Capstone

Published on December 2016 | Categories: Documents | Downloads: 75 | Comments: 0 | Views: 2180
of 3305
Download PDF   Embed   Report

capstone IS HELP TO DEVELOP SKILL SET ANLAYS

Comments

Content

Welcome! This message should disappear in a moment… If you continue to see this message you need to enable content from Capsim Management Simulations, Inc.® Office/Excel 2007/2010 Users: 1. Locate the "Security Warning" above the formula bar. 2. Click on the "Options" button. When the Security window opens select "Enable this content." 3. After logging in remember to click the Add-Ins tab to see the simulation menus.

Office/Excel 2008 Users: We apologize but Microsoft has removed the ability to run 3rd party content from Excel 2008 for Mac. Please use the Web Spreadsheet version, available from website's Downloads area. Other Office/Excel versions: 1. Exit Excel. 2. Open this workbook again. Excel will display a warning message that says the workbook contains macros. 3. Click the Enable Macros button. Depending on your security settings, you may have to check a box that says, "Always trust macros from this source" before you can click the Enable button.

Thank you, and good luck in the simulation!

SimulationName SpecialEdition/Language ProgramTitle EditionTitle EditionNumber SpreadsheetVersion Copyright SimID ProfessorName SchoolName HistoryNumber TeamName TeamNumber NumberTeams BaseYear ThisRound ThisYear CompXMRoundOffset ReportDate SimulationType SimulationPath SaveFlag Zero WebsiteURL

Capstone

Color Codes Black - a formula or label - example Current 0 Red - a formula that should NOT be copied b 0 Pink - reference to the StartingConditions.txt Blue - a constant 2009v22 _106 Green - something calculated by a VB routin Copyright 1986-20011 Capsim Management Simulations, Inc. 0 English

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

0 < StudentName for EXAM CapacityCheck FALSE ForceDecisionType None 0

RehearsalSimulationSlideID ExcelVersion CoachOn IDFreeRDProduct PARAMETERS StrikeRounds TQM_Rounds MKTG_Rounds RD_Rounds HR_Rounds MarketUnitSize SegmentUnitPercentage SegmentInnerRadius SegmentOuterRadius RdCostPerYear OvertimeRate Buy/Sell Capac AutomationPrice Carry Inven. DepreciationPeriod InventoryLiquidationRate AdminOverheadRate TaxRate SharesOutstanding StockPriceJan1 EPSlastYear

\\psf\Home\Documents 0 ExitSaveFlag 0 https://www.capsim.com http://www.msicourses.com http://www.capsim.com RehearsalCoached 11 TRUE 1 0 0 0 0 0 41784 27.5% 2.5 4 1000 1.5 6 4 0.12 15 0.5 0.007 0.35 1931 5.89 -3.40 0 0 0 0 0 37.3%

FALSE

0 0 0 0 1 12.9%

0.65

AdjDividendlyr CurrDebtDueThisYear CurrDebtInterestRate BondInterestRate CashJan1 A/R A/P Common Stock Retained E. WeightTable Positioning Price Age Quality MidYear Segment Centers Xcoord Ycoord EndYearSegCenters Xcoord Ycoord BiasX BiasY ExpectedPrices PriceSpread AgeIdeal AgeStdDev MTBFLow MTBFHigh MTBFboundary Awareness AwareDeprRate AwareBudgMin AwareBudgMax AwareGainMin AwareGainMax AwareShape Access AccessDeprRate AccessBudgMin AccessBudgMax AccessGainMin AccessGainMax AccessShape SalesBudgLimit OverTime Rate ManHrPerAutomPt LAST YEAR'S VALUES OldProductName OldXcoordinate OldXcoordinateRD OldYcoordinate OldYcoordinateRD

0.00 13900 0.123 0.137 3399 13076 18947 17309 18509 0.21 0.23 0.47 0.09 Trad 8.15 11.85 Trad 8.5 11.5 0 0 22.5 5 2 0.9 14000 19000 5000 0.64 0.33 0.00 3000000 0.00 0.50 2.00 0.42 0.33 0.00 4500000 0.00 0.35 2.00 3000000 1.5 0.05 Baker 8 8 12 12 Bead 3 3 17 17 Low 5 15 -0.8 0.8 17.5 5 7 2.5 12000 17000 5000 0.32 Low 4.75 15.25 High 12 8 1.4 -1.4 32.5 5 0 1.3 20000 25000 5000 0.00 0.16 0.53 0.24 0.07 High 11.55 8.45 0.43 0.09 0.29 0.19

0.27

0.52

Na 0 0 0 0

OldMTBFspec OldMTBFrdSpec OldRDCost OldPrice OldPromoBudget OldSalesBudget OldUnitSalesForecast OldProductionSchedule OldCapacityNextRound OldAutomationNextRound OldRvsnDate OldRDstartDate OldAgingDate OldInventoryUnits OldInventoryValue OldPlantValue OldAccumDepreciation OldAR OldAP LABOR OldTechWage OldAsmbWage OldBenefits OldProfit OldAnnualRaise OldContractExpiration OldPrimarySegment OldPrintMedia OldDirectMail OldWebMedia OldEmail OldTradeShows OldSalesPriorities OldOutsideSales OldInsideSales OldDistributors OldMktgReports TQM_IMPACTS CarryInven. AdminOverheadRate ManHrPerAutomPtTQM PRODUCT_DECISIONS Product Name Performance Size MTBF Price Promo Budget Sales Budget YourSalesForecast

17500 17500 0 26.99 500 1000 0 1251 1800 5.0 2016.874 2015 2014.8886 0 0 46800 -25440 30 60 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

14000 14000 0 20.5 500 1000 0 1621 1400 5.0 2008.400 0 2008.4 0 0 36400 -21840

0 0 0 0 0 0 0 0 0 0.0 0.000 2015 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 FALSE

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 FALSE

0.12 Was B240*B865 #VALUE! #VALUE!

Baker 8.0 12.0 17500 26.99 500 1000 0

Bead 3.0 17.0 14000 20.50 500 1000 0

NA 0.0 0.0 0 0.00 0 0 0

Sched Production Capacity Change Automation Rating StockIssueRetireDividend ShortDebt/BondRetire/BondIssue AR_AP_Lag R&D DidCoordinatesChange DidMTBFChange WasOldProduct ProjectExists ProjectExistsFactor ProjectFactor MTBFchngOnly MTBFtime MTBFrevisionDate MTBFnewAgingDate MTBFageAtCompletion MovedOldProduct MovedDistance MovedRevisionDate MovedNewAgingDate MovedAgeAtCompletion NewProduct DistanceToNewProductTable Baker Bead NA Bold Buddy Bigbo Bulli NA NewDistance NewProductTime NewRevisionDate NewAgingDate NewAgeAtCompletion RdRevisionDate RdProjectCost RdAgeAtStartOfYear RdTimeThisYear RdTimeWithStartDesign RdTimeWithNewDesign RdAgeAtRevision RdAgeAtEndOfYear MaterialCost MatCoordPfmn MatCoordSize MatCoordScalarMidYear MatDesignExistedLastYr

1516 0 5.0 0 0 30 FALSE FALSE TRUE FALSE 0 1.00 FALSE #VALUE! 0.00 0 0 FALSE 0.00 0.00 0.00 0.00 FALSE Baker 0.0 7.1 14.4 3.8 4.8 5.3 6.0 14.4 0.00 0.00 0.00 0.00 0.00 2016.87 $0 0.00 0.00 1.00 0.00 0.99 0.00 MidYear 1.95 18.05 0.65 TRUE FALSE FALSE FALSE #VALUE! FALSE FALSE TRUE FALSE

1964 0 5.0 0 0 60 FALSE FALSE FALSE FALSE 0 FALSE #VALUE! 0.00 0 0 FALSE 0.00 0.00 0.00 0.00 FALSE

0 0 0.0 0.00 0

0

0.00 0 0 0.00 0.00 0.00 0.00

Bead 7.1 0.0 17.3 6.6 9.9 10.5 13.1 17.3 0.00 0.00 0.00 0.00 0.00 2008.40 $0 0.00 0.00 1.00 0.00 0.00 0.00 StartYear 1.7 18.3 TRUE FALSE

NA 14.4 17.3 0.0 18.1 9.7 9.4 14.8 0.0 0.00 0.00 0.00 0.00 0.00 0.00 $0 0.00 0.00 0.00 1.00 0.00 0.00

MatStartPmap MatStartMTBF MatStartTotal MatFuturePmap MatFutureMTBF MatFutureTotal MARKETING WorkingAttributes MktgPerformance MktgSize MktgMTBF MktgAge MktgPrice MktgIsProducable MktgTimeInMarket DistanceToSegmentCenter Trad Low High Pfmn Size DistanceToSweetSpot Trad Low High Pfmn Size PositioningRoughCut Trad Low High Pfmn Size PositioningScore Trad Low High Pfmn Size PriceRoughCut Trad Low High Pfmn Size PriceScore Trad Low High Pfmn Size

5.80 5.25 #VALUE! 5.80 5.25 #VALUE! #VALUE! #VALUE!

1.20 4.20 #VALUE! 1.20 4.20 #VALUE!

0.00 0.00 0.00 0.00

8 12 16800 0.5 26.99 1 0 0.21 4.60 5.02 4.87 4.87 0.21 5.73 7.00 5.96 5.96 1.00 0.00 0.00 0.00 0.00 9.80 1.00 1.02 1.11 1.11 1.00 0.10 1.00 1.00 1.00 1.46 1.00 10.00 5.96 5.96

3 17 14000 0.5 20.50 1 0 7.28 2.47 12.09 10.01 10.01 7.28 1.34 14.07 11.66 11.66 0.00 1.00 0.00 0.00 0.00 1.00 6.28 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 7.30 2.80 10.00 10.00 10.00

0 0 0 0.5 0.00 0 0 14.38 15.97 14.31 18.66 9.70 14.38 16.53 14.74 18.93 9.40 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 10.00 10.00 10.00 10.00 10.00

ReliabilityRoughCut Trad Low High Pfmn Size ReliabilityScore Trad Low High Pfmn Size AgeScore Trad Low High Pfmn Size CombinedRoughCuts Trad Low High Pfmn Size ChannelBudgets Trad Low High Pfmn Size Accessiblity Trad Low High Pfmn Size Awareness Start New Awareness SalesWeighted StdAwarenessFactor AwarenessFactorTrad AwarenessFactorLow AwarenessFactorHigh AwarenessFactorPfmn AwarenessFactorSize StdSalesFactor SalesFactor Arpolicy Factors Trad

1.00 1.00 0.50 0.10 1.00 6.04 9.64 1.00 1.00 2.44 3.24 1.31 9.36 9.12 6.95 1.00 0.00 0.00 0.00 0.00 1000 0 0 0 0 StartGoodwill 0.42 0.27 0.52 0.20 0.53 0.64 0.49 0.49 #VALUE! 0.75 0.75 0.75 0.75 0.75 0.75 1.05 1.05 0.93 0.50 #VALUE!

1.00 1.00 0.00 0.00 0.60 1.00 4.60 1.00 1.00 1.00 3.24 1.31 9.36 9.12 6.95 0.00 1.00 0.00 0.00 0.00 0 1000 0 0 0

0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 3.25 1.31 9.36 9.12 6.96 0.00 0.00 0.00 0.00 0.00 0 0 0 0 0 NewGoodWill 0.36 0.26 0.57 0.14 0.67 0.00 0.00 0.00 #VALUE! 0.50 0.50 0.50 0.50 0.50 0.50 1.00 1.00

0.32 0.28 0.28 0.64 0.64 0.64 0.64 0.64 0.64 1.05 1.05

0.42

0.00

Low High Pfmn Size ProductRawScores Trad Low High Pfmn Size FinalProductScores Trad Low High Pfmn Size MarketShareUnits Trad Low High Pfmn Size UnitDemand Trad Low High Pfmn Size Total EstSales Trad Low High Pfmn Size Total EstMktShr Trad Low High Pfmn Size WtgCustBuy Trad Low High Pfmn Size WtgCustSurv Trad Low High

0.46 0.57 0.42 0.61 19.91 2.82 18.00 7.31 12.19 9.87 0.00 0.00 0.00 0.00 -97.4% 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!

0.39 0.49 0.36 0.52 12.28 9.76 17.93 11.84 12.51 0.00 3.83 0.00 0.00 0.00 0.0% -23.7% 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!

0.00 0.00 0.00 0.00 17.03 34.15 17.92 11.84 12.52 0.00 0.00 0.00 0.00 0.00 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!

Pfmn Size SegmentSales

#VALUE! #VALUE! Trad 0 0 0 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

#VALUE! #VALUE! Low 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

#VALUE! #VALUE! High 0 0 0 0 0 0 0 0 0 0 0 0

EstIndustrySales Trad Low High Pfmn Size Total MktgUnitFcastAdjMktTime MktgUnitSales MktgGrossRevenue MktgCOG MktgGrossMargin MktgLessPromoAndSales PRODUCTION/HR HRround OldComplement OldNeededComplement OldNewEmployees OldSeparatedEmployees OvertimeComplementPercent OldTurnoverRate OldRecruitingSpend OldTrainingHours WorkForceCaliberThisYr TrainingIndexThisYr ProductivityThisYr Complement RecruitingSpend TrainingHours ManYearAdjTraining APfactor ManHrsPerUnit CapacityThisYear CapacityAdjR&Dintro ProductionAdjForCapacity ProductionAdjForAP

#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

FALSE 0 0 0 0 0.0% 0.0% 0 0 0.00 0.00 0.00 #VALUE! 2500 60 2020 0.92 #VALUE! 1800 0 0 0.00000

FALSE 0

FALSE 0

#VALUE! 1400 0 0 0.00000

0.00 0 0 0 0.00000

FirstShiftUnits SecondShiftUnits ManHours NeededComplement ExpectedFirstShiftComplement ExpectedSecondShiftComplement ActualFirstShiftComplement ActualSecondShiftComplement ActualFirstShiftOTComplement SecondShiftOrOvertimePercent ProductionAdjForComplement FirstShiftPayroll SecondOTPayroll OvertimeComplementPercent PlantUtilization TurnoverRateThisYear EmployeeTurnoverThisYr NewRecruitsThisYear WorkForceCaliberNextYr TrainingIndexNextYr SeparatedEmployees ProductivityNextYr RecruitingCost SeparationCost TrainingCost TotalHRCost AverageWageUnitCost BenefitCostPerUnit ProdLaborCostPerUnit ProdMaterialCost ProdUnitCost VariableMargin

0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #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!

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! 0.00

NewInventoryValue

#VALUE!

#VALUE!

#VALUE!

SELL_CAPACITY CapacitySold CapacityReduction% PlantEquipmentChange WriteOff CashAdustment PlantAdjustment AccDeprAdjustment AdjustedPlantValue AdjustedAccDepr

0 0.0% 0 0 0 0 0 46800 -25440

0 0.0% 0 0 0 0 0 36400 -21840

0 0.0% 0 0 0 0 0 0 0

BUY_CAPACITY CapacityPurchased PlantEquipmentChange CashAdjustment AdjustedPlantValue CapacityNextRound BUY_AUTOMATION ChangedAutomation? PlantEquipmentChange CashAdjustment AdjustedPlantValue TotalPlantEquipChng TotalCashAdjustment TotalPlantAdjustment TotalAccDeprAdjustment TotalAssetAdjustment DEPRECIATION NewPlantFaceValue PlantToDepreciate NewDepreciation INVENTORY_LIQUIDATION ProductKilled? UnitsLiquidated ValueLiquidation InventoryWriteoff InventoryRemaining InventoryValue FINANCE TotalPlantInvestment SalesPlantEquipment MaxStockIssueThisYear MaxStockRetireThisYear MaxCurrentDebtThisYear BondSeriesNumber 0 0 0 0 0 0 0 0 0 0 0 0 0 Sums MaturingLTDebt RemainingLTDebt StartMaxBondIssue MaxBondIssueThisYear

0 0 0 46800 1800 0 0 0 46800 0 0 0 0 0 46800 46800 3120 0 0 0 0 0 0 0 0 2275 569 11768 FaceValue 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 58432 58432

0 0 0 36400 1400 0 0 0 36400 0 0 0 0 0 36400 36400 2427 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0

Yield 0 0 0 0 0 0 0 0 0 0 0 0 0

Close 0 0 0 0 0 0 0 0 0 0 0 0 0

PROFORMAS TotalUnitsOnHand TotalInventoryValue Avg Unit Cost Units Sold InvenSold$ InvenUnitsRemaining InvenUnitsRemaining$ StockOut$ PROFORMA_INCOME_STATEMENT Sales Labor Material InventoryCarry TotalVariableCosts ContributionMargin Depreciation R&D Promo Sales Admin/Other TotalPeriodCosts NetMargin BrokerageFees Writeoffs TotalFees&Writeoffs EBIT ShortTermInterest LongInterest Taxes ProfitSharing NetProfit PROFORMA_BALANCE_SHEET Cash AR Inventory TotalCurrentAssets Plant&Equip AccDepr TotalFixedAssets TotalAssets AP CurrentDebt LongTermDebt TotalLiab CommonStock RetainedEarnings TotalEquity TotalLiab+Equity PROFORMA_CASHFLOW

#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Baker #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 3120 0 500 1000 #VALUE! #VALUE! #VALUE!

#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Bead #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 2427 0 500 1000 #VALUE! #VALUE! #VALUE!

#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! NA #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0 0 0 0 #VALUE! #VALUE! #VALUE!

#VALUE! #VALUE! #VALUE! #VALUE! 137200 -73307 63893 #VALUE! #VALUE! #VALUE! 0 #VALUE! 17309 #VALUE! #VALUE! #VALUE!

#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Cash Flows from operations Profits/Employee Net Income (Loss) #VALUE! #VALUE! Depreciation&Writeoffs 9147 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. 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 1931.0 ProformaBookValue #VALUE! ProformaEPS #VALUE! EffectiveDividendPerShare #VALUE! AvgDividendPerShare #VALUE! CalculatedStockPrice #VALUE! #VALUE! ProformaStockPrice #VALUE! DividendYield #VALUE! DividendPayoutRatio #VALUE! ProformaMarketCap #VALUE! #VALUE! %TotalMarket MKT_SEGMENT_RPTS 4 0 0 2019 High Tech Total Available Unit Sales 7740 Actual Industry Unit Sales 7740 Segment % of Total Industry 0.4407 Growth Rate 0.2 0.2 Acc 0.00 0.07 0.00 0.63 0.00 0.35 0.00 0.76 0.00 0.13 0.00 0.75 0.00 Pfmn 12.3 Size 7.7 0.33 0.00 Ideal Age = 0.0 0.29

0.00 $25.00 - 45.00 0.00 MTBF 17000-23000 Perceptual Map Table Performance Center Size Center 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Name 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Name Able TQM MODULE TQMyear TQMround Decisions CPIsystems Vendor/JIT QIT ChannelSupport ConcurrentEng Benchmarking QualityDeployment CCE/6SigmaTraining 10.90 9.10 12.10 11.70 12.20 10.90 9.80 9.90 10.80 8.40 8.70 7.60 7.70 7.00 Potential 0.00 0.25 0.07 0.29 0.00 0.39 MShr 0.21 0.19 0.18 0.16 0.11 0.07 0.07 0.01 0.00 0.00 0.00 Market Share 0.1359 0 1 FALSE 0 0 0 0 0 0 0 0 FALSE

0.25 0.13

7.60 8.10 8.50 8.00 10.40 8.60 10.80 11.80 13.10 11.00 12.70 12.00 Actual 0.00 0.23 0.07 0.29 0.00 0.40 UnSoldtoSeg 1618 1494 1390 1251 824 537 528 55 26 16 1 Units Sold to Seg 1030 0 2

RvDate 2019.58 2019.58 2019.59 2019.27 2019.52 2019.76 2019.19 2019.82 2018.56 2019.97 2018.76 Revision Date 1997.9 0 3 FALSE

UNEPGreen GEMISustain TotalTQMExpenditures OIdGoodwill TQMmaterialCost TQMlaborCost TQMcycleTime TQMadmin TQMDemand MaterialCostReduction CPIsystems Vendor/JIT QIT ChannelSupport ConcurrentEng Benchmarking QualityDeployment CCE/6SigmaTraining UNEPGreen GEMISustain CombinedImpact ExpectedImprovement LaborCostReduction CPIsystems Vendor/JIT QIT ChannelSupport ConcurrentEng Benchmarking QualityDeployment CCE/6SigmaTraining UNEPGreen GEMISustain CombinedImpact ExpectedImprovement ReductionR&DCycleTime CPIsystems Vendor/JIT QIT ChannelSupport ConcurrentEng Benchmarking QualityDeployment CCE/6SigmaTraining UNEPGreen GEMISustain CombinedImpact ExpectedImprovement ReductionAdminCosts CPIsystems Vendor/JIT

0 0 0 OldValue 0.00% 0.00% 0.00% 0.00% 0.00% WorstCase BestCase

0.00 0.00 0.00 0.00 0.00 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% #VALUE! 0.0% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% #VALUE! 0.0% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% #VALUE! 0.0% 0.00% 0.00%

0.00%

0.00%

0.00%

QIT ChannelSupport ConcurrentEng Benchmarking QualityDeployment CCE/6SigmaTraining UNEPGreen GEMISustain CombinedImpact ExpectedImprovement DemandIncrease CPIsystems Vendor/JIT QIT ChannelSupport ConcurrentEng Benchmarking QualityDeployment CCE/6SigmaTraining UNEPGreen GEMISustain CombinedImpact ExpectedImprovement TQMimpact TQMmaterialCost TQMlaborCost TQMcycleTime TQMadmin TQMDemand MKTG_MODULE MktgYear MktgRound MediaImpact PrintMedia DirectMail WebMedia Email TradeShows Total PromoDecisions PrimarySegment PrintMedia DirectMail WebMedia Email TradeShows Total PromoParameters

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% #VALUE! 0.0% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% #VALUE! 0.0% #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0 1 FALSE Traditional 0.00 0.00 0.00 0.00 0.00 0.00 Baker 1 100 100 100 100 100 500 Rates 0 2 FALSE Low End 0.00 0.00 0.00 0.00 0.00 0.00 Bead 2 100 100 100 100 100 500 Impressions 0 3 FALSE High End 0.00 0.00 0.00 0.00 0.00 0.00 NA 3 0 0 0 0 0 0 Xmin 0.00% 0.00%

PrintMedia DirectMail WebMedia Email TradeShows CostPerTradeShow CostPerReport Impressions PrintMedia DirectMail WebMedia Email TradeShows Reach PrintMedia DirectMail WebMedia Email TradeShows AwarenessCreated Print Media Direct Mail Web Media Email Trade Shows Total MaxCategory Remainder DiscountedRemainder NewAwarenessCreated OldAwareness:Trad Low High Pfmn Size OldAwarenessAfterDecay NewPrimaryAwareness AwarenessThisYear Trad Low High Pfmn Size AwarenessFactorTrad AwarenessFactorLow AwarenessFactorHigh AwarenessFactorPfmn AwarenessFactorSize SALESMANSHIP

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!

0.00 0.00 0.00 0.00 0.00 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.000 0.000 0.000 0.000 0.000 0.000 #VALUE! Baker #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

0.00 0.00 0.00 0.00 0.00 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.000 0.000 0.000 0.000 0.000 0.000 #VALUE! Bead #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

0.00 0.00 0.00 0.00 0.00 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.000 0.000 0.000 0.000 0.000 0.000 #VALUE! NA #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

SalesPriorities SalesPrioritiesPositive SalesPrioritiesDec SalesBudget SalesFactor SALES_PARAMETERS OutsideSales InsideSales Distributors Ymax OutsideSales InsideSales Distributors SalesDecisions OutsideSalesDec InsideSalesDec DistributorsDec MktgReports IncomingMktgReports

24% 24% 24% 0 1.00 Costs Each $0 $0 $0 Trad 0% 0% 0% Resources

22% 22% 22% 0 1.00 Annual Contacts 0 0 0 Low 0% 0% 0% Trad 5.00 11.00 6.00 FALSE FALSE Trad $0 $0 $0 $0 $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

20% 20% 20% 0 1.00 Xmin 0 0 0 High 0% 0% 0% Low 5.00 11.00 5.00 FALSE FALSE Low $0 $0 $0 $0 $0

Budget OutsideSales InsideSales Distributors MktgReport Total OutsideSalesGain InsideSalesGain DistributorsGain Total Gain Accessibility Old New MktgXBudgetFormulas Baker Bead NA Bold Buddy Bigbo Bulli NA MKTG_REPORT CHART DATA

Old New PromoFormulas 500 500 0 500 1000 2200 2200 0 1.00

Trad 42.0% #VALUE! SalesFormulas 0 0 0 0 0 0 0 0

Low 26.9% #VALUE!

Perceptual Map Aging Chart AgeAtStartOfYear AgeBeforeRevision AgeAtRevision AgeAtEndOfYear AGING_CHART 1.00 2.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 3.00 3.00 4.00 4.00 5.00 5.00 5.00 5.00 6.00 6.00 6.00 6.00 7.00 7.00 7.00 7.00 8.00 8.00 8.00 8.00 8.00 8.00 9.00

0.00 0.00 0.00 0.00 Baker 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 Bead

0.00 0.00 0.00 0.00 NA

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

MaterialCostChart Old New Marketing Revenue Forecast Name Baker Bead NA Bold Buddy Bigbo

Baker #VALUE! #VALUE! #VALUE! #VALUE!

Bead #VALUE! #VALUE!

NA

Margin After marketing #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Marketing Variable costs $1,500 #VALUE! $1,500 #VALUE! $0 #VALUE! $1,500 #VALUE! $2,000 #VALUE! $4,400 #VALUE!

Bulli NA Marketing Unit Sales Forecast

#VALUE! #VALUE!

$4,400 $0

#VALUE! #VALUE!

Baker Trad Low High Pfmn Size Total #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Bead #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

NA

Capacity vs Production Baker Both Shifts Base Capacity Production Unit Cost Breakdown Eat Ebb Echo Edge Egg NA NA NA Unit Cost Breakdown Material Labor Margin 3600 1800 #VALUE! Material $11.02 $7.37 $15.27 $15.21 $12.99 $0.00 $0.00 $0.00 Baker #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Bead 2800 1400 #VALUE! NA 0 0

Labor Overtime $7.84 $6.72 $8.96 $8.96 $8.96 $0.00 $0.00 $0.00 Bead

$0.00 $0.66 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

NA #VALUE! #VALUE! $0.00

Balance Sheet Assets Cash Accounts Receivable Inventories Fixed Liabilities Accounts Payable Current Debt Long Term Debt Common Stock Retained Earnings

#VALUE! #VALUE! #VALUE! $63,893 #VALUE! #VALUE! $0 $17,309 #VALUE!

Income Statement Net Margin Administrative / Other Marketing Research & Development Depreciation Inventory Carrying costs Material Labor

Baker #VALUE! #VALUE! $500 $0 $3,120 #VALUE! #VALUE! #VALUE!

Bead #VALUE! #VALUE! $500 $0 $2,427 #VALUE! #VALUE! #VALUE!

NA #VALUE! #VALUE! $0 $0 $0 #VALUE! #VALUE! #VALUE!

Cash Flows From Operations Net cash flow Accounts Receivable Inventories Accounts Payable Depreciation Net income (loss) Net cash flow Plant improvements Net cash flow Change current debt Retire long term debt New long term debt Purchase of stock Sales of stock Dividends Cash flow from Operations Cash flow from Investing Cash flow from Financial actions Net change in cash position ROS Asset Turnover Leverage ROE

#VALUE! #VALUE! #VALUE! #VALUE! $9,147 #VALUE! $0 $0 #VALUE! #VALUE! $0 $0 $0 $0 $0 #VALUE! $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

TQMcharts Material Labor R&D Cycle Time Admin Demand 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

MktgXRpt Awareness Accessibility R&D Perceptual Map as a Chart Series Traditional Low End High End Performance Size Traditional Rough Low End Rough High End Rough Performance Rough Size Rough P1 P2 P3 P4 P5 P6 P7 P8 R1 R2 R3 R4 R5 R6 R7 R8 Courier Perceptual Map Series Traditional Low End High End Performance Size Traditional Rough Low End Rough High End Rough Performance Rough Size Rough A1 A2 A3 A4 DataLabel Traditional Low End High End Performance Size Traditional Rough Low End Rough High End Rough Performance Rough Size Rough Baker Bead Bold Buddy Bigboy Bullis X 8.5 5.0 12.0 13.0 6.5 8.5 5.0 12.0 13.0 6.5 8.0 3.0 0.0 9.4 6.1 6.2 12.5 0.0 8.0 3.0 0.0 9.4 6.1 6.2 12.5 0.0 Y 11.5 15.0 8.0 13.5 7.0 11.5 15.0 8.0 13.5 7.0 12.0 17.0 0.0 15.5 7.6 7.0 8.0 0.0 12.0 17.0 0.0 15.5 7.6 7.0 8.0 0.0 0 0 0 0 0 0 0 0 0 0 0 0

DataLabel Traditional Low End High End Performance Size Traditional Rough Low End Rough High End Rough Performance Rough Size Rough 0 0 0 0

X 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Y 0 0 0 0 0 0 0 0 0 0 0 0 0 0

A5 A6 A7 A8 B1 B2 B3 B4 B5 B6 B7 B8 C1 C2 C3 C4 C5 C6 C7 C8 D1 D2 D3 D4 D5 D6 D7 D8 E1 E2 E3 E4 E5 E6 E7 E8 F1 F2 F3 F4 F5 F6 F7 F8 Courier Segment Perceptual Map Series DataLabel InnerSegment OuterSegment P1 P2 P3

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

X 0 0.00 0.00 0.00 10.9 10.9 12.1 11.7 12.2

Y 9.1 9.1 7.6 8.1 8.5

P4 P5 P6 P7 P8 P9 P10 P11 P12

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

10.9 9.8 9.9 10.8 8.4 8.7 7.6 7.7 7

8 10.4 8.6 10.8 11.8 13.1 11 12.7 12

TimesOnlineGraphicScreens 1124 RandD 18 RandD_F Mktg Mktg_F MktgX Production Production_F Labor TQM Finance BalanceSheet IncomeStatement IncomeStatement_F CashFlow ProformaScorecard Ratios DecSummary DecSummary_F

Xcoord 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Ycoord 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

EXCEL DEFAULTS .StandardFont .StandardFontSize .DisplayFormulaBar .TransitionNavigKeys .EditDirectlyInCell .CellDragAndDrop .MoveAfterReturn .FixedDecimal .FixedDecimalPlaces

Arial 10 TRUE FALSE TRUE TRUE FALSE FALSE 2

Button Faces

.Calculation .ShowToolTips .LargeButtons .ColorButtons .DisplayFullScreen .DisplayStatusBar .DisplayCommentIndicator

-4105 TRUE FALSE TRUE FALSE TRUE -1

ProtectedEntrySheetsList Logo Mktg MktgX RandD Labor Production Finance TQM BalanceSheet IncomeStatement CashFlow Ratios DecSummary Courier1 Courier2 Courier3 Courier4 CourierSeg Courier10 Courier12 Courier11 AnnRpt1 AnnRpt2 RandD_F Mktg_F DecSummary_F Production_F IncomeStatement_F AnnRpt2_F ProformaScorecard

CommandBarNames Worksheet Menu Bar Chart Menu Bar Standard Formatting PivotTable Chart Reviewing Forms

CommandBarsFullScreenOff CommandBarsFullScreenOn TRUE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE

Stop Recording External Data Formula Auditing Full Screen Circular Reference Visual Basic Web Control Toolbox Exit Design Mode Refresh Watch Window PivotTable Field List Borders Protection Text To Speech List Compare Side by Side Drawing WordArt Picture Drawing Canvas Organization Chart Diagram Ink Drawing and Writing Ink Annotations PivotChart Menu Workbook tabs Cell Column Row Cell Column Row Ply XLM Cell Document Desktop Nondefault Drag and Drop AutoFill Button Dialog Series Plot Area Floor and Walls Trendline Chart Format Data Series Format Axis Format Legend Entry Formula Bar PivotTable Context Menu Query

FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE

FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE

Query Layout AutoCalculate Object/Plot Title Bar (Charting) Layout Pivot Chart Popup Phonetic Information Auto Sum Paste Special Dropdown Find Format Replace Format List Range Popup List Range Layout Popup XML Range Popup List Range Layout Popup Shadow Settings 3-D Settings Borders Borders Draw Border Chart Type Pattern Font Color Fill Color Line Color Drawing and Writing Pens Annotation Pens Drawing and Writing Pens Annotation Pens Order Nudge Align or Distribute Rotate or Flip Lines Connectors AutoShapes Callouts Flowchart Block Arrows Stars & Banners Basic Shapes Insert Shape Shapes Inactive Chart Excel Control Curve Curve Node Curve Segment Pictures Context Menu OLE Object ActiveX Control WordArt Context Menu

FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE

FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE

Rotate Mode Connector Script Anchor Popup Canvas Popup Organization Chart Popup Diagram Layout Select Task Pane Add Command Built-in Menus Clipboard Envelope Online Meeting CapstoneMenu CapstoneToolbar XML Source Research XML Document Signatures Document Actions Clip Art Selection and Visibility Document Management Document Updates Mail Merge Panes Fax Service Meeting Workspace Attachment Options Ribbon Adapter Add Command Built-in Menus Clipboard Envelope Online Meeting CapstoneMenu CapstoneToolbar Status Bar Ribbon Courier Legends Translated Courier1 Variable costs Depreciation SG&A Other Profit Courier4 Capacity

FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE TRUE TRUE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE TRUE TRUE TRUE TRUE

FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE FALSE

Production Courier10 Unit sales Unit demand Trad Low High Pfmn Size AnnRpt1 Operations Investments Financing Change CourierSeg Actual Potential

Traditional Low End High End Performance Size

a formula or label - example Current Cash position a formula that should NOT be copied because some element of it is unique. reference to the StartingConditions.txt file

- something calculated by a VB routine. Saving the workbook Set SimulationName to "Capstone", "Foundation", or "CompXM" Set SpecialEdition to Empty or "Harvard" (or some other special edition) Set SpreadsheetVersion to match "xlWebQueryVersionInfo.cfm" on website If saving to a new name (example, from Capstone_01.xls to Capstone_02.xls, set SaveFlag to 1 and save manually. Do Ctrl-Shift-P to package workbook. This removes all SimID specifics.

entName for EXAM

CompOrPrac

FALSE

0 1 0 0 1 11.3%

1 1 0 0 1 11.0%

0 1 0 0 1

0 1 0 0 1

0 1 0 0 1

0.29 0.19 0.09 0.43 Pfmn 12.5 13.85 Pfmn 13 13.5 1.4 -1 27.5 5 1 1.1 22000 27000 5000 0.29 Size Size

0.43 0.09 0.29 0.19 6.15 7.5 6.5 7 1 -1.4 27.5 5 1.5 1.1 16000 21000 5000 0.77

0.65

0.65

0.00

0.20

0.53

Bold 9.4 9.4 15.5 15.5

Buddy 6.1 6.1 7.6 7.6

Bigboy 6.2 6.2 7 7

Bullis 12.5 12.5 8 8

Na 0 0 0 0

27000 27000 0 32.5 500 1000 0 587 600 3.5 2014.080 2014 2010.5 0 0 12000 -6800

19000 19000 0 31 1000 1000 0 990 1000 4.5 2016.518 2016 2015.5138 0 0 24000 -7680

21000 21000 0 33 2200 2200 0 743 450 3.5 2016.166 2016 2015.9844 0 0 9000 -1200

25000 25000 0 37.99 2200 2200 0 371 450 3.5 2016.270 2016 2016.1119 0 0 9000 -1200

0 0 0 0 0 0 0 0 0 0.0 0.000 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 FALSE

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 FALSE 0 0 0 0 0 0 0 0 0 0 FALSE 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Bold 9.4 15.5 27000 32.50 500 1000 0

Buddy 6.1 7.6 19000 31.00 1000 1000 0

Bigbo 6.2 7.0 21000 33.00 2200 2200 0

Bulli 12.5 8.0 25000 37.99 2200 2200 0

NA 0.0 0.0 0 0.00 0 0 0

711 0 3.5

1200 0 4.5

900 0 3.5

450 0 3.5

0 0 0.0

FALSE FALSE TRUE FALSE 0 FALSE #VALUE! 0.00 0 0 FALSE 0.00 0.00 0.00 0.00 FALSE Bold 3.8 6.6 18.1 0.0 8.6 9.1 8.1 18.1 0.00 0.00 0.00 0.00 0.00 2014.08 $0 0.00 0.00 1.00 0.00 1.79 0.00

FALSE FALSE TRUE FALSE 0 FALSE #VALUE! 0.00 0 0 FALSE 0.00 0.00 0.00 0.00 FALSE Buddy 4.8 9.9 9.7 8.6 0.0 0.6 6.4 9.7 0.00 0.00 0.00 0.00 0.00 2016.52 $0 0.00 0.00 1.00 0.00 0.50 0.00

FALSE FALSE TRUE FALSE 0 FALSE #VALUE! 0.00 0 0 FALSE 0.00 0.00 0.00 0.00 FALSE Bigbo 5.3 10.5 9.4 9.1 0.6 0.0 6.4 9.4 0.00 0.00 0.00 0.00 0.00 2016.17 $0 0.00 0.00 1.00 0.00 0.09 0.00

FALSE FALSE TRUE FALSE 0 FALSE #VALUE! 0.00 0 0 FALSE 0.00 0.00 0.00 0.00 FALSE Bulli 6.0 13.1 14.8 8.1 6.4 6.4 0.0 14.8 0.00 0.00 0.00 0.00 0.00 2016.27 $0 0.00 0.00 1.00 0.00 0.08 0.00

FALSE FALSE FALSE FALSE 0 FALSE #VALUE! 0.00 0 0 FALSE 0.00 0.00 0.00 0.00 FALSE NA 14.4 17.3 0.0 18.1 9.7 9.4 14.8 0.0 0.00 0.00 0.00 0.00 0.00 0.00 $0 0.00 0.00 0.00 1.00 0.00 0.00

TRUE

TRUE

TRUE

TRUE

FALSE

5.34 8.10 #VALUE! 5.34 8.10 #VALUE! #VALUE! #VALUE!

