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Na Na
Or (curVersion
= Version2011F)
Or (curVersion = Version2011C)
when you have completed
112.90% raw
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defense)
additional offense)
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personal workspace separate from your company’s Official Decisions. Draft
Version2011C)
or are ready to share your decisions, be sure
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use the Web Spreadsheet
version, available from website's Downloads
decisions are not recorded in the Audit Trail.
to use File > Update Official Decisions. All Official
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SimulationName Capstone Color Codes
SpecialEdition/Language English Black - a formula or label - example Current
ProgramTitle 0 Red - a formula that should NOT be copied b
EditionTitle 0 Pink - reference to the StartingConditions.txt
EditionNumber Blue - a constant
SpreadsheetVersion 2009v22 _99 Green - something calculated by a VB routin
Copyright Copyright 1986-20011 Capsim Management Simulations, Inc.
SimID 0
ProfessorName
SchoolName
HistoryNumber 0
TeamName
TeamNumber 0
NumberTeams 0
BaseYear 0
ThisRound 0
ThisYear 0 0 < StudentName for EXAM
CompXMRoundOffset 0
ReportDate Round -1, 12/31/-1
SimulationType ForceDecisionType None
SimulationPath C:\subversion
SaveFlag 0 ExitSaveFlag 0
Zero 0
WebsiteURL https://www.capsim.com
http://www.msicourses.com
http://www.capsim.com
RehearsalSimulationSlideID RehearsalCoached FALSE
ExcelVersion 11
CoachOn TRUE
IDFreeRDProduct #VALUE!
PARAMETERS
StrikeRounds 0 0 0
TQM_Rounds 0 0 0
MKTG_Rounds 0 0 0
RD_Rounds 0 0 0
HR_Rounds 0 0 1
MarketUnitSize 21794
SegmentUnitPercentage 29.4% 38.2% 12.3%
SegmentInnerRadius 2.5
SegmentOuterRadius 4
RdCostPerYear 1000
OvertimeRate 1.5
Buy/Sell Capac 6 0.65
AutomationPrice 4
Carry Inven. 0.12
DepreciationPeriod 15
InventoryLiquidationRate 0.5
AdminOverheadRate 0.01
TaxRate 0.35
SharesOutstanding 2292
StockPriceJan1 36.6
EPSlastYear 1.93
AdjDividendlyr 0.00
CurrDebtDueThisYear 6950
CurrDebtInterestRate 0.1
BondInterestRate 0.11
CashJan1 1918
A/R 36923
A/P 5884
Common Stock 28360
Retained E. 36754
WeightTable
Positioning 0.21 0.16 0.43
Price 0.23 0.53 0.09
Age 0.47 0.24 0.29
Quality 0.09 0.07 0.19
MidYear Segment Centers Trad Low High
Xcoord 6.75 3.75 9.75
Ycoord 13.25 16.25 10.25
EndYearSegCenters Trad Low High
Xcoord 7.1 4 10.2
Ycoord 12.9 16 9.8
BiasX 0 -0.8 1.4
BiasY 0 0.8 -1.4
ExpectedPrices 23.5 18.5 33.5
PriceSpread 5 5 5
AgeIdeal 2 7 0
AgeStdDev 0.9 2.5 1.3
MTBFLow 14000 12000 20000
MTBFHigh 19000 17000 25000
MTBFboundary 5000 5000 5000
Awareness 0.73 0.68 0.72
AwareDeprRate 0.33
AwareBudgMin 0.00
AwareBudgMax 3000000
AwareGainMin 0.00
AwareGainMax 0.50
AwareShape 2.00
Access 0.38 0.26 0.37
AccessDeprRate 0.33
AccessBudgMin 0.00
AccessBudgMax 4500000
AccessGainMin 0.00
AccessGainMax 0.35
AccessShape 2.00
SalesBudgLimit 3000000
OverTime Rate 1.5
ManHrPerAutomPt 0.05
LAST YEAR'S VALUES
OldProductName Cake Cedar Cid
OldXcoordinate 5.7 2.2 10.3
OldXcoordinateRD 5.7 2.2 10.3
OldYcoordinate 14.3 17.8 9.7
OldYcoordinateRD 14.3 17.8 9.7
OldMTBFspec 17500 14000 23000
OldMTBFrdSpec 17500 14000 23000
OldRDCost 0 0 0
OldPrice 28 21 38
OldPromoBudget 1500 1500 1500
OldSalesBudget 750 750 1000
OldUnitSalesForecast 0 0 0
OldProductionSchedule 1980 1139 0
OldCapacityNextRound 1800 1400 900
OldAutomationNextRound 4 5 3
OldRvsnDate 2012.403 2012.357 2012.869
OldRDstartDate 2012 2012 2011
OldAgingDate 2011.07 2010.67 2011.08
OldInventoryUnits 540 0 0
OldInventoryValue 10299 0 0
OldPlantValue 39600 36400 16200
OldAccumDepreciation -18480 -16987 -7560
OldAR 120
OldAP 30
LABOR 0 0 0
OldTechWage 0 0 0
OldAsmbWage 0 0 0
OldBenefits 0 0 0
OldProfit 0 0 0
OldAnnualRaise 0 0 0
OldContractExpiration 0 0 0
OldPrimarySegment 0 0 0
OldPrintMedia 0 0 0
OldDirectMail 0 0 0
OldWebMedia 0 0 0
OldEmail 0 0 0
OldTradeShows 0 0 0
OldSalesPriorities 0 0 0
OldOutsideSales 0 0 0
OldInsideSales 0 0 0
OldDistributors 0 0 0
OldMktgReports FALSE FALSE
TQM_IMPACTS
CarryInven. 0.12 Was B240*B865
AdminOverheadRate #VALUE!
ManHrPerAutomPtTQM #VALUE!
PRODUCT_DECISIONS
Product Name Cake Cedar Cid
Performance 5.7 2.2 10.3
Size 14.3 17.8 9.7
MTBF 17500 14000 23000
Price 28.00 21.00 38.00
Promo Budget 1500 1500 1500
Sales Budget 750 750 1000
YourSalesForecast 0 0 0
Sched Production 2000 1150 0
Capacity Change 0 0 0
Automation Rating 4 5 3
StockIssueRetireDividend 0 0 0.00
ShortDebt/BondRetire/BondIssue 0 0 0
AR_AP_Lag 120 30
R&D
DidCoordinatesChange FALSE FALSE FALSE
DidMTBFChange FALSE FALSE FALSE
WasOldProduct TRUE TRUE TRUE
ProjectExists FALSE FALSE FALSE
ProjectExistsFactor 0 0 0
ProjectFactor 1.00
MTBFchngOnly FALSE FALSE FALSE
MTBFtime #VALUE! #VALUE! #VALUE!
MTBFrevisionDate 0.00 0.00 0.00
MTBFnewAgingDate 0 0 0
MTBFageAtCompletion 0 0 0
MovedOldProduct FALSE FALSE FALSE
MovedDistance 0.00 0.00 0.00
MovedRevisionDate 0.00 0.00 0.00
MovedNewAgingDate 0.00 0.00 0.00
MovedAgeAtCompletion 0.00 0.00 0.00
NewProduct FALSE FALSE FALSE
DistanceToNewProductTable
Cake Cedar Cid
Cake #VALUE! #VALUE! #VALUE!
Cedar #VALUE! #VALUE! #VALUE!
Cid #VALUE! #VALUE! #VALUE!
Coat #VALUE! #VALUE! #VALUE!
Cure #VALUE! #VALUE! #VALUE!
Na #VALUE! #VALUE! #VALUE!
NewDistance 0.00 0.00 0.00
NewProductTime 0.00 0.00 0.00
NewRevisionDate 0.00 0.00 0.00
NewAgingDate 0.00 0.00 0.00
NewAgeAtCompletion 0.00 0.00 0.00
RdRevisionDate 2012.40 2012.36 2012.87
RdProjectCost $0 $0 $0
RdAgeAtStartOfYear 0.00 0.00 0.00
RdTimeThisYear 0.00 0.00 0.00
RdTimeWithStartDesign 1.00 1.00 1.00
RdTimeWithNewDesign 0.00 0.00 0.00
RdAgeAtRevision 0.67 0.85 0.89
RdAgeAtEndOfYear 0.00 0.00 0.00
MaterialCost MidYear StartYear
MatCoordPfmn 0.95 0.7
MatCoordSize 19.05 19.3
MatCoordScalarMidYear #VALUE!
MatDesignExistedLastYr TRUE TRUE TRUE
MatStartPmap #VALUE! #VALUE! #VALUE!
MatStartMTBF 5.25 4.20 6.90
MatStartTotal #VALUE! #VALUE! #VALUE!
MatFuturePmap #VALUE! #VALUE! #VALUE!
MatFutureMTBF 5.25 4.20 6.90
MatFutureTotal #VALUE! #VALUE! #VALUE!
MARKETING
WorkingAttributes
MktgPerformance 5.7 2.2 10.3
MktgSize 14.3 17.8 9.7
MktgMTBF 17500 14000 23000
MktgAge 0.5 0.5 0.5
MktgPrice 28.00 21.00 38.00
MktgIsProducable 1 1 1
MktgTimeInMarket 0 0 0
DistanceToSegmentCenter
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
DistanceToSweetSpot
PositioningRoughCut
PositioningScore
PriceRoughCut
PriceScore
ReliabilityRoughCut
ReliabilityScore
AgeScore
CombinedRoughCuts
ChannelBudgets
Accessiblity StartGoodwill NewGoodWill
Trad 0.38 #VALUE!
Low 0.26 #VALUE!
High 0.37 #VALUE!
Pfmn 0.28 #VALUE!
Size 0.32 #VALUE!
Awareness
Start 0.73 0.68 0.72
New #VALUE! #VALUE! #VALUE!
Awareness #VALUE! #VALUE! #VALUE!
SalesWeighted #VALUE! #VALUE! #VALUE!
StdAwarenessFactor #VALUE! #VALUE! #VALUE!
AwarenessFactorTrad #VALUE! #VALUE! #VALUE!
AwarenessFactorLow #VALUE! #VALUE! #VALUE!
AwarenessFactorHigh #VALUE! #VALUE! #VALUE!
AwarenessFactorPfmn #VALUE! #VALUE! #VALUE!
AwarenessFactorSize #VALUE! #VALUE! #VALUE!
StdSalesFactor #VALUE! #VALUE! #VALUE!
SalesFactor #VALUE! #VALUE! #VALUE!
Arpolicy #VALUE!
Factors
ProductRawScores
FinalProductScores
MarketShareUnits
UnitDemand
Total #VALUE! #VALUE! #VALUE!
EstSales
EstMktShr
WtgCustBuy
WtgCustSurv
SegmentSales Trad Low High
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
EstIndustrySales Total 0
Trad 0 0
Low 0 0
High 0 0
Pfmn 0 0
Size 0 0
Total 0 0
MktgUnitFcastAdjMktTime #VALUE! #VALUE! #VALUE!
MktgUnitSales #VALUE! #VALUE! #VALUE!
MktgGrossRevenue #VALUE! #VALUE! #VALUE!
MktgCOG #VALUE! #VALUE! #VALUE!
MktgGrossMargin #VALUE! #VALUE! #VALUE!
MktgLessPromoAndSales #VALUE! #VALUE! #VALUE!
PRODUCTION/HR
HRround FALSE FALSE FALSE
OldComplement 0 0 0
OldNeededComplement 0
OldNewEmployees 0
OldSeparatedEmployees 0
OvertimeComplementPercent 0.0%
OldTurnoverRate 0.0%
OldRecruitingSpend 0
OldTrainingHours 0
WorkForceCaliberThisYr 0.00
TrainingIndexThisYr 0.00
ProductivityThisYr 0.00
Complement 663
RecruitingSpend 0
TrainingHours 5
ManYearAdjTraining 2075
APfactor 0.99
ManHrsPerUnit #VALUE! #VALUE! #VALUE!
CapacityThisYear 1800 1400 900
CapacityAdjR&Dintro 0 0 0
ProductionAdjForCapacity 0 0 0
ProductionAdjForAP 0 0 0
FirstShiftUnits 0 0 0
SecondShiftUnits 0 0 0
ManHours #VALUE! #VALUE! #VALUE!
NeededComplement #VALUE! #VALUE! #VALUE!
ExpectedFirstShiftComplement #VALUE! #VALUE! #VALUE!
ExpectedSecondShiftComplement #VALUE! #VALUE! #VALUE!
ActualFirstShiftComplement #VALUE! #VALUE! #VALUE!
ActualSecondShiftComplement #VALUE! #VALUE! #VALUE!
ActualFirstShiftOTComplement #VALUE! #VALUE! #VALUE!
SecondShiftOrOvertimePercent #VALUE! #VALUE! #VALUE!
ProductionAdjForComplement #VALUE! #VALUE! #VALUE!
FirstShiftPayroll #VALUE! #VALUE! #VALUE!
SecondOTPayroll #VALUE! #VALUE! #VALUE!
OvertimeComplementPercent #VALUE!
PlantUtilization #DIV/0!
TurnoverRateThisYear #VALUE!
EmployeeTurnoverThisYr #VALUE!
NewRecruitsThisYear #VALUE!
WorkForceCaliberNextYr #VALUE!
TrainingIndexNextYr #VALUE!
SeparatedEmployees 0
ProductivityNextYr #VALUE!
RecruitingCost #VALUE!
SeparationCost 0
TrainingCost 66
TotalHRCost #VALUE!
AverageWageUnitCost #VALUE! #VALUE! #VALUE!

BenefitCostPerUnit #VALUE! #VALUE! #VALUE!
ProdLaborCostPerUnit #VALUE! #VALUE! #VALUE!
ProdMaterialCost #VALUE! #VALUE! #VALUE!
ProdUnitCost #VALUE! #VALUE! #VALUE!
VariableMargin #VALUE! #VALUE! #VALUE!
NewInventoryValue #VALUE! #VALUE! #VALUE!

SELL_CAPACITY
CapacitySold 0 0 0
CapacityReduction% 0.0% 0.0% 0.0%
PlantEquipmentChange 0 0 0
WriteOff 0 0 0
CashAdustment 0 0 0
PlantAdjustment 0 0 0
AccDeprAdjustment 0 0 0
AdjustedPlantValue 39600 36400 16200
AdjustedAccDepr -18480 -16987 -7560
BUY_CAPACITY
CapacityPurchased 0 0 0
CashAdjustment 0 0 0
CapacityNextRound 1800 1400 900
BUY_AUTOMATION
ChangedAutomation? 0 0 0
CashAdjustment 0 0 0
TotalPlantEquipChng 0 0 0
TotalCashAdjustment 0 0 0
TotalPlantAdjustment 0 0 0
TotalAccDeprAdjustment 0 0 0
TotalAssetAdjustment 0 0 0
DEPRECIATION
NewPlantFaceValue 39600 36400 16200
PlantToDepreciate 39600 36400 16200
NewDepreciation 2640 2427 1080
INVENTORY_LIQUIDATION
ProductKilled? 0 0 0
UnitsLiquidated 0 0 0
ValueLiquidation 0 0 0
InventoryWriteoff 0 0 0
InventoryRemaining 540 0 0
InventoryValue 10299 0 0
FINANCE
TotalPlantInvestment 0
SalesPlantEquipment 0
MaxStockIssueThisYear 16777
MaxStockRetireThisYear 4194
MaxCurrentDebtThisYear 33231
BondSeriesNumber FaceValue Yield Close
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
Sums 0
MaturingLTDebt 0
RemainingLTDebt 0
StartMaxBondIssue 48554
MaxBondIssueThisYear 48554
PROFORMAS
TotalUnitsOnHand #VALUE! #VALUE! #VALUE!
TotalInventoryValue #VALUE! #VALUE! #VALUE!
Avg Unit Cost #VALUE! #VALUE! #VALUE!
Units Sold #VALUE! #VALUE! #VALUE!
InvenSold$ #VALUE! #VALUE! #VALUE!
InvenUnitsRemaining #VALUE! #VALUE! #VALUE!
InvenUnitsRemaining$ #VALUE! #VALUE! #VALUE!
StockOut$ #VALUE! #VALUE! #VALUE!
PROFORMA_INCOME_STATEMENT
Cake Cedar Cid
Sales #VALUE! #VALUE! #VALUE!
Labor #VALUE! #VALUE! #VALUE!
Material #VALUE! #VALUE! #VALUE!
InventoryCarry #VALUE! #VALUE! #VALUE!
TotalVariableCosts #VALUE! #VALUE! #VALUE!
ContributionMargin #VALUE! #VALUE! #VALUE!
Depreciation 2640 2427 1080
R&D 0 0 0
Promo 1500 1500 1500
Sales 750 750 1000
Admin/Other #VALUE! #VALUE! #VALUE!
TotalPeriodCosts #VALUE! #VALUE! #VALUE!
NetMargin #VALUE! #VALUE! #VALUE!
BrokerageFees
Writeoffs
TotalFees&Writeoffs
EBIT
ShortTermInterest
LongInterest
Taxes
ProfitSharing
NetProfit
PROFORMA_BALANCE_SHEET
Cash #VALUE! #VALUE!
AR #VALUE! #VALUE!
Inventory #VALUE! #VALUE!
TotalCurrentAssets #VALUE! #VALUE!
Plant&Equip 113800 #VALUE!
AccDepr -60694 #VALUE!
TotalFixedAssets 53106 #VALUE!
TotalAssets #VALUE! #VALUE!
AP #VALUE! #VALUE!
CurrentDebt #VALUE! #VALUE!
LongTermDebt 0 #VALUE!
TotalLiab #VALUE! #VALUE!
CommonStock 28360 #VALUE!
RetainedEarnings #VALUE! #VALUE!
TotalEquity #VALUE! #VALUE!
TotalLiab+Equity #VALUE! #VALUE!
PROFORMA_CASHFLOW
Cash Flows from operations Profits/Employee
Net Income (Loss) #VALUE! #VALUE!
Depreciation&Writeoffs 7587
Chng current Assets/Liab
Accounts Payable #VALUE!
Inventory #VALUE!
Accounts Receivable #VALUE!
Net Cash From Operations #VALUE!
NetPlantImprovements 0 #VALUE! <Free Cash Flow
Cash Flows from financial actions
Dividends Paid 0
Sales of common stock 0
Purchase of common stock 0
Increase long term debt 0
Retire long term debt 0
Change current debt (net) #VALUE!
Net cash from fin. actions #VALUE!
NetChngInCash #VALUE!
PROFORMA_RATIOS
ROS #VALUE!
AssetTurnover #VALUE!
ROA #VALUE! Debt/Equity Debt/Assets
Leverage #VALUE! #VALUE! #VALUE!
ROE #VALUE!
PriceEarnings #VALUE!
Mkt/Book #VALUE!
PROFORMA_STOCK_CALCULATION
NewSharesOutstanding 2292
ProformaBookValue #VALUE!
ProformaEPS #VALUE!
EffectiveDividendPerShare #VALUE!
AvgDividendPerShare #VALUE!
CalculatedStockPrice #VALUE!
ProformaStockPrice #VALUE!
DividendYield #VALUE!
DividendPayoutRatio #VALUE!
ProformaMarketCap #VALUE! #VALUE! %TotalMarket
MKT_SEGMENT_RPTS 1 0
0 2012 Traditional
Total Available Unit Sales 8607
Actual Industry Unit Sales 8607
Segment % of Total Industry 0.3
Growth Rate 0.1 0.11
Acc
0.00 0.42
0.00 0.53
0.00 0.47
0.00 0.53
0.00 0.54
0.00 0.48
0.00 Ideal Age = 2.0 0.47
0.00 $19.00 - 29.00 0.23
0.00 Pfmn 6.4 Size 13.6 0.21
0.00 MTBF 14000-19000 0.09
Perceptual Map Table
Performance Center 6.40
Size Center 13.60
0.00 5.50 14.50
0.00 6.80 13.30
0.00 6.40 13.60
0.00 5.50 14.50
0.00 6.40 13.60
0.00 6.50 13.50
0.00 5.50 14.50
0.00 4.00 11.00
0.00 9.40 15.50
0.00 3.00 17.00
0.00 3.00 17.00
0.00 3.00 17.00
Potential Actual
0.00 0.04 0.04
0.00 0.13 0.13
0.00 0.15 0.15
0.00 0.19 0.19
0.00 0.34 0.34
0.00 0.15 0.15
Name MShr UnSoldtoSeg RvDate
0.00 0.19 1629 2012.27
0.00 0.19 1599 2012.65
0.00 0.15 1326 2012.56
0.00 0.15 1289 2012.31
0.00 0.15 1284 2012.66
0.00 0.13 1121 2012.94
0.00 0.04 340 2007.90
0.00 0.00 6 2008.40
0.00 0.00 5 2008.50
0.00 0.00 1 2006.40
0.00 0.00 1 2006.40
0.00 0.00 1 2006.40
Name Market Share Units Sold to Seg Revision Date
Able 0.14 1030 1997.9
TQM MODULE 0 0 0
TQMyear 1 2 3
TQMround FALSE FALSE FALSE
Decisions
CPIsystems 0
Vendor/JIT 0
QIT 0
ChannelSupport 0
ConcurrentEng 0
Benchmarking 0
QualityDeployment 0
CCE/6SigmaTraining 0
UNEPGreen 0
GEMISustain 0
TotalTQMExpenditures 0
OIdGoodwill OldValue
TQMmaterialCost 0.00 0.00%
TQMlaborCost 0.00 0.00%
TQMcycleTime 0.00 0.00%
TQMadmin 0.00 0.00%
TQMDemand 0.00 0.00%
MaterialCostReduction WorstCase BestCase
CPIsystems 0.00%
Vendor/JIT 0.00%
QIT 0.00%
ChannelSupport 0.00%
ConcurrentEng 0.00%
Benchmarking 0.00%
QualityDeployment 0.00%
CCE/6SigmaTraining 0.00%
UNEPGreen 0.00%
GEMISustain 0.00%
CombinedImpact #VALUE!
ExpectedImprovement 0.0% 0.00%
LaborCostReduction
CPIsystems 0.00%
Vendor/JIT 0.00%
QIT 0.00%
ConcurrentEng 0.00%
Benchmarking 0.00%
UNEPGreen 0.00%
GEMISustain 0.00%
ReductionR&DCycleTime
CPIsystems 0.00%
Vendor/JIT 0.00%
QIT 0.00%
ConcurrentEng 0.00%
Benchmarking 0.00%
UNEPGreen 0.00%
GEMISustain 0.00%
ReductionAdminCosts
CPIsystems 0.00%
Vendor/JIT 0.00%
QIT 0.00%
ConcurrentEng 0.00%
Benchmarking 0.00%
UNEPGreen 0.00%
GEMISustain 0.00%
DemandIncrease
CPIsystems 0.00%
Vendor/JIT 0.00%
QIT 0.00%
ConcurrentEng 0.00%
Benchmarking 0.00%
UNEPGreen 0.00%
GEMISustain 0.00%
TQMimpact
TQMmaterialCost #VALUE!
TQMlaborCost #VALUE!
TQMcycleTime #VALUE!
TQMadmin #VALUE!
TQMDemand #VALUE!
MKTG_MODULE 0 0 0
MktgYear 1 2 3
MktgRound FALSE FALSE FALSE
MediaImpact Traditional Low End High End

PrintMedia 0.00 0.00 0.00
DirectMail 0.00 0.00 0.00
WebMedia 0.00 0.00 0.00
Email 0.00 0.00 0.00
TradeShows 0.00 0.00 0.00
Total 0.00 0.00 0.00
PromoDecisions Cake Cedar Cid

PrimarySegment 1 2 3
PrintMedia 300 300 300
DirectMail 300 300 300
WebMedia 300 300 300
Email 300 300 300
TradeShows 300 300 300
Total 1500 1500 1500
PromoParameters Rates Impressions Xmin

PrintMedia 0 0 0
DirectMail 0 0 0
WebMedia 0 0 0
Email 0 0 0
TradeShows 0 0 0
CostPerTradeShow 0
CostPerReport 0
Impressions
PrintMedia #DIV/0! #DIV/0! #DIV/0!
DirectMail #DIV/0! #DIV/0! #DIV/0!
WebMedia #DIV/0! #DIV/0! #DIV/0!
Email #DIV/0! #DIV/0! #DIV/0!
TradeShows #DIV/0! #DIV/0! #DIV/0!
Reach
PrintMedia 0.00 0.00 0.00
DirectMail 0.00 0.00 0.00
WebMedia 0.00 0.00 0.00
Email 0.00 0.00 0.00
TradeShows 0.00 0.00 0.00
AwarenessCreated
Print Media #VALUE! #VALUE! #VALUE!
Direct Mail #VALUE! #VALUE! #VALUE!
Web Media #VALUE! #VALUE! #VALUE!
Email #VALUE! #VALUE! #VALUE!
Trade Shows #VALUE! #VALUE! #VALUE!
MaxCategory #VALUE! #VALUE! #VALUE!
Remainder #VALUE! #VALUE! #VALUE!
DiscountedRemainder #VALUE! #VALUE! #VALUE!
NewAwarenessCreated #VALUE! #VALUE! #VALUE!
OldAwareness:Trad 0.000 0.000 0.000
Low 0.000 0.000 0.000
High 0.000 0.000 0.000
Pfmn 0.000 0.000 0.000
Size 0.000 0.000 0.000
OldAwarenessAfterDecay 0.000 0.000 0.000
NewPrimaryAwareness #VALUE! #VALUE! #VALUE!
AwarenessThisYear Cake Cedar Cid
AwarenessFactorTrad #VALUE! #VALUE! #VALUE!
AwarenessFactorLow #VALUE! #VALUE! #VALUE!
AwarenessFactorHigh #VALUE! #VALUE! #VALUE!
AwarenessFactorPfmn #VALUE! #VALUE! #VALUE!
AwarenessFactorSize #VALUE! #VALUE! #VALUE!
SALESMANSHIP
SalesPriorities 24% 22% 20%
SalesPrioritiesPositive 24% 22% 20%
SalesPrioritiesDec 24% 22% 20%
SalesBudget 0 0 0
SalesFactor #VALUE! #VALUE! #VALUE!
SALES_PARAMETERS Costs Each Annual Contacts Xmin

OutsideSales $0 0 0
InsideSales $0 0 0
Distributors $0 0 0
Ymax Trad Low High

OutsideSales 0% 0% 0%
InsideSales 0% 0% 0%
Distributors 0% 0% 0%
SalesDecisions Resources Trad Low

OutsideSalesDec 3.00 3.00
InsideSalesDec 6.00 6.00
DistributorsDec 3.00 3.00
MktgReports FALSE FALSE
IncomingMktgReports FALSE FALSE
Budget Trad Low

OutsideSales $0 $0
InsideSales $0 $0
Distributors $0 $0
MktgReport $0 $0
Total $0 $0
OutsideSalesGain #VALUE! #VALUE!

