Loan. We
avoided an emergency loan.
Typically emergency loans
result from inventory
expansions or under-funded
plant expansions.

Book Value. Book value
equals your total equity
divided by the number of
shares outstanding. It sets a
base for your stock price.

Series#. The series number
consists of the interest rate,
the letter "S", and the year
the bond is due. For
example, 11.0S2006 says,
"This bond pays 11.0%
interest and is due in 2006."

Cash Flow. The Cash Flow
statement summarizes
activity in the Cash Account.
Black numbers mean that
over the course of the year,
there was a net inflow of
cash. Red numbers mean
money flow out of Cash and
into the category.
How much did my
competitors spend on plant
improvements? How did
they finance it?

Units in Inventory. If the
value is zero, the product
stocked out. If it is a
considerable portion of units
sold, the product did not live
up to the company's
expectations.

Statistics. Look here for
segment size and growth
rate.

Review the results for Round
2 in the Capstone Courier
and Annual Report.

In R&D update your designs
by repositioning Adam, Aft,
and NA. Remember to finish
your projects before
December 31st so that you
can update them again next
year.

Use the Courier's segment
pages to find the Total
Industry Unit Demand. You
will need to do this for each
segment that Adam, Aft, and
NA fall in.

Consider whether to invest
in capacity and automation.
Build enough additional
inventory to satisfy
customers in your best-case
scenario.

I just want to look at my reports.Review the results for Round 3 in the Capstone Courier and Annual Report. Let's review the results of Round 4. In R&D update your designs just like you have in the first 3 rounds. .

Play this round without coaching.Play this round without coaching. I'll make all decisions. I'll make all decisions. I'll make all decisions. Continue to Round 5 of this Rehearsal competition. Play this round without coaching. I'll make all decisions. I'll make all decisions. . Play this round without coaching.

.

the product's placement on the Perceptual Map Decisions are to be made only to the cells that are green. Positioning . RandD_F!E4 14. . In Excel you must press Enter or Tab to complete RandD_F!D4 5.8 5.3 RSIMF1_10 RSIMF1_10 Note that the map presents the situation at the end of this round.8 RSIMF1_8 RSIMF1_8 typing a value in a cell. a forecast for where segments and products will be on December 31st.3 14.

. with less performance and larger size. You could consider making Able more low tech. the higher the material cost. Positioning affects material cost. The higher the technology. Try moving the product by entering new Size and Performance values. Notice the revision dates move farther as more changes are RandD_F!G4 1/1/2000 12/31/2000 RSIMF1_13 RSIMF1_13 made. This would reduce material cost. and you could pass the savings on to customers with a price break.

000 RSIMF1_28 RSIMF1_28 .000 23.14. RandD_F!D5 8 9 RSIMF1_24 RSIMF1_24 RandD_F!E5 11 12 RSIMF1_26 RSIMF1_26 RandD_F!F5 20. Low Tech .000 to 20.000 hours Pick a row that begins with "Na".

Check pages 5 & 6 of the FastTrack for additional information.How many products will you put on the playing field? You can have as few as one and as many as eight. Price both your products within their segment's range. Tour the results for Round 1 in the Foundation FastTrack and Annual Report. . Remember to finish your projects before December 31st so that you can update them again next year. Consider updating all of your products' design.Scope .

Book value equals your total equity divided by the number of shares outstanding. You avoided an emergency loan. Book Value. Typically emergency loans result from inventory expansions or under funded plant expansions. and the year the bond is due. The series number consists of the interest rate.0S2006 says. 11. For example.0% interest and is due in 2006. "This bond pays 11. It sets a base for your stock price. Series#. the letter "S"." .Emergency Loan.

How much did my competitors spend on plant improvements? How did they finance it? Units in Inventory. Black numbers mean that over the course of the year. Red numbers mean money flow out of Cash and into the category.Cash Flow The Cash Flow statement summarizes activity in the Cash Account. the product stocked out. Statistics. there was a net inflow of cash. Look here for segment size and growth rate. . the product did not live up to the company's expectations. If the value is zero. If it is a considerable portion of units sold.

.

you can launch new product designs. . In R&D update your designs.Tour the results for Round 2 in the Foundation FastTrack and Annual Report. Have your projects complete before December 31st so that you can update them again next year. but don't forget to puchase plant capacity and automation for those lines in the Production department. In R&D consider updating established products like Able. Tour the results for Round 3 in the Foundation FastTrack and Annual Report. If you wish.

.Let's review the results of Round 4.

(You can choose to use the Office Assistant for the Coach from the Comp-XM® MENU. New Users .New Users .) . click here for a list of tutorials that will help you get started. click here for a list of tutorials that will help you get started.If you are new to the workbook.If you are new to the workbook.

.

.

.

OptionText2 OptionText3 OptionText4 .

Launch the Labor tutorial from the website .

.

Reliability .0. . measured Age . age 0.0 years 0. at a brand new design.0.how long the product will last. High Tech customers want a brand new design. of 1.5 years.the perceived age of the in MTBF or Mean Time design Before Failure Low End customers interest High End customers want Size customers want a peaks when the design is old. age recent design with an age 7.

000 hours 27.000 hours High Tech .000 High Tech .20.Low Tech .17000 to 23000 hours .12.000 to Performance .22.000 to 17.000 to hours 25.

customers. Focus -.Where are your products? Are you in every segment or only a few? Do you have more than one product in a segment? .Give your product a name. specification. By convention. the first letter should Position the product with a Give your product a match the first letter of your Performance and Size reliability that would satisfy company.

22000 to hours 25000 hours 27000 hours High Tech .17000 to 23000 hours .20000 to Performance .12000 to 17000 High End .Low End .

customers.Give your product a name. By convention.Where are your products? Are you in every segment or only a few? Do you have more than one product in a segment? . Focus -. the first letter should Position the product with a Give your product a match the first letter of your Performance and Size reliability that would satisfy company. specification.

.

.

.

However. Your decision for complement this year. This Year. you make it equal to "Needed". you might 1st and 2nd Shift. The For example. Training Hours. Second production schedule without avoid hiring new people shift worker wages are overtime. This number changes this year only to discharge 150% of first shift worker with the Production Schedule. if you know that your workforce will be shrinking (perhaps because of improvements in Automation).Recruiting Spend. Typically. Your Needed. you might pay a number of hours per year recruiting agency up to $5.000 that you send each per worker to find better workers employee to training to fill your job openings. . The "extra" amount you budget per worker to recruit high caliber workers. The number of workers decide to ask workers to headcounts on first shift you need to fill the current do overtime this year to and second shift. classes. wages. them next year.

.

which in turn Your complement should avoid worker to training up to 80 leads to a smaller. stable workforce. Recruiting Spend let's you spend up to $5000 per worker to get a higher caliber of worker. more overtime and over staffing. .150% Benefits -> 0% or up to 150% of 150% of their current profit of their current annual raise current benefits. Annual Raise -> 0% . hours per year. sharing. rate. Training Your goal is to improve Hours lets you send each productivity. Profit Sharing-> 0% .

The company and labor will meet in the middle between the Negotiation Ceiling offered by management and Labor's demand. Then of course. and Labor strikes. $23. Both sides will finally reach a compromise but not without any injuries.20 The company that offered UNLESS one of the companies this very attractive deal puts down a better offer than the will shake hands with the 10% increase. They split the difference between the Company's Starting Position and Labor's demand. There is no strike. Labor union and be on Labor will take the best offer on their way. The other the table and use that as their companies will go to Step demand. THEN Management walks out. 2.80 $24. $300 difference in benefits 1% point difference in 1% point difference in package Profit Sharing Annual Raise . THEN both parties agree to meet in the middle.

demand follows a classic wrong with this product?" demand falls to zero.00 above or below Within the expected range. price demand curve. . watching the Computer Prediction. Gross Revenue.00. and Contribution Margin. Starting at $10. watching the Computer Prediction. thinking. Below the range.Promotion Place Starting at $24. suspicious.00.00. try raising price in steps of $5 to $44. "What is the expected price range. Gross Revenue. and Contribution Margin. try raising price in steps of $5 to $45.00. they become At $5.

.

Products reach diminishing returns at $3 million. you can scale back the segment’s total Sales Budget to around $4 million and maintain your accessibility. two products with Sales Budgets of $2. If you have lots of unsold inventory to push. You need two products inside the segment. the segment’s overall diminishing return is not reached until budgets total $4. Achieving 100% accessibility is difficult. However. the greater the effect upon demand.Salesmanship. Next year it is forgotten. But the effect is temporary.5 million (for example. Once you do reach 100% accessibility. Diminishing returns apply. Are sales people trying to persuade customers to buy your product? The more sales people.25M each). cranking up the Sales Budget puts more sales people on the problem. .

.

Short-term Debt (Current Debt) Stock Offering . and causes per-unit labor costs to rise.Suppliers become concerned when they are not paid promptly. they withhold 100% of your material. Eventually they withhold material for production. At 150 days. That causes workers to stand idle. At 30 days. At 120 days. At 60 days. they withhold 1%. they withhold 26%. they withhold 8%. they withhold 63%. This creates shortages on the production line. At 90 days.

.

Direct Mail Web Media Email Print Media and Web Media Print Meda and Direct Mail $800 thousand $700 thousand .

Inside Sales Distributors .

CCE/6 Sigma Training Channel Support Systems and Quality Function Deployment Effort . Benchmarking. Deployment Effort. and QIT. Quality Function Concurrent Engineering. Channel Support Systems.

800. for first shift capacity is 1. comments. This the constraints that limit represents 1. Cake's Production After Adj. production. #VALUE! . For example. You have 0 units in the #VALUE! warehouse. For example. Units are expressed in glide your cursor over thousands.000 units. What is your plant capable What are your margins? of producing? Most labels feature explanations. and tips in a pop-up comment.800.

After all. The more reliable the product. you risk running out of inventory. you have already paid all of the expenses with the units you did sell. although this can change if your professor schedules a labor contract The number of units negotiation. The standard contract gives workers a 5% raise each year. produced on second shift. at the moment you miss the sale. The hourly wage rate and benefits package in this year's labor contract.If your best case comes true. MTBF specification. That missed sale's margin would have been a straight contribution to profit. the more expensive the materials. Missed sales are very painful. .

-200. raise would have first shift labor Cake to 10. costs of $1.5 points.20 per Automation is expensive .$4 unit.0 would have labor costs of about $11. indicating that you are Look at the 'Investment ($000)' getting money for the sale.12 per unit. As an experiment.0. meetings member skills . Next try selling 200 units. its original value. A product with an per unit for each additional automation rating of 10. a product with an automation rating of 1. line to see the cost of your plant Try increasing Cid's Capacity is sold at 65% of improvements. Automation by . At the start of the simulation.0 point. To sell capacity. enter a negative number. The investment will turn red.

.

.

.

15. .3 "Axle" in the Size segment.Orange Banana Go back a slide Argentina Peru Chili Move Able to Performance Add a new product called Change Acre's MTBF to 12000.1 Size 5.

Most areas of the company where Proformas will provide you important one being the you will be making decisions. with a look at your Capstone Courier. Last Year’s Report is where you can view and print the Strategy houses the different results from last year. forecasted sales. Second Third . prefect printed copy. Printing You can go to these areas by financials that have been the Courier from this clicking on the name of the calculated based on your location provides you with a department.