7.53 5.70 #VALUE! 7.53 5.70 #VALUE!

7.92 6.30 #VALUE! 7.92 6.30 #VALUE!

9.72 7.50 #VALUE! 9.72 7.50 #VALUE!

0.00 0.00 0.00 0.00

9.4 15.5 24400 0.5 32.50 1 0 3.86 4.66 7.37 3.51 8.63 3.86 5.48 9.17 5.22 9.67 0.09 0.00 0.00 0.33 0.00 1.01 1.00 1.00 1.30 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 5.50 1.00 1.00

6.1 7.6 18000 0.5 31.00 1 0 4.72 7.77 5.52 8.95 0.11 4.72 8.72 6.87 9.40 1.83 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.02 1.00 6.92 0.30 0.00 1.00 1.00 1.00 1.00 1.00 6.85 2.35 2.35

6.2 7 19600 0.5 33.00 1 0 5.23 8.38 5.54 9.31 0.50 5.23 9.33 6.75 9.67 1.31 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.03 1.00 8.27 0.00 0.00 1.00 0.90 0.90 1.00 1.00 5.05 1.00 1.00

12.5 8 22800 0.5 37.99 1 0 5.81 10.61 1.05 5.85 6.37 5.81 11.74 1.05 5.05 5.68 0.00 0.00 1.00 0.00 0.00 1.00 1.00 8.84 1.37 1.16 0.00 0.00 0.90 0.00 0.00 1.00 1.00 1.00 1.00 1.00

0 0 0 0.5 0.00 0 0 14.38 15.97 14.31 18.66 9.70 14.38 16.53 14.74 18.93 9.40 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 10.00 10.00 10.00 10.00 10.00

1.00 1.00 1.00 1.00 1.00 10.00 10.00 8.92 5.32 10.00 3.24 1.31 9.36 9.12 6.95 0.00 0.00 0.00 0.33 0.00 0 0 0 325 0 StdAccessFactor

1.00 1.00 0.80 0.40 1.00 8.20 10.00 1.00 1.00 4.60 3.24 1.31 9.36 9.12 6.95 0.00 0.00 0.00 0.00 1.00 0 0 0 0 1000 0.68 0.63 0.78 0.57 0.83

1.00 1.00 1.00 0.80 1.00 10.00 10.00 1.00 1.00 7.48 3.24 1.31 9.36 9.12 6.95 0.00 0.00 0.00 0.00 0.90 0 0 0 0 1980 Mktg2AccessFactor #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.65 0.90 0.90 #VALUE! #VALUE! 0.95 0.95 0.95 0.95 0.95 0.95 1.11 1.11

1.00 1.00 1.00 1.00 1.00 10.00 10.00 6.04 2.44 10.00 3.24 1.31 9.36 9.12 6.95 0.00 0.00 0.90 0.00 0.00 0 0 1984 0 0 AccessFactor 0.68 0.63 0.78 0.57 0.83 0.65 0.90 0.90 0.95 0.95 0.95 0.95 0.95 0.95 1.11 1.11

0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 3.25 1.31 9.36 9.12 6.96 0.00 0.00 0.00 0.00 0.00 0 0 0 0 0 SalesWeighted #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.00 0.00 0.00 #VALUE! 0.50 0.50 0.50 0.50 0.50 0.50 1.00 1.00

0.29 0.26 0.26 #VALUE! 0.63 0.63 0.63 0.63 0.63 0.63 1.05 1.05 #VALUE!

0.77 0.73 0.73 0.87 0.87 0.87 0.87 0.87 0.87 1.05 1.05

0.42

0.58

0.67

0.67

0.00

0.39 0.48 0.35 0.51 8.21 2.90 28.45 13.50 19.68 0.00 0.00 0.00 1.54 0.00 0.0% 0.0% 0.0% -8.4% 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!

0.53 0.66 0.48 0.71 7.31 2.90 15.69 3.95 36.93 0.00 0.00 0.00 0.00 26.04 0.0% 0.0% 0.0% 0.0% 60.5%

0.62 0.77 0.56 0.82 8.21 2.90 14.45 2.99 50.15 0.00 0.00 0.00 0.00 36.97 0.0% 0.0% 0.0% 0.0% 85.9% #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

0.62 0.77 0.56 0.82 8.21 2.90 60.10 6.04 20.30 0.00 0.00 41.75 0.00 0.00 0.0% 0.0% 192.0% 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!

0.00 0.00 0.00 0.00 17.03 34.15 17.92 11.84 12.52 0.00 0.00 0.00 0.00 0.00 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! Perf 0 0 0 0 0 0 0 0 0 0 0 0

#VALUE! #VALUE! Size 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!

FALSE

FALSE

FALSE

FALSE

FALSE

#VALUE! 600 0 0 0.00000

#VALUE! 1000 0 0 0.00000

#VALUE! 450 0 0 0.00000

#VALUE! 450 0 0 0.00000

0.00 0 0 0 0.00000

0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

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! 0.00

#VALUE!

#VALUE!

#VALUE!

#VALUE!

#VALUE!

0 0.0% 0 0 0 0 0 12000 -6800

0 0.0% 0 0 0 0 0 24000 -7680

0 0.0% 0 0 0 0 0 9000 -1200

0 0.0% 0 0 0 0 0 9000 -1200

0 0.0% 0 0 0 0 0 0 0

0 0 0 12000 600 0 0 0 12000 0 0 0 0 0 12000 12000 800 0 0 0 0 0 0

0 0 0 24000 1000 0 0 0 24000 0 0 0 0 0 24000 24000 1600 0 0 0 0 0 0

0 0 0 9000 450 0 0 0 9000 0 0 0 0 0 9000 9000 600 0 0 0 0 0 0

0 0 0 9000 450 0 0 0 9000 0 0 0 0 0 9000 9000 600 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0

IntRate 0 0 0 0 0 0 0 0 0 0 0 0 0

MktValue 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Balance 0 0 0 0 0 0 0 0 0 0 0 0 0 0

AdjFace LongTermInterest 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Bold #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 800 0 500 1000 #VALUE! #VALUE! #VALUE!

#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Buddy #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 1600 0 1000 1000 #VALUE! #VALUE! #VALUE!

#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Bigbo #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 600 0 2200 2200 #VALUE! #VALUE! #VALUE!

#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Bulli #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 600 0 2200 2200 #VALUE! #VALUE! #VALUE!

#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! NA #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0 0 0 0 #VALUE! #VALUE! #VALUE!

ending cash #VALUE!

e-loan #VALUE! #VALUE!

Assets/Employee #VALUE! #VALUE! #VALUE! #VALUE! WorkingCapital Sales/Day DaysOfWrkCap

2 1

#VALUE!

New Stock Calc =BV|RE per share #VALUE! + 3|5* EPS #VALUE! + 2|3* old EPS, >=0 #VALUE! + Avg Dividend, >=0 #VALUE! 0.1 times if eloan MinELoanImpact Book Value / 2 ImpactFloor Eloan per share Impact Temp Impact Floor End Price, >=1 #VALUE!

#VALUE! #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

StockOut

YES

Pfmn 12.1 11.7 12.2 10.9 9.8 9.9 10.8 8.4 8.7 7.6 7.7 Pfmn Coord 5.5 0 5 FALSE FALSE

Size 7.6 8.1 8.5 8.0 10.4 8.6 10.8 11.8 13.1 11.0 12.7 Size Coord 14.5 0 6 FALSE

Price 41.00 41.00 40.75 41.75 32.40 33.00 34.50 27.50 28.75 20.00 24.50 List Price 28 0 7

MTBF 22000 22000 22000 22400 20000 20000 20000 18000 18800 17000 16500 MTBF 17500 0 8 FALSE

Stock Out

0 4 FALSE

NOTES: Material Cost Savings in 2 years = $3 million Material Cost/Year is about $40 million.

Therefore, savings per year is $1.5 million, or about 3.75% LaborCostSavings in 2 years = $4 million LaborCost/Year is about $31 million Therefore, savings per year is $2 million or about 6.4%

Cycle Time Reduction Assume average 5 projects or $5M/year Savings is $1.5 million/year, or 30% reduction in cycle time per year. 2000 100% ConcurrentEng

1000 50% QualityDep 3000 Total

Reduction Admin Costs Assume Inv Carry and Admin total $3 million Per year

Savings is $1.5 million/year, or 50% reduction in OH. 2000 100% Benchmarking 1000 50% Vendor JIT 3000 Total Demand Increase

Profit gain must be $1.6M/yr. Gross Margin is about 30%. Therefore, Demand must increase about $1.6/30% = $5.3 million. 2000 100% Channel Support 1000 50% Quality Deployment 200 10% CCE/6Sigma 3200 Total 0 4 FALSE Performance 0.00 0.00 0.00 0.00 0.00 0.00 Bold 4 100 100 100 100 100 500 Xmax 0 5 FALSE Size 0.00 0.00 0.00 0.00 0.00 0.00 Buddy 5 200 200 200 200 200 1000 Ymin 0 6 FALSE 0 7 FALSE 0 8 FALSE

0.00 0.00 0.00 0.00 0.00

Traditional Low End High End Performance Size

Bigbo 0 440 440 440 440 440 2200 Ymax

Bulli 0 440 440 440 440 440 2200 Shape

NA 0 0 0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

0.00 0.00 0.00 0.00 0.00 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.000 0.000 0.000 0.000 0.000 0.000 #VALUE! Bold #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.000 0.000 0.000 0.000 0.000 0.000 #VALUE! Bigbo #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

0.00 0.00 0.00 0.00 0.00 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.000 0.000 0.000 0.000 0.000 0.000 #VALUE! Bulli #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

0.00 0.00 0.00 0.00 0.00 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.000 0.000 0.000 0.000 0.000 0.000 #VALUE! NA #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

0.000 0.000 0.000 0.000 0.000 0.000 #VALUE! Buddy #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

17% 17% 17% 0 1.00 Xmax $0 $0 $0 Pfmn 0% 0% 0% High 4.00 12.00 5.00 FALSE FALSE High $0 $0 $0 $0 $0 #VALUE! #VALUE! #VALUE! #VALUE! High 51.8% #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

17% 17% 17% 0 1.00 Ymin 0 0 0 Size 0% 0% 0% Pfmn 4.00 11.00 6.00 FALSE FALSE Pfmn $0 $0 $0 $0 $0 #VALUE! #VALUE! #VALUE! #VALUE! Pfmn 19.7% #VALUE!

0% 0% 0% 0 1.00 Ymax 0.0% 0.0% 0.0%

0% 0% 0% 0 1.00 Shape 0 0 0

0% 0% 0% 0 1.00

Size 4.00 11.00 6.00 FALSE FALSE Size $0 $0 $0 $0 $0

Total 22.00 56.00 28.00

Total (000) $0 $0 $0 $0 $0

Size 52.6% #VALUE!

0.00 0.00 0.00 0.00 Bold

0.00 0.00 0.00 0.00 Buddy

0.00 0.00 0.00 0.00 Bigbo

0.00 0.00 0.00 0.00 Bulli

0.00 0.00 0.00 0.00 NA

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Bold #VALUE! #VALUE! #VALUE! #VALUE!

Buddy

Bigbo #VALUE! #VALUE!

Bulli #VALUE! #VALUE! #VALUE! #VALUE!

NA

Bold #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Buddy

Bigbo #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Bulli #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

NA

Bold 1200 600 #VALUE! Margin $9.14 $6.25 $13.78 $8.83 $11.06 $0.00 $0.00 $0.00 Bold #VALUE! #VALUE! #VALUE!

Buddy 2000 1000 #VALUE!

Bigbo 900 450 #VALUE!

Bulli 900 450 #VALUE!

NA 0 0 #VALUE!

Buddy #VALUE! #VALUE! #VALUE!

Bigbo #VALUE! #VALUE! #VALUE!

Bulli #VALUE! #VALUE! #VALUE!

NA #VALUE! #VALUE! $0.00

Bold #VALUE! #VALUE! $500 $0 $800 #VALUE! #VALUE! #VALUE!

Buddy #VALUE! #VALUE! $1,000 $0 $1,600 #VALUE! #VALUE! #VALUE!

Bigbo #VALUE! #VALUE! $2,200 $0 $600 #VALUE! #VALUE! #VALUE!

Bulli #VALUE! #VALUE! $2,200 $0 $600 #VALUE! #VALUE! #VALUE!

NA #VALUE! #VALUE! $0 $0 $0 #VALUE! #VALUE! #VALUE!

0.0% 0.0% 0.0% 0.0% 0.0%

0.0% 0.0% 0.0% 0.0% 0.0%

0.0% 0.0% 0.0% 0.0% 0.0%

0 0 0 0

0 0 0 0

0 0 0 0

0 0

0 0

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

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

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

RelativeDiameter 5 8 4 4 4

4 4 4 4 4 4 4 4 4

Xcoord 590 590 460 460 560 545 615 515 675 395 575 575 400 550 595 415 470 300

Ycoord 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

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

AllTQMDecisions AllFinanceDecisions

g to 1 and save manually.

0 1 0 0 1

0 0 -64160

0

0

$0

OldMktgMTBF OldMktgMTBFAdjust 17500 17500 14000 14000 0 27000 27000 19000 19000 21000 21000 25000 25000 0

Total 1000 1000 1984 325 2980

WtgAccess

rawAwareness #VALUE!

Competitors -20.00 -20.00 -20.00 -20.00 -20.00 -10.13 -16.17 21.75 -18.46 43.01

SegmentUnitDemand 11491 15585 5390 4722 4596 #VALUE! Total #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Segment 0 0 0 0 0 #VALUE! MktShr

0 ProductCount #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

CustomerBuyingCriteria

#VALUE! #VALUE! #VALUE!

WtgCustSurvey

#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

5700 0 0 0.00000

0 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

#VALUE!

0 0 0 0 0 137200 -64160

0

0

0 0 0

137200 9147

0 0 0 0 0

#VALUE! #VALUE! #VALUE! Total #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 9147 #VALUE! 0 #VALUE! 6900 #VALUE! 8400 #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 $Sales #VALUE! Sales/Employee #VALUE!

SG&A%ofSales #VALUE!

#VALUE! #VALUE!

AgeDec.31 1.4 1.4 1.4 1.6 1.1 1.2 0.8 1.8 2.7 2.1 3.1 Age Dec.31 3.1

Promo 1500 1500 1450 1350 1700 1025 1350 1450 1350 1025 1000 Promo Budget 1009

Sales 1150 1150 1100 1250 1100 1150 1250 1100 1250 1150 1000 Sales Budget 979

Aware 1.000 0.963 0.961 0.885 0.802 0.634 0.571 1.000 0.945 0.660 0.627 Customer Awareness 0.6103

Total 1380 1380 1380 1380 1380 6900

100% 0

0 0

0 0

0 0

0 0

DecSurv 48 45 42 30 23 19 21 4 0 1 0

Access 0.752 0.7518 0.7617 0.6325 0.7617 0.3507 0.6325 0.7617 0.6325 0.3507 0.1306

Customer AccessDecember Customer Survey 17.9

DECISIONS Andrews 1 ProductName Baker Bead RetireProduct 0 0 XcoordinateRD 5.7 3 YcoordinateRD 14.3 17 MTBFrdSpec 17500 14000 Price 29 21.5 PromoBudget 1250 1200 SalesBudget 1400 1300 UnitSalesForecast 1400 2100 ProductionOrdered 1320 2200 CapacityChange 0 0 AutomationNextRound 5 6 FinanceFunction StIssue StRetire FinanceDecisions 1300 0 LaborNegotiation TechWageAsmbWage Offer1 20 0 Offer2 22 0 TQMfunction CPI VendorJIT TQMbudgets 0 0 MKTGPrimarySeg 1 2 MKTGPrintMedia 200 180 MKTGDirectMail 200 180 MKTGWebMedia 200 180 MKTGEmail 200 180 MKTGTradeShows 200 180 MKTGSalesPriorities 0.24 0.22 MKTGOutsideSales 11 0.2 MKTGInsideSales 27 0.2 MKTGDistributors 14 0.2 MKTGReports 0 0 FeesAndNewCapital 0 0 Capstone Rehearsal Round 2 Decisions DECISIONS Andrews 1 ProductName Baker Bead RetireProduct 0 0 XcoordinateRD 6.5 3 YcoordinateRD 13.5 17 MTBFrdSpec 17500 14000 Price 28.5 21.5 PromoBudget 1475 1500 SalesBudget 1600 1475 UnitSalesForecast 1600 2100 ProductionOrdered 1800 2100 CapacityChange 0 0 AutomationNextRound 6 7 FinanceFunction StIssue StRetire FinanceDecisions 6000 0 LaborNegotiation TechWageAsmbWage Offer1 21 0

0 2000 MEDIUM NA Bold Buddy Bigbo Na 0 0 0 0 0 0 9.4 4.5 6.2 0 0 15.5 10.1 7 0 0 27000 19500 21000 0 39 34.5 34.5 0 0 950 950 1000 0 0 1200 1000 1300 0 0 400 400 400 0 0 400 400 350 0 0 0 0 0 400 0 4 4 4 4 0 Dividend ShortDebt BondRetir BondIssue AR 1 0 0 12000 30 Benefits ProfitShr AnnRaiseComplmentRecrSpend 2500 0.02 0.05 721.2428 0 2750 0.022 0.055 0 0 QIT Channels CCEBenchMark QFDE 0 0 0 0 0 3 4 5 0 0 160 140 140 0 0 160 140 140 0 0 160 140 140 0 0 160 140 140 0 0 160 140 140 0 0 0.2 0.17 0.17 0 0 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0 0 0 0

2 2006 C10016 NA Bold Buddy Bigbo Na 0 0 0 0 0 0 9.4 5.1 6.2 0 0 15.5 9.2 7 0 0 27000 19500 21000 0 0.00 32.50 34 33.00 0 0 500 1320 2200 0 0 1000 1500 2200 0 0 0 575 0 0 600 650 675 450 0 0 40 45 0 0 4 4 4.5 4 0 Dividend ShortDebt BondRetir BondIssue AR 1.35 6000 0 6000 30 Benefits ProfitShr AnnRaiseComplmentRecrSpend 2500 0.02 0.05 814 0

Offer2 23.1 0 TQMfunction CPI VendorJIT TQMbudgets 0 0 MKTGPrimarySeg 1 2 MKTGPrintMedia 400 240 MKTGDirectMail 400 240 MKTGWebMedia 400 240 MKTGEmail 400 240 MKTGTradeShows 400 240 MKTGSalesPriorities 0.24 0.22 MKTGOutsideSales 18 0.2 MKTGInsideSales 43 0.2 MKTGDistributors 21 0.2 MKTGReports 0 0 FeesAndNewCapital 0 0 Capstone Rehearsal Round 3 Decisions DECISIONS Andrews 1 ProductName Baker Bead RetireProduct 0 0 XcoordinateRD 7.2 3 YcoordinateRD 12.9 17 MTBFrdSpec 17500 14000 Price 28 19.99 PromoBudget 1700 1775 SalesBudget 1800 1775 UnitSalesForecast 1650 2300 ProductionOrdered 1600 2400 CapacityChange 0 0 AutomationNextRound 7 7.8 FinanceFunction StIssue StRetire FinanceDecisions 0 0 LaborNegotiation TechWageAsmbWage Offer1 21 0 Offer2 23.1 0 TQMfunction CPI VendorJIT TQMbudgets 0 0 MKTGPrimarySeg 1 2 MKTGPrintMedia 400 240 MKTGDirectMail 400 240 MKTGWebMedia 400 240 MKTGEmail 400 240 MKTGTradeShows 400 240 MKTGSalesPriorities 0.24 0.22 MKTGOutsideSales 18 0.2 MKTGInsideSales 43 0.2 MKTGDistributors 21 0.2 MKTGReports 0 0 FeesAndNewCapital 0 0 Capstone Rehearsal Round 4 Decisions DECISIONS Andrews 1 ProductName Baker Bead RetireProduct 0 0

2750 0.022 QIT Channels 0 0 3 4 180 160 180 160 180 160 180 160 180 160 0.2 0.17 0.2 0.2 0.2 0.2 0.2 0.2 0 0

0.055 0 CCEBenchMark 0 0 5 0 160 0 160 0 160 0 160 0 160 0 0.17 0 0.2 0.2 0.2 0.2 0.2 0.2 0 0

0 QFDE 0 0 0 0 0 0 0 0

2 2006 C10016 NA Bold Buddy Bigbo Na 0 0 0 0 0 0 9.4 5.7 6 0 0 15.5 8.3 7 0 0 27,000 19500 21,000 0 0 33 33.5 33 0 0 500 1550 2,200 0 0 1,000 1650 2,200 0 0 0 600 0 0 0 711 615 900 0 0 0 45 0 0 0 4 5 4 0 Dividend ShortDebt BondRetir BondIssue AR 2.1 0 0 4500 30 Benefits ProfitShr AnnRaiseComplmentRecrSpend 2500 0.02 0.05 814 0 2750 0.022 0.055 0 0 QIT Channels CCEBenchMark QFDE 0 0 0 0 0 3 4 5 0 0 180 160 160 0 0 180 160 160 0 0 180 160 160 0 0 180 160 160 0 0 180 160 160 0 0 0.2 0.17 0.17 0 0 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0 0 0 0

2 NA 0

2006 C10016 Bold Buddy 0 0

Bigbo 0

Na 0

XcoordinateRD YcoordinateRD MTBFrdSpec Price PromoBudget SalesBudget UnitSalesForecast ProductionOrdered CapacityChange AutomationNextRound FinanceFunction FinanceDecisions LaborNegotiation Offer1 Offer2 TQMfunction TQMbudgets MKTGPrimarySeg MKTGPrintMedia MKTGDirectMail MKTGWebMedia MKTGEmail MKTGTradeShows MKTGSalesPriorities MKTGOutsideSales MKTGInsideSales MKTGDistributors MKTGReports FeesAndNewCapital

7.8 4.3 12.1 15.7 17500 14000 27.5 19.5 1900 1935 2000 1950 1900 2500 2050 2675 50 230 7 7.8 StIssue StRetire 0 0 TechWageAsmbWage 21 0 23.1 0 CPI VendorJIT 0 0 1 2 400 240 400 240 400 240 400 240 400 240 0.24 0.22 18 0.2 43 0.2 21 0.2 0 0 0 0

0 9.4 6.3 6 0 0 15.5 7.2 7 0 0 27,000 19500 21,000 0 0 33 33 33 0 0 500 1775 2,200 0 0 1,000 1850 2,200 0 0 0 800 0 0 0 711 930 900 0 0 0 125 0 0 0 4 5 4 0 Dividend ShortDebt BondRetir BondIssue AR 0 0 0 0 30 Benefits ProfitShr AnnRaiseComplmentRecrSpend 2500 0.02 0.05 814 0 2750 0.022 0.055 0 0 QIT Channels CCEBenchMark QFDE 0 0 0 0 0 3 4 5 0 0 180 160 160 0 0 180 160 160 0 0 180 160 160 0 0 180 160 160 0 0 180 160 160 0 0 0.2 0.17 0.17 0 0 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0 0 0 0

Foundation Rehearsal Round 1 Decisions DECISIONS Andrews 1 ProductName Baker Bead RetireProduct 0 0 XcoordinateRD 8 3 YcoordinateRD 12 17 MTBFrdSpec 17500 14000 Price 35 0 PromoBudget 1200 0 SalesBudget 1300 0 UnitSalesForecast 1300 0 ProductionOrdered 1326 0 CapacityChange 0 300 AutomationNextRound 4 3 FinanceFunction StIssue StRetire FinanceDecisions $2,000 0 LaborNegotiation TechWageAsmbWage Offer1 20 0

0 2000 MEDIUM Na Na Na NA NA 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Dividend ShortDebt BondRetir BondIssue AR 0.75 1000 0 $4,000 30 Benefits ProfitShr AnnRaiseComplmentRecrSpend 2500 0.02 0 250 0

Offer2 22 0 TQMfunction CPI VendorJIT TQMbudgets 0 0 MKTGPrimarySeg 0 0 MKTGPrintMedia 200 0 MKTGDirectMail 200 0 MKTGWebMedia 200 0 MKTGEmail 200 0 MKTGTradeShows 200 0 MKTGSalesPriorities 0 0 MKTGOutsideSales 2 0.2 MKTGInsideSales 6 0.2 MKTGDistributors 3 0.2 MKTGReports 0 0 FeesAndNewCapital 0 0 Foundation Rehearsal Round 2 Decisions DECISIONS Andrews 1 ProductName Baker Bead RetireProduct 0 0 XcoordinateRD 8 3 YcoordinateRD 12 17 MTBFrdSpec 17500 14000 Price 26.99 20.50 PromoBudget 500 500 SalesBudget 1000 1000 UnitSalesForecast 0 0 ProductionOrdered 1600 300 CapacityChange 100 100 AutomationNextRound 5 4 FinanceFunction StIssue StRetire FinanceDecisions $3,000 0 LaborNegotiation TechWageAsmbWage Offer1 20 0 Offer2 22 0 TQMfunction CPI VendorJIT TQMbudgets 0 0 MKTGPrimarySeg 2 0 MKTGPrintMedia 300 0 MKTGDirectMail 300 0 MKTGWebMedia 300 0 MKTGEmail 300 0 MKTGTradeShows 300 0 MKTGSalesPriorities 0 0 MKTGOutsideSales 4 0.2 MKTGInsideSales 10 0.2 MKTGDistributors 5 0.2 MKTGReports 0 0 FeesAndNewCapital 0 0 Foundation Rehearsal Round 3 Decisions DECISIONS Andrews 1 ProductName Baker Bead RetireProduct 0 0

2750 0.022 QIT Channels 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.2 0.2 0.2 0.2 0.2 0.2 0 0

0 0 CCEBenchMark 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.2 0.2 0.2 0.2 0.2 0.2 0 0

0 QFDE 0 0 0 0 0 0 0 0

2 2006 C10016 NA NA NA NA NA 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Dividend ShortDebt BondRetir BondIssue AR 0.75 3000 0 $3,500 30 Benefits ProfitShr AnnRaiseComplmentRecrSpend 2500 0.02 0 257 0 2750 0.022 0 0 0 QIT Channels CCEBenchMark QFDE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0 0 0 0

3 NA 0

2006 C10016 NA NA 0 0

NA 0

NA 0

XcoordinateRD 8 3 YcoordinateRD 12 17 MTBFrdSpec 17500 14000 Price 26.99 20.50 PromoBudget 500 500 SalesBudget 1000 1000 UnitSalesForecast 0 0 ProductionOrdered 1516 1964 CapacityChange 0 0 AutomationNextRound 5 5 FinanceFunction StIssue StRetire FinanceDecisions $3,000 0 LaborNegotiation TechWageAsmbWage Offer1 20 0 Offer2 22 0 TQMfunction CPI VendorJIT TQMbudgets 0 0 MKTGPrimarySeg 2 0 MKTGPrintMedia 300 0 MKTGDirectMail 300 0 MKTGWebMedia 300 0 MKTGEmail 300 0 MKTGTradeShows 300 0 MKTGSalesPriorities 0 0 MKTGOutsideSales 4 0.2 MKTGInsideSales 10 0.2 MKTGDistributors 5 0.2 MKTGReports 0 0 FeesAndNewCapital 0 0 Foundation Rehearsal Round 4 Decisions DECISIONS Andrews 1 ProductName Baker Bead RetireProduct 0 0 XcoordinateRD 8 3 YcoordinateRD 12 17 MTBFrdSpec 17,500 14,000 Price 27 21 PromoBudget 500 500 SalesBudget 1,000 1,000 UnitSalesForecast 0 0 ProductionOrdered 1,516 1,964 CapacityChange 0 0 AutomationNextRound 5 5 FinanceFunction StIssue StRetire FinanceDecisions 0 0 LaborNegotiation TechWageAsmbWage Offer1 20 0 Offer2 22 0 TQMfunction CPI VendorJIT TQMbudgets 0 0 MKTGPrimarySeg 2 0 MKTGPrintMedia 300 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Dividend ShortDebt BondRetir BondIssue AR 0.85 0 0 $3,000 30 Benefits ProfitShr AnnRaiseComplmentRecrSpend 2500 0.02 0 257 0 2750 0.022 0 0 0 QIT Channels CCEBenchMark QFDE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0 0 0 0

4 2006 C10016 NA NA NA NA NA 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Dividend ShortDebt BondRetir BondIssue AR 0 0 0 0 30 Benefits ProfitShr AnnRaiseComplmentRecrSpend 2500 0.02 0 257 0 2750 0.022 0 0 0 QIT Channels CCEBenchMark QFDE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

MKTGDirectMail MKTGWebMedia MKTGEmail MKTGTradeShows MKTGSalesPriorities MKTGOutsideSales MKTGInsideSales MKTGDistributors MKTGReports FeesAndNewCapital

300 300 300 300 0 4 10 5 0 0

0 0 0 0 0 0.2 0.2 0.2 0 0

0 0 0 0 0 0.2 0.2 0.2 0

0 0 0 0 0 0.2 0.2 0.2 0

0 0 0 0 0 0.2 0.2 0.2 0

0 0 0 0 0 0.2 0.2 0.2 0

0 0 0 0 0

Na 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0 0 CCE6sigma UNEPGreen GEMISustain 0 0 0 0 0 0 0 0 0 0

We handle tutorial decisions as follows: 1. At startup, the latest tutorial decisions are retrieved from the 2. The student modifies them. This puts the student's decisions 3. The student could also mess with "teammate" decisions. The 4. The Tutorial decisions at left are constructed at Design Time Yellow areas are decisions being made Blue areas are decisions by Tutorial "te 5. At Save, the decisions at left are copied to DecisionsIncomin 6. The student is then given an option to continue working on th

Na 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0

ProductName RetireProduct XcoordinateRD YcoordinateRD MTBFrdSpec Price PromoBudget SalesBudget UnitSalesForecast ProductionOrdered CapacityChange AutomationNextRound FinanceFunction FinanceDecisions LaborNegotiation Offer1 Offer2 TQMfunction TQMbudgets MKTGPrimarySeg MKTGPrintMedia MKTGDirectMail MKTGWebMedia MKTGEmail MKTGTradeShows MKTGSalesPriorities MKTGOutsideSales MKTGInsideSales MKTGDistributors MKTGReports FeesAndNewCapital

RandD!C4 RandD!D4 RandD!E4 RandD!F4 Mktg!C4 Mktg!D4 Mktg!E4 Mktg!G4 Production!C6 Production!C16 Production!C18 Finance!C11 Labor!J6

TQM!D5

0 CCE6sigma UNEPGreen GEMISustain 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 UNEPGreen GEMISustain 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 UNEPGreen GEMISustain 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

ProductName RetireProduct XcoordinateRD YcoordinateRD MTBFrdSpec Price PromoBudget SalesBudget UnitSalesForecast ProductionOrdered CapacityChange AutomationNextRound

RandD_F!C4 RandD_F!D4 RandD_F!E4 RandD_F!F4 Mktg_F!C4 Mktg_F!D4 Mktg_F!E4 Mktg_F!G4 Production_F!C6 Production_F!C16 Production_F!C18

0 CCE6sigma UNEPGreen GEMISustain 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 UNEPGreen GEMISustain 0 0 0 0 0 0 0 0 0 1

FinanceFunction FinanceDecisions LaborNegotiation Offer1 Offer2 TQMfunction TQMbudgets MKTGPrimarySeg MKTGPrintMedia MKTGDirectMail MKTGWebMedia MKTGEmail MKTGTradeShows MKTGSalesPriorities MKTGOutsideSales MKTGInsideSales MKTGDistributors MKTGReports FeesAndNewCapital

Finance!C11

TQM!D5

NA 0

0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0 0 CCE6sigma UNEPGreen GEMISustain 0 0 0 0 0 0 0 0 0 1

NA 0 0 0 0 0 0 0 0 0 0 0 AP 30 TrainHrs 0 0 CCE6sigma UNEPGreen GEMISustain 0 0 0 0 0

0 0 0 0 1

cisions are retrieved from the website. s puts the student's decisions into DecisionsOutgoing th "teammate" decisions. Therefore, at Save we must restore "teammate" Decisions. e constructed at Design Time. as are decisions being made by the student, taken from DecisionsOutgoing. s are decisions by Tutorial "teammates" created by the designer. Some are constants. Some are formulas. e copied to DecisionsIncoming, then posted into the worksheets. Much like an UndoToLastSave. Then Saved. tion to continue working on this round or advance.

RandD!C5 RandD!D5 RandD!E5 RandD!F5 Mktg!C5 Mktg!D5 Mktg!E5 Mktg!G5 Production!D6 Production!D16 Production!D18 Finance!C13

RandD!C6 RandD!D6 RandD!E6 RandD!F6 Mktg!C6 Mktg!D6 Mktg!E6 Mktg!G6 Production!E6 Production!E16 Production!E18 Finance!C14 Labor!J7

RandD!C7 RandD!D7 RandD!E7 RandD!F7 Mktg!C7 Mktg!D7 Mktg!E7 Mktg!G7 Production!F6 Production!F16 Production!F18 Finance!C18 Labor!J8

RandD!C8 RandD!D8 RandD!E8 RandD!F8 Mktg!C8 Mktg!D8 Mktg!E8 Mktg!G8 Production!G6 Production!G16 Production!G18 Finance!J17 Labor!J9

TQM!D6

TQM!D7

TQM!D8

TQM!D9

ARRange NewAR

APRange ProdAP

MktgAR

NewAP MktgAP

RandD_F!C5 RandD_F!D5 RandD_F!E5 RandD_F!F5 Mktg_F!C5 Mktg_F!D5 Mktg_F!E5 Mktg_F!G5 Production_F!D6 Production_F!D16 Production_F!D18

RandD_F!C6 RandD_F!D6 RandD_F!E6 RandD_F!F6 Mktg_F!C6 Mktg_F!D6 Mktg_F!E6 Mktg_F!G6 Production_F!E6 Production_F!E16 Production_F!E18

RandD_F!C7 RandD_F!D7 RandD_F!E7 RandD_F!F7 Mktg_F!C7 Mktg_F!D7 Mktg_F!E7 Mktg_F!G7 Production_F!F6 Production_F!F16 Production_F!F18

RandD_F!C8 RandD_F!D8 RandD_F!E8 RandD_F!F8 Mktg_F!C8 Mktg_F!D8 Mktg_F!E8 Mktg_F!G8 Production_F!G6 Production_F!G16 Production_F!G18

Finance!C13

Finance!C14

Finance!C18

Finance!J17

TQM!D6

TQM!D7

TQM!D8

TQM!D9

ARRange NewAR Mktg_FAR

APRange Prod_FAP NewAP Mktg_FAP

ve. Then Saved.