InsideSalesGain #VALUE! #VALUE!
DistributorsGain #VALUE! #VALUE!
Total Gain #VALUE! #VALUE!
Accessibility Trad Low
Old Old 37.9% 26.1%
New New #VALUE! #VALUE!
MktgXBudgetFormulas PromoFormulas SalesFormulas

Cake 1500 0
Cedar 1500 0
Cid 1500 0
Coat 1500 0
Cure 1500 0
Na 0 0
Na 0 0
Na 0 0
MKTG_REPORT 1.00
CHART DATA
Perceptual Map Aging Chart

AgeAtStartOfYear 0.00 0.00 0.00
AgeBeforeRevision 0.00 0.00 0.00
AgeAtRevision 0.00 0.00 0.00
AgeAtEndOfYear 0.00 0.00 0.00
AGING_CHART Cake Cedar Cid
1.00 0.00
2.00 0.00
2.00 0.00
2.00 0.00
2.00 0.00
3.00 0.00
3.00 0.00
3.00 0.00
3.00 0.00
4.00 0.00
4.00 0.00
4.00 0.00
4.00
5.00
5.00
5.00
5.00
6.00
6.00
6.00
6.00
6.00
6.00
7.00
7.00
7.00
7.00
8.00
8.00
8.00
8.00
9.00
MaterialCostChart Cake Cedar Cid

Old #VALUE! #VALUE! #VALUE!
New #VALUE! #VALUE! #VALUE!
Marketing Revenue Forecast

Name Margin After marketing Marketing Variable costs
Cake #VALUE! $2,250 #VALUE!
Cedar #VALUE! $2,250 #VALUE!
Cid #VALUE! $2,500 #VALUE!
Coat #VALUE! $2,500 #VALUE!
Cure #VALUE! $2,500 #VALUE!
Na #VALUE! $0 #VALUE!
Marketing Unit Sales Forecast

Cake Cedar Cid
Capacity vs Production
Cake Cedar Cid
Both Shifts 3600 2800 1800
Base Capacity 1800 1400 900
Production #VALUE! #VALUE! #VALUE!
Unit Cost Breakdown Material Labor Overtime

Eat $11.02 $7.84 $0.00
Ebb $7.37 $6.72 $0.66
Echo $15.27 $8.96 $0.00
Edge $15.21 $8.96 $0.00
Egg $12.99 $8.96 $0.00
NA $0.00 $0.00 $0.00
NA $0.00 $0.00 $0.00
NA $0.00 $0.00 $0.00
Unit Cost Breakdown
Cake Cedar Cid
Margin #VALUE! #VALUE! #VALUE!
Balance Sheet Assets

Cash #VALUE!
Inventories #VALUE!
Fixed $53,106
Liabilities
Current Debt #VALUE!
Long Term Debt $0
Common Stock $28,360
Retained Earnings #VALUE!
Income Statement Cake Cedar Cid

Net Margin #VALUE! #VALUE! #VALUE!
Administrative / Other #VALUE! #VALUE! #VALUE!
Marketing $1,500 $1,500 $1,500
Research & Development $0 $0 $0
Depreciation $2,640 $2,427 $1,080
Inventory Carrying costs #VALUE! #VALUE! #VALUE!
Cash Flows From Operations

Net cash flow #VALUE!
Inventories #VALUE!
Depreciation $7,587
Net income (loss) #VALUE!
Net cash flow $0
Plant improvements $0
Net cash flow #VALUE!
Change current debt #VALUE!
Retire long term debt $0
New long term debt $0
Purchase of stock $0
Sales of stock $0
Dividends $0
Cash flow from Operations #VALUE!
Cash flow from Investing $0
Cash flow from Financial actions #VALUE!
Net change in cash position #VALUE!
ROS #VALUE!
Asset Turnover #VALUE!
Leverage #VALUE!
ROE #VALUE!
TQMcharts
Material 0.0% 0.0% 0.0%

Labor 0.0% 0.0% 0.0%
R&D Cycle Time 0.0% 0.0% 0.0%
Admin 0.0% 0.0% 0.0%
Demand 0.0% 0.0% 0.0%
MktgXRpt
0 0 0
Awareness 0.00% 0.00% 0.00%
0 0 0
Accessibility 0.00% 0.00% 0.00%
R&D Perceptual Map as a Chart
Series DataLabel X Y
Traditional Traditional 7.1 12.9
Low End Low End 4 16
High End High End 10.2 9.8
Performance Performance 11 14.9
Size Size 5.1 9
Traditional Rough Traditional Rough 7.1 12.9
Low End Rough Low End Rough 4 16
High End Rough High End Rough 10.2 9.8
Performance Rough Performance Rough 11 14.9
Size Rough Size Rough 5.1 9
P1 Cake 5.7 14.3
P2 Cedar 2.2 17.8
P3 Cid 10.3 9.7
P4 Coat 11.8 15.3
P5 Cure 5.7 9.6
P6 0 0
P7 0 0
P8 0 0
R1 5.7 14.3
R2 2.2 17.8
R3 10.3 9.7
R4 11.8 15.3
R5 5.7 9.6
R6 0 0
R7 0 0
R8 0 0
Courier Perceptual Map

Traditional Traditional 0 0
Low End Low End 0 0
High End High End 0 0
Performance Performance 0 0
Size Size 0 0
Traditional Rough Traditional Rough 0 0
Low End Rough Low End Rough 0 0
High End Rough High End Rough 0 0
Performance Rough Performance Rough 0 0
Size Rough Size Rough 0 0
A1 0 0 0
A2 0 0 0
A3 0 0 0
A4 0 0 0
A5 0 0 0
A6 0 0 0
A7 0 0 0
A8 0 0 0
B1 0 0 0
B2 0 0 0
B3 0 0 0
B4 0 0 0
B5 0 0 0
B6 0 0 0
B7 0 0 0
B8 0 0 0
C1 0 0 0
C2 0 0 0
C3 0 0 0
C4 0 0 0
C5 0 0 0
C6 0 0 0
C7 0 0 0
C8 0 0 0
D1 0 0 0
D2 0 0 0
D3 0 0 0
D4 0 0 0
D5 0 0 0
D6 0 0 0
D7 0 0 0
D8 0 0 0
E1 0 0 0
E2 0 0 0
E3 0 0 0
E4 0 0 0
E5 0 0 0
E6 0 0 0
E7 0 0 0
E8 0 0 0
F1 0 0 0
F2 0 0 0
F3 0 0 0
F4 0 0 0
F5 0 0 0
F6 0 0 0
F7 0 0 0
F8 0 0 0
Courier Segment Perceptual Map

InnerSegment 0 6.4 13.6
OuterSegment 6.4 13.6
P1 0.00 5.5 14.5
P2 0.00 6.8 13.3
P3 0.00 6.4 13.6
P4 0.00 5.5 14.5
P5 0.00 6.4 13.6
P6 0.00 6.5 13.5
P7 0.00 5.5 14.5
P8 0.00 4 11
P9 0.00 9.4 15.5
P10 0.00 3 17
P11 0.00 3 17
P12 0.00 3 17
TimesOnlineGraphicScreens Xcoord Ycoord

1124 RandD 0 0
18 RandD_F 0 0
Mktg 0 0
Mktg_F 0 0
MktgX 0 0
Production 0 0
Production_F 0 0
Labor 0 0
TQM 0 0
Finance 0 0
BalanceSheet 0 0
IncomeStatement 0 0
IncomeStatement_F 0 0
CashFlow 0 0
ProformaScorecard 0 0
Ratios 0 0
DecSummary 0 0
DecSummary_F 0 0
EXCEL DEFAULTS
.StandardFont Arial Button Faces
.StandardFontSize 10
.DisplayFormulaBar FALSE
.TransitionNavigKeys FALSE
.EditDirectlyInCell TRUE
.CellDragAndDrop TRUE
.MoveAfterReturn FALSE
.FixedDecimal FALSE
.FixedDecimalPlaces 2
.Calculation -4105
.ShowToolTips TRUE
.LargeButtons FALSE
.ColorButtons TRUE
.DisplayFullScreen FALSE
.DisplayStatusBar TRUE
.DisplayCommentIndicator -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 CommandBarsFullScreenOff
CommandBarsFullScreenOn
Worksheet Menu Bar TRUE FALSE
Chart Menu Bar FALSE FALSE
Standard FALSE FALSE
Formatting FALSE FALSE
PivotTable FALSE FALSE
Chart FALSE FALSE
Reviewing FALSE FALSE
Forms FALSE FALSE
Stop Recording FALSE FALSE
External Data FALSE FALSE
Formula Auditing FALSE FALSE
Full Screen FALSE FALSE
Circular Reference FALSE FALSE
Visual Basic FALSE FALSE
Web FALSE FALSE
Control Toolbox FALSE FALSE
Exit Design Mode FALSE FALSE
Refresh FALSE FALSE
Watch Window FALSE FALSE
PivotTable Field List FALSE FALSE
Borders FALSE FALSE
Protection FALSE FALSE
Text To Speech FALSE FALSE
List FALSE FALSE
Compare Side by Side FALSE FALSE
Drawing FALSE FALSE
WordArt FALSE FALSE
Picture FALSE FALSE
Drawing Canvas FALSE FALSE
Organization Chart FALSE FALSE
Diagram FALSE FALSE
Ink Drawing and Writing FALSE FALSE
Ink Annotations FALSE FALSE
PivotChart Menu FALSE FALSE
Workbook tabs FALSE FALSE
Cell FALSE FALSE
Column FALSE FALSE
Row FALSE FALSE
Cell FALSE FALSE
Column FALSE FALSE
Row FALSE FALSE
Ply FALSE FALSE
XLM Cell FALSE FALSE
Document FALSE FALSE
Desktop FALSE FALSE
Nondefault Drag and Drop FALSE FALSE
AutoFill FALSE FALSE
Button FALSE FALSE
Dialog FALSE FALSE
Series FALSE FALSE
Plot Area FALSE FALSE
Floor and Walls FALSE FALSE
Trendline FALSE FALSE
Chart FALSE FALSE
Format Data Series FALSE FALSE
Format Axis FALSE FALSE
Format Legend Entry FALSE FALSE
Formula Bar FALSE FALSE
PivotTable Context Menu FALSE FALSE
Query FALSE FALSE
Query Layout FALSE FALSE
AutoCalculate FALSE FALSE
Object/Plot FALSE FALSE
Title Bar (Charting) FALSE FALSE
Layout FALSE FALSE
Pivot Chart Popup FALSE FALSE
Phonetic Information FALSE FALSE
Auto Sum FALSE FALSE
Paste Special Dropdown FALSE FALSE
Find Format FALSE FALSE
Replace Format FALSE FALSE
List Range Popup FALSE FALSE
List Range Layout Popup FALSE FALSE
XML Range Popup FALSE FALSE
List Range Layout Popup FALSE FALSE
Shadow Settings FALSE FALSE
3-D Settings FALSE FALSE
Borders FALSE FALSE
Borders FALSE FALSE
Draw Border FALSE FALSE
Chart Type FALSE FALSE
Pattern FALSE FALSE
Font Color FALSE FALSE
Fill Color FALSE FALSE
Line Color FALSE FALSE
Drawing and Writing Pens FALSE FALSE
Annotation Pens FALSE FALSE
Drawing and Writing Pens FALSE FALSE
Annotation Pens FALSE FALSE
Order FALSE FALSE
Nudge FALSE FALSE
Align or Distribute FALSE FALSE
Rotate or Flip FALSE FALSE
Lines FALSE FALSE
Connectors FALSE FALSE
AutoShapes FALSE FALSE
Callouts FALSE FALSE
Flowchart FALSE FALSE
Block Arrows FALSE FALSE
Stars & Banners FALSE FALSE
Basic Shapes FALSE FALSE
Insert Shape FALSE FALSE
Shapes FALSE FALSE
Inactive Chart FALSE FALSE
Excel Control FALSE FALSE
Curve FALSE FALSE
Curve Node FALSE FALSE
Curve Segment FALSE FALSE
Pictures Context Menu FALSE FALSE
OLE Object FALSE FALSE
ActiveX Control FALSE FALSE
WordArt Context Menu FALSE FALSE
Rotate Mode FALSE FALSE
Connector FALSE FALSE
Script Anchor Popup FALSE FALSE
Canvas Popup FALSE FALSE
Organization Chart Popup FALSE FALSE
Diagram FALSE FALSE
Layout FALSE FALSE
Select FALSE FALSE
Task Pane FALSE FALSE
FALSE FALSE
Add Command FALSE FALSE
Built-in Menus FALSE FALSE
Clipboard FALSE FALSE
Envelope FALSE FALSE
Online Meeting FALSE FALSE
CapstoneMenu TRUE FALSE
CapstoneToolbar TRUE FALSE
XML Source FALSE FALSE
Research FALSE FALSE
XML Document FALSE FALSE
Signatures FALSE FALSE
Document Actions FALSE FALSE
Clip Art FALSE FALSE
Selection and Visibility FALSE FALSE
Document Management FALSE FALSE
Document Updates FALSE FALSE
Mail Merge Panes FALSE FALSE
Fax Service FALSE FALSE
Meeting Workspace FALSE FALSE
Attachment Options FALSE FALSE
Ribbon Adapter FALSE FALSE
FALSE FALSE
Add Command FALSE FALSE
Built-in Menus FALSE FALSE
Clipboard FALSE FALSE
Envelope FALSE FALSE
Online Meeting FALSE FALSE
CapstoneMenu TRUE FALSE
CapstoneToolbar TRUE FALSE
Status Bar TRUE FALSE
Ribbon TRUE FALSE
Courier Legends Translated

Courier1
Variable costs
Depreciation
SG&A
Other
Profit
Courier4
Capacity
Production
Courier10
Unit sales
Unit demand
Trad Traditional
Low Low End
High High End
Pfmn Performance
Size Size
AnnRpt1
Operations
Investments
Financing
Change
CourierSeg
Actual
Potential
a formula or label - example Current Cash position
a formula that should NOT be copied because some element of it is unique.
eference to the StartingConditions.txt file
- something calculated by a VB routine.
Saving the workbook

Set SimulationName to "Capstone", "Foundation", or "CompXM"
Set SpecialEdition to Empty or "Harvard" (or some other special edition)
Set SpreadsheetVersion to match "xlWebQueryVersionInfo.cfm" on website
If saving to a new name (example, from Capstone_01.xls to Capstone_02.xls, set SaveFlag to 1 and save manually.
Do Ctrl-Shift-P to package workbook. This removes all SimID specifics.
entName for EXAM
FALSE
0 0 0 0 0
1 1 1 1 1
0 0 1 1 1
0 0 0 0 0
1 1 1 1 1
10.1% 10.0%
0.29 0.43
0.19 0.09
0.09 0.29
0.43 0.19
Pfmn Size
10.5 4.75
15.25 9.5
Pfmn Size
11 5.1
14.9 9
1.4 1
-1 -1.4
28.5 28.5
5 5
1 1.5
1.1 1.1
22000 16000
27000 21000
5000 5000
0.66 0.66 0.00 0.00 0.00
0.28 0.32
Coat Cure NA NA NA
11.8 5.7 0 0 0
11.8 5.7 0 0 0
15.3 9.6 0 0 0
15.3 9.6 0 0 0
25000 19000 0 0 0
25000 19000 0 0 0
0 0 0 0 0
33 33 0 0 0
1500 1500 0 0 0
1000 1000 0 0 0
0 0 0 0 0
322 495 0 0 0
600 600 0 0 0
3 3 0 0 0
2012.450 2012.330 0.000 0.000 0.000
2011 2011 0 0 0
2010.48 2010.36 0 0 0
5 123 0 0 0
116 2747 0 0 0
10800 10800 0 0 0
-5040 -5040 0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0
0 0 0
0 0 0
FALSE FALSE FALSE
Coat Cure Na Na Na
11.8 5.7 0 0 0
15.3 9.6 0 0 0
25000 19000 0 0 0
33.00 33.00 0.00 0.00 0.00
1500 1500 0 0 0
1000 1000 0 0 0
0 0 0 0 0
325 500 0 0 0
0 0 0 0 0
3 3 0 0 0
FALSE FALSE FALSE FALSE FALSE

TRUE TRUE FALSE FALSE FALSE
0 0 0 0 0

#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
0.00 0.00 0.00 0.00 0.00
0 0 0 0 0
0 0 0 0 0
0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00
Coat Cure Na Na 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
0.00 0.00 0.00 0.00 0.00
2012.45 2012.33 0.00 0.00 0.00
$0 $0 $0 $0 $0
0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00
1.00 1.00 0.00 0.00 0.00
0.00 0.00 1.00 1.00 1.00
0.99 0.98 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00
TRUE TRUE FALSE FALSE FALSE
#VALUE! #VALUE! 0.00 0.00 0.00
7.50 5.70 0.00 0.00 0.00
#VALUE! #VALUE! 0.00 0.00 0.00
7.50 5.70 0.00 0.00 0.00
11.8 5.7 0 0 0
15.3 9.6 0 0 0
25000 19000 0 0 0
0.5 0.5 0.5 0.5 0.5
33.00 33.00 0.00 0.00 0.00
1 1 0 0 0
0 0 0 0 0










StdAccessFactor Mktg2AccessFactor AccessFactor SalesWeighted
#VALUE! #VALUE! #VALUE! #VALUE!
#VALUE!
0.66 0.66 0.00 0.00 0.00









Perf Size
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0


#VALUE! #VALUE! #DIV/0! #DIV/0! #DIV/0!
600 600 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0

#VALUE! #VALUE! 0.00 0.00 0.00

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

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

Coat Cure Na Na Na
720 720 0 0 0
0 0 0 0 0
1500 1500 0 0 0
1000 1000 0 0 0
ending cash e-loan

#VALUE! #VALUE! #VALUE!
Assets/Employee
#VALUE!
#VALUE! WorkingCapital
#VALUE! Sales/Day
#VALUE! DaysOfWrkCap
New Stock Calc

=BV|RE per share #VALUE!
+ 3|5* EPS #VALUE!
+ 2|3* old EPS, >=0 #VALUE!
+ Avg Dividend, >=0 #VALUE!
0.1 times if eloan #VALUE!
Book Value / 2 #VALUE!
Eloan per share #VALUE!
Impact Temp #VALUE!
Impact Floor #VALUE!
End Price, >=1 #VALUE!
StockOut Pfmn Size Price MTBF
5.5 14.5 27.00 15500
6.8 13.3 29.00 18100
6.4 13.6 27.00 16000
5.5 14.5 29.00 14000
6.4 13.6 26.50 14000
6.5 13.5 29.00 17000
5.5 14.5 28.00 17500
4 11 33.00 19000
9.4 15.5 33.00 25000
3 17 21.00 14000
3 17 21.50 14000
3 17 21.00 14000
Stock Out Pfmn Coord Size Coord List Price MTBF
5.5 14.5 28 17500
0 0 0 0 0
4 5 6 7 8
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 0 0 0 0
4 5 6 7 8
Performance Size
0.00 0.00 0.00 Traditional
0.00 0.00 0.00 Low End
0.00 0.00 0.00 High End
0.00 0.00 0.00 Performance
0.00 0.00 0.00 Size
0.00 0.00
Coat Cure Na Na Na
4 5 0 0 0
300 300 0 0 0
300 300 0 0 0
300 300 0 0 0
300 300 0 0 0
300 300 0 0 0
1500 1500 0 0 0
Xmax Ymin Ymax Shape

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

0.00 0.00 0.00 0.00 0.00

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

0.000 0.000 0.000 0.000 0.000
0.000 0.000 0.000 0.000 0.000
0.000 0.000 0.000 0.000 0.000
0.000 0.000 0.000 0.000 0.000
0.000 0.000 0.000 0.000 0.000
0.000 0.000 0.000 0.000 0.000
Coat Cure Na Na Na
17% 17% 0% 0% 0%
17% 17% 0% 0% 0%
17% 17% 0% 0% 0%
0 0 0 0 0
Xmax Ymin Ymax Shape

$0 0 0.0% 0
$0 0 0.0% 0
$0 0 0.0% 0
Pfmn Size
0% 0%
0% 0%
0% 0%
High Pfmn Size Total

2.00 2.00 2.00 12.00
6.00 6.00 6.00 30.00
3.00 3.00 3.00 15.00
FALSE FALSE FALSE
FALSE FALSE FALSE
High Pfmn Size Total (000)

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

High Pfmn Size
37.1% 27.8% 31.7%
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
Coat Cure Na Na 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
Coat Cure Na Na Na
Coat Cure Na Na Na
Coat Cure Na Na Na
1200 1200 0 0 0
600 600 0 0 0
Margin
$9.14
$6.25
$13.78
$8.83
$11.06
$0.00
$0.00
$0.00
Coat Cure Na Na Na
#VALUE! #VALUE! $0.00 $0.00 $0.00
Coat Cure Na Na Na
$1,500 $1,500 $0 $0 $0
$0 $0 $0 $0 $0
$720 $720 $0 $0 $0
0.0% 0.0% 0.0%
0.0% 0.0% 0.0%
0.0% 0.0% 0.0%
0.0% 0.0% 0.0%
0.0% 0.0% 0.0%
0 0 0 0 0
0.00% 0.00% 0.00% 0.00% 0.00%
0 0 0
0.00% 0.00% 0.00%
RelativeDiameter
5
5
5
5
5
8
8
8
8
8
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
RelativeDiameter
5
5
5
5
5
8
8
8
8
8
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
RelativeDiameter
5
8
4
4
4
4
4
4
4
4
4
4
4
4
Xcoord Ycoord
590 1
590 1
460 1
460 1
560 1
545 1
615 1
515 1
675 1
395 1
575 1
575 1
400 1
550 1
595 1
415 1
470 1
300 1
Cells for Border changing
AllRandDdecisions
AllRandDdecisions_F
AllMktgDecisions
AllMktgDecisions_F
AllMktgXDecisions
AllProductionDecisions
AllProductionDecisions_F
AllLaborDecisions
AllTQMDecisions
AllFinanceDecisions
g to 1 and save manually.
0
1
1
0
1
668
13162
-53107
0
$0
Total
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
WtgAccess
rawAwareness
#VALUE!
Competitors
-20.00 #VALUE!
-20.00 #VALUE!
-20.00 #VALUE!
-20.00 #VALUE!
-20.00 #VALUE!
SegmentUnitDemand
6407
8325
2681
2201
2179
#VALUE!
Total Segment
#VALUE! 0
#VALUE! 0
#VALUE! 0
#VALUE! 0
#VALUE! 0
#VALUE! #VALUE! MktShr
0 ProductCount
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE! CustomerBuyingCriteria
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE! WtgCustSurvey
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
5300
0
0
0
0
0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0
0
0
0
0
113800
-53107
0
0
113800
7587
0
0
0
668
13162
#VALUE!
#VALUE!
#VALUE!
Total $Sales Sales/Employee

#VALUE! #VALUE!
#VALUE! #VALUE!
#VALUE! #VALUE!
#VALUE! #VALUE!
#VALUE! #VALUE!
7587 #VALUE!
0 #VALUE!
7500 #VALUE!
4500 #VALUE! SG&A%ofSales
#VALUE! #VALUE!
#VALUE! #VALUE!
0 #VALUE!
0 #VALUE!
0 #VALUE!
#VALUE! #VALUE!
0 #VALUE!
0 #VALUE!
#VALUE! #VALUE!
#VALUE! #VALUE!
#VALUE! #VALUE!
#VALUE! rawProfits
#VALUE! operatingProfit
AgeDec.31 Promo Sales Aware
2.09 1050 1085 0.632
1.84 1100 1440 0.658
1.4 1050 775 0.571
2.08 900 1235 0.594
1.87 0 1270 0.412
1.76 1300 1418 0.759
5.1 1000 1000 0.605
4.6 700 700 0.405
4.5 700 700 0.405
6.6 1300 1418 0.744
6.6 1100 1512 0.644
6.6 900 900 0.537
Age Dec.31 Promo Budget Sales Budget Customer Awareness
3.1 1009 979 0.61
Total
1500
1500
1500
1500
1500
7500
100%
0
0 0 0 0
0.00% 0.00% 0.00% 0.00%
DecSurv
31
36
29
24
30
37
5
0
0
0
0
0
Customer AccessDecember Customer Survey
17.9
DECISIONS Andrews 1 0 2000 MEDIUM
ProductName Cake Cedar Cid Coat Cure Na Na
RetireProduct 0 0 0 0 0 0 0
XcoordinateRD 5.7 3 10.3 11.8 4.5 0 0
YcoordinateRD 14.3 17 9.7 15.3 10.1 0 0
MTBFrdSpec 17500 14000 23000 25000 19500 0 0
Price 29 21.5 39 34.5 34.5 0 0
PromoBudget 1250 1200 950 950 1000 0 0
SalesBudget 1400 1300 1200 1000 1300 0 0
UnitSalesForecast 1400 2100 400 400 400 0 0
ProductionOrdered 1320 2200 400 400 350 0 0
CapacityChange 0 0 0 0 0 400 0
AutomationNextRound 5 6 4 4 4 4 0
FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR
FinanceDecisions 1300 0 1 0 0 12000 30
LaborNegotiation TechWageAsmbWage Benefits ProfitShr AnnRaiseComplmentRecrSpend
Offer1 20 0 2500 0.02 0.05 721.24 0
Offer2 22 0 2750 0.02 0.06 0 0
TQMfunction CPI VendorJIT QIT Channels CCEBenchMark QFDE
TQMbudgets 0 0 0 0 0 0 0
MKTGPrimarySeg 1 2 3 4 5 0 0
MKTGPrintMedia 200 180 160 140 140 0 0
MKTGDirectMail 200 180 160 140 140 0 0
MKTGWebMedia 200 180 160 140 140 0 0
MKTGEmail 200 180 160 140 140 0 0
MKTGTradeShows 200 180 160 140 140 0 0
MKTGSalesPriorities 0.24 0.22 0.2 0.17 0.17 0 0
MKTGOutsideSales 11 0.2 0.2 0.2 0.2 0.2
MKTGInsideSales 27 0.2 0.2 0.2 0.2 0.2
MKTGDistributors 14 0.2 0.2 0.2 0.2 0.2
MKTGReports 0 0 0 0 0 0
FeesAndNewCapital 0 0
Capstone Rehearsal Round 2 Decisions
DECISIONS Andrews 1 2 2006 C10016
XcoordinateRD 6.5 3 10.3 11.8 5.1 0 0
YcoordinateRD 13.5 17 9.7 15.3 9.2 0 0
MTBFrdSpec 17500 14000 23000 25000 19500 0 0
Price 28.5 21.5 38.00 33.00 34 0.00 0
PromoBudget 1475 1500 1500 1500 1320 0 0
SalesBudget 1600 1475 1000 1000 1500 0 0
AutomationNextRound 6 7 4 4 4.5 4 0
FinanceDecisions 6000 0 1.35 6000 0 6000 30
Offer1 21 0 2500 0.02 0.05 814 0
Offer2 23.1 0 2750 0.02 0.06 0 0
MKTGPrintMedia 400 240 180 160 160 0 0
MKTGDirectMail 400 240 180 160 160 0 0
MKTGWebMedia 400 240 180 160 160 0 0
MKTGEmail 400 240 180 160 160 0 0
MKTGTradeShows 400 240 180 160 160 0 0
XcoordinateRD 7.2 3 10.3 11.8 5.7 0 0
YcoordinateRD 12.9 17 9.7 15.3 8.3 0 0
MTBFrdSpec 17500 14000 23,000 25,000 19500 0 0
Price 28 19.99 38 33 33.5 0 0
PromoBudget 1700 1775 1,500 1,500 1550 0 0
SalesBudget 1800 1775 1,000 1,000 1650 0 0
AutomationNextRound 7 7.8 3 3 5 0 0
FinanceDecisions 0 0 2.1 0 0 4500 30
Offer1 21 0 2500 0.02 0.05 814 0
Offer2 23.1 0 2750 0.02 0.06 0 0
MKTGPrintMedia 400 240 180 160 160 0 0
MKTGDirectMail 400 240 180 160 160 0 0
MKTGWebMedia 400 240 180 160 160 0 0
MKTGEmail 400 240 180 160 160 0 0
MKTGTradeShows 400 240 180 160 160 0 0
XcoordinateRD 7.8 4.3 10.3 11.8 6.3 0 0
YcoordinateRD 12.1 15.7 9.7 15.3 7.2 0 0
MTBFrdSpec 17500 14000 23,000 25,000 19500 0 0
Price 27.5 19.5 38 33 33 0 0
PromoBudget 1900 1935 1,500 1,500 1775 0 0
SalesBudget 2000 1950 1,000 1,000 1850 0 0
AutomationNextRound 7 7.8 3 3 5 0 0
Offer1 21 0 2500 0.02 0.05 814 0
Offer2 23.1 0 2750 0.02 0.06 0 0
MKTGPrintMedia 400 240 180 160 160 0 0
MKTGDirectMail 400 240 180 160 160 0 0
MKTGWebMedia 400 240 180 160 160 0 0
MKTGEmail 400 240 180 160 160 0 0
MKTGTradeShows 400 240 180 160 160 0 0
Foundation Rehearsal Round 1 Decisions

DECISIONS Andrews 1 0 2000 MEDIUM
ProductName Cake Cedar Na Na Na NA NA
XcoordinateRD 5.7 2.2 0 0 0 0 0
YcoordinateRD 14.3 17.8 0 0 0 0 0
MTBFrdSpec 17500 14000 0 0 0 0 0
Price 35 0 0 0 0 0 0
PromoBudget 1200 0 0 0 0 0 0
SalesBudget 1300 0 0 0 0 0 0
FinanceDecisions $2,000 0 0.75 1000 0 $4,000 30
Offer1 20 0 2500 0.02 0 250 0
Offer2 22 0 2750 0.02 0 0 0
MKTGPrintMedia 200 0 0 0 0 0 0
MKTGDirectMail 200 0 0 0 0 0 0
MKTGWebMedia 200 0 0 0 0 0 0
MKTGEmail 200 0 0 0 0 0 0
MKTGTradeShows 200 0 0 0 0 0 0
MKTGSalesPriorities 0 0 0 0 0 0 0
ProductName Cake Cedar NA NA NA NA NA
YcoordinateRD 14.3 17.8 0 0 0 0 0
MTBFrdSpec 17500 14000 0 0 0 0 0
Price 28.00 21.00 0 0 0 0 0
PromoBudget 1500 1500 0 0 0 0 0
SalesBudget 750 750 0 0 0 0 0
Offer1 20 0 2500 0.02 0 257 0
Offer2 22 0 2750 0.02 0 0 0
MKTGEmail 300 0 0 0 0 0 0
YcoordinateRD 14.3 17.8 0 0 0 0 0
MTBFrdSpec 17500 14000 0 0 0 0 0
Price 28.00 21.00 0 0 0 0 0
PromoBudget 1500 1500 0 0 0 0 0
SalesBudget 750 750 0 0 0 0 0
Offer1 20 0 2500 0.02 0 257 0
Offer2 22 0 2750 0.02 0 0 0
MKTGEmail 300 0 0 0 0 0 0
XcoordinateRD 6 2 0 0 0 0 0
YcoordinateRD 14 18 0 0 0 0 0
MTBFrdSpec 17,500 14,000 0 0 0 0 0
Price 28 21 0 0 0 0 0
PromoBudget 1,500 1,500 0 0 0 0 0
SalesBudget 750 750 0 0 0 0 0
ProductionOrdered 2,000 1,150 0 0 0 0 0
Offer1 20 0 2500 0.02 0 257 0
Offer2 22 0 2750 0.02 0 0 0
MKTGEmail 300 0 0 0 0 0 0
Na
0
0 We handle tutorial decisions as follows:
0 1. At startup, the latest tutorial decisions are retrieved from the
0 2. The student modifies them. This puts the student's decisions
0 3. The student could also mess with "teammate" decisions. The
0 4. The Tutorial decisions at left are constructed at Design Time
0 Yellow areas are decisions being made
0 Blue areas are decisions by Tutorial "te
0 5. At Save, the decisions at left are copied to DecisionsIncomin
0 6. The student is then given an option to continue working on th
0
AP
30
TrainHrs
0 ProductName RandD!C4
0 RetireProduct
CCE6sigma UNEPGreenGEMISustain XcoordinateRD RandD!D4
0 0 0 YcoordinateRD RandD!E4
0 MTBFrdSpec RandD!F4
0 Price Mktg!C4
0 PromoBudget Mktg!D4
0 SalesBudget Mktg!E4
0 UnitSalesForecast Mktg!G4
0 ProductionOrdered Production!C6
0 CapacityChange Production!C16
AutomationNextRound Production!C18
FinanceFunction
FinanceDecisions Finance!C11
LaborNegotiation
Offer1 Labor!J6
Offer2
TQMfunction
Na TQMbudgets TQM!D5
0 MKTGPrimarySeg
0 MKTGPrintMedia
0 MKTGDirectMail
0 MKTGWebMedia
0 MKTGEmail
0 MKTGTradeShows
0 MKTGSalesPriorities
0 MKTGOutsideSales
0 MKTGInsideSales
0 MKTGDistributors
0 MKTGReports
AP FeesAndNewCapital
30
TrainHrs
0
0
CCE6sigma UNEPGreenGEMISustain
0 0 0
0
0
0
0
0
0
0
Na
0
0
0
0
0
0
0
0
0
0
0
AP
30
TrainHrs
0
0
0 0 0
0
0
0
0
0
0
0
Na
0
0
0
0
0
0
0
0
0
0
0
AP
120
TrainHrs
0
0
0 0 0
0
0
0
0
0
0
0
NA
0
0
0
0 ProductName RandD_F!C4
0 RetireProduct
0 XcoordinateRD RandD_F!D4
0 YcoordinateRD RandD_F!E4
0 MTBFrdSpec RandD_F!F4
0 Price Mktg_F!C4
0 PromoBudget Mktg_F!D4
0 SalesBudget Mktg_F!E4
AP UnitSalesForecast Mktg_F!G4
30 ProductionOrdered Production_F!C6
TrainHrs CapacityChange Production_F!C16
0 AutomationNextRound Production_F!C18
0 FinanceFunction
CCE6sigma UNEPGreenGEMISustain FinanceDecisions Finance!C11
0 0 0 LaborNegotiation
0 Offer1
0 Offer2
0 TQMfunction
0 TQMbudgets TQM!D5
0 MKTGPrimarySeg
0 MKTGPrintMedia
1 MKTGDirectMail
MKTGWebMedia
MKTGEmail
MKTGTradeShows
MKTGSalesPriorities
MKTGOutsideSales
MKTGInsideSales
MKTGDistributors
NA MKTGReports
0 FeesAndNewCapital
0
0
0
0
0
0
0
0
0
0
AP
30
TrainHrs
0
0
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
0 0 0
0
0
0
0
0
0
1
NA
0
0
0
0
0
0
0
0
0
0
0
AP
120
TrainHrs
0
0
0 0 0
0
0
0
0
0
0
1
cisions are retrieved from the website.
s puts the student's decisions into DecisionsOutgoing
th "teammate" decisions. Therefore, at Save we must restore "teammate" Decisions.
e constructed at Design Time.
as are decisions being made by the student, taken from DecisionsOutgoing.
are decisions by Tutorial "teammates" created by the designer. Some are constants. Some are formulas.
e copied to DecisionsIncoming, then posted into the worksheets. Much like an UndoToLastSave. Then Saved.
tion to continue working on this round or advance.
RandD!C5 RandD!C6 RandD!C7 RandD!C8
RandD!D5 RandD!D6 RandD!D7 RandD!D8

RandD!E5 RandD!E6 RandD!E7 RandD!E8
RandD!F5 RandD!F6 RandD!F7 RandD!F8
Mktg!C5 Mktg!C6 Mktg!C7 Mktg!C8
Mktg!D5 Mktg!D6 Mktg!D7 Mktg!D8
Mktg!E5 Mktg!E6 Mktg!E7 Mktg!E8
Mktg!G5 Mktg!G6 Mktg!G7 Mktg!G8
Production!D6 Production!E6 Production!F6 Production!G6
Finance!C13 Finance!C14 Finance!C18 Finance!J17
Labor!J7 Labor!J8 Labor!J9
TQM!D6 TQM!D7 TQM!D8 TQM!D9
ARRange APRange
NewAR ProdAP
MktgAR NewAP
MktgAP
RandD_F!C5 RandD_F!C6 RandD_F!C7 RandD_F!C8
RandD_F!D5 RandD_F!D6 RandD_F!D7 RandD_F!D8

RandD_F!E5 RandD_F!E6 RandD_F!E7 RandD_F!E8
RandD_F!F5 RandD_F!F6 RandD_F!F7 RandD_F!F8
Mktg_F!C5 Mktg_F!C6 Mktg_F!C7 Mktg_F!C8
Mktg_F!D5 Mktg_F!D6 Mktg_F!D7 Mktg_F!D8
Mktg_F!E5 Mktg_F!E6 Mktg_F!E7 Mktg_F!E8
Mktg_F!G5 Mktg_F!G6 Mktg_F!G7 Mktg_F!G8
Production_F!D6 Production_F!E6 Production_F!F6 Production_F!G6
Finance!C13 Finance!C14 Finance!C18 Finance!J17
ARRange APRange
NewAR Prod_FAP
Mktg_FAR NewAP
Mktg_FAP
ve. Then Saved.
RandD!C9 RandD!C10 RandD!C11
RandD!D9 RandD!D10 RandD!D11

RandD!E9 RandD!E10 RandD!E11
RandD!F9 RandD!F10 RandD!F11
Mktg!C9 Mktg!C10 Mktg!C11
Mktg!D9 Mktg!D10 Mktg!D11
Mktg!E9 Mktg!E10 Mktg!E11
Mktg!G9 Mktg!G10 Mktg!G11
Production!H6 Production!I6 Production!J6
Finance!J18 ARRange APRange
NewComplement NewRecruitSpend NewTrainHours

Finance!J18 AR_FRange AP_FRange
NewComplement_F NewRecruitSpend_F NewTrainHours_F

TQM!D16
TQM!D16
TranslatedEntry ChngDate ChngDate 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 5/14/2010
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 8/3/2009 5/14/2010

Cancel
'Undo to Draft' replaces all 8/3/2009 5/14/2010
the decisions in your
workbook with your most
recent save to Draft. All of
your work since that point
will be lost.
Undo to Last Saved Draft 8/3/2009 5/14/2010

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causes include:
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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
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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
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e. If no firewall, the
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table. If query fails, contact
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people.
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b. If Excel cannot do the
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Since CompXM® requires
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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.
profits divided by assets.
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
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. Could you please submit a
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problem the next time you
visit the website? Thank
you.
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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:
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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
saved to:
Warning! Your decisions did
NOT save successfully.

committed. The next round
starts
The web-site reports that
your decision deadline has
passed. Your decisions
were due
uploaded.
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.
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.

