Capstone

Welcome!
This message should disappear in a moment

If you continue to see this message you need to enable content from Capsim Management
Simulations, Inc.
Office/Excel 2007/2010 Users:
1. Locate the "Security Warning" above the formula bar.
2. Click on the "Options" button. When the Security window opens select "Enable this content."
3. After logging in remember to click the Add-Ins tab to see the simulation menus.
Office/Excel 2008 Users:

We apologize but Microsoft has removed the ability to run 3rd party content from Excel 2008 for
Mac. Please use the Web Spreadsheet version, available from website's Downloads area.
Other Office/Excel versions:
1. Exit Excel.
2. Open this workbook again. Excel will display a warning message that says the workbook
contains macros.
3. Click the Enable Macros button. Depending on your security settings, you may have to check
a box that says, "Always trust macros from this source" before you can click the Enable button.
Thank you, and good luck in the simulation!
SimulationName
SpecialEdition/Language
ProgramTitle
EditionTitle
EditionNumber
SpreadsheetVersion
Copyright
SimID
ProfessorName
SchoolName
HistoryNumber
TeamName
TeamNumber
NumberTeams
BaseYear
ThisRound
ThisYear
CompXMRoundOffset
ReportDate
SimulationType
SimulationPath
SaveFlag
Zero
WebsiteURL
RehearsalSimulationSlideID
ExcelVersion
CoachOn
IDFreeRDProduct
PARAMETERS
StrikeRounds
TQM_Rounds
MKTG_Rounds
RD_Rounds
HR_Rounds
MarketUnitSize
SegmentUnitPercentage
SegmentInnerRadius
SegmentOuterRadius
RdCostPerYear
OvertimeRate
Buy/Sell Capac
AutomationPrice
Carry Inven.
DepreciationPeriod
InventoryLiquidationRate
AdminOverheadRate
TaxRate
SharesOutstanding
StockPriceJan1
EPSlastYear
Capstone
Color Codes
Black - a formula or label - example Current
0
Red - a formula that should NOT be copied b
0
Pink - reference to the StartingConditions.txt
2
Blue - a constant
2009v22
_108
Green - something calculated by a VB routin
Copyright 1986-2014 Capsim Management Simulations, Inc.
0
English
0
0
0
0
0
0
0
Round -1, 12/31/-1
0 < StudentName for EXAM

CapacityCheck
FALSE
ForceDecisionType None
C:\ExcelSVN\release
0 ExitSaveFlag
0
https://ww2.capsim.com
http://www.msicourses.com
http://ww2.capsim.com
RehearsalCoached
14
TRUE
1
0
0
0
0
0
69166
23.6%
2.5
4
1000
1.5
6
4
0.12
15
0.5
0.007
0.35
3154
121.35
-5.47
FALSE
0
1
0
0
1
0
1
0
0
1
35.1%
14.3%
0.65
AdjDividendlyr
CurrDebtDueThisYear
CurrDebtInterestRate
BondInterestRate
CashJan1
A/R
A/P
Common Stock
Retained E.
WeightTable
Positioning
Price
Age
Quality
MidYear Segment Centers
Xcoord
Ycoord
EndYearSegCenters
Xcoord
Ycoord
BiasX
BiasY
ExpectedPrices
PriceSpread
AgeIdeal
AgeStdDev
MTBFLow
MTBFHigh
MTBFboundary
Awareness
AwareDeprRate
AwareBudgMin
AwareBudgMax
AwareGainMin
AwareGainMax
AwareShape
Access
AccessDeprRate
AccessBudgMin
AccessBudgMax
AccessGainMin
AccessGainMax
AccessShape
SalesBudgLimit
OverTime Rate
ManHrPerAutomPt
LAST YEAR'S VALUES
OldProductName
OldXcoordinate
OldXcoordinateRD
OldYcoordinate
OldYcoordinateRD
0.00
0
0.106
0.12
271112
571
2
66273
159468
0.21
0.23
0.47
0.09
Trad
0.16
0.53
0.24
0.07
Low
10.95
9.05
Trad
High
6.75
13.25
Low
10.6
9.4
0
0
21
5
2
0.9
14000
19000
5000
1.00
0.33
0.00
3000000
0.00
0.50
2.00
0.98
0.33
0.00
4500000
0.00
0.35
2.00
3000000
1.5
0.05
Able
15.15
4.85
High
6.5
13.5
-0.8
0.8
16
5
7
2.5
12000
17000
5000
0.00
14.7
5.3
1.4
-1.4
31
5
0
1.3
20000
25000
5000
0.00
0.67
0.61
Na
10.3
10.3
9.9
9.9
0.43
0.09
0.29
0.19
Na
0
0
0
0
0
0
0
0
OldMTBFspec
OldMTBFrdSpec
OldRDCost
OldPrice
OldPromoBudget
OldSalesBudget
OldUnitSalesForecast
OldProductionSchedule
OldCapacityNextRound
OldAutomationNextRound
OldRvsnDate
OldRDstartDate
OldAgingDate
OldInventoryUnits
OldInventoryValue
OldPlantValue
OldAccumDepreciation
OldAR
OldAP
LABOR
OldTechWage
OldAsmbWage
OldBenefits
OldProfit
OldAnnualRaise
OldContractExpiration
OldPrimarySegment
OldPrintMedia
OldDirectMail
OldWebMedia
OldEmail
OldTradeShows
OldSalesPriorities
OldOutsideSales
OldInsideSales
OldDistributors
OldMktgReports
TQM_IMPACTS
CarryInven.
AdminOverheadRate
ManHrPerAutomPtTQM
PRODUCT_DECISIONS
Product Name
Performance
Size
MTBF
Price
Promo Budget
Sales Budget
YourSalesForecast
14000
14000
0
24
1400
3000
0
2
1
10.0
2020.718
2020
2019.76
0
0
46
-27
60
30
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0.0
0.000
2015
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0.0
0.000
2019
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
FALSE
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
FALSE
0.12 Was B240*B865

#VALUE!
#VALUE!
Able
10.3
9.9
14000
24.00
1400
3000
0
NA
0.0
0.0
0
0.00
0
0
0
NA
0.0
0.0
0
0.00
0
0
0
Sched Production
Capacity Change
Automation Rating
StockIssueRetireDividend
ShortDebt/BondRetire/BondIssue
AR_AP_Lag
R&D
DidCoordinatesChange
DidMTBFChange
WasOldProduct
ProjectExists
ProjectExistsFactor
ProjectFactor
MTBFchngOnly
MTBFtime
MTBFrevisionDate
MTBFnewAgingDate
MTBFageAtCompletion
MovedOldProduct
MovedDistance
MovedRevisionDate
MovedNewAgingDate
MovedAgeAtCompletion
NewProduct
DistanceToNewProductTable
Able
NA
NA
NA
NA
NA
NA
NA
NewDistance
NewProductTime
NewRevisionDate
NewAgingDate
NewAgeAtCompletion
RdRevisionDate
RdProjectCost
RdAgeAtStartOfYear
RdTimeThisYear
RdTimeWithStartDesign
RdTimeWithNewDesign
RdAgeAtRevision
RdAgeAtEndOfYear
MaterialCost
MatCoordPfmn
MatCoordSize
MatCoordScalarMidYear
MatDesignExistedLastYr
2200
0
10.0
0
0
60
FALSE
FALSE
TRUE
FALSE
0
0
0.0
0
0
30
FALSE
FALSE
FALSE
FALSE
0
1.00
FALSE
#VALUE!
FALSE
FALSE
FALSE
FALSE
0
FALSE
#VALUE!
0.00
0
0
FALSE
FALSE
#VALUE!
FALSE
Able
0.0
14.3
14.3
14.3
14.3
14.3
14.3
14.3
0.00
0.00
0.00
0.00
0.00
2020.72
$0
0.00
0.00
1.00
0.00
0.48
0.00
MidYear
3.95
16.05
0.57
TRUE
0.00
0
0
0.00
0.00
0.00
0.00
FALSE
0
0
0.0
0.00
0
0.00
0
0
FALSE
0.00
0.00
0.00
0.00
FALSE
0.00
0.00
0.00
0.00
FALSE
NA
14.3
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.00
0.00
0.00
0.00
0.00
0.00
$0
0.00
0.00
0.00
1.00
0.00
0.00
StartYear
3.2
16.8
FALSE
NA
14.3
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.00
0.00
0.00
0.00
0.00
0.00
$0
0.00
0.00
0.00
1.00
0.00
0.00
FALSE
MatStartPmap
MatStartMTBF
MatStartTotal
MatFuturePmap
MatFutureMTBF
MatFutureTotal
MARKETING
WorkingAttributes
MktgPerformance
MktgSize
MktgMTBF
MktgAge
MktgPrice
MktgIsProducable
MktgTimeInMarket
DistanceToSegmentCenter
Trad
Low
High
Pfmn
Size
DistanceToSweetSpot
Trad
Low
High
Pfmn
Size
PositioningRoughCut
Trad
Low
High
Pfmn
Size
PositioningScore
Trad
Low
High
Pfmn
Size
PriceRoughCut
Trad
Low
High
Pfmn
Size
PriceScore
Trad
Low
High
Pfmn
Size
5.65
4.20
#VALUE!
0.00
0.00
#VALUE!
5.65
4.20
#VALUE!
0.00
0.00
#VALUE!
0.00
0.00
#VALUE!
0.00
0.00
#VALUE!
10.3
9.9
14000
0.5
24.00
1
0
0
0
0
0.5
0.00
0
0
0
0
0
0.5
0.00
0
0
1.07
4.88
7.00
6.31
6.54
14.21
14.87
15.91
19.86
9.61
14.21
14.87
15.91
19.86
9.61
1.07
6.01
8.98
7.60
7.81
14.21
15.26
16.91
20.53
10.17
14.21
15.26
16.91
20.53
10.17
1.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
6.08
1.00
1.00
1.01
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.40
0.60
1.00
1.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
2.80
1.00
10.00
7.30
7.30
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
ReliabilityRoughCut
Trad
Low
High
Pfmn
Size
ReliabilityScore
Trad
Low
High
Pfmn
Size
AgeScore
Trad
Low
High
Pfmn
Size
CombinedRoughCuts
Trad
Low
High
Pfmn
Size
ChannelBudgets
Trad
Low
High
Pfmn
Size
Accessiblity
Trad
Low
High
Pfmn
Size
Awareness
Start
New
Awareness
SalesWeighted
StdAwarenessFactor
AwarenessFactorTrad
AwarenessFactorLow
AwarenessFactorHigh
AwarenessFactorPfmn
AwarenessFactorSize
StdSalesFactor
SalesFactor
Arpolicy
Factors
Trad
1.00
1.00
0.00
0.00
0.60
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1.00
4.60
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
3.24
1.31
9.36
9.12
6.95
3.25
1.31
9.36
9.12
6.96
3.25
1.31
9.36
9.12
6.96
1.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
3000
0
0
0
0
StartGoodwill
0.98
0.67
0.61
0.61
0.61
0
0
0
0
0
0
0
0
0
0
NewGoodWill
0.97
0.45
0.41
0.41
0.41
1.00
1.00
1.00
0.00
0.00
0.00
0.00
0.00
0.00
#VALUE!
#VALUE!
#VALUE!
1.00
1.00
1.00
1.00
1.00
1.00
1.15
1.15
0.99
0.50
0.50
0.50
0.50
0.50
0.50
1.00
1.00
0.50
0.50
0.50
0.50
0.50
0.50
1.00
1.00
1.13
0.00
0.00
Low
High
Pfmn
Size
ProductRawScores
Trad
Low
High
Pfmn
Size
FinalProductScores
Trad
Low
High
Pfmn
Size
MarketShareUnits
Trad
Low
High
Pfmn
Size
UnitDemand
Trad
Low
High
Pfmn
Size
Total
EstSales
Trad
Low
High
Pfmn
Size
Total
EstMktShr
Trad
Low
High
Pfmn
Size
WtgCustBuy
Trad
Low
High
Pfmn
Size
WtgCustSurv
Trad
Low
High
0.83
0.80
0.80
0.80
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
12.50
1.76
17.93
8.58
10.86
17.03
34.15
17.92
11.84
12.52
17.03
34.15
17.92
11.84
12.52
14.08
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
-237.6%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Pfmn
Size
SegmentSales
EstIndustrySales
Trad
Low
High
Pfmn
Size
Total
MktgUnitFcastAdjMktTime
MktgUnitSales
MktgGrossRevenue
MktgCOG
MktgGrossMargin
MktgLessPromoAndSales
PRODUCTION/HR
HRround
OldComplement
OldNeededComplement
OldNewEmployees
OldSeparatedEmployees
OvertimeComplementPercent
OldTurnoverRate
OldRecruitingSpend
OldTrainingHours
WorkForceCaliberThisYr
TrainingIndexThisYr
ProductivityThisYr
Complement
RecruitingSpend
TrainingHours
ManYearAdjTraining
APfactor
ManHrsPerUnit
CapacityThisYear
CapacityAdjR&Dintro
ProductionAdjForCapacity
ProductionAdjForAP
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Trad
0
0
0
0
0
0
0
0
0
0
0
0
Total
0
0
0
0
0
0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Low
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
FALSE
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
FALSE
0
0
0
0
0.0%
0.0%
0
0
0.00
0.00
0.00
High
0
0
0
0
0
0
0
0
0
0
0
0
FALSE
0
0.00
0
0
0
0.00000
0.00
0
0
0
0.00000
#VALUE!
0
0
2080
0.99
#VALUE!
1
0
0
0.00000
FirstShiftUnits
SecondShiftUnits
ManHours
NeededComplement
ExpectedFirstShiftComplement
ExpectedSecondShiftComplement
ActualFirstShiftComplement
ActualSecondShiftComplement
ActualFirstShiftOTComplement
SecondShiftOrOvertimePercent
ProductionAdjForComplement
FirstShiftPayroll
SecondOTPayroll
OvertimeComplementPercent
PlantUtilization
TurnoverRateThisYear
EmployeeTurnoverThisYr
NewRecruitsThisYear
WorkForceCaliberNextYr
TrainingIndexNextYr
SeparatedEmployees
ProductivityNextYr
RecruitingCost
SeparationCost
TrainingCost
TotalHRCost
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#DIV/0!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
AverageWageUnitCost
BenefitCostPerUnit
ProdLaborCostPerUnit
ProdMaterialCost
ProdUnitCost
VariableMargin
NewInventoryValue
SELL_CAPACITY
CapacitySold
CapacityReduction%
PlantEquipmentChange
WriteOff
CashAdustment
PlantAdjustment
AccDeprAdjustment
AdjustedPlantValue
AdjustedAccDepr
0
0
0
0
0
0
0
0
0
0
0
0
0
0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.00
0
0.0%
0
0
0
0
0
46
-27
0.00
#VALUE!
0
0.0%
0
0
0
0
0
0
0
0
0.0%
0
0
0
0
0
0
0
BUY_CAPACITY
CapacityPurchased
CashAdjustment
AdjustedPlantValue
CapacityNextRound
BUY_AUTOMATION
ChangedAutomation?
CashAdjustment
AdjustedPlantValue
TotalPlantEquipChng
TotalCashAdjustment
TotalPlantAdjustment
TotalAccDeprAdjustment
TotalAssetAdjustment
DEPRECIATION
NewPlantFaceValue
PlantToDepreciate
NewDepreciation
INVENTORY_LIQUIDATION
ProductKilled?
UnitsLiquidated
ValueLiquidation
InventoryWriteoff
InventoryRemaining
InventoryValue
FINANCE
TotalPlantInvestment
SalesPlantEquipment
MaxStockIssueThisYear
MaxStockRetireThisYear
MaxCurrentDebtThisYear
BondSeriesNumber
0
0
0
0
0
0
0
0
0
0
0
0
0
Sums
MaturingLTDebt
RemainingLTDebt
StartMaxBondIssue
MaxBondIssueThisYear
0
0
0
46
1
0
0
0
0
0
0
0
0
0
0
0
0
0
46
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
46
46
3
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
1
0
0
0
0
0
0
0
76548
19137
514
FaceValue
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
15
15
Yield
0
0
0
0
0
0
0
0
0
0
0
0
0
Close
0
0
0
0
0
0
0
0
0
0
0
0
0
PROFORMAS
TotalUnitsOnHand
TotalInventoryValue
Avg Unit Cost
Units Sold
InvenSold$
InvenUnitsRemaining
InvenUnitsRemaining$
StockOut$
PROFORMA_INCOME_STATEMENT
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Able
Sales
Labor
Material
InventoryCarry
TotalVariableCosts
ContributionMargin
Depreciation
R&D
Promo
Sales
Admin/Other
TotalPeriodCosts
NetMargin
BrokerageFees
Writeoffs
TotalFees&Writeoffs
EBIT
ShortTermInterest
LongInterest
Taxes
ProfitSharing
NetProfit
PROFORMA_BALANCE_SHEET
Cash
AR
Inventory
TotalCurrentAssets
Plant&Equip
AccDepr
TotalFixedAssets
TotalAssets
AP
CurrentDebt
LongTermDebt
TotalLiab
CommonStock
RetainedEarnings
TotalEquity
TotalLiab+Equity
PROFORMA_CASHFLOW
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
3
0
1400
3000
#VALUE!
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0
0
0
0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
46
-30
16
#VALUE!
#VALUE!
#VALUE!
0
#VALUE!
66273
#VALUE!
#VALUE!
#VALUE!
0
0
0
0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Cash Flows from operations