.

the other worksheets. button. The results of your tutorial. The Coach offers a tutorial for all decision entry worksheets. your work. You can cover the entire display (best for Undo to the last time you team meetings) or presents the File offers options to save saved. everything and start over. To view the The yellow cells are results. or throw away workbook in a normal window. select the entry They are protected from decisions ripple through sheet and click the Coach change. . Analyze competitors and Develop scenarios Forecast financial results trends Undo allows you to throw View expands the workbook to away recent work.

with you. how automated is the production line? A 1. High reliability for low price. work with sales concerns the design of the more likely it is that customers people and customer product and how well it fits will seek out your product. Automation Rating. At 10. service. On a scale of 1 to 10. etc.The perceived age of the The product's reliability.Your Promo Budget customers can interact Product . up to four more.Product was drives customer awareness. Low Tech Low Tech will sacrifice The breadth of your product wants a proven design. the ease with which Promotion . You start with one Tech wants cutting edge High Tech expects product.0 means lots of skilled workers produce the product. line. and you can invent designs. the product. Place . It The higher the awareness.0 robots do Buy/Sell Capacity.Your Sales Budget drives "accessibility". . find your actually handled in R&D. Will you add the work with a few skilled production facilities or humans supervising the downsize? process. products to last. product's design. customer needs.

.

Saving your work .

.

Reliability .how long the product will last.the perceived age of the in MTBF or Mean Time design Before Failure . measured Age .

green cells. . Yellow cells are protected but data can change from Decisions are to be made only decisions made to the to the cells that are green.

000 to Performance .Your company is pursuing a broad differentiation strategy in the rehearsal so you'll be offering premium products in R&D.000 to hours 25.12.000 High Tech .20.000 hours 27.22.000 hours . Low Tech .000 to 17.

.By modifying a product's MTBF it will cost you and it will extend the revision date.

.Where are your products? Are you in every segment or only a few? Do you have more than one product in a segment? Learn the Marketing department.Focus -.

As a broad differentiator your company will create high awareness and easy accessibility in Marketing.268--> this year's demand for product for the High tech the High tech segment. Take 2. For example.162 = represents an average per 2. 2.Remember customers are expecting better performance As a broad differentiator and smaller sized products over your company will provide time. 1. 756 units For example. .952 * 1. premium products in R&D.268 and divide it by the number of products Multiply the Total Industry Unit a segment.268 / 3 = 756. Demand and the Growth Rate. segment. As a broad differentiator your company will price at or near the top of the price range.

. even. We sales between $110M and need to at least break $120M. example. At -$8. Yield tells an investor how than another investor would It is due in full when the bond their bond compares with pay $99.28 for every matures. It How much of the profits do EPS reflects your profitability suggests how much of you give to them.00 of face amount. in Round 1 the Profits.Sales. in stockholder hands. to grow the company? Yield. Yield compares the interest payment with Close. With the market growing at roughly 14% per year. today's rates. interest payment. The Face amount is the the rate is "locked in". At $107. You can think of the stock Dividends. For Face.28 means remaining principal on the bond. From a in terms of issues. $100. what other investors would When a bond is issued. and in some sense future profits will wind up much do you need to keep suggests your future earnings.641 our average company could expect profits are terrible.011. $99. How stockholder's perspective. much wealth are you a dividend is similar to an creating for stockholders? EPS or Earnings Per Share.755 your sales are below average.351. and how this round. You began with a company doing about $100M in sales. pay for the bond today. The closing price is today's closing price.

Often a competitor stocks out. and schedule. Market Share Actual Versus Potential.) Overtime many workers. The expenses to make the stockholders (Common Stock). Rank much market share was Top Products in Segment. and management (Retained leaving (hopefully) a gain Earnings). The owned (the assets) by catorgies Income Statement of people that funded the measures your ability to assets. (Long Debt). few means first shift workers workers. It answers the question. holders. orders the buying criteria and lost or gained as a Compares products across lists the specific target values.0 to 10. You it cost to make the product. Overtime pays a can run a second shift to is it making any money? 50% premium. consequence.0. . indicates the bad thing. Labor Cost. plant utilization. the buying criteria value.0. This chart tells you how Customer Buying Criteria. The Balance Sheet breaks down what is Income Statement. and must work second shift to number of units you can Contribution Margin. Are my competitors changing their credit policies? Are they Which competitors offering better terms to Who has the biggest asset emphasize SG&A expenses customers? Vendors? base? to drive up demand? 2nd Shift & Overtime. At 1. on a scale of shift. or profit. Using your bankers (Current Debt). double production. sale are subtracted. (Not necessarily a 1. because you number of workers required are also achieving high to staff the line. What does fill the production produce on first shift. create new wealth (profits) "How much of the assets was by working our assets to paid for by vendors (A/P). wage premium over first Automation.Balance Sheet. produce Sales. bond assets. Second shift is paid a 50% Automation and Capacity. At 10. you make sales.0. Capacity is the Material Cost.

.

635--> this represents an average per your worst-case into the year's demand for the product for the High tech forecast. Total Industry Unit the number of products a Have they improved designs? Demand and the Growth segment. premium products in R&D. Remember customers are expecting better performance As a broad differentiator and smaller sized products over your company will provide time. Consider selling some capacity if you find plants will be sitting idle. For example.635 and divide it by Examine your competitors.268 2. multiply the Take 2. High tech segment.Tour the Production department. segment. . 2. Awareness? Accessibility? Rate. Enter * 1. For example.162 = 2. 878 units Prepare a sales forecast. To forecast.635 / 3 = 878.

Take me to a place where I can start over. cash. I'm ready for more! . In Production. Have they or selling off idle plants. have a positive cash improved designs? Awareness? Build enough additional balance on December 31st. Enter your worst-case customers in your best. examine your capacity and automation In Finance. Accessibility? Prepare a sales inventory to satisfy We encourage a cash forecast. case scenario.Tour the Finance department. position 3%-7% of sales in into the forecast. be sure that you competitors. consider whether to invest in In Marketing.

Play this round with coaching and help from ghost teammates. . Play this round with coaching and help from ghost teammates.Play this round with coaching and help from ghost teammates. Take me to a place where I can start over. Play this round with coaching and help from ghost teammates.

.

measured Age .how long the product will last.the perceived age of the in MTBF or Mean Time design Before Failure Yellow cells are protected but data can change from decisions made to the green cells. Reliability . .

. As we will Able. the positioning.You could reposition Able to another segment. you would be easier to utilize its would cut the age in half capacity in the Low End without seriously affecting segment. Able has a large plant. It modest amount. probably the You might just "tweak" Low End segment. If you moved it a see.

High Tech . specification. the first letter should Position the product with a Give your product a match the first letter of your Performance and Size reliability that would satisfy company. customers. By convention.000 to 23. .17.000 hours Give your product a name.

new products are Industry Unit Demand and the number of products a newsworthy events so all new the Growth Rate. Remember customers are expecting better performance As a broad differentiator and smaller sized products over your company will provide time.10 = 6.) segment. For example.898 * 1.016. 1. (In multiplying the Total Take 3. For segment.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. 2.098 / 3 = 1.016 with 25% awareness for on top 3. products enter the marketplace example. premium products in R&D. tech segment.Focus -. .188 and divide it by addition.188--> this year's units represents an average of the original promotion demand for the Low Tech per product for the High budget. Consider creating awareness and accessibility for your new product(s) by providing a Develop a forecast by promotion and sales budget.

and how this round.28 means remaining principal on the bond.Sales. interest payment. Yield compares the interest payment with Close. example. . In Round 1 the your profits are terrible. From a in terms of issues. Yield tells an investor how than another investor would It will be due in full when the their bond compares with pay $99.641 per year. average company could expect You need to at least break sales between $44M and $49M. $100.28 for every bond matures.011. The market grows at roughly 15% Profits. much wealth are you a dividend is similar to an creating for stockholders? EPS or Earnings Per Share. For Face. It How much of the profits do EPS reflects your profitability suggests how much of you give to them. what other investors would When a bond is issued. At -$8. in stockholder hands. The Face amount is the the rate is "locked in". and in some sense future profits will wind up much do you need to keep suggests your future earnings.755 your sales are above average. You began with a company doing about $41M in sales.351. $99. The closing price is today's closing price. You can think of the stock Dividends.00 of face amount. At $107. today's rates. How stockholder's perspective. pay for the bond today. even. to grow the company? Yield.

Overtime pays a can run a second shift to is it making any money? 50% premium. and must work second shift to number of units you can Contribution Margin. create new wealth (profits) "How much of the assets was by working our assets to paid for by vendors (A/P).) Overtime many workers. Market Share Actual Versus Potential. Capacity is the Material Cost. produce Sales. bond assets. (Not necessarily a 1. holders. and management (Retained leaving (hopefully) a gain Earnings).Balance Sheet The Balance Sheet breaks down what is Income Statement The owned (the assets) by catorgies Income Statement of people that funded the measures your ability to assets. plant utilization. What does fill the production produce on first shift. This chart tells you how Customer Buying Criteria. orders the buuying criteria and lost or gained as a Compares products across lists the specific target values. It answers the question.0. Rank much market share was Top Products in Segment. You it cost to make the product. on a scale of shift. you make sales. consequence. sale are subtracted. . indicates the bad thing. (Long Debt). double production.0. Labor Cost. the buying criteria value. At 1.0. or profit. At 10. wage premium over first Automation. because you number of workers required are also achieving high to staff the line. Using your bankers (Current Debt). few means first shift workers workers. Often a competitor stocks out. Are my competitors changing their credit policies? Are they Which competitors offering better terms to Who has the biggest asset emphasize SG&A expenses customers? Vendors? base? to drive up demand? 2nd Shift & Overtime. Second shift is paid a 50% Automation and Capacity. The expenses to make the stockholders (Common Stock).0 to 10. and schedule.

.

The Finance department. and Production. case scenario. Marketing into the forecast. Have they or selling off idle plants. cash. Make any final forecast. Have they capacity and automation.The Production department. Accessibility? Prepare a sales inventory to satisfy We encourage a cash forecast. . In Production. have a positive cash improved designs? Awareness? Build enough additional balance on December 31st. position 3%-7% of sales in into the forecast. In Production consider In Marketing. examine your whether to invest in competitors. examine your capacity and automation In Finance. case scenario. be sure that you competitors. Enter your worst-case customers in your best. changes to R&D. Enter your worst-case customers in your best. Review your decisions and improved designs? Awareness? Build enough additional examine the proforma Accessibility? Prepare a sales inventory to satisfy reports. consider whether to invest in In Marketing.

.Take me to a place where I can start over.

. Have before December 31st so that they improved designs? you can update them again next Awareness? Accessibility? year. examine Have your projects complete your competitors. examine Have your projects complete your competitors. Enter your worst-case into too. Have before December 31st so that they improved designs? you can update them again next Awareness? Accessibility? year. launch new product designs. launch new product designs. you can Prepare a sales forecast. If you wish. the forecast. In R&D consider updating established products like Able. Really Short. Enter your worst-case into too. you can Prepare a sales forecast. If you wish. In Marketing.In R&D consider updating established products like Able. In Marketing. the forecast. Really Short.

.

.

.

OptionText5 Jump1 Jump2 Jump3 Jump4 Jump5 MRD_2 MMKTG_2 MPROD_2 .

MFIN_2 MHR_2 MHR_3 MTQM_2 MAMK_2 TLIST_1 .

.

Performance customers want a young design of 1. .0 years.

000 to 21.000 hours .Size .16.

.

Size .16000 to 21000 hours .

.

.

.

.

on average. . each 1st shift worker performs 10% overtime. 10% means that. Overtime increases turnover and drags down productivity.Overtime. The percentage of first shift workers on overtime. 100% means that every first shift worker is working a double shift.

.

training expense. TLIST_1 . and a slightly larger complement to cover people already in training.The trade-off costs include higher recruiting expense.

HLAB_7a HLAB_7b HLAB_7c .

TLIST_1 .

.

.

.

.

.

Trade Shows HAMK_9 HAMK_10 HAMK_11 HAMK_13 HAMK_14 HAMK_15 .

.

TLIST_1 HTQM_6a HTQM_6b .

where you have lots of unsold inventory. . They will show you the worst- case. TLIST_1 This will force your proformas into a conservative position. you can ride out a bad year without cash flow problems. If you still have cash in this worst-case scenario.