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
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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
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Decisions
R&&D
Marketing
Pricing && Forecasting
Promotion && Sales
Traditional Report
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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
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Traditional marketing report
Low End marketing report

High End marketing report
Size marketing report
Performance marketing
report
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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
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!

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
problem connecting to our
website. This could be
caused by an intermittent or
no internet connection, or a
firewall setting that prevents
Excel from communicating
over the internet.
If this problem persists you

can manually download and
upload company decisions
via a file. For more
information or for
instructions for changing the
required setting of popular
firewall programs, log in at
www.capsim.com and enter
your simulation. Instructions
are available from the
Downloads area.
Note the rehearsal
simulation requires an excel
connection to the internet,
decisions can not be
manually loaded. If this
problem persists for the
rehearsal we can only
suggest trying another
computer.
Additional diagnostics. The

request returned the
following message:
Trouble querying the
website.
Age Profiles
Perceived Age in years
Material Cost
Old
New
Size
Performance
Perceptual map (at the end
of this year)
Revenue Forecast
Margin After marketing
Marketing
Variable costs
Unit sales forecast
Awareness Forecast
Accessibility
Production Vs. Capacity
Both Shifts
Base Capacity
Production
Price vs. Unit Cost
Material
Labor
Margin
Admin Cost reductions
For the year just ended
Reduction in Cost of Goods
R&D Cycle Time Reductions
Demand Increase
Liabilities & Owner's Equity
Accounts Payable
Current Debt
Long Term Debt
Common Stock
Retained Earnings
Assets
Cash
Accounts Receivable
Inventories
Fixed
Depreciation
Marketing
Administrative / Other
Net Margin
Cash Flow from
operations
Net income (loss)
Net cash flow
Cash flow from
investing
Plant improvements
Cash flow from
finance
Dividends
Sales of stock
Purchase of stock
New long term debt
Retire long term debt
Change current debt
Net cash flow
Cash flow summary
Cash flow from Operations
Cash flow from Investing
Cash flow from Financial
actions
Net change in cash position
ROS
Asset Turnover
Leverage
ROE
Percent of Sales
Market Share
Closing Stock Price
Capacity vs. Production
Accessibility
Market Share Actual versus
potential
Actual
Potential
Industry Unit Sales vs
demand
Unit sales
Unit demand
Market segment shares
Cash flow summary
Contribution margins
Profit
Market share
ROE
ROS
ROA
Asset Turnover
Performance
Traditional
Size
Low End
High End
Segment
December
Back
Next
Close
DONE
Trad
Low
High
Pfmn
Size
Capacity
Other
Operations
Investments
Financing
Change
Round
Page
Help
Continue
This Excel workbook cannot
run directly from the website.
Please download the

workbook to your computer.
After downloading use Excel
to open the workbook on
your local computer.
Promo Budget
Sales Budget
Practice Round
Competition Round
Price
Age
Ideal Position
Reliability
Ideal Age =
MTBF
#VALUE!
less than one

Your exam has not yet
started therefore you can not
begin making decisions.
You can, however, still print
out your industry reports.
Other options have been
disabled.
Thrift
Core
Nano
Elite
Low
High
Low Tech
High Tech
Official decisions have been
uploaded since you started
your current Draft. Do you
want to load your Draft
anyway?
Draft may be out of date!
You have not set saved
information to your Draft to
be retrieved!
Draft Unavailable
'Undo to Start of Round'
replaces all the decisions in
your workbook with the
decisions available when
you started the current
round. All of your work since
that point will be lost.
8/3/2009 5/14/2010
Undo to Start of Round 8/3/2009 5/14/2010
Save Draft
Update Official Decisions
Save to a file
Rehearsal
0
The Rehearsal tutorial is
now completed online, your
web browser should open
shortly and take you to the
Rehearsal tutorial.
Redirecting to Rehearsal
Reports
Courier
FastTrack
Inquirer
Annual Reports
Industry Conditions Report
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 5/14/2010
you need to enable content from
Capsim Management Simulations,
Inc.®
Office/Excel 2007 Users: 1/22/2009 5/14/2010
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 5/14/2010

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 5/14/2010

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
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 updated Sep 16,

2010 @ 05:25 PM EDT by Null
Your Draft may be out of date
because Official Decisions were
updated after you began your
Draft.
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.
SlideID Comment Sheet msoBalloonType msoButtonSet
The slide that appears

when the workbook
OPEN opens. Logo Buttons Cancel
TLIST_1 Top slide in Tutorial List Logo NA Cancel
MRD_1 Menu R&D RandD Buttons Cancel
http://www.capsim.com/p
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links.cfm?
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MHR_1 Menu HR Labor Buttons Cancel
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loc=xlsAdvancedMarketi
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Foundation Workbook
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Uncoached Rehearsal:
RSIMU1_1 Logo Buttons None
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Start Foundation
Rehearsal Simulation,
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RSIMF5_1 Start Round 5 Logo Buttons Close
RSIMF6_1 Start Round 6 Logo NA Cancel

when the workbook
FORMTEST opens. Logo Bullets Cancel
Comp-XM® Begins Here

when Comp-XM® opens
Comp1_1 workbook opens. Logo Bullets NextClose
Comp1_2
Comp1_3
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Office 2007 Users, Please Note: To see the
Capstone/Foundation/Comp-XM menu selections,
Header click
Text the Add-Ins tab above. If you do not see the JumpBackNo JumpNextYesOK
Add-Ins tab, please resize the spreadsheet by
double clicking the blue bar at the top of the
window. I am your coach. You can enable
me at any time by clicking CAPSTONE MENU in
the menu at the top of the display, or by clicking
the Coach button at the top of the
toolbar. To begin, review last year's
results (which are this year's starting conditions)
from the Courier menu. To access the
R&D, Marketing, Production and Finance areas,
select the Decisions menu. As you finalize
your decisions, guage your projected results for
the upcoming year from the Proformas
menu. Best of luck! (You can
choose the Office Assistant for the coach from the
Greetings! CAPSTONE® MENU.)
Which Tutorial? Please select a category.
Welcome to the R&D department. Please

have a browser opened, i.e. Internet Explorer,
R&D Department 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
R&D Department welcome page. MRD_1 MMKTG_1
Welcome to the Marketing
department. Please have a browser
Marketing opened, i.e. Internet Explorer, before launching the
Department website tutorial.

Marketing tutorials and demonstrations found in your
Department welcome page. MMKTG_1 MPROD_1
Welcome to the Production
Production opened, i.e. Internet Explorer, before launching the
Production tutorials and demonstrations found in your
Department welcome page. MPROD_1 MFIN_1
Welcome to the Finance
Finance opened, i.e. Internet Explorer, before launching the

Finance tutorials and demonstrations found in your
Department welcome page. MFIN_1 MFIN_3
Message to
Managers Good luck in running your company! MFIN_1
Welcome to the Human Resources
deparment. Please have a browser
opened, i.e. Internet Explorer, before launching the
HR Department website tutorial.
HR Module welcome page. MHR_1 MHR_1
Labor Negotiations welcome page. MHR_1 MHR_1
Welcome to the Quality
Total Quality opened, i.e. Internet Explorer, before launching the
Management website tutorial.
Total Quality tutorials and demonstrations found in your
Management welcome page. MTQM_1 MTQM_1
Welcome to the Advanced Marketing
Module. Please have a browser opened,
Advanced i.e. Internet Explorer, before launching the website
Marketing Module tutorial.
Advanced tutorials and demonstrations found in your
Marketing Module welcome page. MAMK_1 MAMK_1
Down for We are sorry, but that tutorial is temporarily down

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

Our apologies for maintenance. Please accept our apologies. ERROR_1 ERROR_1
Could not find slide

in database
Welcome to the R&D department. Please Save
your decisions before doing this tour. Later you
can use Undo to Last Save to restore your
decisions. In general, planning begins in
R&D, then proceeds through Marketing,
Production, and Finance. The
marketplace evolves continuously. As the years
Getting To Know pass, customers expect smaller, more powerful
the R&D products. Your R&D department updates existing
Department product designs and invents new products. MRD_1 HRD_2
Customers look for four things in a product's
design (the customer buying criteria can be found
Getting To Know in each segment analyses of the Courier report);
the R&D three of which are determined in the R&D
Department department: HRD_1 HRD_3
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
Getting To Know characteristics, the product's Performance and
the R&D Size. Over time they expect products to become
Department smaller and more powerful. HRD_2 HRD_4
Let's look at Positioning first. The Perceptual Map

at the lower left is a marketing tool used to show
how well your products meet customer
expectations. Your customers are
primarily concerned with two characteristics, the
Getting To Know product's Performance and Size. Over time they
the R&D expect products to become smaller and more
Department powerful. HRD_3 HRD_5
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
Getting To Know where it will be when it emerges from R&D and the
the R&D Revision Date tells you when it completes from the
Department R&D department. HRD_4 HRD_6
Getting To Know
the R&D
Department #VALUE! HRD_5 HRD_7
Getting To Know
the R&D
Department #VALUE!
You control the product age by moving the product
on the perceptual map. When a product is moved,
customers perceive it as younger. Its age is cut in
half on the day it emerges from R&D. It becomes
the "new-and-improved" product, with half its
Getting To Know former age. The "Age at Revision" tells
the R&D you what the new perceived age will be on the day
Department the project completes. HRD_6 HRD_9

Department 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
Getting To Know segment analyses. Outside a range of a segment
the R&D may result in a loss of demand (if less) or no
Department additional demand (if more). 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
Getting To Know them. You can see this in the Material
the R&D Cost chart. Try increasing and decreasing the
Department MTBF specifications for your products. HRD_7 HRD_11
In the end customers require a minimum
Reliability, and they reward you with increased
Getting To Know demand as you increase MTBF above the
the R&D minimum up to a point where they do not care.
Department Here are the ranges: HRD_9
Department Here are the ranges:
Of course, you are keenly concerned with both
MTBF and Positioning because both form your
products' material costs. Keep in mind, the better
the technology, the higher the material
costs. Try this experiment. Move one of
Getting To Know your products to the leading edge of segment's
the R&D circle and increase the MTBF. Notice the effect in
Department the Material Cost chart. HRD_9 HRD_12a
Getting To Know Management can expand the company by

the R&D inventing new products. In total, your company
Department can manufacture up to 8 products. HRD_12 HRD_12
Let's invent a new product. Give your

product a name in a row that begins with "Na". By
convention, the first letter should match the first
letter of your company. Next, position the product
with a Performance and Size coordinate. Lastly,
give your product a reliability that would satisfy a
Getting To Know particular segment's buying criteria (remember to
the R&D verify the acceptable MTBF range found in pages
Department 5-9 of the Courier). HRD_12a HRD_13a
Let's invent a new product. 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
Getting To Know particular segment's buying criteria (remember to
the R&D verify the acceptable MTBF range found in pages
Department 5 and 6 of the FastTrack). HRD_13 HRD_13b
Getting To Know
the R&D This brings us to the last, and most strategic
Department concerns in R&D -- scope and focus. HRD_13a HRD_13
Getting To Know
the R&D
Department HRD_13b HRD_14
"Age at Revision" addresses the customer's next
Getting To Know important concern, the age of the product design.
the R&D Some customers want old, proven designs, while
Department others want new designs. HRD_13b HRD_14
Department the project completes. HRD_13 HRD_15
Revisions can affect your product's demand during

the year. A product could start out the year too old
to satisfy customers, then emerge in mid-year at a
new location with a younger age. This is
Getting To Know captured in the Age Profile chart. When a product
the R&D is revised in mid-year, its age profile looks like a
Department saw tooth. HRD_14 HRD_16
Getting To Know
the R&D
Department #VALUE! HRD_15 HRD_17
That's two of the things customer's care about in
Getting To Know the design, Positioning and
the R&D Age. Reliability is the third. It is driven by
Department MTBF, or Mean Time Before Failure. HRD_16 HRD_18

other, they know that the higher the MTBF
specification, the higher the material costs.
Chances are, you will pass those costs on to
Getting To Know them. You can see this in the Material
the R&D Cost chart. Try increasing and decreasing the
Department MTBF specifications for your products. HRD_17 HRD_19
Department Here are the ranges: HRD_18 HRD_20
Department Here are the ranges: HRD_18 HRD_20
Of course, you are keenly concerned with your
material costs. While MTBF is a major factor,
material costs are also driven by the product's
Positioning. In general, the higher the technology,
the higher the material costs. Try this
experiment. Move your products, making them
Getting To Know more high tech by increasing the performance and
the R&D reducing the size. Watch the effect upon the
Department Material Cost chart. HRD_19 HRD_21
Getting To Know
the R&D
Department Let's invent a new product. HRD_20 HRD_22
Getting To Know
the R&D This brings us to the last, and most strategic
Department concerns in R&D -- scope and focus. HRD_21 0
This completes the R&D tutorial. If you

saved your decisions when this tutorial began,
please do an Undo To Last Save in the Undo
Getting To Know Menu above. This will throw away any changes
the R&D you made during the tutorial and restore your
Department decisions. HRD_22
Income Statements, sometimes referred to as

Profit & Loss or P&L Statements, provide a record
Understanding of earnings (or losses) by comparing sales
Financial revenues vs. expenses over a specific period of
Statements- time - in this case, annually. Earnings (or profits)
Income Statement are a fundamental success indicator. UFIN_2
Investors use Income Statements as part of their

assessment of a firm’s value. Creditors use
Understanding Income Statements as part of the determination on
Financial a firm’s credit worthiness. Managers use the
Statements- Income Statement to try and improve “the bottom
Income Statement line” – profits. MUFIN_1 UFIN_3
Sales -- sometimes referred to as the “top line” --

are reported in $ terms (rather than units) for the
previous two years on the Income Statement. The
Understanding Financial Analysis -- page 3 of Last Year's Reports
Financial -- provides a comparison between your firm and
Statements- competing teams, via the Income Statement
Income Statement Survey. UFIN_2 UFIN_4
Are you above or below average for your industry?
Understanding Consider your Sales from the Round 0 reports,
Financial and factor in the annual overall growth rate in
Statements- customer demand. Are your current Sales above
Income Statement or below market expectations? UFIN_3 UFIN_5
Subtracting Variable Costs from Sales determines

your Contribution Margin. The Contribution Margin
is also reported on Page 1 of Last Year's Reports
for comparison with competing teams. A
Understanding general minimum benchmark for success is a 30%
Financial Contribution Margin. The “Round Analysis” and
Statements- “Analyst Report” on the website provide coaching
Income Statement and troubleshooting suggestions. UFIN_4 UFIN_6
Inventory Carry costs are driven by the number of

units in the warehouse X 12% of their production
Understanding costs (material & labor). If you have $0 Inventory
Financial Carry costs, you stocked out of the product and
Statements- missed sales. If you have excessive inventory,
Income Statement your carry costs will be high; a drain on resources. UFIN_5 UFIN_7
Sound sales forecasts matched to reasonable

production schedules will result in a modest
Inventory Carry cost for each product line –
Understanding meaning no stock outs or excessive production.
Financial The “Round Analysis” (Inventory) and “Analyst
Statements- Report” (Forecasting) on the website provide
Income Statement coaching and troubleshooting suggestions. UFIN_6 UFIN_8
Understanding Period Costs are subtracted from the Contribution
Financial Margin to drive the Net Margin. Look at your
Statements- Round 0 report Net Margin as a mediocre
Income Statement benchmark. UFIN_7 UFIN_9
Depreciation is an accounting principle that allows

companies to devalue the portion of equipment
that is “used up” during a given period. 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. Depreciation is
Understanding reflected as a gain on the Cash Flow statement,
Financial but is expensed on the Income Statement -- even
Statements- though you never actually write a check for it -- in
Income Statement order to reconcile. UFIN_8 UFIN_10
SG&A is also reported on Page 1 of the Capstone
Courier or Foundation FastTrack report for
comparison with competing teams. The Round 0
figure serves as an additional benchmark. SG&A
reflects the rate of return you are generating from
Understanding your R&D and Marketing expenses. Higher
Financial percentages mean you should review your tactics,
Statements- as you are either spending too much, too little, or
Income Statement not targeting your spending wisely. UFIN_9 UFIN_11
Short-term and Long-term interest payments can

be compared with competing teams on the Income
Statement Survey (page 3 of the Capstone Courier
or Foundation FastTrack report), and against the
Round 0 benchmark. Excessive interest --
especially on high interest rate Emergency Loans
Understanding -- can negate an otherwise profitable year in some
Financial instances. Proper debt management is
Statements- discussed in detail in the “Analyst Report” on the
Income Statement website (Financial Structure). UFIN_10 UFIN_12
Net Profit impacts many of the financial measures
Understanding associated with business success: EPS (which
Financial drives stock prices and Market Capitalization, to a
Statements- large extent), ROE, ROS, and ROA are all affected
Income Statement by net profits. UFIN_11 UFIN_13
The Cash Flow Statement provides a visual

reference for the movement of cash through the
organization during a specific period of time – in
this case, annually. It shows how much cash is on
hand, and reconciles net profit back to cash.
Understanding 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 UFIN_14
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 UFIN_15
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 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 UFIN_16
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 UFIN_17
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 UFIN_18
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_19
Closing Cash Position tells you how much cash

you have on hand. Between 3-5% of Sales (see
Understanding Income Statement) is a good benchmark for cash.
Financial That provides just enough to keep the business
Statements- Cash running and stave off “Big Al’ and his high-interest
Flow Statement Emergency Loan. UFIN_18 UFIN_20
The Balance Sheet identifies what is owned by the

company, and by whom, on a specific date. The
Understanding “Analyst Report” (Financial Structure) on the
Financial website provides detailed coverage of the
Statements- relationships represented by various stakeholders
Balance Sheet on the Balance Sheet. UFIN_19 UFIN_21
Understanding
Financial
Statements- Assets are the company, or what is owned. Assets
Balance Sheet always equal Liabilities plus Owners Equity. UFIN_20 UFIN_22
Liabilities & Owner’s Equity represent by whom - in

terms of ownership of the assets. 
Creditors have claim to the Accounts Payable
(suppliers), Current (short term) Debt (bankers),
and Long Term debt (bond-holders). 
Stockholders have claim to the common stock.
Understanding And Management has claim on Retained
Financial Earnings, as that represents the value of re-
Statements- investments into the firm (as opposed to dividend
Balance Sheet payouts). UFIN_21 UFIN_23
Understanding
Financial
Statements- This completes the "Understanding Financial
Balance Sheet Statements" tutorial. UFIN_22
How To Use the Welcome to the HR Module tutorial. This module

HR Module only applies if turned on by your professor. TLIST_2 HHR_2
How To Use the When the HR module is enabled, you make three
HR Module. decisions: HHR_1 HHR_3
In general, recruiting and training improve

productivity and reduce turnover. This leads to a
smaller, more stable workforce. Let's
begin with complement. Because headcounts drive
overtime, the complement decision is on the
How To Use the Production worksheet. In the menu, click Strategy,
HR Module. then Production. Then click Next. HHR_2 HHR_4
How To Use the Workforce Complement appears at the bottom of

HR Module. the table. HHR_3 HHR_5
Labor costs are driven in part by overtime and

second shift work. As an experiment, try
How To Use the reducing your complement to drive up overtime.
HR Module. Watch the effect on labor cost per unit. HHR_4 HHR_6
Similarly, if you change the production schedule,

your needed complement will change. Try
this experiment. Dramatically reduce your
production schedule, leaving complement alone.
Watch your labor cost per unit skyrocket as idle
workers are paid to do nothing. It never
How To Use the makes sense to have more workers than you
HR Module. need. HHR_5 HHR_7
As a rule of thumb, avoid overtime and
overstaffing. However, second shift is usually
desirable, especially at high automation
levels. TIP. Try this experiment. Set your
marketing sales forecast to 5000 on each product,
thereby forcing a stock out on your proforma
Income Statement. Next, ask the question, "Which
shift is more profitable? First shift or second shift?"
The answer will surprise you. To find it, set your
Production Schedule to match first shift capacity,
set the Complement, and look at the Proforma
Income Statement. It will show profits on first shift.
Now double the Production Schedule, adjust the
Complement, and look at the Income Statement
How To Use the again. (Hint. Does second shift pay for fixed
HR Module. costs?) HHR_6 HHR_8
Now let's return to the HR worksheet to examine

How To Use the recruiting and training. In the menu, click Strategy /
HR Module. Human Resources , then click Next. HHR_7 HHR_9
Recruiting Spend is the "extra" amount you budget

per worker to recruit high caliber workers. The
higher the budget, the better the worker, resulting
in a higher productivity index and lower turnover.
Your decision amount is added to the base amount
of $1000 per new employee. "$0" means
no extraordinary effort is spent recruiting new
How To Use the people. Diminishing returns apply after $5000 per
HR Module. worker. HHR_8 HHR_10
Training Hours. The number hours each year that

workers are taken off-line for training and
development. Workers can spend up to 80 hours
(two weeks) in training each year. When a worker
is in training, another worker fills their position.
Therefore, your Complement requirements
increase. For example, if you send
workers to 80 hours of training, you would need to
increase workforce complement by an additional
2/52 or 3.8% to cover workers in training
class. Training produces a higher
productivity index and lower turnover rate. Each
training hour costs $20 per worker in additional
How To Use the training costs.
HR Module. HHR_9 HHR_11
Although it may take several years to see a
significant impact from recruiting and training, the
effect is cumulative. For example, normal
turnover is 10%. If you replace 10% of the
workforce each round with high caliber people, in a
few years you would replace most of your original
How To Use the workforce. Turnover would fall towards 5%, and
HR Module. with it your need to spend money on recruiting. HHR_10 HHR_12
Your biggest payoff from recruiting and training

derives from improved productivity. For
example, last year your Income Statement's Direct
Labor costs were $0. A 10% productivity
How To Use the improvement would save about $0, and a 20%
HR Module. improvement would save about $0 each year. HHR_11 HHR_13
How To Use the To summarize, when the HR module is switched

HR Module. on: HHR_12 HHR_14
How To Use the This completes the How To Use the HR Module.
HR Module. tutorial. HHR_13
How To Use the

Labor Negotiation Welcome to the How To Use the Labor Negotiation
Module Module tutorial. TLIST_2 HLAB_2
Your contract with Labor expires on October 1st of
How To Use the this year. This is when Management and the Labor
Labor Negotiation Union must renegotiate wages and benefits for
Module. next year. HLAB_1 HLAB_3
How To Use the
Labor Negotiation The new wage and benefits will be implemented
Module. on January 1st of the following year. HLAB_2 HLAB_4
How To Use the There is a chance that if the negotiation does not
Labor Negotiation go well, Labor may strike for days, weeks, or
Module. months, during the remaining part of this year . HLAB_3 HLAB_5
How To Use the
Labor Negotiation The areas of negotiation are noted in the green
Module. cells: HLAB_4 HLAB_6
How To Use the
Labor Negotiation Four points to remember before you make your
Module. decisions: HLAB_5 HLAB_7
Point 1. Negotiation Ceiling is calculated for you. It
is always at 10% more than your Starting Position
How To Use the (which is the decision you entered). Go
Labor Negotiation ahead and type in a starting wage position of $22.
Module. What is the Ceiling? HLAB_6 HLAB_8
How To Use the Nice try but the right answer is noted in the yellow
Labor Negotiation cell, The correct answer is $24.20 (10% more
Module. than $22). HLAB_7 HLAB_8
How To Use the Nice try but the right answer is noted in the yellow
Labor Negotiation cell. The correct answer is $24.20 (10% more than
Module. $22). HLAB_7 HLAB_8
How To Use the
Labor Negotiation
Module. Good job! See this isn't so hard. HLAB_7 HLAB_8
Point 2 - Maximum length of a strike is 12 weeks.

 Point 3 - Strikes occur at the last part of
the year. For example, a one week strike will be
How To Use the the last week of the year. Point 4 - The
Labor Negotiation other departments are not part of the union. Only
Module. production workers. HLAB_7 HLAB_9
What will happen during the Negotiation period?

How To Use the STEP 1: What will Labor be demanding?
Labor Negotiation Labor develops a set of demands based upon its
Module. 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. OR HLAB_10 HLAB_12
How To Use the
Labor Negotiation What will cause a strike? Strikes last 1 week for
Module. every: HLAB_11 HLAB_13
My last bit of advice. Remember to
How To Use the analyze the Human Resource Summary on the
Labor Negotiation Capstone Courier prior to making decisions.
Module. Good Luck! HLAB_12
Getting To Know Welcome to the Marketing

the Marketing department. The Marketing screen drives
Department 3 of the 4 Ps: RSIMC2_1 HMKTG_2
Pricing. Each segment expects price to fall within a

range. At the start of the simulation, for example,
Traditional Customers expect a price between $20
and $30. When you price within the range,
demand follows a classic price-demand curve.
Pricing high lowers demand for the product, but
whatever you do sell offers high margins. Pricing
low increases demand, but with reduced margins
you might produce little or no
Getting To Know profit. Fortunately, the worksheet makes it
the Marketing easy to test the trade-off between demand and
Department profit. HMKTG_1 HMKTG_3
Pricing. Each segment expects price to fall within a

range. At the start of the simulation, for example,
Low Tech Customers expect a price between $15
and $35. When you price within the range,
demand follows a classic price-demand curve.
Pricing high lowers demand for the product, but
whatever you do sell offers high margins. Pricing
low increases demand, but with reduced margins
you might produce little or no
Getting To Know profit. Fortunately, the worksheet makes it
the Marketing easy to test the trade-off between demand and
Department profit. HMKTG_1 HMKTG_3
Getting To Know
the Marketing
Department Let's try a few prices for Cid. HMKTG_2 HMKTG_4
Getting To Know
the Marketing
Department Let's try a few prices for Cake. HMKTG_2 HMKTG_4
Getting To Know
the Marketing Outside the expected price range demand falls
Department quickly to zero. HMKTG_3 HMKTG_5
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
Getting To Know tech Customers expect a price between $30 and
the Marketing $40. In round 1, the High tech segment's price
Department range fell to $29.50 to $39.50. HMKTG_4 HMKTG_6
Getting To Know
the Marketing
Department #VALUE! HMKTG_5 HMKTG_8
Getting To Know
the Marketing
Department #VALUE! HMKTG_4 HMKTG_8
Getting To Know
the Marketing Oops. We really need a price between $29.00 and
Department $39.00. HMKTG_6
Getting To Know
the Marketing Oops. We really need a price between $15.00 and
Department $35.00. HMKTG_6a HMKTG_8
Promotion. The Promotion Budget creates

awareness about your product. You would like
100% of customers to know about your product
Getting To Know before they start shopping. Awareness makes it
the Marketing more likely that a customer will seriously consider
Department your product. HMKTG_6 HMKTG_9
The Promotion Budget creates awareness. The

more you spend, the more awareness you create.
At $1.5 million, you create an additional 36%
awareness. A $3 million budget would add 50%
awareness. Above $3 million diminishing returns
apply. But there is a catch. Customers
Getting To Know forget. Each year you lose 1/3rd of last year's
the Marketing awareness. You can replace the third lost by giving
Department a $1.4 million promotion budget. HMKTG_8 HMKTG_10
You can see the impact upon Cid's demand.

Starting at $0, try increasing Promotion Budget in
steps of $500 (000). (Budgets are entered in
Getting To Know thousands, so $500 means $500 thousand.)
the Marketing Watch the Computer Prediction as you increase
Department the budget. HMKTG_9 HMKTG_11
You can see the impact upon Cake's demand.