Profits/Employee
Net Income (Loss)
#VALUE!
#VALUE!
Depreciation&Writeoffs
3
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
3154.0
ProformaBookValue
#VALUE!
ProformaEPS
#VALUE!
EffectiveDividendPerShare
#VALUE!
AvgDividendPerShare
#VALUE!
CalculatedStockPrice
#VALUE!
#VALUE!
ProformaStockPrice
#VALUE!
DividendYield
#VALUE!
DividendPayoutRatio
#VALUE!
ProformaMarketCap
#VALUE!
#VALUE!
%TotalMarket
MKT_SEGMENT_RPTS
4
0
0
2019 High Tech
Total Available Unit Sales
7740
Actual Industry Unit Sales
7740
Segment % of Total Industry
0.4407
Growth Rate
0.2
0.2
Acc
0.00
0.07
0.00
0.63
0.00
0.35
0.00
0.76
0.00
0.13
0.00
0.75
0.00 Pfmn 12.3 Size 7.7
0.33
0.00 Ideal Age = 0.0
0.29
0.00 $25.00 - 45.00

0.00 MTBF 17000-23000
Perceptual Map Table
Performance Center
Size Center
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Name
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Name
Able
TQM MODULE
TQMyear
TQMround
Decisions
CPIsystems
Vendor/JIT
QIT
ChannelSupport
ConcurrentEng
Benchmarking
QualityDeployment
CCE/6SigmaTraining
0.25
0.13
10.90
9.10
12.10
11.70
12.20
10.90
9.80
9.90
10.80
8.40
8.70
7.60
7.70
7.00
Potential
0.00
0.25
0.07
0.29
0.00
0.39
MShr
0.21
0.19
0.18
0.16
0.11
0.07
0.07
0.01
0.00
0.00
0.00
7.60
8.10
8.50
8.00
10.40
8.60
10.80
11.80
13.10
11.00
12.70
12.00
Actual
0.00
0.23
0.07
0.29
0.00
0.40
UnSoldtoSeg
1618
1494
1390
1251
824
537
528
55
26
16
1
RvDate
2019.58
2019.58
2019.59
2019.27
2019.52
2019.76
2019.19
2019.82
2018.56
2019.97
2018.76
Market Share
0.1359
Units Sold to Seg

1030
Revision Date
1997.9
0
1
0
2
0
3
FALSE
FALSE
0
0
0
0
0
0
0
0
FALSE
UNEPGreen
GEMISustain
TotalTQMExpenditures
OIdGoodwill
TQMmaterialCost
TQMlaborCost
TQMcycleTime
TQMadmin
TQMDemand
MaterialCostReduction
CPIsystems
Vendor/JIT
QIT
ChannelSupport
ConcurrentEng
Benchmarking
QualityDeployment
CCE/6SigmaTraining
UNEPGreen
GEMISustain
CombinedImpact
ExpectedImprovement
LaborCostReduction
CPIsystems
Vendor/JIT
QIT
ChannelSupport
ConcurrentEng
Benchmarking
QualityDeployment
CCE/6SigmaTraining
UNEPGreen
GEMISustain
CombinedImpact
ExpectedImprovement
ReductionR&DCycleTime
CPIsystems
Vendor/JIT
QIT
ChannelSupport
ConcurrentEng
Benchmarking
QualityDeployment
CCE/6SigmaTraining
UNEPGreen
GEMISustain
CombinedImpact
ExpectedImprovement
ReductionAdminCosts
CPIsystems
Vendor/JIT
0
0
0
0.00
0.00
0.00
0.00
0.00
OldValue
0.00%
0.00%
0.00%
0.00%
0.00%
WorstCase
BestCase
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
#VALUE!
0.0%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
#VALUE!
0.0%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
#VALUE!
0.0%
0.00%
0.00%
0.00%
QIT
ChannelSupport
ConcurrentEng
Benchmarking
QualityDeployment
CCE/6SigmaTraining
UNEPGreen
GEMISustain
CombinedImpact
ExpectedImprovement
DemandIncrease
CPIsystems
Vendor/JIT
QIT
ChannelSupport
ConcurrentEng
Benchmarking
QualityDeployment
CCE/6SigmaTraining
UNEPGreen
GEMISustain
CombinedImpact
ExpectedImprovement
TQMimpact
TQMmaterialCost
TQMlaborCost
TQMcycleTime
TQMadmin
TQMDemand
MKTG_MODULE
MktgYear
MktgRound
MediaImpact
PrintMedia
DirectMail
WebMedia
Email
TradeShows
Total
PromoDecisions
PrimarySegment
PrintMedia
DirectMail
WebMedia
Email
TradeShows
Total
PromoParameters
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
#VALUE!
0.0%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
#VALUE!
0.0%
0.00%
0
1
FALSE
0
2
FALSE
0
3
FALSE
Traditional
0.00
0.00
0.00
0.00
0.00
0.00
Low End
0.00
0.00
0.00
0.00
0.00
0.00
High End
0.00
0.00
0.00
0.00
0.00
0.00
Able
1
280
280
280
280
280
1400
NA
2
0
0
0
0
0
0
NA
3
0
0
0
0
0
0
Rates
Impressions
Xmin
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
PrintMedia
DirectMail
WebMedia
Email
TradeShows
CostPerTradeShow
CostPerReport
Impressions
PrintMedia
DirectMail
WebMedia
Email
TradeShows
Reach
PrintMedia
DirectMail
WebMedia
Email
TradeShows
AwarenessCreated
Print Media
Direct Mail
Web Media
Email
Trade Shows
Total
MaxCategory
Remainder
DiscountedRemainder
NewAwarenessCreated
OldAwareness:Trad
Low
High
Pfmn
Size
OldAwarenessAfterDecay
NewPrimaryAwareness
AwarenessThisYear
Trad
Low
High
Pfmn
Size
AwarenessFactorTrad
AwarenessFactorLow
AwarenessFactorHigh
AwarenessFactorPfmn
AwarenessFactorSize
SALESMANSHIP
0
0
0
0
0
0
0
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
0.00
0.00
0.00
0.00
0.00
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.000
0.000
0.000
0.000
0.000
0.000
#VALUE!
Able
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
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
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.000
0.000
0.000
0.000
0.000
0.000
#VALUE!
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.000
0.000
0.000
0.000
0.000
0.000
#VALUE!
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
SalesPriorities
SalesPrioritiesPositive
SalesPrioritiesDec
SalesBudget
SalesFactor
SALES_PARAMETERS
OutsideSales
InsideSales
Distributors
24%
24%
24%
0
1.00
22%
22%
22%
0
1.00
20%
20%
20%
0
1.00
Costs Each
$0
$0
$0
Annual Contacts
0
0
0
Xmin
0
0
0
Trad
0%
0%
0%
Low
0%
0%
0%
High
0%
0%
0%
Resources
Trad
2.00
4.00
2.00
FALSE
FALSE
Low
2.00
4.00
2.00
FALSE
FALSE
Budget
Trad
$0
$0
$0
$0
$0
Low
$0
$0
$0
$0
$0
Ymax
OutsideSales
InsideSales
Distributors
SalesDecisions
OutsideSalesDec
InsideSalesDec
DistributorsDec
MktgReports
IncomingMktgReports
OutsideSales
InsideSales
Distributors
MktgReport
Total
OutsideSalesGain
InsideSalesGain
DistributorsGain
Total Gain
Accessibility
Old
New
MktgXBudgetFormulas
Able
NA
NA
NA
NA
NA
NA
NA
MKTG_REPORT
CHART DATA
Old
New
PromoFormulas
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Trad
98.4%
#VALUE!
Low
67.0%
#VALUE!
SalesFormulas
1400
0
0
0
0
0
0
0
1.00
0
0
0
0
0
0
0
0
Perceptual Map Aging Chart

AgeAtStartOfYear
AgeBeforeRevision
AgeAtRevision
AgeAtEndOfYear
AGING_CHART
0.00
0.00
0.00
0.00
Able
0.00
0.00
0.00
0.00
1.00
2.00
2.00
2.00
2.00
2.00
2.00
3.00
3.00
3.00
3.00
4.00
4.00
4.00
4.00
5.00
5.00
5.00
5.00
6.00
6.00
6.00
6.00
7.00
7.00
7.00
7.00
8.00
8.00
8.00
8.00
9.00
MaterialCostChart
Old
New
Marketing Revenue Forecast
Name
Able
NA
NA
NA
NA
NA
0.00
0.00
0.00
0.00
NA
0.00
0.00
0.00
0.00
NA
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Able
#VALUE!
#VALUE!
Margin After marketing

#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
Marketing
Variable costs
$4,400
#VALUE!
$0
#VALUE!
$0
#VALUE!
$0
#VALUE!
$0
#VALUE!
$0
#VALUE!
NA
NA
#VALUE!
#VALUE!
$0
$0
#VALUE!
#VALUE!
Marketing Unit Sales Forecast

Able
Trad
Low
High
Pfmn
Size
Total
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Capacity vs Production
Able
Both Shifts
Base Capacity
Production
Unit Cost Breakdown
Eat
Ebb
Echo
Edge
Egg
NA
NA
NA
Unit Cost Breakdown
NA
#VALUE!
Balance Sheet Assets

Cash
Accounts Receivable
Inventories
Fixed
Liabilities
Accounts Payable
Current Debt
Long Term Debt
Common Stock
Retained Earnings
0
0
#VALUE!
Material
$11.02
$7.37
$15.27
$15.21
$12.99
$0.00
$0.00
$0.00
Able
Material
Labor
Margin
NA
2
1
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
$16
#VALUE!
#VALUE!
$0
$66,273
#VALUE!
0
0
#VALUE!
Labor Overtime
$7.84
$6.72
$8.96
$8.96
$8.96
$0.00
$0.00
$0.00
NA
#VALUE!
#VALUE!
$0.00
$0.00
$0.66
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
NA
#VALUE!
#VALUE!
$0.00
Income Statement
Net Margin
Administrative / Other
Marketing
Research & Development
Depreciation
Inventory Carrying costs
Material
Labor
Cash Flows From Operations

Net cash flow
Accounts Receivable
Inventories
Accounts Payable
Depreciation
Net income (loss)
Net cash flow
Plant improvements
Net cash flow
Change current debt
New long term debt
Purchase of stock
Sales of stock
Dividends
Cash flow from Operations
Cash flow from Investing
Cash flow from Financial actions
Net change in cash position
ROS
Asset Turnover
Leverage
ROE
Able
#VALUE!
#VALUE!
$1,400
$0
$3
#VALUE!
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
$0
$0
$0
#VALUE!
#VALUE!
#VALUE!
$0
$0
$0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
$3
#VALUE!
$0
$0
#VALUE!
#VALUE!
$0
$0
$0
$0
$0
#VALUE!
$0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
TQMcharts
Material
Labor
0.0%
0.0%
0.0%
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
0
Awareness
Accessibility
0
0
0
0
0
0
0
0
R&D Perceptual Map as a Chart

Series
Traditional
Low End
High End
Performance
Size
Traditional Rough
Low End Rough
High End Rough
Performance Rough
Size Rough
P1
P2
P3
P4
P5
P6
P7
P8
R1
R2
R3
R4
R5
R6
R7
R8
Courier Perceptual Map
Series
Traditional
Low End
High End
Performance
Size
Traditional Rough
Low End Rough
High End Rough
Performance Rough
Size Rough
A1
A2
A3
A4
DataLabel
Traditional
Low End
High End
Performance
Size
Traditional Rough
Low End Rough
High End Rough
Performance Rough
Size Rough
Able
DataLabel
Traditional
Low End
High End
Performance
Size
Traditional Rough
Low End Rough
High End Rough
Performance Rough
Size Rough
Y
10.6
6.5
14.7
16.0
8.6
10.6
6.5
14.7
16.0
8.6
10.3
0.0
0.0
0.0
0.0
0.0
0.0
0.0
10.3
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0
0
0
0
9.4
13.5
5.3
11.4
4.0
9.4
13.5
5.3
11.4
4.0
9.9
0.0
0.0
0.0
0.0
0.0
0.0
0.0
9.9
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Y
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
A5
A6
A7
A8
B1
B2
B3
B4
B5
B6
B7
B8
C1
C2
C3
C4
C5
C6
C7
C8
D1
D2
D3
D4
D5
D6
D7
D8
E1
E2
E3
E4
E5
E6
E7
E8
F1
F2
F3
F4
F5
F6
F7
F8
Courier Segment Perceptual Map
Series
DataLabel
InnerSegment
OuterSegment
P1
P2
P3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
X
0
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
0
0
0
0
Y
10.9
10.9
12.1
11.7
12.2
9.1
9.1
7.6
8.1
8.5
P4
P5
P6
P7
P8
P9
P10
P11
P12
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
TimesOnlineGraphicScreens
Xcoord
1124 RandD
18 RandD_F
Mktg
Mktg_F
MktgX
Production
Production_F
Labor
TQM
Finance
BalanceSheet
IncomeStatement
IncomeStatement_F
CashFlow
ProformaScorecard
Ratios
DecSummary
DecSummary_F
EXCEL DEFAULTS
.StandardFont
.StandardFontSize
.DisplayFormulaBar
.TransitionNavigKeys
.EditDirectlyInCell
.CellDragAndDrop
.MoveAfterReturn
.FixedDecimal
.FixedDecimalPlaces
10.9
9.8
9.9
10.8
8.4
8.7
7.6
7.7
7
8
10.4
8.6
10.8
11.8
13.1
11
12.7
12
Ycoord
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Arial
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Button Faces
10
TRUE
FALSE
TRUE
TRUE
FALSE
FALSE
2
.Calculation
.ShowToolTips
.LargeButtons
.ColorButtons
.DisplayFullScreen
.DisplayStatusBar
.DisplayCommentIndicator
-4105
TRUE
FALSE
TRUE
FALSE
TRUE
-1
ProtectedEntrySheetsList
Logo
Mktg
MktgX
RandD
Labor
Production
Finance
TQM
BalanceSheet
IncomeStatement
CashFlow
Ratios
DecSummary
Courier1
Courier2
Courier3
Courier4
CourierSeg
Courier10
Courier12
Courier11
AnnRpt1
AnnRpt2
RandD_F
Mktg_F
DecSummary_F
Production_F
IncomeStatement_F
AnnRpt2_F
ProformaScorecard
CommandBarNames
Worksheet Menu Bar
Chart Menu Bar
WordArt
Picture
Drawing Canvas
Organization Chart
Diagram
Ink Drawing and Writing
CommandBarsFullScreenOff
CommandBarsFullScreenOn
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
Ink Annotations
Standard
Formatting
PivotTable
Chart
Reviewing
Forms
Stop Recording
External Data
Formula Auditing
Full Screen
Circular Reference
PivotChart Menu
Visual Basic
Web
Control Toolbox
Exit Design Mode
Refresh
Watch Window
PivotTable Field List
Borders
Protection
Text To Speech
List
Compare Side by Side
Workbook tabs
Cell
Column
Row
Cell
Column
Row
Ply
XLM Cell
Document
Desktop
Nondefault Drag and Drop
AutoFill
Button
Dialog
Series
Plot Area
Floor and Walls
Trendline
Chart
Format Data Series
Format Axis
Format Legend Entry
Formula Bar
PivotTable Context Menu
Query
Query Layout
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
AutoCalculate
Object/Plot
Title Bar (Charting)
Layout
Pivot Chart Popup
Phonetic Information
Auto Sum
Paste Special Dropdown
Find Format
Replace Format
List Range Popup
List Range Layout Popup
XML Range Popup
List Range Layout Popup
Nil
Filter Names
Excel Previewer
&Legacy Keyboard Support
Drawing
Shadow Settings
3-D Settings
Borders
Borders
Draw Border
Chart Type
Pattern
Font Color
Fill Color
Line Color
Drawing and Writing Pens
Annotation Pens
Drawing and Writing Pens
Annotation Pens
Order
Nudge
Align or Distribute
Rotate or Flip
Lines
Connectors
AutoShapes
Callouts
Flowchart
Block Arrows
Stars & Banners
Basic Shapes
Insert Shape
Shapes
Inactive Chart
Excel Control
Curve
Curve Node
Curve Segment
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
Pictures Context Menu

OLE Object
ActiveX Control
WordArt Context Menu
Rotate Mode
Connector
Script Anchor Popup
Canvas Popup
Organization Chart Popup
Diagram
Layout
Select
Task Pane
Property Editor
Office Clipboard
XML Source
Research
XML Document
Signatures
Document Actions
Clip Art
Selection and Visibility
Document Management
Document Updates
Mail Merge Panes
Fax Service
Meeting Workspace
Attachment Options
Accessibility Checker
Ribbon Adapter
Add Command
Built-in Menus
Clipboard
Envelope
Online Meeting
Team
CapstoneMenu
CapstoneToolbar
Status Bar
Ribbon
Courier1
Variable costs
Depreciation
SG&A
Other
Profit
Courier4
Capacity
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
TRUE
TRUE
FALSE
TRUE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
FALSE
Production
Courier10
Unit sales
Unit demand
Trad
Low
High
Pfmn
Size
AnnRpt1
Operations
Investments
Financing
Change
CourierSeg
Actual
Potential
Traditional
Low End
High End
Performance
Size
a formula or label - example Current Cash position

a formula that should NOT be copied because some element of it is unique.
reference to the StartingConditions.txt file
- something calculated by a VB routine.