TIP. It never makes sense to
sell automation. You are
charged for the change in
automation, up or down in
rating, so you would actually
pay money to reduce your
plants' efficiency.

TLIST_1

TDB_11a TDB_11b TDB_11c TDB_10

Equador

OFFL_8a OFFL_8b OFFL_8c

TLIST_1

Print last year's reports

Last Year's Reports
summarize the results for the
previous round.

The concentration of your
products. You might spread
them out along the product
life cycle, or you might cluster
them to appeal to segment
preferences.

CONSTR CONSTR

000 hours .Size .000 to 21.16.

.

RSIMC2_100 HMKTG_1 .

.

BB.Bond Rating. "AAA" is best. Your credit rating is a function of your debt/assets ratio. . "BB" and below are considered "junk bonds". Then AA. A. Bonds that are rated "BBB" and above are considered "investment grade". The credit rating of the company. BBB. … D.

. Plant utilization of 100% means you are running a complete first shift. 200% means you are running two complete shifts.Are there surprises in the Income Statement's "Other" line. which might indicate unusual fees or writeoffs? Plant Utilization.

.

. Enter your prediction for each product. If so. your product is considered above average and may sell more this year. RSIMC2_100 HPROD_1 Find whether your products sold more than 878 units last year from the Courier.

RSIMC2_100 RSIMC5_2 RSIMC2_100 RSIMU . RSIMC2_100 HFIN_1 Finance all your investing activities appropriately.

RSIMU RSIMC0_1 RSIMU RSIMC0_1 RSIMU RSIMC0_1 RSIMU RSIMC0_1 RSIMU RSIMC5_2 .

.

.

.

.

Enter your prediction for each product. . RSIMF2_100 HMKTG_1 For more details about developing a Sales Forecast see the Manager Guide on your Help menu.

Bond Rating The credit rating of the company. … D. . "BB" and below are considered "junk bonds". Then AA. Bonds that are rated "BBB" and above are considered "investment grade". BBB. BB. Your credit rating is a function of your debt/assets ratio. A. "AAA" is best.

which might indicate unusual fees or writeoffs.Are there surprises in the Income Statement's "Other" line. Plant utilization of 100% means you are running a complete first shift. . Plant Utilization. 200% means you are running two complete shifts.

.

<br><br> Good luck! . save and advance to Round 4.<br><br> Good luck! RSIMF2_100 HFIN_1 When finished reviewing your decisions and examining the proforma reports. save and advance to Round 5. RSIMF2_100 HPROD_1 When finished.

RSIMF2_100 RSIMC5_2 .

your teammates' decisions in Finance. and your proforma reports. your teammates' decisions in Finance. Review your decisions. Review your decisions. Make any final changes to your R&D. Marketing and Production decisions. and your proforma reports. Make any final changes to your R&D. .Save your decisions without advancing. Save your decisions without advancing. Marketing and Production decisions.

.

.

.

If Assistant for the you do not see the Add-Ins tab. click the Add-Ins tab above. Please Note: To see <br><br>(You can the Capstone/Foundation/Comp-XM menu choose the Office selections.) window.OnEntry OnExit Office 2007 Users.<br><br> FollowHyperlink FollowHyperlink FollowHyperlink . please coach from the resize the spreadsheet by double clicking CAPSTONE® the blue bar at the top of the MENU.

FollowHyperlink FollowHyperlink FollowHyperlink FollowHyperlink FollowHyperlink .

DisplayCourier5 DisplayCourier5 .

RandD .

.

.

.

.

.

.

HR .

.

.

.

.

Marketing .

.

.

.

Finance .

.

.

.

TQM .

Production .

.

.

.

.

.

TDB_9_OnEntry .

.

.

.

.

.

.

There are 4 rounds restart and choose to run your company on click the Add-Ins to complete.<br><br>Making an analogy of Add-Ins tab. Please Note: To everybody <br><br>After completing the fourth round see the manages the your professor has given you the Capstone/Foundat Andrews opportunity to run the company on your ion/Comp-XM company. Do not be concerned if you have been assigned to some other team for the official simulation (Baldwin. the uncoached rehearsal will spreadsheet by and after each enable you to practice various techniques double clicking the round you will flying the plane. Simulation! <br><br>I am your tour guide and I'll be giving you tours of each department you will head. as tough as those in your competition.<br><br>Duri ng this training you will manage the Andrews Corporation against two programmed competitors. If you menu selections.<br><br> own or to start a new rehearsal. You tab above. 3 products in the the business simulation to a flight please resize the R&D department simulator. If you will begin the first can only restart your rehearsal once every do not see the round by managing 24 hours. You your own the coach will be disabled. Digby. window. Rehearsal.<br><br> DoNotUseAssistant UseAssistant . Chester. Keep in mind though that blue bar at the top manage more your competitors in the rehearsal are not of the RehearsalSimulationTeammates departments. During the Office 2007 Users. Erie or Ferris).

RandD .

.

.

.

RehearsalSimulationTeammates .

.

DisplayCourier1 DisplayCourier2 .

DisplayCourier3 DisplayCourier4 DisplayCourier5 .

DisplayCourier6 DisplayCourier7 DisplayCourier8 DisplayCourier9 DisplayCourier10 DisplayCourier11 DisplayCourier12 .

DisplayAnnRpt1 DisplayAnnRpt2 RehearsalSimulationTeammates .

RehearsalSimulationTeammates RehearsalRestart .

RehearsalUnCoached .

2 products in the the business simulation to a flight please resize the R&D department simulator. Please Note: To everybody <br><br>After completing the fourth round see the manages the your professor has given you the Capstone/Foundat Andrews opportunity to run the company on your ion/Comp-XM company.<br><br> own or to start a new rehearsal. Chester. During the Office 2007 Users.<br><br>Duri ng this training you will manage the Andrews Corporation against two programmed competitors. Erie or Ferris). You your own the coach will be disabled. as tough as those in your competition. the uncoached rehearsal will spreadsheet by and after each enable you to practice various techniques double clicking the round you will flying the plane.<br><br> RandD . If you menu selections. Digby. There are 4 rounds restart and choose to run your company on click the Add-Ins to complete. You tab above. Keep in mind though that blue bar at the top manage more your competitors in the rehearsal are not of the departments. Rehearsal. Simulation! <br><br>I am your tour guide and I'll be giving you tours of each department you will head. Do not be concerned if you have been assigned to some other team for the official simulation (Baldwin. window. If you will begin the first can only restart your rehearsal once every do not see the round by managing 24 hours.<br><br>Making an analogy of Add-Ins tab.

RandD .

.

.

.

DisplayCourier1 DisplayCourier2 .

DisplayCourier3 DisplayCourier4 DisplayCourier6 .

DisplayCourier8 DisplayCourier10 DisplayCourier11 DisplayCourier12 DisplayAnnRpt1 DisplayAnnRpt2 .

.

.

.

.

.

.

ChngDate .

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

For this year's expected price ranges. Mktg!C3 CompXM 175|200 Customers expect prices to fall within a reasonable range. visit the segment pages under "Last Year's Reports".5M in the third year. if you budget for an initiative. and not more than $1 million. the investment should be at least $250K. There is also a threshold of $250K before an initiative shows a meaningful return. . At the beginning of the simulation. and $0. spending more than $1 million this year pushes into diminishing returns. Put simply. you would spend $1 million this year. price expectations ranged from a low of $14 in the Thrift Segment to a high of $42 in the Elite segment. at the beginning of the simulation. For example.5 million on any given initiative. cumulative diminishing returns are reached at $2. For example.Cell Location GameType TranslatedSize TranslatedComment TQM!D3 Foundation 175|200 On any particular initiative. to reach the ultimate limits on CPI systems as quickly as possible. $1M next year. the expected price range in the Thrift segment ranged from $14 to $26. Furthermore.

LOGIN WEB QUERY UserID Password UserType INVALID StudentLogin FullName LoginSimID RoundType FALSE FALSE FALSE FALSE FALSE DraftSaved Null FALSE NEW FALSE FALSE Round 0 AUDIT_TRAIL_ST AMP SavedBy Null SavedWhat Null SavedDate Sep 16. 2010 SavedTime 05:25 PM EDT SimulationVersion 2010 Null ClassRound 0 RoundType Pratice RehearsalRestart 0 FALSE FALSE DraftSaved Null NEW FALSE .

.

2006. .VERSION WEB QUERY Capstone Web Build Foundation Web Build The 2007v21 update can only be used for courses that started before August 1. Thank you.

.

OFFICIAL_DEC_AVAILABLE WEB PROFESSOR QUERY SIMULATION LIST QUERY ReportsAvailable True 05/16/2006 02:00PM QuizAvailable True 05/16/2006 02:00PM BeforeDeadline True 01/01/2009 12:00AM QueryTimeStamp 05/16/2006 02:00PM C10450 .

.

STUDENT KEY QUERY BALANCED SCORECARD PROFORMA QU StudentKey 373528 SimID SimID C38369 Chester HarvardCookie Established Round C32847 Financial Financial Financial Internal Business Process Internal Business Process Internal Business Process Internal Business Process Internal Business Process Customer Customer Customer Customer Customer Learning and Growth Learning and Growth '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' .

'' '' '' '' '' '' '' '' '' '' '' '' Recap Financial Financial Financial Internal Business Process Customer Customer Learning and Growth Learning and Growth Learning and Growth .

05 0.27 0.ORECARD PROFORMA QUERY Criteria sumVal Points Value Shape a b c d Stock Price 72.8 2.52 8 Ending 1 1.9 1 1.3 1.12 Employee Productivity 2 7 Ending 3 1 1.03 5 Ending 4 0 0 0.27 5 Ending 1 0.9 0 0 Product Count 11 5 Ending 3 1 8 0 0 SG&A Expense 0.01 0.75 5 Ending 1 15 30 90 105 Stock-out Costs 0.21 5 Ending 3 0.2 7 Ending 4 0 0 0.9 0 0 Customer Accessibility 0.05 Customer Buying Criteria 63.05 5 Ending 4 0 0 0 0.87 8 Ending 3 3 37 0 0 Profits 7171562.8 2 Days of Working Capital 248.05 Inventory Carrying Costs 0.66 9 Ending 3 1000000 12000000 0 0 Leverage 3.18 0.25 Employee Turnover Rate 0.81 5 Ending 3 16 44 0 0 Customer Awareness 1.71 5 Ending 3 0.04 0 0 .62 5 Ending 3 0.07 0.5 5 Ending 1 0.8 4 Contribution Margin 0.5 0.5 0.36 0 0 Plant Utilization 1.07 0.

32 20 Average 3 118000 271000 0 0 Assets/Employee 327181.66 60 Cumulative 3 2225000 135000000 0 0 Wtg Avg Cust Survey Score 35.6 214841789.01 0.Criteria sumVal Points Value Shape a b c d Market Cap 0.77 20 Cumulative 3 0 237000 0 0 .01 Operating Profit 7171562.24 20 Average 3 84000 253000 0 0 Profits/Employee 10642.22 0 0 Sales/Employee 317564.3 0 0 Sales 6 20 Average 3 15000000 181000000 0 0 Emergency Loan 0 20 Average 4 0 0 0 0.45 40 Average 3 0.6 20 Ending 3 0.08 0.11 20 Average 3 8 31 0 0 Market Share 0.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

.