RandD!C9 RandD!D9 RandD!E9 RandD!F9 Mktg!C9 Mktg!D9 Mktg!E9 Mktg!G9 Production!H6 Production!H16 Production!H18 Finance!J18 NewComplement

RandD!C10 RandD!D10 RandD!E10 RandD!F10 Mktg!C10 Mktg!D10 Mktg!E10 Mktg!G10 Production!I6 Production!I16 Production!I18 ARRange NewRecruitSpend

RandD!C11 RandD!D11 RandD!E11 RandD!F11 Mktg!C11 Mktg!D11 Mktg!E11 Mktg!G11 Production!J6 Production!J16 Production!J18 APRange NewTrainHours

TQM!D13

TQM!D14

TQM!D15

TQM!D10

Finance!J18 NewComplement_F

AR_FRange NewRecruitSpend_F

AP_FRange NewTrainHours_F

TQM!D13

TQM!D14

TQM!D15

TQM!D10

TQM!D16

TQM!D16

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

ChngDate

ChngDate

5/14/2010

5/14/2010 5/14/2010

8/3/2009

5/14/2010

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

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

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

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

the effect of your investments in 'Channel Support Systems' initiatives. ROS ROA ROE Asset Turnover EBIT Market Cap Book Value EPS Stock Price Assets Sales Profits Free Cash Flow Leverage Debt/Equity Debt/Assets Emergency Loan Operating Profit Contribution Margin Plant Utilization Days of Working Capital Stock-out costs Inventory Carrying costs Customer Buying Criteria Wtg Avg Cust Survey Score Customer Awareness Customer Accessibility Product Count SG&A expense Market Share Employee Turnover Rate Employee Productivity Sales/Employee Assets/Employee Profits/Employee TQM Material Reduction TQM Labor Reduction TQM R&D Reduction TQM Admin Cost Reduction TQM Demand Increase Score for Round Recap Score RECAPITULATION INTERIM RESULTS RECAPITULATION PROJECTED RESULTS

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

Because the Coach requires the Office Assistance on Excel 97 systems, we have disabled the Coach, the coach tutorials, and the rehearsal simulation. All other features in the workbook are available. If you wish to use the disabled features, please use your Office 97 Setup program to install the Office Assistant. If you would like to use the Office Assistant, please install it with Microsoft Office Setup. No Office Assistant available The Office Assistant is not available on this computer. On Excel 97 systems, the Coaching system requires the Assistant to function. Although the Coach has been disabled, and with it the workbook tutorials and Rehearsal Simulation tutorials, all other features in the workbook will operate. If you would like to use the Coach on this computer, please use the Office 97 CD to install the Assistant. The standard Coach interface will be used instead. If you would like to use the Office Assistant on this computer, please use the Office CD to install the Assistant. No Office Assistant found You can not save decisions without at least one unit of production (After Adjustment) for the year. This requires one or more units of scheduled production, capacity, and labor complement. You have two options:

Button 1: Continue making decisions for this round. If you continue working on the current round be sure to finalize your decisions prior to the deadline. Button 2: Finalize your teams decisions for this round. Once you finalize your decisions you will no longer be able to make changes to them. You must commit to a Final Official Decision before the deadline otherwise you will automatically be disqualified from the Challenge and not allowed to continue. Continue working on Round Finalize my decisions for Round Is this your Final Answer? You will no longer be able to make changes to your decisions for Round Your decisions have been uploaded. Saved By: Decisions For: Time Stamp: UPLOAD FAILED! Excel has encountered a problem during the upload. We recommend that you try to save your decisions to a local disk file, then try uploading them manually. Save Decisions Your decisions have been saved to: Warning! Your decisions did NOT save successfully. Your decisions have been committed. The next round starts The web-site reports that your decision deadline has passed. Your decisions were due

Your decisions have been uploaded. Excel has encountered a problem during the upload. We cannot proceed without a solid Internet connection: 1. Try saving again, the problem may be intermittent. 2. If you are on a notebook try connecting from a different network. 3. Try making your decisions from a different computer. 4. If saving fails, please call Support at (847) 501-2888 A teammate has changed the Official Decisions since your session began. Changed by: Changed: We recommend that you Cancel and look at the new Official Decisions before proceeding. Click OK to proceed with Save. Click Cancel to abort. Warning! The website reports that your decision deadline has passed since your session began. DEADLINE PASSED Open Capstone Datafile Select Capstone Datafile Sorry, but is not a valid Capstone Decisions File. Would you like to try again? Invalid Capstone Decisions file. The file query request returned the following message: Visual Basic Error # Generated by Description Failed trying to read local Decision file.

Trouble reading decision file. Sorry, the website reports that the deadline for your decisions has passed. They were due Unknown status: Official Decisions not available. Sorry, the website reports that your Officla Decisions are not available at this time. They will be available after This game is not a CompXM game CompXM has not been selected for this simulation. Sorry, the website reports that your Official Decisions are not available at this time. They will be available after . If you believe this is in error and they should be available now, please contact Support. We will check to make sure there are no problems and the schedule matches your professor's intentions. Are you sure that you want to close the workbook and exit? This version of the Capstone spreadsheet VersionN is not compatible with your simulation Version2008. Please login to the website www.capsim.com and download a new spreadsheet. The Coach Research & Development Marketing Production HR Labor Negotiations Finance TQM Initiative Balance Sheet

Income Statement Cash Flow Statement Financial Ratios Save decisions Online Resources Print sheet Print all proformas Exit Foundation Exit Capstone Foundation Menu: Capstone Menu: CompXM Menu: Office Assistant File Save Decisions Restart Rehearsal Exit Foundation Exit Capstone Exit CompXM View Full Screen Normal Undo Undo to Draft Undo to Official Decisions Decisions R&&D Marketing Pricing && Forecasting Promotion && Sales Traditional Report Low End Report High End Report Performance Report Size Report Print All Marketing Reports Production Human Resources Decision Summary Proformas Balance Sheet Income Statement Cash Flow Ratios Balanced Scorecard Front Page Stock && Bond market Financial Statements Production Analysis Low Tech Segment High Tech Segment Market Share

Perceptual Map HR/TQM report Balance Sheet && Cash Flow Income Statement Print Courier Thrift segment Core segment Nano segment Elite segment Market Share Perceptual Map Print Annual Reports All Annual Reports Traditional marketing report Low End marketing report High End marketing report Size marketing report Performance marketing report Online Help Manager Guide Support Exam dashboard Challenge dashboard Company dashboard Official Decision audit Official Balanced Scorecard Foundation® FastTrack Audit Capstone® Courier Audit Strategy Success Measures Email Peer Evaluations About Capstone® About Foundation® Connection Failure Our apologies, but this application is offline for maintenance. Please try again later. Additional diagnostics. The request returned the following message: Visual Basic Error # Generated by Description Trouble linking to the website

Marketing report not available. Sorry, this report was not ordered last year. No active courses available. Sorry, we could not find an active simulation for you. Since we have no decisions, we cannot open the workbook. If you have not yet launched your course, please return to the website and launch a course. If you would like to use an inactive simulation, please reactivate the course and try again.

OK You have not yet started your simulation. The exam assumes you are familiar with the simulation. Please log in at https://www.capsim.com to join a company. Best of Luck! You have not yet joined a company. Practice and Competition rounds are company activities. Please log in at www.capsim.com to join a company. Best of Luck! Please be aware that you are logged into https://www.capsim.com with UserID

Welcome to the Rehearsal Simulation. As a professor you have the option to restart your Rehearsal Simulation whenever you wish, and you can play with or without a coached tour. Students will always start with the coached tour, during Round 1 managing the R&D department, while 'ghost' teammates make decisions for other areas of the company. In Round 2 the student takes over Marketing as well as R&D, with their 'teammates' continuing to make other decisions. In Round 3 they make R&D, Marketing and Production decisions. Finally, in round 4 they are responsible for Finance department decisions too. Rounds 5 through 8 are optional and the students are on their own.

The number of rounds each of your students has completed are stored for your review on the professor web site. Students can restart only after completing the four coached rounds. If students restart their rehearsal, rounds completed is maintained as a high water mark so you can assess whether they have completed basic training.

Restarting a Rehearsal Simulation destroys all reports for the current tutorial and returns you to Round 1. As a professor, restarting your rehearsal has no affect upon students.

Welcome Professor Rehearsal Simulation not available The website reports that the Rehearsal Simulation is switched off. If you believe this is in error, please contact Support. We will make sure that everything is in order and that the Rehearsal Simulation should really be switched off. You have reached the end of the Rehearsal Simulation and no more decisions can be made. By the way, your professor has enabled Rehearsal Simulation restarts. Restarting your rehearsal throws away all records of the rehearsal you just completed and starts over. Would you like to restart? Maybe later. I just want to look at my reports. Yes. Take me to a place where I can destroy my last rehearsal. I want to start over. End of Rehearsal Simulation Congratulations, you have reached the end of the Rehearsal Simulation. Your professor has not allowed rehearsal restarts. Your reports summarize the results for the last round. Good luck in the live competition!

Your decisions have been merged with your 'teammates' decisions and uploaded. The proforma financial statements now reflect both your decisions and those of your teammates. We recommend that you look over your proformas before advancing to the next round. Saved By: Decisions For: Time Stamp: I want to continue working on Round 0. I want to advance to Round 1. Advance Round Are you sure that you wish to advance to round 1? The Save failed and returned the following message: Perhaps something has happened to your Internet connection, or perhaps you are behind a firewall that prevents posting information to the website. We would like to help you find a solution. Please take the time to send us a support ticket from the website or give us a call.

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

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

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

Profit Market share ROE ROS ROA Asset Turnover Performance Traditional Size Low End High End Segment December Back Next Close DONE Trad Low High Pfmn Size Capacity Other Operations Investments Financing Change Round Page Help Continue This Excel workbook cannot run directly from the website. Please download the workbook to your computer. After downloading use Excel to open the workbook on your local computer.

Promo Budget Sales Budget Practice Round Competition Round Price Age Ideal Position Reliability Ideal Age = MTBF

You have already restarted your rehearsal within the last 24 hours. You can restart your rehearsal again in 0 hour(s). less than one Your exam has not yet started therefore you can not begin making decisions. You can, however, still print out your industry reports. Other options have been disabled. Thrift Core Nano Elite Low High Low Tech High Tech Official decisions have been uploaded since you started your current Draft. Do you want to load your Draft anyway? Draft may be out of date! You have not set saved information to your Draft to be retrieved! Draft Unavailable 'Undo to Start of Round' replaces all the decisions in your workbook with the decisions available when you started the current round. All of your work since that point will be lost. Undo to Start of Round Save Draft Update Official Decisions Save to a file Rehearsal 0 The Rehearsal tutorial is now completed online, your web browser should open shortly and take you to the Rehearsal tutorial. Redirecting to Rehearsal 8/3/2009 8/3/2009 5/14/2010 5/14/2010

9/6/2012 9/6/2012

Reports Courier FastTrack Inquirer Annual Reports Industry Conditions Report CompXMLite Menu: Ethics Ethics Report CompXM Basix Round Under the rules, you cannot have a product line with less than 200 units of Capacity. The remainder of capacity for this product line will be sold off. If you do not wish to sell off this product line you need 200 or more units of capacity. Too little capacity !!!PENDING!!! !!!PENDING!!! !!!PENDING!!! !!!PENDING!!! !!!PENDING!!! !!!PENDING!!! !!!PENDING!!! Subtotal

9/6/2012 9/6/2012 9/6/2012 9/6/2012 9/6/2012 9/6/2012 9/6/2012 9/6/2012 9/6/2012 9/6/2012

9/6/2012 9/6/2012 9/6/2012 9/6/2012 9/6/2012 9/6/2012 9/6/2012 9/6/2012 9/6/2012 9/6/2012

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

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

Welcome!

This message should disappear in a moment…
If you continue to see this message 1/22/2009 you need to enable content from Capsim Management Simulations, Inc.® Office/Excel 2007 Users: 1/22/2009 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: 9/11/2009 We apologize but Microsoft has removed the ability to run 3rd party content from Excel 2008 for Mac. Please use the Web Spreadsheet version, available from website's Downloads area. Other Office/Excel versions: 1/22/2009 1. Exit Excel. 2. Open this workbook again. Excel will display a warning message that says the workbook contains macros. 3. Click the Enable Macros button. Depending on your security settings, you may have to check a box that says, "Always trust macros from this source" before you can click the Enable button. Thank you, and good luck in the simulation! Back Next Close DONE Language Portuguese Page OK Cancel About the simulation Copyright 1986-2011 5/14/2010

5/14/2010

5/14/2010

5/14/2010

Save After selecting which decisions to save push the Save button below, your decisions will be saved to the website. You can continue working now or come back later. If you check the box below to let your instructor know your decisions are ready you can change your mind and Save again up to the Round deadline. All decisions are ready. (Optional) Your instructor will see your decisions are ready. Your instructor will see your decisions are in progress. Sorry, but your User Name and Password were not recognized by the web site. Please try again. User Validation Failed Draft Selection Start working on Round 1 Start new Draft based on updated Official Decisions Your Draft last saved Null Continue Draft Decisions Official Decisions not yet uploaded Your Draft may be out of date because Official Decisions were updated after you began your Draft. 7/28/2011

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

Revision

SlideID

Comment

Sheet

msoBalloonType msoButtonSet

OPEN TLIST_1

The slide that appears when the workbook opens.

Logo

Buttons NA

Cancel Cancel

Top slide in Tutorial List Logo

MRD_1

Menu R&D

RandD

Buttons

Cancel

MRD_2

http://www.capsim.com/p ermanent_links/capston elinks.cfm?loc=xlsRD RandD

NextCancel

MMKTG_1

Menu Mktg

Mktg

Buttons

Cancel

MMKTG_2

http://www.capsim.com/p ermanent_links/capston elinks.cfm?loc=xlsMarke ting Mktg

NextCancel

MPROD_1

MPROD_2

Menu Production Production http://www.capsim.com/p ermanent_links/capston elinks.cfm?loc=xlsProdu ction Production

Buttons

Cancel

NextCancel

MFIN_1

Menu Finance

Finance

Buttons

Cancel

MFIN_2 MFIN_3

http://www.capsim.com/p ermanent_links/capston elinks.cfm?loc=xlsFinan ce Finance Finance NA

BackCancel Cancel

MHR_1

Menu HR

Labor

Buttons

Cancel

MHR_2

http://www.capsim.com/p ermanent_links/capston elinks.cfm?loc=xlsHR Labor http://www.capsim.com/p ermanent_links/capston elinks.cfm?loc=xlsLabor Labor

NextCancel

MHR_3

NextCancel

MTQM_1

Manu TQM

TQM

Buttons

Cancel

MTQM_2

http://www.capsim.com/p ermanent_links/capston elinks.cfm?loc=xlsTQM TQM

NextCancel

MAMK_1

MAMK_2

Menu Advanced Marketing MktgX http://www.capsim.com/p ermanent_links/capston elinks.cfm?loc=xlsAdvan cedMarketing MktgX

Buttons

Cancel

NextCancel

CONSTR

Under Construction

Logo

Buttons

Cancel

ERROR_1

In maintenance

Logo

NA

Cancel

LOST

Cannot find next slide

NA

BackClose

HRD_1

Launch How to … R&D

RandD

NA

BackNextClose

HRD_2

RandD

Bullets

BackNextClose

HRD_3

RandD

NA

BackNextClose

HRD_4

RandD

NA

BackNextClose

HRD_5

RandD

Bullets

BackNextClose

HRD_6

RandD

Bullets

BackNextClose

HRD_6a

RandD

Bullets

BackNextClose

HRD_7

RandD

NA

BackNextClose

HRD_7a

RandD

NA

BackNextClose

HRD_8

RandD

NA

BackNextClose

HRD_9

RandD

NA

BackNextClose

HRD_10

RandD

Bullets

BackNextClose

HRD_11

RandD

Bullets

BackNextClose

HRD_11

RandD

NA

BackNextClose

HRD_12a

RandD

Bullets

BackNextClose

HRD_12

RandD

NA

BackNextClose

HRD_13a

RandD

NA

BackNextClose

HRD_13b

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 HHR_14

Labor Production

Bullets Buttons

BackNextClose 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

HFIN_1

Launch How to … 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

HAMK_1

Launch …Adv. Mktg

MktgX

NA

BackNextClose

HAMK_2

MktgX

NA

BackNextClose

HAMK_3

MktgX

NA

BackNextClose

HAMK_4

MktgX

NA

BackNextClose

HAMK_5

MktgX

Bullets

BackNextClose

HAMK_6

MktgX

NA

BackNextClose

HAMK_7

MktgX

NA

BackNextClose

HAMK_8

MktgX

Buttons

None

HAMK_9

MktgX

NA

BackClose

HAMK_10

MktgX

NA

BackClose

HAMK_11

MktgX

NA

BackNextClose

HAMK_12

MktgX

Buttons

None

HAMK_13

MktgX

NA

BackClose

HAMK_14

MktgX

NA

BackNextClose

HAMK_15

MktgX

NA

BackClose

HAMK_16

MktgX

NA

BackNextClose

HAMK_17

MktgX

NA

BackNextClose

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 HTQM_2

Launch How To … TQM TQM TQM

NA NA

BackNextClose BackNextClose

HTQM_3

TQM

Bullets

BackNextClose

HTQM_4

TQM

NA

BackNextClose

HTQM_5

TQM

NA

BackNextClose

HTQM_6 HTQM_6a

TQM TQM

Buttons NA

BackClose BackNextClose

HTQM_6b

TQM

NA

BackNextClose

HTQM_7

TQM

NA

BackNextClose

HTQM_8

TQM

NA

BackNextClose

HTQM_9

TQM

NA

BackNextClose

HTQM_10 HTQM_11

TQM TQM

NA Buttons

BackNextClose BackClose

HPROD_1

Launch How to … 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 TDB_11b TDB_11c

TutorialDB TutorialDB TutorialDB

NA NA NA

BackNextClose BackNextClose 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

MXLS_F1

Foundation Workbook 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

RSIMC1_1 RSIMC1_1a

Rehearsal Simulation Round 1

Logo Logo

NA NA

NextClose BackClose

RSIMC1_1b

Logo

NA

BackClose

RSIMC1_2

RandD

NA

BackNextClose

RSIMC1_3

RandD

BackNextClose

RSIMC1_4

RandD

NA

BackNextClose

RSIMC1_5

RandD

Bullets

BackNextClose

RSIMC1_6

RandD

Bullets

BackNextClose

RSIMC1_7 RSIMC1_8

RandD RandD

Bullets NA

BackNextClose BackClose

RSIMC1_9 RSIMC1_10

RandD RandD

NA NA

BackNextClose BackClose

RSIMC1_11

RandD

Bullets

BackNextClose

RSIMC1_12 RSIMC1_13

RandD RandD

BackNextClose BackClose

RSIMC1_14

RandD

BackNextClose

RSIMC1_15

RandD

Bullets

BackNextClose

RSIMC1_16

RandD

NA

BackNextClose

RSIMC1_17

RandD

NA

BackNextClose

RSIMC1_18

RandD

NA

BackNextClose

RSIMC1_19

RandD

Bullets

BackNextClose

RSIMC1_20

RandD

Bullets

BackNextClose

RSIMC1_21

RandD

NA

BackNextClose

RSIMC1_22 RSIMC1_23 RSIMC1_24 RSIMC1_25 RSIMC1_26 RSIMC1_27 RSIMC1_28

RandD RandD RandD RandD RandD RandD RandD

NA

BackNextClose BackNextClose BackClose BackNextClose BackClose BackNextClose BackClose

RSIMC1_29

RandD

BackNextClose

RSIMC1_30

RandD

BackNextClose

RSIMC1_31

RandD

BackClose

RSIMC1_32

RandD

BackNextClose

RSIMC1_33

RandD

BackClose

RSIMC1_34

RandD

BackNextClose

RSIMC1_35

RandD

BackClose

RSIMC1_36

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 RSIMC2_106

Courier2 Courier2

Bullets NA

BackNextClose BackNextClose

RSIMC2_107

Courier3

Bullets

BackNextClose

RSIMC2_108 RSIMC2_109

Courier3 Courier3

Bullets NA

BackNextClose BackNextClose

RSIMC2_110 RSIMC2_111

Courier4 Courier4

Bullets NA

BackNextClose BackNextClose

RSIMC2_112

CourierSeg

Bullets

BackNextClose

RSIMC2_113 RSIMC2_114

CourierSeg CourierSeg

NA NA

BackNextClose BackNextClose

RSIMC2_115

CourierSeg

NA

BackNextClose

RSIMC2_116 RSIMC2_117

CourierSeg CourierSeg

NA NA

BackNextClose 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 RSIMC5_2

Start Round 5 Rehearsal Restart

Logo Logo

Buttons Buttons

Close BackClose

RSIMC6_1

Logo

NA

Cancel

RSIMC7_1

Logo

NA

Cancel

RSIMC8_1

Logo

NA

Cancel

RSIMC9_1 Uncoached Rehearsal:

Logo

NA

Cancel

RSIMU1_1 RSIMU2_1 RSIMU3_1 RSIMU4_1 RSIMU5_1 RSIMU6_1 RSIMU7_1 RSIMU8_1 RSIMU9_1 RSIMU Foundation® Rehearsal

Logo Logo Logo Logo Logo Logo Logo Logo Logo Logo

Buttons Buttons Buttons Buttons Buttons NA NA NA NA Buttons NA

None None None None None Ok Ok Ok Ok None

RSIMF1_1

Start Foundation Rehearsal Simulation, Round 1

Logo

NA

NextClose

RSIMF1_2

RandD_F

NA

BackNextClose

RSIMF1_3

RandD_F

NA

BackNextClose

RSIMF1_4

RandD_F

NA

BackNextClose

RSIMF1_5

RandD_F

Bullets

BackNextClose

RSIMF1_6

RandD_F

Bullets

BackNextClose

RSIMF1_7 RSIMF1_8

RandD_F RandD_F

Bullets NA

BackNextClose BackClose

RSIMF1_9 RSIMF1_10

RandD_F RandD_F

NA NA

BackNextClose BackClose

RSIMF1_11

RandD_F

Bullets

BackNextClose

RSIMF1_12 RSIMF1_13

RandD_F RandD_F

Bullets

BackNextClose BackClose

RSIMF1_14

RandD_F

BackNextClose

RSIMF1_15

RandD_F

Bullets

BackNextClose

RSIMF1_16

RandD_F

NA

BackNextClose

RSIMF1_17

RandD_F

NA

BackNextClose

RSIMF1_18

RandD_F

NA

BackNextClose

RSIMF1_19

RandD_F

Bullets

BackNextClose

RSIMF1_20

RandD_F

NA

BackNextClose

RSIMF1_21

RandD_F

Bullets

BackNextClose

RSIMF1_22 RSIMF1_23 RSIMF1_24 RSIMF1_25 RSIMF1_26 RSIMF1_27 RSIMF1_28

RandD_F RandD_F RandD_F RandD_F RandD_F RandD_F RandD_F NA

BackNextClose BackNextClose BackClose BackNextClose BackClose BackNextClose BackClose

RSIMF1_29

RandD_F

BackNextClose

RSIMF1_30

RandD_F

Bullets

BackNextClose

RSIMF1_31

RandD_F

NA

BackClose

RSIMF2_1

Start Round 2

Logo

Buttons

NextClose

RSIMF2_2

Suggestions for Able

RandD_F

Bullets

BackNextClose

RSIMF2_3

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 RSIMF2_106

Courier2 Courier2

Bullets NA

BackNextClose BackNextClose

RSIMF2_107

Courier3

Bullets

BackNextClose

RSIMF2_108 RSIMF2_109

Courier3 Courier3

Bullets NA

BackNextClose BackNextClose

RSIMF2_110 RSIMF2_111

Courier4 Courier4

Bullets NA

BackNextClose 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

FORMTEST

The slide that appears when the workbook opens.

Logo

Bullets

Cancel

Comp-XM® Begins Here

Comp1_1

The slide that appears when Comp-XM® opens workbook opens. Logo

Bullets

NextClose

Comp1_2

Comp1_3

Comp1_4

Comp1_5

Comp1_6

Comp1_7

Comp1_8

Comp1_9

Comp1_10

Comp1_12

Comp1_13

Comp1_14

BackClose

Header

Greetings! Which Tutorial?

Text JumpBackNo Office 2007 Users, Please Note: To see the Capstone/Foundation/Comp-XM menu selections, click the Add-Ins tab above. If you do not see the Add-Ins tab, please resize the spreadsheet by double clicking the blue bar at the top of the window.<br><br>I am your coach. You can enable me at any time by clicking CAPSTONE MENU in the menu at the top of the display, or by clicking the Coach button at the top of the toolbar.<br><br>To begin, review last year's results (which are this year's starting conditions) from the Courier menu.<br><br>To access the R&D, Marketing, Production and Finance areas, select the Decisions menu.<br><br>As you finalize Please select a category.

JumpNextYesOK

R&D Department

Welcome to the R&D department.<br><br>Please have a browser opened, i.e. Internet Explorer, before launching the website tutorial. Your tutorial should be loading. If it is not visible check your task bar. Please feel free to view other tutorials and demonstrations found in your welcome page. MRD_1 Welcome to the Marketing department.<br><br>Please have a browser opened, i.e. Internet Explorer, before launching the website tutorial. Your tutorial should be loading. If it is not visible check your task bar. Please feel free to view other tutorials and demonstrations found in your welcome page. MMKTG_1 Welcome to the Production department.<br><br>Please have a browser opened, i.e. Internet Explorer, before launching the website tutorial. Your tutorial should be loading. If it is not visible check your task bar. Please feel free to view other tutorials and demonstrations found in your welcome page. MPROD_1

R&D Department Marketing Department

MMKTG_1

Marketing Department

MPROD_1

Production Department

Production Department

MFIN_1

Finance Department

Welcome to the Finance department.<br><br>Please have a browser opened, i.e. Internet Explorer, before launching the website tutorial. Your tutorial should be loading. If it is not visible check your task bar. Please feel free to view other tutorials and demonstrations found in your welcome page. MFIN_1 MFIN_1

Finance Department Message to Managers

MFIN_3

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

MHR_1

MHR_1

MHR_1

MHR_1

MTQM_1

MTQM_1

MAMK_1

MAMK_1

Our apologies Could not find slide in database

We are sorry, but this option is temporarily down for maintenance. Please accept our apologies.

ERROR_1

ERROR_1

Getting To Know the R&D Department

Getting To Know the R&D Department

Getting To Know the R&D Department

Getting To Know the R&D Department

Welcome to the R&D department. Please Save your decisions before doing this tour. Later you can use Undo to Last Save to restore your decisions.<br><br>In general, planning begins in R&D, then proceeds through Marketing, Production, and Finance.<br><br>The marketplace evolves continuously. As the years pass, customers expect smaller, more powerful products. Your R&D department updates existing product designs and invents new products. Customers look for four things in a product's design (the customer buying criteria can be found in each segment analyses of the Courier report); three of which are determined in the R&D department: Positioning. The Perceptual Map at the lower left is a marketing tool used to show how well your products meet customer expectations. Your customers are primarily concerned with two characteristics, the product's Performance and Size. Over time they expect products to become smaller and more powerful. Let's look at Positioning first. The Perceptual Map at the lower left is a marketing tool used to show how well your products meet customer expectations. <br><br>Your customers are primarily concerned with two characteristics, the product's Performance and Size. Over time they expect products to become smaller and more powerful.

MRD_1

HRD_2

HRD_1

HRD_3

HRD_2

HRD_4

HRD_3

HRD_5

Getting To Know the R&D Department

Getting To Know the R&D Department

Getting To Know the R&D Department

Try entering different coordinates for each of your products. Notice the Black and Pink labels on the perceptual map. The Black label tells you where Able is today, January 1st. The Pink label tells you where it will be when it emerges from R&D and the Revision Date tells you when it completes from the R&D department. HRD_4 'Age at Revision' addresses the customer's next concern, the age of the product design. Some customers want old, proven designs, while others want new designs.<br><br> Notice the age cut in half when you repositioned Baker. HRD_5 'Age at Revision' addresses the customer's next concern, the age of the product design. Some customers want old, proven designs, while others want new designs.<br><br> Notice the age cut in half when you repositioned Bead.

HRD_6

HRD_7

Getting To Know the R&D Department

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

HRD_9

Getting To Know the R&D Department

Getting To Know the R&D Department

Getting To Know the R&D Department

HRD_11

Getting To Know the R&D Department

Getting To Know the R&D Department

Getting To Know the R&D Department Getting To Know the R&D Department

Of course, you are keenly concerned with both MTBF and Positioning because both form your products' material costs. Keep in mind, the better the technology, the higher the material costs.<br><br>Try this experiment. Move one of your products to the leading edge of segment's circle and increase the MTBF. Notice the effect in the Material Cost chart. Management can expand the company by inventing new products. In total, your company can manufacture up to 8 products. Let's invent a new product.<br><br>Give your product a name in a row that begins with "Na". By convention, the first letter should match the first letter of your company. Next, position the product with a Performance and Size coordinate. Lastly, give your product a reliability that would satisfy a particular segment's buying criteria (remember to verify the acceptable MTBF range found in pages 5-9 of the Courier). Let's invent a new product.<br><br>Give your product a name in a row that begins with "Na". By convention, the first letter should match the first letter of your company. Next, position the product with a Performance and Size coordinate. Lastly, give your product a reliability that would satisfy a particular segment's buying criteria (remember to verify the acceptable MTBF range found in pages 5 and 6 of the FastTrack).

HRD_9

HRD_12a

HRD_12

HRD_12

Getting To Know the R&D Department

HRD_12a

HRD_13a

Getting To Know the R&D Department

HRD_13

HRD_13b

Getting To Know the R&D Department Getting To Know the R&D Department Getting To Know the R&D Department

This brings us to the last, and most strategic concerns in R&D -- scope and focus.

HRD_13a

HRD_13

HRD_13b "Age at Revision" addresses the customer's next important concern, the age of the product design. Some customers want old, proven designs, while others want new designs.

HRD_14

HRD_13b

HRD_14

Getting To Know the R&D Department

Getting To Know the R&D Department

You control the product age by moving the product on the perceptual map. When a product is moved, customers perceive it as younger. Its age is cut in half on the day it emerges from R&D. It becomes the "new-and-improved" product, with half its former age.<br><br>The "Age at Revision" tells you what the new perceived age will be on the day the project completes. HRD_13 Revisions can affect your product's demand during the year. A product could start out the year too old to satisfy customers, then emerge in mid-year at a new location with a younger age.<br><br>This is captured in the Age Profile chart. When a product is revised in mid-year, its age profile looks like a saw tooth. HRD_14 Try changing Baker's Performance and Size specifications, so that it finishes the project at different times during the year. Watch the affects on the Age Profile.<br><br>For example, try a short move, Performance of 8.1 and a Sizeof 11.9. That's two of the things customer's care about in the design, Positioning and Age.<br><br>Reliability is the third. It is driven by MTBF, or Mean Time Before Failure. Customers feel torn about reliability. On the one hand, they want your sensor to last forever. On the other, they know that the higher the MTBF specification, the higher the material costs. Chances are, you will pass those costs on to them.<br><br>You can see this in the Material Cost chart. Try increasing and decreasing the MTBF specifications for your products. In the end customers require a minimum Reliability, and they reward you with increased demand as you increase MTBF above the minimum up to a point where they do not care. Here are the ranges: In the end customers require a minimum Reliability, and they reward you with increased demand as you increase MTBF above the minimum up to a point where they do not care. Here are the ranges:

HRD_15

HRD_16

Getting To Know the R&D Department Getting To Know the R&D Department

HRD_15

HRD_17

HRD_16

HRD_18

Getting To Know the R&D Department

HRD_17

HRD_19

Getting To Know the R&D Department

HRD_18

HRD_20

Getting To Know the R&D Department

HRD_18

HRD_20

Getting To Know the R&D Department Getting To Know the R&D Department

Of course, you are keenly concerned with your material costs. While MTBF is a major factor, material costs are also driven by the product's Positioning. In general, the higher the technology, the higher the material costs.<br><br>Try this experiment. Move your products, making them more high tech by increasing the performance and reducing the size. Watch the effect upon the Material Cost chart. HRD_19

HRD_21

Let's invent a new product.

HRD_20

HRD_22

Getting To Know the R&D Department

Getting To Know the R&D Department

This brings us to the last, and most strategic concerns in R&D -- scope and focus. This completes the R&D tutorial.<br><br>If you saved your decisions when this tutorial began, please do an Undo To Last Save in the Undo Menu above. This will throw away any changes you made during the tutorial and restore your decisions.