Saving the workbook
Set SimulationName to "Capstone", "Foundation", or "CompXM"
Set SpecialEdition to Empty or "Harvard" (or some other special edition)
Set SpreadsheetVersion to match "xlWebQueryVersionInfo.cfm" on website
If saving to a new name (example, from Capstone_01.xls to Capstone_02.xls, set SaveFlag to 1 and save manually.
Do Ctrl-Shift-P to package workbook. This removes all SimID specifics.
entName for EXAM
CompOrPrac
Practice
FALSE
0
1
0
0
1
0
1
0
0
1
14.1%
13.0%
0
1
0
0
1
0
1
0
0
1
0
1
0
0
1
0.29
0.19
0.09
0.43
Pfmn
0.43
0.09
0.29
0.19
Size
16.5
11.05
Pfmn
8.95
3.5
Size
16
11.4
1.4
-1
26
5
1
1.1
22000
27000
5000
0.00
8.6
4
1
-1.4
26
5
1.5
1.1
16000
21000
5000
0.00
0.61
0.61
Na
Na
0
0
0
0
0.00
Na
0
0
0
0
0.00
Na
0
0
0
0
0.00
NA
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0.0
0.000
2019
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0.0
0.000
2019
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0.0
0.000
2019
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0.0
0.000
2019
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0.0
0.000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
FALSE
0
0
0
0
0
0
0
0
0
0
FALSE
0
0
0
0
0
0
0
0
0
0
FALSE
0
0
0
0
0
0
0
0
0
0
0
0
0
0
NA
0.0
0.0
0
0.00
0
0
0
NA
0.0
0.0
0
0.00
0
0
0
NA
0.0
0.0
0
0.00
0
0
0
NA
0.0
0.0
0
0.00
0
0
0
NA
0.0
0.0
0
0.00
0
0
0
0
0
0.0
FALSE
FALSE
FALSE
FALSE
0
0
0.0
FALSE
FALSE
FALSE
FALSE
0
FALSE
#VALUE!
FALSE
FALSE
FALSE
FALSE
0.00
0
0
FALSE
#VALUE!
FALSE
FALSE
NA
14.3
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.00
0.00
0.00
0.00
0.00
0.00
$0
0.00
0.00
0.00
1.00
0.00
0.00
scalingNumerator
FALSE
FALSE
#VALUE!
FALSE
FALSE
FALSE
#VALUE!
FALSE
10.500000 yearlyReduction
FALSE
FALSE
0.00
0
0
FALSE
0.00
0.00
0.00
0.00
FALSE
NA
14.3
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.00
0.00
0.00
0.00
0.00
0.00
$0
0.00
0.00
0.00
1.00
0.00
0.00
0.00
0
0
0.00
0.00
0.00
0.00
FALSE
NA
14.3
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.00
0.00
0.00
0.00
0.00
0.00
$0
0.00
0.00
0.00
1.00
0.00
0.00
0.00
0
0
0.00
0.00
0.00
0.00
0
0
0.0
FALSE
FALSE
FALSE
FALSE
0.00
0
0
0.00
0.00
0.00
0.00
0
0
0.0
FALSE
FALSE
FALSE
FALSE
0
FALSE
#VALUE!
FALSE
0
0
0.0
0.00
0.00
0.00
0.00
FALSE
NA
14.3
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.00
0.00
0.00
0.00
0.00
0.00
$0
0.00
0.00
0.00
1.00
0.00
0.00
0.030000
FALSE
NA
14.3
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.00
0.00
0.00
0.00
0.00
0.00
$0
0.00
0.00
0.00
1.00
0.00
0.00
FALSE
0.00
0.00
#VALUE!
0.00
0.00
#VALUE!
0.00
0.00
#VALUE!
0.00
0.00
#VALUE!
0.00
0.00
#VALUE!
0.00
0.00
#VALUE!
0.00
0.00
#VALUE!
0.00
0.00
#VALUE!
0.00
0.00
#VALUE!
0.00
0.00
#VALUE!
0
0
0
0.5
0.00
0
0
0
0
0
0.5
0.00
0
0
0
0
0
0.5
0.00
0
0
0
0
0
0.5
0.00
0
0
0
0
0
0.5
0.00
0
0
14.21
14.87
15.91
19.86
9.61
14.21
14.87
15.91
19.86
9.61
14.21
14.87
15.91
19.86
9.61
14.21
14.87
15.91
19.86
9.61
14.21
14.87
15.91
19.86
9.61
14.21
15.26
16.91
20.53
10.17
14.21
15.26
16.91
20.53
10.17
14.21
15.26
16.91
20.53
10.17
14.21
15.26
16.91
20.53
10.17
14.21
15.26
16.91
20.53
10.17
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
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
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
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
10.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
3.25
1.31
9.36
9.12
6.96
3.25
1.31
9.36
9.12
6.96
3.25
1.31
9.36
9.12
6.96
3.25
1.31
9.36
9.12
6.96
3.25
1.31
9.36
9.12
6.96
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
0
0
0
0
0
0
0
0
0
0
0
0
0
0
AccessFactor
0.99
0.72
0.71
0.70
0.70
0.50
0.50
0.50
0.50
0.50
0.50
1.00
1.00
0.50
0.50
0.50
0.50
0.50
0.50
1.00
1.00
0.50
0.50
0.50
0.50
0.50
0.50
1.00
1.00
0.50
0.50
0.50
0.50
0.50
0.50
1.00
1.00
0
0
0
0
0
SalesWeighted
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.00
0.00
0.00
#VALUE!
0.50
0.50
0.50
0.50
0.50
0.50
1.00
1.00
0.00
0.00
0.00
0.00
0.00
StdAccessFactor
0.99
0.72
0.71
0.70
0.70
0.00
0.00
0.00
#VALUE!
0
0
0
0
0
Mktg2AccessFactor
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.00
0.00
0.00
#VALUE!
0.00
0.00
0.00
#VALUE!
0.00
0.00
0.00
#VALUE!
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
17.03
34.15
17.92
11.84
12.52
17.03
34.15
17.92
11.84
12.52
17.03
34.15
17.92
11.84
12.52
17.03
34.15
17.92
11.84
12.52
17.03
34.15
17.92
11.84
12.52
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
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Perf
0
0
0
0
0
0
0
0
0
0
0
0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Size
0
0
0
0
0
0
0
0
0
0
0
0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
FALSE
FALSE
FALSE
FALSE
FALSE
0.00
0
0
0
0.00000
0.00
0
0
0
0.00000
0.00
0
0
0
0.00000
0.00
0
0
0
0.00000
0.00
0
0
0
0.00000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.00
#VALUE!
0
0.0%
0
0
0
0
0
0
0
0.00
#VALUE!
0.00
#VALUE!
0
0.0%
0
0
0
0
0
0
0
0
0.0%
0
0
0
0
0
0
0
0.00
#VALUE!
0
0.0%
0
0
0
0
0
0
0
0.00
#VALUE!
0
0.0%
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
1
0
0
0
0
0
1
0
0
0
0
0
1
0
0
0
0
0
1
0
0
0
0
0
IntRate
0
0
0
0
0
0
0
0
0
0
0
0
0
MktValue
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Balance
0
0
0
0
0
0
0
0
0
0
0
0
0
0
AdjFace LongTermInterest
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0
0
0
0
#VALUE!
#VALUE!
#VALUE!
ending cash
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
#VALUE!
WorkingCapital
Sales/Day
DaysOfWrkCap
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0
0
0
0
e-loan
Assets/Employee
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0
0
0
0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0
0
0
0
#VALUE!
#VALUE!
#VALUE!
0
0
0
0
#VALUE!
#VALUE!
#VALUE!
0
0
#VALUE!
New Stock Calc

=BV|RE per share
#VALUE!
+ 3|5* EPS
#VALUE!
+ 2|3* old EPS, >=0
#VALUE!
+ Avg Dividend, >=0
#VALUE!
0.1 times if eloan
MinELoanImpact
Book Value / 2
ImpactFloor
Eloan per share
Impact Temp
Impact Floor
End Price, >=1
#VALUE!
#VALUE!
#VALUE!
0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
StockOut
Pfmn
12.1
11.7
12.2
10.9
9.8
9.9
10.8
8.4
8.7
7.6
7.7
Size
7.6
8.1
8.5
8.0
10.4
8.6
10.8
11.8
13.1
11.0
12.7
Price
41.00
41.00
40.75
41.75
32.40
33.00
34.50
27.50
28.75
20.00
24.50
MTBF
22000
22000
22000
22400
20000
20000
20000
18000
18800
17000
16500
Stock Out
Pfmn Coord
5.5
Size Coord
14.5
List Price
28
MTBF
17500
0
4
0
5
0
6
0
7
0
8
YES
FALSE
FALSE
FALSE
FALSE
FALSE
NOTES:
Material Cost Savings in 2 years = $3 million
Material Cost/Year is about $40 million.
Therefore, savings per year is $1.5 million, or about 3.75%

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

Assume average 5 projects or $5M/year
Savings is $1.5 million/year, or 30% reduction in cycle time per year.
2000 100% ConcurrentEng
1000 50% QualityDep

3000 Total
Reduction Admin Costs

Assume Inv Carry and Admin total $3 million Per year
Savings is $1.5 million/year, or 50% reduction in OH.

2000 100% Benchmarking
1000 50% Vendor JIT
3000 Total
Demand Increase
Profit gain must be $1.6M/yr. Gross Margin is about 30%.

Therefore, Demand must increase about $1.6/30% = $5.3 million.
2000 100% Channel Support
1000 50% Quality Deployment
200 10% CCE/6Sigma
3200 Total
0
4
FALSE
0
5
FALSE
0
6
FALSE
0
7
FALSE
Performance
0.00
0.00
0.00
0.00
0.00
0.00
Size
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
NA
4
0
0
0
0
0
0
NA
5
0
0
0
0
0
0
NA
1
0
0
0
0
0
0
NA
2
0
0
0
0
0
0
Xmax
Ymin
Ymax
Shape
0
8
FALSE
Traditional
Low End
High End
Performance
Size
NA
0
0
0
0
0
0
0
0
0
0
0
0
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/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
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.000
0.000
0.000
0.000
0.000
0.000
#VALUE!
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
0.00
0.00
0.00
0.00
0.00
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.000
0.000
0.000
0.000
0.000
0.000
#VALUE!
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0
0
0
0
0
0
0
0
0
0
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.000
0.000
0.000
0.000
0.000
0.000
#VALUE!
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.000
0.000
0.000
0.000
0.000
0.000
#VALUE!
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.000
0.000
0.000
0.000
0.000
0.000
#VALUE!
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
17%
17%
17%
0
1.00
17%
17%
17%
0
1.00
0%
0%
0%
0
1.00
0%
0%
0%
0
1.00
Xmax
$0
$0
$0
Ymin
0
0
0
Ymax
0.0%
0.0%
0.0%
Shape
0
0
0
Pfmn
0%
0%
0%
Size
0%
0%
0%
High
2.00
4.00
2.00
FALSE
FALSE
Pfmn
1.00
4.00
2.00
FALSE
FALSE
Size
1.00
4.00
2.00
FALSE
FALSE
Total
8.00
20.00
10.00
High
$0
$0
$0
$0
$0
Pfmn
$0
$0
$0
$0
$0
Size
$0
$0
$0
$0
$0
Total (000)
$0
$0
$0
$0
$0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
High
61.2%
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Pfmn
60.6%
#VALUE!
Size
61.0%
#VALUE!
0%
0%
0%
0
1.00
0.00
0.00
0.00
0.00
NA
0.00
0.00
0.00
0.00
NA
0.00
0.00
0.00
0.00
NA
0.00
0.00
0.00
0.00
NA
0.00
0.00
0.00
0.00
NA
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
NA
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
NA
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
NA
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
NA
0
0
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
NA
0
0
NA
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
NA
0
0
0
0
0
0
#VALUE!
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
$0.00
NA
#VALUE!
#VALUE!
$0.00
NA
#VALUE!
#VALUE!
$0.00
Margin
$9.14
$6.25
$13.78
$8.83
$11.06
$0.00
$0.00
$0.00
NA
#VALUE!
#VALUE!
$0.00
NA
#VALUE!
#VALUE!
$0.00
NA
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
$0
$0
$0
#VALUE!
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
$0
$0
$0
#VALUE!
#VALUE!
#VALUE!
NA
#VALUE!
#VALUE!
$0
$0
$0
#VALUE!
#VALUE!
#VALUE!
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
NA
#VALUE!
#VALUE!
$0
$0
$0
#VALUE!
#VALUE!
#VALUE!
$0
$0
$0
#VALUE!
#VALUE!
#VALUE!
0
0
0
0
RelativeDiameter
5
5
5
5
5
8
8
8
8
8
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
RelativeDiameter
5
5
5
5
5
8
8
8
8
8
4
4
4
4
0
0
0
0
0
0
0
0
0
0
0
0
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
590
460
460
560
545
615
515
675
395
575
575
400
550
595
415
470
300
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
Cells for Border changing

AllRandDdecisions
AllRandDdecisions_F
AllMktgDecisions
AllMktgDecisions_F
AllMktgXDecisions
AllProductionDecisions
AllProductionDecisions_F
AllLaborDecisions
AllTQMDecisions
AllFinanceDecisions
g to 1 and save manually.
0
1
0
0
1
0
0
-27
$0
OldMktgMTBF
OldMktgMTBFAdjust
14000
14000
0
0
0
0
0
0
0
Total
3000
0
0
0
0
WtgAccess
rawAwareness
#VALUE!
Competitors
-20.00
-20.00
-20.00
-20.00
-20.00
-5.92
-20.00
-20.00
-20.00
-20.00
SegmentUnitDemand
16323
24277
9891
9752
8992
#VALUE!
Total
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Segment
0
0
0
0
0
#VALUE!
MktShr
0 ProductCount
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
CustomerBuyingCriteria
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
1
0
0
0.00000
WtgCustSurvey
0
0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0
0
0
0
0
46
-27
0
0
0
46
3
0
0
0
0
0
#VALUE!
#VALUE!
#VALUE!
Total
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
3
#VALUE!
0
#VALUE!
1400
#VALUE!
3000
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0
#VALUE!
0
#VALUE!
0
#VALUE!
#VALUE!
#VALUE!
0
#VALUE!
0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
rawProfits
#VALUE!
operatingProfit
$Sales
#VALUE!
SG&A%ofSales
#VALUE!
Sales/Employee
#VALUE!
#VALUE!
#VALUE!
AgeDec.31
1.4
1.4
1.4
1.6
1.1
1.2
0.8
1.8
2.7
2.1
3.1
Promo
1500
1500
1450
1350
1700
1025
1350
1450
1350
1025
1000
Sales
1150
1150
1100
1250
1100
1150
1250
1100
1250
1150
1000
Aware
1.000
0.963
0.961
0.885
0.802
0.634
0.571
1.000
0.945
0.660
0.627
Age Dec.31
3.1
Promo Budget
1009
Sales Budget
979
Customer Awareness
0.6103
Total
280
280
280
280
280
1400
100%
0
0
0
0
0
0
0
0
0
DecSurv
48
45
42
30
23
19
21
4
0
1
0
Access
0.752
0.7518
0.7617
0.6325
0.7617
0.3507
0.6325
0.7617
0.6325
0.3507
0.1306
Customer AccessDecember Customer Survey