DECISIONSINCOMING
DECISIONS Chester 3 3 2013 C38369
ProductName Cake Cedar Cid Coat Cure NA NA
RetireProduct 0 0 0 0 0 0 0
XcoordinateRD 5.7 2.2 10.3 11.8 5.7 0 0
YcoordinateRD 14.3 17.8 9.7 15.3 9.6 0 0
MTBFrdSpec 17500 14000 23000 25000 19000 0 0
Price 28 21 38 33 33 0 0
PromoBudget 1500 1500 1500 1500 1500 0 0
SalesBudget 750 750 1000 1000 1000 0 0
UnitSalesForecast 0 0 0 0 0 0 0
ProductionOrdered 2000 1150 0 325 500 0 0
CapacityChange 0 0 0 0 0 0 0
AutomationNextRound 4 5 3 3 3 0 0
FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR
FinanceDecisions 0 0 0 0 0 0 120
LaborNegotiation TechWage AsmbWage Benefits ProfitShr AnnRaise Complment RecrSpend
Offer1 22.05 0 2500 0.020 0.050 663 0
Offer2 24.26 0 2750 0.022 0.055 0 0
TQMfunction CPI VendorJIT QIT Channels CCE BenchMark QFDE
TQMbudgets 0 0 0 0 0 0 0
MKTGPrimarySeg 1 2 3 4 5 0 0
MKTGPrintMedia 300 300 300 300 300 0 0
MKTGDirectMail 300 300 300 300 300 0 0
MKTGWebMedia 300 300 300 300 300 0 0
MKTGEmail 300 300 300 300 300 0 0
MKTGTradeShows 300 300 300 300 300 0 0
MKTGSalesPriorities 0.24 0.22 0.2 0.17 0.17 0 0
MKTGOutsideSales 12 3 3 2 2 2 0
MKTGInsideSales 30 6 6 6 6 6 0
MKTGDistributors 15 3 3 3 3 3 0
MKTGReports 0 0 0 0 0 0 0
FeesAndNewCapital 0 0

DECISIONSOUTGOING
DECISIONS 0 0
NA ProductName Cake Cedar Cid
0 RetireProduct 0 0 0
0 XcoordinateRD 5.7 2.2 10.3
0 YcoordinateRD 14.3 17.8 9.7
0 MTBFrdSpec 17500 14000 23000
0 Price 28.00 21.00 38.00
0 PromoBudget 1500 1500 1500
0 SalesBudget 750 750 1000
0 UnitSalesForecast 0 0 0
0 ProductionOrdered 2000 1150 0
0 CapacityChange 0 0 0
0 AutomationNextRound 4 5 3
AP FinanceFunction StIssue StRetire Dividend
30 FinanceDecisions 0 0 0.00
TrainHrs LaborNegotiation TechWage AsmbWage Benefits
5 Offer1 0.00 0.00 0
0 Offer2 0.00 0.00 0
CCE6sigma UNEPGreen GEMISustain TQMfunction CPI VendorJIT QIT
0 0 0 TQMbudgets 0 0 0
0 MKTGPrimarySeg 1 2 3
0 MKTGPrintMedia 300 300 300
0 MKTGDirectMail 300 300 300
0 MKTGWebMedia 300 300 300
0 MKTGEmail 300 300 300
0 MKTGTradeShows 300 300 300
0 MKTGSalesPriorities 0.240 0.220 0.200
0 MKTGOutsideSales 12 3 3
0 MKTGInsideSales 30 6 6
0 MKTGDistributors 15 3 3
0 MKTGReports 0 0 0
FeesAndNewCapital 0 0

0 C38369
Coat Cure Na Na Na
0 0 0 0 0
11.8 5.7 0 0 0
15.3 9.6 0 0 0
25000 19000 0 0 0
33.00 33.00 0.00 0.00 0.00
1500 1500 0 0 0
1000 1000 0 0 0
0 0 0 0 0
325 500 0 0 0
0 0 0 0 0
3 3 0 0 0
ShortDebt BondRetir BondIssue AR AP
0 0 0 120 30
ProfitShr AnnRaise Complment RecrSpend TrainHrs
0.000 0.000 663 0 5
0.000 0.000 0 0 0
Channels CCE BenchMark QFDE CCE6sigma UNEPGreen GEMISustain
0 0 0 0 0 0 0
4 5 0 0 0
300 300 0 0 0
300 300 0 0 0
300 300 0 0 0
300 300 0 0 0
300 300 0 0 0
0.170 0.170 0.000 0.000 0.000
2 2 2
6 6 6
3 3 3
0 0 0

DECISIONS LAST SAVED
DECISIONS Chester 3 3 2013 C38369
ProductName Cake Cedar Cid Coat Cure NA NA NA
RetireProduct 0 0 0 0 0 0 0 0
XcoordinateRD 5.7 2.2 10.3 11.8 5.7 0.0 0.0 0.0
YcoordinateRD 14.3 17.8 9.7 15.3 9.6 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 1500 1500 1500 1500 1500 0 0 0
SalesBudget 750 750 1000 1000 1000 0 0 0
UnitSalesForecast 0 0 0 0 0 0 0 0
ProductionOrdered 2000 1150 0 325 500 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 0 120 30
LaborNegotiation TechWage AsmbWage Benefits ProfitShr AnnRaise Complment RecrSpend TrainHrs
Offer1 22.05 0.00 2500 0.020 0.050 663.000 0.000 5.000
Offer2 24.26 0.00 2750 0.022 0.055 0 0 0
TQMfunction CPI VendorJIT QIT Channels CCE BenchMark QFDE CCE6sigma UNEPGreen GEMISustain
TQMbudgets 0 0 0 0 0 0 0 0 0 0
MKTGPrimarySeg 1 2 3 4 5 0 0 0
MKTGPrintMedia 300 300 300 300 300 0 0 0
MKTGDirectMail 300 300 300 300 300 0 0 0
MKTGWebMedia 300 300 300 300 300 0 0 0
MKTGEmail 300 300 300 300 300 0 0 0
MKTGTradeShows 300 300 300 300 300 0 0 0
MKTGSalesPriorities 0.24 0.22 0.20 0.17 0.17 0.00 0.00 0.00
MKTGOutsideSales 12.00 3.00 3.00 2.00 2.00 2.00 0.00 0.00
MKTGInsideSales 30.00 6.00 6.00 6.00 6.00 6.00 0.00 0.00
MKTGDistributors 15.00 3.00 3.00 3.00 3.00 3.00 0.00 0.00
MKTGReports 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
FeesAndNewCapital 0 0
SavedBy C36934a C36934a
SavedWhat All
SavedDate Jun 25, 2010
SavedTime 01:26 PM EDT
ALL
C:\Documents and
Settings\brian\My
Documents\CapstoneDecisio
nsRound1C27385Andrews.pr
n

e NA NA NA

0 19000 0 0 0

0 0.0 0.0 0.0
nd ShortDebt BondRetir BondIssue AR AP

e Benefits ProfitShr AnnRaise Complment RecrSpend TrainHrs
.000 0.000 5.000

els CCE BenchMark QFDE CCE6sigma UNEPGreen GEMISustain

7 0.17 0.00 0.00 0.00
0 2.00 2.00 0.00 0.00
6.00 6.00 0.00 0.00
3.00 3.00 0.00 0.00
0.00 0.00 0.00

RandD

0 Research & Development Round 0 - 0
Revision Age at R&D Cost Material Cost
Name New Pfmn New Size MTBF
Date Revision ($000)
Old New
Cake 5.7 14.3 17,500 25-May-12 0.7 ###
$0
$0 $5 $10 $15 $20
Cedar 2.2 17.8 14,000 8-May-12 0.8 ###
$0
Cake
Cid 10.3 9.7 23,000 8-Nov-12 0.9 ###
$0
Cedar
Coat 11.8 15.3 25,000 11-Jun-12 1.0 ###
$0 Cid
Cure 5.7 9.6 19,000 28-Apr-12 1.0 ###
$0 Coat
NA 0.0 0.0 0 - ###
$0 Cure

NA 0.0 0.0 0 - ###
$0 Na

NA 0.0 0.0 0 - ###
$0 Na

Na
Total $0

Perceptual map (at the end of this year) Age Profiles
20
10.0 Cake
Cedar
18 1 Cid
9.0
Coat
16 Cure
1 8.0
Na
14 1 Na
7.0 Na
Perceived Age in years
12
6.0
10
Size

1 1 5.0
8
4.0
6
3.0
4
2.0
2
1.0
0 1
0 2 4 6 8 10 12 14 16 18 20 0.0

Performance

Page 754

RandD_F

0 Research & Development Round 0 - 0
Revision Age at R&D Cost Material Cost
Name New Pfmn New Size MTBF
Date Revision ($000)
Old New
Cake 5.7 14.3 17,500 25-May-12 0.7 ###
$0 $0 $5 $10 $15 $20
Cedar 2.2 17.8 14,000 8-May-12 0.8 ###
$0
Cake
Cid 10.3 9.7 23,000 8-Nov-12 0.9 ###
$0
Cedar
Coat 11.8 15.3 25,000 11-Jun-12 1.0 ###
$0
Cure 5.7 9.6 19,000 28-Apr-12 1.0 ###
$0
Cid

Total ###
$0 Coat
###
### Cure

Perceptual map (at the end of this year)
Age Profiles
20
10.0 Cake
Cedar
18 1 9.0 Cid
Coat
16 Cure
1 8.0

14 1
7.0

Perceived Age in years
12 6.0

10
Size

1 1 5.0

8 4.0

6 3.0

4 2.0

2 1.0

0 1 0.0
0 2 4 6 8 10 12 14 16 18 20

Performance

Page 755

Mktg

0 Marketing Round 0 - 0
Your Gross Contrib.
Promo Sales Computer Variable Less Promo
Name Price Sales Revenue Margin
Budget Budget Prediction Costs & Sales
Forecast Forecast Forecast
Cake $28.00 $1,500 $750 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Cedar $21.00 $1,500 $750 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Cid $38.00 $1,500 $1,000 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Coat $33.00 $1,500 $1,000 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Cure $33.00 $1,500 $1,000 #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 $7,500 $4,500 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!

Note: The Computer Prediction is only useful as a benchmarking tool. The computer
assumes that each competitor will offer one unremarkable product in every segment. It A/R Lag (days) 120
does not know what your competitors have actually offered. Therefore, you should A/P Lag (days) 30
always override the computer's forecast with your own.

Variable
Revenue costs
Forecast Unit Size
sales forecast
$3,000) Marketing 12 Pfmn
Margin After High
$2,500) marketing 10 Low
$2,000) 8 Trad

$1,500) 6
$1,000) 4
$500) 2
$0) 0
Cake Cedar Cid Coat Cure Na Na Na Cake Cedar Cid Coat Cure Na Na Na

Page 756

Mktg_F

0 Marketing Round 0 - 0
Your Gross Contrib.
Promo Sales Computer Variable Less Promo
NAME Price Sales Revenue Margin
Budget Budget Prediction Costs & Sales
Forecast Forecast Forecast
Cake $28.00 $1,500 $750 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Cedar $21.00 $1,500 $750 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Cid $38.00 $1,500 $1,000 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Coat $33.00 $1,500 $1,000 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Cure $33.00 $1,500 $1,000 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Total $7,500 $4,500 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!