HRD_21

0

HRD_22

Understanding Financial StatementsIncome Statement

Understanding Financial StatementsIncome Statement

Understanding Financial StatementsIncome Statement Understanding Financial StatementsIncome Statement

Income Statements, sometimes referred to as Profit & Loss or P&L Statements, provide a record of earnings (or losses) by comparing sales revenues vs. expenses over a specific period of time - in this case, annually. Earnings (or profits) are a fundamental success indicator. Investors use Income Statements as part of their assessment of a firm’s value. Creditors use Income Statements as part of the determination on a firm’s credit worthiness. Managers use the Income Statement to try and improve “the bottom line” – profits. MUFIN_1 Sales -- sometimes referred to as the “top line” -are reported in $ terms (rather than units) for the previous two years on the Income Statement. The Financial Analysis -- page 3 of Last Year's Reports -- provides a comparison between your firm and competing teams, via the Income Statement Survey. UFIN_2 Are you above or below average for your industry? Consider your Sales from the Round 0 reports, and factor in the annual overall growth rate in customer demand. Are your current Sales above or below market expectations? UFIN_3

UFIN_2

UFIN_3

UFIN_4

UFIN_5

Subtracting Variable Costs from Sales determines your Contribution Margin. The Contribution Margin is also reported on Page 1 of Last Year's Reports for comparison with competing teams. <br><br>A Understanding general minimum benchmark for success is a 30% Financial Contribution Margin. The “Round Analysis” and Statements“Analyst Report” on the website provide coaching Income Statement and troubleshooting suggestions. UFIN_4 Inventory Carry costs are driven by the number of units in the warehouse X 12% of their production Understanding costs (material & labor). If you have $0 Inventory Financial Carry costs, you stocked out of the product and Statementsmissed sales. If you have excessive inventory, Income Statement your carry costs will be high; a drain on resources. UFIN_5 Sound sales forecasts matched to reasonable production schedules will result in a modest Inventory Carry cost for each product line – Understanding meaning no stock outs or excessive production. Financial The “Round Analysis” (Inventory) and “Analyst StatementsReport” (Forecasting) on the website provide Income Statement coaching and troubleshooting suggestions. UFIN_6 Understanding Period Costs are subtracted from the Contribution Financial Margin to drive the Net Margin. Look at your StatementsRound 0 report Net Margin as a mediocre Income Statement benchmark. UFIN_7 Depreciation is an accounting principle that allows companies to devalue the portion of equipment that is “used up” during a given period. It decreases the firm’s tax liability by reducing net profits, and provides a truer picture of a company’s value. Older plants are generally worth less than brand new plants. <br><br>Depreciation is Understanding reflected as a gain on the Cash Flow statement, Financial but is expensed on the Income Statement -- even Statementsthough you never actually write a check for it -- in Income Statement order to reconcile. UFIN_8 SG&A is also reported on Page 1 of the Capstone Courier or Foundation FastTrack report for comparison with competing teams. The Round 0 figure serves as an additional benchmark. SG&A reflects the rate of return you are generating from Understanding your R&D and Marketing expenses. Higher Financial percentages mean you should review your tactics, Statementsas you are either spending too much, too little, or Income Statement not targeting your spending wisely. UFIN_9

UFIN_6

UFIN_7

UFIN_8

UFIN_9

UFIN_10

UFIN_11

Short-term and Long-term interest payments can be compared with competing teams on the Income Statement Survey (page 3 of the Capstone Courier or Foundation FastTrack report), and against the Round 0 benchmark. Excessive interest -especially on high interest rate Emergency Loans -Understanding can negate an otherwise profitable year in some Financial instances. <br><br> Proper debt management is Statementsdiscussed in detail in the “Analyst Report” on the Income Statement website (Financial Structure). UFIN_10 Net Profit impacts many of the financial measures Understanding associated with business success: EPS (which Financial drives stock prices and Market Capitalization, to a Statementslarge extent), ROE, ROS, and ROA are all affected Income Statement by net profits. UFIN_11 The Cash Flow Statement provides a visual reference for the movement of cash through the organization during a specific period of time – in this case, annually. It shows how much cash is on hand, and reconciles net profit back to cash. Understanding <br><br> Emergency Loans are diagnosed via the Financial Cash Flow Statement. Associate numbers in Statements- Cash parenthesis with a sucking sound, as cash is being Flow Statement sucked out of the cash account. UFIN_12 Understanding Financial Net Income is the same as net profit from the Statements- Cash Income Statement. Parenthesis means a loss Flow Statement rather than a profit. UFIN_13 Depreciation is expensed on the Income Statement even though you never actually write a check for it, and is added back to the cash account on the Cash Flow Statement in order to reconcile. Understanding <br><br> The “Analyst Report” (Wealth Creation) Financial on the website provides additional details on the Statements- Cash link between depreciation and Free Cash Flow Flow Statement analysis. UFIN_14 Excessive Inventory is one of the primary causes Understanding of an Emergency Loan. Page 4 of the Capstone Financial Courier or Foundation FastTrack report will help Statements- Cash you identify specific product lines with excessive Flow Statement inventories. UFIN_15 Plant Improvements are considered long-term Understanding investments, and are usually matched with bond Financial and/or stock issues. Failure to raise enough capital Statements- Cash to cover Plant Improvements is another common Flow Statement cause of Emergency Loans. UFIN_16 Understanding If Net Change in Cash Position shows $0, and Financial Closing Cash Position also shows $0, it means you Statements- Cash had an Emergency Loan last year and another one Flow Statement this year. UFIN_17

UFIN_12

UFIN_13

UFIN_14

UFIN_15

UFIN_16

UFIN_17

UFIN_18

UFIN_19

Understanding Financial Statements- Cash Flow Statement

Understanding Financial StatementsBalance Sheet Understanding Financial StatementsBalance Sheet

Closing Cash Position tells you how much cash you have on hand. Between 3-5% of Sales (see Income Statement) is a good benchmark for cash. That provides just enough to keep the business running and stave off “Big Al’ and his high-interest Emergency Loan. UFIN_18 The Balance Sheet identifies what is owned by the company, and by whom, on a specific date. The “Analyst Report” (Financial Structure) on the website provides detailed coverage of the relationships represented by various stakeholders on the Balance Sheet. UFIN_19

UFIN_20

UFIN_21

Understanding Financial StatementsBalance Sheet Understanding Financial StatementsBalance Sheet

Assets are the company, or what is owned. Assets always equal Liabilities plus Owners Equity. UFIN_20 Liabilities & Owner’s Equity represent by whom - in terms of ownership of the assets. <br><br> Creditors have claim to the Accounts Payable (suppliers), Current (short term) Debt (bankers), and Long Term debt (bond-holders). <br><br> Stockholders have claim to the common stock. <br><br> And Management has claim on Retained Earnings, as that represents the value of reinvestments into the firm (as opposed to dividend payouts). UFIN_21

UFIN_22

UFIN_23

This completes the "Understanding Financial Statements" tutorial.

UFIN_22

How To Use the HR Module

Welcome to the HR Module tutorial. This module only applies if turned on by your professor.

TLIST_2

HHR_2

How To Use the HR Module.

How To Use the HR Module.

When the HR module is enabled, you make three decisions: HHR_1 In general, recruiting and training improve productivity and reduce turnover. This leads to a smaller, more stable workforce.<br><br>Let's begin with complement. Because headcounts drive overtime, the complement decision is on the Production worksheet. In the menu, click Strategy, then Production. Then click Next. HHR_2

HHR_3

HHR_4

How To Use the HR Module.

Workforce Complement appears at the bottom of the table.

HHR_3

HHR_5

How To Use the HR Module.

How To Use the HR Module.

How To Use the HR Module.

Labor costs are driven in part by overtime and second shift work.<br><br>As an experiment, try reducing your complement to drive up overtime. Watch the effect on labor cost per unit. HHR_4 Similarly, if you change the production schedule, your needed complement will change.<br><br>Try this experiment. Dramatically reduce your production schedule, leaving complement alone. Watch your labor cost per unit skyrocket as idle workers are paid to do nothing.<br><br>It never makes sense to have more workers than you need. HHR_5 As a rule of thumb, avoid overtime and overstaffing. However, second shift is usually desirable, especially at high automation levels.<br><br>TIP. Try this experiment. Set your marketing sales forecast to 5000 on each product, thereby forcing a stock out on your proforma Income Statement. Next, ask the question, "Which shift is more profitable? First shift or second shift?" The answer will surprise you. To find it, set your Production Schedule to match first shift capacity, set the Complement, and look at the Proforma Income Statement. It will show profits on first shift. Now double the Production Schedule, adjust the Complement, and look at the Income Statement again. (Hint. Does second shift pay for fixed costs?) HHR_6 Now let's return to the HR worksheet to examine recruiting and training. In the menu, click Strategy / Human Resources , then click Next. HHR_7

HHR_6

HHR_7

HHR_8

How To Use the HR Module.

HHR_9

How To Use the HR Module.

How To Use the HR Module.

Recruiting Spend is the "extra" amount you budget per worker to recruit high caliber workers. The higher the budget, the better the worker, resulting in a higher productivity index and lower turnover. Your decision amount is added to the base amount of $1000 per new employee. <br><br>"$0" means no extraordinary effort is spent recruiting new people. Diminishing returns apply after $5000 per worker. HHR_8 Training Hours. The number hours each year that workers are taken off-line for training and development. Workers can spend up to 80 hours (two weeks) in training each year. When a worker is in training, another worker fills their position. Therefore, your Complement requirements increase. <br><br>For example, if you send workers to 80 hours of training, you would need to increase workforce complement by an additional 2/52 or 3.8% to cover workers in training class.<br><br>Training produces a higher productivity index and lower turnover rate. Each training hour costs $20 per worker in additional training costs. HHR_9 Although it may take several years to see a significant impact from recruiting and training, the effect is cumulative. <br><br>For example, normal turnover is 10%. If you replace 10% of the workforce each round with high caliber people, in a few years you would replace most of your original workforce. Turnover would fall towards 5%, and with it your need to spend money on recruiting. HHR_10 Your biggest payoff from recruiting and training derives from improved productivity.<br><br>For example, last year your Income Statement's Direct Labor costs were $0. A 10% productivity improvement would save about $0, and a 20% improvement would save about $0 each year. HHR_11

HHR_10

HHR_11

How To Use the HR Module.

HHR_12

How To Use the HR Module.

HHR_13

How To Use the HR Module. How To Use the HR Module.

To summarize, when the HR module is switched on: This completes the How To Use the HR Module. tutorial.

HHR_12 HHR_13

HHR_14

How To Use the Labor Negotiation Module How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module.

Welcome to the How To Use the Labor Negotiation Module tutorial. TLIST_2 Your contract with Labor expires on October 1st of this year. This is when Management and the Labor Union must renegotiate wages and benefits for next year. HLAB_1 The new wage and benefits will be implemented on January 1st of the following year. There is a chance that if the negotiation does not go well, Labor may strike for days, weeks, or months, during the remaining part of this year . The areas of negotiation are noted in the green cells: Four points to remember before you make your decisions:

HLAB_2

HLAB_3

HLAB_2

HLAB_4

HLAB_3

HLAB_5

HLAB_4

HLAB_6

HLAB_5

HLAB_7

How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module.

Point 1. Negotiation Ceiling is calculated for you. It is always at 10% more than your Starting Position (which is the decision you entered).<br><br>Go ahead and type in a starting wage position of $22. What is the Ceiling? HLAB_6 Nice try but the right answer is noted in the yellow cell, The correct answer is $24.20 (10% more than $22). HLAB_7 Nice try but the right answer is noted in the yellow cell. The correct answer is $24.20 (10% more than $22). HLAB_7

HLAB_8

HLAB_8

HLAB_8

How To Use the Labor Negotiation Module.

Good job! See this isn't so hard. Point 2 - Maximum length of a strike is 12 weeks. <br><br> Point 3 - Strikes occur at the last part of the year. For example, a one week strike will be the last week of the year. <br><br> Point 4 - The other departments are not part of the union. Only production workers.

HLAB_7

HLAB_8

HLAB_7

HLAB_9

How To Use the Labor Negotiation Module.

What will happen during the Negotiation period? <br><br> STEP 1: What will Labor be demanding? Labor develops a set of demands based upon its knowledge of all the opening offers. HLAB_8

HLAB_10

How To Use the Labor Negotiation Module.

STEP 2: It's now time to Negotiate.

HLAB_9

HLAB_11

How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module. How To Use the Labor Negotiation Module. Getting To Know the Marketing Department

OR What will cause a strike? Strikes last 1 week for every: My last bit of advice. <br><br> Remember to analyze the Human Resource Summary on the Capstone Courier prior to making decisions. <br><br> Good Luck!

HLAB_10

HLAB_12

HLAB_11

HLAB_13

HLAB_12

Getting To Know the Marketing Department

Getting To Know the Marketing Department

Welcome to the Marketing department.<br><br>The Marketing screen drives 3 of the 4 Ps: RSIMC2_1 Pricing. Each segment expects price to fall within a range. At the start of the simulation, for example, Traditional Customers expect a price between $20 and $30.<br><br>When you price within the range, demand follows a classic price-demand curve. Pricing high lowers demand for the product, but whatever you do sell offers high margins. Pricing low increases demand, but with reduced margins you might produce little or no profit.<br><br>Fortunately, the worksheet makes it easy to test the trade-off between demand and profit. HMKTG_1 Pricing. Each segment expects price to fall within a range. At the start of the simulation, for example, Low Tech Customers expect a price between $15 and $35.<br><br>When you price within the range, demand follows a classic price-demand curve. Pricing high lowers demand for the product, but whatever you do sell offers high margins. Pricing low increases demand, but with reduced margins you might produce little or no profit.<br><br>Fortunately, the worksheet makes it easy to test the trade-off between demand and profit. HMKTG_1

HMKTG_2

HMKTG_3

HMKTG_3

Getting To Know the Marketing Department

Let's try a few prices for Na.

HMKTG_2

HMKTG_4

Getting To Know the Marketing Department

Let's try a few prices for Baker.

HMKTG_2

HMKTG_4

Getting To Know the Marketing Department

Outside the expected price range demand falls quickly to zero. As the years pass there is a downward pressure on price. The price range falls by $.50 each year. For example, at the start of the simulation, High tech Customers expect a price between $30 and $40. In round 1, the High tech segment's price range fell to $29.50 to $39.50.

HMKTG_3

HMKTG_5

Getting To Know the Marketing Department Getting To Know the Marketing Department Getting To Know the Marketing Department Getting To Know the Marketing Department Getting To Know the Marketing Department

HMKTG_4

HMKTG_6

Set a price for Na somewhere between $29.00 and $39.00. (This year's new High tech price range.) HMKTG_5 As an experiment, set a price for Baker somewhere between $15.00 and $35.00 (Low end price range). Notice demand grow as you decrease price and as you increase price demand falls. HMKTG_4 Oops. We really need a price between $29.00 and $39.00. HMKTG_6 Oops. We really need a price between $15.00 and $35.00. HMKTG_6a Promotion. The Promotion Budget creates awareness about your product. You would like 100% of customers to know about your product before they start shopping. Awareness makes it more likely that a customer will seriously consider your product. HMKTG_6

HMKTG_8

HMKTG_8

HMKTG_8

Getting To Know the Marketing Department

HMKTG_9

Getting To Know the Marketing Department

Getting To Know the Marketing Department

Getting To Know the Marketing Department

The Promotion Budget creates awareness. The more you spend, the more awareness you create. At $1.5 million, you create an additional 36% awareness. A $3 million budget would add 50% awareness. Above $3 million diminishing returns apply.<br><br>But there is a catch. Customers forget. Each year you lose 1/3rd of last year's awareness. You can replace the third lost by giving a $1.4 million promotion budget. HMKTG_8 You can see the impact upon Na's demand. Starting at $0, try increasing Promotion Budget in steps of $500 (000). (Budgets are entered in thousands, so $500 means $500 thousand.) Watch the Computer Prediction as you increase the budget. HMKTG_9 You can see the impact upon Baker's demand. Starting at $0, try increasing Promotion Budget in steps of $500 (000). (Budgets are entered in thousands, so $500 means $500 thousand.) Watch the Computer Prediction as you increase the budget. HMKTG_9 Awareness is compared across all products competing in a segment. If all competitors have 0% awareness, the results will be the same as if all competitors have 100%. At 0% customers are equally ignorant. At 100% they are equally aware of the products. But if your competitor has 100% awareness, and you have 0%, your demand will be about half the competitor's.<br><br>For our purposes in this tour, enter a Promotion Budget between $1,000 (000) and $2,000 (000). HMKTG_10

HMKTG_10

HMKTG_11

HMKTG_11

Getting To Know the Marketing Department

HMKTG_12

Getting To Know the Marketing Department

Place. The Sales Budget drives "Place". If Promotion occurs before the sale, Place considers everything during and after the sale. Showrooms, distribution channels, and customer support centers are all Place considerations.<br><br>The Sales Budget addresses two issues: HMKTG_11

HMKTG_13

Getting To Know the Marketing Department

Accessibility is a segment characteristic. When you build accessibility, the showrooms, distribution channels, etc. become "owned" by the segment, even though your product is paying for it.<br><br>Since accessibility belongs to the segment, any product in the segment benefits from it. If your product leaves the segment, it leaves the accessibility behind. If it enters a new segment, it inherits the accessibility already there. HMKTG_12

HMKTG_14

Getting To Know the Marketing Department

Getting To Know the Marketing Department

Getting To Know the Marketing Department

Getting To Know the Marketing Department

In some ways Accessibility works like Awareness. Let's see the impact upon Na's demand. Starting at $0, try increasing Sales Budget in steps of $500 (000). Watch the Computer Prediction as you increase the budget.<br><br>When finished, set a Sales Budget between $900 (000) and $2,000 (000). Let's see the impact upon Baker's demand. Starting at $0, try increasing Sales Budget in steps of $500 (000). Watch the Computer Prediction as you increase the budget.<br><br>When finished, set a Sales Budget between $900 (000) and $2,000 (000). We have been using the Computer Prediction as a benchmarking tool, and that is appropriate.<br><br>However, you cannot trust the Computer Prediction. It has no idea what your competitors are doing. To form its estimate, it assumes that each competitor offers a mediocre product in each segment. You override the Computer Prediction by entering your own forecast in the Your Sales Forecast column. If Your Sales Forecast is zero, the remaining worksheets use the Computer Prediction (better than nothing) to arrive at your Proforma financial statements. <br><br>Always override the Computer Prediction with one of your own. (For more about developing forecasts, see the Manager Guide on your Help menu.)

HMKTG_13

HMKTG_15

HMKTG_14

HMKTG_16

HMKTG_14

HMKTG_16

HMKTG_15

HMKTG_17

Getting To Know the Marketing Department

HMKTG_16

HMKTG_18

Getting To Know the Marketing Department

Try it now. Starting at 100, increase the forecast for Na's demand by 100 until you reach 2,000. Watch the impact upon Gross Revenue Forecast and your margins in the Less Promo and Sales. <br><br>When finished, pick an appropriate forecast for Na.<br><br>You can enter a forecast for your other products as well. Try it now. Starting at 100, increase the forecast for Baker's demand by 100 until you reach 2,000. Watch the impact upon Gross Revenue Forecast and your margins in the Less Promo and Sales. <br><br>When finished, pick an appropriate forecast for Baker.<br><br>You can enter a forecast for your other products as well.

HMKTG_17

HMKTG_19

Getting To Know the Marketing Department

HMKTG_17

HMKTG_19

Getting To Know the Marketing Department

Getting To Know the Marketing Department Getting To Know the Marketing Department

Your Accounts Receivable and Accounts Payables policy also appear on the Marketing department even though these are Finance decisions. HMKTG_18 Note the computer's prediction for one of your products then try changing your Accounts Receivable Lag on the Finance Decision screen. Starting at 0 days, watch the effect upon the computer's Computer Prediction as you increase to 120 days. Of course, as you effectively loan money to customers, your cash is tied up in Receivables.<br><br>Similarly, try modifying your Payables terms on the Finance Decision screen. You can see the effect upon your Variable Costs as unit costs climb. On the other hand, extending your Payables policy is like forcing your vendors to give you a loan. HMKTG_19 This completes the Marketing department tour. We will now return to the Rehearsal Simulation. HMKTG_20

HMKTG_20

HMKTG_21

RSIMC0_2

Getting To Know the Finance Department Getting To Know the Finance Department

Welcome to the Finance department. RSIMC4_1 Now that you've gotten the chance to spend money in the other areas, it's time to pay the piper!<br><br>This department is the place you go to fund the activities of the company. HFIN_1

HFIN_2

HFIN_3

Getting To Know the Finance Department

Funding investments requires capital.<br><br>To raise the necessary funds, you can choose from three sources: Bonds and current debt have different purposes. Bonds fund long term assets like plant and equipment. Current debt funds current assets like Accounts Receivable and Inventory. <br><br>The interest rate on bonds is 1.4% higher than the current debt interest rate. You pay for the privilege of "locking in" the long term rate.<br><br>Bonds mature 10 years after issue. Current debt is due at the beginning of each year, although you can always choose to borrow it over again. The interest rate on current debt is not "locked in" and will vary (up and down) from year to year. The rate is a function of the prime rate (which increases annually) and your debt to assets ratio. The smaller the debt to assets ratio, the closer your interest rate is to prime. Both bonds and stock issues have limits. Stock has an additional limit if you want to retire shares. These limits are given to you each round.<br><br>Additionally, you can issue a dividend. Dividends are given to shareholders quarterly. There is a fee to issue and retire (or buy back) both bonds and stock. Brokers charge a 5% fee, taken from this year's income, when issuing bonds and stock. The fee to retire bonds and buy back stock is 1.5%. Long-term investments such as plant and equipment are generally funded through bonds, although some stock may be issued too.<br><br>Current debt is generally used to cover A/R and A/P changes or expected increases in inventory.

HFIN_2

HFIN_4

Getting To Know the Finance Department

HFIN_3

HFIN_5

Getting To Know the Finance Department

HFIN_4

HFIN_6

Getting To Know the Finance Department

HFIN_5

HFIN_7

Getting To Know the Finance Department

HFIN_6

HFIN_8

Getting To Know the Finance Department

HFIN_7

HFIN_9

Getting To Know the Finance Department Getting To Know the Finance Department Getting To Know the Finance Department

Cash is the life-blood of a company. Corporations can't operate without it; yet, managers prefer not to accumulate too much of it because cash is a lazy asset. It doesn't make them money.<br><br> Perhaps the most important cell in the Finance spreadsheet is the ending cash position cell. Make sure that this number is positive before you save your decisions. HFIN_8 A simple rule to remember is black is good, red is bad.<br><br>Let's look at your ending cash as of now. HFIN_9

HFIN_10

#VALUE!

HFIN_10

HFIN_11

Getting To Know the Finance Department

Getting To Know the Finance Department Getting To Know the Finance Department How To Use the Advanced Marketing Module

#VALUE! HFIN_10 Even if your ending cash position is positive, it still may not be enough to cushion against receiving an emergency loan. The reason being that the ending cash position is based on the proformas which are forecasts!<br><br>If your sales are below expectations, for example, you could run out of cash buying inventory. HFIN_10 At this point, you have the basics of how to use the Finance department. We will now return to this year's objectives. HFIN_11

HFIN_11

HFIN_12

RSIMC0_2

Welcome to the How To Use the Advanced Marketing Module tutorial. The Advanced Marketing spreadsheet allows for detailed decisions regarding the Promotion and How To Use the Sales budgets. To access the spreadsheet, click Advanced on one of the grey cells labeled Promo Budget Marketing Module. and Sales Budget.

TLIST_2

HAMK_2

HAMK_1

HAMK_3

This spreadsheet allows you to allocate resources, making better use of dollars spent on marketing. How To Use the You make decisions regarding what type of media Advanced you want to target and the number of sales Marketing Module. people/distributors you wish to hire. HAMK_2 The Promo budget allows you to decide where your marketing dollars will be spent. <br><br>Five How To Use the different media types are available and, depending Advanced on the segment, some reach more customers than Marketing Module. others. HAMK_3 How To Use the Advanced Marketing Module. The five media types are: HAMK_4 You know how well a type of media is for a segment by reading the help balloon (little red How To Use the triangles). Each is rated Good, Fair, or Poor. Advanced <br><br>A rating of Good means that the ad will Marketing Module. reach most of the customers. HAMK_5 The more money you spend, the more frequently your ad will appear. Each media category has a diminishing returns limit; spending more than the How To Use the limit is a waste of resources. Additionally, Advanced choosing a target segment tells the marketing Marketing Module. departments where to place the promotion. How To Use the Advanced Pop Quiz: What media types get a "Good" rating Marketing Module. for the Traditional Market Segment?

HAMK_4

HAMK_5

HAMK_6

HAMK_7

HAMK_6

HAMK_8

HAMK_7

How To Use the Advanced Marketing Module. How To Use the Advanced Marketing Module. How To Use the Advanced Marketing Module. How To Use the Advanced Marketing Module. How To Use the Advanced Marketing Module. How To Use the Advanced Marketing Module. How To Use the Advanced Marketing Module. How To Use the Advanced Marketing Module.

Oops! Sorry, Email and Web Media is not the correct answer. Please try again. Oops! Sorry, Print Media and Web Media is not the correct answer. Please try again.

HAMK_8

HAMK_8

Correct! You really know what customers respond to best in the Traditional segment! HAMK_8 Pop Quiz 2: What is the diminishing returns limit for Direct Mail? Oops! Sorry, $300 thousand isn't the correct answer. Try again!

HAMK_12

HAMK_8

HAMK_16

HAMK_12

HAMK_12

Correct! You've been paying attention!

HAMK_12

HAMK_16

Oops! Sorry, $700 thousand isn't the correct answer. Try again! The Sales Budget allows you to decide how to allocate resources among your sales force and distributors. You can also allocate more of your sales force's time to certain products. For instance, let's say you have a new product coming out in the High End segment. <br><br>It's going to be a spectacular product that you know customers are How To Use the going to love.<br><br>You might allocate a higher Advanced percentage of the sales force time to create more Marketing Module. demand. Notice what happens when you put in a big number, something that pushes total time above 100%. The SIZE cells turn red . This happens because sales people can only devote up to 100% How To Use the of their time. The SIZE cells are programmed to Advanced consume all the time left over from the other Marketing Module. segments. Reduce the cells in the TRADITIONAL segment to 5%. Notice now that the SIZE cells are yellow with How To Use the a positive percentage (5%). Now increase the Advanced TRADITIONAL segment cells to 10%. The SIZE Marketing Module. cells are now zero. How To Use the Advanced Marketing Module. There are 3 types of sales people you can hire: There are differences regarding the activities they perform and their salaries, but all are needed to How To Use the create accessibility. As with the promotion budget, Advanced there are diminishing returns after a certain Marketing Module. number of people are hired.

HAMK_12

HAMK_12

HAMK_12

HAMK_17

HAMK_16

HAMK_18

HAMK_17

HAMK_19

HAMK_18

HAMK_20

HAMK_19

HAMK_21

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. Intelligence Reports. HAMK_21 For accounting purposes, you must choose how How To Use the much of the total sales budget is assigned to a Advanced particular product on the income statement. This Marketing Module. is done in the Product Allocation table. The Competitive Intelligence Reports are expensive reports that give detailed information on all the products in a particular segment. You buy the reports in the current round and then they How To Use the become available in the next round.<br><br>The Advanced reports are found in the marketing menu inside the Marketing Module. workbook. Finally, notice the graphs on the lower part of the spreadsheet. They update immediately once you begin making decisions. They show you exactly How To Use the how much awareness and accessibility you will Advanced have in the current round, based on your Marketing Module. marketing expenditures. How To Use the Advanced That wraps up the Advanced Marketing Tutorial. Marketing Module. Thank you for taking the time to review me! How To Use the TQM Module How To Use the TQM Module. How To Use the TQM Module. Welcome to the How To Use the TQM Module tutorial. Investing in TQM initiatives can increase the efficiency and profitability of your company.

HAMK_23

HAMK_22

HAMK_24

HAMK_23

HAMK_25

HAMK_24

HAMK_26

HAMK_25

TLIST_1

TLIST_2 HTQM_1

HTQM_2 HTQM_3

How To Use the TQM Module.

How To Use the TQM Module. How To Use the TQM Module. How To Use the TQM Module.

There are eight initiatives. HTQM_2 Each one works to reduce costs, improve R&D, or increase demand for products. You can find out what individual initiatives do by resting your curser on their names. A note will appear explaining what kind of benefits it will give you. HTQM_3 Depending on your strategy, you may only want or need to invest in select initiatives. <br><br>For example, if your strategy is to be a Cost Leader, you may focus only on CPI Systems, Vendor/JIT, QIT, and CCE/6 Sigma Training which drive unit costs. HTQM_4 Pop Quiz: Which initiative(s) reduce(s) R&D cycle times? HTQM_5 Correct! Don't let people think you are just a pretty face. HTQM_6 Sorry, this isn't the correct answer. While Quality Function Deployment Effort does help to reduce R&D cycle times, Channel Support Systems works to increase demand. HTQM_6

HTQM_4

HTQM_5

HTQM_6

HTQM_7 HTQM_7

How To Use the TQM Module.

HTQM_7

How To Use the TQM Module.

How To Use the TQM Module.

How To Use the TQM Module.

How To Use the TQM Module. How To Use the TQM Module. Getting To Know the Production Department

Investment in the initiatives is independent of one another. In order to see any benefit, you must spend at least $500 thousand on a single initiative. Diminishing returns occur once you spend over $2 million on a single initiative. Diminishing returns also occur after spending $5 million on an initiative over several years. <br><br>So for instance, an aggressive investment in Benchmarking would be $2 million in the first year, $2 million in the second year, $1 million in the third year. Benefits are seen immediately upon investment. The proformas and spreadsheets will update as soon as an amount is entered. However, it may take anywhere from 18 to 24 months to recoup the investment. The Cumulative Impact Table provides a range of the percent benefit you will receive from your investment. <br><br>To demonstrate, enter $500 thousand in Benchmarking. Then enter $1 million and finally, $2 million. Notice how the percent return diminishes above $2 million. This wraps up the tutorial on the TQM module. Good luck and have fun with the simulation!

HTQM_6

HTQM_8

HTQM_7

HTQM_9

HTQM_8

HTQM_10

HTQM_9 HTQM_10

HTQM_11 TLIST_1

Welcome to the Production department. In Production you are concerned with three issues.

RSIMC3_1

HPROD_2

Getting To Know the Production Department

In Production:

HPROD_1

HPROD_3

Getting To Know the Production Department

The Schedule block examines your inventories. You want to produce enough inventory to meet your best-case scenario for demand.<br><br>Consider Na.

HPROD_2

HPROD_4

Getting To Know the Production Department

Getting To Know the Production Department Getting To Know the Production Department

As a generalization, you forecast for your worst case, but you produce for your best case.<br><br>You face two risks: The Margins block examines your contribution towards profit.<br><br>TIP. Try to keep your Contribution Margin above 30%. If it falls below 30%, chances are there is not enough left over to cover your fixed costs. You have two shifts.<br><br>Your labor costs are 50% higher on second shift than on first.

HPROD_3

HPROD_5

HPROD_4

HPROD_6

HPROD_5

HPROD_7

Getting To Know the Production Department

Labor costs per unit are averaged across both shifts. They are driven by:

HPROD_6

HPROD_8

Getting To Know the Production Department Getting To Know the Production Department

Material costs per unit are driven by: HPROD_7 The Physical Plant block examines your current facilities (the yellow cells) and next year's facilities (the green cells). HPROD_8

HPROD_9

HPROD_10

Getting To Know the Production Department

1st Shift Capacity is the number of units the equipment could produce on one shift, assuming it is fully staffed. For example, you could make 0 units of Na on first shift, and another 0 on second shift. HPROD_9

HPROD_11

Getting To Know the Production Department

Automation Rating looks at the trade-off between workers and robots. At 1.0 you have many workers and few robots. At 10.0 you have the opposite, few workers and lots of robots. Automation has no affect on the number of units you can produce. <br><br>The trade-offs: HPROD_10

HPROD_12

Getting To Know the Production Department Getting To Know the Production Department Getting To Know the Production Department

Your plant is fixed for this year, but you can buy or sell capacity and add/subtract automation for next year. The new equipment is installed on December 31st.<br><br>The cost of the new equipment is calculated for you on the Investment line. Try these experiments: HPROD_11 Although the Workforce section appears in this department, it is actually part of HR. Feel free to view the website tutorials for more information on the HR department. HPROD_12 This completes the Production department tour. We will now return to the Rehearsal Simulation.

HPROD_13

HPROD_14

HPROD_13

RSIMC0_2

How to distribute your team's workload

How to distribute your team's workload How to distribute your team's workload

Welcome to the How to distribute your team's workload tutorial. TLIST_5 Organizing your team is one of the critical steps to overall success with the simulation.<br><br>Clearly defined organization aids in making efficient, effective tactical maneuvers that support the business strategy. WKLD_1

WKLD_2

WKLD_3

How to distribute your team's workload How to distribute your team's workload How to distribute your team's workload

When forming a team, keep in mind these factors: We suggest teams of 4-6 people. Any smaller or larger than that and teams find themselves overwhelmed by the number of decisions (too small) or indecisive because of too many opinions (too large). Teams usually meet both online or in person. If meetings are mostly outside of class, you might want to consider geography so that meetings faceto-face are easier to schedule. Finally, you may want teammates with a variety of backgrounds because the more diverse the skills, the richer the simulation experience.

WKLD_2

WKLD_4

WKLD_3

WKLD_5

WKLD_4

WKLD_6

WKLD_5

WKLD_7

How to distribute your team's workload

How to distribute your team's workload

How to distribute your team's workload

How to distribute your team's workload

How to distribute your team's workload How to distribute your team's workload How to distribute your team's workload

Once a team has been formed, responsibilities should be assigned to individuals. We offer some suggestions regarding assigning managerial roles, but these are by no means a definitive list. The first in the list is the Product Manager.<br><br>Each member of the team would be responsible for all decisions relating to R&D, Marketing, and Production for a product. The team as a whole could make decisions in Finance, HR, and TQM. Another option similar to Product Manager is a Segment Manager. Segment Managers control the decisions regarding R&D, Marketing, and Production for all products in their segment. Again, the team as a whole could make decisions for Finance, HR, and TQM. Functional managers are in charge of an area (R&D, Marketing, Production, Finance, HR, & TQM). They make the decisions for all the products in their assigned area. In small teams, individuals may have to double up functional responsibilities. No matter how your team is organized, it is always a good idea to have one member be the Competitive Intelligence Officer. This person is in charge of identifying and analyzing the other teams' strategies and tactics. To recap, there are several ways to organize your team. We offer suggestions that have worked for participants in the past but don't feel obligated to use any of them. REMEMBER: it is essential to organize, but don't dwell on how you're organized.

WKLD_6

WKLD_8

WKLD_7

WKLD_9

WKLD_8

WKLD_10

WKLD_9

WKLD_11

WKLD_10

WKLD_12

WKLD_11

WKLD_13

WKLD_12

TLIST_1

How To Design Tutorials

Welcome to the How To Design Tutorials tutorial. In this tutorial I will show you how to use the Tutorial Database to design tutorials using the Office Assistant.

TDB_2

How To Design Tutorials

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

TDB_3

How To Design Tutorials

TDB_4

How To Design Tutorials

TDB_5

How To Design Tutorials

You entered $0.00 a value below the Range $8.00 to $15.00.<br><br>Notice we used your price and the range in the statement above. How? TDB_4 You entered $0.00 a value above the Range $8.00 to $15.00.<br><br>Notice we used your price and the range in the statement above. How? TDB_4 Any cell can contain formulas or data, and Excel formulas offer many tools to manipulate strings. If you look at the slide TDB_4Low Text cell in the formula bar (try it now), you will see the cell actually contains a formula.<br><br>The implications? Your tutorial can use IF statements and string manipulation to tailor itself. For example, you could say, "No, no, no, you dummy, $20 is not a price between $25 and $27."<br><br>But the implications go beyond text manipulation. Even CheckCells, Low boundaries, High boundries, and Jump locations can be constructed with a formula. For example, I never enter an address into a Jump column. Instead I put in an "=" and click on the target SlideID. That creates a formula pointing at that slide. If I change the SlideID at some future date, my links are intact. If I delete the target slide, any reference to it now stands out with a #REF.<br><br>There is a small catch with Text formulas that is worth mentioning. A formula cannot exceed 256 characters, so if you use it to build a Text entry, you have to keep your comments short. TDB_4 Now let's do something you might not expect.<br><br>I want to you add some text to this slide, slide TDB_7, without leaving the tutorial.<br><br>Just click on this slide's Text cell. Add some text to the end. (Be sure to hit Enter to finish the edit.) Then click the Back button and the Next button to refresh my balloon.<br><br> TDB_5

TDB_5

How To Design Tutorials

TDB_5

How To Design Tutorials

TDB_6

How To Design Tutorials

TDB_7

How To Design Tutorials

Cool, yes? By implication, you can design your tutorial on the fly. <br><br>The tutorial balloon is of a type called "Modeless". That means it just sits on top of the display doing nothing until the user clicks something in the balloon. While it sits there you can enter values, copy rows, delete rows, etc. <br><br>For example, when I design tutorials I begin by creating a "template" row. It contains the SlideID (which ends in a number), sheetname, "Buttons", "BackNextClose", the name of my tutorial, blank Text, and then formulas that set JumpBackNo to the previous row and JumpNextYesOK to the next row. Then I copy the template through 20 or so rows. Excel automatically increments my SlideID. All I have to do is fill in the Text. TDB_6 Now I want to show you how to use Bullets and numbers, but I have a small problem. Those columns are far to the right of the display.<br><br>You may be familiar with "frames", an Excel feature that splits the display horizontally or vertically.<br><br>But instead of asking you to split the display, let me do it for you. When you click "Next", the tutorials will run an "OnEntry" subroutine that has been specially designed for the next slide.<br><br>Click Next.