17.9
DECISIONS
Andrews
1
ProductName
Able
NA
RetireProduct
0
0
XcoordinateRD
5.7
3
YcoordinateRD
14.3
17
MTBFrdSpec
17500
14000
Price
29
21.5
PromoBudget
1250
1200
SalesBudget
1400
1300
UnitSalesForecast
1400
2100
ProductionOrdered
1320
2200
CapacityChange
0
0
AutomationNextRound
5
6
FinanceFunction
StIssue StRetire
FinanceDecisions
1300
0
LaborNegotiation
TechWageAsmbWage
Offer1
20
0
Offer2
22
0
TQMfunction
CPI VendorJIT
TQMbudgets
0
0
MKTGPrimarySeg
1
2
MKTGPrintMedia
200
180
MKTGDirectMail
200
180
MKTGWebMedia
200
180
MKTGEmail
200
180
MKTGTradeShows
200
180
MKTGSalesPriorities
0.24
0.22
MKTGOutsideSales
11
0.2
MKTGInsideSales
27
0.2
MKTGDistributors
14
0.2
MKTGReports
0
0
FeesAndNewCapital
0
0
Capstone Rehearsal Round 2 Decisions
DECISIONS
Andrews
1
ProductName
Able
NA
RetireProduct
0
0
XcoordinateRD
6.5
3
YcoordinateRD
13.5
17
MTBFrdSpec
17500
14000
Price
28.5
21.5
PromoBudget
1475
1500
SalesBudget
1600
1475
UnitSalesForecast
1600
2100
ProductionOrdered
1800
2100
CapacityChange
0
0
AutomationNextRound
6
7
FinanceFunction
StIssue StRetire
FinanceDecisions
6000
0
LaborNegotiation
TechWageAsmbWage
Offer1
21
0
0
2000 MEDIUM
NA
NA
NA
NA
Na
0
0
0
0
0
0
0
4.5
0
0
0
0
10.1
0
0
0
0
19500
0
0
39
34.5
34.5
0
0
950
950
1000
0
0
1200
1000
1300
0
0
400
400
400
0
0
400
400
350
0
0
0
0
0
400
0
4
4
4
4
0
Dividend ShortDebt BondRetir BondIssue
AR
1
0
0
12000
30
Benefits ProfitShr AnnRaiseComplmentRecrSpend
2500
0.02
0.05 721.2428
0
2750
0.022
0.055
0
0
QIT Channels
CCEBenchMark
QFDE
0
0
0
0
0
3
4
5
0
0
160
140
140
0
0
160
140
140
0
0
160
140
140
0
0
160
140
140
0
0
160
140
140
0
0
0.2
0.17
0.17
0
0
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0
0
0
0
2
2006 C10016
NA
NA
NA
NA
Na
0
0
0
0
0
0
0
5.1
0
0
0
0
9.2
0
0
0
0
19500
0
0
0.00
0.00
34
0.00
0
0
0
1320
0
0
0
0
1500
0
0
0
0
575
0
0
600
650
675
450
0
0
40
45
0
0
4
4
4.5
4
0
AR
1.35
6000
0
6000
30
2500
0.02
0.05
814
0
Offer2
23.1
0
TQMfunction
CPI VendorJIT
TQMbudgets
0
0
MKTGPrimarySeg
1
2
MKTGPrintMedia
400
240
MKTGDirectMail
400
240
MKTGWebMedia
400
240
MKTGEmail
400
240
MKTGTradeShows
400
240
MKTGSalesPriorities
0.24
0.22
MKTGOutsideSales
18
0.2
MKTGInsideSales
43
0.2
MKTGDistributors
21
0.2
MKTGReports
0
0
FeesAndNewCapital
0
0
DECISIONS
Andrews
1
ProductName
Able
NA
RetireProduct
0
0
XcoordinateRD
7.2
3
YcoordinateRD
12.9
17
MTBFrdSpec
17500
14000
Price
28
19.99
PromoBudget
1700
1775
SalesBudget
1800
1775
UnitSalesForecast
1650
2300
ProductionOrdered
1600
2400
CapacityChange
0
0
AutomationNextRound
7
7.8
FinanceFunction
StIssue StRetire
FinanceDecisions
0
0
LaborNegotiation
TechWageAsmbWage
Offer1
21
0
Offer2
23.1
0
TQMfunction
CPI VendorJIT
TQMbudgets
0
0
MKTGPrimarySeg
1
2
MKTGPrintMedia
400
240
MKTGDirectMail
400
240
MKTGWebMedia
400
240
MKTGEmail
400
240
MKTGTradeShows
400
240
MKTGSalesPriorities
0.24
0.22
MKTGOutsideSales
18
0.2
MKTGInsideSales
43
0.2
MKTGDistributors
21
0.2
MKTGReports
0
0
FeesAndNewCapital
0
0
DECISIONS
Andrews
1
ProductName
Able
NA
RetireProduct
0
0
2750
0.022
QIT Channels
0
0
3
4
180
160
180
160
180
160
180
160
180
160
0.2
0.17
0.2
0.2
0.2
0.2
0.2
0.2
0
0
0.055
0
CCEBenchMark
0
0
5
0
160
0
160
0
160
0
160
0
160
0
0.17
0
0.2
0.2
0.2
0.2
0.2
0.2
0
0
0
QFDE
0
0
0
0
0
0
0
0
2
2006 C10016
NA
NA
NA
NA
Na
0
0
0
0
0
0
0
5.7
0
0
0
0
8.3
0
0
0
0
19500
0
0
0
0
33.5
0
0
0
0
1550
0
0
0
0
1650
0
0
0
0
600
0
0
0
0
615
0
0
0
0
45
0
0
0
0
5
0
0
AR
2.1
0
0
4500
30
2500
0.02
0.05
814
0
2750
0.022
0.055
0
0
QIT Channels
CCEBenchMark
QFDE
0
0
0
0
0
3
4
5
0
0
180
160
160
0
0
180
160
160
0
0
180
160
160
0
0
180
160
160
0
0
180
160
160
0
0
0.2
0.17
0.17
0
0
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0
0
0
0
2
NA
0
2006 C10016
NA
NA
0
0
NA
0
Na
0
XcoordinateRD
YcoordinateRD
MTBFrdSpec
Price
PromoBudget
SalesBudget
UnitSalesForecast
ProductionOrdered
CapacityChange
AutomationNextRound
FinanceFunction
FinanceDecisions
LaborNegotiation
Offer1
Offer2
TQMfunction
TQMbudgets
MKTGPrimarySeg
MKTGPrintMedia
MKTGDirectMail
MKTGWebMedia
MKTGEmail
MKTGTradeShows
MKTGSalesPriorities
MKTGOutsideSales
MKTGInsideSales
MKTGDistributors
MKTGReports
FeesAndNewCapital
7.8
4.3
12.1
15.7
17500
14000
27.5
19.5
1900
1935
2000
1950
1900
2500
2050
2675
50
230
7
7.8
StIssue StRetire
0
0
TechWageAsmbWage
21
0
23.1
0
CPI VendorJIT
0
0
1
2
400
240
400
240
400
240
400
240
400
240
0.24
0.22
18
0.2
43
0.2
21
0.2
0
0
0
0
Foundation Rehearsal Round 1 Decisions

DECISIONS
Andrews
1
ProductName
Able
NA
RetireProduct
0
0
XcoordinateRD
10.3
0
YcoordinateRD
9.9
0
MTBFrdSpec
14000
0
Price
35
0
PromoBudget
1200
0
SalesBudget
1300
0
UnitSalesForecast
1300
0
ProductionOrdered
1326
0
CapacityChange
0
300
AutomationNextRound
4
3
FinanceFunction
StIssue StRetire
FinanceDecisions
$2,000
0
LaborNegotiation
TechWageAsmbWage
Offer1
20
0
0
0
6.3
0
0
0
0
7.2
0
0
0
0
19500
0
0
0
0
33
0
0
0
0
1775
0
0
0
0
1850
0
0
0
0
800
0
0
0
0
930
0
0
0
0
125
0
0
0
0
5
0
0
AR
0
0
0
0
60
2500
0.02
0.05
814
0
2750
0.022
0.055
0
0
QIT Channels
CCEBenchMark
QFDE
0
0
0
0
0
3
4
5
0
0
180
160
160
0
0
180
160
160
0
0
180
160
160
0
0
180
160
160
0
0
180
160
160
0
0
0.2
0.17
0.17
0
0
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0
0
0
0
0
2000 MEDIUM
Na
Na
Na
NA
NA
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
AR
0.75
1000
0
$4,000
30
2500
0.02
0
250
0
Offer2
22
0
TQMfunction
CPI VendorJIT
TQMbudgets
0
0
MKTGPrimarySeg
0
0
MKTGPrintMedia
200
0
MKTGDirectMail
200
0
MKTGWebMedia
200
0
MKTGEmail
200
0
MKTGTradeShows
200
0
MKTGSalesPriorities
0
0
MKTGOutsideSales
2
0.2
MKTGInsideSales
6
0.2
MKTGDistributors
3
0.2
MKTGReports
0
0
FeesAndNewCapital
0
0
DECISIONS
Andrews
1
ProductName
Able
NA
RetireProduct
0
0
XcoordinateRD
10.3
0
YcoordinateRD
9.9
0
MTBFrdSpec
14000
0
Price
24.00
0.00
PromoBudget
1400
0
SalesBudget
3000
0
UnitSalesForecast
0
0
ProductionOrdered
1600
300
CapacityChange
100
100
AutomationNextRound
5
4
FinanceFunction
StIssue StRetire
FinanceDecisions
$3,000
0
LaborNegotiation
TechWageAsmbWage
Offer1
20
0
Offer2
22
0
TQMfunction
CPI VendorJIT
TQMbudgets
0
0
MKTGPrimarySeg
2
0
MKTGPrintMedia
300
0
MKTGDirectMail
300
0
MKTGWebMedia
300
0
MKTGEmail
300
0
MKTGTradeShows
300
0
MKTGSalesPriorities
0
0
MKTGOutsideSales
4
0.2
MKTGInsideSales
10
0.2
MKTGDistributors
5
0.2
MKTGReports
0
0
FeesAndNewCapital
0
0
DECISIONS
Andrews
1
ProductName
Able
NA
RetireProduct
0
0
2750
0.022
QIT Channels
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0.2
0.2
0.2
0.2
0.2
0.2
0
0
0
0
CCEBenchMark
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0.2
0.2
0.2
0.2
0.2
0.2
0
0
0
QFDE
0
0
0
0
0
0
0
0
2
2006 C10016
NA
NA
NA
NA
NA
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
AR
0.75
3000
0
$3,500
30
2500
0.02
0
257
0
2750
0.022
0
0
0
QIT Channels
CCEBenchMark
QFDE
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0
0
0
0
3
NA
0
2006 C10016
NA
NA
0
0
NA
0
NA
0
XcoordinateRD
10.3
0
YcoordinateRD
9.9
0
MTBFrdSpec
14000
0
Price
24.00
0.00
PromoBudget
1400
0
SalesBudget
3000
0
UnitSalesForecast
0
0
ProductionOrdered
2200
0
CapacityChange
0
0
AutomationNextRound
10
0
FinanceFunction
StIssue StRetire
FinanceDecisions
$3,000
0
LaborNegotiation
TechWageAsmbWage
Offer1
20
0
Offer2
22
0
TQMfunction
CPI VendorJIT
TQMbudgets
0
0
MKTGPrimarySeg
2
0
MKTGPrintMedia
300
0
MKTGDirectMail
300
0
MKTGWebMedia
300
0
MKTGEmail
300
0
MKTGTradeShows
300
0
MKTGSalesPriorities
0
0
MKTGOutsideSales
4
0.2
MKTGInsideSales
10
0.2
MKTGDistributors
5
0.2
MKTGReports
0
0
FeesAndNewCapital
0
0
DECISIONS
Andrews
1
ProductName
Able
NA
RetireProduct
0
0
XcoordinateRD
10
0
YcoordinateRD
10
0
MTBFrdSpec
14,000
0
Price
24
0
PromoBudget
1,400
0
SalesBudget
3,000
0
UnitSalesForecast
0
0
ProductionOrdered
2,200
0
CapacityChange
0
0
AutomationNextRound
10
0
FinanceFunction
StIssue StRetire
FinanceDecisions
0
0
LaborNegotiation
TechWageAsmbWage
Offer1
20
0
Offer2
22
0
TQMfunction
CPI VendorJIT
TQMbudgets
0
0
MKTGPrimarySeg
2
0
MKTGPrintMedia
300
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
AR
0.85
0
0
$3,000
30
2500
0.02
0
257
0
2750
0.022
0
0
0
QIT Channels
CCEBenchMark
QFDE
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0
0
0
0
4
2006 C10016
NA
NA
NA
NA
NA
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
AR
0
0
0
0
60
2500
0.02
0
257
0
2750
0.022
0
0
0
QIT Channels
CCEBenchMark
QFDE
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
MKTGDirectMail
MKTGWebMedia
MKTGEmail
MKTGTradeShows
MKTGSalesPriorities
MKTGOutsideSales
MKTGInsideSales
MKTGDistributors
MKTGReports
FeesAndNewCapital
300
300
300
300
0
4
10
5
0
0
0
0
0
0
0
0.2
0.2
0.2
0
0
0
0
0
0
0
0.2
0.2
0.2
0
0
0
0
0
0
0.2
0.2
0.2
0
0
0
0
0
0
0.2
0.2
0.2
0
0
0
0
0
0
0.2
0.2
0.2
0
0
0
0
0
0
Na
0
0
0
0
0
0
0
0
0
0
0
AP
30
TrainHrs
0
0
CCE6sigma UNEPGreen GEMISustain
0
0
0
0
0
0
0
0
0
0
Na
0
0
0
0
0
0
0
0
0
0
0
AP
30
TrainHrs
0
We handle tutorial decisions as follows:

1. At startup, the latest tutorial decisions are retrieved from the
2. The student modifies them. This puts the student's decisions
3. The student could also mess with "teammate" decisions. The
4. The Tutorial decisions at left are constructed at Design Time
Yellow areas are decisions being made
Blue areas are decisions by Tutorial "te
5. At Save, the decisions at left are copied to DecisionsIncomin
6. The student is then given an option to continue working on th
ProductName
RetireProduct
XcoordinateRD
YcoordinateRD
MTBFrdSpec
Price
PromoBudget
SalesBudget
UnitSalesForecast
ProductionOrdered
CapacityChange
AutomationNextRound
FinanceFunction
FinanceDecisions
LaborNegotiation
Offer1
Offer2
TQMfunction
TQMbudgets
MKTGPrimarySeg
MKTGPrintMedia
MKTGDirectMail
MKTGWebMedia
MKTGEmail
MKTGTradeShows
MKTGSalesPriorities
MKTGOutsideSales
MKTGInsideSales
MKTGDistributors
MKTGReports
FeesAndNewCapital
RandD!C4
RandD!D4
RandD!E4
RandD!F4
Mktg!C4
Mktg!D4
Mktg!E4
Mktg!G4
Production!C6
Production!C16
Production!C18
Finance!C11
Labor!J6
TQM!D5
0
0
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
60
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
30
TrainHrs
0
ProductName
RetireProduct
XcoordinateRD
YcoordinateRD
MTBFrdSpec
Price
PromoBudget
SalesBudget
UnitSalesForecast
ProductionOrdered
CapacityChange
AutomationNextRound
RandD_F!C4
RandD_F!D4
RandD_F!E4
RandD_F!F4
Mktg_F!C4
Mktg_F!D4
Mktg_F!E4
Mktg_F!G4
Production_F!C6
Production_F!C16
Production_F!C18
0
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
FinanceFunction
FinanceDecisions
LaborNegotiation
Offer1
Offer2
TQMfunction
TQMbudgets
MKTGPrimarySeg
MKTGPrintMedia
MKTGDirectMail
MKTGWebMedia
MKTGEmail
MKTGTradeShows
MKTGSalesPriorities
MKTGOutsideSales
MKTGInsideSales
MKTGDistributors
MKTGReports
FeesAndNewCapital
Finance!C11
TQM!D5
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
60
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.
s are decisions by Tutorial "teammates" created by the designer. Some are constants. Some are formulas.
e copied to DecisionsIncoming, then posted into the worksheets. Much like an UndoToLastSave. Then Saved.
tion to continue working on this round or advance.
RandD!C5
RandD!C6
RandD!C7
RandD!C8
RandD!D5
RandD!E5
RandD!F5
Mktg!C5
Mktg!D5
Mktg!E5
Mktg!G5
Production!D6
Production!D16
Production!D18
RandD!D6
RandD!E6
RandD!F6
Mktg!C6
Mktg!D6
Mktg!E6
Mktg!G6
Production!E6
Production!E16
Production!E18
RandD!D7
RandD!E7
RandD!F7
Mktg!C7
Mktg!D7
Mktg!E7
Mktg!G7
Production!F6
Production!F16
Production!F18
RandD!D8
RandD!E8
RandD!F8
Mktg!C8
Mktg!D8
Mktg!E8
Mktg!G8
Production!G6
Production!G16
Production!G18
Finance!C13
Finance!C14
Finance!C18
Finance!J17
Labor!J7
Labor!J8
Labor!J9
TQM!D6
TQM!D7
TQM!D8
TQM!D9
ARRange
NewAR
APRange
ProdAP
MktgAR
NewAP
MktgAP
RandD_F!C5
RandD_F!C6
RandD_F!C7
RandD_F!C8
RandD_F!D5
RandD_F!E5
RandD_F!F5
Mktg_F!C5
Mktg_F!D5
Mktg_F!E5
Mktg_F!G5
Production_F!D6
Production_F!D16
Production_F!D18
RandD_F!D6
RandD_F!E6
RandD_F!F6
Mktg_F!C6
Mktg_F!D6
Mktg_F!E6
Mktg_F!G6
Production_F!E6
Production_F!E16
Production_F!E18
RandD_F!D7
RandD_F!E7
RandD_F!F7
Mktg_F!C7
Mktg_F!D7
Mktg_F!E7
Mktg_F!G7
Production_F!F6
Production_F!F16
Production_F!F18
RandD_F!D8
RandD_F!E8
RandD_F!F8
Mktg_F!C8
Mktg_F!D8
Mktg_F!E8
Mktg_F!G8
Production_F!G6
Production_F!G16
Production_F!G18
Finance!C13
Finance!C14
Finance!C18
Finance!J17
TQM!D6
TQM!D7
TQM!D8
TQM!D9
ARRange
NewAR
Mktg_FAR
APRange
Prod_FAP
NewAP
Mktg_FAP
ve. Then Saved.
RandD!C9
RandD!C10
RandD!C11
RandD!D9
RandD!E9
RandD!F9
Mktg!C9
Mktg!D9
Mktg!E9
Mktg!G9
Production!H6
Production!H16
Production!H18
RandD!D10
RandD!E10
RandD!F10
Mktg!C10
Mktg!D10
Mktg!E10
Mktg!G10
Production!I6
Production!I16
Production!I18
RandD!D11
RandD!E11
RandD!F11
Mktg!C11
Mktg!D11
Mktg!E11
Mktg!G11
Production!J6
Production!J16
Production!J18
Finance!J18
ARRange
APRange
NewComplement
NewRecruitSpend
NewTrainHours
TQM!D13
TQM!D14
TQM!D15
TQM!D10
Finance!J18
AR_FRange
AP_FRange
NewComplement_F
NewRecruitSpend_F
NewTrainHours_F
TQM!D13
TQM!D14
TQM!D15
TQM!D10
TQM!D16
TQM!D16
TranslatedEntry
ChngDate
Be sure to log in at
https://ww2.capsim.com to
view your Comp-XM exam
status and final Board
Query.
There are no more rounds in
this simulation; no further
company decisions can be
made. The menu can be
used to review simulation
results.
Save Decisions?
Would you like to save your
decisions before exiting?
Yes
No
There is a labor negotiation
this round!
Your labor contract will
expire this year. Please
remember to give your
negotiators a bargaining
position.
OK
TQM Initiatives are not
available.
TQM Initiatives are not
available this year. Please
ignore this worksheet.
Warning!
'Undo to Official Decisions' 8/3/2009
replaces all the decisions in
your workbook with your
teams current Official
Decisions. All of your work
since that point will be lost.
Undo to Official Decisions
Cancel
'Undo to Draft' replaces all
the decisions in your
workbook with your most
recent save to Draft. All of
your work since that point
will be lost.
Undo to Last Saved Draft
Website not found!
A test query to the Capsim
website failed! Possible
causes include:
ChngDate
5/14/2010
8/3/2009
5/14/2010
8/3/2009
5/14/2010
8/3/2009
5/14/2010
ChngDate
1. No connection to the
Internet (most likely cause)
a. Confirm the problem by
connecting to the website
with a browser.
b. Check cables. On
wireless connection, check
switches.
c. If still not working, contact
your local technical support
people
2. A firewall is blocking your
access to the Internet or
Capsim website
a. Confirm browser works
and connects to Internet.
b. Close workbook, Reopen
Excel without a workbook.
c. In Excel menu, click Data
| Import External Data | New
Web Query
d. Navigate to any website.
Click any yellow arrow
pointing to a table.
e. If no firewall, the
workbook will import the
table. If query fails, contact
your local technical support
people.
3. Excel is blocked from
accessing the Internet
a. Use the same steps as for
firewall.
b. If Excel cannot do the
web query, reinstall Excel.
Since CompXM requires
an open connection to the
Internet, please correct the
problem, then restart the
workbook.
This Capstone Workbook is
out of date. It's version
number is 2009v22. The
latest version on the website
is version
. We recommend that you
close this workbook and
download a replacement.
your company's annual net
profits divided by sales.

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
Customer Buying Criteria
Wtg Avg Cust Survey Score
Customer Awareness
Customer Accessibility
Product Count
SG&A expense
Market Share
Employee Turnover Rate
Employee Productivity
Sales/Employee
Assets/Employee
Profits/Employee
TQM Material Reduction
TQM Labor Reduction
TQM R&D Reduction
TQM Admin Cost Reduction
TQM Demand Increase
Score for Round
Recap Score
RECAPITULATION
INTERIM RESULTS
RECAPITULATION
PROJECTED RESULTS
Recap criteria evaluate your

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

the Office Assistance on
Excel 97 systems, we have
disabled the Coach, the
coach tutorials, and the
rehearsal simulation. All
other features in the
workbook are available. If
you wish to use the disabled
features, please use your
Office 97 Setup program to
install the Office Assistant.
If you would like to use the
Office Assistant, please
install it with Microsoft Office
Setup.
No Office Assistant available
The Office Assistant is not
available on this computer.
On Excel 97 systems, the
Coaching system requires
the Assistant to function.
Although the Coach has
been disabled, and with it
the workbook tutorials and
Rehearsal Simulation
tutorials, all other features in
the workbook will operate. If
you would like to use the
Coach on this computer,
please use the Office 97 CD
to install the Assistant.
The standard Coach
interface will be used
instead. If you would like to
use the Office Assistant on
this computer, please use
the Office CD to install the
Assistant.
No Office Assistant found
You can not save decisions
without at least one unit of
production (After
Adjustment) for the year.
This requires one or more
units of scheduled
production, capacity, and
labor complement.
You have two options:
Button 1: Continue making

decisions for this round. If
you continue working on the
current round be sure to
finalize your decisions prior
to the deadline.
Button 2: Finalize your
teams decisions for this
round. Once you finalize
your decisions you will no
longer be able to make
changes to them. You must
commit to a Final Official
Decision before the deadline
otherwise you will
automatically be disqualified
from the Challenge and not
allowed to continue.
Continue working on Round
Finalize my decisions for
Round
Is this your Final Answer?
You will no longer be able to
make changes to your
decisions for Round
Your decisions have been
uploaded.
Saved By:
Decisions For:
Time Stamp:
UPLOAD FAILED!
Excel has encountered a
problem during the upload.
We recommend that you try
to save your decisions to a
local disk file, then try
uploading them manually.
Save Decisions
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
www.capsim.com and
download a new
spreadsheet.
The Coach
Marketing
Production
HR Labor Negotiations
Finance
TQM Initiative
Balance Sheet
Income Statement
Cash Flow Statement
Financial Ratios
Save decisions
Online Resources
Print sheet
Print all proformas
Exit Foundation
Exit Capstone
Foundation Menu:
Capstone Menu:
CompXM Menu:
Office Assistant
File
Save Decisions
Restart Rehearsal
Exit Foundation
Exit Capstone
Exit CompXM
View
Full Screen
Normal
Undo
Undo to Draft
Undo to Official Decisions
Decisions
R&&D
Marketing
Pricing && Forecasting
Promotion && Sales
Traditional Report
Low End Report
High End Report
Performance Report
Size Report
Print All Marketing Reports
Production
Human Resources
Decision Summary
Proformas
Balance Sheet
Income Statement
Cash Flow
Ratios
Balanced Scorecard
Front Page
Stock && Bond market
Financial Statements
Production Analysis
Low Tech Segment
High Tech Segment
Market Share
Perceptual Map
HR/TQM report
Balance Sheet && Cash
Flow
Income Statement
Print Courier
Thrift segment
Core segment
Nano segment
Elite segment
Market Share
Perceptual Map
Print Annual Reports
All Annual Reports
Traditional marketing report
Low End marketing report
High End marketing report
Size marketing report
Performance marketing
report
Online Help
Manager Guide
Support
Exam dashboard
Challenge dashboard
Company dashboard
Official Decision audit
Official Balanced Scorecard
Foundation FastTrack
Audit
Capstone Courier Audit
Strategy
Success Measures
Email
Peer Evaluations
About Capstone
About Foundation
Connection Failure
Our apologies, but this
application is offline for
maintenance. Please try
again later.
Additional diagnostics. The
request returned the
following message:
Visual Basic Error #
Generated by
Description
Trouble linking to the
website
Marketing report not

available.
Sorry, this report was not
ordered last year.
No active courses available.
Sorry, we could not find an
active simulation for you.
Since we have no decisions,
we cannot open the
workbook.
If you have not yet launched
your course, please return to
the website and launch a
course. If you would like to
use an inactive simulation,
please reactivate the course
and try again.
OK
You have not yet started
your simulation. The exam
assumes you are familiar
with the simulation. Please
log in at
https://ww2.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://ww2.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
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
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
Change current debt
Net cash flow
Cash flow summary
Cash flow from Financial
actions
ROS
Asset Turnover
Leverage
ROE
Percent of Sales
Market Share
Closing Stock Price
Capacity vs. Production
Accessibility
Market Share Actual versus
potential
Actual
Potential
Industry Unit Sales vs
demand
Unit sales
Unit demand
Market segment shares
Cash flow summary
Contribution margins
Profit
Market share
ROE
ROS
ROA
Asset Turnover
Performance
Traditional
Size
Low End
High End
Segment
December
Back
Next
Close
DONE
Trad
Low
High
Pfmn
Size
Capacity
Other
Operations
Investments
Financing
Change
Round
Page
Help
Continue
This Excel workbook cannot
run directly from the website.
Please download the
workbook to your computer.
After downloading use Excel
to open the workbook on
your local computer.
Promo Budget
Sales Budget
Practice Round
Competition Round
Price
Age
Ideal Position
Reliability
Ideal Age =
MTBF
You have already restarted

your rehearsal within the last
24 hours. You can restart
your rehearsal again in 0
hour(s).
less than one
Your exam has not yet
started therefore you can not
begin making decisions.
You can, however, still print
out your industry reports.
Other options have been
disabled.
Thrift
Core
Nano
Elite
Low
High
Low Tech
High Tech
Official decisions have been
uploaded since you started
your current Draft. Do you
want to load your Draft
anyway?
Draft may be out of date!
You have not set saved
information to your Draft to
be retrieved!
Draft Unavailable
'Undo to Start of Round'
replaces all the decisions in
your workbook with the
decisions available when
you started the current
round. All of your work
since that point will be lost.
Undo to Start of Round
Save Draft
Update Official Decisions
Save to a file
Rehearsal
0
The Rehearsal tutorial is
now completed online, your
web browser should open
shortly and take you to the
Rehearsal tutorial.
Redirecting to Rehearsal
8/3/2009
8/3/2009
9/6/2012
9/6/2012
5/14/2010
5/14/2010
Reports
Courier
FastTrack
Inquirer
Annual Reports
Industry Conditions Report
CompXMLite Menu:
Ethics
Ethics Report
CompXM Basix Round
Under the rules, you cannot
have a product line with less
than 200 units of Capacity.
The remainder of capacity
for this product line will be
sold off. If you do not wish
to sell off this product line
you need 200 or more units
of capacity.
Too little capacity
!!!PENDING!!!
!!!PENDING!!!
!!!PENDING!!!
!!!PENDING!!!
!!!PENDING!!!
!!!PENDING!!!
!!!PENDING!!!
Subtotal
9/6/2012
9/6/2012
9/6/2012
9/6/2012
9/6/2012
9/6/2012
9/6/2012
9/6/2012
9/6/2012
9/6/2012
9/6/2012
9/6/2012
9/6/2012
9/6/2012
9/6/2012
9/6/2012
9/6/2012
9/6/2012
9/6/2012
9/6/2012
Translated
Warning: This computer product is
protected by copyright law.
Unauthorized use, reproduction or
distribution of this program, or any
portion of, may result in severe civil
and criminal penalties, and will be
prosecuted to the maximum extent
possible under the law. All rights
reserved.
Spreadsheet version
The Coach
CompXM Schedule
Reports available after:
Decisions and Quiz available after:
Deadline for the decisions and
quiz:
Present time on server:
All times are Eastern Standard
Time. The official timekeeper is
the server.
Workbook is out of date
Continue anyway
Close workbook and exit
Choose a Simulation ID
Simulation ID
Company Name
Choose a Team
Save Decisions
Where would you like to save your
decisions?
Save to Official Decisions
To a backup file on my computer
Help
Advance to Next Round?
Choose Decisions
Please make a selection
Select a product to upload
OR select a functional area to
upload
OR select all decisions for upload
Research and Development
Marketing (Pricing, Promo & Sales
Budgets, Your Sales Forecast)
Production
Finance (includes Accounts
Receivable/Accounts Payable)
Human Resources
Total Quality Management(TQM)

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

disappear in a
moment
If you continue to see this message 1/22/2009
you need to enable content from
Capsim Management Simulations,
Inc.
1/22/2009
1. Locate the "Security Warning"
above the formula bar.
2. Click on the "Options" button.
When the Security window opens
select "Enable this content."
3. After logging in remember to
click the Add-Ins tab to see the
simulation menus.
5/14/2010

9/11/2009
We apologize but Microsoft has
removed the ability to run 3rd party
content from Excel 2008 for Mac.
Please use the Web Spreadsheet
version, available from website's
Downloads area.
Other Office/Excel versions:
1/22/2009
1. Exit Excel.
2. Open this workbook again.
Excel will display a warning
message that says the workbook
contains macros.
3. Click the Enable Macros button.
Depending on your security
settings, you may have to check a
box that says, "Always trust macros
from this source" before you can
click the Enable button.
5/14/2010
Thank you, and good luck in the

simulation!
Back
Next
Close
DONE
Language
Portuguese
Page
OK
Cancel
About the simulation
Copyright 1986-2011
5/14/2010
5/14/2010
Save
After selecting which decisions to
save push the Save button below,
your decisions will be saved to the
website. You can continue working
now or come back later.
If you check the box below to let
your instructor know your decisions
are ready you can change your
mind and Save again up to the
Round deadline.
All decisions are ready. (Optional)
Your instructor will see your
decisions are ready.
Your instructor will see your
decisions are in progress.
Sorry, but your User Name and
Password were not recognized by
the web site. Please try again.
User Validation Failed
Draft Selection
Start working on Round 1
Start new Draft based on updated
Official Decisions
Your Draft last saved Null
Continue Draft Decisions
Official Decisions not yet uploaded
Your Draft may be out of date
because Official Decisions were
updated after you began your
Draft.
7/28/2011
As you work through your