Note: The Computer Prediction is only useful as a benchmarking tool. The computer A/R Lag (days) 120
assumes that each competitor will offer one unremarkable product in each segment. It A/P Lag (days) 30
does not know what your competitors have actually offered. Therefore, you should
always override the computer's forecast with your own.
Variable
Revenue costs
Forecast Unit sales
Size forecast
$2,550) Marketing 12 Pfmn
$2,500) Margin After High
marketing 10 Low
$2,450)
$2,400) 8 Trad
$2,350)
6
$2,300)
$2,250) 4
$2,200)
2
$2,150)
$2,100) 0
Cake Cedar Cid Coat Cure Cake Cedar Cid Coat Cure

Page 757

0 Marketing Budget Detail
Promo Budget Cake Cedar Cid Coat Cure
Target Segment Traditional Low End High End Performance Size
Print Media $300 $300 $300 $300 $300
Direct Mail $300 $300 $300 $300 $300
Web Media $300 $300 $300 $300 $300
Email $300 $300 $300 $300 $300
Trade Shows $300 $300 $300 $300 $300
Budget ($000) $1,500 $1,500 $1,500 $1,500 $1,500

Sales Budget Trad Low High Pfmn Size
Outside Sales 3 3 2 2 2
Inside Sales 6 6 6 6 6
Distributors 3 3 3 3 3

Budget ($000) $0 $0 $0 $0 $0

Awareness Forecast Ac
Trad Low High Pfmn Size

100%
0% 10% 20% 30% 40
90%
80%
Trad
70%
60%
Low
50%
40%
High
30%
20%
Pfmn
10%
0%
Size
Cake Cedar Cid Coat Cure Na Na Na

500 Budget Time Allocations $0 Cake 24% $0 $0 Cedar 22% $0 $0 Cid 20% $0 Coat 17% $0 $0 Cure 17% $0 Na 0% $0 Na 0% $0 Na 0% $0 Total 100% $0 Accessibility Old New 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Trad Low High Pfmn Size .0 Na Na Na Budget ze $0 $0 $0 $1.500 $0 $0 $0 $7.500 $0 $0 $0 $1.500 $0 $0 $0 $1.500 $0 $0 $0 $1.500 $0 $0 $0 $1.t Detail Round 0 .

0 0. #VALUE! Complement .800 1.0% 0. . .0% 0. . 5 123 .0 Schedule Cake Cedar Cid Coat Cure Na Na Na TOTAL Unit Sales Forecast #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Inventory On Hand 540 . Unit Cost Both Shifts Base Capacity Production Material Labor Margin 4.0 3.000 1. 668 Production Schedule 2.300 Buy/Sell Capacity 0 0 0 0 0 0 0 0 - Automation Rating 4.0 5.0 3. - New Autom. .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. Production 0 Production Round 0 . 5.0% Physical Plant TOTAL 1st Shift Capacity 1.0 3. Rating 4.400 900 600 600 . .000 $1 3.0 5.000 $0 0 $0 Cake Cedar Cid Coat Cure Na Na Na Cake Cedar Cid Coat Cure Na Na Na Page 760 .0 3. Capacity Price vs.0 0.150 0 325 500 0 0 0 3.0 3.0 . #VALUE! 663 #VALUE! #VALUE! #VALUE! A/P Lag 30 (days) Production Vs. .0 3. #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Margins 2nd 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! 0.000 $0 1.0 0.975 Production After Adj.000 $1 $1 2.

150 0 325 500 3.0 5. #VALUE! Production Vs.0 3.500 2. Unit Cost Both Shifts Base Capacity Production Material Labor Margin 4.500 $4 1. Capacity Price vs.400 900 600 600 5.0 5. Rating 4.000 $2 500 0 $0 Cake Cedar Cid Coat Cure Cake Cedar Cid Coat Cure Page 761 .0 3.0 3.975 1st Shift Complement 0 #VALUE! Production After Adj.0 Separation Cost $0 New Autom. .300 Buy/Sell Capacity 0 0 0 0 0 . Recruiting Cost #VALUE! Automation Rating 4. 663 Production Schedule 2.000 $8 2.000 1.000 $12 3.0 Training Cost $66 Investment ($000) $0 $0 $0 $0 $0 $0 Total HR Admin Costs #VALUE! A/P Lag (days) 30 Max Invest.800 1.0 3.0% #VALUE! Labor Cost/Unit #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! New Employees 0 #VALUE! Material Cost/Unit #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Separated Employees 0 0 Total Unit Cost #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Recruiting Spend $0 $0 Contribution Margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Training Hours 0 5 Physical Plant TOTAL Productivity Index 0.0 Schedule Cake Cedar Cid Coat Cure TOTAL STAFFING Last Year This Year Unit Sales Forecast #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Needed Complement 0 #VALUE! Inventory On Hand 540 . #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 2nd Shift Complement 0 #VALUE! Margins Overtime% 0. 5 123 668 Complement .0 3.0% #VALUE! 2nd shift/Overtime% #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Turnover Rate 0.000 $6 1.0 3.500 $10 3. Production_F 0 Production Round 0 .0% #VALUE! 1st Shift Capacity 1.

0% #VALUE! Profit Sharing % Turnover Rate 0.0% #VALUE! Annual Raise New Employees 0 #VALUE! Separated Employees 0 0 Contract Expiration: Recruiting Spend $0 $0 Training Hours 0 5 Productivity Index 0.0 Human Resources STAFFING Last Year This Year Needed Complement 0 #VALUE! Complement 0 663 1st Shift Complement 0 #VALUE! Hourly Wage 2nd Shift Complement 0 #VALUE! Benefits Overtime% 0.0% #VALUE! Recruiting Cost #VALUE! Separation Cost $0 Training Cost $66 Total HR Admin Costs #VALUE! .

0% 2.0 LABOR NEGOTIATION Current Labor Negotiation Position Contract Demands Starting Ceiling $0.15 $25.0% 5.750 0.0% 5.500 $2.sources Round 0 .0% 2.2% 0.5% Contract Expiration: 1-Oct-00 .00 $0.00 $23.0% 0.47 $0 $0 $2.0% 0.

0% 0.0% 0.0% 0. TQM 0 TQM Initiative Round 0 .0% CCE/6 Sigma Training $0 Reduction in Admin Costs 0.0% 0.0% Quality Function Deployment Effort $0 Reduction R&D Cycle Time 0.0% 0.0% Reduction in Cost of Goods R&D Cycle Time Reductions Demand Increase For the year just ended For the year just ended For the year just ended Material Labor 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 20% 40% 60% 80% 100% 10% 30% 50% 70% 90% 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Page 764 .0% Benchmarking $0 Labor Cost Reduction 0.0 Budget Admin Cost reductions ($000) For the year just ended Process Management Initiatives 0% 20% 40% 60% 80% 100% CPI 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 Worst Best Case Case TQM Initiatives Material Cost Reduction 0.0% GEMI TQEM Sustainability Initiatives $0 Demand increase 0.

0 #VALUE! A/R Lag (days) 120 A/P Lag (days) 30 Liabilities & Owner's Equity Accounts Payable Current Debt Long Term Debt Common Stock Retained Earnings Common Stock Page 765 .60 Earnings Per Share #VALUE! Max Stock Issue ($000) $16.777 Issue Stock ($000) $0 Max Stock Retire ($000) $4. Finance 0 Finance Round 0 .9% December 31.554 December 31. -1 $1.918 Maximum issue this year $48.00 Current Debt Interest Rate 9.5% Long Term Debt Due This Year $6.292 Price Per Share 1/1/0 $36.194 Retire Stock ($000) $0 Dividend Per Share $0.950 Retire Long Term Debt ($000) $0 Borrow ($000) $0 Issue Long Term Debt ($000) $0 Cash Positions 33231 Long term interest rate 10.0 Plant Improvements Outstanding Bonds Total Investments ($000) $0 Series Face Amount Current -1 Sales of Plant & Equipment $0 Number $0 Yield Close Common Stock Shares Outstanding (000) 2.

800 #VALUE! Owner's Equity Accum. #VALUE! #VALUE! Assets Liabilities & Owner's Equity Cash Accounts Payable Accounts Current Debt Receivable Long Term Debt Inventories Common Stock Fixed Retained Earnings Fixed Common Stock Page 766 .360 #VALUE! Total Fixed Assets $53. Debt $0 #VALUE! Total Current Assets #VALUE! #VALUE! Long Term Debt $0 #VALUE! Total Liabilities #VALUE! #VALUE! Fixed Assets Plant & Equip. $113.694) #VALUE! Common Stock $28. & O.T. Deprec.E. ($60. #VALUE! #VALUE! Total Equity #VALUE! #VALUE! TOTAL ASSETS #VALUE! #VALUE! Total LIAB.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. BalanceSheet 0 Proforma Balance Sheet Round 0 .106 #VALUE! Retained Earn.

0 REVENUE Cake Cedar Cid Coat Cure TOTAL Sales #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! VARIABLE COSTS Direct 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 $2.000 $500 $0 Cake Cedar Cid Coat Cure Page 767 .500 #VALUE! Sales $750 $750 $1.500 #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.000 $3.500 $4.500 $1.080 $720 $720 $7. TQM) $0 #VALUE! EBIT #VALUE! #VALUE! Interest $0 #VALUE! Taxes #VALUE! #VALUE! Profit Sharing #VALUE! #VALUE! Net Profit #VALUE! #VALUE! $4.000 $1.000 Labor Material $2.640 $2.000 Research & Development Marketing $1. IncomeStatement_F 0 Proforma Income Statement Round 0 .500 Inventory Carrying costs Depreciation $2.500 $1.587 #VALUE! SG&A: R&D $0 $0 $0 $0 $0 $0 #VALUE! Promotion $1.427 $1.500 $1. Write Offs.500 Administrative / Other Net Margin $1.500 $1.000 $1.500 $3.500 $7.000 $4.

500 $1. IncomeStatement 0 Proforma Income Statement Round 0 .0 REVENUE Cake Cedar Cid Coat Cure Na Na Na TOTAL Sales #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! VARIABLE COSTS Direct 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 $2.500 #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.000 $500 $0 Cake Cedar Cid Coat Cure Na Na Na Page 768 .000 $1.500 $0 $0 $0 $7.427 $1.000 $1.500 $4.640 $2.587 #VALUE! SG&A: R&D $0 $0 $0 $0 $0 $0 $0 $0 $0 #VALUE! Promotion $1.080 $720 $720 $0 $0 $0 $7.500 $1.500 Administrative / Other Net Margin $1.500 #VALUE! Sales $750 $750 $1.000 $0 $0 $0 $4.000 Labor Material $2. TQM) $0 #VALUE! EBIT #VALUE! #VALUE! Interest $0 #VALUE! Taxes #VALUE! #VALUE! Profit Sharing #VALUE! #VALUE! Net Profit #VALUE! #VALUE! $4. Write Offs.500 $1.500 $1.000 $3.000 Research & Development Marketing $1.500 Inventory Carrying costs Depreciation $2.500 $3.

000 Depreciation and writeoffs $7.000 $7.000 $0 Cash Flows from investing Cash flow from Plant improvements $0 investing Plant improvements $1 Net cash flow Cash Flows from financial actions $0 Dividends paid $0 $0 Sales of common stock $0 Cash flow from Purchase of common stock $0 finance Increase long term debt $0 $1 Retire long term debt $0 Dividends Retire long term $1 $1 Change current debt (net) #VALUE! debt Sales of stock Change current $1 Net cash from financial actions #VALUE! debt $1 Purchase of stock Net cash flow $0 Net change in cash position New long term debt $0 #VALUE! $0 Starting cash position $1.000 Change in accounts receivable #VALUE! $2.587 Net income (loss) Inventories $6.000 Change in inventory #VALUE! Accounts Payable Net cash flow $4. CashFlow 0 Proforma Cash Flow Statement Round 0 .0 Cash Flow from Cash Flows from operations operations Net income (loss) #VALUE! $8.918 $0 Closing cash position #VALUE! $0 $0 Cash flow summary $1 $1 $1 Cash flow from Operations Cash flow from Investing $1 Cash flow from Financial $1 actions $0 Net change in cash position $0 $0 $0 $0 $0 Page 769 .000 Net cash from operations #VALUE! $1.000 $3.000 Depreciation Accounts Change in accounts payable #VALUE! Receivable $5.