TDB_8

How To Design Tutorials

TDB_7

TDB_9

How To Design Tutorials

How To Design Tutorials

How To Design Tutorials

There, the OnEntry routine called "TDB_9_OnEntry" ran and split the display into four frames. Of course, you can split the display manually at any time. When not in use, the splitters are located in the scroll bars.<br><br>Any slide can have an OnEntry subroutine and OnExit subroutine. Of course, you must get a programmer to write the code. Although this feature is rarely used, it does give you control over virtually any operation. For example, you could demonstrate a few changes, then perform an UndoToStartOfRound. TDB_8 Let's look at using the OptionText to set up Radio Buttons. Take a look at SlideID TDB_11. When you click Next, it will set up a slide with three options as radio buttons. TDB_9 Here they are. Also note that I have changed the ButtonSet to "None". With no buttons available, the user must choose one of the Radio buttons. Of course, I could have just as easily used BackNextClose, or OK, or Close, or some other button set. TDB_10

TDB_10

TDB_11

TDB_12

How To Design Tutorials How To Design Tutorials How To Design Tutorials How To Design Tutorials How To Design Tutorials How To Design Tutorials

You selected option 1, Apple You selected option 2, Orange You selected option 3, Banana The Bullet option looks like this. It is the same basic structure, but msoBalloonType is set to Bullets and there are no associated Jumps. The remaining Balloon type is Numbers. It presents a list, like a "To Do" list. The office assistant only allows up to five "Option" entries, whether they are bullets, numbers, or buttons. Finally, a word about launching the Tutorial. The design assumes that a programmer has placed a button on the worksheet (or the toolbar). The button is attached to a VBA routine that launches the tutorial options that are available on that worksheet.<br><br>Since tutorials are launched from a VBA event you can attach tutorials to any event that calls VBA -- a button click, opening a spreadsheet, a menu item, etc. That's it. <br><br>This wrap-up slide uses one new button set, BackClose. You will find other button sets in the comment attached to msoButtonSet.

TDB_11 TDB_11 TDB_11

TDB_12 TDB_12 TDB_12

TDB_11

TDB_13

TDB_12

TDB_14

TDB_13

TDB_15

How To Design Tutorials

TDB_14

TDB_16

How To Design Tutorials A quick tour of the Capstone.xls workbook

TDB_15

A quick tour of the Capstone.xls workbook

Welcome to the Using Capstone.xls tutorial. TLIST_1 There is a main menu across the top of the screen. This houses 7 menu options with submenus under each category. There are also icons located down the right side of the screen. These icons will allow you to quickly jump to areas within the software. OFFL_1

OFFL_5

OFFL_6

A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook

After the tutorial, you will want to browse the top menu bar to see what the sub-menus offer. For now, let me tell you where the most used items are: OFFL_5 If you put your cursor on the each icon, you will get an information box stating where this icon will bring you to. OFFL_6

OFFL_7

OFFL_8

A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook

Which icon will get you to the R&D department? Correct! You could have gotten to this area by clicking on Strategy and R&D from the top menu. But the icons are a lot easier.

OFFL_7

OFFL_8a

OFFL_8

OFFL_8b

A quick tour of the Capstone.xls workbook

Wrong! This would have brought you to the Marketing department. The first icon would have taken you to the R&D department. You could have also clicked on Strategy and R&D from the top menu. But the icons are a lot easier. OFFL_8 Wrong! This would have brought you to the Production department. The first icon would have taken you to the R&D department. You could have also clicked on Strategy and R&D from the top menu. But the icons are a lot easier. OFFL_8a Make sure you are in the R&D page. Notice the green cells. These cells are the only areas where you can input your decisions. You will just type in your decision and click the enter key. OFFL_8 By entering your decisions, the yellow cells and the graphs will change, to provide you with input on how your decisions will effect the company. OFFL_9

OFFL_9

A quick tour of the Capstone.xls workbook

OFFL_9

A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook

OFFL_10

OFFL_11

You will also notice little red triangles on this page. OFFL_10 If you put your cursor on the wording just to the left of the triangle, it will open up an information box regarding an explanation for that row or column. OFFL_11 You may also encounter some decisions that you put in causes the green cell to turn RED . Although part of the learning experience is for you to make mistakes and learn from them. We will alert you with these red cells if you are about to make a typo or enter an unacceptable value. OFFL_12 As you go through the other departments and make decisions, remember that the only areas you can make decisions in are the green cells. OFFL_13 Don't forget to save your decisions (4th icon from the bottom) before exiting the software. Saving decisions to the Internet is the only way to make them official. OFFL_14 Now that you have had a quick overview on using Capstone.xls, you may want to go through the Worksheet tutorials to give you a better idea of how to manage each department of your company. OFFL_15

OFFL_12

OFFL_13

A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook

OFFL_14

OFFL_15

OFFL_16

A quick tour of the Capstone.xls workbook

OFFL_17

A quick tour of the Capstone.xls workbook

Best of luck and remember to have fun.

OFFL_16

A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook A quick tour of the Capstone.xls workbook

Welcome to the A quick tour of the Capstone.xls workbook tutorial.

TLIST_5

TXLS_2

TXLS_1

TXLS_3

TXLS_2

TXLS_4

TXLS_3

TXLS_5

TXLS_4

0

Welcome to the A quick tour of the Capstone Courier tutorial. Here are a few example slides to get you started designing the Tutorial.

TLIST_5

TCOU_2

TCOU_1

TCOU_3

TCOU_2

TCOU_4

TCOU_3

TCOU_5

TCOU_4

0

A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook

The Foundation workbook is your decision support package. You use it to: TLIST_1 You navigate the workbook with the FOUNDATION MENU at the top of display, or with the Toolbar shortcuts at the right of the display. MXLS_F1

MXLS_F2

MXLS_F3

A quick tour of the Foundation Workbook

We will be focusing on the decision worksheets in this tutorial, but here are a few words about the other options:

MXLS_F2

MXLS_F4

A quick tour of the Foundation Workbook

Usually you begin with the Strategy menu. Click Strategy and select R&D.

MXLS_F3

MXLS_F5

A quick tour of the Foundation Workbook

All decision worksheets have a few things in common:

MXLS_F4

MXLS_F6

A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook

R&D decisions drive product design. You update old products and invent new ones. <br><br>Usually you begin your decision making in R&D. Major issues include: MXLS_F5 Typically you make R&D decisions and then move on to Marketing. Select Marketing from the Strategy menu or the toolbar. MXLS_F6

MXLS_F7

MXLS_F8

A quick tour of the Foundation Workbook

A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook

Marketing decisions revolve around "the 4 P’s of Marketing". MXLS_F7 Perhaps the most important decisions you make on the Marketing worksheet are under "Your Sales Forecast". The computer works up a "Computer Prediction", but it is not a good one. The computer knows nothing about your competitors, so it assumes that each competitor offers one "fair" product in each segment. In practice your competitors will do something different.<br><br>However, all of the proforma financial reports depend upon a forecast. If you do not provide one, the proformas use the computer's. MXLS_F8 Let's move on to Production. Select Production from the Strategy menu or the toolbar.

MXLS_F9

MXLS_F10

MXLS_F9

MXLS_F11

A quick tour of the Foundation Workbook

On the Production worksheet you make three types of decisions.

MXLS_F10

MXLS_F12

A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook

A quick tour of the Foundation Workbook

A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook

In the center of the page, the worksheet analyzes your margins. There are two shifts. First shift workers can also work overtime. Given your workforce and production schedule, the worksheet calculates your labor costs, material costs, and contribution margin. Each product requires its own plant and equipment, and that can cost millions. Let's move on to Finance. Select Finance from the Strategy Menu or the toolbar. Take a look at your cash position (lower left). It shows yesterday's position of $3,399, and it projects your cash position for the end of this year.<br><br>All previous worksheets drive your projected cash position. If it is negative, you are projecting bankruptcy. Bankruptcy is typically rooted in two issues.<br><br>1. A bad forecast, resulting in excess inventory.<br><br>2. Buying plant, but neglecting to fund it.<br><br>You avoid bankruptcy by adjusting earlier decisions and raising the money you need. Plant and equipment should be funded with stock issues and bond issues.<br><br>Inventory expansions should be funded with current debt and working capital.

MXLS_F11

MXLS_F13

MXLS_F12

MXLS_F14

MXLS_F13

MXLS_F15

MXLS_F14

MXLS_F16

MXLS_F15

MXLS_F17

A quick tour of the Foundation Workbook

In the happy event that you have excess cash, you can retire stock, pay dividends, or retire bonds.<br><br>You can see the effect of your finance decisions on the Proformas. In the menu or toolbar, select the Proforma Balance Sheet. MXLS_F16

MXLS_F18

A quick tour of the Foundation Workbook

The Proforma Balance Sheet projects your end-ofyear positions given the decisions and assumptions from all of your worksheets.<br><br>It will not come true. When your decisions are put into play against your competitors, your actual sales will differ from your predictions, and this will cause different positions for inventory, cash, accounts receivable, etc.<br><br>While you cannot predict the future exactly, you can use the Foundation workbook to develop best case and worst case scenarios. For example, in your worst case you would make fewer sales, even though you built enough inventory to satisfy your best case. Your proforma balance sheet would show lots of inventory and little cash. As long as you have cash in your worst case scenario, and your actual results turn out no worse than you expect, you cannot go bankrupt. MXLS_F17

MXLS_F19

A quick tour of the Foundation Workbook

A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook

A quick tour of the Foundation Workbook

A quick tour of the Foundation Workbook

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

MXLS_F18

MXLS_F20

MXLS_F19

MXLS_F21

MXLS_F20

MXLS_F22

MXLS_F21

MXLS_F23

MXLS_F22

MXLS_F24

A quick tour of the Foundation Workbook A quick tour of the Foundation Workbook

MXLS_F23

MXLS_F25

MXLS_F24

TLIST_1

Rehearsal Simulation Office Assistant

Office Assistant

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

RSIMC1_2

Rehearsal Simulation

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

RSIMC1_3

Rehearsal Simulation

RSIMC1_4

Rehearsal Simulation

RSIMC1_5

Rehearsal Simulation

Customers look for four things in a product's design (the customer buying criteria can be found in each segment of the Courier report); three of which are determined in the R&D department:<br><br>(Feel free to examine pages 5-9 of the Courier found in the toolbar above, to view the customer buying criteria for each segment.)

RSIMC1_4

RSIMC1_6

Rehearsal Simulation

Positioning. The Perceptual Map at the lower left is a marketing tool used to show how well your products meet positioning expectations. Your customers are primarily concerned with two characteristics, the product's Performance and Size. Over time they expect products to become smaller and more powerful.<br><br> RSIMC1_5 Let's move your product Na so you can visualize how products are repositioned. Have a look at Na's current Performance spec of 0, top left of the R&D screen. Click on that Performance cell for Na, type in a new Performance of 9.8 for Na and press Enter. RSIMC1_6 Oops. We really need a Performance of 9.8. Please click Back and try again. RSIMC1_7 Next change Na's Size coordinate, top left of the R&D screen. Click on Na's Size cell and enter a new Size coordinate of 10.2. Oops. We really need a Size of 10.2. Please click Back and try again.

RSIMC1_7

Rehearsal Simulation Rehearsal Simulation

RSIMC1_9

Rehearsal Simulation Rehearsal Simulation

RSIMC1_7 RSIMC1_9

RSIMC1_11

Rehearsal Simulation

Good, now notice that there are now two Adam’s on the map. The Black label on the perceptual map tells you where Adam is today, January 1st. The Pink label tells you where it will be when it emerges from R&D and the Revision Date tells you when it completes from the R&D department.<br><br>If the Revision Date exceeds 1 year the project for that product will continue the following year. As a result, the product falls behind because it's still trying to finish last year's project. Additionally, the decision cells will lock, turn yellow and prevent new projects from beginning until the following round. The cells will turn green after the Revision Date. RSIMC1_9 Check the revision date. Since the current project is showing a revision date of next year, you'll be producing and selling Adam's old specs. Keeping these specs will trigger a pause from beginning a new project next year because R&D is still trying to complete this year's project. All projects should finish within the year unless planned.<br><br>Try moving the product by entering new Size and Performance values so that the revision date falls somewhere between September and December of this year. RSIMC1_11 Oops. We really need a revision that finishes in 0. Please click Back and try again. RSIMC1_12

RSIMC1_12

Rehearsal Simulation Rehearsal Simulation

RSIMC1_14

Rehearsal Simulation

As you're repositioning you will find that other projects may take longer, therefore, extending revision will cost more money. When you're making decisions it is important to keep an eye on this. RSIMC1_12 'Age at Revision' addresses the customer's next concern, the age of the product design. Some customers want old, proven designs, while others want new designs.<br><br> Notice the age cut in half in the Age Profiles Chart when you repositioned Na.

RSIMC1_15

Rehearsal Simulation

RSIMC1_14

RSIMC1_16

Rehearsal Simulation

Rehearsal Simulation

A product's age is maintained by repositioning products on the perceptual map. When a product is moved, customers perceive it as younger. Its age is cut in half on the day it emerges from R&D. It becomes the "new-and-improved" product, with half its former age.<br><br>The "Age at Revision" tells you what the new perceived age will be on the day the project completes. If you decide not to reposition a product, "Age at Revision" will display a dash (-). RSIMC1_15 Reliability is the third factor of importance in a customer's buying criteria. We measure reliability in hours, MTBF or Mean Time Before Failure. For instance, High tech customers help make a buying decision based on an industry range. The range is 20,000-25,000. Outside this range may result in a loss of demand (if less) or no additional demand (if more). RSIMC1_16 Customers feel torn about reliability. On the one hand, they want your sensor to last forever. On the other hand, they know that the higher the MTBF specification, the higher the material costs. As a result, you may pass those costs on to them.<br><br>You can see this in the Material Cost chart. Try increasing and decreasing the MTBF specifications for your products. RSIMC1_17 In the end, customers require a minimum Reliability, and they reward you with increased demand as you increase MTBF above the minimum up to a point where they do not care. Here are the ranges: Make an adjustment to Adam's MTBF if you like. Remember, the range is between 20,000-25,000 hours.

RSIMC1_17

RSIMC1_18

Rehearsal Simulation

RSIMC1_19

Rehearsal Simulation Rehearsal Simulation

RSIMC1_18

RSIMC1_20

RSIMC1_19

RSIMC1_21

Rehearsal Simulation

Management can expand the company by inventing new products. In total, your company can manufacture up to 8 products.

RSIMC1_20

RSIMC1_22

Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation

Let's invent a new product. We will create it in the first green row, just below Agape. Give the product a name (currently Bigboy) beginning with the letter 'A'. For example, 'Ace' or 'Allan' or 'Apt'. (Do not be concerned with buying plant capacity and automation; your ghost teammates will make the purchase. You will only have to do this when you're making official decisions.) RSIMC1_21 Next, give Bigboy a Performance between 10.0 and 11.0. RSIMC1_22 Oops. We really need a Performance between 10.0 and 11.0. Please click Back and try again. RSIMC1_23 Next, Bigboy a Size between 9.0 and 10.0. Oops. We really need a Size between 9.0 and 10.0. Please click Back and try again. Give Bigboy an MTBF specification of something between 20,000 and 23,000. Oops. We really need a MTBF between 20,000 and 23,000. Please click Back and try again. RSIMC1_23 RSIMC1_25 RSIMC1_25 RSIMC1_27

RSIMC1_23 RSIMC1_25

RSIMC1_27

RSIMC1_29

Rehearsal Simulation

By adding a new product your company is showing signs of expansion. Therefore, consider the R&D cost as an investment.<br><br>Let's reposition Aft similar to Adam's move. You will want to target the leading edge of the segment because Performance customers are position sensitive (Check page 8 of the Courier for the customer buying criteria). RSIMC1_27

RSIMC1_30

Rehearsal Simulation

Give Bold a Performance between 9.5 and 9.8.

RSIMC1_29

RSIMC1_32

Rehearsal Simulation

Oops. We really need a Performance between 9.5 and 9.8. Please click Back and try again. RSIMC1_30

Rehearsal Simulation

Next, give Bold a Size between 15.0 and 15.4.

RSIMC1_30

RSIMC1_34

Rehearsal Simulation

Oops. We really need a Size between 15.0 and 15.4. Please click Back and try again.

RSIMC1_32

Rehearsal Simulation

Give Bold an MTBF specification of something between 25,500 and 27,000.

RSIMC1_32

RSIMC1_36

Rehearsal Simulation

Oops. We really need a MTBF between 25,500 and 27,000. Please click Back and try again.

RSIMC1_34

Rehearsal Simulation

Notice the revision dates and the R&D costs. This information is important when you begin running the company.<br><br>This brings us to the last, and most strategic concerns in R&D -- scope and focus. RSIMC1_34 You are free to rework Adam, Aft, and Bigboy. Remember to keep an eye on R&D costs, material costs, and revision dates when making changes. RSIMC1_36 When done Save your decisions from the File menu on the Capstone® menubar and advance to the next round. Good luck in the 2nd round! RSIMC1_37

RSIMC1_37

Rehearsal Simulation Rehearsal Simulation

RSIMC1_38

Rehearsal Simulation

Welcome to Round 2 of the Rehearsal Simulation.<br><br>Objectives. During Round 2 your responsibilities have increased. You now manage Adam, Aft, and Bigboy in R&D and you will market them in the Marketing department.<br><br>Your 'ghost teammates' are making decisions for Production and Finance.<br><br>Take a moment to examine the results of round 1 and then proceed to tour the Marketing department.

RSIMC2_1

RSIMC2_100

Rehearsal Simulation

Great! You're almost done with round 2. Try making some decisions in R&D and Marketing. Below are some recommendations:

HMKTG_21

RSIMC2_3

Rehearsal Simulation

In Marketing, consider creating higher awareness and easier accessibility for Adam, Aft, and Bigboy by increasing the promotion and sales budget.

RSIMC2_2

RSIMC2_4

Rehearsal Simulation

Next, give your 3 products a new price.

RSIMC2_3

RSIMC2_5

Rehearsal Simulation

Lastly, develop a forecast for your 3 products. (For details about developing forecasts, see the Manager Guide on your Help menu.)

RSIMC2_4

RSIMC2_6

Rehearsal Simulation Rehearsal Simulation

You can click on the Proformas and examine your projected results. Are you projecting better results this year? RSIMC2_5 If you are done making your decisions Save them from the File menu and advance to the next round. Good luck in round 3! RSIMC2_6

RSIMC2_7

Rehearsal Simulation

Let's look at the results for Round -1. In the menu click Courier and select 1. Front Page. Then click Next.

RSIMC0_1

RSIMC2_101

Rehearsal Simulation

Rehearsal Simulation

Rehearsal Simulation

To scroll up and down the page, please use the scroll bar.<br><br>Three numbers stand out in the Selected Financial Statistics. RSIMC2_100 Six of the eight performance measures used to evaluate the simulation can be found on the Front Page. They include ROS, Turnover, ROA, ROE, Cumulative Profits, and Market Share.<br><br>In the menu, select Courier | 2. Stock and Bond Market. RSIMC2_101 The Stocks & Bonds page summarizes activity in the stock market and compares your bond portfolio with competitors. At $1.00, your stock price fell by ($20.00). Your credit rating is C. RSIMC2_102

RSIMC2_102

RSIMC2_103

RSIMC2_104

Rehearsal Simulation

Stock price is driven by:

RSIMC2_103

RSIMC2_105

Rehearsal Simulation Rehearsal Simulation

The bond market summary lists your outstanding bonds and your credit rating.<br><br>Bonds are 10 year coupon notes. You will pay 10 equal interest payments annually. The principal is due as a lump sum in the 10th year. RSIMC2_104 In the menu click Courier and Financial Statements. RSIMC2_105

RSIMC2_106 RSIMC2_107

Rehearsal Simulation

The Financial Statements surveys the competitor's annual reports. RSIMC2_106 Although there are many numbers of interest on this page, it's greatest value lies in comparing across competitors. You can ask questions like:

RSIMC2_108

Rehearsal Simulation Rehearsal Simulation

RSIMC2_107

RSIMC2_109 RSIMC2_110

In the menu click Courier and Production Analysis. RSIMC2_108

Rehearsal Simulation Rehearsal Simulation

The Production Analysis looks at the companies through the eyes of the production manager. In the menu click Courier and 5. Traditional Segment.

RSIMC2_109 RSIMC2_110

RSIMC2_111 RSIMC2_112

Rehearsal Simulation

The market segment analysis tells you what customers want, who satisfied them best, and what to expect early next round.

RSIMC2_111

RSIMC2_113

Rehearsal Simulation Rehearsal Simulation

Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation

Pay special attention to the December Customer Survey. This survey is run every month, and its results drive demand.<br><br>The score is on a scale of 0 to 100. At zero, you have lost all demand, although you must have scored something earlier in the year to make this page at all. At 100, you have a perfect product in December.<br><br>To estimate your demand in December, add up the scores. Your demand in December is your score divided by the sum of the scores. In the menu click Courier and 6. Low End Segment. The Low End Segment page is similar to the Traditional page, but focuses upon Low End customers.<br><br>In the menu click Courier and 7. High End. When you have finished looking over this page, in the menu click Courier and 8. Performance Segment. When you have finished looking over this page, in the menu click Courier and 9. Size Segment.

RSIMC2_112 RSIMC2_113

RSIMC2_114 RSIMC2_115

RSIMC2_114

RSIMC2_116

RSIMC2_115 RSIMC2_116

RSIMC2_117 RSIMC2_118

When you have finished looking over this page, in the menu click Courier and 10. Market Share. RSIMC2_117 The Market Share page breaks sales down by segment and product.<br><br>The charts at the top of the page merit special attention. <br><br>If the bars in the Industry Unit Sales vs. Demand are not of identical height, the entire segment stocked out, suggesting possible capacity shortages.<br><br>The segment shares can tell you at a glance where a competitor is focusing their resources.<br><br>In the menu click Courier and Perceptual Map. The Perceptual Map is especially useful for exposing competing strategies and market opportunities. New products appear as soon as they are promoted or acquire a production facility.<br><br>In the menu click Courier and HR/TQM Report. The HR/TQM report is a specialty page. If your professor enables the HR or TQM Module, this page highlights the outcomes of your decision making.<br><br>In the menu click Courier and Annual Report Page 1. The Annual Report focuses upon your company. Page 1 offers the Balance Sheet and Cash Flow Statement in detail. <br><br>In the menu click Courier and Annual Report Page 2.

RSIMC2_119

Rehearsal Simulation

RSIMC2_115

RSIMC2_120

Rehearsal Simulation

RSIMC2_119

RSIMC2_121

Rehearsal Simulation

RSIMC2_120

RSIMC2_122

Rehearsal Simulation

RSIMC2_121

RSIMC2_123

Rehearsal Simulation

Rehearsal Simulation

Page 2 breaks down your Income Statement by product. The graphs at the bottom of the page summarize your historical results across the performance measures. This completes the Capstone Courier overview. <br><br>To make decisions, in the menu click Decisions and select a functional area. <br><br>Click Next for the Rehearsal Simulation Round 0 Objectives.

RSIMC2_122

RSIMC2_124

RSIMC2_123

RSIMC0_1

Rehearsal Simulation

Welcome to Round 3 of the Rehearsal Simulation.<br><br>Your responsibilities have increased in round 3. You will continue to manage Adam, Aft, and Bigboy in R&D, Marketing, and Production.<br><br>Your ghost teammates are making decisions for Finance.<br><br>Take a moment to examine the results of round 2 and then proceed to tour the Production department.

RSIMC2_100

Rehearsal Simulation

Let's go to R&D and make some decisions. Below are some recommendations: HPROD_14

RSIMC3_3

Rehearsal Simulation

Rehearsal Simulation Rehearsal Simulation

In Marketing, modify prices and increase your marketing budgets for Adam, Aft, and Bigboy. Next, develop a sales forecast for those 3 products. Below are some notes to consider. RSIMC3_2 In Production, enter in a production schedule for Adam, Aft, and Bigboy. As discussed in the Production department tour, produce a little more than the forecast and if necessary, account for the inventory before entering a production schedule.<br><br>Additionally: RSIMC3_3 Now take a moment to examine your decisions. When done, save and advance to Round 4. Good luck! RSIMC3_4

RSIMC3_4

RSIMC3_5

Rehearsal Simulation

Welcome to Round 4 of the Rehearsal Simulation.<br><br>Your responsibilities have increased. Continue managing Adam, Aft, and Bigboy in R&D, Marketing, Production, and Finance.<br><br>Take a moment to examine the results of round 3 and then proceed to tour the Finance department.

RSIMC2_100

Rehearsal Simulation

This round you have complete freedom to manage Adam, Aft, and Bigboy. Make some decisions in R&D, Marketing, Production, and Finance.<br><br>We suggest the following. HFIN_12 This is the last round of the rehearsal. Review your decisions and examine the proforma reports before advancing to Round 5.<br><br> Good luck! RSIMC4_2

RSIMC4_3

Rehearsal Simulation

Rehearsal Simulation Rehearsal Simulation

Congratulations, you have completed basic training. Your professor has given you the option of restarting the Rehearsal with or without the coach guiding you, or you can continue through Round 8. The coached rehearsal is over. RSIMC5_1

Rehearsal Simulation

Welcome to uncoached Round 6 of the Rehearsal Simulation.<br><br>You are responsible for all company decisions. Good luck!") Welcome to uncoached Round 7 of the Rehearsal Simulation.<br><br>You are responsible for all company decisions. Good luck!")

Rehearsal Simulation

Welcome to uncoached Round 8 of the Rehearsal Simulation.<br><br>You are responsible for all company decisions. Good luck!") Congratulations! This completes the Rehearsal Simulation<br><br>The last round reports are Rehearsal Finished available for your inspection. Rehearsal Simulation

Welcome to Rehearsal Round 1 Welcome to Rehearsal Round 2 Welcome to Rehearsal Round 3 Welcome to Rehearsal Round 4 Welcome to Rehearsal Round 5 Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Finished Good Luck!

As a basic training graduate your professor has given you the option to play the rehearsal without the tour guide and make all decisions yourself. Or you can choose to continue the rehearsal with the guided tour and ghost teammates making any uncoached decisions. If you go it alone, without the tour, you will be responsible for all decisions in every department of the company. You can practice how your decisions play out your company's strategy. Note however, your competitors in the rehearsal may not be as sharp as those in your competition. As a basic training graduate your professor has given you the option to play the rehearsal without As a basic training graduate your professor has given you the option to play the rehearsal without As a basic training graduate your professor has given you the option to play the rehearsal without As a basic training graduate your professor has given you the option to play the rehearsal without Welcome to uncoached Round 6 of the Rehearsal Simulation.<br><br>(You can restart your Welcome to uncoached Round 7 of the Rehearsal Simulation.<br><br>(You can restart your Welcome to uncoached Round 8 of the Rehearsal Simulation.<br><br>(You can restart your Congratulations! This completes the Rehearsal Simulation<br><br>The last round reports are Remember, you are responsible for making all decisions for your company this round.

RSIMU RSIMU RSIMU RSIMU

Rehearsal Simulation

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

RSIMF1_2

Rehearsal Simulation

RSIMF1_3

Rehearsal Simulation

RSIMF1_4

Rehearsal Simulation

Rehearsal Simulation

Rehearsal Simulation

The marketplace evolves continuously. As the years pass, customers expect smaller, more powerful products. Your R&D department updates existing product designs and can invent new products. RSIMF1_3 Customers look for four things in a product's design (the customer buying criteria can be found in each segment of the FastTrack report); three of which are determined in the R&D department:<br><br>(Feel free to examine pages 5-6 of the FastTrack found in the toolbar above, to view the customer buying criteria for each segment.) RSIMF1_4 Positioning. The Perceptual Map at the lower left is a marketing tool used to show how well your products meet customer expectations. Your customers are primarily concerned with two characteristics, the product's Performance and Size. Over time they expect products to become smaller and more powerful. RSIMF1_5 Let's move your product Baker so you can visualize how products are repositioned. Have a look at Baker's current Performance spec of 8, top left of the R&D screen. Click on that Performance cell for Baker, type in a new Performance of 5.8 for Baker and press Enter. Oops. We really need a Performance of 5.8. Please click Back and try again. Next change Able's Size, top left of the R&D screen. Click on Able's Size cell and enter a value at 14.3. Oops. We really need a Size at 14.3. Please click Back and try again.

RSIMF1_5

RSIMF1_6

RSIMF1_7

Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation

RSIMF1_6 RSIMF1_7

RSIMF1_9

RSIMF1_7 RSIMF1_9

RSIMF1_11

Rehearsal Simulation

Good. Notice that there are now two Able's on the map. The Black label on the perceptual map tells you where Able is today, January 1st. The Pink label tells you where it will be when it emerges from R&D and the Revision Date tells you when it completes from the R&D department.<br><br>If the Revision Date exceeds 1 year the project for that product will continue the following year. As a result, the product falls behind because it's still trying to finish last year's project. Additionally, the decision cells will lock, turn yellow and prevent new projects from beginning until the following round. The cells will turn green after the Revision Date. RSIMF1_9

RSIMF1_12

Rehearsal Simulation Rehearsal Simulation

When you're making decisions always check the revision date. If the current project is showing a revision date of next year, you'll be producing and selling Able's old specs. Keeping these specs will trigger a pause from beginning a new project next year because R&D is still trying to complete this year's project. All projects should finish within the year unless planned. Oops. We really need a revision that finishes in 0. Please click Back and try again. As you're repositioning you will find that other projects may take longer, therefore, extending revision dates and costing a little more money. When you're making decisions it is important to keep an eye on this.

RSIMF1_11 RSIMF1_12

RSIMF1_14

Rehearsal Simulation

RSIMF1_12

RSIMF1_15

Rehearsal Simulation

'Age at Revision' addresses the customer's next concern, the age of the product design. Some customers want old, proven designs, while others want new designs.<br><br> Notice the age cut in half when you repositioned Baker.

RSIMF1_14

RSIMF1_16

Rehearsal Simulation

A product's age is maintained by repositioning products on the perceptual map. When a product is moved, customers perceive it as younger. Its age is cut in half on the day it emerges from R&D. It becomes the "new-and-improved" product, with half its former age.<br><br>The "Age at Revision" tells you what the new perceived age will be on the day the project completes. If you decide not to reposition a product, "Age at Revision" will display a dash (-). RSIMF1_15 Reliability is the third factor of importance in a customer's buying criteria. We measure reliability in hours, MTBF or Mean Time Before Failure. For instance, Low End customers help make a buying decision based on an industry range. The range is 14,000-20,000. Outside this range may result in a loss of demand (if less) or no additional demand (if more). RSIMF1_16

RSIMF1_17

Rehearsal Simulation

RSIMF1_18

Rehearsal Simulation

Rehearsal Simulation

Rehearsal Simulation

Customers feel torn about reliability. On the one hand, they want your sensor to last forever. On the other hand, they know that the higher the MTBF specification, the higher the material costs. As a result, you may pass those costs on to them.<br><br>You can see this in the Material Cost chart. Try increasing and decreasing the MTBF specifications for your products. RSIMF1_17 In the end customers require a minimum Reliability, and they reward you with increased demand as you increase MTBF above the minimum up to a point where they do not care. Here are the ranges: RSIMF1_18 Of course, you are keenly concerned with both MTBF and Positioning because both form your products' material costs. Keep in mind, the better the technology, the higher the material costs.<br><br>Try this experiment. Move one of your products to the leading edge of segment's circle and increase the MTBF. Notice the effect in the Material Cost chart. RSIMF1_19

RSIMF1_19

RSIMF1_20

RSIMF1_21

Rehearsal Simulation

Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation Rehearsal Simulation

Lastly, management can invent new products. Here are instructions for new inventions: As an experiment, let's invent a new product. We will create it in the first green row, just below Able. Give the product a name (currently Bead) beginning with the letter 'A'. For example, 'Ace' or 'Acre' or 'Apt'. (Do not be concerned with buying plant capacity and automation; your ghost teammates will make the purchase. You will only have to do this when you're making official decisions.) Next, give Bead a performance between 8.0 and 9.0 Oops. We really need a size between 8.0 and 9.0. Please click Back and try again. Next, give Bead a Size between 11.0 and 12.0 Oops. We really need a Size between 11.0 and 12.0. Please click Back and try again. Give Bead an MTBF specification of something between 20,000 and 23,000 Oops. We really need a size between 20,000 and 23,000. Please click Back and try again. Adding products increases your company’s revenue streams. Therefore, R&D costs associated with product invention can be seen as an investment in the future. (Please Note: You

RSIMF1_20

RSIMF1_22

RSIMF1_21 RSIMF1_22 RSIMF1_23 RSIMF1_23 RSIMF1_25 RSIMF1_25 RSIMF1_27

RSIMF1_23 RSIMF1_25

RSIMF1_27

RSIMF1_29

RSIMF1_27

RSIMF1_30

Rehearsal Simulation

Notice both the revision date and the R&D cost. This information is important when you begin running the company.<br><br>This brings us to the last, and most strategic concerns in R&D -scope and focus.

RSIMF1_29

RSIMF1_31

Rehearsal Simulation

This completes the R&D tour.<br><br>You are free to rework Able and Na. Remember to keep an eye on R&D costs, material costs, and revision dates when making changes.<br><br>When done save your decisions and advance to the next round by clicking the File menu on the Foundation® menubar. RSIMF1_30

Rehearsal Simulation

Welcome to Round 2 of the Rehearsal Simulation.<br><br>During Round 2 your responsibilities have increased. Continue managing Able and Bead in R&D and the Marketing function.<br><br>Your 'ghost teammates' are making decisions for Production and Finance.<br><br>Take a moment to examine the results of round 1 and then proceed to tour the Marketing department. RSIMF2_1

RSIMF2_100

Rehearsal Simulation

Great! You're almost done with round 2. Make some decisions in R&D and Marketing. Below are some recommendations:

HMKTG_21

RSIMF2_3

Rehearsal Simulation Rehearsal Simulation

Now make some Marketing decisions. Below are some recommendations: RSIMF2_2 Take a moment to examine your decisions and your Proforma worksheets. When done, save and advance to Round 3. Good luck! RSIMF2_3

RSIMF2_4

Rehearsal Simulation

Let's look at the results for Round -1. In the menu click FastTrack and select 1. Front Page. Then click Next.

RSIMF0_1

RSIMF2_101

Rehearsal Simulation

Rehearsal Simulation

Rehearsal Simulation

To scroll up and down the page, please use the scroll bar.<br><br>Three numbers stand out in the Selected Financial Statistics. RSIMF2_100 Six of the eight performance measures used to evaluate the simulation can be found on the Front Page. They include ROS, Turnover, ROA, ROE, Cumulative Profits, and Market Share.<br><br>In the menu, select FastTrack | 2. Stock and Bond Market RSIMF2_101 The Stocks & Bonds page summarizes activity in the stock market and compares your bond portfolio with competitors. At $1.00, your stock price fell by ($20.00). Your credit rating is C. RSIMF2_102

RSIMF2_102

RSIMF2_103

RSIMF2_104

Rehearsal Simulation

Stock price is driven by:

RSIMF2_103

RSIMF2_105

Rehearsal Simulation Rehearsal Simulation

The bond market summary lists your outstanding bonds and your credit rating.<br><br>Your bonds are 10 year coupon notes. You pay 10 equal interest payments each year. The principal is due as a lump sum in the 10th year. In the menu click FastTrack and Financial Statements.

RSIMF2_104 RSIMF2_105

RSIMF2_106 RSIMF2_107

Rehearsal Simulation

The Financial Statements surveys the competitor's annual reports. RSIMF2_106 Although there are many numbers of interest on this page, it's greatest value lies in comparing across competitors. You can ask questions like: In the menu click FastTrack and Production Analysis.

RSIMF2_108

Rehearsal Simulation Rehearsal Simulation

RSIMF2_107 RSIMF2_108

RSIMF2_109 RSIMF2_110

Rehearsal Simulation Rehearsal Simulation

The Production Analysis looks at the companies through the eyes of the production manager. In the menu click FastTrack and 5. Low Tech Segment.

RSIMF2_109 RSIMF2_110

RSIMF2_111 RSIMF2_112

Rehearsal Simulation

The market segment analysis tells you what customers want, who satisfied them best, and what to expect early next round.

RSIMF2_111

RSIMF2_113

Rehearsal Simulation

Pay special attention to the December Customer Survey. This survey is run every month, and its results drive demand.<br><br>The score is on a scale of 0 to 100. At zero, you have lost all demand, although you must have scored something earlier in the year. At 100, you have a perfect product in December.<br><br>To estimate your demand in December, add up the scores. Your demand in December is your score divided by the sum of the scores. RSIMF2_112

RSIMF2_114

Rehearsal Simulation

Rehearsal Simulation

In the menu click FastTrack and 6. High Tech Segment. The High Tech Segment page is similar to the previous page, but focuses upon High Tech customers.<br><br>In the menu click FastTrack and 7. Market Share.