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

when the workbook
opens.
Logo
Buttons
Cancel
TLIST_1
Top slide in Tutorial List Logo
NA
Cancel
MRD_1
Menu R&D
Buttons
Cancel
MRD_2
http://www.capsim.com/p
ermanent_links/capston
elinks.cfm?loc=xlsRD
RandD
MMKTG_1
Menu Mktg
MMKTG_2
elinks.cfm?loc=xlsMarke
ting
Mktg
MPROD_1
MPROD_2
RandD
Mktg
Menu Production
Production
elinks.cfm?loc=xlsProdu
ction
Production
NextCancel
Buttons
Cancel
NextCancel
Buttons
Cancel
NextCancel
MFIN_1
Menu Finance
MFIN_2
elinks.cfm?loc=xlsFinan
ce
Finance
MFIN_3
Finance
NA
Cancel
Labor
Buttons
Cancel
Finance
Buttons
Cancel
BackCancel
MHR_1
Menu HR
MHR_2
elinks.cfm?loc=xlsHR
Labor
NextCancel
MHR_3
elinks.cfm?loc=xlsLabor Labor
NextCancel
MTQM_1
Manu TQM
MTQM_2
elinks.cfm?loc=xlsTQM TQM
TQM
Buttons
Cancel
NextCancel
MAMK_2
Menu Advanced
Marketing
MktgX
elinks.cfm?loc=xlsAdvan
cedMarketing
MktgX
CONSTR
Under Construction
Logo
Buttons
Cancel
ERROR_1
In maintenance
Logo
NA
Cancel
LOST
Cannot find next slide
NA
BackClose
MAMK_1
Buttons
Cancel
NextCancel
HRD_1
Launch How to R&D
RandD
NA
BackNextClose
HRD_2
RandD
Bullets
BackNextClose
HRD_3
RandD
NA
BackNextClose
HRD_4
RandD
NA
BackNextClose
HRD_5
RandD
Bullets
BackNextClose
HRD_6
RandD
Bullets
BackNextClose
HRD_6a
RandD
Bullets
BackNextClose
HRD_7
RandD
NA
BackNextClose
HRD_7a
RandD
NA
BackNextClose
HRD_8
RandD
NA
BackNextClose
HRD_9
RandD
NA
BackNextClose
HRD_10
RandD
Bullets
BackNextClose
HRD_11
RandD
Bullets
BackNextClose
HRD_11
RandD
NA
BackNextClose
HRD_12a
RandD
Bullets
BackNextClose
HRD_12
RandD
NA
BackNextClose
HRD_13a
RandD
NA
BackNextClose
HRD_13b
RandD
Bullets
BackNextClose
HRD_13
RandD
NA
BackNextClose
HRD_14a
RandD
NA
BackNextClose
HRD_14
RandD
NA
BackNextClose
HRD_15
RandD
NA
BackNextClose
HRD_16
RandD
NA
BackNextClose
HRD_17
RandD
NA
BackNextClose
HRD_18
RandD
NA
BackNextClose
HRD_19
RandD
Bullets
BackNextClose
HRD_20a
RandD
Bullets
BackNextClose
HRD_20
RandD
NA
BackNextClose
HRD_21
RandD
Bullets
BackNextClose
HRD_22
RandD
Bullets
BackNextClose
RandD
NA
BackClose
MUFIN_1
IncomeStatement
NA
NextClose
UFIN_2
IncomeStatement
NA
BackNextClose
UFIN_3
IncomeStatement
NA
BackNextClose
UFIN_4
IncomeStatement
NA
BackNextClose
HRD_23a
TutorialSim Exit
UFIN_5
IncomeStatement
NA
BackNextClose
UFIN_6
IncomeStatement
NA
BackNextClose
UFIN_7
IncomeStatement
NA
BackNextClose
UFIN_8
IncomeStatement
NA
BackNextClose
UFIN_9
IncomeStatement
NA
BackNextClose
UFIN_10
IncomeStatement
NA
BackNextClose
UFIN_11
IncomeStatement
NA
BackNextClose
UFIN_12
IncomeStatement
NA
BackNextClose
UFIN_13
IncomeStatement
NA
BackNextClose
UFIN_14
IncomeStatement
NA
BackNextClose
UFIN_15
IncomeStatement
NA
BackNextClose
UFIN_16
CashFlow
NA
BackNextClose
UFIN_17
CashFlow
NA
BackNextClose
UFIN_18
CashFlow
NA
BackNextClose
UFIN_19
CashFlow
NA
BackNextClose
UFIN_20
BalanceSheet NA
BackNextClose
UFIN_21
BalanceSheet NA
BackNextClose
UFIN_22
BalanceSheet NA
BackNextClose
UFIN_23
BalanceSheet NA
BackClose
Labor
NA
BackNextClose
HHR_2
Labor
Bullets
BackNextClose
HHR_3
Labor
NA
BackNextClose
HHR_1
Launch How to HR
HHR_4
Production
Bullets
BackNextClose
HHR_5
Production
NA
BackNextClose
HHR_6
Production
NA
BackNextClose
HHR_7
Production
NA
BackNextClose
HHR_8
Production
NA
BackNextClose
HHR_9
Labor
NA
BackNextClose
HHR_10
Labor
NA
BackNextClose
HHR_11
Labor
NA
BackNextClose
HHR_12
Labor
NA
BackNextClose
HHR_13
Labor
Bullets
BackNextClose
HHR_14
Production
Buttons
BackClose
HLAB_1
Launch How to Labor Labor
NA
BackNextClose
HLAB_2
Labor
NA
BackNextClose
HLAB_3
Labor
NA
BackNextClose
HLAB_4
Labor
NA
BackNextClose
HLAB_5
Labor
Bullets
BackNextClose
HLAB_6
Labor
NA
BackNextClose
HLAB_7
Labor
Buttons
None
HLAB_7a
Labor
NA
BackNextClose
HLAB_7b
Labor
NA
BackNextClose
HLAB_7c
Labor
NA
BackNextClose
HLAB_8
Labor
NA
BackNextClose
HLAB_9
Labor
Bullets
BackNextClose
HLAB_10
Labor
Bullets
BackNextClose
HLAB_11
Labor
Bullets
BackNextClose
HLAB_12
Labor
Bullets
BackNextClose
HLAB_13
Labor
Buttons
BackClose
HMKTG_1
Launch How to Mktg
Mktg
Bullets
BackNextClose
HMKTG_2
Capstone Slide
Mktg
NA
BackNextClose
HMKTG_2a
Foundation Slide
Mktg
NA
BackNextClose
HMKTG_3
Mktg
Bullets
BackNextClose
HMKTG_3a
Mktg
Bullets
BackNextClose
HMKTG_4
Mktg
Bullets
BackNextClose
HMKTG_5
Mktg
NA
BackNextClose
HMKTG_6
Mktg
NA
BackNextClose
HMKTG_6a
Mktg
NA
BackNextClose
HMKTG_7
Mktg
NA
BackClose
HMKTG_7a
Mktg
NA
BackClose
HMKTG_8
Mktg
NA
BackNextClose
HMKTG_9
Mktg
NA
BackNextClose
HMKTG_10
Mktg
NA
BackNextClose
HMKTG_10a
Mktg
NA
BackNextClose
HMKTG_11
Mktg
NA
BackNextClose
HMKTG_12
Mktg
Bullets
BackNextClose
HMKTG_13
Mktg
NA
BackNextClose
HMKTG_14
Mktg
Bullets
BackNextClose
HMKTG_15
Mktg
NA
BackNextClose
HMKTG_15a
Mktg
HMKTG_16
Mktg
NA
BackNextClose
HMKTG_17
Mktg
NA
BackNextClose
BackNextClose
HMKTG_18
Mktg
NA
BackNextClose
HMKTG_18a
Mktg
NA
BackNextClose
HMKTG_19
Mktg
Bullets
BackNextClose
HMKTG_20
Mktg
NA
BackNextClose
HMKTG_21
Mktg
NA
BackNextClose
Finance
NA
BackNextClose
Finance
NA
BackNextClose
HFIN_1
HFIN_2
Launch How to
Finance
HFIN_3
Finance
Bullets
BackNextClose
HFIN_4
Finance
NA
BackNextClose
HFIN_5
Finance
NA
BackNextClose
HFIN_6
Finance
NA
BackNextClose
HFIN_7
Finance
NA
BackNextClose
HFIN_8
Finance
NA
BackNextClose
HFIN_9
Finance
NA
BackNextClose
HFIN_10
Finance
NA
BackNextClose
HFIN_10Low
Finance
NA
BackNextClose
HFIN_10High
Finance
NA
BackNextClose
HFIN_11
Finance
NA
BackNextClose
HFIN_12
Finance
NA
BackNextClose
MktgX
NA
BackNextClose
HAMK_2
MktgX
NA
BackNextClose
HAMK_3
MktgX
NA
BackNextClose
HAMK_4
MktgX
NA
BackNextClose
HAMK_5
MktgX
Bullets
BackNextClose
HAMK_6
MktgX
NA
BackNextClose
HAMK_7
MktgX
NA
BackNextClose
HAMK_8
MktgX
Buttons
None
HAMK_1
Launch Adv. Mktg
HAMK_9
MktgX
NA
BackClose
HAMK_10
MktgX
NA
BackClose
HAMK_11
MktgX
NA
BackNextClose
HAMK_12
MktgX
Buttons
None
HAMK_13
MktgX
NA
BackClose
HAMK_14
MktgX
NA
BackNextClose
HAMK_15
MktgX
NA
BackClose
HAMK_16
MktgX
NA
BackNextClose
HAMK_17
MktgX
NA
BackNextClose
HAMK_18
MktgX
NA
BackNextClose
HAMK_19
MktgX
NA
BackNextClose
HAMK_20
MktgX
Bullets
BackNextClose
HAMK_21
MktgX
NA
BackNextClose
HAMK_22
MktgX
NA
BackNextClose
HAMK_23
MktgX
NA
BackNextClose
HAMK_24
MktgX
NA
BackNextClose
HAMK_25
MktgX
NA
BackNextClose
HAMK_26
MktgX
Buttons
BackClose
HTQM_1
Launch How To TQM TQM
NA
BackNextClose
HTQM_2
TQM
NA
BackNextClose
HTQM_3
TQM
Bullets
BackNextClose
HTQM_4
TQM
NA
BackNextClose
HTQM_5
TQM
NA
BackNextClose
HTQM_6
TQM
Buttons
BackClose
HTQM_6a
TQM
NA
BackNextClose
HTQM_6b
TQM
NA
BackNextClose
HTQM_7
TQM
NA
BackNextClose
HTQM_8
TQM
NA
BackNextClose
HTQM_9
TQM
NA
BackNextClose
HTQM_10
TQM
NA
BackNextClose
HTQM_11
TQM
Buttons
BackClose
Production
Bullets
BackNextClose
HPROD_2
Production
Bullets
BackNextClose
HPROD_3
Production
HPROD_1
Launch How to
Production
#VALUE!
BackNextClose
HPROD_4
Production
Bullets
BackNextClose
HPROD_5
Production
NA
BackNextClose
HPROD_6
Production
NA
BackNextClose
HPROD_7
Production
Bullets
BackNextClose
HPROD_8
Production
Bullets
BackNextClose
HPROD_9
Production
NA
BackNextClose
HPROD_10
Production
Bullets
BackNextClose
HPROD_11
Production
Bullets
BackNextClose
HPROD_12
Production
Bullets
BackNextClose
HPROD_13
Production
NA
BackNextClose
HPROD_14
Production
NA
BackNextClose
WKLD_1
Logo
NA
BackNextClose
WKLD_2
Logo
NA
BackNextClose
WKLD_3
Logo
Bullets
BackNextClose
WKLD_4
Logo
NA
BackNextClose
WKLD_5
Logo
NA
BackNextClose
WKLD_6
Logo
NA
BackNextClose
WKLD_7
Logo
NA
BackNextClose
WKLD_8
Logo
NA
BackNextClose
WKLD_9
Logo
NA
BackNextClose
WKLD_10
Logo
NA
BackNextClose
WKLD_11
Logo
NA
BackNextClose
WKLD_12
Logo
NA
BackNextClose
WKLD_13
Logo
Buttons
BackClose
TutorialDB
NA
NextClose
TDB_1
Initial TutorialDB Slide
TDB_2
TutorialDB
NA
BackNextClose
TDB_3
TutorialDB
NA
BackNextClose
TDB_4
$9.00 TutorialDB
NA
BackNextClose
TDB_4Low
TutorialDB
NA
BackNextClose
TDB_4High
TutorialDB
Bullets
BackNextClose
TutorialDB
NA
BackNextClose
TutorialDB
NA
BackNextClose
TDB_5
TDB_6
Using formulas
TDB_7
TutorialDB
NA
BackNextClose
TDB_8
TutorialDB
NA
BackNextClose
TDB_9
TutorialDB
NA
BackNextClose
TDB_10
TutorialDB
NA
BackNextClose
TDB_11
TutorialDB
Buttons
None
TDB_11a
TutorialDB
NA
BackNextClose
TDB_11b
TutorialDB
NA
BackNextClose
TDB_11c
TutorialDB
NA
BackNextClose
TDB_12
TutorialDB
Bullets
BackNextClose
TDB_13
TutorialDB
Bullets
BackNextClose
TDB_14
TutorialDB
NA
BackNextClose
TDB_15
TutorialDB
NA
BackNextClose
TDB_16
TutorialDB
NA
BackClose
OFFL_1
Logo
NA
BackNextClose
OFFL_5
Logo
NA
BackNextClose
OFFL_6
Logo
Bullets
BackNextClose
OFFL_7
Logo
NA
BackNextClose
OFFL_8
Logo
Buttons
BackNextClose
OFFL_8a
Logo
NA
BackNextClose
OFFL_8b
Logo
NA
BackNextClose
OFFL_8c
Logo
NA
BackNextClose
OFFL_9
Logo
NA
BackNextClose
OFFL_10
Logo
NA
BackNextClose
OFFL_11
Logo
NA
BackNextClose
OFFL_12
Logo
NA
BackNextClose
OFFL_13
Logo
NA
BackNextClose
OFFL_14
Logo
NA
BackNextClose
OFFL_15
Logo
NA
BackNextClose
OFFL_16
Logo
NA
BackNextClose
OFFL_17
Logo
Buttons
BackClose
TXLS_1
TutorialDB
NA
BackNextClose
TXLS_2
TutorialDB
NA
BackNextClose
TXLS_3
TutorialDB
NA
BackNextClose
TXLS_4
TutorialDB
NA
BackNextClose
TXLS_5
TutorialDB
NA
BackNextClose
TCOU_1
TutorialDB
NA
BackNextClose
TCOU_2
TutorialDB
NA
BackNextClose
TCOU_3
TutorialDB
NA
BackNextClose
TCOU_4
TutorialDB
NA
BackNextClose
TCOU_5
TutorialDB
NA
BackNextClose
Logo
Bullets
BackNextClose
MXLS_F2
Logo
NA
BackNextClose
MXLS_F3
Logo
Bullets
BackNextClose
MXLS_F1
Foundation Workbook
Tour begins here.
MXLS_F4
Logo
NA
BackNextClose
MXLS_F5
RandD_F
Bullets
BackNextClose
MXLS_F6
RandD_F
Bullets
BackNextClose
MXLS_F7
RandD_F
NA
BackNextClose
MXLS_F8
Mktg_F
Bullets
BackNextClose
MXLS_F9
Mktg_F
NA
BackNextClose
MXLS_F10
Mktg_F
NA
BackNextClose
MXLS_F11
Production_F
Bullets
BackNextClose
MXLS_F12
Production_F
NA
BackNextClose
MXLS_F13
Production_F
NA
BackNextClose
MXLS_F14
Finance
NA
BackNextClose
MXLS_F15
Finance
NA
BackNextClose
MXLS_F16
Finance
NA
BackNextClose
MXLS_F17
Finance
NA
BackNextClose
MXLS_F18
BalanceSheet NA
BackNextClose
MXLS_F19
BalanceSheet NA
BackNextClose
MXLS_F20
IncomeStatement_F
NA
BackNextClose
MXLS_F21
IncomeStatement_F
NA
BackNextClose
MXLS_F22
CashFlow
NA
BackNextClose
MXLS_F23
CashFlow
NA
BackNextClose
MXLS_F24
Ratios
NA
BackNextClose
MXLS_F25
Logo
Buttons
BackNextClose
Capstone Rehearsal
RSIMC1_1
Round 1
Logo
NA
NextClose
RSIMC1_1a
Logo
NA
BackClose
RSIMC1_1b
Logo
NA
BackClose
RSIMC1_2
RandD
RSIMC1_3
RandD
RSIMC1_4
RandD
NA
BackNextClose
RSIMC1_5
RandD
Bullets
BackNextClose
NA
BackNextClose
BackNextClose
RSIMC1_6
RandD
Bullets
BackNextClose
RSIMC1_7
RandD
Bullets
BackNextClose
RSIMC1_8
RandD
NA
BackClose
RSIMC1_9
RandD
NA
BackNextClose
RSIMC1_10
RandD
NA
BackClose
RSIMC1_11
RandD
Bullets
BackNextClose
RSIMC1_12
RandD
BackNextClose
RSIMC1_13
RandD
BackClose
RSIMC1_14
RandD
RSIMC1_15
RandD
Bullets
BackNextClose
RSIMC1_16
RandD
NA
BackNextClose
RSIMC1_17
RandD
NA
BackNextClose
RSIMC1_18
RandD
NA
BackNextClose
RSIMC1_19
RandD
Bullets
BackNextClose
RSIMC1_20
RandD
Bullets
BackNextClose
BackNextClose
RSIMC1_21
RandD
NA
BackNextClose
RSIMC1_22
RandD
NA
BackNextClose
RSIMC1_23
RandD
BackNextClose
RSIMC1_24
RandD
BackClose
RSIMC1_25
RandD
BackNextClose
RSIMC1_26
RandD
BackClose
RSIMC1_27
RandD
BackNextClose
RSIMC1_28
RandD
BackClose
RSIMC1_29
RandD
BackNextClose
RSIMC1_30
RandD
BackNextClose
RSIMC1_31
RandD
BackClose
RSIMC1_32
RandD
BackNextClose
RSIMC1_33
RandD
BackClose
RSIMC1_34
RandD
BackNextClose
RSIMC1_35
RandD
BackClose
RSIMC1_36
RandD
Bullets
BackNextClose
RSIMC1_37
RandD
NA
BackNextClose
RSIMC1_38
RandD
NA
BackClose
Logo
Buttons
BackNextClose
RSIMC2_1
Start Round 2
RSIMC2_2
RandD
Bullets
BackNextClose
RSIMC2_3
Mktg
Bullets
BackNextClose
RSIMC2_4
Mktg
Bullets
BackNextClose
RSIMC2_5
Mktg
Bullets
BackNextClose
RSIMC2_6
Logo
NA
BackNextClose
RSIMC2_7
Logo
NA
BackClose
Logo
NA
BackNextClose
RSIMC2_100
Tour Courier
RSIMC2_101
Courier1
Bullets
BackNextClose
RSIMC2_102
Courier1
NA
BackNextClose
RSIMC2_103
Courier2
NA
BackNextClose
RSIMC2_104
Courier2
Bullets
BackNextClose
RSIMC2_105
Courier2
Bullets
BackNextClose
RSIMC2_106
Courier2
NA
BackNextClose
RSIMC2_107
Courier3
Bullets
BackNextClose
RSIMC2_108
Courier3
Bullets
BackNextClose
RSIMC2_109
Courier3
NA
BackNextClose
RSIMC2_110
Courier4
Bullets
BackNextClose
RSIMC2_111
Courier4
NA
BackNextClose
RSIMC2_112
CourierSeg
Bullets
BackNextClose
RSIMC2_113
CourierSeg
NA
BackNextClose
RSIMC2_114
CourierSeg
NA
BackNextClose
RSIMC2_115
CourierSeg
NA
BackNextClose
RSIMC2_116
CourierSeg
NA
BackNextClose
RSIMC2_117
CourierSeg
NA
BackNextClose
RSIMC2_118
CourierSeg
NA
BackNextClose
RSIMC2_119
Courier10
NA
BackNextClose
RSIMC2_120
Courier11
NA
BackNextClose
RSIMC2_121
Courier12
NA
BackNextClose
RSIMC2_122
AnnRpt1
NA
BackNextClose
RSIMC2_123
AnnRpt2
NA
BackNextClose
RSIMC2_124
Logo
NA
BackNextClose
Logo
Buttons
NextClose
RSIMC3_2
RandD
Bullets
BackNextClose
RSIMC3_3
Mktg
Bullets
BackNextClose
RSIMC3_4
Production
Bullets
BackNextClose
RSIMC3_5
Logo
NA
BackClose
RSIMC3_1
Start Round 3
RSIMC4_1
Start Round 4
Logo
RSIMC4_2
RandD
RSIMC4_3
Logo
NextClose
Bullets
BackNextClose
BackClose
RSIMC5_1
Start Round 5
Logo
Buttons
Close
RSIMC5_2
Rehearsal Restart
Logo
Buttons
BackClose
RSIMC6_1
Logo
NA
Cancel
RSIMC7_1
Logo
NA
Cancel
RSIMC8_1
Logo
NA
Cancel
RSIMC9_1
Uncoached Rehearsal:
Logo
NA
Cancel
RSIMU1_1
Logo
Buttons
None
RSIMU2_1
Logo
Buttons
None
RSIMU3_1
Logo
Buttons
None
RSIMU4_1
Logo
Buttons
None
RSIMU5_1
Logo
Buttons
None
RSIMU6_1
Logo
NA
Ok
RSIMU7_1
Logo
NA
Ok
RSIMU8_1
Logo
NA
Ok
RSIMU9_1
Logo
NA
Ok
RSIMU
Logo
Buttons
None
Foundation Rehearsal
NA
RSIMF1_1
Start Foundation
Rehearsal Simulation,
Round 1
Logo
NA
NextClose
RSIMF1_2
RandD_F
NA
BackNextClose
RSIMF1_3
RandD_F
NA
BackNextClose
RSIMF1_4
RandD_F
NA
BackNextClose
RSIMF1_5
RandD_F
Bullets
BackNextClose
RSIMF1_6
RandD_F
Bullets
BackNextClose
RSIMF1_7
RandD_F
Bullets
BackNextClose
RSIMF1_8
RandD_F
NA
BackClose
RSIMF1_9
RandD_F
NA
BackNextClose
RSIMF1_10
RandD_F
NA
BackClose
RSIMF1_11
RandD_F
Bullets
BackNextClose
RSIMF1_12
RandD_F
RSIMF1_13
RandD_F
BackClose
RSIMF1_14
RandD_F
BackNextClose
RSIMF1_15
RandD_F
Bullets
BackNextClose
RSIMF1_16
RandD_F
NA
BackNextClose
RSIMF1_17
RandD_F
NA
BackNextClose
Bullets
BackNextClose
RSIMF1_18
RandD_F
NA
BackNextClose
RSIMF1_19
RandD_F
Bullets
BackNextClose
RSIMF1_20
RandD_F
NA
BackNextClose
RSIMF1_21
RandD_F
Bullets
BackNextClose
RSIMF1_22
RandD_F
RSIMF1_23
RandD_F
RSIMF1_24
RandD_F
BackClose
RSIMF1_25
RandD_F
BackNextClose
RSIMF1_26
RandD_F
BackClose
RSIMF1_27
RandD_F
BackNextClose
RSIMF1_28
RandD_F
BackClose
RSIMF1_29
RandD_F
BackNextClose
BackNextClose
NA
BackNextClose
RSIMF1_30
RandD_F
Bullets
BackNextClose
RSIMF1_31
RandD_F
NA
BackClose
RSIMF2_1
Start Round 2
Logo
Buttons
NextClose
RSIMF2_2
Suggestions for Able
RandD_F
Bullets
BackNextClose
RSIMF2_3
Mktg
Bullets
BackNextClose
RSIMF2_4
Logo
BackClose
RSIMF2_100
Tour FastTrack
Logo
NA
BackNextClose
RSIMF2_101
Courier1
Bullets
BackNextClose
RSIMF2_102
Courier1
NA
BackNextClose
RSIMF2_103
Courier2
NA
BackNextClose
RSIMF2_104
Courier2
Bullets
BackNextClose
RSIMF2_105
Courier2
Bullets
BackNextClose
RSIMF2_106
Courier2
NA
BackNextClose
RSIMF2_107
Courier3
Bullets
BackNextClose
RSIMF2_108
Courier3
Bullets
BackNextClose
RSIMF2_109
Courier3
NA
BackNextClose
RSIMF2_110
Courier4
Bullets
BackNextClose
RSIMF2_111
Courier4
NA
BackNextClose
RSIMF2_112
CourierSeg
Bullets
BackNextClose
RSIMF2_113
CourierSeg
NA
BackNextClose
RSIMF2_114
CourierSeg
NA
BackNextClose
RSIMF2_115
CourierSeg
NA
BackNextClose
RSIMF2_116
Courier10
NA
BackNextClose
RSIMF2_117
Courier11
NA
BackNextClose
RSIMF2_118
Courier12
NA
BackNextClose
RSIMF2_119
AnnRpt1
NA
BackNextClose
RSIMF2_120
AnnRpt2
NA
BackNextClose
RSIMF2_121
Logo
NA
BackNextClose
Logo
Buttons
NextClose
RSIMF3_1
Start Round 3
RSIMF3_2
RandD_F
Bullets
BackClose
RSIMF4_1
Start Round 4
Logo
Buttons
NextClose
RSIMF4_2
Logo
Bullets
BackClose
RSIMF5_1
Start Round 5
Logo
Buttons
Close
RSIMF6_1
Start Round 6
Logo
NA
Cancel
RSIMF7_1
Start Round 7
Logo
NA
Cancel
RSIMF8_1
Start Round 8
Logo
NA
Cancel
RSIMF9_1
Start Round 8
Logo
NA
Cancel
FORMTEST