Starting at $0, try increasing Promotion Budget in
steps of $500 (000). (Budgets are entered in
Getting To Know thousands, so $500 means $500 thousand.)
the Marketing Watch the Computer Prediction as you increase
Department the budget. HMKTG_9 HMKTG_11
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
Getting To Know about half the competitor's. For our
the Marketing purposes in this tour, enter a Promotion Budget
Department between $1,000 (000) and $2,000 (000). HMKTG_10 HMKTG_12
Place. The Sales Budget drives "Place". If

Promotion occurs before the sale, Place considers
everything during and after the sale. Showrooms,
Getting To Know distribution channels, and customer support
the Marketing centers are all Place considerations. The
Department Sales Budget addresses two issues: HMKTG_11 HMKTG_13
Accessibility is a segment characteristic. When you

build accessibility, the showrooms, distribution
channels, etc. become "owned" by the segment,
even though your product is paying for
it. Since accessibility belongs to the
segment, any product in the segment benefits from
Getting To Know it. If your product leaves the segment, it leaves the
the Marketing accessibility behind. If it enters a new segment, it
Department inherits the accessibility already there. HMKTG_12 HMKTG_14
Getting To Know
the Marketing
Department In some ways Accessibility works like Awareness. HMKTG_13 HMKTG_15
Let's see the impact upon Cid's demand. Starting
at $0, try increasing Sales Budget in steps of $500
(000). Watch the Computer Prediction as you
Getting To Know increase the budget. When finished, set a
the Marketing Sales Budget between $900 (000) and $2,000
Department (000). HMKTG_14 HMKTG_16
Let's see the impact upon Cake's demand. Starting

at $0, try increasing Sales Budget in steps of $500
(000). Watch the Computer Prediction as you
Getting To Know increase the budget. When finished, set a
the Marketing Sales Budget between $900 (000) and $2,000
Department (000). HMKTG_14 HMKTG_16
We have been using the Computer Prediction as a

benchmarking tool, and that is
appropriate. However, you cannot trust
the Computer Prediction. It has no idea what your
Getting To Know competitors are doing. To form its estimate, it
the Marketing assumes that each competitor offers a mediocre
Department product in each segment. HMKTG_15 HMKTG_17
You override the Computer Prediction by entering

your own forecast in the Your Sales Forecast
column. If Your Sales Forecast is zero, the
remaining worksheets use the Computer
Prediction (better than nothing) to arrive at your
Proforma financial statements. Always
Getting To Know override the Computer Prediction with one of your
the Marketing own. (For more about developing forecasts, see
Department the Manager Guide on your Help menu.) HMKTG_16 HMKTG_18
Try it now. Starting at 100, increase the forecast

for Cid'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.
Getting To Know When finished, pick an appropriate
the Marketing forecast for Cid. You can enter a forecast
Department for your other products as well. HMKTG_17 HMKTG_19
Try it now. Starting at 100, increase the forecast

for Cake'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.
Getting To Know When finished, pick an appropriate
the Marketing forecast for Cake. You can enter a
Department forecast for your other products as well. HMKTG_17 HMKTG_19
Getting To Know Your Accounts Receivable and Accounts Payables
the Marketing policy also appear on the Marketing department
Department even though these are Finance decisions. HMKTG_18 HMKTG_20
Note the computer's prediction for one of your

products then try changing your Accounts
Receivable Lag on the Finance Decision screen.
Starting at 0 days, watch the effect upon the
computer's Computer Prediction as you increase
to 120 days. Of course, as you effectively loan
money to customers, your cash is tied up in
Receivables. Similarly, try modifying your
Payables terms on the Finance Decision screen.
You can see the effect upon your Variable Costs
Getting To Know as unit costs climb. On the other hand, extending
the Marketing your Payables policy is like forcing your vendors to
Department give you a loan. HMKTG_19 HMKTG_21
Getting To Know
the Marketing This completes the Marketing department tour. We
Department will now return to the Rehearsal Simulation. HMKTG_20 RSIMC0_2
Getting To Know
the Finance
Department Welcome to the Finance department. RSIMC4_1 HFIN_2
Now that you've gotten the chance to spend
Getting To Know money in the other areas, it's time to pay the piper!
the Finance This department is the place you go to
Department fund the activities of the company. HFIN_1 HFIN_3
Getting To Know Funding investments requires capital. To
the Finance raise the necessary funds, you can choose from
Department three sources: HFIN_2 HFIN_4
Bonds and current debt have different purposes.

Bonds fund long term assets like plant and
equipment. Current debt funds current assets like
Accounts Receivable and Inventory. The
interest rate on bonds is 1.4% higher than the
current debt interest rate. You pay for the privilege
of "locking in" the long term rate. Bonds
Getting To Know mature 10 years after issue. Current debt is due at
the Finance the beginning of each year, although you can
Department always choose to borrow it over again. HFIN_3 HFIN_5
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
Getting To Know annually) and your debt to assets ratio. The
the Finance smaller the debt to assets ratio, the closer your
Department interest rate is to prime. HFIN_4 HFIN_6
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
Getting To Know round. Additionally, you can issue a
the Finance dividend. Dividends are given to shareholders
Department quarterly. HFIN_5 HFIN_7
There is a fee to issue and retire (or buy back)
both bonds and stock. Brokers charge a 5% fee,
Getting To Know taken from this year's income, when issuing bonds
the Finance and stock. The fee to retire bonds and buy back
Department stock is 1.5%. HFIN_6 HFIN_8
Long-term investments such as plant and

equipment are generally funded through bonds,
although some stock may be issued
Getting To Know too. Current debt is generally used to
the Finance cover A/R and A/P changes or expected increases
Department in inventory. HFIN_7 HFIN_9
Cash is the life-blood of a company. Corporations

can't operate without it; yet, managers prefer not to
accumulate too much of it because cash is a lazy
asset. It doesn't make them money. 
Perhaps the most important cell in the Finance
Getting To Know spreadsheet is the ending cash position cell. Make
the Finance sure that this number is positive before you save
Department your decisions. HFIN_8 HFIN_10
Getting To Know A simple rule to remember is black is good, red is
the Finance bad. Let's look at your ending cash as of
Department now. HFIN_9
Getting To Know
the Finance
Department #VALUE! HFIN_10 HFIN_11
Getting To Know
the Finance
Department #VALUE! HFIN_10 HFIN_11
Even if your ending cash position is positive, 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
Getting To Know which are forecasts! If your sales are
the Finance below expectations, for example, you could run out
Department of cash buying inventory. HFIN_10 HFIN_12
Getting To Know At this point, you have the basics of how to use the
the Finance Finance department. We will now return to this
Department year's objectives. HFIN_11 RSIMC0_2
How To Use the
Advanced Welcome to the How To Use the Advanced
Marketing Module Marketing Module tutorial. TLIST_2 HAMK_2
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. 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 HAMK_4
The Promo budget allows you to decide where
your marketing dollars will be spent. Five
How To Use the different media types are available and, depending
Advanced on the segment, some reach more customers than
Marketing Module. others. HAMK_3 HAMK_5
How To Use the
Advanced
Marketing Module. The five media types are: HAMK_4 HAMK_6
You know how well a type of media is for a
segment by reading the help balloon (little red
How To Use the triangles). Each is rated Good, Fair, or Poor.
Advanced A rating of Good means that the ad will
Marketing Module. reach most of the customers. HAMK_5 HAMK_7
The more money you spend, the more frequently

your ad will appear. Each media category has a
diminishing returns limit; spending more than the
How To Use the limit is a waste of resources. Additionally,
Advanced choosing a target segment tells the marketing
Marketing Module. departments where to place the promotion. HAMK_6 HAMK_8
How To Use the
Advanced Pop Quiz: What media types get a "Good" rating
Marketing Module. for the Traditional Market Segment? HAMK_7
How To Use the
Advanced Oops! Sorry, Email and Web Media is not the
Marketing Module. correct answer. Please try again. HAMK_8
How To Use the
Advanced Oops! Sorry, Print Media and Web Media is not
Marketing Module. the correct answer. Please try again. HAMK_8
How To Use the
Advanced Correct! You really know what customers respond
Marketing Module. to best in the Traditional segment! HAMK_8 HAMK_12
How To Use the
Advanced Pop Quiz 2: What is the diminishing returns limit
Marketing Module. for Direct Mail? HAMK_8 HAMK_16
How To Use the
Advanced Oops! Sorry, $300 thousand isn't the correct
Marketing Module. answer. Try again! HAMK_12 HAMK_12
How To Use the
Advanced
Marketing Module. Correct! You've been paying attention! HAMK_12 HAMK_16
How To Use the
Advanced Oops! Sorry, $700 thousand isn't the correct
Marketing Module. answer. Try again! HAMK_12 HAMK_12
How To Use the The Sales Budget allows you to decide how to
Advanced allocate resources among your sales force and
Marketing Module. distributors. HAMK_12 HAMK_17
You can also allocate more of your sales force's

time to certain products. For instance, let's say
you have a new product coming out in the High
End segment. It's going to be a
spectacular product that you know customers are
How To Use the going to love. You might allocate a higher
Advanced percentage of the sales force time to create more
Marketing Module. demand. HAMK_16 HAMK_18
Notice what happens when you put in a big

number, something that pushes total time above
100%. The SIZE cells turn red . This happens
because sales people can only devote up to 100%
How To Use the of their time. The SIZE cells are programmed to
Advanced consume all the time left over from the other
Marketing Module. segments. HAMK_17 HAMK_19
Reduce the cells in the TRADITIONAL segment to
5%. Notice now that the SIZE cells are yellow with
How To Use the a positive percentage (5%). Now increase the
Advanced TRADITIONAL segment cells to 10%. The SIZE
Marketing Module. cells are now zero. HAMK_18 HAMK_20
How To Use the
Advanced
Marketing Module. There are 3 types of sales people you can hire: HAMK_19 HAMK_21
There are differences regarding the activities they
perform and their salaries, but all are needed to
How To Use the create accessibility. As with the promotion budget,
Advanced there are diminishing returns after a certain
Marketing Module. number of people are hired. HAMK_20 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 HAMK_23
For accounting purposes, you must choose how

How To Use the much of the total sales budget is assigned to a
Advanced particular product on the income statement. This
Marketing Module. is done in the Product Allocation table. HAMK_22 HAMK_24
The Competitive Intelligence Reports are
expensive reports that give detailed information on
all the products in a particular segment. You buy
the reports in the current round and then they
How To Use the become available in the next round. The
Advanced reports are found in the marketing menu inside the
Marketing Module. workbook. HAMK_23 HAMK_25
Finally, notice the graphs on the lower part of the

spreadsheet. They update immediately once you
begin making decisions. They show you exactly
How To Use the how much awareness and accessibility you will
Advanced have in the current round, based on your
Marketing Module. marketing expenditures. HAMK_24 HAMK_26
How To Use the
Advanced That wraps up the Advanced Marketing Tutorial.
Marketing Module. Thank you for taking the time to review me! HAMK_25 TLIST_1
How To Use the Welcome to the How To Use the TQM Module
TQM Module tutorial. TLIST_2 HTQM_2
How To Use the Investing in TQM initiatives can increase the
TQM Module. efficiency and profitability of your company. HTQM_1 HTQM_3
How To Use the

TQM Module. There are eight initiatives. HTQM_2 HTQM_4
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
How To Use the on their names. A note will appear explaining what
TQM Module. kind of benefits it will give you. HTQM_3 HTQM_5
Depending on your strategy, you may only want or

need to invest in select initiatives. For
example, if your strategy is to be a Cost Leader,
you may focus only on CPI Systems, Vendor/JIT,
How To Use the QIT, and CCE/6 Sigma Training which drive unit
TQM Module. costs. HTQM_4 HTQM_6
How To Use the Pop Quiz: Which initiative(s) reduce(s) R&D cycle
TQM Module. times? HTQM_5 HTQM_7
How To Use the Correct! Don't let people think you are just a pretty
TQM Module. face. HTQM_6 HTQM_7
Sorry, this isn't the correct answer. While Quality
Function Deployment Effort does help to reduce
How To Use the R&D cycle times, Channel Support Systems works
TQM Module. to increase demand. HTQM_6 HTQM_7
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.
How To Use the Diminishing returns occur once you spend over $2
TQM Module. million on a single initiative. HTQM_6 HTQM_8
Diminishing returns also occur after spending $5
million on an initiative over several years.
 So for instance, an aggressive
investment in Benchmarking would be $2 million in
How To Use the the first year, $2 million in the second year, $1
TQM Module. million in the third year. HTQM_7 HTQM_9
Benefits are seen immediately upon investment.
The proformas and spreadsheets will update as
soon as an amount is entered. However, it may
How To Use the take anywhere from 18 to 24 months to recoup the
TQM Module. investment. HTQM_8 HTQM_10
The Cumulative Impact Table provides a range of

the percent benefit you will receive from your
investment. To demonstrate, enter $500
thousand in Benchmarking. Then enter $1 million
How To Use the and finally, $2 million. Notice how the percent
TQM Module. return diminishes above $2 million. HTQM_9 HTQM_11
How To Use the This wraps up the tutorial on the TQM module.
TQM Module. Good luck and have fun with the simulation! HTQM_10 TLIST_1
Getting To Know
the Production Welcome to the Production department. In
Department Production you are concerned with three issues. RSIMC3_1 HPROD_2
Getting To Know
the Production
Department In Production: HPROD_1 HPROD_3
The Schedule block examines your inventories.

Getting To Know You want to produce enough inventory to meet
the Production your best-case scenario for
Department demand. Consider Cid. HPROD_2 HPROD_4
Getting To Know As a generalization, you forecast for your worst
the Production case, but you produce for your best
Department case. You face two risks: HPROD_3 HPROD_5
The Margins block examines your contribution
towards profit. TIP. Try to keep your
Getting To Know Contribution Margin above 30%. If it falls below
the Production 30%, chances are there is not enough left over to
Department cover your fixed costs. HPROD_4 HPROD_6
Getting To Know
the Production You have two shifts. Your labor costs are
Department 50% higher on second shift than on first. HPROD_5 HPROD_7
Getting To Know
the Production Labor costs per unit are averaged across both
Department shifts. They are driven by: HPROD_6 HPROD_8
Getting To Know
the Production
Department Material costs per unit are driven by: HPROD_7 HPROD_9
Getting To Know The Physical Plant block examines your current
the Production facilities (the yellow cells) and next year's facilities
Department (the green cells). HPROD_8 HPROD_10
1st Shift Capacity is the number of units the

equipment could produce on one shift, assuming it
Getting To Know is fully staffed. For example, you could make 900
the Production units of Cid on first shift, and another 900 on
Department second shift. HPROD_9 HPROD_11
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
Getting To Know workers and lots of robots. Automation has no
the Production affect on the number of units you can produce.
Department The trade-offs: HPROD_10 HPROD_12
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
Getting To Know 31st. The cost of the new equipment is
the Production calculated for you on the Investment line. Try
Department these experiments: HPROD_11 HPROD_13
Although the Workforce section appears in this
Getting To Know department, it is actually part of HR. Feel free to
the Production view the website tutorials for more information on
Department the HR department. HPROD_12 HPROD_14
Getting To Know
the Production This completes the Production department tour.
Department We will now return to the Rehearsal Simulation. HPROD_13 RSIMC0_2
How to distribute
your team's Welcome to the How to distribute your team's
workload workload tutorial. TLIST_5 WKLD_2
Organizing your team is one of the critical steps to
overall success with the
How to distribute simulation. Clearly defined organization
your team's aids in making efficient, effective tactical
workload maneuvers that support the business strategy. WKLD_1 WKLD_3
How to distribute
your team's
workload When forming a team, keep in mind these factors: WKLD_2 WKLD_4
We suggest teams of 4-6 people. Any smaller or
larger than that and teams find themselves
How to distribute overwhelmed by the number of decisions (too
your team's small) or indecisive because of too many opinions
workload (too large). WKLD_3 WKLD_5
Teams usually meet both online or in person. If
How to distribute meetings are mostly outside of class, you might
your team's want to consider geography so that meetings face-
workload to-face are easier to schedule. WKLD_4 WKLD_6
How to distribute Finally, you may want teammates with a variety of
your team's backgrounds because the more diverse the skills,
workload the richer the simulation experience. WKLD_5 WKLD_7
Once a team has been formed, responsibilities

How to distribute should be assigned to individuals. We offer some
your team's suggestions regarding assigning managerial roles,
workload but these are by no means a definitive list. WKLD_6 WKLD_8
The first in the list is the Product

Manager. Each member of the team
would be responsible for all decisions relating to
How to distribute R&D, Marketing, and Production for a product.
your team's The team as a whole could make decisions in
workload Finance, HR, and TQM. WKLD_7 WKLD_9
Another option similar to Product Manager is a

Segment Manager. Segment Managers control
the decisions regarding R&D, Marketing, and
How to distribute Production for all products in their segment.
your team's Again, the team as a whole could make decisions
workload for Finance, HR, and TQM. WKLD_8 WKLD_10
Functional managers are in charge of an area

(R&D, Marketing, Production, Finance, HR, &
TQM). They make the decisions for all the
How to distribute products in their assigned area. In small teams,
your team's individuals may have to double up functional
workload responsibilities. WKLD_9 WKLD_11
No matter how your team is organized, it is always
a good idea to have one member be the
How to distribute Competitive Intelligence Officer. This person is in
your team's charge of identifying and analyzing the other
workload teams' strategies and tactics. WKLD_10 WKLD_12
To recap, there are several ways to organize your
How to distribute team. We offer suggestions that have worked for
your team's participants in the past but don't feel obligated to
workload use any of them. WKLD_11 WKLD_13
How to distribute
your team's REMEMBER: it is essential to organize, but don't
workload dwell on how you're organized. WKLD_12 TLIST_1
Welcome to the How To Design Tutorials tutorial.

In this tutorial I will show you how to use the
How To Design Tutorial Database to design tutorials using the
Tutorials Office Assistant. TDB_2
This tutorial is actually running from the database.
It began with SlideID TDB_1. You can follow along
by comparing the database entries with the
contents of the balloons. Each row in the
database is a slide in the tutorial. Glide your cursor
How To Design over the column names to see comments about
Tutorials each of the attributes in the slide. TDB_1 TDB_3
Let's demonstrate your options. (You might want to

look at this slide in TDB_3.) In this slide,
note that we are inserting white space between
sentences using an HTML break tag (The tag, , cannot be displayed here without triggering a
break, so we inserted a space before "br>".) The
How To Design break tag MUST BE left bracket, lower case "br",
Tutorials right bracket.to" "
comparable a priceisstudents
ignored.might enter. TDB_2 TDB_4
However, it could be any cell in the spreadsheet,
even one that is not visible to the user, and it does
not have to be an entry cell at all. The tutorial
checks whatever cell you name to see if it lies
within an expected range. We have
named our CheckCell
"DB_TutorialCommentEntry", an Excel "Range
Name". You will also find that name in the
CheckCell column, which tells the tutorial the
CheckCell's name or location. Generally speaking,
you should give all CheckCell's their own name,
even though the tutorial will use an address like
"TutorialDB!G14". You never know when a column
or row might be inserted on the CheckCell's
worksheet, and that would change the CheckCell's
address. A Range Name always stays with the
cell. Anytime you indicate a CheckCell,
the tutorial will use the BackNextClose button set.
The slide examines the CheckCell when the
student clicks the Next button to see if it falls within
the boundaries defined in column Low and High. If
it lies within the range, the tutorial advances to the
SlideID in JumpNextYesOK. If below the range,
the next balloon is JumpLow. If above,
How To Design JumpHigh. Try it. Enter a value outside
Tutorials the range. TDB_3 TDB_5
You entered $0.00 a value below the Range $8.00

How To Design to $15.00. Notice we used your price and
Tutorials the range in the statement above. How? TDB_4 TDB_5
You entered $0.00 a value above the Range $8.00

How To Design to $15.00. Notice we used your price and
Tutorials the range in the statement above. How? TDB_4 TDB_5
Any cell can contain formulas or data, and Excel
formulas offer many tools to manipulate strings. If
you look at the slide TDB_4Low Text cell in the
formula bar (try it now), you will see the cell
actually contains a formula. The
implications? Your tutorial can use IF statements
and string manipulation to tailor itself. For example,
you could say, "No, no, no, you dummy, $20 is not
a price between $25 and $27." But the
implications go beyond text manipulation. Even
CheckCells, Low boundaries, High boundries, and
Jump locations can be constructed with a formula.
For example, I never enter an address into a Jump
column. Instead I put in an "=" and click on the
target SlideID. That creates a formula pointing at
that slide. If I change the SlideID at some future
date, my links are intact. If I delete the target slide,
any reference to it now stands out with a
#REF. There is a small catch with Text
formulas that is worth mentioning. A formula
cannot exceed 256 characters, so if you use it to
How To Design build a Text entry, you have to keep your
Tutorials comments short. TDB_4 TDB_6
Now let's do something you might not

expect. I want to you add some text to this
slide, slide TDB_7, without leaving the
tutorial. Just click on this slide's Text cell.
Add some text to the end. (Be sure to hit Enter to
How To Design finish the edit.) Then click the Back button and the
Tutorials Next button to refresh my balloon. TDB_5 TDB_7
Cool, yes? By implication, you can design your

tutorial on the fly. The tutorial balloon is of
a type called "Modeless". That means it just sits on
top of the display doing nothing until the user clicks
something in the balloon. While it sits there you
can enter values, copy rows, delete rows, etc.
 For example, when I design tutorials I
begin by creating a "template" row. It contains the
SlideID (which ends in a number), sheetname,
"Buttons", "BackNextClose", the name of my
tutorial, blank Text, and then formulas that set
JumpBackNo to the previous row and
JumpNextYesOK to the next row. Then I copy the
template through 20 or so rows. Excel
How To Design automatically increments my SlideID. All I have to
Tutorials do is fill in the Text. TDB_6 TDB_8
Now I want to show you how to use Bullets and
numbers, but I have a small problem. Those
columns are far to the right of the
display. You may be familiar with
"frames", an Excel feature that splits the display
horizontally or vertically. But instead of
asking you to split the display, let me do it for you.
When you click "Next", the tutorials will run an
How To Design "OnEntry" subroutine that has been specially
Tutorials designed for the next slide. Click Next. TDB_7 TDB_9
There, the OnEntry routine called

"TDB_9_OnEntry" ran and split the display into
four frames. Of course, you can split the display
manually at any time. When not in use, the
splitters are located in the scroll bars. Any
slide can have an OnEntry subroutine and OnExit
subroutine. Of course, you must get a programmer
to write the code. Although this feature is rarely
used, it does give you control over virtually any
operation. For example, you could demonstrate a
How To Design few changes, then perform an
Tutorials UndoToStartOfRound. TDB_8 TDB_10
Let's look at using the OptionText to set up Radio
Buttons. Take a look at SlideID TDB_11. When
How To Design you click Next, it will set up a slide with three
Tutorials options as radio buttons. TDB_9 TDB_11
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
How To Design BackNextClose, or OK, or Close, or some other
Tutorials button set. TDB_10 TDB_12
How To Design
Tutorials You selected option 1, Apple TDB_11 TDB_12
How To Design
Tutorials You selected option 2, Orange TDB_11 TDB_12
How To Design
Tutorials You selected option 3, Banana TDB_11 TDB_12
The Bullet option looks like this. It is the same
How To Design basic structure, but msoBalloonType is set to
Tutorials Bullets and there are no associated Jumps. TDB_11 TDB_13
How To Design The remaining Balloon type is Numbers. It

Tutorials presents a list, like a "To Do" list. TDB_12 TDB_14
The office assistant only allows up to five "Option"
How To Design entries, whether they are bullets, numbers, or
Tutorials buttons. TDB_13 TDB_15
Finally, a word about launching the Tutorial. The
design assumes that a programmer has placed a
button on the worksheet (or the toolbar). The
button is attached to a VBA routine that launches
the tutorial options that are available on that
worksheet. Since tutorials are launched
from a VBA event you can attach tutorials to any
How To Design event that calls VBA -- a button click, opening a
Tutorials spreadsheet, a menu item, etc. TDB_14 TDB_16
That's it. This wrap-up slide uses one
new button set, BackClose. You will find other
How To Design button sets in the comment attached to
Tutorials msoButtonSet. TDB_15
A quick tour of the

Capstone.xls
workbook Welcome to the Using Capstone.xls tutorial. TLIST_1 OFFL_5
There is a main menu across the top of the screen.

This houses 7 menu options with sub-menus
under each category. There are also icons located
A quick tour of the down the right side of the screen. These icons will
Capstone.xls allow you to quickly jump to areas within the
workbook software. OFFL_1 OFFL_6
After the tutorial, you will want to browse the top

A quick tour of the menu bar to see what the sub-menus offer. For
Capstone.xls now, let me tell you where the most used items
workbook are: OFFL_5 OFFL_7
A quick tour of the If you put your cursor on the each icon, you will get
Capstone.xls an information box stating where this icon will bring
workbook you to. OFFL_6 OFFL_8
A quick tour of the
Capstone.xls
workbook Which icon will get you to the R&D department? OFFL_7 OFFL_8a
A quick tour of the Correct! You could have gotten to this area by
Capstone.xls clicking on Strategy and R&D from the top menu.
workbook But the icons are a lot easier. OFFL_8 OFFL_8b
Wrong! This would have brought you to the

Marketing department. The first icon would have
A quick tour of the taken you to the R&D department. You could have
Capstone.xls also clicked on Strategy and R&D from the top
workbook menu. But the icons are a lot easier. OFFL_8 OFFL_9
Wrong! This would have brought you to the
Production department. The first icon would have
A quick tour of the taken you to the R&D department. You could have
Capstone.xls also clicked on Strategy and R&D from the top
workbook menu. But the icons are a lot easier. OFFL_8a OFFL_9
Make sure you are in the R&D page. Notice the

A quick tour of the green cells. These cells are the only areas where
Capstone.xls you can input your decisions. You will just type in
workbook your decision and click the enter key. OFFL_8 OFFL_10
A quick tour of the By entering your decisions, the yellow cells and
Capstone.xls the graphs will change, to provide you with input
workbook on how your decisions will effect the company. OFFL_9 OFFL_11
A quick tour of the
Capstone.xls You will also notice little red triangles on this page.
workbook OFFL_10 OFFL_12
A quick tour of the If you put your cursor on the wording just to the left
Capstone.xls of the triangle, it will open up an information box
workbook regarding an explanation for that row or column. OFFL_11 OFFL_13
You may also encounter some decisions that you

put in causes the green cell to turn RED .
Although part of the learning experience is for you
A quick tour of the to make mistakes and learn from them. We will
Capstone.xls alert you with these red cells if you are about to
workbook make a typo or enter an unacceptable value. OFFL_12 OFFL_14
A quick tour of the As you go through the other departments and
Capstone.xls make decisions, remember that the only areas you
workbook can make decisions in are the green cells. OFFL_13 OFFL_15
Don't forget to save your decisions (4th icon from
A quick tour of the the bottom) before exiting the software. Saving
Capstone.xls decisions to the Internet is the only way to make
workbook them official. OFFL_14 OFFL_16
Now that you have had a quick overview on using

A quick tour of the Capstone.xls, you may want to go through the
Capstone.xls Worksheet tutorials to give you a better idea of
workbook how to manage each department of your company. OFFL_15 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 Welcome to the A quick tour of the Capstone.xls
workbook workbook tutorial. TLIST_5 TXLS_2
A quick tour of the
Capstone.xls
workbook TXLS_1 TXLS_3
A quick tour of the
Capstone.xls
A quick tour of the
Capstone.xls
A quick tour of the
Capstone.xls
workbook TXLS_4 0
A quick tour of the
Capstone.xls
workbook
A quick tour of the Welcome to the A quick tour of the Capstone
Capstone.xls Courier tutorial. Here are a few example slides to
workbook get you started designing the Tutorial. TLIST_5 TCOU_2
A quick tour of the
Capstone.xls
workbook TCOU_1 TCOU_3
A quick tour of the
Capstone.xls
A quick tour of the
Capstone.xls
A quick tour of the
Capstone.xls
workbook TCOU_4 0
A quick tour of the

Foundation The Foundation workbook is your decision support
Workbook package. You use it to: TLIST_1 MXLS_F2
A quick tour of the You navigate the workbook with the

Foundation FOUNDATION MENU at the top of display, or with
Workbook the Toolbar shortcuts at the right of the display. MXLS_F1 MXLS_F3
A quick tour of the We will be focusing on the decision worksheets in

Foundation this tutorial, but here are a few words about the
Workbook other options: MXLS_F2 MXLS_F4
A quick tour of the
Foundation Usually you begin with the Strategy menu. Click
Workbook Strategy and select R&D. MXLS_F3 MXLS_F5
A quick tour of the

Foundation All decision worksheets have a few things in
Workbook common: MXLS_F4 MXLS_F6
R&D decisions drive product design. You update
A quick tour of the old products and invent new ones.
Foundation Usually you begin your decision making
Workbook in R&D. Major issues include: MXLS_F5 MXLS_F7
A quick tour of the Typically you make R&D decisions and then move
Foundation on to Marketing. Select Marketing from the
Workbook Strategy menu or the toolbar. MXLS_F6 MXLS_F8
A quick tour of the

Foundation Marketing decisions revolve around "the 4 P’s of
Workbook Marketing". MXLS_F7 MXLS_F9
Perhaps the most important decisions you make

on the Marketing worksheet are under "Your Sales
Forecast". The computer works up a "Computer
Prediction", but it is not a good one. The computer
knows nothing about your competitors, so it
assumes that each competitor offers one "fair"
product in each segment. In practice your
competitors will do something
A quick tour of the different. However, all of the proforma
Foundation financial reports depend upon a forecast. If you do
Workbook not provide one, the proformas use the computer's. MXLS_F8 MXLS_F10
A quick tour of the
Foundation Let's move on to Production. Select Production
Workbook from the Strategy menu or the toolbar. MXLS_F9 MXLS_F11
A quick tour of the