RSIMF2_113

RSIMF2_115

RSIMF2_114

RSIMF2_116

Rehearsal Simulation

Rehearsal Simulation

Rehearsal Simulation

The Market Share page breaks sales down by segment and product.<br><br>The charts at the top of the page merit special attention. <br><br>If the bars in the Industry Unit Sales vs. Demand are not of identical height, the entire segment stocked out, suggesting possible capacity shortages.<br><br>The segment shares can tell you at a glance where a competitor is focusing their resources.<br><br>In the menu click FastTrack and Perceptual Map. RSIMF2_115 The Perceptual Map is especially useful for exposing competing strategies and market opportunities. New products appear as soon as they are promoted or acquire a production facility.<br><br>In the menu click FastTrack and HR/TQM Report. RSIMF2_116 The HR/TQM report is a specialty page. If your professor enables the HR or TQM Module, this page highlights the outcomes of your decision making.<br><br>In the menu click FastTrack and Annual Report Page 1. RSIMF2_117 The Annual Report focuses upon your company. Page 1 offers the Balance Sheet and Cash Flow Statement in detail. <br><br>In the menu click FastTrack and Annual Report Page 2. RSIMF2_118 Page 2 breaks down your Income Statement by product. The graphs at the bottom of the page summarize your historical results across the performance measures. RSIMF2_119 This completes the Foundation FastTrack overview. <br><br>To make decisions, in the menu click Decisions and select a functional area. <br><br>Click Next for the Rehearsal Simulation Round 0 Objectives. RSIMF2_120

RSIMF2_117

RSIMF2_118

RSIMF2_119

Rehearsal Simulation

RSIMF2_120

Rehearsal Simulation

RSIMF2_121

Rehearsal Simulation

RSIMF0_1

Rehearsal Simulation

Welcome to Round 3 of the Rehearsal Simulation.<br><br>Your responsibilities have increased. Continue managing Able and Bead in R&D, Marketing, and Production.<br><br>Your 'ghost teammates' are making decisions for Finance.<br><br>Take a moment to examine the results of round 2 and then proceed to tour the Production department.

RSIMF2_100

Rehearsal Simulation

Great! You're almost done with round 3. Make some decisions in R&D, Marketing, and Production. Below are some recommendations:

HPROD_14

Rehearsal Simulation

Welcome to Round 4 of the Rehearsal Simulation.<br><br>Your responsibilities have increased. You now manage all of the departments including Finance.<br><br>Take a moment to examine the results of round 3 and then proceed to tour the Finance department.

RSIMF2_100

Rehearsal Simulation

This round you have complete freedom to move around the spreadsheet. Make some decisions in R&D, Marketing, Production, and Finance.<br><br>We suggest the following. Congratulations, you have completed basic training. Your professor has given you the option of restarting the Rehearsal with or without the coach guiding you, or you can continue through Round 8.

HFIN_12

Rehearsal Simulation

Rehearsal Simulation

Welcome to Round 6 of the Rehearsal Simulation. RSIMF6_1

Rehearsal Simulation

Welcome to Round 7 of the Rehearsal Simulation. RSIMF7_1

Rehearsal Simulation

Welcome to Round 8 of the Rehearsal Simulation, the last round. RSIMF8_1

Rehearsal Simulation

Congratulations! This completes the Rehearsal Simulation<br><br>The last round reports are available for your inspection.

RSIMF9_1

Greetings!

In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.<br><br>In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.In R&D consider updating established products like Able. <br><br>Have your projects complete before December 31st so that you can update them again I am your coach. You can enable me at any time by clicking CAPSTONE MENU in the menu at the top of the display, or by clicking the Coach button at the top of the toolbar.<br><br>To begin using the workbook, select a worksheet from the Strategy menu at the top of the display, or click a button from the toolbar.

Greetings!

Congratulations! You are about to take complete control of the Andrews Bio Sensor company. All company success is attributable to your actions. The good news, careful study of the marketplace will help you make your company a winner.

Comp1_2

Administration

The New Segments

The company hired you because you are familiar with the sensor market. Administrative functions are almost identical to your previous company. In addition to the four main functional areas, R&D, Marketing, Production and Finance, you will need to make decisions in TQM and Human Resources. <br> Let's briefly review the differences in this simulation from your previous effort. The CompXM® Inquirer is similar to the Capstone® Courier or Foundation® FastTrack that you used in your previous simulation. It contains year-end information about your Industry every round. Comp1_1 The Comp-XM® market has four segments, Thrift, Core, Nano and Elite. Just like your previous simulation the segments drift on the perceptual map. The price ranges remain constant every round, and if a product is priced $6 or more outside of a segment's range it will have no sales in that segment. Comp1_2 Thrift customers want proven products, are indifferent to technological sophistication and are price motivated:<br> Price, $14.00-$26.00- 55% of decision;<br> Reliability (MTBF), 14,000-20,000- 20% of decision;<br> Positioning, performance 6.5 size 13.5- 15% of decision;<br> Age, 3 years- 10% of decision.

Comp1_3

Comp1_4

Thrift Core customers want proven products using current technology: <br> Price, $20.00-$32.00- 46% of decision;<br> Age, 2 years- 20% of decision;<br> Reliability (MTBF), 16,000-22,000- 18% of decision;<br> Positioning, performance 8.6 size 11.4- 16% of decision. Core

Comp1_3

Comp1_5

Comp1_4 Nano customers want cutting-edge technology that is smaller in size: <br> Positioning, performance 10.5 size 7.5- 35% of decision;<br> Price, $28.00-$40.00- 27% of decision;<br> Age, 1 year- 20% of decision;<br> Reliability (MTBF), 18,000-24,000- 18% of decision. Comp1_5

Comp1_6

Nano

Comp1_7

Elite customers want high reliability and cutting edge performance: <br> Age, 0 years- 34% of decision;<br> Price, $30.00-$42.00- 24% of decision;<br> Positioning, performance 12.5 size 9.5- 22% of decision;<br> Reliability (MTBF), 20,000-26,000- 20% of decision. Elite The Comp-XM® market will require you to formulate new tactics to implement your strategy. You can use the same strategy you used before or pick a new one. Since you have only four decision rounds, you may want to determine what strategy your new company has already been pursuing and continue to develop it. The segments in this market are less distinct than the segments in your former business. Straddling two segments with a "sofa-bed" product is viable, though this will become more difficult as the segments drift apart. Strategy Comp1_7 You may or may not have used TQM (Total Quality Management) in your previous simulation. Each TQM initiative that you invest in returns different benefits. For example, some initiatives reduce labor and material costs while others reduce R&D cycle time. Refer to the flags on the TQM Initiative worksheet for a complete discussion of TQM entries. Comp1_8 In Human Resources investing in Recruiting and Training increases productivity and decreases turnover, which reduces labor costs. Workforce Complement controls the number of workers on the production line. Matching the This Year Complement to the Needed Complement on the Production screen ensures the company will have enough workers. Recruiting and Training decisions are made on the Human Resource screen. Workforce Complement decisions are entered at the bottom of the Production spreadsheet. Refer to the flags on the Production and Human Resource spreadsheets for a thorough discussion of Human Resource entries. Comp1_9 Comp1_9 Comp1_6 Comp1_8

TQM

Comp1_10

HR

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

Balanced Scorecards

Good Luck!

Also on the website, if your professor has enabled it you will see the results of your simulation displayed in the Balanced Scorecard format. A Balanced Scorecard is a common analysis technique that allows companies to gauge their performance and formulate goals. Please see "What is a Balanced Scorecard?" in the CompXM® Help section. Comp1_12 To begin, review the Inquirer, then go to the Decisions menu and start formulating your decisions. Best of luck! Comp1_13

Comp1_14

CheckCell

Low

High

JumpLow

JumpHigh

OptionText1

Launch the R&D tutorial from the website

Launch the Marketing tutorial from the website

Launch the Production tutorial from the website

Launch the Finance tutorial from the website

Launch the HR tutorial from the website

Launch the TQM tutorial from the website

Launch the Advanced Marketing tutorial from the website

List tutorials

Positioning - the product's placement on the Perceptual Map

Note that the map presents the situation at the end of this round, a forecast for where segments and products will be on December 31st. Traditional customers want a proven design. Their interest peaks when the design is 2.0 years old. Low Tech customers want a proven design. Their interest peaks when the design is 3.0 years old.

Traditional - 14,000 to 19,000 hours

Low Tech - 14000 to 20000 hours

Pick a row that begins with "Na".

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

Traditional - 14000 to 19000 hours

Low Tech - 14000 to 20000 hours

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

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

Last Year The complement at the end of last year.

You become responsible for Complement, Recruiting Spend, and Training Hours. List other tutorials

Wages -> You can give labor 80% or up to 150% of their current wages.

$22

Labor will be demanding 10% more than the "best" current contract, in each of the 4 areas.

IF Labor’s Demand falls between the company’s Starting Position and Negotiation Ceiling

IF Labor's Demand is above the company's Negotiation Ceiling

$1 difference in wages

List other tutorials

Price

Set the Your Sales Forecast to zero. This will cause the Gross Revenue calculation to use the Computer Prediction for its calculations. Set the Your Sales Forecast to zero. This will cause the Gross Revenue calculation to use the Computer Prediction for its calculations.

Above the range, customers can find substitutes.

Mktg!C6

29

39 HMKTG_7

HMKTG_7

Mktg!C6

15

35 HMKTG_7a HMKTG_7a

Accessibility. How easy is it for the customer to work with you? This is an infrastructure concern -showrooms, distribution channels, customer support, etc. Accessibility is measured on a scale of 0% to 100%. At 0%, customers find it difficult to work with you. At 100% easy.

Decays over time. Each year you lose 1/3rd of your accessibility.

AR Lag. Your credit terms are expressed in days - 30 days means you give customers 30 days to pay you. If you offer no credit terms, demand falls to about 65% of maximum. At 30

Long-term Debt (Bonds)

Finance!C21

-1

0 HFIN_10Low HFIN_10High

Print Media

Email and Web Media

$300 thousand

Outside Sales

List other tutorials

CPI, Vendor JIT,

Concurrent Engineering and Quality Function Deployment Effort

List other tutorials How much inventory do you want on hand for sale this year?

The decision cells are green. The yellow cells are protected calculations and references.

#VALUE!

If your worst case comes true, you will have lots of inventory. This could consume all of your cash, resulting in an emergency loan (also known as bankruptcy.)

The automation level. The higher the automation, the fewer the workers. Positioning on the Perceptual Map. In general, the higher the technology, the more expensive the materials needed to build the product.

TIP. Second shift production is not necessarily a bad thing, because you spread your fixed costs (depreciation and SG&A expenses) over two shifts instead of one.

At an automation rating of 1.0, it is easy to move a product across the Perceptual Map. At 10.0, it is difficult.

Add 100 units of capacity to NA.

team size

List other tutorials

DB_TutorialCommentEntry

8

15 TDB_4Low

TDB_4High

$O$272

Apple

Brazil Move Adam to Performance 10.2, Size 9.5

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

First

Select another tutorial

Make decisions

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

The green cells are decision cells. To make a decision, change the green cell to some other value. Where to position your product. There are two segments - Low Tech and High Tech. They appear as circles on the Perceptual Map.

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

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

The Foundation Reports

Positioning - the product's placement on the Perceptual Map

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

RandD!D6

9.8

9.8 RSIMC1_8

RSIMC1_8

In Excel you must press Enter or Tab to complete typing a value in a cell.

RandD!E6

10.2

10.2 RSIMC1_10 RSIMC1_10

RandD!G6

1/1/1900

12/31/1900 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.

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 Bigboy. 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 Bigboy fall in.

Emergency Loan. We took an emergency loan for $51,587,840. 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 Bigboy. 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 Bigboy fall in. Consider whether to invest in capacity and automation. Build enough additional inventory to satisfy customers in your best-case scenario.

Review the results for Round 3 in the Capstone Courier and Annual Report.

In R&D update your designs just like you have in the first 3 rounds.

Let's review the results of Round 4. I just want to look at my reports.

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

Positioning - the product's placement on the Perceptual Map

Decisions are to be made only to the cells that are green.

RandD_F!D4

5.8

5.8 RSIMF1_8

RSIMF1_8

In Excel you must press Enter or Tab to complete typing a value in a cell.

RandD_F!E4

14.3

14.3 RSIMF1_10 RSIMF1_10

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

RandD_F!G4

1/1/1900

12/31/1900 RSIMF1_13 RSIMF1_13

Try moving the product by entering new Size and Performance values. Notice the revision dates move farther as more changes are made.

Positioning affects material cost. The higher the technology, the higher the material cost. You could consider making Able more low tech, with less performance and larger size. This would reduce material cost, and you could pass the

Low Tech - 14,000 to 20,000 hours

Pick a row that begins with "Na".

RandD_F!D5

8

9 RSIMF1_24 RSIMF1_24

RandD_F!E5

11

12 RSIMF1_26 RSIMF1_26

RandD_F!F5

20,000

23,000 RSIMF1_28 RSIMF1_28

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

Tour the results for Round 1 in the Foundation FastTrack and Annual Report. Consider updating all of your products' design. Remember to finish your projects before December 31st so that you can update them again next year.

Price both your products within their segment's range. Check pages 5 & 6 of the FastTrack for additional information.

Emergency Loan. You took an emergency loan for $51,587,840. Typically emergency loans result from inventory expansions or under funded plant expansions.

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

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

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

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

Statistics. Look here for segment size and growth rate.

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

Tour the results for Round 3 in the Foundation FastTrack and Annual Report.

In R&D update your designs.

Let's review the results of Round 4.

New Users - If you are new to the workbook, click here for a list of tutorials that will help you get started.

New Users - If you are new to the workbook, click here for a list of tutorials that will help you get started.

(You can choose to use the Office Assistant for the Coach from the Comp-XM® MENU.)

OptionText2

OptionText3

OptionText4

Launch the Labor tutorial from the website

Age - the perceived age of the design

Reliability - how long the product will last, measured in MTBF or Mean Time Before Failure

Low End customers interest High End customers want Size customers want a peaks when the design is old, at a brand new design, age recent design with an age 7.0 years 0.0. of 1.5 years.

High Tech customers want a brand new design, age 0.0.

Low Tech - 12,000 to 17,000 hours

High Tech - 20,000 to 25,000 hours

Performance - 22,000 to 27,000 hours

High Tech - 17000 to 23000 hours

Give your product a name. By convention, the first letter should match the first letter of your company.

Position the product with a Give your product a Performance and Size reliability that would satisfy specification. customers.

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

Low End - 12000 to 17000 hours

High End - 20000 to 25000 hours

Performance - 22000 to 27000 hours

High Tech - 17000 to 23000 hours

Give your product a name. By convention, the first letter should match the first letter of your company. Focus -- Where are your products? Are you in every segment or only a few? Do you have more than one product in a segment?

Position the product with a Give your product a Performance and Size reliability that would satisfy specification. customers.

Recruiting Spend. The "extra" amount you budget per worker to recruit high caliber workers. For example, you might pay a recruiting agency up to $5,000 per worker to find better workers to fill your job openings.

Training Hours. The number of hours per year that you send each employee to training classes.

Needed. The number of workers you need to fill the current production schedule without overtime. This number changes with the Production Schedule.

This Year. Your decision for complement this year. Typically, you make it equal to "Needed". However, if you know that your workforce will be shrinking (perhaps because of improvements in Automation), you might decide to ask workers to do overtime this year to avoid hiring new people this year only to discharge them next year.

1st and 2nd Shift. Your headcounts on first shift and second shift. Second shift worker wages are 150% of first shift worker wages.

Your complement should avoid overtime and over staffing.

Recruiting Spend let's you spend up to $5000 per worker to get a higher caliber of worker. Training Hours lets you send each worker to training up to 80 hours per year.

Your goal is to improve productivity, which in turn leads to a smaller, more stable workforce.

Profit Sharing-> 0% Benefits -> 0% or up to 150% of 150% of their current current benefits. profit sharing.

Annual Raise -> 0% - 150% of their current annual raise rate.

$23.80

$24.20

UNLESS one of the companies puts down a better offer than the 10% increase. Then of course, Labor will take the best offer on the table and use that as their demand.

The company that offered this very attractive deal will shake hands with the Labor union and be on their way. The other companies will go to Step 2.

THEN both parties agree to meet in the middle. They split the difference between the Company's Starting Position and Labor's demand. There is no strike. THEN Management walks out, and Labor strikes. Both sides will finally reach a compromise but not without any injuries. The company and labor will meet in the middle between the Negotiation Ceiling offered by management and Labor's demand. $300 difference in benefits package 1% point difference in Profit Sharing 1% point difference in Annual Raise

Promotion

Place

Starting at $24.00, try raising price in steps of $5 to $44.00, watching the Computer Prediction, Gross Revenue, and Contribution Margin. Starting at $10.00, try raising price in steps of $5 to $45.00, watching the Computer Prediction, Gross Revenue, and Contribution Margin.

Below the range, they become suspicious, thinking, "What is wrong with this product?"

At $5.00 above or below Within the expected range, the expected price range, demand follows a classic demand falls to zero. price demand curve.

Salesmanship. Are sales people trying to persuade customers to buy your product? The more sales people, the greater the effect upon demand. But the effect is temporary. Next year it is forgotten. If you have lots of unsold inventory to push, cranking up the Sales Budget puts more sales people on the problem.

Diminishing returns apply. Products reach diminishing returns at $3 million. However, the segment’s overall diminishing return is not reached until budgets total $4.5 million (for example, two products with Sales Budgets of $2.25M each). Achieving 100% accessibility is difficult. You need two products inside the segment. Once you do reach 100% accessibility, you can

AP Lag. The Accounts Payable Lag affects production and your ability to meet demand. Suppliers become concerned when they are not paid promptly. Eventually they withhold material for production.

Short-term Debt (Current Debt) Stock Offering

Direct Mail

Web Media

Email

Print Media and Web Media

Print Meda and Direct Mail

$800 thousand

$700 thousand

Inside Sales

Distributors

Concurrent Engineering, QIT, Channel Support Systems, Benchmarking,

Quality Function Deployment Effort, and CCE/6 Sigma Training

Channel Support Systems and Quality Function Deployment Effort

What are your margins?

What is your plant capable of producing? Most labels feature explanations, comments, and tips in a pop-up comment. For example, glide your cursor over Production After Adj. for the constraints that limit production.

Units are expressed in thousands. For example, Baker's first shift capacity is 1,800. This represents 1,800,000 units.

#VALUE!

You have 0 units in the warehouse.

#VALUE!

If your best case comes true, you risk running out of inventory. Missed sales are very painful. After all, at the moment you miss the sale, you have already paid all of the expenses with the units you did sell. That missed sale's margin would have been a straight contribution to profit.

The hourly wage rate and benefits package in this year's labor contract. The standard contract gives workers a 5% raise each year, although this can change if your professor schedules a labor contract negotiation.

The number of units produced on second shift.

MTBF specification. The more reliable the product, the more expensive the materials.

Automation is expensive - $4 per unit for each additional point. As an experiment, raise Baker to 10.0.

At the start of the simulation, a product with an automation rating of 1.0 would have labor costs of about $11.20 per unit. A product with an automation rating of 10.0 would have first shift labor costs of $1.12 per unit. Next try selling 200 units. To sell capacity, enter a negative number, -200. The investment will turn red, indicating that you are getting money for the sale. Capacity is sold at 65% of its original value.

Look at the 'Investment ($000)' line to see the cost of your plant Try increasing NA's improvements. Automation by .5 points.

meetings

member skills

Orange

Banana

Go back a slide

Argentina

Peru Move Able to Performance 15.1 Size Change Acre's MTBF to 12000. 5.3

Chili Add a new product called "Axle" in the Size segment.

Strategy houses the different areas of the company where you will be making decisions. You can go to these areas by clicking on the name of the department.

Last Year’s Report is where you can view and print the results from last year. Most Proformas will provide you important one being the with a look at your Capstone Courier. Printing financials that have been the Courier from this calculated based on your location provides you with a forecasted sales. prefect printed copy.

Second

Third

Develop scenarios

Forecast financial results

Analyze competitors and trends

View expands the workbook to cover the entire display (best for team meetings) or presents the File offers options to save workbook in a normal window. your work.

Undo allows you to throw away recent work. You can Undo to the last time you saved, or throw away everything and start over.

The yellow cells are results. They are protected from change. The perceived age of the product's design. Low Tech wants a proven design. High Tech wants cutting edge designs.

The results of your decisions ripple through the other worksheets. The product's reliability. Low Tech will sacrifice reliability for low price. High Tech expects products to last.

The Coach offers a tutorial for all decision entry worksheets. To view the tutorial, select the entry sheet and click the Coach button.

The breadth of your product line. You start with one product, and you can invent up to four more.

Place - Your Sales Budget drives "accessibility", the ease with which Promotion - Your Promo Budget customers can interact drives customer awareness. with you, find your The higher the awareness, the product, work with sales more likely it is that customers people and customer will seek out your product. service, etc.

Product - Product was actually handled in R&D. It concerns the design of the product and how well it fits customer needs.

Automation Rating. On a scale of 1 to 10, how automated is the production line? A 1.0 means lots of skilled workers produce the product. At 10.0 robots do Buy/Sell Capacity. Will you add the work with a few skilled production facilities or humans supervising the downsize? process.

Saving your work

Age - the perceived age of the design

Reliability - how long the product will last, measured in MTBF or Mean Time Before Failure

Decisions are to be made only to the cells that are green.

Yellow cells are protected but data can change from decisions made to the green cells.

Your company is pursuing a broad differentiation strategy in the rehearsal so you'll be offering premium products in R&D.

Low Tech - 12,000 to 17,000 High Tech - 20,000 to hours 25,000 hours By modifying a product's MTBF it will cost you and it will extend the revision date.

Performance - 22,000 to 27,000 hours

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

Learn the Marketing department.

Remember customers are expecting better performance and smaller sized products over time.

As a broad differentiator your company will provide premium products in R&D.

As a broad differentiator your company will create high awareness and easy accessibility in Marketing.

As a broad differentiator your company will price at or near the top of the price range.

Take 2,268 and divide it by the number of products Multiply the Total Industry Unit a segment. For example, Demand and the Growth Rate. 2,268 / 3 = 756. 756 units For example, 1,952 * 1.162 = represents an average per 2,268--> this year's demand for product for the High tech the High tech segment. segment.

Sales. At $128,672,677 your sales are above average. You began with a company doing about $100M in sales. With the market growing at roughly 14% per year, in Round 1 the average company could expect sales between $110M and $120M.

Profits. At ($12,112,347) our profits are terrible. We need to at least break even.

EPS or Earnings Per Share. EPS reflects your profitability this round, and in some sense suggests your future earnings.

Dividends. From a stockholder's perspective, a dividend is similar to an interest payment. It suggests how much of future profits will wind up in stockholder hands.

You can think of the stock in terms of issues. How much wealth are you creating for stockholders? How much of the profits do you give to them, and how much do you need to keep to grow the company?

Yield. Yield compares the interest payment with today's closing price. When a bond is issued, Face. The Face amount is the the rate is "locked in". remaining principal on the bond. Yield tells an investor how It is due in full when the bond their bond compares with matures. today's rates.

Close. The closing price is what other investors would pay for the bond today. For example, $99.28 means than another investor would pay $99.28 for every $100.00 of face amount.

Balance Sheet. The Balance Sheet breaks down what is owned (the assets) by catorgies of people that funded the assets. It answers the question, "How much of the assets was paid for by vendors (A/P), bankers (Current Debt), bond holders, (Long Debt), stockholders (Common Stock), and management (Retained Earnings). Are my competitors changing their credit policies? Are they offering better terms to customers? Vendors?

Income Statement. The Income Statement measures your ability to create new wealth (profits) by working our assets to produce Sales. Using your assets, you make sales. The expenses to make the sale are subtracted, leaving (hopefully) a gain or profit. Which competitors emphasize SG&A expenses to drive up demand?

Who has the biggest asset base?

2nd Shift & Overtime. Second shift is paid a 50% wage premium over first shift. (Not necessarily a bad thing, because you are also achieving high plant utilization.) Overtime means first shift workers Material Cost, Labor Cost, and must work second shift to Contribution Margin. What does fill the production it cost to make the product, and schedule. Overtime pays is it making any money? a 50% premium.

Automation and Capacity. Automation, on a scale of 1.0 to 10.0, indicates the number of workers required to staff the line. At 1.0, many workers. At 10.0, few workers. Capacity is the number of units you can produce on first shift. You can run a second shift to double production.

Market Share Actual Versus Potential. Often a competitor stocks out. This chart tells you how Customer Buying Criteria. Rank much market share was orders the buying criteria and lost or gained as a lists the specific target values. consequence.

Top Products in Segment. Compares products across the buying criteria value.

Tour the Production department.

Remember customers are expecting better performance and smaller sized products over time.

As a broad differentiator your company will provide premium products in R&D. To forecast, multiply the Total Industry Unit Demand and the Growth Rate. For example, 2,268 * 1.162 = 2,635--> this year's demand for the High tech segment. Take 2,635 and divide it by the number of products a segment. For example, 2,635 / 3 = 878. 878 units represents an average per product for the High tech segment.

Examine your competitors. Have they improved designs? Awareness? Accessibility? Prepare a sales forecast. Enter your worst-case into the forecast.

Consider selling some capacity if you find plants will be sitting idle.

Tour the Finance department. In Production, consider whether to invest in In Marketing, examine your capacity and automation competitors. Have they or selling off idle plants. improved designs? Awareness? Build enough additional Accessibility? Prepare a sales inventory to satisfy forecast. Enter your worst-case customers in your bestinto the forecast. case scenario.

In Finance, be sure that you have a positive cash balance on December 31st. We encourage a cash position 3%-7% of sales in cash.

Take me to a place where I can start over. I'm ready for more!

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

Age - the perceived age of the design

Reliability - how long the product will last, measured in MTBF or Mean Time Before Failure

Yellow cells are protected but data can change from decisions made to the green cells.

You could reposition Able to another segment, probably the Low End segment. As we will see, Able has a large plant. It would be easier to utilize its capacity in the Low End segment.

You might just "tweak" Able. If you moved it a modest amount, you would cut the age in half without seriously affecting the positioning.

High Tech - 17,000 to 23,000 hours

Give your product a name. By convention, the first letter should match the first letter of your company.

Position the product with a Give your product a Performance and Size reliability that would satisfy specification. customers.

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

The Marketing Manager's job.

Remember customers are expecting better performance and smaller sized products over time.

As a broad differentiator your company will provide premium products in R&D.

Consider creating awareness and accessibility for your new product(s) by providing a promotion and sales budget. (In addition, new products are newsworthy events so all new products enter the marketplace with 25% awareness for on top of the original promotion budget.)

Develop a forecast by multiplying the Total Industry Unit Demand and the Growth Rate. For example, 2,898 * 1.10 = 3,188--> this year's demand for the Low Tech segment.

Take 3,188 and divide it by the number of products a segment. For example, 6,098 / 3 = 1,016. 1,016 units represents an average per product for the High tech segment.

Sales. At $128,672,677 your sales are above average. You began with a company doing about $41M in sales. The market grows at roughly 15% per year. In Round 1 the average company could expect sales between $44M and $49M.

Profits. At ($12,112,347) your profits are terrible. You need to at least break even.

EPS or Earnings Per Share. EPS reflects your profitability this round, and in some sense suggests your future earnings.

Dividends. From a stockholder's perspective, a dividend is similar to an interest payment. It suggests how much of future profits will wind up in stockholder hands.

You can think of the stock in terms of issues. How much wealth are you creating for stockholders? How much of the profits do you give to them, and how much do you need to keep to grow the company?

Yield. Yield compares the interest payment with today's closing price. When a bond is issued, Face. The Face amount is the the rate is "locked in". remaining principal on the bond. Yield tells an investor how It will be due in full when the their bond compares with bond matures. today's rates.

Close. The closing price is what other investors would pay for the bond today. For example, $99.28 means than another investor would pay $99.28 for every $100.00 of face amount.

Balance Sheet The Balance Sheet breaks down what is owned (the assets) by catorgies of people that funded the assets. It answers the question, "How much of the assets was paid for by vendors (A/P), bankers (Current Debt), bond holders, (Long Debt), stockholders (Common Stock), and management (Retained Earnings). Are my competitors changing their credit policies? Are they offering better terms to customers? Vendors?

Income Statement The Income Statement measures your ability to create new wealth (profits) by working our assets to produce Sales. Using your assets, you make sales. The expenses to make the sale are subtracted, leaving (hopefully) a gain or profit. Which competitors emphasize SG&A expenses to drive up demand?

Who has the biggest asset base?

2nd Shift & Overtime. Second shift is paid a 50% wage premium over first shift. (Not necessarily a bad thing, because you are also achieving high plant utilization.) Overtime means first shift workers Material Cost, Labor Cost, and must work second shift to Contribution Margin. What does fill the production it cost to make the product, and schedule. Overtime pays is it making any money? a 50% premium.

Automation and Capacity. Automation, on a scale of 1.0 to 10.0, indicates the number of workers required to staff the line. At 1.0, many workers. At 10.0, few workers. Capacity is the number of units you can produce on first shift. You can run a second shift to double production.

Market Share Actual Versus Potential. Often a competitor stocks out. This chart tells you how Customer Buying Criteria. Rank much market share was orders the buuying criteria and lost or gained as a lists the specific target values. consequence.

Top Products in Segment. Compares products across the buying criteria value.

The Production department.

In Marketing, examine your competitors. Have they improved designs? Awareness? Accessibility? Prepare a sales forecast. Enter your worst-case into the forecast.

In Production consider whether to invest in capacity and automation. Build enough additional inventory to satisfy customers in your bestcase scenario.

Review your decisions and examine the proforma reports. Make any final changes to R&D, Marketing and Production.

The Finance department. In Production, consider whether to invest in In Marketing, examine your capacity and automation competitors. Have they or selling off idle plants. improved designs? Awareness? Build enough additional Accessibility? Prepare a sales inventory to satisfy forecast. Enter your worst-case customers in your bestinto the forecast. case scenario.

In Finance, be sure that you have a positive cash balance on December 31st. We encourage a cash position 3%-7% of sales in cash.

Take me to a place where I can start over.

In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.

In Marketing, examine your competitors. Have they improved designs? Awareness? Accessibility? Prepare a sales forecast. Enter your worst-case into the forecast. Really Short.

In R&D consider updating established products like Able. Have your projects complete before December 31st so that you can update them again next year. If you wish, you can launch new product designs, too.

In Marketing, examine your competitors. Have they improved designs? Awareness? Accessibility? Prepare a sales forecast. Enter your worst-case into the forecast. Really Short.

OptionText5

Jump1

Jump2

Jump3

Jump4

Jump5

MRD_2

MMKTG_2

MPROD_2

MFIN_2

MHR_2

MHR_3

MTQM_2

MAMK_2

TLIST_1

Performance customers want a young design of 1.0 years.

Size - 16,000 to 21,000 hours

Size - 16000 to 21000 hours

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

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

HLAB_7a

HLAB_7b

HLAB_7c

TLIST_1

Trade Shows

HAMK_9

HAMK_10

HAMK_11

HAMK_13

HAMK_14

HAMK_15

TLIST_1

HTQM_6a

HTQM_6b

TLIST_1

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

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

TLIST_1

TDB_11a

TDB_11b

TDB_11c

TDB_10

Equador

OFFL_8a

OFFL_8b

OFFL_8c

TLIST_1

Print last year's reports

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

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

CONSTR

CONSTR

Size - 16,000 to 21,000 hours

RSIMC2_100

HMKTG_1

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

Are there surprises in the Income Statement's "Other" line, which might indicate unusual fees or writeoffs?

Plant Utilization. Plant utilization of 100% means you are running a complete first shift. 200% means you are running two complete shifts.

RSIMC2_100

HPROD_1

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

RSIMC2_100

HFIN_1

Finance all your investing activities appropriately.

RSIMC2_100 RSIMC2_100

RSIMC5_2 RSIMU

RSIMU RSIMU RSIMU RSIMU RSIMU

RSIMC0_1 RSIMC0_1 RSIMC0_1 RSIMC0_1 RSIMC5_2

RSIMF2_100

HMKTG_1

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

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

Are there surprises in the Income Statement's "Other" line, which might indicate unusual fees or writeoffs.

Plant Utilization. Plant utilization of 100% means you are running a complete first shift. 200% means you are running two complete shifts.

RSIMF2_100

HPROD_1

When finished, save and advance to Round 4.<br><br> Good luck!

RSIMF2_100

HFIN_1

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

RSIMF2_100

RSIMC5_2

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

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

OnEntry OnExit

<br><br>(You can choose the Office Assistant for the coach from the CAPSTONE® MENU.)

Office 2007 Users, Please Note: To see the Capstone/Foundation/Comp-XM menu selections, click the Add-Ins tab above. If you do not see the Add-Ins tab, please resize the spreadsheet by double clicking the blue bar at the top of the window.<br><br>

FollowHyperlink

FollowHyperlink

FollowHyperlink

FollowHyperlink

FollowHyperlink

FollowHyperlink

FollowHyperlink

FollowHyperlink

DisplayCourier5 DisplayCourier5

RandD

HR

Marketing

Finance

TQM

Production

TDB_9_OnEntry

Welcome to the Capstone® Rehearsal Simulation!<br><br >I am your tour guide and I'll be giving you tours of each department you will head.<br><br>Duri ng this training you will manage the Andrews Corporation against two programmed competitors. Do not be concerned if you have been assigned to some other team for the official simulation (Baldwin, Chester, Digby, Erie or Ferris). During the Rehearsal, everybody manages the Andrews company.<br><br> There are 4 rounds to complete. You will begin the first RehearsalSimulationTeammates DoNotUseAssistant

<br><br>After completing the fourth round your professor has given you the opportunity to run the company on your own or to start a new rehearsal. If you restart and choose to run your company on your own the coach will be disabled. You can only restart your rehearsal once every 24 hours.<br><br>Making an analogy of the business simulation to a flight simulator, the uncoached rehearsal will enable you to practice various techniques flying the plane. Keep in mind though that your competitors in the rehearsal are not as tough as those in your competition.

Office 2007 Users, Please Note: To see the Capstone/Founda tion/Comp-XM menu selections, click the Add-Ins tab above. If you do not see the Add-Ins tab, please resize the spreadsheet by double clicking the blue bar at the top of the window.<br><br>

UseAssistant

RandD

RehearsalSimulationTeammates

DisplayCourier1

DisplayCourier2

DisplayCourier3

DisplayCourier4

DisplayCourier5

DisplayCourier6

DisplayCourier7 DisplayCourier8

DisplayCourier9

DisplayCourier10

DisplayCourier11

DisplayCourier12

DisplayAnnRpt1

DisplayAnnRpt2

RehearsalSimulationTeammates

RehearsalSimulationTeammates

RehearsalRestart

RehearsalUnCoached

Welcome to the Foundation® Rehearsal Simulation!<br><br >I am your tour guide and I'll be giving you tours of each department you will head.<br><br>Duri ng this training you will manage the Andrews Corporation against two programmed competitors. Do not be concerned if you have been assigned to some other team for the official simulation (Baldwin, Chester, Digby, Erie or Ferris). During the Rehearsal, everybody manages the Andrews company.<br><br> There are 4 rounds to complete. You will begin the first

<br><br>After completing the fourth round your professor has given you the opportunity to run the company on your own or to start a new rehearsal. If you restart and choose to run your company on your own the coach will be disabled. You can only restart your rehearsal once every 24 hours.<br><br>Making an analogy of the business simulation to a flight simulator, the uncoached rehearsal will enable you to practice various techniques flying the plane. Keep in mind though that your competitors in the rehearsal are not as tough as those in your competition.