000 $84.34 / 25 Internal Business Process Contribution Margin 0 / 5 < 27% 27% .. 30% > 30% Sales 19..000.91 / 20 < 1% 1% ..33 / 7 > 10. > 25.0% SubTotal Internal Business Process 11. 200% 100% .000 > $9.000.000.225. > 4.000 Profits/Employee 0. 105 30 .000.000 ..0% 5..000 > $253.0 ROUND 0 PROJECTED RESULTS Criteria Score / Points No Credit Partial Credit Full Credit Financial Stock Price 8 / 8 < $1..34 / 9 < $1. 19..3.0% 7.000 ..00 Profits 1.54 / 20 < $15.33 / 14 Score for Round2 47.86 / 5 <1 1 .18 / 60 Recap Score 121. $9.000 > $135. 2..000 > $271. 1..3 .000 $15.0 1..0% < 9. 9..39 / 20 < $84.31 / 5 < 15..02 > 1. $237.0%.0 Proforma Balanced Scorecard Round 0 ..62 / 20 <8 8 . 31 > 31 Market Share 40 / 40 < 8% 8% .26 / 5 < 50% 50% .0% < 1.. 4.5% 10.0% 5..000 $1..00 ... 42 > 42 Customer Awareness 4..000 $118.8 SubTotal Financial 17.. 8 >8 SG&A expense 5 / 5 < 5...0 1. 90 Stock-out costs 5 / 5 > 5...0% < 0.8 / 60 Customer Wtg Avg Cust Survey Score 16. 180% Days of Working Capital 1.0% .000 .62 / 60 Learning and Growth Sales/Employee 2..0% SubTotal Customer 16. $135.000...0% ..000 SubTotal Learning and Growth 7.45 / 60 Internal Business Process Operating Profit 4.31 / 25 Customer Customer Buying Criteria 3.000 .00 $1.. 25.93 / 20 < $118..05 / 240 . 22% > 22% SubTotal Customer 56. Interim results chart.000 > $237.000 .5% 3. $32.000 Leverage 8 / 8 < 1... $253...06 / 25 Learning and Growth Employee Turnover Rate 2. 90% > 90% Customer Accessibility 0.000 SubTotal Internal Business Process 4.000.000 > $181.00 > $32..... 0.00 . > 200% 90% ..000 Emergency Loan 20 / 20 > 1% 1% . 36% > 36% Plant Utilization 5 / 5 < 90%. 90% > 90% Product Count 2.86 / 20 < $0 $0 . Your score only includes the Recap for the last completed round..8 / 60 < $2.000..0% . 1.000 Assets/Employee 3. your progress towards those ending goals..000.000... > 105 15 ... $181.02 SubTotal Learning and Growth 2..00 1...5% ..0% Inventory Carrying costs 0 / 5 > 3.225.64 / 5 < 50% 50% .3 / 5 < 18 18 ..5% . 0% < 0% SubTotal Financial 52.04 / 89 RECAPITULATION INTERIM RESULTS Recap criteria evaluate your company's overall performance and are finalized when your simulation is completed. Financial Market Cap 12.000..8 .000 $2. $271....0% Employee Productivity 0 / 7 < 1.

0 % Page 771 .0 4.0 = 800% 600% 6.Capital Expenditures #VALUE! Working Capital = Current Assets .0 400% 200% 2.0 X 8.0 0.0 600% 400% 4.0 2.0 200% % 0. Ratios Proforma Financial Ratios 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 .0 12.0 1200% 1000% 10.0 6.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! ROS Asset Turnover Leverage ROE 1200% 12.0 1000% 800% X 8.0 10.

12/31/-1 Market Share Unit Sales December Survey Decisions Primary Segment Print Media Direct Mail Web Media Email Trade Shows Impressions Print Media Direct Mail Web Media Email Trade Shows Awareness Created Print Media Direct Mail Web Media Email Trade Shows New Awareness End Awareness Promo Expenditures Print Media Direct Mail Web Media Email Trade Shows Total Sales Priorities Sales Budget Outside Sales Inside Sales Distributors Mktg Report Total Accessibility Gains Outside Sales Inside Sales Distributor New Accessibility End Accessibility Awareness Accessibility 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 . Low End Segment Report CAPSTONE COURIER 0 Round -1.

2 10.000 $1.00 $21.500 $1.7 Size 14.00 $38.00 $33.500 $1.000 Your Sales Forecast 0 0 0 0 0 Sched Production 2.150 0 325 500 Capacity Change 0 0 0 0 0 Automation Rating 4 5 3 3 3 FINANCE TQM Stock 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 120 QFDE $0 AP Policy 30 CCE/6 $0 UNEPGreen $0 GEMITQEM $0 HUMAN RESOURCES Complement 663 Recruiting Spend $0 Training Hours 5 Page 773 .000 1.000 $1.00 Promo Budget $1.8 9.7 15. DecSummary_F Decision Summary *Decisions currently in spreadsheet.6 MTBF 17.8 5.000 25.7 2.500 $1.3 11.500 14.3 17.000 23.000 19.000 Price $28.00 $33.3 9.500 Sales Budget $750 $750 $1.500 $1. Course ID: 0 Round Number: 0 Team Name: Decision Year: 0 Time Stamp: 11/30/2010 12:15 PRODUCTS Product Name Cake Cedar Cid Coat Cure Performance 5.

0% 0.500 14.0% AR Policy 120 Complement 663 AP Policy 30 Recruiting Spend $0 Training Hours 5 TQM CPI Vendor/JIT QIT CSS CE Benchmark QFDE CCE/6 UNEPGreen GEMITQEM $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ADVANCED MARKETING Cake Cedar Cid Coat Cure Na Na Na Target Segment Traditional Low End High End Pfmn Size Print Media $300 $300 $300 $300 $300 $0 $0 $0 Direct Mail $300 $300 $300 $300 $300 $0 $0 $0 Web Media $300 $300 $300 $300 $300 $0 $0 $0 Email $300 $300 $300 $300 $300 $0 $0 $0 Trade Shows $300 $300 $300 $300 $300 $0 $0 $0 Time Allocations Resources Trad Low High Pfmn Size Cake 24% Outside Sales 12 3 3 2 2 2 Cedar 22% Inside Sales 30 6 6 6 6 6 Cid 20% Distributors 15 3 3 3 3 3 Coat 17% Intell.0 Size 14.000 19.000 $1.000 $1.500 $1.00 $33.500 $1.500 $0 $0 $0 Sales Budget $750 $750 $1.3 11.7 2.0 MTBF 17.000 25.00 Wages $0.7 15.00 $0.2 10.00 $0.8 9.00 $21.150 0 325 500 0 0 0 Capacity Change 0 0 0 0 0 0 0 0 Automation Rating 4 5 3 3 3 0 0 0 FINANCE HUMAN RESOURCES Stock Issue $0 Stock Retire $0 LABOR NEGOTIATION Starting Ceiling Dividend PerShare $0.000 1.0 0.7 0. Course ID: 0 Round Number: 0 Team Name: Decision Year: 0 Time Stamp: 11/30/2010 12:15 PRODUCTS Product Name Cake Cedar Cid Coat Cure Na Na Na Performance 5.0 0.00 $0.000 0 0 0 Price $28.00 Promo Budget $1.00 $0.3 17. Report No No No No No Cure 17% Na 0% Na 0% Na 0% Page 774 .00 $38.000 $0 $0 $0 Your Sales Forecast 0 0 0 0 0 0 0 0 Sched Production 2.0% Bond Issue $0 Annual Wage Increase 0.500 $1. DecSummary Capstone Decision Summary Round 0 .0 *Decisions currently in spreadsheet.500 $1.0 0.0% 0.3 9.00 $33.00 Short Term Debt $0 Benefits $0 $0 Bond Retire $0 Profit Sharing 0.000 23.8 5.0 0.6 0.

577.6% Leverage 2.2% 3.308.00 1.641) ($1.138 Profits ($8.94 1.4% 6. Margin % 19.998 $0 $2.7% -1.182 $149.8% 11.404.30 ROA -6.964.4 2.86 0.334.7 1.337 Cumulative Profit ($442.360.1% Percent of Sales Market Share Variable costs Depreciation SG&A Other Profit 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Page 1 .8% 13.755 $132.064 $12.230.7% 10.351.470 Sales $107.571.011.6% 31.9% 5.3% -2.578.1 1.8% 23.417.213) $6.953 SG&A % Sales 13.675.132.6% Emergency Loan $0 $13.684.4% 13. 12/31/-1 For Industry 0 Cheap at any price hamad almeer $0 Ryan Atkinson $0 Brent LaChance $0 Tyler Dawson $0 Aaron Garbade $0 Nick Navarro $0 William Herndon $0 Dustin Johnston $0 Daniel Robert $0 Corey Plott $0 Ryan Jones $0 David Acosta $0 Eric Coleman $0 Dane McManus $0 SELECTED FINANCIAL STATISTICS 0 0 0 0 0 0 ROS -7.1% Contrib.426.860 $19.923 EBIT ($5.569 $8.638 $12.215.8% Turnover 0.8% -1.634) $4.4% 31.298 $112.8 ROE -16.029) $5.Round -1.3% 3.760 $11.9% 7.

osing Stock Price Row 199 Row 200 Row 201 Row 202 Row 203 Row 204 .

660) $0 ($18.360 SG&A (R&D.696 ($28.050 Common Stock $26.994 ($7.684 Page 3 .404 Interest (Short term. For Industry 0 Round -1.140) $31.554 $71. Write Offs.808 $15. Bonus) $1.450 $162.352) ($1.754 $36.472 $16.918 $0 Accounts Receivable $10.828 ($13.000) Cash from long term debt issued $18.584 $51.855 $19.400 Accumulated Depreciation ($56.718 Total Liabilities & Owner's Equity 123865 140278 112697 114769 Income Statement Survey 0 0 0 0 0 0 Sales $107.334 $112.000) ($38.097) ($13.090 $77.360 $37.418 $8. Material.443 ($1.795 Plant and equipment $155.140) ($17.497) ($902) $2.572 $12.790 $105.587 $10.071) ($53.000 $0 $0 Early retirement of long term debt $0 $0 $0 ($10.075 $34.599 Total Current Assets $25.863 $47.352) ($1.857 $7. 12/31/-1 Cash Flow Statement Survey 0 0 0 0 0 0 Cash flows from operating activities Net Income (Loss) ($8.363 $10.717 $8.512) $4.000 $8.923 $8.107) ($57.113 $63. Admin) $14.661 Total Liabilities $72.676) $4.000 $0 $0 $0 Cash from emergency loan $0 $13.588 Other (Fees.789 $60.733 $5.427 $4.369) Balance Sheet Survey 0 0 0 0 0 0 Cash $6.802 $101.684 Adjustment for non-cash items Depreciation $10.927 $0 ($30.771 Taxes ($4.418 $8.693 $97.854 $9.360 $26. TQM.488 $52.877 $36.000 $0 $0 Purchase of common stock $0 ($500) $0 ($3.587 $10.750 $42.360 Extraordinary gains/losses/writeoffs $0 $0 $0 ($39) Changes in current assets and liabilities Accounts payable $2.018 $103.752 Cash flows from investing activities Plant improvements (net) ($30.973 Total Assets 123865 140278 112697 114769 Accounts Payable $8.950 $2.951 $30.201) Net cash from operations $6.261 $10.414 $65.884 $6.857 $7.008 $0 $156 EBIT ($5.150 $5.300 $1.051 ($20.082) ($503) ($3.300) Cash from current debt borrowing $4.400) Cash flows from financing activities Dividends paid $0 $0 $0 $0 Sales of common stock $8.162 $8.132) $5.427) Total Fixed Assets $98.986 $23.860 $113.012 $132.578 Variable Costs (Labor.000) Retirement of current debt ($166) $0 $0 ($20.950 $19.231 $19.750 $34.000 $12.364) ($13.160) $3.070 Depreciation $10.810 Current Debt $10.772 Profit Sharing $0 $0 $90 $177 Net Profit ($8.308 $149.578 Net cash from financing activities $29.178 Accounts receivable ($1.004 $16.750 $41.676) $4.363 $10.894 Retained Earnings $24.611 $13.678 $13.196 Inventory $7.592 $28.496) ($3.800 $155.834 $32.825 Total Equity $51. Carry) $85. Sales.660) ($57.380 $6.578 Long Term Debt $52.427 $0 $2.296 $5.828 $0 $1.311 $68.722) Net change in cash position $6.823 $36.231) Inventory $4. Promo. Long term) $7.