Foundation On the Production worksheet you make three
Workbook types of decisions. MXLS_F10 MXLS_F12
In the center of the page, the worksheet analyzes

your margins. There are two shifts. First shift
workers can also work overtime. Given your
A quick tour of the workforce and production schedule, the worksheet
Foundation calculates your labor costs, material costs, and
Workbook contribution margin. MXLS_F11 MXLS_F13
Each product requires its own plant and
A quick tour of the equipment, and that can cost millions. Let's move
Foundation on to Finance. Select Finance from the Strategy
Workbook Menu or the toolbar. MXLS_F12 MXLS_F14
Take a look at your cash position (lower left). It

shows yesterday's position of $1,918, and it
projects your cash position for the end of this
A quick tour of the year. All previous worksheets drive your
Foundation projected cash position. If it is negative, you are
Workbook projecting bankruptcy. MXLS_F13 MXLS_F15
Bankruptcy is typically rooted in two

issues. 1. A bad forecast, resulting in
excess inventory. 2. Buying plant, but
A quick tour of the neglecting to fund it. You avoid
Foundation bankruptcy by adjusting earlier decisions and
Workbook raising the money you need. MXLS_F14 MXLS_F16
Plant and equipment should be funded with stock
A quick tour of the issues and bond issues. Inventory
Foundation expansions should be funded with current debt
Workbook and working capital. MXLS_F15 MXLS_F17
In the happy event that you have excess cash, you

can retire stock, pay dividends, or retire
A quick tour of the bonds. You can see the effect of your
Foundation finance decisions on the Proformas. In the menu
Workbook or toolbar, select the Proforma Balance Sheet. MXLS_F16 MXLS_F18
The Proforma Balance Sheet projects your end-of-

year positions given the decisions and
assumptions from all of your
worksheets. It will not come true. When
your decisions are put into play against your
competitors, your actual sales will differ from your
predictions, and this will cause different positions
for inventory, cash, accounts receivable,
etc. While you cannot predict the future
exactly, you can use the Foundation workbook to
develop best case and worst case scenarios. For
example, in your worst case you would make fewer
sales, even though you built enough inventory to
satisfy your best case. Your proforma balance
sheet would show lots of inventory and little cash.
A quick tour of the As long as you have cash in your worst case
Foundation scenario, and your actual results turn out no worse
Workbook than you expect, you cannot go bankrupt. MXLS_F17 MXLS_F19
A quick tour of the
Foundation Let's see if we have a profit. Select the Proforma
Workbook Income Statement from the menu or toolbar. MXLS_F18 MXLS_F20
Strictly speaking, your Proforma Income Statement
is organized in the "contribution format". It breaks
costs down into two categories -- variable costs
A quick tour of the and period costs. It also breaks costs down by
Foundation product so that you can see which products make
Workbook or lose money. MXLS_F19 MXLS_F21
Profits or losses are just one of the things that
A quick tour of the affect our cash account. Let's have a look at the
Foundation cash flow. Select the Proforma Cash Flow
Workbook Statement from the menu or toolbar. MXLS_F20 MXLS_F22
The Cash Flow Statement summarizes what
happens in the Cash account. Black numbers
A quick tour of the mean that money is flowing into cash from that
Foundation source. Red numbers mean that cash is flowing
Workbook out. MXLS_F21 MXLS_F23
Different stakeholders have different expectations
and concerns about the company. They monitor
A quick tour of the your performance with ratios and
Foundation statistics. Select "Financial Ratios" from
Workbook the menu or toolbar. MXLS_F22 MXLS_F24
Your professor may use some of these ratios to

measure your performance. The simulation pays
special attention to: Return On Sales
(ROS) Asset Turnover Return On Assets
A quick tour of the (ROA) Return On Equity
Foundation (ROE) Cumulative Profits Market
Workbook Share Stock Price Market Capitalization MXLS_F23 MXLS_F25
A quick tour of the This completes the tour of the entry sheets. If you
Foundation are new to the workbook, we recommend two
Workbook other tours: MXLS_F24 TLIST_1
click the Add-Ins tab above. If you do not see the
window. Welcome to the Capstone®
Rehearsal Simulation! I am your tour
guide and I'll be giving you tours of each
department you will head. During this
training you will manage the Andrews Corporation
against two programmed competitors. Do not be
concerned if you have been assigned to some
other team for the official simulation (Baldwin,
Chester, Digby, Erie or Ferris). During the
Rehearsal, everybody manages the Andrews
company. There are 4 rounds to
complete. You will begin the first round by
managing 3 products in the R&D department and
after each round you will manage more
departments. After completing the fourth
round your professor has given you the opportunity
to run the company on your own or to start a new
rehearsal. If you restart and choose to run your
company on your own the coach will be disabled.
You can only restart your rehearsal once every 24
hours. Making an analogy of the business
simulation to a flight simulator, the uncoached
rehearsal will enable you to practice various
techniques flying the plane. Keep in mind though
that your competitors in the rehearsal are not as
tough as those in your competition. (You
Rehearsal can choose whether to use the Office Assistant for
Simulation the Coach from the CAPSTONE® MENU.) RSIMC1_1 RSIMC1_2
The Office Assistant is now disabled. The Coach
Office Assistant 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
Office Assistant icon. RSIMC1_1
Welcome to the R&D department! Notice
the 5 existing products that you inherit. You will
manage Adam and Aft and invent 1 new product.
Meanwhile, your "ghost teammates" will manage
the other 3 existing products. Further,
your ghost teammates will be running the company
using a broad differentiation strategy (quality
products in all markets). Because infighting
teammates may sabotage a 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 rehearsal and try out a different strategy on your
Simulation own. RSIMC1_1 RSIMC1_3
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
Rehearsal concerned about the other departments because
Simulation your "ghost teammates" will manage them. RSIMC1_2 RSIMC1_4
The marketplace evolves continuously. As the

years pass, customers expect smaller, more
powerful products. Your R&D department updates
Rehearsal existing product designs and can invent new
Simulation products. RSIMC1_3 RSIMC1_5

in each segment of the Courier report); three of
which are determined in the R&D
department: (Feel free to examine pages
5-9 of the Courier found in the toolbar above, to
Rehearsal view the customer buying criteria for each
Simulation segment.) RSIMC1_4 RSIMC1_6
products meet positioning expectations. Your
characteristics, the product's Performance and
Rehearsal Size. Over time they expect products to become
Simulation smaller and more powerful. RSIMC1_5 RSIMC1_7
Rehearsal
Simulation #VALUE! RSIMC1_6 RSIMC1_9
Rehearsal Oops. We really need a Performance of 9.8.
Simulation Please click Back and try again. RSIMC1_7
Rehearsal
Rehearsal Oops. We really need a Size of 10.2. Please click
Simulation Back and try again. RSIMC1_9
Good, now notice that there are now two Adam’s

on the map. The Black label on the perceptual
map tells you where Adam is today, January 1st.
The Pink label tells you where it will be when it
emerges from R&D and the Revision Date tells you
when it completes from the R&D
department. 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
Rehearsal following round. The cells will turn green after the
Simulation Revision Date. RSIMC1_9 RSIMC1_12
Check the revision date. Since the current project

is showing a revision date of next year, you'll be
producing and selling Adam's old specs. Keeping
these specs will trigger a pause from beginning a
new project next year because R&D is still trying to
complete this year's project. All projects should
finish within the year unless planned. Try
moving the product by entering new Size and
Performance values so that the revision date falls
Rehearsal somewhere between September and December of
Simulation this year. RSIMC1_11 RSIMC1_14
Rehearsal Oops. We really need a revision that finishes in 0.
Simulation Please click Back and try again. RSIMC1_12
As you're repositioning you will find that other
projects may take longer, therefore, extending
revision will cost more money. When you're
Rehearsal making decisions it is important to keep an eye on
Simulation this. RSIMC1_12 RSIMC1_15
Rehearsal
A product's age is maintained by repositioning

products on the perceptual map. When a product
is moved, customers perceive it as younger. Its
age is cut in half on the day it emerges from R&D.
It becomes the "new-and-improved" product, with
half its former age. The "Age at Revision"
tells you what the new perceived age will be on the
day the project completes. If you decide not to
Rehearsal reposition a product, "Age at Revision" will display
Simulation a dash (-). RSIMC1_15 RSIMC1_17

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
Rehearsal loss of demand (if less) or no additional demand (if
Simulation more). RSIMC1_16 RSIMC1_18

them. You can see this in the Material
Cost chart. Try increasing and decreasing the
Rehearsal MTBF specifications for your products.
Simulation RSIMC1_17 RSIMC1_19
In the end, customers require a minimum
demand as you increase MTBF above the
Rehearsal minimum up to a point where they do not care.
Simulation Here are the ranges: RSIMC1_18 RSIMC1_20
Make an adjustment to Adam's MTBF if you like.
Rehearsal Remember, the range is between 20,000-25,000
Simulation hours. RSIMC1_19 RSIMC1_21
Management can expand the company by
Rehearsal inventing new products. In total, your company
Simulation can manufacture up to 8 products. RSIMC1_20 RSIMC1_22
Let's invent a new product. We will create it in the

first green row, just below Agape. Give the product
a name (currently NA) beginning with the letter 'A'.
For example, 'Ace' or 'Allan' or 'Apt'. (Do not be
concerned with buying plant capacity and
automation; your ghost teammates will make the
Rehearsal purchase. You will only have to do this when
Simulation you're making official decisions.) RSIMC1_21 RSIMC1_23
Rehearsal Next, give NA a Performance between 10.0 and
Simulation 11.0. RSIMC1_22 RSIMC1_25
Rehearsal Oops. We really need a Performance between
Simulation 10.0 and 11.0. Please click Back and try again. RSIMC1_23
Rehearsal
Simulation Next, NA a Size between 9.0 and 10.0. RSIMC1_23 RSIMC1_27
Rehearsal Oops. We really need a Size between 9.0 and
Simulation 10.0. Please click Back and try again. RSIMC1_25
Rehearsal Give NA an MTBF specification of something
Simulation between 20,000 and 23,000. RSIMC1_25 RSIMC1_29
Rehearsal Oops. We really need a MTBF between 20,000
Simulation and 23,000. Please click Back and try again. RSIMC1_27
By adding a new product your company is showing

signs of expansion. Therefore, consider the R&D
cost as an investment. Let's reposition Aft
similar to Adam's move. You will want to target the
leading edge of the segment because
Performance customers are position sensitive
Rehearsal (Check page 8 of the Courier for the customer
Simulation buying criteria). RSIMC1_27 RSIMC1_30
Rehearsal
Simulation Give Coat a Performance between 9.5 and 9.8. RSIMC1_29 RSIMC1_32
Rehearsal Oops. We really need a Performance between 9.5

Simulation and 9.8. Please click Back and try again. RSIMC1_30
Rehearsal
Simulation Next, give Coat a Size between 15.0 and 15.4. RSIMC1_30 RSIMC1_34
Simulation 15.4. Please click Back and try again. RSIMC1_32
Rehearsal Give Coat an MTBF specification of something

Simulation between 25,500 and 27,000. RSIMC1_32 RSIMC1_36
Rehearsal Oops. We really need a MTBF between 25,500

Simulation and 27,000. Please click Back and try again. RSIMC1_34
Notice the revision dates and the R&D costs. This

information is important when you begin running
the company. This brings us to the last,
Rehearsal and most strategic concerns in R&D -- scope and
Simulation focus. RSIMC1_34 RSIMC1_37
You are free to rework Adam, Aft, and NA.

Rehearsal Remember to keep an eye on R&D costs, material
Simulation costs, and revision dates when making changes. RSIMC1_36 RSIMC1_38
When done Save your decisions from the File

Rehearsal menu on the Capstone® menubar and advance to
Simulation the next round. Good luck in the 2nd round! RSIMC1_37
Welcome to Round 2 of the Rehearsal

Simulation. Objectives. During Round 2
your responsibilities have increased. You now
manage Adam, Aft, and NA in R&D and you will
market them in the Marketing
department. Your 'ghost teammates' are
making decisions for Production and
Finance. Take a moment to examine the
Rehearsal results of round 1 and then proceed to tour the
Simulation Marketing department. RSIMC2_1 RSIMC2_100
Great! You're almost done with round 2. Try
Rehearsal making some decisions in R&D and Marketing.
Simulation Below are some recommendations: HMKTG_21 RSIMC2_3
In Marketing, consider creating higher awareness

Rehearsal and easier accessibility for Adam, Aft, and NA by
Simulation increasing the promotion and sales budget. RSIMC2_2 RSIMC2_4
Rehearsal
Simulation Next, give your 3 products a new price. RSIMC2_3 RSIMC2_5
Lastly, develop a forecast for your 3 products.

Rehearsal (For details about developing forecasts, see the
Simulation Manager Guide on your Help menu.) RSIMC2_4 RSIMC2_6
You can click on the Proformas and examine your

Rehearsal projected results. Are you projecting better results
Simulation this year? RSIMC2_5 RSIMC2_7
If you are done making your decisions Save them
Rehearsal from the File menu and advance to the next round.
Simulation Good luck in round 3! RSIMC2_6
Let's look at the results for Round -1. In the menu

Rehearsal click Courier and select 1. Front Page. Then click
Simulation Next. RSIMC0_1 RSIMC2_101
To scroll up and down the page, please use the
Rehearsal scroll bar. Three numbers stand out in the
Simulation Selected Financial Statistics. RSIMC2_100 RSIMC2_102
Six of the eight performance measures used to

evaluate the simulation can be found on the Front
Page. They include ROS, Turnover, ROA, ROE,
Cumulative Profits, and Market Share. In
Rehearsal the menu, select Courier | 2. Stock and Bond
Simulation Market. RSIMC2_101 RSIMC2_103
The Stocks & Bonds page summarizes activity in

the stock market and compares your bond portfolio
Rehearsal with competitors. At $15.46, your stock price fell by
Simulation -$18.38. Your credit rating is CC. RSIMC2_102 RSIMC2_104
Rehearsal
Simulation Stock price is driven by: RSIMC2_103 RSIMC2_105
The bond market summary lists your outstanding

bonds and your credit rating. Bonds are
10 year coupon notes. You will pay 10 equal
Rehearsal interest payments annually. The principal is due as
Simulation a lump sum in the 10th year. RSIMC2_104 RSIMC2_106
Rehearsal In the menu click Courier and Financial
Simulation Statements. RSIMC2_105 RSIMC2_107
Rehearsal The Financial Statements surveys the competitor's
Simulation annual reports. RSIMC2_106 RSIMC2_108
Although there are many numbers of interest on

Rehearsal this page, it's greatest value lies in comparing
Simulation across competitors. You can ask questions like: RSIMC2_107 RSIMC2_109
Rehearsal
Simulation In the menu click Courier and Production Analysis. RSIMC2_108 RSIMC2_110
Rehearsal The Production Analysis looks at the companies

Simulation through the eyes of the production manager. RSIMC2_109 RSIMC2_111
Rehearsal In the menu click Courier and 5. Traditional
Simulation Segment. RSIMC2_110 RSIMC2_112
The market segment analysis tells you what

Rehearsal customers want, who satisfied them best, and
Simulation what to expect early next round. RSIMC2_111 RSIMC2_113
Pay special attention to the December Customer
Survey. This survey is run every month, and its
results drive demand. The score is on a
scale of 0 to 100. At zero, you have lost all
demand, although you must have scored
something earlier in the year to make this page at
all. At 100, you have a perfect product in
December. To estimate your demand in
December, add up the scores. Your demand in
Rehearsal December is your score divided by the sum of the
Simulation scores. RSIMC2_112 RSIMC2_114
Rehearsal In the menu click Courier and 6. Low End
The Low End Segment page is similar to the
Traditional page, but focuses upon Low End
Rehearsal customers. In the menu click Courier and
Simulation 7. High End. RSIMC2_114 RSIMC2_116
When you have finished looking over this page, in
Rehearsal the menu click Courier and 8. Performance
Rehearsal When you have finished looking over this page, in
Simulation the menu click Courier and 9. Size Segment. RSIMC2_116 RSIMC2_118
Rehearsal When you have finished looking over this page, in

Simulation the menu click Courier and 10. Market Share. RSIMC2_117 RSIMC2_119
The Market Share page breaks sales down by

segment and product. The charts at the
top of the page merit special attention. If
the bars in the Industry Unit Sales vs. Demand are
not of identical height, the entire segment stocked
out, suggesting possible capacity
shortages. The segment shares can tell
you at a glance where a competitor is focusing
Rehearsal their resources. In the menu click Courier
Simulation and Perceptual Map. RSIMC2_115 RSIMC2_120
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
Rehearsal facility. In the menu click Courier and
Simulation HR/TQM Report. RSIMC2_119 RSIMC2_121
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
Rehearsal making. In the menu click Courier and
Simulation Annual Report Page 1. RSIMC2_120 RSIMC2_122
The Annual Report focuses upon your company.
Page 1 offers the Balance Sheet and Cash Flow
Rehearsal Statement in detail. In the menu click
Simulation Courier and Annual Report Page 2. RSIMC2_121 RSIMC2_123
Page 2 breaks down your Income Statement by
product. The graphs at the bottom of the page
Rehearsal summarize your historical results across the
Simulation performance measures. RSIMC2_122 RSIMC2_124
This completes the Capstone Courier overview.
 To make decisions, in the menu click
Decisions and select a functional area.
Rehearsal Click Next for the Rehearsal Simulation
Simulation Round 0 Objectives. RSIMC2_123 RSIMC0_1

Simulation. Your responsibilities have
increased in round 3. You will continue to manage
Adam, Aft, and NA in R&D, Marketing, and
Production. Your ghost teammates are
making decisions for Finance. Take a
Rehearsal moment to examine the results of round 2 and
Simulation then proceed to tour the Production department. RSIMC2_100
Rehearsal Let's go to R&D and make some decisions. Below

Simulation are some recommendations: HPROD_14 RSIMC3_3
In Marketing, modify prices and increase your

marketing budgets for Adam, Aft, and NA. Next,
Rehearsal develop a sales forecast for those 3 products.
Simulation Below are some notes to consider. RSIMC3_2 RSIMC3_4
In Production, enter in a production schedule for

Adam, Aft, and NA. As discussed in the
Production department tour, produce a little more
than the forecast and if necessary, account for the
Rehearsal inventory before entering a production
Simulation schedule. Additionally: RSIMC3_3 RSIMC3_5
Now take a moment to examine your decisions.
Rehearsal When done, save and advance to Round 4. Good
Simulation luck! RSIMC3_4
increased. Continue managing Adam, Aft, and NA
in R&D, Marketing, Production, and
Simulation Finance department. RSIMC2_100
This round you have complete freedom to manage

Adam, Aft, and NA. Make some decisions in R&D,
Rehearsal Marketing, Production, and Finance. We
Simulation suggest the following. HFIN_12 RSIMC4_3
This is the last round of the rehearsal. Review your

Rehearsal decisions and examine the proforma reports
Simulation before advancing to Round 5. Good luck! RSIMC4_2
Congratulations, you have completed basic

training. Your professor has given you the option
of restarting the Rehearsal with or without the
Rehearsal coach guiding you, or you can continue through
Simulation Round 8.
Rehearsal
Simulation The coached rehearsal is over. RSIMC5_1
Welcome to uncoached Round 6 of the Rehearsal

Rehearsal Simulation. You are responsible for all
Simulation company decisions. Good luck!")


Congratulations! This completes the Rehearsal
Simulation The last round reports are
Rehearsal Finished available for your inspection.
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Remember, you are responsible for making all
Good Luck! decisions for your company this round.
click the Add-Ins tab above. If you do not see the
window. Welcome to the Foundation®
Rehearsal Simulation! I am your tour
guide and I'll be giving you tours of each
department you will head. During this
training you will manage the Andrews Corporation
against two programmed competitors. Do not be
concerned if you have been assigned to some
other team for the official simulation (Baldwin,
Chester, Digby, Erie or Ferris). During the
Rehearsal, everybody manages the Andrews
company. There are 4 rounds to
complete. You will begin the first round by
managing 2 products in the R&D department and
after each round you will manage more
departments. After completing the fourth
round your professor has given you the opportunity
to run the company on your own or to start a new
rehearsal. If you restart and choose to run your
company on your own the coach will be disabled.
You can only restart your rehearsal once every 24
hours. Making an analogy of the business
simulation to a flight simulator, the uncoached
rehearsal will enable you to practice various
techniques flying the plane. Keep in mind though
that your competitors in the rehearsal are not as
tough as those in your competition. (You
Rehearsal can choose to whether use the Office Assistant for
Simulation the Coach from the FOUNDATION® MENU.) RSIMF1_1 RSIMF1_2
Welcome to the R&D department! Notice

the existing product, Able, that you inherit. You will
manage Able and invent 1 new product.
Meanwhile, your "ghost teammates" will manage
the other departments. Further, your ghost
teammates will be running the company using a
broad differentiation strategy (quality products in
all markets). Because infighting teammates may
sabotage a company’s performance, your
rehearsal will go better if you make broad
Rehearsal differentiator decisions, even if you want to use a
Simulation different strategy in the official simulation. RSIMF1_1 RSIMF1_3
In general, planning begins in R&D, then proceeds

through Marketing, Production, and Finance.
Rehearsal Further, since this is the first rehearsal round, you
Simulation will only be responsible for 2 products in R&D. RSIMF1_2 RSIMF1_4
The marketplace evolves continuously. As the
years pass, customers expect smaller, more
powerful products. Your R&D department updates
Rehearsal existing product designs and can invent new
Simulation products. RSIMF1_3 RSIMF1_5

in each segment of the FastTrack report); three of
which are determined in the R&D
department: (Feel free to examine pages
5-6 of the FastTrack found in the toolbar above, to
Rehearsal view the customer buying criteria for each
Simulation segment.) RSIMF1_4 RSIMF1_6

products meet customer expectations. Your
characteristics, the product's Performance and
Rehearsal Size. Over time they expect products to become
Simulation smaller and more powerful. RSIMF1_5 RSIMF1_7
Rehearsal
Simulation #VALUE! RSIMF1_6 RSIMF1_9
Rehearsal Oops. We really need a Performance of 5.8.
Simulation Please click Back and try again. RSIMF1_7
Next change Able's Size, top left of the R&D
Rehearsal screen. Click on Able's Size cell and enter a value
Simulation at 14.3. RSIMF1_7 RSIMF1_11
Rehearsal Oops. We really need a Size at 14.3. Please click
Simulation Back and try again. RSIMF1_9
Good. Notice that there are now two Able's on the

map. The Black label on the perceptual map tells
you where Able is today, January 1st. The Pink
label tells you where it will be when it emerges
from R&D and the Revision Date tells you when it
completes from the R&D department. 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
Rehearsal round. The cells will turn green after the Revision
Simulation Date. RSIMF1_9 RSIMF1_12
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
Rehearsal year's project. All projects should finish within the
Simulation year unless planned. RSIMF1_11 RSIMF1_14
Rehearsal Oops. We really need a revision that finishes in 0.

As you're repositioning you will find that other

projects may take longer, therefore, extending
revision dates and costing a little more money.
Rehearsal When you're making decisions it is important to
Simulation keep an eye on this. RSIMF1_12 RSIMF1_15
Rehearsal
Simulation #VALUE! RSIMF1_14 RSIMF1_16
A product's age is maintained by repositioning

products on the perceptual map. When a product
is moved, customers perceive it as younger. Its
age is cut in half on the day it emerges from R&D.
It becomes the "new-and-improved" product, with
half its former age. The "Age at Revision"
tells you what the new perceived age will be on the
day the project completes. If you decide not to
Rehearsal reposition a product, "Age at Revision" will display
Simulation a dash (-). RSIMF1_15 RSIMF1_17

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
Rehearsal loss of demand (if less) or no additional demand (if
Simulation more). RSIMF1_16 RSIMF1_18
them. You can see this in the Material
Rehearsal Cost chart. Try increasing and decreasing the
Simulation MTBF specifications for your products. RSIMF1_17 RSIMF1_19
demand as you increase MTBF above the
Rehearsal minimum up to a point where they do not care.
Simulation Here are the ranges: RSIMF1_18 RSIMF1_20
Of course, you are keenly concerned with both

MTBF and Positioning because both form your
products' material costs. Keep in mind, the better
the technology, the higher the material
costs. Try this experiment. Move one of
your products to the leading edge of segment's
Rehearsal circle and increase the MTBF. Notice the effect in
Simulation the Material Cost chart. RSIMF1_19 RSIMF1_21
Rehearsal Lastly, management can invent new products.

Simulation Here are instructions for new inventions: RSIMF1_20 RSIMF1_22
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 Cedar)
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
Rehearsal have to do this when you're making official
Simulation decisions.) RSIMF1_21 RSIMF1_23
Rehearsal Next, give Cedar a performance between 8.0 and
Simulation 9.0 RSIMF1_22 RSIMF1_25
Rehearsal Oops. We really need a size between 8.0 and 9.0.
Rehearsal
Simulation Next, give Cedar a Size between 11.0 and 12.0 RSIMF1_23 RSIMF1_27
Simulation 12.0. Please click Back and try again. RSIMF1_25
Rehearsal Give Cedar an MTBF specification of something
Simulation between 20,000 and 23,000 RSIMF1_25 RSIMF1_29
Adding products increases your company’s
Rehearsal Oops. We
revenue really need
streams. a size between
Therefore, R&D costs20,000 and
Simulation 23,000. Please
associated with click Back
product and try again.
invention can be seen as RSIMF1_27
an investment in the future. (Please Note: You
cannot manufacture newly invented products until
Rehearsal you purchase Capacity for that product on the
Simulation Production spreadsheet.) RSIMF1_27 RSIMF1_30
Notice both the revision date and the R&D cost.
This information is important when you begin
running the company. This brings us to
Rehearsal the last, and most strategic concerns in R&D --
Simulation scope and focus. RSIMF1_29 RSIMF1_31
This completes the R&D tour. You are

free to rework Able and Cid. Remember to keep
an eye on R&D costs, material costs, and revision
dates when making changes. When done
save your decisions and advance to the next round
Rehearsal by clicking the File menu on the Foundation®
Simulation menubar. RSIMF1_30

Simulation. During Round 2 your
responsibilities have increased. Continue
managing Able and Cedar in R&D and the
Marketing function. Your 'ghost
teammates' are making decisions for Production
and Finance. Take a moment to examine
Rehearsal the results of round 1 and then proceed to tour the
Simulation Marketing department. RSIMF2_1 RSIMF2_100
Great! You're almost done with round 2. Make

Rehearsal some decisions in R&D and Marketing. Below are
Simulation some recommendations: HMKTG_21 RSIMF2_3
Rehearsal Now make some Marketing decisions. Below are

Simulation some recommendations: RSIMF2_2 RSIMF2_4
Take a moment to examine your decisions and
Rehearsal your Proforma worksheets. When done, save and
Simulation advance to Round 3. Good luck! RSIMF2_3
Let's look at the results for Round -1. In the menu
Rehearsal click FastTrack and select 1. Front Page. Then
Simulation click Next. RSIMF0_1 RSIMF2_101
To scroll up and down the page, please use the

Rehearsal scroll bar. Three numbers stand out in the
Simulation Selected Financial Statistics. RSIMF2_100 RSIMF2_102
Six of the eight performance measures used to

evaluate the simulation can be found on the Front
Page. They include ROS, Turnover, ROA, ROE,
Cumulative Profits, and Market Share. In
Rehearsal the menu, select FastTrack | 2. Stock and Bond
Simulation Market RSIMF2_101 RSIMF2_103
The Stocks & Bonds page summarizes activity in

the stock market and compares your bond portfolio
Rehearsal with competitors. At $15.46, your stock price fell by
Simulation -$18.38. Your credit rating is CC. RSIMF2_102 RSIMF2_104
Rehearsal
Simulation Stock price is driven by: RSIMF2_103 RSIMF2_105
The bond market summary lists your outstanding

bonds and your credit rating. Your bonds
are 10 year coupon notes. You pay 10 equal
Rehearsal interest payments each year. The principal is due
Simulation as a lump sum in the 10th year. RSIMF2_104 RSIMF2_106
Rehearsal In the menu click FastTrack and Financial
Simulation Statements. RSIMF2_105 RSIMF2_107
Rehearsal The Financial Statements surveys the competitor's
Simulation annual reports. RSIMF2_106 RSIMF2_108
Although there are many numbers of interest on

Rehearsal this page, it's greatest value lies in comparing
Simulation across competitors. You can ask questions like: RSIMF2_107 RSIMF2_109
Rehearsal In the menu click FastTrack and Production
Simulation Analysis. RSIMF2_108 RSIMF2_110
Rehearsal The Production Analysis looks at the companies

Simulation through the eyes of the production manager. RSIMF2_109 RSIMF2_111
Rehearsal In the menu click FastTrack and 5. Low Tech
Simulation Segment. RSIMF2_110 RSIMF2_112
The market segment analysis tells you what

Rehearsal customers want, who satisfied them best, and
Simulation what to expect early next round. RSIMF2_111 RSIMF2_113
Pay special attention to the December Customer
Survey. This survey is run every month, and its
results drive demand. The score is on a
scale of 0 to 100. At zero, you have lost all
demand, although you must have scored
something earlier in the year. At 100, you have a
perfect product in December. To estimate
your demand in December, add up the scores.
Rehearsal Your demand in December is your score divided
Simulation by the sum of the scores. RSIMF2_112 RSIMF2_114
Rehearsal In the menu click FastTrack and 6. High Tech
Simulation Segment. RSIMF2_113 RSIMF2_115
The High Tech Segment page is similar to the
previous page, but focuses upon High Tech
Rehearsal customers. In the menu click FastTrack
Simulation and 7. Market Share. RSIMF2_114 RSIMF2_116
The Market Share page breaks sales down by

segment and product. The charts at the
top of the page merit special attention. If
the bars in the Industry Unit Sales vs. Demand are
not of identical height, the entire segment stocked
out, suggesting possible capacity
shortages. The segment shares can tell
you at a glance where a competitor is focusing
Rehearsal their resources. In the menu click
Simulation FastTrack and Perceptual Map. RSIMF2_115 RSIMF2_117
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
Rehearsal facility. In the menu click FastTrack and
Simulation HR/TQM Report. RSIMF2_116 RSIMF2_118
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
Rehearsal making. In the menu click FastTrack and
Simulation Annual Report Page 1. RSIMF2_117 RSIMF2_119
The Annual Report focuses upon your company.

Page 1 offers the Balance Sheet and Cash Flow
Rehearsal Statement in detail. In the menu click
Simulation FastTrack and Annual Report Page 2. RSIMF2_118 RSIMF2_120
Page 2 breaks down your Income Statement by
product. The graphs at the bottom of the page
Rehearsal summarize your historical results across the
Simulation performance measures. RSIMF2_119 RSIMF2_121
This completes the Foundation FastTrack
overview. To make decisions, in the
menu click Decisions and select a functional area.
Rehearsal Click Next for the Rehearsal Simulation
Simulation Round 0 Objectives. RSIMF2_120 RSIMF0_1

increased. Continue managing Able and Cedar in
R&D, Marketing, and Production. Your
'ghost teammates' are making decisions for
Simulation Production department. RSIMF2_100
Great! You're almost done with round 3. Make

Rehearsal some decisions in R&D, Marketing, and
Simulation Production. Below are some recommendations: HPROD_14

increased. You now manage all of the departments
including Finance. Take a moment to
Rehearsal examine the results of round 3 and then proceed
Simulation to tour the Finance department. RSIMF2_100
This round you have complete freedom to move

around the spreadsheet. Make some decisions in
Rehearsal R&D, Marketing, Production, and
Simulation Finance. We suggest the following. HFIN_12
Congratulations, you have completed basic
training. Your professor has given you the option
of restarting the Rehearsal with or without the
Rehearsal coach guiding you, or you can continue through
Simulation Round 8.
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 Welcome to Round 8 of the Rehearsal Simulation,

Simulation the last round. RSIMF8_1
Congratulations! This completes the Rehearsal

Rehearsal Simulation The last round reports are
Simulation available for your inspection. RSIMF9_1
In R&D consider updating established products
like Able. Have your projects complete before
December 31st so that you can update them again
next year. If you wish, you can launch new product
designs, too.In R&D consider updating established
products like Able. Have your projects complete
before December 31st so that you can update
them again next year. If you wish, you can launch
new product designs, too. In R&D
consider updating established products like Able.
Have your projects complete before December
31st so that you can update them again next year.
If you wish, you can launch new product designs,
too.In R&D consider updating established products
like Able. Have your projects complete before
new product designs, too.In R&D consider
updating established products like Able.
 Have your projects complete before
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,
Greetings! you can launch new product designs, too.
I am your coach. You can enable me at any time

by clicking CAPSTONE MENU in the menu at the
top of the display, or by clicking the Coach button
at the top of the toolbar. To begin using
the workbook, select a worksheet from the
Strategy menu at the top of the display, or click a
button from the toolbar.
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
Greetings! will help you make your company a winner. Comp1_2
The company hired you because you are familiar
with the sensor market. Administrative functions
are almost identical to your previous company. In
addition to the four main functional areas, R&D,
Marketing, Production and Finance, you will need
to make decisions in TQM and Human Resources.
 