when the workbook
opens.
Logo
Bullets
Cancel

when Comp-XM opens
workbook opens.
Logo
Bullets
NextClose
Comp-XM Begins Here
Comp1_1
Comp1_2
Comp1_3
Comp1_4
Comp1_5
Comp1_6
Comp1_7
Comp1_8
Comp1_9
Comp1_10
Comp1_12
Comp1_13
Comp1_14
BackClose
Header
Greetings!
Text
JumpBackNo
Office 2007 Users, Please Note: To see the
Capstone/Foundation/Comp-XM menu selections,
click the Add-Ins tab above. If you do not see the
Add-Ins tab, please resize the spreadsheet by
double clicking the blue bar at the top of the
window. 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
Which Tutorial?
Please select a category.
R&D Department
Welcome to the R&D department. Please

have a browser opened, i.e. Internet Explorer,
before launching the website tutorial.
R&D Department
Marketing
Department
Marketing
Department
Production
Department
Production
Department
Your tutorial should be loading. If it is not visible

check your task bar. Please feel free to view other
tutorials and demonstrations found in your
welcome page.
MRD_1
Welcome
to the Marketing
department. Please have a browser
opened, i.e. Internet Explorer, before launching the
website tutorial.
welcome page.
MMKTG_1
Welcome to the Production
website tutorial.
welcome page.
MPROD_1
JumpNextYesOK
MMKTG_1
MPROD_1
MFIN_1
Finance
Department
Finance
Department
Message to
Managers
Welcome to the Finance

website tutorial.
welcome page.
MFIN_1
Good luck in running your company!

Welcome to the Human Resources
deparment. Please have a browser
HR Department
website tutorial.
HR Module
welcome page.
Labor Negotiations welcome page.
Welcome to the Quality
Total Quality
Management
website tutorial.
Total Quality
Management
welcome page.
Welcome to the Advanced Marketing
Module. Please have a browser opened,
Advanced
i.e. Internet Explorer, before launching the website
Marketing Module tutorial.
Advanced
Marketing Module welcome page.
Down for
maintenance
We are sorry, but that tutorial is temporarily down

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

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

in database
MFIN_3
MFIN_1
MHR_1
MHR_1
MHR_1
MHR_1
MTQM_1
MTQM_1
MAMK_1
MAMK_1
ERROR_1
ERROR_1
Getting To Know
the R&D
Department
Getting To Know
the R&D
Department
Getting To Know
the R&D
Department
Getting To Know
the R&D
Department
Getting To Know
the R&D
Department
Getting To Know
the R&D
Department
Getting To Know
the R&D
Department
Welcome to the R&D department. Please Save

your decisions before doing this tour. Later you can
use Undo to Last Save to restore your
decisions. In general, planning begins in
R&D, then proceeds through Marketing,
Production, and Finance. The
marketplace evolves continuously. As the years
pass, customers expect smaller, more powerful
products. Your R&D department updates existing
product designs and invents new products.
Customers look for four things in a product's
design (the customer buying criteria can be found
in each segment analyses of the Courier report);
three of which are determined in the R&D
department:
Positioning. The Perceptual Map at the lower left is
a marketing tool used to show how well your
products meet customer expectations. Your
customers are primarily concerned with two
characteristics, the product's Performance and
Size. Over time they expect products to become
smaller and more powerful.
Let's look at Positioning first. The Perceptual Map
at the lower left is a marketing tool used to show
how well your products meet customer
expectations. Your customers are
primarily concerned with two characteristics, the
product's Performance and Size. Over time they
expect products to become smaller and more
powerful.
MRD_1
HRD_2
HRD_1
HRD_3
HRD_2
HRD_4
HRD_3
HRD_5
Try entering different coordinates for each of your

products. Notice the Black and Pink labels on the
perceptual map. The Black label tells you where
Able is today, January 1st. The Pink label tells you
where it will be when it emerges from R&D and the
Revision Date tells you when it completes from the
R&D department.
HRD_4
'Age at Revision' addresses the customer's next
concern, the age of the product design. Some
customers want old, proven designs, while others
want new designs. Notice the age cut in
half when you repositioned Able.
HRD_5
half when you repositioned Na.
HRD_6
HRD_7
Getting To Know
the R&D
Department
You control the product age by moving the product

on the perceptual map. When a product is moved,
customers perceive it as younger. Its age is cut in
half on the day it emerges from R&D. It becomes
the "new-and-improved" product, with half its
former age. The "Age at Revision" tells
you what the new perceived age will be on the day
the project completes.
HRD_6
Getting To Know
the R&D
Department

Getting To Know
the R&D
Department
Reliability is the third factor of importance in a

customer's buying criteria. We measure reliability
in hours, MTBF or Mean Time Before Failure. For
instance, High tech customers help make a buying
decision based on an industry range. Ranges are
found in the customer buying criteria in each of the
segment analyses. Outside a range of a segment
may result in a loss of demand (if less) or no
additional demand (if more).
HRD_7
Getting To Know
the R&D
Department
Getting To Know
the R&D
Department
Getting To Know
the R&D
Department
Customers feel torn about reliability. On the one

hand, they want your sensor to last forever. On the
other hand, they know that the higher the MTBF
specification, the higher the material costs. As a
result, you may pass those costs on to
them. You can see this in the Material
Cost chart. Try increasing and decreasing the
MTBF specifications for your products.
HRD_7
In the end customers require a minimum
Reliability, and they reward you with increased
demand as you increase MTBF above the
minimum up to a point where they do not care.
Here are the ranges:
HRD_9
HRD_9
HRD_11
Getting To Know
the R&D
Department
Of course, you are keenly concerned with both

MTBF and Positioning because both form your
products' material costs. Keep in mind, the better
the technology, the higher the material
costs. Try this experiment. Move one of
your products to the leading edge of segment's
circle and increase the MTBF. Notice the effect in
the Material Cost chart.
HRD_9
HRD_12a
Getting To Know
the R&D
Department
Management can expand the company by

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

product a name in a row that begins with "Na". By
convention, the first letter should match the first
letter of your company. Next, position the product
with a Performance and Size coordinate. Lastly,
give your product a reliability that would satisfy a
particular segment's buying criteria (remember to
verify the acceptable MTBF range found in pages
5-9 of the Courier).
HRD_12a
HRD_13a
Getting To Know
the R&D
Department
Let's invent a new product. Give your

product a name in a row that begins with "Na". By
convention, the first letter should match the first
letter of your company. Next, position the product
with a Performance and Size coordinate. Lastly,
give your product a reliability that would satisfy a
particular segment's buying criteria (remember to
verify the acceptable MTBF range found in pages
5 and 6 of the FastTrack).
HRD_13
HRD_13b
This brings us to the last, and most strategic

concerns in R&D -- scope and focus.
HRD_13a
HRD_13
HRD_13b
HRD_14
HRD_13b
HRD_14
Getting To Know
the R&D
Department
Getting To Know
the R&D
Department
Getting To Know
the R&D
Department
"Age at Revision" addresses the customer's next

important concern, the age of the product design.
Some customers want old, proven designs, while
others want new designs.
Getting To Know
the R&D
Department
Getting To Know
the R&D
Department
Getting To Know
the R&D
Department
Getting To Know
the R&D
Department
Getting To Know
the R&D
Department
Getting To Know
the R&D
Department
Getting To Know
the R&D
Department