Office 2007 Users, Please Note: To see the Capstone/Founda tion/Comp-XM menu selections, click the Add-Ins tab above. If you do not see the Add-Ins tab, please resize the spreadsheet by double clicking the blue bar at the top of the window.<br><br>

RandD

RandD

DisplayCourier1

DisplayCourier2

DisplayCourier3

DisplayCourier4

DisplayCourier6

DisplayCourier8

DisplayCourier10

DisplayCourier11

DisplayCourier12

DisplayAnnRpt1

DisplayAnnRpt2

ChngDate

Cell Location GameType TQM!D3 Foundation

TranslatedSize 175|200

TranslatedComment On any particular initiative, spending more than $1 million this year pushes into diminishing returns. Furthermore, cumulative diminishing returns are reached at $2.5 million on any given initiative. For example, to reach the ultimate limits on CPI systems as quickly as possible, you would spend $1 million this year, $1M next year, and $0.5M in the third year. There is also a threshold of $250K before an initiative shows a meaningful return. Put simply, if you budget for an initiative, the investment should be at least $250K, and not more than $1 million.

Mktg!C3

CompXM

175|200

Customers expect prices to fall within a reasonable range. At the beginning of the simulation, price expectations ranged from a low of $14 in the Thrift Segment to a high of $42 in the Elite segment. For this year's expected price ranges, visit the segment pages under "Last Year's Reports". For example, at the beginning of the simulation, the expected price range in the Thrift segment ranged from $14 to $26.

LOGIN WEB QUERY UserID Password UserType INVALID StudentLogin FullName LoginSimID FALSE RoundType FALSE FALSE FALSE FALSE FALSE DraftSaved Null FALSE 2 Round 0 FALSE AUDIT_TRAIL_ST AMP SavedBy Null SavedWhat Null SavedDate Dec 05, 2012 SavedTime 02:17 PM EST SimulationVersion 2010 Null ClassRound 0 RoundType Pratice RehearsalRestart 0 FALSE FALSE DraftSaved Null 2 FALSE FALSE TRUE

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

OFFICIAL_DEC_AVAILABLE WEB 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 119234 StudentKey C54426 SimID HarvardCookie Established C38576

BALANCED SCORECARD PROFORMA QUERY SimID Baldwin Round Financial Financial Financial Internal Business Process Internal Business Process Internal Business Process Internal Business Process Internal Business Process Customer Customer Customer Customer Customer Learning and Growth Learning and Growth Learning and Growth Learning and Growth Learning and Growth Learning and Growth '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' '' ''

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

CORECARD PROFORMA QUERY

Criteria Stock Price Profits Leverage Contribution Margin Plant Utilization Days of Working Capital Stock-out Costs Inventory Carrying Costs Customer Buying Criteria Customer Awareness Customer Accessibility Product Count SG&A Expense Employee Turnover Rate Employee Productivity TQM Material Reduction TQM R&D Reduction TQM Admin Cost Reduction TQM Demand Increase

sumVal 94.8894 2654280.722 9.8776 1.0693 3.8826 -37.9309 0.3277 0.0242 162.8468 2.4235 1.4852 22 0.4852 0.3548 4.1248 0 0 0.4406 0

Points Value 8 9 8 5 5 5 5 5 Ending Ending Ending Ending Ending Ending Ending Ending

Shape a 3 3 1 3 1 1 4 4 3 3 3 3 1 4 3 3 3 3 3 1 1000000 1.3 0.27 0.9 15 0 0 13 0.5 0.5 1 0.05 0 1 0 0 0 0

b

c

d

51 0 0 16000000 0 0 1.8 2.8 4 0.36 0 0 1 1.8 2 30 90 105 0 0 0.05 0 0.005 0.055 43 0.9 0.9 8 0.07 0 1.1 0.063 0.357 0.48 0.079 0 0 0 0 0.17 0 0 0 0 0.25

5 Ending 5 Ending 5 Ending 5 Ending 5 Ending 6 Ending 7 Ending 3 Ending 3 Ending 3 Ending 3 Ending

0.05 0.125 0 0 0 0 0 0 0 0 0 0

Criteria Market Cap Sales Emergency Loan Operating Profit Wtg Avg Cust Survey Score Market Share Sales/Employee Assets/Employee Profits/Employee

sumVal 0.4887 586152084.6 0.2594 -13744756.37 87.2818 0.7439 567519.8981 427270.1654 6094.9939

Points 20 20 20 60 20 40 20 20 20

Value Shape a b c Ending 3 0.01 0.3 Average 3 15000000 181000000 Average 4 0 0 Cumulative 3 2225000 135000000 Average 3 8 31 Average 3 0.08 0.22 Average 3 118000 271000 Average 3 84000 253000 Cumulative 3 0 237000

d 0 0 0 0 0 0 0 0 0 0 0 0.01 0 0 0 0 0 0

LaborNegotiation Offer1 Offer2 TQMfunction TQMbudgets MKTGPrimarySeg MKTGPrintMedia MKTGDirectMail MKTGWebMedia MKTGEmail MKTGTradeShows MKTGSalesPriorities MKTGOutsideSales MKTGInsideSales MKTGDistributors MKTGReports FeesAndNewCapital

DECISIONSINCOMING DECISIONS ProductName RetireProduct XcoordinateRD YcoordinateRD MTBFrdSpec Price PromoBudget SalesBudget UnitSalesForecast ProductionOrdered CapacityChange AutomationNextRound FinanceFunction FinanceDecisions LaborNegotiation Offer1 Offer2 TQMfunction TQMbudgets MKTGPrimarySeg MKTGPrintMedia MKTGDirectMail MKTGWebMedia MKTGEmail MKTGTradeShows MKTGSalesPriorities MKTGOutsideSales MKTGInsideSales MKTGDistributors MKTGReports FeesAndNewCapital

Baldwin Baker

2 Bead Na

5

0 0 0 8 3 0 12 17 0 17500 14000 0 26.99 20.5 0 500 500 0 1000 1000 0 0 0 0 1516 1964 0 0 0 0 5 5 0 StIssue StRetire Dividend 0 0 0 TechWage AsmbWage Benefits 25.52 0 2800 28.07 0 3080 CPI VendorJIT QIT 0 0 0 1 2 3 100 100 0 100 100 0 100 100 0 100 100 0 100 100 0 0.24 0.22 0.2 22 5 5 56 11 11 28 6 5 0 0 0 0 0

2017 C54426 Buddy 0 0 9.4 6.1 15.5 7.6 27000 19000 32.5 31 500 1000 1000 1000 0 0 711 1200 0 0 3.5 4.5 ShortDebt BondRetir 0 0 ProfitShr AnnRaise 0.021 0.050 0.023 0.055 Channels CCE 0 0 4 5 100 200 100 200 100 200 100 200 100 200 0.17 0.17 4 4 12 11 5 6 0 0 Bold

Bigboy

Bullis 0 0 6.2 12.5 7 8 21000 25000 33 37.99 2200 2200 2200 2200 0 0 900 450 0 0 3.5 3.5 BondIssue AR 0 30 Complment RecrSpend 1122 2500 0 0 BenchMark QFDE 0 0 0 0 440 440 440 440 440 440 440 440 440 440 0 0 4 0 11 0 6 0 0 0

Na 0 0 0 0 0 0 0 0 0 0 0 AP 60 TrainHrs 60 0 CCE6sigma UNEPGreen GEMISustain 0 0 0 0 0 0 0 0 0 0 0 0 0 0

DECISIONSOUTGOING DECISIONS ProductName RetireProduct XcoordinateRD YcoordinateRD MTBFrdSpec Price PromoBudget SalesBudget UnitSalesForecast ProductionOrdered CapacityChange AutomationNextRound FinanceFunction FinanceDecisions LaborNegotiation Offer1 Offer2 TQMfunction TQMbudgets MKTGPrimarySeg MKTGPrintMedia MKTGDirectMail MKTGWebMedia MKTGEmail MKTGTradeShows MKTGSalesPriorities MKTGOutsideSales MKTGInsideSales MKTGDistributors MKTGReports FeesAndNewCapital

Baker 0 8.0 12.0 17500 26.99 500 1000 0 1516 0 5.0 StIssue 0 TechWage 0.00 0.00 CPI 0 1 100 100 100 100 100 0.240 22 56 28 0 0

0 Bead 0 3.0 17.0 14000 20.50 500 1000 0 1964 0 5.0 StRetire 0 AsmbWage 0.00 0.00 VendorJIT 0 2 100 100 100 100 100 0.220 5 11 6 0 0

0 NA 0 0.0 0.0 0 0.00 0 0 0 0 0 0.0 Dividend 0.00 Benefits 0 0 QIT 0 3 0 0 0 0 0 0.200 5 11 5 0

0 Bold 0 9.4 15.5 27000 32.50 500 1000 0 711 0 3.5 ShortDebt 0 ProfitShr 0.000 0.000 Channels 0 4 100 100 100 100 100 0.170 4 12 5 0

C54426 Buddy 0 6.1 7.6 19000 31.00 1000 1000 0 1200 0 4.5 BondRetir 0 AnnRaise 0.000 0.000 CCE 0 5 200 200 200 200 200 0.170 4 11 6 0

Bigbo 0 6.2 7.0 21000 33.00 2200 2200 0 900 0 3.5 BondIssue 0 Complment #VALUE! 0 BenchMark 0 0 440 440 440 440 440 0.000 4 11 6 0

Bulli 0 12.5 8.0 25000 37.99 2200 2200 0 450 0 3.5 AR 30 RecrSpend 2500 0 QFDE 0 0 440 440 440 440 440 0.000

NA 0 0.0 0.0 0 0.00 0 0 0 0 0 0.0 AP 60 TrainHrs 60 0 CCE6sigma UNEPGreen GEMISustain 0 0 0 0 0 0 0 0 0 0.000

DECISIONS LAST SAVED DECISIONS Baldwin 2 5 2017 C54426 ProductName Baker Bead Na Bold Buddy Bigboy Bullis Na RetireProduct 0 0 0 0 0 0 0 0 XcoordinateRD 8.0 3.0 0.0 9.4 6.1 6.2 12.5 0.0 YcoordinateRD 12.0 17.0 0.0 15.5 7.6 7.0 8.0 0.0 MTBFrdSpec 17500 14000 0 27000 19000 21000 25000 0 Price 26.99 20.50 0.00 32.50 31.00 33.00 37.99 0.00 PromoBudget 500 500 0 500 1000 2200 2200 0 SalesBudget 1000 1000 0 1000 1000 2200 2200 0 UnitSalesForecast 0 0 0 0 0 0 0 0 ProductionOrdered 1516 1964 0 711 1200 900 450 0 CapacityChange 0 0 0 0 0 0 0 0 AutomationNextRound 5.0 5.0 0.0 3.5 4.5 3.5 3.5 0.0 FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR AP FinanceDecisions 0 0 0.00 0 0 0 30 60 LaborNegotiation TechWage AsmbWage Benefits ProfitShr AnnRaise Complment RecrSpend TrainHrs Offer1 25.52 0.00 2800 0.021 0.050 1122.000 2500.000 60.000 Offer2 28.07 0.00 3080 0.023 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 100 100 0 100 200 440 440 0 MKTGDirectMail 100 100 0 100 200 440 440 0 MKTGWebMedia 100 100 0 100 200 440 440 0 MKTGEmail 100 100 0 100 200 440 440 0 MKTGTradeShows 100 100 0 100 200 440 440 0 MKTGSalesPriorities 0.24 0.22 0.20 0.17 0.17 0.00 0.00 0.00 MKTGOutsideSales 22.00 5.00 5.00 4.00 4.00 4.00 0.00 0.00 MKTGInsideSales 56.00 11.00 11.00 12.00 11.00 11.00 0.00 0.00 MKTGDistributors 28.00 6.00 5.00 5.00 6.00 6.00 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 SavedWhat All SavedDate Oct 12, 2012 SavedTime 02:55 PM CDT ALL C:\Documents and Settings\brian\My Documents\CapstoneDecisi onsRound1C27385Andrew s.prn

ddy Bigboy Bullis Na

000 21000 25000 0 00 37.99 0.00

200 900 450 0

4.5 3.5 3.5 0.0 dend ShortDebt BondRetir BondIssue AR AP

ge Benefits ProfitShr AnnRaise Complment RecrSpend TrainHrs 22.000 2500.000 60.000

nels CCE BenchMark QFDE CCE6sigma UNEPGreen GEMISustain

17 0.17 0.00 0.00 0.00 00 4.00 4.00 0.00 0.00 2.00 11.00 11.00 0.00 0.00 0 6.00 6.00 0.00 0.00 0 0.00 0.00 0.00

RandD

0
Name Baker Bead Na Bold Buddy Bigboy Bullis Na New Pfmn 8.0 3.0 0.0 9.4 6.1 6.2 12.5 0.0 New Size 12.0 17.0 0.0 15.5 7.6 7.0 8.0 0.0

Research & Development
MTBF 17,500 14,000 0 27,000 19,000 21,000 25,000 0 29-Jan-14 5-Jul-16 29-Feb-16 7-Apr-16 Revision Date 10-Nov-16 24-May-08 Age at Revision 1.0 0.0 1.8 0.5 0.1 0.1 Total
20

Round 0 - 0
Material Cost
$0 Baker Bead NA Bold Buddy Bigbo Bulli NA $5 $10 $15
Old New

R&D Cost ($000) $0 $0 $0 $0 $0 $0 $0 $0 $0

$20

10.0
18

Age Profiles
Baker

Bead
16 14

9.0

Bead NA

Bold

8.0 7.0 Perceived Age in years

Bold Buddy Bigbo

12

Baker

6.0 5.0 4.0 3.0 2.0

Bulli NA

Size

10 8 6 4 2

Buddy Bigboy

Bullis

1.0
0 0 2 4 6 8 10 12 14 16 18 20

0.0

Performance

Perceptual map (at the end of this year)

Page 3246

RandD_F

0
Name Baker Bead Na Bold Buddy New Pfmn 8.0 3.0 0.0 9.4 6.1 New Size 12.0 17.0 0.0 15.5 7.6

Research & Development
MTBF 17,500 14,000 0 27,000 19,000 29-Jan-14 5-Jul-16 Revision Date 10-Nov-16 24-May-08 Age at Revision 1.0 0.0 0.0 1.8 0.5 Total R&D Cost ($000) $0 $0 $0 $0 $0 $0
Bold Buddy
Baker

Round 0 - 0
Material Cost
$0 $5 $10 $15
Old New

$20

Bead NA

20 18

Age Profiles
10.0
Baker Bead NA

Bead
16

9.0

Bold

8.0
Perceived Age in years

14

Bold Buddy

7.0
6.0 5.0

12

Baker

Size

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

Buddy Bigboy

Bullis

4.0 3.0
2.0 1.0

0.0 Performance Perceptual map (at the end of this year)

Page 3247

Mktg

0
Name Baker Bead NA Bold Buddy Bigbo Bulli NA Total Price $26.99 $20.50 $0.0 $32.50 $31.00 $33.00 $37.99 $0.0 Promo Budget $500 $500 $0 $500 $1,000 $2,200 $2,200 $0 $6,900 Sales Budget $1,000 $1,000 $0 $1,000 $1,000 $2,200 $2,200 $0 $8,400

Marketing
Benchmark Prediction #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Your Sales Forecast 0 0 0 0 0 0 0 Gross Revenue Forecast #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Variable Costs #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Round 0 - 0
Contrib. Margin Forecast #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Less Promo & Sales #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Note: The Computer Prediction is only useful as a benchmarking tool. The computer assumes that each competitor will offer one unremarkable product in every segment. It does not know what your competitors have actually offered. Therefore, you should always override the computer's forecast with your own.
Revenue Forecast $5,000) $4,000) $3,000) $2,000) $1,000) $0)
Variable costs Marketing Margin After marketing

A/R Lag (days) A/P Lag (days)

30 60

Unit sales forecast
1 1 1 0 0 0

Size

Pfmn

High

Low

Trad

Baker

Bead

NA

Bold

Buddy

Bigbo

Bulli

NA

Baker

Bead

NA

Bold

Buddy

Bigbo

Bulli

NA

Page 3248

Mktg_F

0
NAME Baker Bead NA Bold Buddy Total Price $26.99 $20.50 $0.0 $32.50 $31.00 Promo Budget $500 $500 $0 $500 $1,000 $2,500 Sales Budget $1,000 $1,000 $0 $1,000 $1,000 $4,000

Marketing
Benchmark Prediction #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Your Sales Forecast 0 0 0 0 0 Gross Revenue Forecast #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Variable Costs #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Round 0 - 0
Contrib. Margin Forecast #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Less Promo & Sales #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Note: The Computer Prediction is only useful as a benchmarking tool. The computer assumes that each competitor will offer one unremarkable product in each segment. It does not know what your competitors have actually offered. Therefore, you should always override the computer's forecast with your own.
Revenue Forecast $2,500) $2,000) $1,500) $1,000) $500) $0) Baker Bead NA Bold Buddy
Variable costs Marketing Margin After marketing

A/R Lag (days) A/P Lag (days)

30 60

Unit sales forecast 1 1 1 0 0 0 Baker

Size

Pfmn

High

Low

Trad

Bead

NA

Bold

Buddy

Page 3249

0
Promo Budget Target Segment Print Media Direct Mail Web Media Email Trade Shows Budget ($000) Sales Budget Outside Sales Inside Sales Distributors Budget ($000) Baker $100 $100 $100 $100 $100 $500 Trad 5 11 6 $0 Bead $100 $100 $100 $100 $100 $500 Low

Marketing Budget Detail
NA $0 $0 $0 $0 $0 $0 High 5 11 5 $0 4 12 5 $0 Bold $100 $100 $100 $100 $100 $500 Pfmn 4 11 6 $0 Buddy $200 $200 $200 $200 $200 $1,000 Size 4 11 6 $0

Awareness Forecast 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Baker Bead NA Bold Buddy

Trad

Low

High

Pfmn

Size

Accessibility
0% Trad Low High Pfmn 10%

Bigbo

Bulli

NA

Size

Round 0 - 0
Bigbo $440 $440 $440 $440 $440 $2,200 Budget $0 $0 $0 $0 Bulli $440 $440 $440 $440 $440 $2,200 NA $0 $0 $0 $0 $0 $0 Budget $1,380 $1,380 $1,380 $1,380 $1,380 $6,900

Baker Bead NA Bold Buddy Bigbo Bulli NA Total

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

$0 $0 $0 $0 $0 $0 $0 $0 $0

Accessibility
10% 20% 30% 40% 50% 60% 70% 80%

New

90%

100%

Production

0
Schedule Unit Sales Forecast Inventory On Hand Production Schedule Production After Adj. Margins 2nd Shift Production% Labor Cost/Unit Material Cost/Unit Total Unit Cost Contribution Margin Physical Plant 1st Shift Capacity Buy/Sell Capacity Automation Rating New Autom. Rating Investment ($000) Workforce Complement
Production Vs. Capacity 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0
Baker Bead NA Bold Buddy Bigbo Bulli

Production
Baker #VALUE! 1,516 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 1,800 0 5.0 5.0 $0 Last Year 0 Bead #VALUE! 1,964 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 1,400 0 5.0 5.0 $0 Needed #VALUE! NA #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.0% 0 0.0 $0 This Year 103%
Production

Round 0 - 0
Buddy Bigbo #VALUE! 900 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 450 0 3.5 3.5 $0 Overtime #VALUE! Bulli #VALUE! 450 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 450 0 3.5 3.5 $0 NA #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.0% 0 TOTAL 5,700 TOTAL #VALUE! 6,741 #VALUE!

Bold #VALUE! 711 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 600 0 3.5 3.5 $0 1st Shift #VALUE!

#VALUE! 1,200 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 1,000 0 4.5 4.5 $0 2nd Shift #VALUE!
Price vs. Unit Cost $1 $1 $1 $0
$0

0.0 $0 $0 Max Invest. #DIV/0! A/P Lag 60 (days)
Margin Labor Material

Both Shifts

Base Capacity

$0
NA Baker Bead NA Bold Buddy Bigbo Bulli NA

Page 3253

Production_F

0
Schedule Unit Sales Forecast Inventory On Hand Production Schedule Production After Adj. Margins 2nd shift/Overtime% Labor Cost/Unit Material Cost/Unit Total Unit Cost Contribution Margin Physical Plant 1st Shift Capacity Buy/Sell Capacity Automation Rating New Autom. Rating Investment ($000) A/P Lag (days) Baker #VALUE! 1,516 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 1,800 0 5.0 5.0 $0 60 Bead #VALUE! 1,964 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 1,400 0 5.0 5.0 $0 NA

Production
Bold #VALUE! 711 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 600 0 3.5 3.5 $0 Buddy #VALUE! 1,200 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 1,000 0 4.5 4.5 $0 Max Invest. TOTAL 5,700 TOTAL #VALUE! 5,391 #VALUE! STAFFING Needed Complement Complement 1st Shift Complement 2nd Shift Complement Overtime% Turnover Rate New Employees Separated Employees Recruiting Spend Training Hours Productivity Index Recruiting Cost Separation Cost Training Cost Total HR Admin Costs #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.0% 0 0.0 $0

Round 0 - 0
Last Year 0 0% 0 0 0.0% 0.0% 0 0 $0 0 0.0% This Year #VALUE! 103% #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $2,500 60 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

$0 #DIV/0!

Production Vs. Capacity 4,000 3,500 3,000
2,500

Both Shifts

Base Capacity

Production

Price vs. Unit Cost $1 $1 $1
$0

Margin

Labor

Material

2,000 1,500 1,000 500 0
Baker Bead NA Bold Buddy

$0 $0
Baker Bead NA Bold Buddy

Page 3254

0
STAFFING
Needed Complement Complement 1st Shift Complement 2nd Shift Complement Overtime% Turnover Rate New Employees Separated Employees Recruiting Spend Training Hours Productivity Index Recruiting Cost Separation Cost Training Cost Total HR Admin Costs Last Year 0 0 0 0 0.0% 0.0% 0 0 $0 0 0.0% This Year #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $2,500 60 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Human Resources

Hourly Wage Benefits Profit Sharing % Annual Raise Contract Expiration:

sources
LABOR NEGOTIATION
Current Contract $0.00 $0 0.0% 0.0% Labor Demands $0.00 $0 0.0% 0.0%

Round 0 - 0

Negotiation Position Starting $29.85 $3,165 2.4% 6.0% Ceiling $32.84 $3,482 2.6% 6.6%

Contract Expiration: 1-Oct-00

TQM

0
Budget ($000)

TQM Initiative
0%

Round 0 - 0
Admin Cost reductions For the year just ended
20%

Process Management Initiatives
CPI Systems Vendor/JIT Quality Initiative Training Channel Support Systems Concurrent Engineering UNEP Green Programs
$0 $0 $0 $0 $0 $0

Total Current Expenditures:

$0 ($000)

Projected Cumulative Impacts
Worst Case Best Case 0.0% 0.0% 0.0% 0.0% 0.0%

TQM Initiatives
Benchmarking Quality Function Deployment Effort CCE/6 Sigma Training GEMI TQEM Sustainability Initiatives
$0 $0 $0 $0

Material Cost Reduction Labor Cost Reduction Reduction R&D Cycle Time Reduction in Admin Costs Demand increase

0.0% 0.0% 0.0% 0.0% 0.0%

Reduction in Cost of Goods For the year just ended
100% 90% 80% 70% 60% 50%

Labor

Material

R&D Cycle Time Reductions For the year just ended
0% 10% 0%

Demand Increase For the year just ended
5%

40%
30% 20% 10% 0%

Page 3283

Finance

0
Plant Improvements Total Investments ($000) Sales of Plant & Equipment Common Stock Shares Outstanding (000) Price Per Share 1/1/0 Earnings Per Share Max Stock Issue ($000) Issue Stock ($000) Max Stock Retire ($000) Retire Stock ($000) Dividend Per Share Current Debt Interest Rate Due This Year Borrow ($000) Cash Positions December 31, -1 December 31, 0 $0 $0 1,931 $5.89 #VALUE! $2,275 $0 $569 $0 $0.00 12.3% $13,900 $0 11768 $3,399 #VALUE!

Finance
Series Number Outstanding Bonds Face Amount Current $0 Yield

Round 0 - 0
-1 Close

Long Term Debt Retire Long Term Debt ($000) Issue Long Term Debt ($000) Long term interest rate Maximum issue this year A/R Lag (days) A/P Lag (days)

$0 $0 13.7% $58,432 30 60

Liabilities & Owner's Equity
Accounts Payable Current Debt Long Term Debt Common Stock Retained Earnings

Current Debt Debt Accounts Payable Retained Long Earnings Term

Common Stock

Page 3284

BalanceSheet

0 Assets
Current Assets Cash Accts Receivable Inventories Total Current Assets Fixed Assets Plant & Equip. Accum. Deprec. Total Fixed Assets TOTAL ASSETS

Proforma Balance Sheet
Liabilities & Owner's Equity
Liabilities Accts Payable Current Borrowing Emergency Loan Maturing L.T. Debt Long Term Debt Total Liabilities Owner's Equity Common Stock Retained Earn. Total Equity Total LIAB. & O.E. #VALUE! $0 #VALUE! $0 $0 #VALUE!

Round 0 - 0

#VALUE! #VALUE! #VALUE!

#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

$137,200 ($73,307) $63,893

#VALUE! #VALUE! #VALUE!

$17,309 #VALUE! #VALUE! #VALUE!

#VALUE! #VALUE! #VALUE! #VALUE!

#VALUE! #VALUE!

Assets

Accounts Cash Receivable Inventories

Liabilities & Owner's Equity

Long Term Debt Accounts Payable Retained Current Earnings Debt

Accounts Payable Cash Accounts Receivable Inventories Fixed

Common Stock Fixed
Current Debt Long Term Debt Common Stock Retained Earnings

Page 3285

IncomeStatement_F

0
REVENUE Sales VARIABLE COSTS Direct Labor Direct Material Inventory Carry Total Variable Costs Contribution margin PERIOD COSTS Depreciation SG&A: R&D Promotion Sales Admin Total Period Costs Net Margin Baker #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $3,120 $0 $500 $1,000 #VALUE! #VALUE! #VALUE!

Proforma Income Statement
Bead #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $2,427 $0 $500 $1,000 #VALUE! #VALUE! #VALUE! NA #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Bold #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Buddy #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Round 0 - 0
TOTAL #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $9,147 $0 $6,900 $8,400 #VALUE! #VALUE! #VALUE! $0 #VALUE! $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

$0 $800 $1,600 $0 $0 $0 $0 $500 $1,000 $0 $1,000 $1,000 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Other (Fees, Write Offs, TQM) EBIT Interest Taxes Profit Sharing Net Profit

$4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 Baker Bead NA Bold Buddy

Labor Material Inventory Carrying costs Depreciation Research & Development Marketing Administrative / Other Net Margin

Page 3286

IncomeStatement

0
REVENUE Sales VARIABLE COSTS Direct Labor Direct Material Inventory Carry Total Variable Costs Contribution margin PERIOD COSTS Depreciation SG&A: R&D Promotion Sales Admin Total Period Costs Net Margin Baker #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $3,120 $0 $500 $1,000 #VALUE! #VALUE! #VALUE! Bead #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $2,427 $0 $500 $1,000 #VALUE! #VALUE! #VALUE!

Proforma Income Statement
NA #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $0 $0 $0 $0 #VALUE! #VALUE! #VALUE! Bold #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $800 $0 $500 $1,000 #VALUE! #VALUE! #VALUE! Buddy #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $1,600 $0 $1,000 $1,000 #VALUE! #VALUE! #VALUE! Bigbo #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Bulli #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! NA #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!

Round 0 - 0
TOTAL #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! $9,147 $0 $6,900 $8,400 #VALUE! #VALUE! #VALUE! $0 #VALUE! $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Labor
Material

$600 $600 $0 $0 $0 $0 $2,200 $2,200 $0 $2,200 $2,200 $0 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Other (Fees, Write Offs, TQM) EBIT Interest Taxes Profit Sharing Net Profit

$4,000 $3,500
$3,000

$2,500
$2,000

Inventory Carrying costs
Depreciation

$1,500
$1,000 $500

Research & Development
Marketing

Administrative / Other

$0
Baker Bead NA Bold Buddy Bigbo Bulli NA

Net Margin

Page 3287

CashFlow

0
Cash Flows from operations Net income (loss) Depreciation and writeoffs Change in accounts payable Change in inventory Change in accounts receivable Net cash from operations Cash Flows from investing Plant improvements Cash Flows from financial actions Dividends paid Sales of common stock Purchase of common stock Increase long term debt Retire long term debt Change current debt (net) Net cash from financial actions Net change in cash position Starting cash position Closing cash position

Proforma Cash Flow Statement
Cash Flow from operations
$10,000

Round 0 - 0

#VALUE! $9,147 #VALUE! #VALUE! #VALUE! #VALUE!

Net income (loss)

Depreciation
Accounts Payable Inventories Accounts Receivable

$5,000

Net cash flow

$0
$1

$0

Cash flow from investing
Plant improvements

$0 $0 $0 $0 $0 #VALUE! #VALUE! #VALUE! $3,399 #VALUE!

Net cash flow

$0 $1

Cash flow from finance
Dividends Sales of stock Purchase of stock New long term debt Retire long term debt Change current debt

$1 $1
$0 $0

Net cash flow

$0

Cash flow summary

$1

$1 $1
Cash flow from Operations
Cash flow from Investing Cash flow from Financial actions

$0

$0 $0

Net change in cash position

Page 3288

0
Criteria Financial Stock Price Profits Leverage SubTotal Financial Internal Business Process Contribution Margin Plant Utilization Days of Working Capital Stock-out costs Inventory Carrying costs SubTotal Internal Business Process Customer Customer Buying Criteria Customer Awareness Customer Accessibility Product Count SG&A expense SubTotal Customer Learning and Growth Employee Turnover Rate Employee Productivity SubTotal Learning and Growth Score for Round3

Proforma Balanced Scorecard
ROUND 0 PROJECTED RESULTS
Score / Points 0.0 0.0 0.0 0.0 0.0 0.0 0.0 5.0 0.0 5.0 0.5 3.7 0.0 0.7 0.0 4.9 / / / / / / / / / / / / / / / / 8.0 9.0 8.0 25.0 5.0 5.0 5.0 5.0 5.0 25.0 5.0 5.0 5.0 5.0 5.0 25.0 No Credit < $3.00 < $1,000,000 < 1.3, > 4.0 Partial Credit $3.00 ... $37.00 $1,000,000 ... $12,000,000 1.3 ... 4.0 Full Credit

Round 0 - 0

> $37.00 > $12,000,000 1.8 ... 2.8

< 27% < 90%, > 200% < 15, > 105 > 5.0% > 5.0%

27% ... 36% 90% ... 200% 15 ... 105 5.0% ... 0.0% 5.0% ... 1.0%

> 36% 100% ... 180% 30 ... 90 < 0.0% < 1.0%

< 16 < 50% < 50% <1 < 5.0%, > 25.0%

16 ... 44 50% ... 90% 50% ... 90% 1 ... 8 5.0% ... 25.0%

> 44 > 90% > 90% >8 7.0% ... 18.0%

0.0 / 7.0 0.0 / 7.0 0.0 / 14.0 9.9 / 89.0

> 11.5% < 100%

11.5% ... 7.0% 100% ... 104%

< 7.0% > 104%

RECAPITULATION INTERIM RESULTS
Recap criteria evaluate your company's overall performance and are finalized when your simulation is completed. Interim results chart. your progress towards those ending goals. Your score only includes the Recap for the last completed round. Financial < 1% > 30% Market Cap 0.0 / 20.0 1% ... 30% < $15,000,000 $15,000,000 ... $181,000,000 > $181,000,000 Sales 0.4 / 20.0 > 1% < 0% Emergency Loan 0.0 / 20.0 1% ... 0% SubTotal Financial Internal Business Process Operating Profit SubTotal Internal Business Process Customer Wtg Avg Cust Survey Score Market Share SubTotal Customer Learning and Growth Sales/Employee Assets/Employee Profits/Employee SubTotal Learning and Growth Recap Score 0.4 / 60.0 0.0 / 60.0 0.0 / 60.0 0.0 / 20.0 0.0 / 40.0 0.0 / 60.0 0.0 20.0 0.0 20.0 / / / / 20.0 20.0 20.0 60.0 < $2,225,000 $2,225,000 ... $135,000,000 > $135,000,000

<8 < 8%

8 ... 31 8% ... 22%

> 31 > 22%

< $118,000 < $84,000 < $0

$118,000 ... $271,000 $84,000 ... $253,000 $0 ... $237,000

> $271,000 > $253,000 > $237,000

20.4 / 240.0

Ratios

Proforma Financial Ratios
Return On Sales (ROS) or "Profitability" = Profit / Sales Asset Turnover or "Turnover" = Sales / Assets Return On Assets (ROA) = Profitability * Turnover Leverage = Assets / Equity Return on Equity (ROE) = Profit / Equity Free Cash Flow = Cash Flow From Ops - Capital Expenditures Working Capital = Current Assets - Current Liabilities Days of Working Capital = Working Capital / (Sales / 365) Projected Stock Price Market Capitalization ($M) = Stock Price * Shares Outstanding Book Value Per Share = Equity / Shares Outstanding Price Earnings Ratio (P/E) = Stock Price / EPS Market / Book Ratio = Stock Price / Book Value Per Share Dividend Yield = Dividend Per Share / Stock Price Dividend Payout Ratio = Dividend Per Share / EPS
ROS
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% % 1.0 0.9 0.8

#VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
ROE
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% %

Asset Turnover
1.0 0.9

Leverage

X

0.7 0.6 0.5 0.4 0.3 0.2 0.1 0.0

X

0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0.0

=

Page 3290

Low End Segment Report
Market Share Unit Sales December Survey Decisions Primary Segment Print Media Direct Mail Web Media Email Trade Shows Impressions Print Media Direct Mail Web Media Email Trade Shows Awareness Created Print Media Direct Mail Web Media Email Trade Shows New Awareness End Awareness Promo Expenditures Print Media Direct Mail Web Media Email Trade Shows Total Sales Priorities Sales Budget Outside Sales Inside Sales Distributors Mktg Report Total Accessibility Gains Outside Sales Inside Sales Distributor New Accessibility End Accessibility
Awareness
0% 10% 20% 30% 40% 50% 60% 70%

CAPSTONE COURIER

0

Round -1, 12/31/-1

Accessibility
80% 90% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

0
0 0 0 0 0 0 0 0 0 0 0

0

0

0

0

0

0

DecSummary_F

Decision Summary
*Decisions currently in spreadsheet.

Course ID: Team Name: Time Stamp: PRODUCTS
Product Name Performance Size MTBF Price Promo Budget Sales Budget Your Sales Forecast Sched Production Capacity Change Automation Rating

0 2/4/2014 9:15

Round Number: Decision Year:

0 0

Baker 8.0 12.0 17,500 $26.99 $500 $1,000 0 1,516 0 5.0

Bead 3.0 17.0 14,000 $20.50 $500 $1,000 0 1,964 0 5.0

NA 0.0 0.0 0 $0.00 $0 $0 0 0 0 0.0

Bold 9.4 15.5 27,000 $32.50 $500 $1,000 0 711 0 3.5

Buddy 6.1 7.6 19,000 $31.00 $1,000 $1,000 0 1,200 0 4.5

FINANCE
Stock Issue Stock Retire Dividend PerShare Short Term Debt Bond Retire Bond Issue AR Policy AP Policy $0 $0 $0.00 $0 $0 $0 30 60

TQM
CPI Vendor/JIT QIT CSS CE Benchmark QFDE CCE/6 UNEPGreen GEMITQEM $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

HUMAN RESOURCES
Complement Recruiting Spend Training Hours #VALUE! $2,500 60

Page 3292

DecSummary

Capstone
*Decisions currently in spreadsheet.