Let's briefly review the differences in this
simulation from your previous effort. The Comp-
XM® Inquirer is similar to the Capstone® Courier
or Foundation® FastTrack that you used in your
previous simulation. It contains year-end
Administration information about your Industry every round. Comp1_1 Comp1_3
The Comp-XM® market has four segments, Thrift,

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

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

current technology: 
Age, 2 years- 20% of decision; 
decision; 
decision.
Core Comp1_4 Comp1_6
Nano customers want cutting-edge technology that
is smaller in size: 
decision; 
Age, 1 year- 20% of decision; 
Nano decision. Comp1_5 Comp1_7
Elite customers want high reliability and cutting

edge performance: 
Age, 0 years- 34% of decision; 
decision; 
decision.
Elite Comp1_6 Comp1_8
The Comp-XM® market will require you to

formulate new tactics to implement your strategy.
You can use the same strategy you used before or
pick a new one. Since you have only four decision
rounds, you may want to determine what strategy
your new company has already been pursuing and
continue to develop it. The segments in this
market are less distinct than the segments in your
former business. Straddling two segments with a
"sofa-bed" product is viable, though this will
become more difficult as the segments drift apart.
Strategy Comp1_7 Comp1_9
You may or may not have used TQM (Total Quality

Management) in your previous simulation. Each
TQM initiative that you invest in returns different
benefits. For example, some initiatives reduce
labor and material costs while others reduce R&D
cycle time. Refer to the flags on the TQM Initiative
worksheet for a complete discussion of TQM
TQM entries. Comp1_8 Comp1_10
In Human Resources investing in Recruiting and
Training increases productivity and decreases
turnover, which reduces labor costs. Workforce
Complement controls the number of workers on
the production line. Matching the This Year
Complement to the Needed Complement on the
Production screen ensures the company will have
enough workers.
Recruiting and Training decisions are made on the

Human Resource screen. Workforce Complement
decisions are entered at the bottom of the
Production spreadsheet.
Refer to the flags on the Production and Human

Resource spreadsheets for a thorough discussion
HR of Human Resource entries. Comp1_9 Comp1_12
Remember! The simulation is just one part of

Comp-XM®; you will need to login at
www.capsim.com and answer a series of Board
Queries, which will quiz you on your company's
status and the state of the marketplace.
Board Queries Comp1_10 Comp1_13
Also on the website, if your professor has enabled

it you will see the results of your simulation
displayed in the Balanced Scorecard format. A
Balanced Scorecard is a common analysis
technique that allows companies to gauge their
performance and formulate goals. Please see
Balanced "What is a Balanced Scorecard?" in the Comp-
Scorecards XM® Help section. Comp1_12 Comp1_14
To begin, review the Inquirer, then go to the
Decisions menu and start formulating your
Good Luck! decisions. Best of luck! Comp1_13
CheckCell Low High JumpLow JumpHigh OptionText1
Launch the R&D tutorial

from the website
Launch the Marketing

tutorial from the website
Launch the Production

tutorial from the website
Launch the Finance tutorial
from the website
Launch the HR tutorial from

the website
Launch the TQM tutorial

from the website
Launch the Advanced

Marketing tutorial from the
website
List tutorials
Positioning - the product's
placement on the Perceptual
Map
Note that the map presents

the situation at the end of
this round, a forecast for
where segments and
products will be on
December 31st.
Traditional customers want a

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

proven design. Their interest
peaks when the design is
3.0 years old.
Traditional - 14,000 to
19,000 hours
Low Tech - 14000 to 20000

hours
Pick a row that begins with
"Na".
Scope - How many products

will you put on the playing
field? You can have as few
as one and as many as
eight.
Traditional - 14000 to 19000 hours
Low Tech - 14000 to 20000 hours

"Na".
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
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
days, demand is 92%. At 60
days, 98.5%, and at 120
days, demand is 100%. The
longer the lag, the more
cash is tied up in
receivables.
Long-term Debt (Bonds)

Finance!C21 -1 0 HFIN_10Low HFIN_10High
Print Media
Email and Web Media
$300 thousand
Outside Sales
CPI, Vendor JIT,
Concurrent Engineering and

Quality Function Deployment
Effort
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

Cid.
team size
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
Map
the segment's and product's
position at the end of this
round, on December 31st.
In Excel you must press

Enter or Tab to complete
RandD!D6 9.8 9.8 RSIMC1_8 RSIMC1_8 typing a value in a cell.
RandD!E6 10.2 10.2 RSIMC1_10 RSIMC1_10
RandD!G6 1/1/2000 12/31/2000 RSIMC1_13 RSIMC1_13

Positioning affects material
cost. The higher the
technology, the higher the
material cost. You could run
experiments by moving
Adam behind its current
specs (black font) with less
performance and larger size.
Meanwhile, check the
Material Costs chart and
compare new and old cost.
After, change your specs
back to a desireable
location.
Traditional - 14,000 to
19,000 hours
Differentiators would like to
offer an MTBF between
23,500-25,000 hours.
RandD!D9 10 11 RSIMC1_24 RSIMC1_24
RandD!E9 9 10 RSIMC1_26 RSIMC1_26
RandD!F9 20,000 23,000 RSIMC1_28 RSIMC1_28
RandD!D7 9.5 9.8 RSIMC1_31 RSIMC1_31
RandD!E7 15 15.4 RSIMC1_33 RSIMC1_33

RandD!F7 25,500 27,000 RSIMC1_35 RSIMC1_35

eight.
Tour the results for Round 1

in the Capstone® Courier
and Annual Report.
In R&D consider
repositioning Adam, Aft, and
NA. Remember to finish your
projects before December
31st so that you can update
them again next year.
New products are

newsworthy events so all
new products enter the
marketplace with 25%
awareness. You may add
additional awareness
through the promotion
budget if you would like.
Be sure to use the correct

segment pages of the
Courier when checking for
price ranges. Additionally,
subtract $.50 from those
ranges to account for the
expected drop in price.
Use the Courier's segment

pages to find the Total
Industry Unit Demand. You
will need to do this for each
segment that Adam, Aft, and
NA fall in.
Emergency Loan. We
avoided an emergency loan.
Typically emergency loans
result from inventory
expansions or under-funded
plant expansions.
Book Value. Book value

equals your total equity
divided by the number of
shares outstanding. It sets a
base for your stock price.
Series#. The series number

consists of the interest rate,
the letter "S", and the year
the bond is due. For
example, 11.0S2006 says,
"This bond pays 11.0%
interest and is due in 2006."
Cash Flow. The Cash Flow
statement summarizes
activity in the Cash Account.
Black numbers mean that
over the course of the year,
there was a net inflow of
cash. Red numbers mean
money flow out of Cash and
into the category.
How much did my
competitors spend on plant
improvements? How did
they finance it?
Units in Inventory. If the

value is zero, the product
stocked out. If it is a
considerable portion of units
sold, the product did not live
up to the company's
expectations.
Statistics. Look here for

segment size and growth
rate.
Review the results for Round
2 in the Capstone Courier
and Annual Report.
In R&D update your designs

by repositioning Adam, Aft,
and NA. Remember to finish
your projects before
December 31st so that you
can update them again next
year.
Use the Courier's segment

pages to find the Total
Industry Unit Demand. You
will need to do this for each
segment that Adam, Aft, and
NA fall in.
Consider whether to invest

in capacity and automation.
Build enough additional
inventory to satisfy
customers in your best-case
scenario.
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.
decisions.
decisions.
decisions.
Continue to Round 5 of this
Rehearsal competition. I'll
make all decisions.
Map
Decisions are to be made

only to the cells that are
green.
In Excel you must press

Enter or Tab to complete
RandD_F!D4 5.8 5.8 RSIMF1_8 RSIMF1_8 typing a value in a cell.
RandD_F!E4 14.3 14.3 RSIMF1_10 RSIMF1_10

the situation at the end of
this round, a forecast for
where segments and
products will be on
December 31st.
Try moving the product by
entering new Size and
Performance values. Notice
the revision dates move
farther as more changes are
RandD_F!G4 1/1/2000 12/31/2000 RSIMF1_13 RSIMF1_13 made.
Positioning affects material

cost. The higher the
technology, the higher the
material cost. You could
consider making Able more
low tech, with less
performance and larger size.
This would reduce material
cost, and you could pass the
savings on to customers with
a price break.
Low Tech - 14,000 to 20,000
hours

"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

eight.

in the Foundation FastTrack
and Annual Report.
Consider updating all of your

products' design. Remember
to finish your projects before
December 31st so that you
can update them again next
year.
Price both your products

within their segment's range.
Check pages 5 & 6 of the
FastTrack for additional
information.
Emergency Loan. You
avoided an emergency loan.
Typically emergency loans
result from inventory
expansions or under funded
plant expansions.
Book Value. Book value

equals your total equity
divided by the number of
shares outstanding. It sets a
base for your stock price.
Series#. The series number

consists of the interest rate,
the letter "S", and the year
the bond is due. For
example, 11.0S2006 says,
"This bond pays 11.0%
interest and is due in 2006."
Cash Flow The Cash Flow
statement summarizes
activity in the Cash Account.
Black numbers mean that
over the course of the year,
there was a net inflow of
cash. Red numbers mean
money flow out of Cash and
into the category.
How much did my
competitors spend on plant
improvements? How did
they finance it?
Units in Inventory. If the

value is zero, the product
stocked out. If it is a
considerable portion of units
sold, the product did not live
up to the company's
expectations.
Statistics. Look here for

segment size and growth
rate.
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.

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
Reliability - how long the
product will last, measured
Age - the perceived age of the in MTBF or Mean Time
design Before Failure
Low End customers interest High End customers want Size customers want a
peaks when the design is old, 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 High Tech - 20,000 to Performance - 22,000 to
hours 25,000 hours 27,000 hours
High Tech - 17000 to 23000

hours
Give your product a name. By
convention, the first letter should Position the product with a Give your product a
match the first letter of your Performance and Size reliability that would satisfy
company. specification. customers.
Focus -- Where are your

products? Are you in every
segment or only a few? Do you
have more than one product in a
segment?
Low End - 12000 to 17000 High End - 20000 to Performance - 22000 to
hours 25000 hours 27000 hours
High Tech - 17000 to 23000

hours
segment?
Recruiting Spend. The "extra"
amount you budget per worker
to recruit high caliber workers. Training Hours. The
For example, you might pay a number of hours per year
recruiting agency up to $5,000 that you send each
per worker to find better workers employee to training
to fill your job openings. classes.
This Year. Your decision

for complement this year.
Typically, you make it
equal to "Needed".
However, if you know that
your workforce will be
shrinking (perhaps
because of improvements
in Automation), you might 1st and 2nd Shift. Your
Needed. The number of workers decide to ask workers to headcounts on first shift
you need to fill the current do overtime this year to and second shift. Second
production schedule without avoid hiring new people shift worker wages are
overtime. This number changes this year only to discharge 150% of first shift worker
with the Production Schedule. them next year. wages.
Recruiting Spend let's you
spend up to $5000 per
worker to get a higher
caliber of worker. Training Your goal is to improve
Hours lets you send each productivity, which in turn
Your complement should avoid worker to training up to 80 leads to a smaller, more
overtime and over staffing. hours per year. stable workforce.
Profit Sharing-> 0% - Annual Raise -> 0% - 150%

Benefits -> 0% or up to 150% of 150% of their current profit of their current annual raise
current benefits. sharing. rate.
$23.80 $24.20
The company that offered

UNLESS one of the companies this very attractive deal
puts down a better offer than the will shake hands with the
10% increase. Then of course, Labor union and be on
Labor will take the best offer on their way. The other
the table and use that as their companies will go to Step
demand. 2.
THEN both parties agree to

meet in the middle. They split
the difference between the
Company's Starting Position
and Labor's demand. There is
no strike.
THEN Management walks out,

and Labor strikes. Both sides
will finally reach a compromise
but not without any injuries. The
company and labor will meet in
the middle between the
Negotiation Ceiling offered by
management and Labor's
demand.
$300 difference in benefits 1% point difference in 1% point difference in

package Profit Sharing 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 At $5.00 above or below Within the expected range,
suspicious, thinking, "What is the expected price range, demand follows a classic
wrong with this product?" demand falls to zero. price demand curve.
Salesmanship. Are sales people
trying to persuade customers to
buy your product? The more
sales people, the greater the
effect upon demand. But the
effect is temporary. Next year it
is forgotten. If you have lots of
unsold inventory to push,
cranking up the Sales Budget
puts more sales people on the
problem.
Diminishing returns apply.

Products reach diminishing
returns at $3 million. However,
the segment’s overall
diminishing return is not
reached until budgets total $4.5
million (for example, two
products with Sales Budgets of
$2.25M each). Achieving 100%
accessibility is difficult. You
need two products inside the
segment. Once you do reach
100% accessibility, you can
scale back the segment’s total
Sales Budget to around $4
million and maintain your
accessibility.
Suppliers become concerned
when they are not paid
promptly. Eventually they
withhold material for production.
At 30 days, they withhold 1%. At
60 days, they withhold 8%. At
150 days, they withhold 100% of
your material. This creates
shortages on the production
line. That causes workers to
stand idle, and causes per-unit
labor costs to rise.
Short-term Debt (Current Debt) Stock Offering

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

Inside Sales Distributors
Quality Function
Concurrent Engineering, Deployment Effort, and
QIT, Channel Support Systems, Benchmarking, CCE/6 Sigma Training
Channel Support Systems and

Quality Function Deployment
Effort
What is your plant capable
What are your margins? of producing?
Most labels feature

explanations, comments,
and tips in a pop-up
comment. For example,
Units are expressed in glide your cursor over
thousands. For example, Cake's Production After Adj. for
first shift capacity is 1,800. This the constraints that limit
represents 1,800,000 units. production.
You have 0 units in the

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

benefits package in this year's
labor contract. The standard
contract gives workers a 5%
raise each year, although this
can change if your professor
schedules a labor contract The number of units
negotiation. produced on second shift.
MTBF specification. The more

reliable the product, the more
expensive the materials.
At the start of the
simulation, a product with
an automation rating of
1.0 would have labor
costs of about $11.20 per
Automation is expensive - $4 unit. A product with an
per unit for each additional automation rating of 10.0
point. As an experiment, raise would have first shift labor
Cake to 10.0. 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
Look at the 'Investment ($000)' getting money for the sale.
line to see the cost of your plant Try increasing Cid's Capacity is sold at 65% of
improvements. Automation by .5 points. its original value.
meetings member skills

Orange Banana Go back a slide
Argentina Peru Chili
Move Able to Performance Add a new product called

Change Acre's MTBF to 12000. 15.1 Size 5.3 "Axle" in the Size segment.
Last Year’s Report is where
you can view and print the
Strategy houses the different results from last year. Most
areas of the company where Proformas will provide you important one being the
you will be making decisions. with a look at your Capstone Courier. Printing
You can go to these areas by financials that have been the Courier from this
clicking on the name of the calculated based on your location provides you with a
department. forecasted sales. prefect printed copy.
Second Third
Analyze competitors and
Develop scenarios Forecast financial results trends
Undo allows you to throw

View expands the workbook to away recent work. You can
cover the entire display (best for Undo to the last time you
team meetings) or presents the File offers options to save saved, or throw away
workbook in a normal window. your work. everything and start over.
The Coach offers a tutorial

for all decision entry
worksheets. To view the
The yellow cells are results. The results of your tutorial, select the entry
They are protected from decisions ripple through sheet and click the Coach
change. the other worksheets. button.
The perceived age of the The product's reliability.
product's design. Low Tech Low Tech will sacrifice The breadth of your product
wants a proven design. High reliability for low price. line. You start with one
Tech wants cutting edge High Tech expects product, and you can invent
designs. products to last. up to four more.
Place - Your Sales Budget

drives "accessibility", the
ease with which
Promotion - Your Promo Budget customers can interact Product - Product was
drives customer awareness. with you, find your actually handled in R&D. It
The higher the awareness, the product, work with sales concerns the design of the
more likely it is that customers people and customer product and how well it fits
will seek out your product. service, etc. 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
Yellow cells are protected
but data can change from
Decisions are to be made only decisions made to the
to the cells that are green. 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 Performance - 22,000 to

hours 25,000 hours 27,000 hours
By modifying a product's MTBF
it will cost you and it will extend
the revision date.
segment?
Learn the Marketing

department.
Remember customers are
expecting better performance As a broad differentiator
and smaller sized products over your company will provide
time. premium products in R&D.
As a broad differentiator your

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

company will price at or near the
top of the price range.
Take 2,268 and divide it

by the number of products
Multiply the Total Industry Unit a segment. For example,
Demand and the Growth Rate. 2,268 / 3 = 756. 756 units
For example, 1,952 * 1.162 = represents an average per
2,268--> this year's demand for product for the High tech
the High tech segment. segment.
Sales. At $107,011,755 your
sales are below average. You
began with a company doing
about $100M in sales. With the
market growing at roughly 14%
per year, in Round 1 the Profits. At -$8,351,641 our
average company could expect profits are terrible. We
sales between $110M and need to at least break
$120M. even.
You can think of the stock

Dividends. From a in terms of issues. How
stockholder's perspective, much wealth are you
a dividend is similar to an creating for stockholders?
EPS or Earnings Per Share. interest payment. It How much of the profits do
EPS reflects your profitability suggests how much of you give to them, and how
this round, and in some sense future profits will wind up much do you need to keep
suggests your future earnings. in stockholder hands. to grow the company?
Yield. Yield compares the

interest payment with Close. The closing price is
today's closing price. what other investors would
When a bond is issued, pay for the bond today. For
Face. The Face amount is the the rate is "locked in". example, $99.28 means
remaining principal on the bond. Yield tells an investor how than another investor would
It is due in full when the bond their bond compares with pay $99.28 for every
matures. today's rates. $100.00 of face amount.
Balance Sheet. The Balance
Sheet breaks down what is Income Statement. The
owned (the assets) by catorgies Income Statement
of people that funded the measures your ability to
assets. It answers the question, create new wealth (profits)
"How much of the assets was by working our assets to
paid for by vendors (A/P), produce Sales. Using your
bankers (Current Debt), bond assets, you make sales.
holders, (Long Debt), The expenses to make the
stockholders (Common Stock), sale are subtracted,
and management (Retained leaving (hopefully) a gain
Earnings). or profit.
Are my competitors changing
their credit policies? Are they Which competitors
offering better terms to Who has the biggest asset emphasize SG&A expenses
customers? Vendors? base? to drive up demand?
2nd Shift & Overtime.

Second shift is paid a 50% Automation and Capacity.
wage premium over first Automation, on a scale of
shift. (Not necessarily a 1.0 to 10.0, indicates the
bad thing, because you number of workers required
are also achieving high to staff the line. At 1.0,
plant utilization.) Overtime many workers. At 10.0, few
means first shift workers workers. Capacity is the
Material Cost, Labor Cost, and must work second shift to number of units you can
Contribution Margin. What does fill the production produce on first shift. You
it cost to make the product, and schedule. Overtime pays a can run a second shift to
is it making any money? 50% premium. double production.
Market Share Actual

Versus Potential. Often a
competitor stocks out.
This chart tells you how
Customer Buying Criteria. Rank much market share was Top Products in Segment.
orders the buying criteria and lost or gained as a Compares products across
lists the specific target values. consequence. the buying criteria value.
Tour the Production department.

To forecast, multiply the Take 2,635 and divide it by

Examine your competitors. Total Industry Unit the number of products a
Have they improved designs? Demand and the Growth segment. For example,
Awareness? Accessibility? Rate. For example, 2,268 2,635 / 3 = 878. 878 units
Prepare a sales forecast. Enter * 1.162 = 2,635--> this represents an average per
your worst-case into the year's demand for the product for the High tech
forecast. High tech segment. segment.
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 In Finance, be sure that you
competitors. Have they or selling off idle plants. have a positive cash
improved designs? Awareness? Build enough additional balance on December 31st.
Accessibility? Prepare a sales inventory to satisfy We encourage a cash
forecast. Enter your worst-case customers in your best- position 3%-7% of sales in
into the forecast. case scenario. 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.
start over.
Yellow cells are protected but

data can change from decisions
made to the green cells.
You could reposition Able to
another segment, probably the You might just "tweak"
Low End segment. As we will Able. If you moved it a
see, Able has a large plant. It modest amount, you
would be easier to utilize its would cut the age in half
capacity in the Low End without seriously affecting
segment. the positioning.
High Tech - 17,000 to 23,000
hours

segment?
The Marketing Manager's job.

Consider creating awareness

and accessibility for your new
product(s) by providing a Develop a forecast by
promotion and sales budget. (In multiplying the Total Take 3,188 and divide it by
addition, new products are Industry Unit Demand and the number of products a
newsworthy events so all new the Growth Rate. For segment. For example,
products enter the marketplace example, 2,898 * 1.10 = 6,098 / 3 = 1,016. 1,016
with 25% awareness for on top 3,188--> this year's units represents an average
of the original promotion demand for the Low Tech per product for the High
budget.) segment. tech segment.
Sales. At $107,011,755 your
sales are above average. You
began with a company doing
about $41M in sales. The
market grows at roughly 15% Profits. At -$8,351,641
per year. In Round 1 the your profits are terrible.
average company could expect You need to at least break
sales between $44M and $49M. even.
You can think of the stock

Dividends. From a in terms of issues. How
stockholder's perspective, much wealth are you
a dividend is similar to an creating for stockholders?
EPS or Earnings Per Share. interest payment. It How much of the profits do
EPS reflects your profitability suggests how much of you give to them, and how
this round, and in some sense future profits will wind up much do you need to keep
suggests your future earnings. in stockholder hands. to grow the company?
Yield. Yield compares the

interest payment with Close. The closing price is
today's closing price. what other investors would
When a bond is issued, pay for the bond today. For
Face. The Face amount is the the rate is "locked in". example, $99.28 means
remaining principal on the bond. Yield tells an investor how than another investor would
It will be due in full when the their bond compares with pay $99.28 for every
bond matures. today's rates. $100.00 of face amount.
Balance Sheet The Balance
Sheet breaks down what is Income Statement The
owned (the assets) by catorgies Income Statement
of people that funded the measures your ability to
assets. It answers the question, create new wealth (profits)
"How much of the assets was by working our assets to
paid for by vendors (A/P), produce Sales. Using your
bankers (Current Debt), bond assets, you make sales.
holders, (Long Debt), The expenses to make the
stockholders (Common Stock), sale are subtracted,
and management (Retained leaving (hopefully) a gain
Earnings). or profit.
Are my competitors changing
their credit policies? Are they Which competitors
offering better terms to Who has the biggest asset emphasize SG&A expenses
customers? Vendors? base? to drive up demand?
2nd Shift & Overtime.

Second shift is paid a 50% Automation and Capacity.
wage premium over first Automation, on a scale of
shift. (Not necessarily a 1.0 to 10.0, indicates the
bad thing, because you number of workers required
are also achieving high to staff the line. At 1.0,
plant utilization.) Overtime many workers. At 10.0, few
means first shift workers workers. Capacity is the
Material Cost, Labor Cost, and must work second shift to number of units you can
Contribution Margin. What does fill the production produce on first shift. You
it cost to make the product, and schedule. Overtime pays a can run a second shift to
is it making any money? 50% premium. double production.
Market Share Actual

Versus Potential. Often a
competitor stocks out.
This chart tells you how
Customer Buying Criteria. Rank much market share was Top Products in Segment.
orders the buuying criteria and lost or gained as a Compares products across
lists the specific target values. consequence. the buying criteria value.
The Production department.
In Production consider
In Marketing, examine your whether to invest in
competitors. Have they capacity and automation. Review your decisions and
improved designs? Awareness? Build enough additional examine the proforma
Accessibility? Prepare a sales inventory to satisfy reports. Make any final
forecast. Enter your worst-case customers in your best- changes to R&D, Marketing
into the forecast. case scenario. and Production.
The Finance department.
In Production, consider
whether to invest in
In Marketing, examine your capacity and automation In Finance, be sure that you
competitors. Have they or selling off idle plants. have a positive cash
improved designs? Awareness? Build enough additional balance on December 31st.
Accessibility? Prepare a sales inventory to satisfy We encourage a cash
forecast. Enter your worst-case customers in your best- position 3%-7% of sales in
into the forecast. case scenario. cash.
start over.
established products like Able. In Marketing, examine
Have your projects complete your competitors. Have
before December 31st so that they improved designs?
you can update them again next Awareness? Accessibility?
year. If you wish, you can Prepare a sales forecast.
launch new product designs, Enter your worst-case into
too. the forecast. Really Short.

established products like Able. In Marketing, examine
Have your projects complete your competitors. Have
before December 31st so that they improved designs?
you can update them again next Awareness? Accessibility?
year. If you wish, you can Prepare a sales forecast.
launch new product designs, Enter your worst-case into
too. 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 worst-
case, where you have lots of
unsold inventory. If you still
have cash in this worst-case
scenario, you can ride out a
bad year without cash flow
problems.
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 RSIMC5_2
RSIMC2_100 RSIMU
RSIMU RSIMC0_1
RSIMU RSIMC0_1
RSIMU RSIMC0_1
RSIMU RSIMC0_1
RSIMU RSIMC5_2
RSIMF2_100 HMKTG_1
For more details about

developing a Sales Forecast
see the Manager Guide on
your Help menu. Enter your
prediction for each product.
Bond Rating The credit rating
of the company. "AAA" is
best. Then AA, A, BBB, BB,
… D. Bonds that are rated
"BBB" and above are
considered "investment
grade". "BB" and below are
considered "junk bonds".
Your credit rating is a function
of your debt/assets ratio.
Are there surprises in the
Income Statement's "Other"
line, which might indicate
unusual fees or writeoffs.
Plant Utilization. Plant

utilization of 100% means
you are running a complete
first shift. 200% means you
are running two complete
shifts.
RSIMF2_100 HPROD_1
When finished, save and

advance to Round
4. Good luck!
RSIMF2_100 HFIN_1
When finished reviewing your

decisions and examining the
proforma reports, save and
advance to Round
5. Good luck!
RSIMF2_100 RSIMC5_2
Save your decisions without
advancing. Review your
decisions, your teammates'
decisions in Finance, and
your proforma reports. Make
any final changes to your
R&D, Marketing and
Production decisions.
Save your decisions without

advancing. Review your
decisions, your teammates'
decisions in Finance, and
your proforma reports. Make
any final changes to your
R&D, Marketing and
Production decisions.
OnEntry OnExit
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Assistant for the you do not see the Add-Ins tab, please
coach from the resize the spreadsheet by double clicking
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Marketing
Finance
TQM
Production
TDB_9_OnEntry
Simulation!
 I am your
tour guide and I'll
be giving you tours
of each department
you will
head. Duri
ng this training you
will manage the
Andrews
Corporation
against two
programmed
competitors. Do not
be concerned if
you have been
assigned to some
other team for the
official simulation
(Baldwin, Chester,
Digby, Erie or
Ferris). During the Office 2007 Users,
Rehearsal, Please Note: To
everybody After completing the fourth round see the
manages the your professor has given you the Capstone/Foundat
Andrews opportunity to run the company on your ion/Comp-XM
company. own or to start a new rehearsal. If you menu selections,
There are 4 rounds restart and choose to run your company on click the Add-Ins
to complete. You your own the coach will be disabled. You tab above. If you
will begin the first can only restart your rehearsal once every do not see the
round by managing 24 hours. Making an analogy of Add-Ins tab,
3 products in the the business simulation to a flight please resize the
R&D department simulator, the uncoached rehearsal will spreadsheet by
and after each enable you to practice various techniques double clicking the
round you will flying the plane. Keep in mind though that blue bar at the top
manage more your competitors in the rehearsal are not of the
RehearsalSimulationTeammates
departments. as tough as those in your competition. window. 
DoNotUseAssistant
UseAssistant
RandD
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RehearsalRestart
RehearsalUnCoached
Simulation!
 I am your
tour guide and I'll
be giving you tours
of each department
you will
head. Duri
ng this training you
will manage the
Andrews
Corporation
against two
programmed
competitors. Do not
be concerned if
you have been
assigned to some
other team for the
official simulation
(Baldwin, Chester,
Digby, Erie or
Ferris). During the Office 2007 Users,
Rehearsal, Please Note: To
everybody After completing the fourth round see the
manages the your professor has given you the Capstone/Foundat
Andrews opportunity to run the company on your ion/Comp-XM
company. own or to start a new rehearsal. If you menu selections,
There are 4 rounds restart and choose to run your company on click the Add-Ins
to complete. You your own the coach will be disabled. You tab above. If you
will begin the first can only restart your rehearsal once every do not see the
round by managing 24 hours. Making an analogy of Add-Ins tab,
2 products in the the business simulation to a flight please resize the
R&D department simulator, the uncoached rehearsal will spreadsheet by
and after each enable you to practice various techniques double clicking the
round you will flying the plane. Keep in mind though that blue bar at the top
manage more your competitors in the rehearsal are not of the
departments. as tough as those in your competition. window. 
RandD
RandD
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DisplayAnnRpt1
DisplayAnnRpt2
ChngDate
Cell Location GameType TranslatedSize TranslatedComment
TQM!D3 Foundation 175|200 On any particular initiative, spending more than
$1 million this year pushes into diminishing
returns. Furthermore, cumulative diminishing
returns are reached at $2.5 million on any given
initiative. For example, to reach the ultimate
limits on CPI systems as quickly as possible,
you would spend $1 million this year, $1M next
year, and $0.5M in the third year.
There is also a threshold of $250K before an

initiative shows a meaningful return. Put simply,
if you budget for an initiative, the investment
should be at least $250K, and not more than $1
million.
Mktg!C3 CompXM 175|200 Customers expect prices to fall within a

reasonable range. At the beginning of the
simulation, price expectations ranged from a
low of $14 in the Thrift Segment to a high of
$42 in the Elite segment.
For this year's expected price ranges, visit the

segment pages under "Last Year's Reports".
For example, at the beginning of the simulation,
the expected price range in the Thrift segment
ranged from $14 to $26.
LOGIN WEB QUERY
UserID
Password
UserType INVALID
StudentLogin
FullName
LoginSimID
RoundType FALSE
FALSE FALSE
FALSE FALSE
DraftSaved Null FALSE
NEW FALSE
FALSE Round 0
AUDIT_TRAIL_ST
AMP
SavedBy Null
SavedWhat Null
SavedDate Sep
16, 2010
SavedTime 05:25
PM EDT
SimulationVersion
2010
Null
ClassRound 0
RoundType Pratice
RehearsalRestart 0
FALSE
FALSE
DraftSaved Null
NEW
FALSE
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 BALANCED SCORECARD PROFORMA QU
StudentKey 373528 SimID
SimID C38369 Chester
HarvardCookie
Established Round
C32847 Financial
Financial
Financial
Customer
Customer
Customer
Customer
Customer
Learning and Growth

Learning and Growth
''
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''
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''
''
''
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''
''
''
''
''
''
''
''
''
''
''
''
''
''
''
''
''
''
''
''
''
''
''
''
''
Recap
Financial
Financial
Financial
Customer
Customer
Learning and Growth
Learning and Growth
Learning and Growth
ORECARD PROFORMA QUERY
Criteria sumVal Points Value Shape a b c d
Stock Price 72.87 8 Ending 3 3 37 0 0