00 $5.5 1.5 1.00 $12.8 $21.578 367 1.50 $15.0 17.2 14.25 $15.292 225 1. Production Capacity 0 Production 1.00 $10.00 $14.8 $30.4 $18.54 $8.28 23% 37% 5 2.00 $0.0 $38.2 9.4 14000 3.54 19% 0% 4 750 60% Agape Size 320 47 1.6 19000 5.3 $33.5 900 53% Dune Size 547 0 1.7 9.2 $22.00 $13.28 $9.1 13000 2.800 110% Cedar Low 1.1 $32.7 28000 10.4 14.5 900 28% Page 4 .8 15.42 $9.83 16% 25% 5.000 Production Information 2nd Shift Primary Units in Revision Age Pfmn Size Material Labor Contr Auto.05 38% 0% 5 1.05 $8.7 14.50 $13.50 $10.0 14.mation Capac-ity Plant Name Units Sold MTBF Price & Over- Segment Inventory Date Dec.38 $8.1 13.96 19% 37% 5.8 9.642 808 2.90 $6.330 294 6.7 13.7 10.5 $16.43 $9.39 27% 0% 3 650 78% Cake Trad 1.0 $34.050 46% Aft Pfmn 437 0 1.6 19000 5.24 $8.8 $27.00 29% 39% 5 1.5 $37.00 $0.00 $6.6 26000 11. time Able Trad 1.02 $9.6 26000 11.61 29% 11% 4 1.00 $15.3 $28.8 $38.5 25000 11.34 12% 0% 5 2. Next Round Next Round Utiliz.59 $9.9 18000 6.62 $7.00 $11.700 122% Adam High 442 0 1.7 13.3 2.40 26% 0% 3 600 54% Cure Size 619 123 2.6 14000 3.23 30% 0% 4 2.97 $9.4 11.6 $33.300 136% Bid High 453 0 2.9 $31.69 $8.0 $21.54 37% 0% 3.39 22% 0% 3 650 74% Buddy Size 447 88 2.82 36% 0% 3.7 17.40 31% 0% 3 600 83% Daze Trad 1.00 $15.000 61% Dell Low 2.58 $9.00 $15.3 14000 2.3 23000 10.82 29% 0% 3.00 36% 0% 3 900 0% Coat Pfmn 511 5 2.300 136% Bead Low 2.00 $8.081 370 2.139 0 2.9 17500 5.31 Coord Coord Cost Cost Marg.443 540 1.39 35% 0% 3 950 50% Bold Pfmn 520 0 2.50 $13.50 $5.91 $7.50 $14. 12/31/-1 Capacity vs.50 $9.6 $33.71 $7.43 $9.92 $8.4 $28.0 17750 6.050 75% Acre Low 1.0 9.7 $38.3 9.0 $32.9 18500 4.300 42% Dot Pfmn 632 0 1.54 31% 0% 4 775 43% Baker Trad 1.7 15000 6.400 81% Cid High 282 0 1.82 34% 0% 3.6 20000 5.5 1.900 138% Dixie High 641 0 1.953 0 4.5 16.3 23000 9.4 8.2 17.9 23000 10.3 21000 8. For Industry 0 Round -1.00 $10.

440 66% 36 0.8 $1. 12/31/-1 Accessibility Statistics 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Total Industry Unit Demand 8.326 19-Jul-12 6.0 17.6 $27.599 21-Aug-12 6. 0 0 47% 0.7% 0.00 14000 2.629 7-Apr-12 5.289 21-Apr-12 5.000 $1.1 $1.9 $0 $1.100 $1.5 $700 $700 40% 0 0.418 74% 0 0.235 59% 24 0.300 $1.5 $29.8 $1.00 Expectations Importance 1. 0 0 9% 0.5 $28.8 13.00 0.00 15% 1.00 25000 4.0 11.0 $21.5 14. For Industry 0 Round -1.6 $1.50 14000 6.00 17000 1. 0 0 23% 3.00 15500 2.1 $900 $1.0 17.00 18100 1.0 $33.00 0% 1 25-May-06 3.00 0.00 Customer Buying Criteria 0.6 $700 $700 40% 0 0.00 2.5 13.5 $27.00 0.00 19000 4.00 0% 1 25-May-06 3.0 $21.00 0.31 Budget Budget Awareness Survey 0.00 4.000 61% 5 0. 0 0 21% 0.3 $29.1 $1.4 15.5 14.00 Performance Top Products In Segment December Market Units Sold Revision Stock Size Age Promo Sales Customer Name Pfmn Coord List Price MTBF Customer Share to Seg Date Out Coord Dec.5 14.00 19% 1.00 0.050 $1.00 19% 1.050 $775 57% 29 0.0% 0.50 14000 1.418 76% 37 0.085 63% 31 0.4 13.00 0% 1 25-May-06 3.607 Segment % of Total Industry 29.0 $21.6 $900 $900 54% 0 Page 5 .00 14000 6.6 $26.00 13% 1.5 $29.00 Growth Rate Next Year 11.00 17500 5.5 $33.121 4-Dec-12 6.6 $1.607 Actual Industry Unit Sales 8.512 64% 0 0.00 0% 6 24-May-08 4.4 $1.00 Actual Perceptual Map Market Share Actual versus potential Potential 20 40% 19 18 35% 17 1 16 15 1 30% 14 1 111 13 12 25% 11 1 10 Size 20% 9 8 7 15% 6 5 10% 4 3 2 5% 1 0 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 0% 0.00 16000 1.00 14000 6.00 15% 1.0 17.00 4% 340 21-Nov-07 5.4 13.284 25-Aug-12 6.300 $1.270 41% 30 0.00 15% 1.00 0% 5 29-Jun-08 9.100 $1.

6% 0.0% 0.0% 1.5% 0.1% 6.0% 0.4% 0.0% 0.0% 0.9% 0.0% 0.3% 0.4% 38.5% 17.2% Total 32.4% Cedar 0.6% 0.0% 17.0% 0.0% 0.0% 0.0% 2.5% Total 23.0% 0.3% Bold 0.5% 26.0% 0.0% 6.1% 0.0% 27.2% 37.0% 0.7% 2.7% 2.5% Total 23.4% 28.8% Coat 0.5% 0.0% 0.6% 100.0% 0.0% 0.0% 0.3% 0.0% 2.0% 15.1% 2.3% 0.8% 0.1% 25.4% 7.0% 16.0% 3.6% 27.7% 28.0% 0.2% 16.6% 29.8% Bead 4.0% 0.1% 0.0% 0.7% 39.0% 1.6% 11.0% 15.6% 24.3% 16.0% 0.0% 4.0% 0.0% 0.0% 18.1% Acre 0.0% 0.4% 37.5% 9.3% Buddy 0.4% 24.0% 4.0% 0.3% 0.6% 36.0% 0.0% 14.0% 0.3% 0.1% Dell 0.3% Total 19.0% 36.0% 15.0% 2.7% 28.6% 25.0% 8.0% 0.4% Bid 0.0% 0.0% 0.0% 12.0% 0.3% 26.8% Buddy 0.0% 0.4% 23.6% 100.7% 0.5% 2.308 % of Market 30.0% 0.3% 0.0% 3.2% 26.5% Cid 0.8% Page 10 .4% 0.0% 1.2% Cure 0.0% 0.0% 12.1% 9.7% 24.7% Bold 0.0% 0.0% 24.0% 0.0% 5.0% 19.0% 0.299 1.832 1.3% Dixie 0.7% 0.2% 8.9% 18.8% Dune 0.1% 8.2% 0.5% Bead 4.0% 0.4% Baker 27.8% 25.0% 34.0% 0.0% 23.0% 8.4% Dot 0.0% 0.4% 0.453 2.2% 0.7% Coat 0.4% Dune 0.299 1.5% Total 24.3% Dot 0.7% Agape 0.0% 0.2% 0.1% 5.2% 0.0% 2.9% 9.0% 2.0% 0.2% 34.0% 0.0% 0.0% 0.0% 0.5% 0.0% 0.2% 0.2% 0.0% 2.0% 0.0% 23.0% 0.1% 16.0% 0. For Industry 0 Round -1.8% 31.8% 27.0% 9.7% 18.0% 0.0% 0.2% 3.9% Cedar 0.5% 0.7% 28.2% Total 19.0% 1.9% 9.851 19.0% 6.3% 19.6% 11.5% 9.7% 24.0% 27.873 7.7% Dixie 0.8% 1.4% 24.0% 37.0% 0.0% 2.2% 0.0% 31.0% 0.873 7.453 2.0% 0. 12/31/-1 Industry Unit Sales vs demand Market segment shares Unit sales Unit demand Trad Low High Pfmn Size 12 1200% 10 1000% 8 800% 6 600% 4 400% 2 200% 0 Trad Low High Pfmn Size 0% Actual Market Share in Units Potential Market Share in Units Trad Low High Pfmn Size Total Trad Low High Pfmn Size Total Industry Unit Sales 5.3% Aft 0.3% Adam 0.3% Aft 0.2% 0.2% 0.0% Acre 0.2% Cure 0.0% 0.6% Total 32.0% 24.0% 5.4% 19.0% 0.9% Bid 0.3% Adam 0.9% 0.0% 0.2% 0.0% 0.5% Cake 24.1% 15.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.6% 20.0% 9.5% Baker 27.0% 2.3% 1.0% 0.4% 38.9% 27.7% Cake 24.4% 20.0% 0.2% Cid 0.0% 0.0% 25.2% 0.0% 0.851 19.7% 0.0% 0.0% 1.0% 0.0% 27.6% 24.3% Agape 0.308 Units Demanded 5.1% 28.0% 0.3% 0.0% 0.7% 0.0% 0.1% Dell 0.0% 0.0% 27.4% 7.5% 19.8% 0.8% 28.1% 8.0% Able 23.2% Able 23.0% 0.8% 0.0% 3.0% 0.0% 0.4% 3.0% 2.9% 24.0% 25.0% 10.0% % of Market 30.1% 0.2% 8.832 1.0% 0.0% 2.0% 0.1% 0.0% 0.1% 6.7% 19.0% 29.0% 10.4% 23.0% 26.1% Daze 19.0% 23.7% Daze 19.7% Total 24.0% 3.5% 23.

Perceptual Map For Industry 0 Round -1. 12/31/-1 20 19 18 17 16 15 14 13 12 11 Size 10 9 8 7 6 5 4 3 2 1 0 1 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Performance 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Page 11 .