Decision Summary
0 0 Baker 8.0 12.0 17,500 $26.99 $500 $1,000 0 1,516 0 5.0 $0 $0 $0.00 $0 $0 $0 30 60 Bead 3.0 17.0 14,000 $20.50 $500 $1,000 0 1,964 0 5.0 NA 0.0 0.0 0 $0.00 $0 $0 0 0 0 0.0

Round 0 - 0
0 2/4/2014 9:15
Buddy 6.1 7.6 19,000 $31.00 $1,000 $1,000 0 1,200 0 4.5 Bigbo 6.2 7.0 21,000 $33.00 $2,200 $2,200 0 900 0 3.5 Bulli 12.5 8.0 25,000 $37.99 $2,200 $2,200 0 450 0 3.5 NA 0.0 0.0 0 $0.00 $0 $0 0 0 0 0.0

Round Number: Decision Year: PRODUCTS
Product Name Performance Size MTBF Price Promo Budget Sales Budget Your Sales Forecast Sched Production Capacity Change Automation Rating

Course ID: Team Name: Time Stamp:
Bold 9.4 15.5 27,000 $32.50 $500 $1,000 0 711 0 3.5

FINANCE
Stock Issue Stock Retire Dividend PerShare Short Term Debt Bond Retire Bond Issue AR Policy AP Policy

HUMAN RESOURCES
LABOR NEGOTIATION Wages Benefits Profit Sharing Annual Wage Increase Complement Recruiting Spend Training Hours CSS $0 Bead Low End $100 $100 $100 $100 $100 Trad 5 11 6 No CE $0 NA High End $0 $0 $0 $0 $0 Low 5 11 5 No Benchmark $0 Bold Pfmn $100 $100 $100 $100 $100 High 4 12 5 No QFDE $0 Buddy Size $200 $200 $200 $200 $200 Pfmn 4 11 6 No Starting $0.00 $0 0.0% 0.0% #VALUE! $2,500 60 CCE/6 $0 Bigbo $440 $440 $440 $440 $440 Size 4 11 6 No Ceiling $0.00 $0 0.0% 0.0%

TQM
CPI $0 Vendor/JIT $0 QIT $0 Baker Traditional $100 $100 $100 $100 $100 Resources 22 56 28 UNEPGreen GEMITQEM $0 $0 Bulli NA

ADVANCED MARKETING
Target Segment Print Media Direct Mail Web Media Email Trade Shows $440 $0 $440 $0 $440 $0 $440 $0 $440 $0 Time Allocations Baker 24% Bead 22% NA Bold Buddy Bigbo Bulli NA 20% 17% 17% 0% 0% 0%

Outside Sales Inside Sales Distributors Intell. Report

Page 3293

Round -1, 12/31/-1

For Industry 0

Cheap at any price

Fabio Pires Almedia Katie Bianchi Reza Hajjari David Hamers Andrew John Juliette Lajugie Ruben Marquez Uzochi Nwagwu Andrew Aymami Ilona Barcza Heqiang Chen Yamo Deniz Mike Groh Qi Guo Ann-Marie McElligott Brian Pfeiffer

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 -9.4% 0.75 -7.1% 3.0 -21.5% $51,587,840 $128,672,677 ($3,617,075) ($12,112,347) ($8,998,805) 13.4% 24.6%
Profit

Alfonso Borges Mladen Brkic Leyla Delic David Ferrell David Forward Peter Kinhan Donald LaFerriere Astra Lam

$0 $0 $0 $0 $0 $0 $0 $0

Pascal Andriot Richard Cornell Alberto De Monte Migna Frontera Esterrich David Kirubi Ulrich Kugler Ying Shin Lee Karthik Sivaraman

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

ROS Turnover ROA Leverage ROE Emergency Loan Sales EBIT Profits Cumulative Profit SG&A % Sales Contrib. Margin % Percent of Sales
0% 10% 20% 30% 40% 50% 60% 70% 80%
90%

Yu Bai $0 David Barash Omar El Kabbaj $0 Mary Beth Hodgkiss Martin Jantsch $0 William Knightly Nikhil Kapur $0 Alesandro Lagi Vivek Krishnan $0 Jacques Llorens Maeve McMahon $0 Dhaval Radia Suman Nag $0 Nuala Reid Scott Nolen $0 Scott Renzulli SELECTED FINANCIAL STATISTICS 0 0 0 -4.1% -6.2% 11.5% 1.78 0.99 1.29 -7.3% -6.1% 14.9% 2.5 2.6 1.7 -18.3% -15.7% 25.0% $0 $8,652,939 $0 $159,086,871 $92,177,297 $202,160,114 ($5,430,372) ($1,314,457) $42,814,928 ($6,556,467) ($5,703,826) $23,303,389 $5,258,270 ($16,935,530) $49,544,235 13.2% 12.6% 12.9% 25.9% 22.7% 35.1%
Other SG&A Depreciation Variable costs

0 14.4% 1.33 19.2% 1.7 33.5% $0 $204,415,274 $53,618,561 $29,436,828 $53,199,631 7.8% 42.7%

0 -2.0% 0.65 -1.3% 2.2 -2.8% $0 $58,276,763 $3,931,938 ($1,177,255) $4,421,713 13.4% 34.3%

Market Share
0% 0% 0% 0%

100%

Page 1

For Industry 0 Company Andrews Baldwin Chester Digby Erie Ferris Close $1.00 $5.89 $1.00 $94.91 $99.80 $21.16 Change ($20.00) ($0.52) $0.00 $41.84 $45.90 ($0.68) STOCK MARKET SUMMARY Shares Market Cap ($M) 2,794,878 $3 1,930,772 $11 2,538,219 $3 2,024,528 $192 2,041,329 $204 2,095,660 $44
Closing Stock Price
$1 $1 $1 $1 $0 $0 $0

Round -1, 12/31/-1
Book Value $20.17 $18.55 $14.34 $46.07 $43.11 $19.74 EPS ($4.33) ($3.40) ($2.25) $11.51 $14.42 ($0.56) Dividend $0.00 $0.40 $0.00 $1.00 $4.00 $1.00 Yield 0.0% 6.8% 0.0% 1.1% 4.0% 4.7% P/E (0.2) (1.7) (0.5) 8.2 6.9 (37.7)

Company Andrews

Series# 14.0S2018 10.9S2023 12.0S2025 14.0S2018 14.0S2018 10.9S2023 12.7S2025 14.0S2018 11.8S2025 14.0S2018 10.9S2023 11.4S2024 11.9S2025 14.0S2018 11.7S2024

BOND MARKET SUMMARY Face Yield $20,850,000 14.0% $10,000,000 12.7% $8,000,000 13.5% $20,850,000 $14,567,105 $3,000,000 $28,000,000 $20,850,000 $15,000,000 $20,850,000 $3,000,000 $3,000,000 $7,000,000 $20,850,000 $10,000,000 13.9% 14.0% 12.5% 13.4% 13.5% 11.7% 13.5% 11.4% 11.7% 11.9% 13.8% 12.6%

Close $99.67 $85.94 $89.20 $100.50 $100.33 $87.49 $94.52 $103.90 $100.54 $103.55 $95.42 $97.51 $100.00 $101.33 $92.85

Rating C C C CC CC CC CC BBB BBB BBB BBB BBB BBB CCC CCC

Baldwin Chester

Digby

Erie

Ferris

Page 2

5

For Industry 0

Round -1, 12/31/-1
0 0 $23,303 $9,053 ($10,990) ($1,518) $10,451 ($868) $29,431 $22,959 ($2,025) $0 $0 $0 $0 ($15,312) $0 $0 ($17,337) $35,053 0 $35,053 $16,616 $0 $51,669 $135,800 ($30,980) $104,820 $156,489 $13,466 $13,900 $35,850 $63,216 $22,172 $71,101 $93,273 $156,489 0 $29,437 $13,387 $0 ($9,571) $4,302 ($2,473) $35,082 ($14,400) ($8,165) $0 ($5,791) $0 $0 ($16,000) $13,000 $0 ($16,956) $3,726 0 $15,525 $11,761 $0 $27,286 $200,800 ($74,707) $126,093 $153,379 $4,633 $26,900 $33,850 $65,383 $21,494 $66,502 $87,997 $153,379 0 ($1,177) $3,833 $2,889 ($5,935) $918 $4,910 $5,438 $37,480 ($2,096) $0 ($2,409) $0 $0 ($19,100) $0 $0 ($23,604) $19,314 0 $19,314 $4,790 $15,957 $40,062 $57,500 ($7,867) $49,633 $89,695 $3,583 $13,900 $30,850 $48,333 $22,164 $19,198 $41,362 $89,695

Cash Flow Statement Survey
Cash flows from operating activities Net Income (Loss) Adjustment for non-cash items Depreciation Extraordinary gains/losses/writeoffs Changes in current assets and liabilities Accounts payable Inventory Accounts receivable Net cash from operations Cash flows from investing activities Plant improvements (net) Cash flows from financing activities Dividends paid Sales of common stock Purchase of common stock Cash from long term debt issued Early retirement of long term debt Retirement of current debt Cash from current debt borrowing Cash from emergency loan Net cash from financing activities Net change in cash position Balance Sheet Survey Cash Accounts Receivable Inventory Total Current Assets Plant and equipment Accumulated Depreciation Total Fixed Assets Total Assets Accounts Payable Current Debt Long Term Debt Total Liabilities Common Stock Retained Earnings Total Equity Total Liabilities & Owner's Equity

0 ($12,112) $10,667 $3,400 $1,868 ($36,658) $326 ($32,509) ($9,600) $0 $0 $0 $0 $0 ($9,479) $0 $51,588 $42,109 $0 0 $0 $10,576 $46,169 $56,745 $160,000 ($45,493) $114,507 $171,252 $10,534 $65,488 $38,850 $114,871 $39,986 $16,395 $56,381 $171,252

0 ($6,556) $9,147 $16,396 ($6,456) $32,229 $751 $45,511 ($5,156) ($772) $0 $0 $0 $0 ($36,183) $0 $0 ($36,956) $3,399 0 $3,399 $13,076 $0 $16,475 $137,200 ($64,160) $73,040 $89,515 $18,947 $13,900 $20,850 $53,697 $17,309 $18,509 $35,818 $89,515

($5,704) $8,987 ($600) ($5,742) $35,202 $436 $32,580 $21,190 $0 $0 $0 $0 ($20,000) ($42,423) $0 $8,653 ($53,770) $0 0 $0 $7,576 $7,943 $15,519 $134,800 ($56,813) $77,987 $93,506 $2,882 $8,653 $45,567 $57,102 $27,946 $8,458 $36,404 $93,506

Income Statement Survey Sales Variable Costs (Labor, Material, Carry) Depreciation SG&A (R&D, Promo, Sales, Admin) Other (Fees, Write Offs, TQM, Bonus) EBIT Interest (Short term, Long term) Taxes Profit Sharing Net Profit

0 $128,673 $97,040 $10,667 $17,183 $7,400 ($3,617) $15,017 ($6,522) $0 ($12,112)

0 $159,087 $117,960 $9,147 $21,015 $16,396 ($5,430) $4,657 ($3,530) $0 ($6,556)

0 $92,177 $71,219 $8,987 $11,586 $1,700 ($1,314) $7,461 ($3,071) $0 ($5,704)

0 $202,160 $131,252 $9,053 $26,030 ($6,990) $42,815 $6,232 $12,804 $476 $23,303

0 $204,415 $117,033 $13,387 $16,040 $4,337 $53,619 $7,407 $16,174 $601 $29,437

0 $58,277 $38,270 $3,833 $7,817 $4,425 $3,932 $5,743 ($634) $0 ($1,177)

Page 3

For Industry 0
Capacity vs. Production
Capacity

Round -1, 12/31/-1
Production

0

1,000

Production Information
Name Acre Adam Aft Agame Awesom Baker Bead Bold Buddy Bigboy Bullis Cake Cedar Cid C_OCEA Daze Dot Dune Dallas Dynamo Denver Eat Ebb Echo Fish Primary Segment Low Trad Pfmn High High Low Low Pfmn Size Size High Low Low Trad High Trad Pfmn Size High Size High Trad Low Trad High Units Units in Sold Inventory 1,017 1,757 914 871 112 1,300 1,621 587 990 789 394 1,645 2,203 846 237 729 1,803 1,534 1,052 526 400 3,759 3,795 1,874 1,534 0 0 0 576 1,316 0 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 0 0 0 673 Revision Date Age Dec.31 8.6 2.0 1.7 2.1 1.4 2.1 8.6 6.5 1.5 1.0 0.9 4.0 8.6 4.0 0.8 4.0 1.5 2.1 1.8 1.7 0.7 1.3 6.2 1.7 1.1 MTBF 14000 18000 27000 23000 23000 17500 14000 27000 19000 21000 25000 14000 12000 16000 25000 17500 27000 19000 25000 19000 22500 17500 14000 23000 25000 Pfmn Coord 3.0 8.1 11.0 12.0 14.0 8.0 3.0 9.4 6.1 6.2 12.5 5.8 3.0 10.0 13.4 6.4 13.0 6.5 12.0 5.8 12.7 7.1 3.0 8.6 12.0 Size Coord 17.0 11.6 14.5 10.0 7.0 12.0 17.0 15.5 7.6 7.0 8.0 14.4 17.0 10.0 6.6 13.6 13.5 7.0 8.0 8.0 7.3 Price $19.50 $25.00 $33.50 $34.50 $38.00 $26.99 $20.50 $32.50 $31.00 $33.00 $37.99 $19.00 $15.50 $21.00 $38.00 $23.50 $33.50 $33.50 $38.50 $33.00 $38.50 Material Cost $4.94 $10.13 $13.09 $13.70 $15.61 $10.45 $5.27 $12.88 $12.45 $13.40 $16.21 $0.00 $4.55 $0.00 $16.70 $8.82 $14.74 $12.42 $15.45 $11.75 $15.29 $8.89 $4.91 $11.54 $16.00 Labor Cost $9.28 $7.33 $8.87 $9.09 $8.88 $8.96 $10.17 $10.69 $11.90 $12.31 $9.95 $0.00 $6.12 $0.00 $5.83 $7.25 $8.22 $7.88 $8.57 $8.57 $9.52 $4.90 $3.50 $5.60 $7.92 Contr Marg. 26% 23% 35% 27% -58% 33% 24% 27% 21% 21% 30% 21% 30% 10% 27% 26% 32% 40% 37% 37% 35% 40% 51% 37% 34% 2nd AutoShift & Capac-ity mation Next OverNext Round Round time 67% 5.0 800 100% 8.0 900 100% 6.0 600 34% 6.0 1,400 25% 6.0 1,500 0% 40% 19% 100% 100% 0% 0% 100% 0% 0% 0% 100% 100% 100% 100% 100% 100% 100% 100% 54% 5.0 5.0 3.5 4.5 3.5 3.5 8.0 7.5 7.0 6.0 4.5 6.0 6.0 5.5 6.0 5.5 9.0 10.0 9.0 10.0 1,800 1,400 600 1,000 450 450 1,300 1,400 500 600 400 1,200 1,000 700 700 700 1,800 1,900 900 1,250 Plant Utiliz. 127% 152% 152% 102% 95% 70% 116% 98% 165% 165% 83% 0% 157% 0% 79% 75% 150% 150% 150% 150% 100% 200% 200% 200% 177%

12.9 $23.00 16.8 $17.50 11.4 $27.50 8.0 $38.00

Page 4

For Industry 0 Statistics Total Industry Unit Demand Actual Industry Unit Sales Segment % of Total Industry Growth Rate Next Year Customer Buying Criteria Expectations Importance 0 33% 0 29% 0 25% 0 13% Accessibility 7,740 7,740 44.1% 20.0%
0.00 0.00
0.00

Round -1, 12/31/-1

0.00
0.00

1. 0 2. 0 3. 0 4. 0

0.00
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Perceptual Map
20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 0

Market Share Actual versus potential
45%
40%

Actual

Potential

35%

Size

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

30%
25%

20%
15%

10% 5%
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 0% 0.00 0.00 0.00 0.00 0.00 0.00

Performance

Top Products In Segment
Name 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Market Units Sold Share to Seg 21% 19% 18% 16% 11% 7% 7% 1% 0% 0% 0% 1,618 1,494 1,390 1,251 824 537 528 55 26 16 1 Revision Date 30-Jul-19 30-Jul-19 31-Jul-19 8-Apr-19 8-Jul-19 30-Sep-19 9-Mar-19 24-Oct-19 22-Jul-18 17-Dec-19 3-Oct-18 Stock Out Pfmn Coord 12.1 11.7 12.2 10.9 9.8 9.9 10.8 8.4 8.7 7.6 7.7 Size Coord 7.6 8.1 8.5 8.0 10.4 8.6 10.8 11.8 13.1 11.0 12.7 List Price $41.00 $41.00 $40.75 $41.75 $32.40 $33.00 $34.50 $27.50 $28.75 $20.00 $24.50 MTBF 22000 22000 22000 22400 20000 20000 20000 18000 18800 17000 16500 Age Dec.31 1.4 1.4 1.4 1.6 1.1 1.2 0.8 1.8 2.7 2.1 3.1 Promo Budget $1,500 $1,500 $1,450 $1,350 $1,700 $1,025 $1,350 $1,450 $1,350 $1,025 $1,000 Customer Awareness 100% 96% 96% 88% 80% 63% 57% 100% 94% 66% 63% Sales Budget $1,150 $1,150 $1,100 $1,250 $1,100 $1,150 $1,250 $1,100 $1,250 $1,150 $1,000 Customer Accessibility 75% 75% 76% 63% 76% 35% 63% 76% 63% 35% 13% December Customer Survey 48 45 42 30 23 19 21 4 0 1 0

YES

Page 8

For Industry 0
Industry Unit Sales vs demand
1 1
Unit sales Unit demand

Round -1, 12/31/-1
Trad Low High Pfmn Size

Market segment shares
100%

90% 80%
70% 60% 50%

1 1
1 1 0 0

40% 30%
20% 10% Trad Low High Pfmn Size 0%

0 0
0

Industry Unit Sales % of Market Acre Adam Aft Agame Awesom Total Baker Bead Bold Buddy Bigboy Bullis Total Cake Cedar Cid C_OCEA Total Daze Dot Dune Dallas Dynamo Denver Total Eat Ebb Echo Total Fish Total

Actual Market Share in Units Trad Low High 9,444 11,062 4,656 29.3% 34.3% 14.4% 0.0% 18.5% 0.0% 0.0% 0.0% 18.5% 6.3% 0.0% 0.2% 0.0% 0.0% 0.0% 6.5% 4.3% 0.0% 9.0% 0.0% 13.3% 5.3% 0.0% 0.0% 0.0% 0.0% 0.0% 5.3% 37.1% 0.0% 19.4% 56.5% 0.0% 0.0% 9.2% 0.0% 0.0% 0.0% 0.0% 9.2% 6.4% 14.7% 0.0% 0.0% 0.0% 0.0% 21.0% 11.2% 19.9% 0.0% 0.0% 31.1% 2.1% 0.0% 0.0% 0.0% 0.0% 0.0% 2.1% 2.3% 34.3% 0.0% 36.6% 0.0% 0.0% 0.0% 0.2% 0.0% 18.7% 2.4% 21.3% 0.0% 0.0% 0.0% 0.0% 0.0% 8.5% 8.5% 0.0% 0.0% 0.0% 5.1% 5.1% 0.0% 0.0% 0.0% 22.6% 0.0% 8.6% 31.2% 0.0% 0.0% 1.0% 1.0% 32.9% 32.9%

Pfmn 3,288 10.2% 0.0% 0.0% 27.8% 0.0% 0.0% 27.8% 0.0% 0.0% 17.4% 0.0% 0.0% 0.0% 17.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 54.8% 0.0% 0.0% 0.0% 0.0% 54.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Size 3,839 11.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 25.8% 20.6% 0.0% 46.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 40.0% 0.0% 13.7% 0.0% 53.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Total 32,288 100.0% 3.2% 5.4% 2.8% 2.7% 0.4% 14.5% 4.0% 5.0% 1.8% 3.1% 2.4% 1.2% 17.6% 5.1% 6.8% 2.6% 0.7% 15.3% 2.3% 5.6% 4.8% 3.3% 1.6% 1.2% 18.7% 11.6% 11.8% 5.8% 29.2% 4.8% 4.8%

Units Demanded % of Market Acre Adam Aft Agame Awesom Total Baker Bead Bold Buddy Bigboy Bullis Total Cake Cedar Cid C_OCEA Total Daze Dot Dune Dallas Dynamo Denver Total Eat Ebb Echo Total Fish Total

Trad 10,504 28.4% 0.0% 17.3% 0.0% 0.0% 0.0% 17.3% 7.0% 0.0% 0.0% 0.0% 0.0% 0.0% 7.0% 5.6% 0.0% 1.3% 0.0% 6.9% 5.5% 0.0% 0.0% 0.0% 0.0% 0.0% 5.5% 36.4% 0.0% 26.9% 63.3% 0.0% 0.0%

Potential Market Share in Units Low High Pfmn 13,949 4,656 3,945 37.8% 12.6% 10.7% 10.4% 0.0% 0.0% 0.0% 0.0% 10.4% 0.5% 12.0% 0.0% 0.0% 0.0% 0.0% 12.5% 8.3% 28.2% 0.0% 0.0% 36.5% 1.4% 0.0% 0.0% 0.0% 0.0% 0.0% 1.4% 1.2% 38.0% 0.0% 39.3% 0.0% 0.0% 0.0% 0.2% 0.0% 12.1% 1.1% 13.4% 0.0% 0.0% 0.0% 0.0% 0.0% 28.3% 28.3% 0.0% 0.0% 0.0% 2.5% 2.5% 0.0% 0.0% 0.0% 23.8% 0.0% 10.1% 33.9% 0.0% 0.0% 1.6% 1.6% 20.3% 20.3% 0.0% 0.0% 25.4% 0.0% 0.0% 25.4% 0.0% 0.0% 14.7% 0.0% 0.0% 0.0% 14.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 59.9% 0.0% 0.0% 0.0% 0.0% 60.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Size 3,885 10.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 22.3% 30.7% 0.0% 53.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 22.3% 0.0% 24.7% 0.0% 47.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Total 36,939 100.0% 3.9% 4.9% 2.7% 1.5% 0.1% 13.2% 2.2% 4.5% 1.6% 2.3% 3.2% 3.6% 17.5% 4.7% 10.6% 0.4% 0.3% 16.0% 2.1% 6.4% 2.3% 3.0% 2.6% 1.3% 17.7% 10.8% 14.3% 7.9% 33.0% 2.6% 2.6%

Page 10

Perceptual Map
20 19
18 17 16 15 14 13

For Industry 0

Round -1, 12/31/-1

12 11

Size

10
9 8 7 6 5 4 3

2 1 0 0 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

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0 0 0 0 0 0 0 0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0 0 0 0 0 0 0 0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Page 11

For Industry 0

Round -1, 12/31/-1

TQM SUMMARY
Process Management Budgets Last Year ($M)
CPI Systems Vendor/JIT Quality Initiative Training Channel Support Systems Concurrent Engineering UNEP Green
Andrews $2,000 $0 $0 $0 $0 $0 Baldwin $0 $0 $0 $0 $0 $0 Chester $1,000 $0 $0 $0 $0 $0 Digby $1,500 $0 $0 $0 $0 $0 Erie $850 $850 $850 $0 $0 $0 Ferris $0 $0 $1,500 $0 $0 $0

TQM Budgets Last Year ($M)
Benchmarking Quality Function Deployment Effort CCE/6 Sigma Training GEMI Sustain Total Expenditures ($000)
$0 $0 $0 $2,000 $4,000 $0 $0 $0 $0 $0 $0 $0 $1,000 $0 $2,000 $1,000 $0 $1,500 $0 $4,000 $0 $0 $850 $850 $4,250 $0 $0 $0 $0 $1,500

Cumulative Impacts
Material Cost Reduction Labor Cost Reduction Reduction R&D Cycle Time Reduction in Admin Costs Demand increase
6.24% 1.86% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 22.03% 0.00% 2.63% 3.12% 0.00% 0.00% 0.01% 3.40% 8.41% 0.00% 8.44% 0.01% 8.35% 11.58% 0.00% 12.78% 0.01% 0.00% 4.74% 0.00% 0.00% 0.00%

HUMAN RESOURCES SUMMARY
Needed Complement Complement 1st Shift Complement 2nd Shift Complement Overtime% Turnover Rate New Employees Separated Employees Recruiting Spend Training Hours Productivity Index Recruiting Cost Separation Cost Training Cost Total HR Admin Costs
Andrews 1132 1133 743 390 0.0% 23.1% 465 0 $1,000 50 100.0% $931 $0 $1,133 $2,064 Baldwin 1122 1122 831 291 0.0% 10.1% 114 255 $2,500 60 107.4% $397 $1,275 $1,346 $3,019 Chester 326 326 196 130 0.0% 13.5% 44 469 $2,000 40 107.0% $132 $2,345 $261 $2,738 Digby 951 880 503 377 14.2% 14.5% 128 115 $5,000 80 108.9% $768 $575 $1,408 $2,751 Erie 629 629 315 314 0.0% 9.3% 58 189 $0 20 100.0% $58 $945 $252 $1,255 Ferris 224 319 207 112 0.0% 11.8% 38 457 $2,000 20 102.4% $113 $2,285 $128 $2,526

Labor Contract Next Year
Wages Benefits Profit Sharing Annual Raise
$26.51 $1,625 1.3% 3.3% $29.85 $3,165 2.4% 6.0% $28.98 $2,862 2.5% 5.2% $27.58 $2,835 2.3% 5.4% $31.63 $3,250 2.6% 6.5% $29.97 $3,082 2.4% 6.0%

Starting Negotiation Position
Wages Benefits Profit Sharing Annual Raise
$19.45 $0 0.0% 0.0% $25.52 $2,800 2.1% 5.0% $23.95 $2,250 2.2% 3.5% $21.39 $2,200 1.8% 4.0% $31.63 $3,250 2.6% 6.5% $25.74 $2,650 2.0% 5.0%

Ceiling Negotiation Position
Wages Benefits Profit Sharing Annual Raise
$21.39 $0 0.0% 0.0% $28.07 $3,080 2.3% 5.5% $26.34 $2,475 2.4% 3.9% $23.53 $2,420 2.0% 4.4% $34.79 $3,575 2.9% 7.2% $28.31 $2,915 2.2% 5.5%

Adjusted Labor Demands
Wages Benefits Profit Sharing Annual Raise
$31.63 $3,250 2.6% 6.5% 84 $31.63 $3,250 2.6% 6.5% 38 $31.63 $3,250 2.6% 6.5% 75 $31.63 $3,250 2.6% 6.5% 84 $31.63 $3,250 2.6% 6.5% 0 $31.63 $3,250 2.6% 6.5% 41

Strike Days

Page 12

For Industry 0
ETHICS SUMMARY

Round -1, 12/31/-1

Page 13

0
Balance Sheet
Definitions: Common Size - The common size column simply represents each item as a percentage of total assets. Cash Your end of year cash position. Accounts Receivable Reflects the lag between delivery and payment of your products. Inventories - The current value of your inventory across all products. A zero indicates your company stocked out. Unmet demand would, of course, fall to your competitors. Plant & Equipment - The current value of your plant. Accum Deprec - The total accumulated depreciation from your plant. Accts Payable - What the company currently owes suppliers for materials and services. Current Debt - The debt the company is obligated to pay during the next year of operations. It includes your short term debt, bonds that have matured this year, and emergency loans used to keep your company solvent should you run out of cash during the year. Long Term Debt The company's long term debt is in the form of bonds, and this represents the total of those bonds. Common Stock - The amount of capital invested by shareholders in the company. Retained Earnings - The profits that the company chose to keep instead of paying to shareholders as dividends. ASSETS Cash Accounts Receivable Inventory Total Current Assets Plant & Equipment Accumulated Depreciation Total Fixed Assets Total Assets

For Industry 0

Round -1, 12/31/-1

$0 $0 $0 $0 $0 $0 $0 $0

-1 Common Size 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

-2 $0 $0 $0 $0 $0 $0 $0 $0

LIABILITIES & OWNER'S EQUITY Accounts Payable Current Debt Long Term Debt Total Liabilities Common Stock Retained Earnings Total Equity Total Liabilities and Owner's Equity $0 $0 $0 $0 $0 $0 $0 $0 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $0 $0 $0 $0 $0 $0 $0 $0

Cash Flow Statement
The Cash Flow Statement examines what happened in the Cash Account during the year. Cash injections appear as positive numbers and cash withdrawals as negative numbers. The Cash Flow Statement is an excellent tool for diagnosing emergency loans. When negative cash flows exceed positives, you are forced to seek emergency funding. For example, if sales are bad and you find yourself carrying an abundance of excess inventory, the report would show the increase in inventory as a huge negative cash flow. Too much unexpected inventory could outstrip your inflows, exhaust your starting cash, and force you to beg for money to keep you afloat. Cash Flows from Operating Activities Net Income (Loss) Adjustment for non-cash items Depreciation Extraordinary gains/losses/writeoffs Change in Current Assets and Liabilities Accounts Payable Inventory Accounts Receivable Net cash from operations Cash Flows From Investing Activities Plant Improvements Cash Flows from Financing Activities Dividends Paid Sales of Common Stock Purchase of Common Stock Cash from long term debt Retirement of long term debt Change in current debt (net) Net cash from financing activities -1 $0 $0 $0 $0 $0 $0 $0 -2 $0 $0 $0 $0 $0 $0 $0

$0

$0

Cash Flow Summary

$1 $1
$1 $1

$0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0

Operations Investments Financing Change

$0 $0 $0

Net change in cash position Closing cash position

$0 $0

$0 $0

Page 1

For Industry 0

Round -1, 12/31/-1
-1 Total $159,087 $59,741 $58,219 $0 $117,960 $41,127 $9,147 $1,828 $6,900 $8,400 $3,887 $30,162 $10,965 $16,396 ($5,430) $1,738 $2,919 ($3,530) $0 ($6,556) Common Size 100.0% 37.6% 36.6% 0.0% 74.1% 25.9% 5.7% 1.1% 4.3% 5.3% 2.4% 19.0% 6.9% 10.3% -3.4% 1.1% 1.8% -2.2% 0.0% -4.1% -2 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

-1 Income Statement
Product Name Sales $35,095 $33,222 $0 $19,067 Variable Costs Direct Labor $11,667 $16,487 $0 $6,270 Direct Material $11,832 $8,926 $0 $7,723 Inventory Carry $0 $0 $0 $0 Total Variable Costs $23,499 $25,413 $0 $13,993 Contribution Margin $11,597 $7,809 $0 $5,074 Period Costs Depreciation $3,120 $2,427 $0 $800 SG&A: R&D $874 $0 $0 $0 Promotions $500 $500 $0 $500 Sales $1,000 $1,000 $0 $1,000 Admin $858 $812 $0 $466 Total Period Costs $6,351 $4,738 $0 $2,766 Net Margin $5,245 $3,071 $0 $2,308 Definitions: Sales - Unit sales times list price. Direct Labor - Labor costs incurred to produce the product that was sold. Inventory Carry - The cost to carry unsold goods in inventory. Depreciation Calculated on straight-line 15-year depreciation of plant value. R&D - R&D department expenditures for each product. Admin - Administration overhead is estimated at 1.5% of sales. Promotions - The promotion budget for each product. Sales - The sales force budget for each product. Other - Charges not included in other categories such as Fees, Write Offs, and TQM. The fees include money paid to investment bankers and brokerage firms to issue new stocks or bonds, plus consulting fees your instructor might assess you, plus TQM expenditures. Write offs include the loss you might experience when you sell capacity or liquidate inventory as the result of eliminating a production line. If the amount appears as a negative amount, then you actually made money on the liquidation of capacity or inventory. EBIT - Earnings Before Interest and Taxes. Short Term Interest - Interest expense based upon last year's current debt, including short-term debt, long-term notes that have become due, and emergency loans. Interest income from your cash account is subtracted from these expenses. If interest income exceeds expenses, short-term interest appears as a negative amount. Long Term Interest - Interest paid on outstanding bonds. Taxes - Income tax based upon a 35% tax rate. Profit Sharing - Profits shared with employees under the labor contract. Net Profit EBIT minus interest, taxes, and profit sharing. $30,695 $11,779 $12,358 $0 $24,137 $6,558 $1,600 $518 $1,000 $1,000 $750 $4,868 $1,690 Other EBIT Short Term Interest Long Term Interest Taxes Profit Sharing Net Profit

Contribution Margins
120% 100% 80% 60% 40% 20%
0%

Success Measures
Profit
$1 $1 $1 $1
$0 $0

Market Share
120% 100% 80% 60%
40% 20%

ROE
120% 100% 80% 60%
40%

20% 0%

$0

0%

AssetTO
1.2 1.0 0.8 0.6 0.4
0.2 0.0

ROS
120% 100% 80% 60% 40%
20% 0%

ROA
120% 100% 80% 60% 40%
20% 0%

Page 2

0
-1 Income Statement

For Industry 0

Round -1, 12/31/-1
-1 Total $159,087 $59,741 $58,219 $0 $117,960 $41,127 $9,147 $1,828 $6,900 $8,400 $3,887 $30,162 $10,965 $16,396 ($5,430) $1,738 $2,919 ($3,530) $0 ($6,556) Common Size 100.0% 37.6% 36.6% 0.0% 74.1% 25.9% 5.7% 1.1% 4.3% 5.3% 2.4% 19.0% 6.9% 10.3% -3.4% 1.1% 1.8% -2.2% 0.0% -4.1% -2 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Product Name Sales $35,095 $33,222 $0 $19,067 $30,695 $26,027 Variable Costs Direct Labor $11,667 $16,487 $0 $6,270 $11,779 $9,596 Direct Material $11,832 $8,926 $0 $7,723 $12,358 $10,850 Inventory Carry $0 $0 $0 $0 $0 $0 Total Variable Costs $23,499 $25,413 $0 $13,993 $24,137 $20,446 Contribution Margin $11,597 $7,809 $0 $5,074 $6,558 $5,580 Period Costs Depreciation $3,120 $2,427 $0 $800 $1,600 $600 SG&A: R&D $874 $0 $0 $0 $518 $166 Promotions $500 $500 $0 $500 $1,000 $2,200 Sales $1,000 $1,000 $0 $1,000 $1,000 $2,200 Admin $858 $812 $0 $466 $750 $636 Total Period Costs $6,351 $4,738 $0 $2,766 $4,868 $5,802 Net Margin $5,245 $3,071 $0 $2,308 $1,690 ($222) Definitions: Sales - Unit sales times list price. Direct Labor - Labor costs incurred to produce the product that was sold. Inventory Carry- The cost to carry unsold goods in inventory. Depreciation Calculated on straight-line 15-year depreciation of plant value. R&D - R&D department expenditures for each product. Admin - Administration overhead is estimated at 1.5% of sales. Promotions - The promotion budget for each product. Sales - The sales force budget for each product. Other - Charges not included in other categories such as Fees, Write Offs, and TQM. The fees include money paid to investment bankers and brokerage firms to issue new stocks or bonds, plus consulting fees your instructor might assess you, plus TQM expenditures. Write offs include the loss you might experience when you sell capacity or liquidate inventory as the result of eliminating a production line. If the amount appears as a negative amount, then you actually made money on the liquidation of capacity or inventory. EBIT - Earnings Before Interest and Taxes. Short Term Interest - Interest expense based upon last year's current debt, including short-term debt, long-term notes that have become due, and emergency loans. Interest income from your cash account is subtracted from these expenses. If interest income exceeds expenses, short-term interest appears as a negative amount. Long Term Interest - Interest paid on outstanding bonds. Taxes - Income tax based upon a 35% tax rate. Profit Sharing Profits shared with employees under the labor contract. Net Profit - EBIT minus interest, taxes, and profit sharing.

$14,981 $3,943 $6,529 $0 $10,472 $4,509 $600 $270 $2,200 $2,200 $366 $5,636 ($1,127) Other EBIT Short Term Interest Long Term Interest Taxes Profit Sharing Net Profit

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Contribution Margins
120%
100% 80% 60% 40% 20% 0%

Success Measures
Profit
$1 $1 $1 $1 $0 $0 $0 120%

Market Share
120%

ROE
100%
80% 60% 40%

100%
80% 60% 40%

20%
0%

20%
0%

AssetTO
1.2
1.0 0.8 0.6 0.4 0.2 0.0 120% 100% 80%

ROS
120% 100% 80%

ROA

60%
40% 20% 0%

60%
40% 20% 0%

Page 2

Sponsor Documents

Or use your account on DocShare.tips

Hide

Forgot your password?

Or register your new account on DocShare.tips

Hide

Lost your password? Please enter your email address. You will receive a link to create a new password.

Back to log-in

Close