Profits 7171562.66 9 Ending 3 1000000 12000000 0 0
Leverage 3.52 8 Ending 1 1.3 1.8 2.8 4
Contribution Margin 0.62 5 Ending 3 0.27 0.36 0 0
Plant Utilization 1.5 5 Ending 1 0.9 1 1.8 2
Days of Working Capital 248.75 5 Ending 1 15 30 90 105
Stock-out Costs 0.05 5 Ending 4 0 0 0 0.05
Inventory Carrying Costs 0.03 5 Ending 4 0 0 0.01 0.05
Customer Buying Criteria 63.81 5 Ending 3 16 44 0 0

Customer Awareness 1.21 5 Ending 3 0.5 0.9 0 0
Customer Accessibility 0.71 5 Ending 3 0.5 0.9 0 0
Product Count 11 5 Ending 3 1 8 0 0
SG&A Expense 0.27 5 Ending 1 0.05 0.07 0.18 0.25
Employee Turnover Rate 0.2 7 Ending 4 0 0 0.07 0.12

Employee Productivity 2 7 Ending 3 1 1.04 0 0
Criteria sumVal Points Value Shape a b c d
Market Cap 0.6
214841789.6 20 Ending 3 0.01 0.3 0 0
Sales 6 20 Average 3 15000000 181000000 0 0
Emergency Loan 0 20 Average 4 0 0 0 0.01
Operating Profit 7171562.66 60 Cumulative 3 2225000 135000000 0 0
Wtg Avg Cust Survey Score 35.11 20 Average 3 8 31 0 0
Market Share 0.45 40 Average 3 0.08 0.22 0 0
Sales/Employee 317564.32 20 Average 3 118000 271000 0 0
Assets/Employee 327181.24 20 Average 3 84000 253000 0 0
Profits/Employee 10642.77 20 Cumulative 3 0 237000 0 0
DECISIONSINCOMING
DECISIONS Chester 3 3 2013 C38369
ProductName Cake Cedar Cid Coat Cure NA NA
XcoordinateRD 5.7 2.2 10.3 11.8 5.7 0 0
YcoordinateRD 14.3 17.8 9.7 15.3 9.6 0 0
MTBFrdSpec 17500 14000 23000 25000 19000 0 0
Price 28 21 38 33 33 0 0
PromoBudget 1500 1500 1500 1500 1500 0 0
SalesBudget 750 750 1000 1000 1000 0 0
LaborNegotiation TechWage AsmbWage Benefits ProfitShr AnnRaise Complment RecrSpend
Offer1 22.05 0 2500 0.020 0.050 663 0
Offer2 24.26 0 2750 0.022 0.055 0 0
TQMfunction CPI VendorJIT QIT Channels CCE BenchMark QFDE
MKTGPrintMedia 300 300 300 300 300 0 0
MKTGDirectMail 300 300 300 300 300 0 0
MKTGWebMedia 300 300 300 300 300 0 0
MKTGEmail 300 300 300 300 300 0 0
MKTGTradeShows 300 300 300 300 300 0 0
MKTGOutsideSales 12 3 3 2 2 2 0
MKTGInsideSales 30 6 6 6 6 6 0
MKTGDistributors 15 3 3 3 3 3 0
MKTGReports 0 0 0 0 0 0 0
DECISIONSOUTGOING
DECISIONS 0 0
NA ProductName Cake Cedar Cid
0 RetireProduct 0 0 0
0 XcoordinateRD 5.7 2.2 10.3
0 YcoordinateRD 14.3 17.8 9.7
0 MTBFrdSpec 17500 14000 23000
0 Price 28.00 21.00 38.00
0 PromoBudget 1500 1500 1500
0 SalesBudget 750 750 1000
0 UnitSalesForecast 0 0 0
0 ProductionOrdered 2000 1150 0
0 CapacityChange 0 0 0
0 AutomationNextRound 4 5 3
AP FinanceFunction StIssue StRetire Dividend
30 FinanceDecisions 0 0 0.00
TrainHrs LaborNegotiation TechWage AsmbWage Benefits
5 Offer1 0.00 0.00 0
0 Offer2 0.00 0.00 0
CCE6sigma UNEPGreen GEMISustain TQMfunction CPI VendorJIT QIT
0 0 0 TQMbudgets 0 0 0
0 MKTGPrimarySeg 1 2 3
0 MKTGPrintMedia 300 300 300
0 MKTGDirectMail 300 300 300
0 MKTGWebMedia 300 300 300
0 MKTGEmail 300 300 300
0 MKTGTradeShows 300 300 300
0 MKTGSalesPriorities 0.240 0.220 0.200
0 MKTGOutsideSales 12 3 3
0 MKTGInsideSales 30 6 6
0 MKTGDistributors 15 3 3
0 MKTGReports 0 0 0
0 C38369
Coat Cure Na Na Na
0 0 0 0 0
11.8 5.7 0 0 0
15.3 9.6 0 0 0
25000 19000 0 0 0
33.00 33.00 0.00 0.00 0.00
1500 1500 0 0 0
1000 1000 0 0 0
0 0 0 0 0
325 500 0 0 0
0 0 0 0 0
3 3 0 0 0
ShortDebt BondRetir BondIssue AR AP
0 0 0 120 30
ProfitShr AnnRaise Complment RecrSpend TrainHrs
0.000 0.000 663 0 5
0.000 0.000 0 0 0
Channels CCE BenchMark QFDE CCE6sigma UNEPGreen GEMISustain
0 0 0 0 0 0 0
4 5 0 0 0
300 300 0 0 0
300 300 0 0 0
300 300 0 0 0
300 300 0 0 0
300 300 0 0 0
0.170 0.170 0.000 0.000 0.000
2 2 2
6 6 6
3 3 3
0 0 0
DECISIONS LAST SAVED
DECISIONS Chester 3 3 2013 C38369
ProductName Cake Cedar Cid Coat Cure NA NA NA
RetireProduct 0 0 0 0 0 0 0 0
XcoordinateRD 5.7 2.2 10.3 11.8 5.7 0.0 0.0 0.0
YcoordinateRD 14.3 17.8 9.7 15.3 9.6 0.0 0.0 0.0
MTBFrdSpec 17500 14000 23000 25000 19000 0 0 0
Price 28.00 21.00 38.00 33.00 33.00 0.00 0.00 0.00
PromoBudget 1500 1500 1500 1500 1500 0 0 0
SalesBudget 750 750 1000 1000 1000 0 0 0
UnitSalesForecast 0 0 0 0 0 0 0 0
ProductionOrdered 2000 1150 0 325 500 0 0 0
CapacityChange 0 0 0 0 0 0 0 0
AutomationNextRound 4.0 5.0 3.0 3.0 3.0 0.0 0.0 0.0
FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR AP
FinanceDecisions 0 0 0.00 0 0 0 120 30
LaborNegotiation TechWage AsmbWage Benefits ProfitShr AnnRaise Complment RecrSpend TrainHrs
Offer1 22.05 0.00 2500 0.020 0.050 663.000 0.000 5.000
Offer2 24.26 0.00 2750 0.022 0.055 0 0 0
TQMfunction CPI VendorJIT QIT Channels CCE BenchMark QFDE CCE6sigma UNEPGreen GEMISustain
TQMbudgets 0 0 0 0 0 0 0 0 0 0
MKTGPrimarySeg 1 2 3 4 5 0 0 0
MKTGPrintMedia 300 300 300 300 300 0 0 0
MKTGDirectMail 300 300 300 300 300 0 0 0
MKTGWebMedia 300 300 300 300 300 0 0 0
MKTGEmail 300 300 300 300 300 0 0 0
MKTGTradeShows 300 300 300 300 300 0 0 0
MKTGSalesPriorities 0.24 0.22 0.20 0.17 0.17 0.00 0.00 0.00
MKTGOutsideSales 12.00 3.00 3.00 2.00 2.00 2.00 0.00 0.00
MKTGInsideSales 30.00 6.00 6.00 6.00 6.00 6.00 0.00 0.00
MKTGDistributors 15.00 3.00 3.00 3.00 3.00 3.00 0.00 0.00
MKTGReports 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
SavedBy C36934a C36934a
SavedWhat All
SavedDate Jun 25, 2010
SavedTime 01:26 PM EDT
ALL
C:\Documents and
Settings\brian\My
Documents\CapstoneDecisio
nsRound1C27385Andrews.pr
n
e NA NA NA
0 19000 0 0 0
0 0.0 0.0 0.0

nd ShortDebt BondRetir BondIssue AR AP
e Benefits ProfitShr AnnRaise Complment RecrSpend TrainHrs

.000 0.000 5.000
els CCE BenchMark QFDE CCE6sigma UNEPGreen GEMISustain
7 0.17 0.00 0.00 0.00

0 2.00 2.00 0.00 0.00
6.00 6.00 0.00 0.00
3.00 3.00 0.00 0.00
0.00 0.00 0.00
RandD
0 Research & Development Round 0 - 0

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

$0 Na
NA 0.0 0.0 0 - ###

$0 Na
Na
Total $0
Perceptual map (at the end of this year) Age Profiles

20
10.0 Cake
Cedar
18 1 Cid
9.0
Coat
16 Cure
1 8.0
Na
14 1 Na
7.0 Na
12
6.0
10
Size
1 1 5.0
8
4.0
6
3.0
4
2.0
2
1.0
0 1
0 2 4 6 8 10 12 14 16 18 20 0.0
Performance
Page 754
RandD_F
0 Research & Development Round 0 - 0

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

Age Profiles
20
10.0 Cake
Cedar
18 1 9.0 Cid
Coat
16 Cure
1 8.0
14 1
7.0

12 6.0
10
Size
1 1 5.0
8 4.0
6 3.0
4 2.0
2 1.0
0 1 0.0
0 2 4 6 8 10 12 14 16 18 20
Performance
Page 755
Mktg
0 Marketing Round 0 - 0
Your Gross Contrib.
Promo Sales Computer Variable Less Promo
Name Price Sales Revenue Margin
Budget Budget Prediction Costs & Sales
Forecast Forecast Forecast
Cake $28.00 $1,500 $750 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Cedar $21.00 $1,500 $750 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Cid $38.00 $1,500 $1,000 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Coat $33.00 $1,500 $1,000 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Cure $33.00 $1,500 $1,000 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Na $0.0 $0 $0 #VALUE! - #VALUE! #VALUE! #VALUE! #VALUE!
Total $7,500 $4,500 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Note: The Computer Prediction is only useful as a benchmarking tool. The computer
assumes that each competitor will offer one unremarkable product in every segment. It A/R Lag (days) 120
does not know what your competitors have actually offered. Therefore, you should A/P Lag (days) 30
always override the computer's forecast with your own.
Variable
Revenue costs
Forecast Unit Size
sales forecast
$3,000) Marketing 12 Pfmn
Margin After High
$2,500) marketing 10 Low
$2,000) 8 Trad
$1,500) 6
$1,000) 4
$500) 2
$0) 0
Cake Cedar Cid Coat Cure Na Na Na Cake Cedar Cid Coat Cure Na Na Na
Page 756
Mktg_F
0 Marketing Round 0 - 0
Your Gross Contrib.
Promo Sales Computer Variable Less Promo
NAME Price Sales Revenue Margin
Budget Budget Prediction Costs & Sales
Forecast Forecast Forecast
Cake $28.00 $1,500 $750 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Cedar $21.00 $1,500 $750 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Cid $38.00 $1,500 $1,000 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Coat $33.00 $1,500 $1,000 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Cure $33.00 $1,500 $1,000 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Total $7,500 $4,500 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Note: The Computer Prediction is only useful as a benchmarking tool. The computer A/R Lag (days) 120
assumes that each competitor will offer one unremarkable product in each segment. It A/P Lag (days) 30
does not know what your competitors have actually offered. Therefore, you should
always override the computer's forecast with your own.
Variable
Revenue costs
Forecast Unit sales
Size forecast
$2,550) Marketing 12 Pfmn
$2,500) Margin After High
marketing 10 Low
$2,450)
$2,400) 8 Trad
$2,350)
6
$2,300)
$2,250) 4
$2,200)
2
$2,150)
$2,100) 0
Cake Cedar Cid Coat Cure Cake Cedar Cid Coat Cure
Page 757
0 Marketing Budget Detail
Promo Budget Cake Cedar Cid Coat Cure
Target Segment Traditional Low End High End Performance Size
Print Media $300 $300 $300 $300 $300
Direct Mail $300 $300 $300 $300 $300
Web Media $300 $300 $300 $300 $300
Email $300 $300 $300 $300 $300
Trade Shows $300 $300 $300 $300 $300
Budget ($000) $1,500 $1,500 $1,500 $1,500 $1,500
Sales Budget Trad Low High Pfmn Size

Outside Sales 3 3 2 2 2
Inside Sales 6 6 6 6 6
Distributors 3 3 3 3 3
Budget ($000) $0 $0 $0 $0 $0
Awareness Forecast Ac
Trad Low High Pfmn Size
100%
0% 10% 20% 30% 40
90%
80%
Trad
70%
60%
Low
50%
40%
High
30%
20%
Pfmn
10%
0%
Size
Cake Cedar Cid Coat Cure Na Na Na
t Detail Round 0 - 0
Na Na Na Budget
ze
$0 $0 $0 $1,500
$0 $0 $0 $1,500
$0 $0 $0 $1,500
$0 $0 $0 $1,500
$0 $0 $0 $1,500
$0 $0 $0 $7,500
Budget Time Allocations

$0 Cake 24% $0
$0 Cedar 22% $0
$0 Cid 20% $0
Coat 17% $0
$0 Cure 17% $0
Na 0% $0
Na 0% $0
Na 0% $0
Total 100% $0
Accessibility
Old New
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Trad
Low
High
Pfmn
Size
Production
0 Production Round 0 - 0
Schedule Cake Cedar Cid Coat Cure Na Na Na TOTAL
Unit Sales Forecast #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Inventory On Hand 540 - - 5 123 - - - 668
Production Schedule 2,000 1,150 0 325 500 0 0 0 3,975
Production After Adj. #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Margins
2nd Shift Production% #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Labor Cost/Unit #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Material Cost/Unit #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Total Unit Cost #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Contribution Margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.0% 0.0% 0.0%
Physical Plant TOTAL
1st Shift Capacity 1,800 1,400 900 600 600 - - - 5,300
Buy/Sell Capacity 0 0 0 0 0 0 0 0 -
Automation Rating 4.0 5.0 3.0 3.0 3.0 - - -
New Autom. Rating 4.0 5.0 3.0 3.0 3.0 0.0 0.0 0.0
Investment ($000) $0 $0 $0 $0 $0 $0 $0 $0 $0
Workforce Last Year Needed This Year 1st Shift 2nd Shift Overtime Max Invest. #VALUE!
Complement - #VALUE! 663 #VALUE! #VALUE! #VALUE! A/P Lag 30 (days)
Production Vs. Capacity Price vs. Unit Cost

Both Shifts Base Capacity Production Material Labor Margin
4,000 $1
3,000 $1
$1
2,000
$0
1,000 $0
0 $0
Cake Cedar Cid Coat Cure Na Na Na Cake Cedar Cid Coat Cure Na Na Na
Page 760
Production_F
0 Production Round 0 - 0
Schedule Cake Cedar Cid Coat Cure TOTAL STAFFING Last Year This Year
Unit Sales Forecast #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Needed Complement 0 #VALUE!
Inventory On Hand 540 - - 5 123 668 Complement - 663
Production Schedule 2,000 1,150 0 325 500 3,975 1st Shift Complement 0 #VALUE!
Production After Adj. #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 2nd Shift Complement 0 #VALUE!
Margins Overtime% 0.0% #VALUE!
2nd shift/Overtime% #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Turnover Rate 0.0% #VALUE!
Labor Cost/Unit #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! New Employees 0 #VALUE!
Material Cost/Unit #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Separated Employees 0 0
Total Unit Cost #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Recruiting Spend $0 $0
Contribution Margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Training Hours 0 5
Physical Plant TOTAL Productivity Index 0.0% #VALUE!
1st Shift Capacity 1,800 1,400 900 600 600 5,300
Buy/Sell Capacity 0 0 0 0 0 - Recruiting Cost #VALUE!
Automation Rating 4.0 5.0 3.0 3.0 3.0 Separation Cost $0
New Autom. Rating 4.0 5.0 3.0 3.0 3.0 Training Cost $66
Investment ($000) $0 $0 $0 $0 $0 $0 Total HR Admin Costs #VALUE!
A/P Lag (days) 30 Max Invest. #VALUE!
Production Vs. Capacity Price vs. Unit Cost

Both Shifts Base Capacity Production Material Labor Margin
4,000 $12
3,500
$10
3,000
$8
2,500
2,000 $6
1,500
$4
1,000
$2
500
0 $0
Cake Cedar Cid Coat Cure Cake Cedar Cid Coat Cure
Page 761
0 Human Resources
STAFFING Last Year This Year
Needed Complement 0 #VALUE!

Complement 0 663
1st Shift Complement 0 #VALUE! Hourly Wage
2nd Shift Complement 0 #VALUE! Benefits
Overtime% 0.0% #VALUE! Profit Sharing %
Turnover Rate 0.0% #VALUE! Annual Raise
New Employees 0 #VALUE!
Separated Employees 0 0 Contract Expiration:
Recruiting Spend $0 $0
Training Hours 0 5
Productivity Index 0.0% #VALUE!
Recruiting Cost #VALUE!

Separation Cost $0
Training Cost $66
Total HR Admin Costs #VALUE!
sources Round 0 - 0
LABOR NEGOTIATION
Current Labor Negotiation Position
Contract Demands Starting Ceiling
$0.00 $0.00 $23.15 $25.47
$0 $0 $2,500 $2,750
0.0% 0.0% 2.0% 2.2%
0.0% 0.0% 5.0% 5.5%
Contract Expiration: 1-Oct-00

TQM
0 TQM Initiative Round 0 - 0

Budget Admin Cost reductions
($000) For the year just ended
Process Management Initiatives 0% 20% 40% 60% 80% 100%
CPI Systems $0
Vendor/JIT $0 Total Current Expenditures: $0 ($000)
Quality Initiative Training $0
Channel Support Systems $0
Concurrent Engineering $0
UNEP Green Programs $0 Projected Cumulative Impacts
Worst Best
Case Case
TQM Initiatives Material Cost Reduction 0.0% 0.0%
Benchmarking $0 Labor Cost Reduction 0.0% 0.0%
Quality Function Deployment Effort $0 Reduction R&D Cycle Time 0.0% 0.0%
CCE/6 Sigma Training $0 Reduction in Admin Costs 0.0% 0.0%
GEMI TQEM Sustainability Initiatives $0 Demand increase 0.0% 0.0%
Reduction in Cost of Goods R&D Cycle Time Reductions Demand Increase

For the year just ended For the year just ended For the year just ended
Material Labor 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 20% 40% 60% 80% 100%
10% 30% 50% 70% 90%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Page 764
Finance
0 Finance Round 0 - 0
Plant Improvements Outstanding Bonds
Total Investments ($000) $0 Series Face Amount Current -1
Sales of Plant & Equipment $0 Number $0 Yield Close
Common Stock
Shares Outstanding (000) 2,292
Price Per Share 1/1/0 $36.60
Earnings Per Share #VALUE!
Max Stock Issue ($000) $16,777
Issue Stock ($000) $0
Max Stock Retire ($000) $4,194
Retire Stock ($000) $0
Dividend Per Share $0.00
Current Debt
Interest Rate 9.5% Long Term Debt
Due This Year $6,950 Retire Long Term Debt ($000) $0
Borrow ($000) $0 Issue Long Term Debt ($000) $0
Cash Positions 33231 Long term interest rate 10.9%
December 31, -1 $1,918 Maximum issue this year $48,554
December 31, 0 #VALUE!
A/R Lag (days) 120
A/P Lag (days) 30
Liabilities & Owner's Equity
Accounts Payable
Current Debt
Long Term Debt
Common Stock
Retained Earnings
Common Stock
Page 765
BalanceSheet
0 Proforma Balance Sheet Round 0 - 0
Assets Liabilities & Owner's Equity ###

Liabilities
Current Assets Accts Payable #VALUE! #VALUE!
Cash #VALUE! #VALUE! Current Borrowing $0 #VALUE!
Accts Receivable #VALUE! #VALUE! Emergency Loan #VALUE! #VALUE!
Inventories #VALUE! #VALUE! Maturing L.T. Debt $0 #VALUE!
Total Current Assets #VALUE! #VALUE! Long Term Debt $0 #VALUE!
Total Liabilities #VALUE! #VALUE!
Fixed Assets
Plant & Equip. $113,800 #VALUE! Owner's Equity
Accum. Deprec. ($60,694) #VALUE! Common Stock $28,360 #VALUE!
Total Fixed Assets $53,106 #VALUE! Retained Earn. #VALUE! #VALUE!
Total Equity #VALUE! #VALUE!
TOTAL ASSETS #VALUE! #VALUE!
Total LIAB. & O.E. #VALUE! #VALUE!
Assets Liabilities & Owner's Equity
Cash Accounts Payable

Accounts Current Debt
Receivable Long Term Debt
Inventories Common Stock
Fixed Retained Earnings
Fixed Common Stock
Page 766
IncomeStatement_F
0 Proforma Income Statement Round 0 - 0
REVENUE Cake Cedar Cid Coat Cure TOTAL

Sales #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
VARIABLE COSTS
Direct Labor #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Direct Material #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Inventory Carry #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Total Variable Costs #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Contribution margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
PERIOD COSTS
Depreciation $2,640 $2,427 $1,080 $720 $720 $7,587 #VALUE!
SG&A: R&D $0 $0 $0 $0 $0 $0 #VALUE!
Promotion $1,500 $1,500 $1,500 $1,500 $1,500 $7,500 #VALUE!
Sales $750 $750 $1,000 $1,000 $1,000 $4,500 #VALUE!
Admin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Total Period Costs #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Net Margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Other (Fees, Write Offs, TQM) $0 #VALUE!
EBIT #VALUE! #VALUE!
Interest $0 #VALUE!
Taxes #VALUE! #VALUE!
Profit Sharing #VALUE! #VALUE!
Net Profit #VALUE! #VALUE!
$4,500
$4,000
$3,500
$3,000 Labor
Material
$2,500 Inventory Carrying costs
Depreciation
$2,000 Research & Development
Marketing
$1,500 Administrative / Other
Net Margin
$1,000
$500
$0
Cake Cedar Cid Coat Cure
Page 767
IncomeStatement
0 Proforma Income Statement Round 0 - 0

REVENUE Cake Cedar Cid Coat Cure Na Na Na TOTAL
Sales #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
VARIABLE COSTS
Direct Labor #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Direct Material #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Inventory Carry #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Total Variable Costs #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Contribution margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
PERIOD COSTS
Depreciation $2,640 $2,427 $1,080 $720 $720 $0 $0 $0 $7,587 #VALUE!
SG&A: R&D $0 $0 $0 $0 $0 $0 $0 $0 $0 #VALUE!
Promotion $1,500 $1,500 $1,500 $1,500 $1,500 $0 $0 $0 $7,500 #VALUE!
Sales $750 $750 $1,000 $1,000 $1,000 $0 $0 $0 $4,500 #VALUE!
Admin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Total Period Costs #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Net Margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Other (Fees, Write Offs, TQM) $0 #VALUE!
EBIT #VALUE! #VALUE!
Interest $0 #VALUE!
Taxes #VALUE! #VALUE!
Profit Sharing #VALUE! #VALUE!
Net Profit #VALUE! #VALUE!
$4,500
$4,000
$3,500
$3,000 Labor
Material
$2,500 Inventory Carrying costs
Depreciation
$2,000 Research & Development
Marketing
$1,500 Administrative / Other
Net Margin
$1,000
$500
$0
Page 768
CashFlow
0 Proforma Cash Flow Statement Round 0 - 0
Cash Flow from

Cash Flows from operations operations
Net income (loss) #VALUE! $8,000
$7,000
Depreciation and writeoffs $7,587 Net income (loss) Inventories
$6,000
Depreciation Accounts
Change in accounts payable #VALUE! Receivable $5,000
Change in inventory #VALUE! Accounts Payable Net cash flow $4,000
$3,000
Change in accounts receivable #VALUE! $2,000
Net cash from operations #VALUE! $1,000
$0
Cash Flows from investing Cash flow from
Plant improvements $0 investing
Plant improvements $1
Net cash flow
Cash Flows from financial actions $0
Dividends paid $0 $0
Sales of common stock $0 Cash flow from
Purchase of common stock $0 finance
Increase long term debt $0 $1
Retire long term debt $0 Dividends Retire long term
$1
$1
Change current debt (net) #VALUE! debt
Sales of stock Change current $1
Net cash from financial actions #VALUE! debt $1
Purchase of stock Net cash flow $0
Net change in cash position New long term debt $0
#VALUE!
$0
Starting cash position $1,918 $0
Closing cash position #VALUE! $0
$0
Cash flow summary

$1
$1
$1
Cash flow from Operations
Cash flow from Investing
$1
Cash flow from Financial
$1
actions $0
Net change in cash position $0
$0
$0
$0
$0
Page 769
0 Proforma Balanced Scorecard Round 0 - 0
ROUND 0 PROJECTED RESULTS
Criteria Score / Points No Credit Partial Credit Full Credit
Financial
Stock Price 8 / 8 < $1.00 $1.00 ... $32.00 > $32.00
Profits 1.34 / 9 < $1,000,000 $1,000,000 ... $9,000,000 > $9,000,000
Leverage 8 / 8 < 1.3, > 4.0 1.3 ... 4.0 1.8 ... 2.8
SubTotal Financial 17.34 / 25
Contribution Margin 0 / 5 < 27% 27% ... 36% > 36%
Plant Utilization 5 / 5 < 90%, > 200% 90% ... 200% 100% ... 180%
Days of Working Capital 1.31 / 5 < 15, > 105 15 ... 105 30 ... 90
Stock-out costs 5 / 5 > 5.0% 5.0% ... 0.0% < 0.0%
Inventory Carrying costs 0 / 5 > 3.5% 3.5% ... 1.0% < 1.0%
SubTotal Internal Business Process 11.31 / 25
Customer
Customer Buying Criteria 3.3 / 5 < 18 18 ... 42 > 42
Customer Awareness 4.26 / 5 < 50% 50% ... 90% > 90%
Customer Accessibility 0.64 / 5 < 50% 50% ... 90% > 90%
Product Count 2.86 / 5 <1 1 ... 8 >8
SG&A expense 5 / 5 < 5.0%, > 25.0% 5.0% ... 25.0% 7.0% ... 19.0%
SubTotal Customer 16.06 / 25
Learning and Growth
Employee Turnover Rate 2.33 / 7 > 10.5% 10.5% ... 9.0% < 9.0%
Employee Productivity 0 / 7 < 1.00 1.00 ... 1.02 > 1.02
SubTotal Learning and Growth 2.33 / 14
Score for Round2 47.04 / 89
RECAPITULATION INTERIM RESULTS

Recap criteria evaluate your company's overall performance and are finalized when your simulation is completed. Interim results chart.
your progress towards those ending goals. Your score only includes the Recap for the last completed round.
Financial
Market Cap 12.91 / 20 < 1% 1% ... 30% > 30%
Sales 19.54 / 20 < $15,000,000 $15,000,000 ... $181,000,000 > $181,000,000
Emergency Loan 20 / 20 > 1% 1% ... 0% < 0%
SubTotal Financial 52.45 / 60
Operating Profit 4.8 / 60 < $2,225,000 $2,225,000 ... $135,000,000 > $135,000,000
SubTotal Internal Business Process 4.8 / 60
Customer
Wtg Avg Cust Survey Score 16.62 / 20 <8 8 ... 31 > 31
Market Share 40 / 40 < 8% 8% ... 22% > 22%
SubTotal Customer 56.62 / 60
Learning and Growth
Sales/Employee 2.93 / 20 < $118,000 $118,000 ... $271,000 > $271,000
Assets/Employee 3.39 / 20 < $84,000 $84,000 ... $253,000 > $253,000
Profits/Employee 0.86 / 20 < $0 $0 ... $237,000 > $237,000
SubTotal Learning and Growth 7.18 / 60
Recap Score 121.05 / 240
Ratios
Proforma Financial Ratios

Return On Sales (ROS) or "Profitability" = Profit / Sales #VALUE!
Asset Turnover or "Turnover" = Sales / Assets #VALUE!
Return On Assets (ROA) = Profitability * Turnover #VALUE!
Leverage = Assets / Equity #VALUE!
Return on Equity (ROE) = Profit / Equity #VALUE!
Free Cash Flow = Cash Flow From Ops - Capital Expenditures #VALUE!
Working Capital = Current Assets - Current Liabilities #VALUE!
Days of Working Capital = Working Capital / (Sales / 365) #VALUE!
Projected Stock Price #VALUE!
Market Capitalization ($M) = Stock Price * Shares Outstanding #VALUE!
Book Value Per Share = Equity / Shares Outstanding #VALUE!
Price Earnings Ratio (P/E) = Stock Price / EPS #VALUE!
Market / Book Ratio = Stock Price / Book Value Per Share #VALUE!
Dividend Yield = Dividend Per Share / Stock Price #VALUE!
Dividend Payout Ratio = Dividend Per Share / EPS #VALUE!
ROS Asset Turnover Leverage ROE

1200% 12.0 12.0 1200%
1000% 10.0 10.0 1000%
800%
X 8.0
X 8.0
= 800%
600% 6.0 6.0 600%
400% 4.0 4.0 400%
200% 2.0 2.0 200%
% 0.0 0.0 %
Page 771
Low End Segment Report CAPSTONE COURIER 0 Round -1, 12/31/-1
Market Share
Unit Sales
December Survey
Decisions
Primary Segment
Print Media
Direct Mail
Web Media
Email
Trade Shows
Impressions
Print Media
Direct Mail
Web Media
Email
Trade Shows
Awareness Created
Print Media
Direct Mail
Web Media
Email
Trade Shows
New Awareness
End Awareness
Promo Expenditures
Print Media
Direct Mail
Web Media
Email
Trade Shows
Total
Sales Priorities
Sales Budget
Outside Sales
Inside Sales
Distributors
Mktg Report
Total
Accessibility Gains
Outside Sales
Inside Sales
Distributor
New Accessibility
End Accessibility
Awareness Accessibility
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
DecSummary_F
Decision Summary
*Decisions currently in spreadsheet.
Course ID: 0 Round Number: 0
Team Name: Decision Year: 0
Time Stamp: 11/30/2010 12:15
PRODUCTS
Product Name Cake Cedar Cid Coat Cure
Performance 5.7 2.2 10.3 11.8 5.7
Size 14.3 17.8 9.7 15.3 9.6
MTBF 17,500 14,000 23,000 25,000 19,000
Price $28.00 $21.00 $38.00 $33.00 $33.00
Promo Budget $1,500 $1,500 $1,500 $1,500 $1,500
Sales Budget $750 $750 $1,000 $1,000 $1,000
Your Sales Forecast 0 0 0 0 0
Sched Production 2,000 1,150 0 325 500
Capacity Change 0 0 0 0 0
Automation Rating 4 5 3 3 3
FINANCE TQM
Stock Issue $0 CPI $0
Stock Retire $0 Vendor/JIT $0
Dividend PerShare $0.00 QIT $0
Short Term Debt $0 CSS $0
Bond Retire $0 CE $0
Bond Issue $0 Benchmark $0
AR Policy 120 QFDE $0
AP Policy 30 CCE/6 $0
UNEPGreen $0
GEMITQEM $0
HUMAN RESOURCES
Complement 663
Recruiting Spend $0
Training Hours 5
Page 773
DecSummary
Capstone Decision Summary Round 0 - 0