0% 2.00% Demand increase 0.00% 0.15 $23.0% 100. 12/31/-1 TQM SUMMARY Process Management Budgets Last Year ($M) Andrews Baldwin Chester Digby CPI Systems $0 $0 $0 $0 Vendor/JIT $0 $0 $0 $0 Quality Initiative Training $0 $0 $0 $0 Channel Support Systems $0 $0 $0 $0 Concurrent Engineering $0 $0 $0 $0 UNEP Green $0 $0 $0 $0 TQM Budgets Last Year ($M) Benchmarking $0 $0 $0 $0 Quality Function Deployment Effort $0 $0 $0 $0 CCE/6 Sigma Training $0 $0 $0 $0 GEMI Sustain $0 $0 $0 $0 Total Expenditures ($000) $0 $0 $0 $0 Cumulative Impacts Material Cost Reduction 0.00% 0.0% 2.8% 7.00% 0.00% 0.00% 0.00% 0.8% New Employees 141 347 65 60 Separated Employees 0 0 29 155 Recruiting Spend $1.500 Profit Sharing 2.15 $23.0% 0.3% 10.0% 101.0% 2. For Industry 0 Round -1.500 $0 $0 $5.00% 0.00% 0.0% Turnover Rate 9.00% 0.0% Starting Negotiation Position Wages Benefits Profit Sharing Annual Raise Ceiling Negotiation Position Wages Benefits Profit Sharing Annual Raise Adjusted Labor Demands Wages Benefits Profit Sharing Annual Raise Strike Days Page 12 .000 Training Hours 20 0 5 60 Productivity Index 100.0% 0.00% 0.0% 0.0% 5.0% 100.00% 0.0% 9.00% Reduction R&D Cycle Time 0.00% 0.0% 5.15 Benefits $2.500 $2.5% Recruiting Cost $353 $347 $65 $358 Separation Cost $0 $0 $145 $775 Training Cost $308 $0 $66 $924 Total HR Admin Costs $661 $347 $276 $2.00% 0.00% Labor Cost Reduction 0.00% HUMAN RESOURCES SUMMARY Andrews Baldwin Chester Digby Needed Complement 769 1038 663 770 Complement 770 1038 663 770 1st Shift Complement 712 827 629 659 2nd Shift Complement 58 211 34 111 Overtime% 0.00% Reduction in Admin Costs 0.500 $2.00% 0.500 $2.057 Labor Contract Next Year Wages $23.0% 5.00% 0.0% Annual Raise 5.15 $23.

Cash Flows From Investing Activities Plant Improvements $0 $0 Cash Flows from Financing Activities Dividends Paid $0 $0 Cash Flow Summary Sales of Common Stock $0 $0 Purchase of Common Stock $0 $0 Cash from long term debt $0 $0 $12 Retirement of long term debt $0 $0 Operations Investments $10 Change in current debt (net) $0 $0 Financing $8 Net cash from financing activities $0 $0 Change $6 $4 Net change in cash position $0 $0 $2 $0 Closing cash position $0 $0 Page 1 . and emergency loans used to keep your Total Assets 0 0. For Change in Current Assets and Liabilities example.The current value of your plant.0% $0 Reflects the lag between delivery and payment of your Accounts Receivable $0 0. if sales are bad and you find yourself carrying an Accounts Payable $0 $0 abundance of excess inventory. you are forced to seek emergency funding. It includes your short term debt. Too Accounts Receivable $0 $0 much unexpected inventory could outstrip your inflows. Plant & Equipment $0 0.0% $0 dividends.0% $0 company is obligated to pay during the next year of operations.0% $0 Common Stock $0 0. Common Size Your end of year cash position. Accum Deprec .The company's long term debt is in the form of bonds. Current Debt . Net cash from operations $0 $0 exhaust your starting cash.The total accumulated depreciation from your plant. Adjustment for non-cash items Depreciation $0 $0 The Cash Flow Statement is an excellent tool for diagnosing Extraordinary gains/losses/writeoffs $0 $0 emergency loans.0% 0 Cash Flow Statement The Cash Flow Statement examines what happened in the Cash Flows from Operating Activities -1 -2 Cash Account during the year.0% $0 Plant & Equipment . the report would show the Inventory $0 $0 increase in inventory as a huge negative cash flow. LIABILITIES & OWNER'S EQUITY Common Stock . Long Term Debt . Accounts Receivable .0% $0 products. of course.0% 0 company solvent should you run out of cash during the year. fall to your competitors. Cash $0 0. Cash .0% $0 Accts Payable .The debt the Total Fixed Assets $0 0. and this represents the total of those bonds. 12/31/-1 Balance Sheet Definitions: Common Size .0% $0 Total Equity $0 0.0% $0 Total Liabilities and Owner's Equity 0 0. 0 For Industry 0 Round -1. bonds that have matured this year. Unmet demand would.The current value of your inventory Inventory $0 0.The common size column simply ASSETS -1 -2 represents each item as a percentage of total assets.0% $0 for materials and services.The amount of capital invested by shareholders in the company.0% $0 across all products. Accounts Payable $0 0.What the company currently owes suppliers Accumulated Depreciation $0 0. A zero indicates your company stocked out. Cash injections appear as Net Income (Loss) $0 $0 positive numbers and cash withdrawals as negative numbers. Total Current Assets $0 0. Inventories .The profits that the company Current Debt $0 0. and force you to beg for money to keep you afloat.0% $0 Retained Earnings .0% $0 Retained Earnings $0 0. When negative cash flows exceed positives.0% $0 chose to keep instead of paying to shareholders as Long Term Debt $0 0. Total Liabilities $0 0.

7% $0 Sales $750 $750 $1.9% $0 If the amount appears as a negative amount. and TQM.9% $0 Total Period Costs $5.0 400% 400% 2.427 2.9% $0 for each product.912 $10.The cost to carry unsold goods in inventory. taxes.631 $9.563 $12.080 $720 $720 $7.876 $4.0% $0 Calculated on straight-line 15-year depreciation of plant value.830 $3.059 20.500 $1. short-term interest appears as a negative amount.6% $0 Contribution Margin $11.0 1000% 1000% 8.5% of sales.0 800% 800% 6.522 $4.000 $1.579 1.Administration overhead is estimated at 1.Earnings Before Interest and Taxes.840 ($674) $547 $2.405 29.2% $0 your instructor might assess you. 1200% Interest income from your cash account is subtracted from these expenses. Other $0 0.410 2.018 68.657 4.785 $4.500 $7.The Short Term Interest $639 0.377 $6.500 $1. Other . then you actually made money on the liquidation of capacity or inventory.4% $0 Inventory Carry $1.0% $0 Admin $382 $226 $101 $159 $193 $1. 12/31/-1 -1 Income Statement -1 Common -2 Product Name Total Size Sales $40.1% $0 Charges not included in other categories such as Fees. and profit sharing. and emergency loans.The sales force budget for each product.231 10.4% $0 Total Variable Costs $28.764 $14.500 6. The fees include money paid to investment bankers and brokerage firms to issue new stocks or bonds.426 $8.R&D department expenditures EBIT $12. Short Term Interest .500 $1.1% $0 Promotions $1.710 $16.236 $0 $0 $14 $330 $1. If interest 1000% income exceeds expenses.306 $35.481 $14.Interest expense based upon last year's current debt.834 $12.587 6.000 $1.721 $33. EBIT .8% $0 SG&A: R&D $403 $357 $869 $450 $330 $2.6% $0 promotion budget for each product.231 10. Write offs include the loss you might Profit Sharing $90 0. R&D .709 $5.812 $6. Taxes .7% $0 Direct Material $15.0 1200% 1200% 10. plus TQM expenditures.290 31. Long Term Interest .858 $20. Write Offs.260 $4.100 $3.500 4. For Industry 0 Round -1.312 $7. plus consulting fees Taxes $2.758 $8.500 $1.034 37. Promotions .000 $4. Long Term Interest $4.063 0.9% $0 Definitions: Sales .102 $6.0 200% 200% 0.4% $0 Period Costs Depreciation $2.Profits shared with employees under the labor contract.433 $112.027 $2. Contribution Margins including short-term debt.427 $1.955 $3.418 3.551 $3.5% $0 Net Margin $5. Profit Sharing .Income tax based upon a 35% tax 800% rate. long-term notes that have become due.308 100.0 0% 0% Page 2 . Net Profit $4. Net Profit - EBIT minus interest. Sales . Depreciation .077 $42.676 $5.743 $23. Inventory Carry .Unit sales times list price.0 600% 600% 4.128 $77.1% $0 experience when you sell capacity or liquidate inventory as the result of eliminating a production line.Labor costs incurred to produce the product that was sold. 600% 400% 200% 0% Success Measures Profit Market Share ROE $12 1200% 1200% $10 1000% 1000% $8 800% 800% $6 600% 600% $4 400% 400% $2 200% 200% $0 0% 0% AssetTO ROS ROA 12.0% $0 Variable Costs Direct Labor $12.395 $23.Interest paid on outstanding bonds. Admin . Direct Labor .640 $2.

The sales force budget for each Long Term Interest $4.876 $4.7% $0 Direct Material $15. Profit Sharing - Profits shared with employees under the labor contract. including short-term debt.290 31.587 6.000 $1.000 $0 $0 $0 $4. If the amount appears as a negative amount.858 $20. Long Term Interest .9% $0 eliminating a production line.236 $0 $0 $14 $330 $0 $0 $0 $1. long-term notes that 1200% have become due.027 $2.500 $0 $0 $0 $7.4% $0 Inventory Carry $1.080 $720 $720 $0 $0 $0 $7. Interest income from your cash account 1000% is subtracted from these expenses.Interest paid on 800% outstanding bonds. R&D . Sales .4% $0 Period Costs Depreciation $2. The fees include money paid to investment bankers and brokerage firms to issue new stocks or Taxes $2. Write offs Profit Sharing $90 0.0% $0 Variable Costs Direct Labor $12.743 $0 $0 $0 $23.500 6.426 $8. and TQM.Labor costs incurred to produce the product that was sold. then you actually made money on the liquidation of capacity or inventory.522 $4. 0 For Industry 0 Round -1.764 $14. Net Profit .Charges not included in other categories such as Fees. Direct Labor . Inventory Carry.758 $8. Short Term Interest .785 $4.912 $10.077 $0 $0 $0 $42.500 $1.418 3.The cost to carry unsold goods in inventory.R&D department EBIT $12.9% $0 Total Period Costs $5.6% $0 Promotions .1% $0 product.955 $3. and profit sharing. EBIT .676 $5.1% $0 Promotions $1.5% $0 Net Margin $5.Calculated on straight-line 15-year depreciation of plant value.834 $12.551 $3.231 10.Unit sales times list price. short-term interest appears as a negative amount.579 1.6% $0 Contribution Margin $11.0 200% 200% 0.059 20.640 $2. Write Offs.The promotion budget for each product.000 $1.500 $1.0 1200% 1200% 10.5% of sales.0 0% 0% Page 2 .100 $3.631 $9.427 $1.308 100.710 $16.9% $0 Definitions: Sales .306 $0 $0 $0 $35.128 $0 $0 $0 $77.Interest expense Contribution Margins based upon last year's current debt.0 800% 800% 6. If interest income exceeds expenses. 400% 200% 0% Success Measures Profit Market Share ROE $12 1200% 1200% $10 1000% 1000% $8 800% 800% $6 600% 600% $4 400% 400% $2 200% 200% $0 0% 0% AssetTO ROS ROA 12.Administration overhead is estimated at 1.7% $0 Sales $750 $750 $1.0% $0 .8% $0 SG&A: R&D $403 $357 $869 $450 $330 $0 $0 $0 $2.812 $6.500 $1.034 37.EBIT minus 600% interest. plus TQM expenditures.9% $0 expenditures for each product. Taxes .395 $23. 12/31/-1 -1 Income Statement -1 Common -2 Product Name Total Size Sales $40.840 ($674) $547 $2.231 10.0 600% 600% 4.063 0.427 2.405 29.830 $3.410 2.0% $0 Admin $382 $226 $101 $159 $193 $0 $0 $0 $1.0 1000% 1000% 8. Other .0 400% 400% 2.433 $0 $0 $0 $112.102 $6.563 $0 $0 $0 $12.4% $0 Total Variable Costs $28. plus consulting fees your instructor might assess you.657 4.2% $0 bonds.Income tax based upon a 35% tax rate.500 4.312 $7.721 $0 $0 $0 $33. Depreciation Other $0 0. Short Term Interest $639 0.018 68.377 $6. taxes.500 $1.1% $0 include the loss you might experience when you sell capacity or liquidate inventory as the result of Net Profit $4. Admin . and emergency loans.709 $5.481 $14.260 $4.Earnings Before Interest and Taxes.