*Decisions currently in spreadsheet. Course ID: 0
Round Number: 0 Team Name:
Decision Year: 0 Time Stamp: 11/30/2010 12:15
PRODUCTS
Product Name Cake Cedar Cid Coat Cure Na Na Na
Performance 5.7 2.2 10.3 11.8 5.7 0.0 0.0 0.0
Size 14.3 17.8 9.7 15.3 9.6 0.0 0.0 0.0
MTBF 17,500 14,000 23,000 25,000 19,000 0 0 0
Price $28.00 $21.00 $38.00 $33.00 $33.00 $0.00 $0.00 $0.00
Promo Budget $1,500 $1,500 $1,500 $1,500 $1,500 $0 $0 $0
Sales Budget $750 $750 $1,000 $1,000 $1,000 $0 $0 $0
Your Sales Forecast 0 0 0 0 0 0 0 0
Sched Production 2,000 1,150 0 325 500 0 0 0
Capacity Change 0 0 0 0 0 0 0 0
Automation Rating 4 5 3 3 3 0 0 0
FINANCE HUMAN RESOURCES
Stock Issue $0
Stock Retire $0 LABOR NEGOTIATION Starting Ceiling
Dividend PerShare $0.00 Wages $0.00 $0.00
Short Term Debt $0 Benefits $0 $0
Bond Retire $0 Profit Sharing 0.0% 0.0%
Bond Issue $0 Annual Wage Increase 0.0% 0.0%
AR Policy 120 Complement 663
AP Policy 30 Recruiting Spend $0
Training Hours 5
TQM
CPI Vendor/JIT QIT CSS CE Benchmark QFDE CCE/6 UNEPGreen GEMITQEM
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0
ADVANCED MARKETING
Target Segment Traditional Low End High End Pfmn Size
Print Media $300 $300 $300 $300 $300 $0 $0 $0
Direct Mail $300 $300 $300 $300 $300 $0 $0 $0
Web Media $300 $300 $300 $300 $300 $0 $0 $0
Email $300 $300 $300 $300 $300 $0 $0 $0
Trade Shows $300 $300 $300 $300 $300 $0 $0 $0
Time Allocations
Resources Trad Low High Pfmn Size Cake 24%
Outside Sales 12 3 3 2 2 2 Cedar 22%
Inside Sales 30 6 6 6 6 6 Cid 20%
Distributors 15 3 3 3 3 3 Coat 17%
Intell. Report No No No No No Cure 17%
Na 0%
Na 0%
Na 0%
Page 774
Round -1, 12/31/-1 For Industry 0 Cheap at any price
hamad almeer $0 Ryan Atkinson $0 Brent LaChance $0

Tyler Dawson $0 Aaron Garbade $0 Nick Navarro $0
William Herndon $0 Dustin Johnston $0 Daniel Robert $0
Corey Plott $0 Ryan Jones $0
David Acosta $0
Eric Coleman $0
Dane McManus $0
SELECTED FINANCIAL STATISTICS

0 0 0 0 0 0
ROS -7.8% -1.3% 3.9% 5.8%
Turnover 0.86 0.94 1.00 1.30
ROA -6.7% -1.2% 3.9% 7.6%
Leverage 2.4 2.1 1.7 1.8
ROE -16.3% -2.4% 6.8% 13.6%
Emergency Loan $0 $13,426,998 $0 $2,578,470
Sales $107,011,755 $132,334,298 $112,308,182 $149,577,923
EBIT ($5,132,029) $5,571,638 $12,230,860 $19,404,138
Profits ($8,351,641) ($1,675,634) $4,417,569 $8,684,337
Cumulative Profit ($442,213) $6,215,760 $11,360,064 $12,964,953
SG&A % Sales 13.7% 10.4% 13.8% 11.1%
Contrib. Margin % 19.8% 23.6% 31.4% 31.1%
Percent of Sales Market Share

Variable costs Depreciation SG&A Other Profit
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Page 1
osing Stock Price
Row 199
Row 200
Row 201
Row 202
Row 203
Row 204
For Industry 0 Round -1, 12/31/-1
Cash Flow Statement Survey 0 0 0 0 0 0

Cash flows from operating activities
Net Income (Loss) ($8,352) ($1,676) $4,418 $8,684
Adjustment for non-cash items
Depreciation $10,363 $10,857 $7,587 $10,360
Extraordinary gains/losses/writeoffs $0 $0 $0 ($39)
Changes in current assets and liabilities
Accounts payable $2,443 ($1,082) ($503) ($3,231)
Inventory $4,051 ($20,160) $3,855 $19,178
Accounts receivable ($1,512) $4,696 ($28,496) ($3,201)
Net cash from operations $6,994 ($7,364) ($13,140) $31,752
Cash flows from investing activities
Plant improvements (net) ($30,000) ($38,660) $0 ($18,400)
Cash flows from financing activities
Dividends paid $0 $0 $0 $0
Sales of common stock $8,000 $12,000 $0 $0
Purchase of common stock $0 ($500) $0 ($3,000)
Cash from long term debt issued $18,000 $8,000 $0 $0
Early retirement of long term debt $0 $0 $0 ($10,000)
Retirement of current debt ($166) $0 $0 ($20,300)
Cash from current debt borrowing $4,000 $0 $0 $0
Cash from emergency loan $0 $13,427 $0 $2,578
Net cash from financing activities $29,834 $32,927 $0 ($30,722)
Net change in cash position $6,828 ($13,097) ($13,140) ($17,369)
Balance Sheet Survey 0 0 0 0 0 0

Cash $6,828 $0 $1,918 $0
Accounts Receivable $10,261 $10,877 $36,923 $8,196
Inventory $7,986 $23,611 $13,162 $8,599
Total Current Assets $25,075 $34,488 $52,004 $16,795
Plant and equipment $155,450 $162,860 $113,800 $155,400
Accumulated Depreciation ($56,660) ($57,071) ($53,107) ($57,427)
Total Fixed Assets $98,790 $105,789 $60,693 $97,973
Total Assets 123865 140278 112697 114769
Accounts Payable $8,854 $9,733 $5,884 $6,810
Current Debt $10,950 $19,380 $6,950 $2,578
Long Term Debt $52,750 $42,750 $34,750 $41,661
Total Liabilities $72,554 $71,863 $47,584 $51,050
Common Stock $26,360 $37,592 $28,360 $26,894
Retained Earnings $24,951 $30,823 $36,754 $36,825
Total Equity $51,311 $68,414 $65,113 $63,718
Total Liabilities & Owner's Equity 123865 140278 112697 114769
Income Statement Survey 0 0 0 0 0 0

Sales $107,012 $132,334 $112,308 $149,578
Variable Costs (Labor, Material, Carry) $85,802 $101,090 $77,018 $103,070
Depreciation $10,363 $10,857 $7,587 $10,360
SG&A (R&D, Promo, Sales, Admin) $14,678 $13,808 $15,472 $16,588
Other (Fees, Write Offs, TQM, Bonus) $1,300 $1,008 $0 $156
EBIT ($5,132) $5,572 $12,231 $19,404
Interest (Short term, Long term) $7,717 $8,150 $5,296 $5,771
Taxes ($4,497) ($902) $2,427 $4,772
Profit Sharing $0 $0 $90 $177
Net Profit ($8,352) ($1,676) $4,418 $8,684
Page 3
Capacity vs. Production Capacity
0 Production 1,000
Production Information
2nd Shift
Primary Units in Revision Age Pfmn Size Material Labor Contr Auto- mation Capac-ity Plant
Name Units Sold MTBF Price & Over-
Segment Inventory Date Dec.31 Coord Coord Cost Cost Marg. Next Round Next Round Utiliz.
time
Able Trad 1,578 367 1.7 15000 6.7 13.2 $22.00 $10.24 $8.34 12% 0% 5 2,050 75%
Acre Low 1,953 0 4.1 13000 2.7 17.5 $16.50 $5.71 $7.83 16% 25% 5.5 1,700 122%
Adam High 442 0 1.3 21000 8.7 10.5 $37.50 $14.28 $9.54 37% 0% 3.5 1,050 46%
Aft Pfmn 437 0 1.6 26000 11.4 14.8 $30.00 $15.59 $9.54 19% 0% 4 750 60%
Agape Size 320 47 1.6 20000 5.0 9.1 $32.50 $13.43 $9.54 31% 0% 4 775 43%
Baker Trad 1,642 808 2.0 17750 6.1 13.8 $27.50 $10.50 $9.28 23% 37% 5 2,300 136%
Bead Low 2,081 370 2.4 14000 3.5 16.4 $18.90 $6.91 $7.96 19% 37% 5.3 2,300 136%
Bid High 453 0 2.3 23000 9.4 11.0 $38.00 $14.97 $9.39 35% 0% 3 950 50%
Bold Pfmn 520 0 2.7 28000 10.0 14.0 $32.25 $15.58 $9.39 22% 0% 3 650 74%
Buddy Size 447 88 2.9 18500 4.8 9.9 $31.00 $12.43 $9.39 27% 0% 3 650 78%
Cake Trad 1,443 540 1.9 17500 5.7 14.3 $28.00 $10.00 $8.61 29% 11% 4 1,800 110%
Cedar Low 1,139 0 2.3 14000 2.2 17.8 $21.00 $5.62 $7.05 38% 0% 5 1,400 81%
Cid High 282 0 1.9 23000 10.3 9.7 $38.00 $0.00 $0.00 36% 0% 3 900 0%
Coat Pfmn 511 5 2.5 25000 11.8 15.3 $33.00 $15.42 $9.40 26% 0% 3 600 54%
Cure Size 619 123 2.6 19000 5.7 9.6 $33.00 $13.02 $9.40 31% 0% 3 600 83%
Daze Trad 1,292 225 1.9 18000 6.7 13.4 $28.00 $11.05 $8.23 30% 0% 4 2,000 61%
Dell Low 2,330 294 6.6 14000 3.0 17.0 $21.00 $6.38 $8.00 29% 39% 5 1,900 138%
Dixie High 641 0 1.3 23000 10.2 9.8 $38.00 $15.92 $8.82 36% 0% 3.5 1,300 42%
Dot Pfmn 632 0 1.6 26000 11.2 14.0 $34.50 $15.69 $8.82 29% 0% 3.5 900 53%
Dune Size 547 0 1.6 19000 5.4 8.6 $33.50 $13.54 $8.82 34% 0% 3.5 900 28%
Page 4
Accessibility
Statistics
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total Industry Unit Demand 8,607
Actual Industry Unit Sales 8,607
Segment % of Total Industry 29.7% 0.00
Growth Rate Next Year 11.0%
0.00
Customer Buying Criteria 0.00

Expectations Importance
1. 0 0 47% 0.00
2. 0 0 23%
3. 0 0 21% 0.00
4. 0 0 9%
0.00
Actual
Perceptual Map Market Share Actual versus potential
Potential
20 40%
19
18
35%
17 1
16
15
1
30%
14
1
111
13
12 25%
11 1
10
Size
20%
9
8
7 15%
6
5
10%
4
3
2 5%
1
0
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 0%
0.00 0.00 0.00 0.00 0.00 0.00
Performance
Top Products In Segment

December
Market Units Sold Revision Stock Size Age Promo Sales Customer
Name Pfmn Coord List Price MTBF Customer
Share to Seg Date Out Coord Dec.31 Budget Budget Awareness
Survey
0.00 19% 1,629 7-Apr-12 5.5 14.5 $27.00 15500 2.1 $1,050 $1,085 63% 31
0.00 19% 1,599 21-Aug-12 6.8 13.3 $29.00 18100 1.8 $1,100 $1,440 66% 36
0.00 15% 1,326 19-Jul-12 6.4 13.6 $27.00 16000 1.4 $1,050 $775 57% 29
0.00 15% 1,289 21-Apr-12 5.5 14.5 $29.00 14000 2.1 $900 $1,235 59% 24
0.00 15% 1,284 25-Aug-12 6.4 13.6 $26.50 14000 1.9 $0 $1,270 41% 30
0.00 13% 1,121 4-Dec-12 6.5 13.5 $29.00 17000 1.8 $1,300 $1,418 76% 37
0.00 4% 340 21-Nov-07 5.5 14.5 $28.00 17500 5.1 $1,000 $1,000 61% 5
0.00 0% 6 24-May-08 4.0 11.0 $33.00 19000 4.6 $700 $700 40% 0
0.00 0% 5 29-Jun-08 9.4 15.5 $33.00 25000 4.5 $700 $700 40% 0
0.00 0% 1 25-May-06 3.0 17.0 $21.00 14000 6.6 $1,300 $1,418 74% 0
0.00 0% 1 25-May-06 3.0 17.0 $21.50 14000 6.6 $1,100 $1,512 64% 0
0.00 0% 1 25-May-06 3.0 17.0 $21.00 14000 6.6 $900 $900 54% 0
Page 5
Industry Unit Sales vs demand Market segment shares

Unit sales Unit demand Trad Low High Pfmn Size
12 1200%
10 1000%
8 800%
6
600%
4
400%
2
200%
0
Trad Low High Pfmn Size 0%
Actual Market Share in Units Potential Market Share in Units

Trad Low High Pfmn Size Total Trad Low High Pfmn Size Total
Industry Unit Sales 5,873 7,453 2,299 1,832 1,851 19,308 Units Demanded 5,873 7,453 2,299 1,832 1,851 19,308
% of Market 30.4% 38.6% 11.9% 9.5% 9.6% 100.0% % of Market 30.4% 38.6% 11.9% 9.5% 9.6% 100.0%
Able 23.7% 2.5% 0.0% 0.0% 0.1% 8.2% Able 23.7% 2.0% 0.0% 0.0% 0.1% 8.0%
Acre 0.0% 26.2% 0.0% 0.0% 0.0% 10.1% Acre 0.0% 37.1% 0.0% 0.0% 0.0% 14.3%
Adam 0.0% 0.0% 18.4% 0.0% 1.0% 2.3% Adam 0.0% 0.0% 9.9% 0.0% 1.0% 1.3%
Aft 0.0% 0.0% 0.0% 23.8% 0.0% 2.3% Aft 0.0% 0.0% 0.0% 24.3% 0.0% 2.3%
Agape 0.0% 0.0% 0.0% 0.0% 17.3% 1.7% Agape 0.0% 0.0% 0.0% 0.0% 15.8% 1.5%
Total 23.7% 28.7% 18.4% 23.9% 18.4% 24.5% Total 23.7% 39.1% 9.9% 24.3% 16.9% 27.4%
Baker 27.5% 0.2% 0.2% 0.0% 0.2% 8.5% Baker 27.5% 0.2% 0.1% 0.0% 0.2% 8.5%
Bead 4.7% 24.2% 0.0% 0.0% 0.0% 10.8% Bead 4.7% 19.4% 0.0% 0.0% 0.0% 8.9%
Bid 0.0% 0.0% 19.7% 0.0% 0.0% 2.4% Bid 0.0% 0.0% 27.7% 0.0% 0.0% 3.3%
Bold 0.2% 0.0% 6.4% 19.7% 0.0% 2.7% Bold 0.3% 0.0% 8.4% 28.5% 0.0% 3.8%
Buddy 0.0% 0.0% 0.0% 0.0% 24.1% 2.3% Buddy 0.0% 0.0% 0.0% 0.0% 23.0% 2.2%
Total 32.4% 24.5% 26.3% 19.7% 24.3% 26.6% Total 32.5% 19.6% 36.1% 28.5% 23.2% 26.7%
Cake 24.0% 0.2% 0.3% 0.0% 0.4% 7.5% Cake 24.0% 0.2% 0.3% 0.0% 0.4% 7.4%
Cedar 0.0% 15.3% 0.0% 0.0% 0.0% 5.9% Cedar 0.0% 16.0% 0.0% 0.0% 0.0% 6.2%
Cid 0.0% 0.0% 12.3% 0.0% 0.0% 1.5% Cid 0.0% 0.0% 15.2% 0.0% 0.0% 1.8%
Coat 0.0% 0.0% 0.0% 27.8% 0.0% 2.7% Coat 0.0% 0.0% 0.0% 23.0% 0.0% 2.2%
Cure 0.0% 0.0% 5.0% 0.0% 27.2% 3.2% Cure 0.0% 0.0% 1.0% 0.0% 25.0% 2.5%
Total 24.1% 15.5% 17.6% 27.8% 27.6% 20.7% Total 24.1% 16.2% 16.4% 23.1% 25.4% 20.1%
Daze 19.8% 0.1% 5.2% 0.0% 0.1% 6.7% Daze 19.7% 0.1% 0.4% 0.0% 0.1% 6.1%
Dell 0.0% 31.3% 0.0% 0.0% 0.0% 12.1% Dell 0.0% 25.1% 0.0% 0.0% 0.0% 9.7%
Dixie 0.0% 0.0% 27.9% 0.0% 0.0% 3.3% Dixie 0.0% 0.0% 36.6% 0.0% 0.0% 4.4%
Dot 0.0% 0.0% 4.7% 28.6% 0.0% 3.3% Dot 0.0% 0.0% 0.6% 24.2% 0.0% 2.4%
Dune 0.0% 0.0% 0.0% 0.0% 29.5% 2.8% Dune 0.0% 0.0% 0.0% 0.0% 34.4% 3.3%
Total 19.8% 31.4% 37.8% 28.6% 29.7% 28.2% Total 19.8% 25.2% 37.6% 24.2% 34.6% 25.8%
Page 10
Perceptual Map For Industry 0 Round -1, 12/31/-1
20
19
18
17
16
15
14
13
12
11
Size
10
0 1
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Performance
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
Page 11
TQM SUMMARY
Process Management Budgets Last Year ($M)
Andrews Baldwin Chester Digby
CPI Systems $0 $0 $0 $0
Vendor/JIT $0 $0 $0 $0
Quality Initiative Training $0 $0 $0 $0
Channel Support Systems $0 $0 $0 $0
Concurrent Engineering $0 $0 $0 $0
UNEP Green $0 $0 $0 $0
TQM Budgets Last Year ($M)

Benchmarking $0 $0 $0 $0
Quality Function Deployment Effort $0 $0 $0 $0
CCE/6 Sigma Training $0 $0 $0 $0
GEMI Sustain $0 $0 $0 $0
Total Expenditures ($000) $0 $0 $0 $0
Cumulative Impacts
Material Cost Reduction 0.00% 0.00% 0.00% 0.00%
Labor Cost Reduction 0.00% 0.00% 0.00% 0.00%
Reduction R&D Cycle Time 0.00% 0.00% 0.00% 0.00%
Reduction in Admin Costs 0.00% 0.00% 0.00% 0.00%
Demand increase 0.00% 0.00% 0.00% 0.00%
HUMAN RESOURCES SUMMARY

Andrews Baldwin Chester Digby
Needed Complement 769 1038 663 770
Complement 770 1038 663 770
1st Shift Complement 712 827 629 659
2nd Shift Complement 58 211 34 111
Overtime% 0.0% 0.0% 0.0% 0.0%

Turnover Rate 9.3% 10.0% 9.8% 7.8%
New Employees 141 347 65 60
Separated Employees 0 0 29 155
Recruiting Spend $1,500 $0 $0 $5,000
Training Hours 20 0 5 60
Productivity Index 100.0% 100.0% 100.0% 101.5%
Recruiting Cost $353 $347 $65 $358

Separation Cost $0 $0 $145 $775
Training Cost $308 $0 $66 $924
Total HR Admin Costs $661 $347 $276 $2,057
Labor Contract Next Year

Wages $23.15 $23.15 $23.15 $23.15
Benefits $2,500 $2,500 $2,500 $2,500
Profit Sharing 2.0% 2.0% 2.0% 2.0%
Annual Raise 5.0% 5.0% 5.0% 5.0%
Starting Negotiation Position

Wages
Benefits
Profit Sharing
Annual Raise
Ceiling Negotiation Position

Wages
Benefits
Profit Sharing
Annual Raise
Adjusted Labor Demands

Wages
Benefits
Profit Sharing
Annual Raise
Strike Days
Page 12
0 For Industry 0 Round -1, 12/31/-1
Balance Sheet
Definitions: Common Size - The common size column simply ASSETS -1 -2
represents each item as a percentage of total assets. Cash - Common Size
Your end of year cash position. Accounts Receivable - Cash $0 0.0% $0
Reflects the lag between delivery and payment of your Accounts Receivable $0 0.0% $0
products. Inventories - The current value of your inventory Inventory $0 0.0% $0
across all products. A zero indicates your company stocked
out. Unmet demand would, of course, fall to your competitors. Total Current Assets $0 0.0% $0
Plant & Equipment - The current value of your plant. Accum
Deprec - The total accumulated depreciation from your plant. Plant & Equipment $0 0.0% $0
Accts Payable - What the company currently owes suppliers Accumulated Depreciation $0 0.0% $0
for materials and services. Current Debt - The debt the Total Fixed Assets $0 0.0% $0
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 Total Assets 0 0.0% 0
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. LIABILITIES & OWNER'S EQUITY
Common Stock - The amount of capital invested by
shareholders in the company. Accounts Payable $0 0.0% $0
Retained Earnings - The profits that the company Current Debt $0 0.0% $0
chose to keep instead of paying to shareholders as
Long Term Debt $0 0.0% $0
dividends.
Total Liabilities $0 0.0% $0
Common Stock $0 0.0% $0

Retained Earnings $0 0.0% $0
Total Equity $0 0.0% $0
Total Liabilities and Owner's Equity 0 0.0% 0
Cash Flow Statement

The Cash Flow Statement examines what happened in the Cash Flows from Operating Activities -1 -2
Cash Account during the year. Cash injections appear as Net Income (Loss) $0 $0
positive numbers and cash withdrawals as negative numbers. Adjustment for non-cash items
Depreciation $0 $0
The Cash Flow Statement is an excellent tool for diagnosing Extraordinary gains/losses/writeoffs $0 $0
emergency loans. When negative cash flows exceed
positives, you are forced to seek emergency funding. For Change in Current Assets and Liabilities
example, if sales are bad and you find yourself carrying an Accounts Payable $0 $0
abundance of excess inventory, the report would show the Inventory $0 $0
increase in inventory as a huge negative cash flow. Too Accounts Receivable $0 $0
much unexpected inventory could outstrip your inflows, Net cash from operations $0 $0
exhaust your starting cash, and force you to beg for money to
keep you afloat. Cash Flows From Investing Activities
Plant Improvements $0 $0
Cash Flows from Financing Activities

Dividends Paid $0 $0
Cash Flow
Summary
Sales of Common Stock $0 $0
Purchase of Common Stock $0 $0
Cash from long term debt $0 $0
$12 Retirement of long term debt $0 $0
Operations
Investments $10 Change in current debt (net) $0 $0
Financing $8 Net cash from financing activities $0 $0
Change
$6
$4
Net change in cash position $0 $0
$2
$0 Closing cash position $0 $0
Page 1
-1 Income Statement -1 Common -2

Product Name Total Size
Sales $40,395 $23,912 $10,710 $16,858 $20,433 $112,308 100.0% $0
Variable Costs
Direct Labor $12,426 $8,027 $2,522 $4,709 $5,721 $33,405 29.7% $0
Direct Material $15,102 $6,785 $4,312 $7,758 $8,077 $42,034 37.4% $0
Inventory Carry $1,236 $0 $0 $14 $330 $1,579 1.4% $0
Total Variable Costs $28,764 $14,812 $6,834 $12,481 $14,128 $77,018 68.6% $0
Contribution Margin $11,631 $9,100 $3,876 $4,377 $6,306 $35,290 31.4% $0
Period Costs
Depreciation $2,640 $2,427 $1,080 $720 $720 $7,587 6.8% $0
SG&A: R&D $403 $357 $869 $450 $330 $2,410 2.1% $0
Promotions $1,500 $1,500 $1,500 $1,500 $1,500 $7,500 6.7% $0
Sales $750 $750 $1,000 $1,000 $1,000 $4,500 4.0% $0
Admin $382 $226 $101 $159 $193 $1,063 0.9% $0
Total Period Costs $5,676 $5,260 $4,551 $3,830 $3,743 $23,059 20.5% $0
Net Margin $5,955 $3,840 ($674) $547 $2,563 $12,231 10.9% $0
Definitions: Sales - Unit sales times list price. Direct Labor - Labor costs incurred to produce the
product that was sold. Inventory Carry - The cost to carry unsold goods in inventory. Depreciation - Other $0 0.0% $0
Calculated on straight-line 15-year depreciation of plant value. R&D - R&D department expenditures EBIT $12,231 10.9% $0
for each product. Admin - Administration overhead is estimated at 1.5% of sales. Promotions - The Short Term Interest $639 0.6% $0
promotion budget for each product. Sales - The sales force budget for each product. Other - Long Term Interest $4,657 4.1% $0
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 Taxes $2,427 2.2% $0
your instructor might assess you, plus TQM expenditures. Write offs include the loss you might Profit Sharing $90 0.1% $0
experience when you sell capacity or liquidate inventory as the result of eliminating a production line. Net Profit $4,418 3.9% $0
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, Contribution Margins
including short-term debt, long-term notes that have become due, and emergency loans. 1200%
Interest income from your cash account is subtracted from these expenses. If interest
1000%
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 800%
rate. Profit Sharing - Profits shared with employees under the labor contract. Net Profit -
EBIT minus interest, taxes, and profit sharing. 600%
400%
200%
0%
Success Measures
Profit Market Share ROE
$12 1200% 1200%
$10 1000% 1000%
$8 800% 800%
$6 600% 600%
$4 400% 400%
$2 200% 200%
$0 0% 0%
AssetTO ROS ROA
12.0 1200% 1200%
10.0 1000% 1000%
8.0 800% 800%
6.0 600% 600%
4.0 400% 400%
2.0 200% 200%
0.0 0% 0%
Page 2
0 For Industry 0 Round -1, 12/31/-1
-1 Income Statement -1 Common -2

Product Name Total Size
Sales $40,395 $23,912 $10,710 $16,858 $20,433 $0 $0 $0 $112,308 100.0% $0
Variable Costs
Direct Labor $12,426 $8,027 $2,522 $4,709 $5,721 $0 $0 $0 $33,405 29.7% $0
Direct Material $15,102 $6,785 $4,312 $7,758 $8,077 $0 $0 $0 $42,034 37.4% $0
Inventory Carry $1,236 $0 $0 $14 $330 $0 $0 $0 $1,579 1.4% $0
Total Variable Costs $28,764 $14,812 $6,834 $12,481 $14,128 $0 $0 $0 $77,018 68.6% $0
Contribution Margin $11,631 $9,100 $3,876 $4,377 $6,306 $0 $0 $0 $35,290 31.4% $0
Period Costs
Depreciation $2,640 $2,427 $1,080 $720 $720 $0 $0 $0 $7,587 6.8% $0
SG&A: R&D $403 $357 $869 $450 $330 $0 $0 $0 $2,410 2.1% $0
Promotions $1,500 $1,500 $1,500 $1,500 $1,500 $0 $0 $0 $7,500 6.7% $0
Sales $750 $750 $1,000 $1,000 $1,000 $0 $0 $0 $4,500 4.0% $0
Admin $382 $226 $101 $159 $193 $0 $0 $0 $1,063 0.9% $0
Total Period Costs $5,676 $5,260 $4,551 $3,830 $3,743 $0 $0 $0 $23,059 20.5% $0
Net Margin $5,955 $3,840 ($674) $547 $2,563 $0 $0 $0 $12,231 10.9% $0
Definitions: Sales - Unit sales times list price. Direct Labor - Labor costs incurred to produce the
product that was sold. Inventory Carry- The cost to carry unsold goods in inventory. Depreciation Other $0 0.0% $0
- Calculated on straight-line 15-year depreciation of plant value. R&D - R&D department EBIT $12,231 10.9% $0
expenditures for each product. Admin - Administration overhead is estimated at 1.5% of sales. Short Term Interest $639 0.6% $0
Promotions - The promotion budget for each product. Sales - The sales force budget for each Long Term Interest $4,657 4.1% $0
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 Taxes $2,427 2.2% $0
bonds, plus consulting fees your instructor might assess you, plus TQM expenditures. Write offs Profit Sharing $90 0.1% $0
include the loss you might experience when you sell capacity or liquidate inventory as the result of Net Profit $4,418 3.9% $0
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 Contribution Margins
based upon last year's current debt, including short-term debt, long-term notes that 1200%
have become due, and emergency loans. Interest income from your cash account
1000%
is subtracted from these expenses. If interest income exceeds expenses, short-term
interest appears as a negative amount. Long Term Interest - Interest paid on 800%
outstanding bonds. Taxes - Income tax based upon a 35% tax rate. Profit Sharing -
Profits shared with employees under the labor contract. Net Profit - EBIT minus 600%
interest, taxes, and profit sharing. 400%
200%
0%
Success Measures
Profit Market Share ROE
$12 1200% 1200%
$10 1000% 1000%
$8 800% 800%
$6 600% 600%
$4 400% 400%
$2 200% 200%
$0 0% 0%
AssetTO ROS ROA
12.0 1200% 1200%
10.0 1000% 1000%
8.0 800% 800%
6.0 600% 600%
4.0 400% 400%
2.0 200% 200%
0.0 0% 0%
Page 2

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Welcome!

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Office/Excel 2008 Users:

Other Office/Excel versions:

Thank you, and good luck in the simulation!

to use File > Update Official Decisions. All Official

Asmb Wage that

Decisions are recorded in the Audit Trail.

would not handle labor numbers over $100

AverageWageUnitCost #VALUE! #VALUE! #VALUE!

NewInventoryValue #VALUE! #VALUE! #VALUE!

MediaImpact Traditional Low End High End

PromoDecisions Cake Cedar Cid

PromoParameters Rates Impressions Xmin

SALES_PARAMETERS Costs Each Annual Contacts Xmin

Ymax Trad Low High

SalesDecisions Resources Trad Low

Budget Trad Low

OutsideSalesGain #VALUE! #VALUE!

MktgXBudgetFormulas PromoFormulas SalesFormulas

Perceptual Map Aging Chart

MaterialCostChart Cake Cedar Cid

Marketing Revenue Forecast

Marketing Unit Sales Forecast

Unit Cost Breakdown Material Labor Overtime

Balance Sheet Assets

Income Statement Cake Cedar Cid

Cash Flows From Operations

Material 0.0% 0.0% 0.0%

R&D Cycle Time 0.0% 0.0% 0.0%

Admin 0.0% 0.0% 0.0%

Demand 0.0% 0.0% 0.0%

R&D Perceptual Map as a Chart

Courier Perceptual Map

Courier Segment Perceptual Map

TimesOnlineGraphicScreens Xcoord Ycoord

Courier Legends Translated

- something calculated by a VB routine.

Saving the workbook

entName for EXAM

FALSE FALSE FALSE FALSE FALSE

FALSE FALSE FALSE FALSE FALSE

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