HRD_13
Revisions can affect your product's demand during
the year. A product could start out the year too old
to satisfy customers, then emerge in mid-year at a
new location with a younger age. This is
captured in the Age Profile chart. When a product
is revised in mid-year, its age profile looks like a
saw tooth.
HRD_14
Try changing Able's Performance and Size
specifications, so that it finishes the project at
different times during the year. Watch the affects
on the Age Profile. For example, try a
short move, Performance of 10.4 and a Sizeof 9.8.
That's two of the things customer's care about in
the design, Positioning and Age. Reliability
is the third. It is driven by MTBF, or Mean Time
Before Failure.
other, they know that the higher the MTBF
specification, the higher the material costs.
Chances are, you will pass those costs on to
HRD_15
HRD_16
HRD_15
HRD_17
HRD_16
HRD_18
HRD_17
HRD_19
HRD_18
HRD_20
HRD_18
HRD_20
Getting To Know
the R&D
Department
Of course, you are keenly concerned with your

material costs. While MTBF is a major factor,
material costs are also driven by the product's
Positioning. In general, the higher the technology,
the higher the material costs. Try this
experiment. Move your products, making them
more high tech by increasing the performance and
reducing the size. Watch the effect upon the
Material Cost chart.
HRD_19
HRD_21
Getting To Know
the R&D
Department
Let's invent a new product.
HRD_22
Getting To Know
the R&D
Department
Getting To Know
the R&D
Department
Understanding
Financial
StatementsIncome Statement
Understanding
Financial
Understanding
Financial
Understanding
Financial
This brings us to the last, and most strategic

concerns in R&D -- scope and focus.
This completes the R&D tutorial. If you
saved your decisions when this tutorial began,
please do an Undo To Last Save in the Undo
Menu above. This will throw away any changes
you made during the tutorial and restore your
decisions.
HRD_20
HRD_21
HRD_22
Income Statements, sometimes referred to as

Profit & Loss or P&L Statements, provide a record
of earnings (or losses) by comparing sales
revenues vs. expenses over a specific period of
time - in this case, annually. Earnings (or profits)
are a fundamental success indicator.
Investors use Income Statements as part of their
assessment of a firms value. Creditors use
Income Statements as part of the determination on
a firms credit worthiness. Managers use the
Income Statement to try and improve the bottom
line profits.
MUFIN_1
Sales -- sometimes referred to as the top line -are reported in $ terms (rather than units) for the
previous two years on the Income Statement. The
Financial Analysis -- page 3 of Last Year's Reports
-- provides a comparison between your firm and
competing teams, via the Income Statement
Survey.
UFIN_2
Are you above or below average for your industry?
Consider your Sales from the Round 0 reports, and
factor in the annual overall growth rate in customer
demand. Are your current Sales above or below
market expectations?
UFIN_3
UFIN_2
UFIN_3
UFIN_4
UFIN_5
Subtracting Variable Costs from Sales determines

your Contribution Margin. The Contribution Margin
is also reported on Page 1 of Last Year's Reports
for comparison with competing teams. A
Understanding
general minimum benchmark for success is a 30%
Financial
Contribution Margin. The Round Analysis and
StatementsAnalyst Report on the website provide coaching
Income Statement and troubleshooting suggestions.
UFIN_4
Inventory Carry costs are driven by the number of
units in the warehouse X 12% of their production
Understanding
costs (material & labor). If you have $0 Inventory
Financial
Carry costs, you stocked out of the product and
Statementsmissed sales. If you have excessive inventory,
Income Statement your carry costs will be high; a drain on resources. UFIN_5
Sound sales forecasts matched to reasonable
production schedules will result in a modest
Inventory Carry cost for each product line
Understanding
meaning no stock outs or excessive production.
Financial
The Round Analysis (Inventory) and Analyst
StatementsReport (Forecasting) on the website provide
Income Statement coaching and troubleshooting suggestions.
UFIN_6
Understanding
Period Costs are subtracted from the Contribution
Financial
Margin to drive the Net Margin. Look at your
StatementsRound 0 report Net Margin as a mediocre
Income Statement benchmark.
UFIN_7
UFIN_6
UFIN_7
UFIN_8
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 firms tax liability by reducing net
profits, and provides a truer picture of a companys
value. Older plants are generally worth less than
brand new plants. Depreciation is
Understanding
reflected as a gain on the Cash Flow statement,
Financial
but is expensed on the Income Statement -- even
Statementsthough you never actually write a check for it -- in
Income Statement order to reconcile.
UFIN_8
UFIN_10
SG&A is also reported on Page 1 of the Capstone

Courier or Foundation FastTrack report for
comparison with competing teams. The Round 0
figure serves as an additional benchmark. SG&A
reflects the rate of return you are generating from
Understanding
your R&D and Marketing expenses. Higher
Financial
percentages mean you should review your tactics,
Statementsas you are either spending too much, too little, or
Income Statement not targeting your spending wisely.
UFIN_9
UFIN_11
Short-term and Long-term interest payments can

be compared with competing teams on the Income
Statement Survey (page 3 of the Capstone Courier
or Foundation FastTrack report), and against the
Round 0 benchmark. Excessive interest -especially on high interest rate Emergency Loans -Understanding
can negate an otherwise profitable year in some
Financial
instances. Proper debt management is
Statementsdiscussed in detail in the Analyst Report on the
Income Statement website (Financial Structure).
UFIN_10
Net Profit impacts many of the financial measures
Understanding
associated with business success: EPS (which
Financial
drives stock prices and Market Capitalization, to a
Statementslarge extent), ROE, ROS, and ROA are all affected
Income Statement by net profits.
UFIN_11
The Cash Flow Statement provides a visual
reference for the movement of cash through the
organization during a specific period of time in
this case, annually. It shows how much cash is on
hand, and reconciles net profit back to cash.
Understanding
 Emergency Loans are diagnosed via the
Financial
Cash Flow Statement. Associate numbers in
Statements- Cash parenthesis with a sucking sound, as cash is being
Flow Statement
sucked out of the cash account.
UFIN_12
Understanding
Financial
Net Income is the same as net profit from the
Statements- Cash Income Statement. Parenthesis means a loss
Flow Statement
rather than a profit.
UFIN_13
Depreciation is expensed on the Income
Statement even though you never actually write a
check for it, and is added back to the cash account
on the Cash Flow Statement in order to reconcile.
Understanding
 The Analyst Report (Wealth Creation)
Financial
on the website provides additional details on the
Statements- Cash link between depreciation and Free Cash Flow
Flow Statement
analysis.
UFIN_14
Excessive Inventory is one of the primary causes
Understanding
of an Emergency Loan. Page 4 of the Capstone
Financial
Courier or Foundation FastTrack report will help
Statements- Cash you identify specific product lines with excessive
Flow Statement
inventories.
UFIN_15
Plant Improvements are considered long-term
Understanding
investments, and are usually matched with bond
Financial
and/or stock issues. Failure to raise enough capital
Statements- Cash to cover Plant Improvements is another common
Flow Statement
cause of Emergency Loans.
UFIN_16
Understanding
If Net Change in Cash Position shows $0, and
Financial
Closing Cash Position also shows $0, it means you
Statements- Cash had an Emergency Loan last year and another one
Flow Statement
this year.
UFIN_17
UFIN_12
UFIN_13
UFIN_14
UFIN_15
UFIN_16
UFIN_17
UFIN_18
UFIN_19
Understanding
Financial
Statements- Cash
Flow Statement
Understanding
Financial
StatementsBalance Sheet
Understanding
Financial
Understanding
Financial
Understanding
Financial
Closing Cash Position tells you how much cash

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

always equal Liabilities plus Owners Equity.
UFIN_20
Liabilities & Owners Equity represent by whom - in
terms of ownership of the assets. 
Creditors have claim to the Accounts Payable
(suppliers), Current (short term) Debt (bankers),
and Long Term debt (bond-holders). 
Stockholders have claim to the common stock.
 And Management has claim on Retained
Earnings, as that represents the value of reinvestments into the firm (as opposed to dividend
payouts).
UFIN_21
This completes the "Understanding Financial

Statements" tutorial.
UFIN_22
How To Use the

HR Module
Welcome to the HR Module tutorial. This module

only applies if turned on by your professor.
TLIST_2
How To Use the

HR Module.
When the HR module is enabled, you make three

decisions:
HHR_1
In general, recruiting and training improve
productivity and reduce turnover. This leads to a
smaller, more stable workforce. Let's
begin with complement. Because headcounts drive
overtime, the complement decision is on the
Production worksheet. In the menu, click Strategy,
then Production. Then click Next.
HHR_2
How To Use the

HR Module.
UFIN_20
UFIN_21
UFIN_22
UFIN_23
HHR_2
HHR_3
HHR_4
How To Use the

HR Module.
Workforce Complement appears at the bottom of

the table.
HHR_3
How To Use the

HR Module.
Labor costs are driven in part by overtime and

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

HR Module.
Now let's return to the HR worksheet to examine

recruiting and training. In the menu, click Strategy /
Human Resources , then click Next.
HHR_7
How To Use the

HR Module.
How To Use the

HR Module.
HHR_5
HHR_6
HHR_7
HHR_8
HHR_9
How To Use the

HR Module.
How To Use the

HR Module.
Recruiting Spend is the "extra" amount you budget

per worker to recruit high caliber workers. The
higher the budget, the better the worker, resulting
in a higher productivity index and lower turnover.
Your decision amount is added to the base amount
of $1000 per new employee. "$0" means
no extraordinary effort is spent recruiting new
people. Diminishing returns apply after $5000 per
worker.
HHR_8
Training Hours. The number hours each year that
workers are taken off-line for training and
development. Workers can spend up to 80 hours
(two weeks) in training each year. When a worker
is in training, another worker fills their position.
Therefore, your Complement requirements
increase. For example, if you send
workers to 80 hours of training, you would need to
increase workforce complement by an additional
2/52 or 3.8% to cover workers in training
class. Training produces a higher
productivity index and lower turnover rate. Each
training hour costs $20 per worker in additional
training costs.
HHR_9
How To Use the

HR Module.
Although it may take several years to see a

significant impact from recruiting and training, the
effect is cumulative. For example, normal
turnover is 10%. If you replace 10% of the
workforce each round with high caliber people, in a
few years you would replace most of your original
workforce. Turnover would fall towards 5%, and
with it your need to spend money on recruiting.
HHR_10
Your biggest payoff from recruiting and training
derives from improved productivity. For
example, last year your Income Statement's Direct
Labor costs were $0. A 10% productivity
improvement would save about $0, and a 20%
improvement would save about $0 each year.
HHR_11
How To Use the

HR Module.
How To Use the
HR Module.
To summarize, when the HR module is switched

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

HR Module.
HHR_12
HHR_13
HHR_10
HHR_11
HHR_12
HHR_13
HHR_14
How To Use the

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

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

Module tutorial.
TLIST_2
Your contract with Labor expires on October 1st of
this year. This is when Management and the Labor
Union must renegotiate wages and benefits for
next year.
HLAB_1
HLAB_2
HLAB_3
The new wage and benefits will be implemented

on January 1st of the following year.
HLAB_2
HLAB_4
There is a chance that if the negotiation does not

go well, Labor may strike for days, weeks, or
months, during the remaining part of this year .
HLAB_3
HLAB_5
The areas of negotiation are noted in the green

cells:
HLAB_4
HLAB_6
Four points to remember before you make your

decisions:
HLAB_5
HLAB_7
Point 1. Negotiation Ceiling is calculated for you. It

is always at 10% more than your Starting Position
(which is the decision you entered). Go
ahead and type in a starting wage position of $22.
What is the Ceiling?
HLAB_6
Nice try but the right answer is noted in the yellow
cell, The correct answer is $24.20 (10% more
than $22).
HLAB_7
Nice try but the right answer is noted in the yellow
cell. The correct answer is $24.20 (10% more
than $22).
HLAB_7
How To Use the

Labor Negotiation
Module.
Good job! See this isn't so hard.

Point 2 - Maximum length of a strike is 12 weeks.
 Point 3 - Strikes occur at the last part of
the year. For example, a one week strike will be
the last week of the year. Point 4 - The
other departments are not part of the union. Only
production workers.
How To Use the

Labor Negotiation
Module.
What will happen during the Negotiation period?

 STEP 1: What will Labor be demanding?
Labor develops a set of demands based upon its
knowledge of all the opening offers.
HLAB_8
HLAB_8
HLAB_8
HLAB_8
HLAB_7
HLAB_8
HLAB_7
HLAB_9
HLAB_10
How To Use the

Labor Negotiation
Module.
How To Use the

Labor Negotiation
Module.
How To Use the
Labor Negotiation
Module.
How To Use the
Labor Negotiation
Module.
Getting To Know
the Marketing
Department
Getting To Know
the Marketing
Department
Getting To Know
the Marketing
Department
STEP 2: It's now time to Negotiate.
HLAB_9
HLAB_11
OR
HLAB_10
HLAB_12
HLAB_11
HLAB_13
What will cause a strike? Strikes last 1 week for

every:
My last bit of advice. Remember to
analyze the Human Resource Summary on the
Capstone Courier prior to making decisions.
 Good Luck!
HLAB_12
Welcome to the Marketing

department. The Marketing screen drives
3 of the 4 Ps:
RSIMC2_1
Pricing. Each segment expects price to fall within a
range. At the start of the simulation, for example,
Traditional Customers expect a price between $20
and $30. When you price within the range,
demand follows a classic price-demand curve.
Pricing high lowers demand for the product, but
whatever you do sell offers high margins. Pricing
low increases demand, but with reduced margins
you might produce little or no
profit. Fortunately, the worksheet makes it
easy to test the trade-off between demand and
profit.
HMKTG_1
Pricing. Each segment expects price to fall within a
range. At the start of the simulation, for example,
Low Tech Customers expect a price between $15
and $35. When you price within the range,
demand follows a classic price-demand curve.
Pricing high lowers demand for the product, but
whatever you do sell offers high margins. Pricing
low increases demand, but with reduced margins
you might produce little or no
profit. Fortunately, the worksheet makes it
easy to test the trade-off between demand and
profit.
HMKTG_1
HMKTG_2
HMKTG_3
HMKTG_3
Getting To Know
the Marketing
Department
Let's try a few prices for Na.
HMKTG_2
HMKTG_4
Getting To Know
the Marketing
Department
Let's try a few prices for Able.
HMKTG_2
HMKTG_4
Getting To Know
the Marketing
Department
Outside the expected price range demand falls

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
tech Customers expect a price between $30 and
$40. In round 1, the High tech segment's price
range fell to $29.50 to $39.50.
HMKTG_4
HMKTG_6
Set a price for Na somewhere between $29.00 and

$39.00. (This year's new High tech price range.)
HMKTG_5
HMKTG_8
As an experiment, set a price for Able somewhere

between $15.00 and $35.00 (Low end price
range). Notice demand grow as you decrease
price and as you increase price demand falls.
HMKTG_4
HMKTG_8
Getting To Know
the Marketing
Department
Getting To Know
the Marketing
Department
Getting To Know
the Marketing
Department
Getting To Know
the Marketing
Department
Getting To Know
the Marketing
Department
Getting To Know
the Marketing
Department
Oops. We really need a price between $29.00 and

$39.00.
HMKTG_6
Oops. We really need a price between $15.00 and
$35.00.
HMKTG_6a
Promotion. The Promotion Budget creates
awareness about your product. You would like
100% of customers to know about your product
before they start shopping. Awareness makes it
more likely that a customer will seriously consider
your product.
HMKTG_6
HMKTG_8
HMKTG_9
Getting To Know
the Marketing
Department
The Promotion Budget creates awareness. The

more you spend, the more awareness you create.
At $1.5 million, you create an additional 36%
awareness. A $3 million budget would add 50%
awareness. Above $3 million diminishing returns
apply. But there is a catch. Customers
forget. Each year you lose 1/3rd of last year's
awareness. You can replace the third lost by giving
a $1.4 million promotion budget.
HMKTG_8
You can see the impact upon Na's demand.
Starting at $0, try increasing Promotion Budget in
steps of $500 (000). (Budgets are entered in
thousands, so $500 means $500 thousand.)
Watch the Computer Prediction as you increase
the budget.
HMKTG_9
You can see the impact upon Able's demand.
Starting at $0, try increasing Promotion Budget in
steps of $500 (000). (Budgets are entered in
thousands, so $500 means $500 thousand.)
Watch the Computer Prediction as you increase
the budget.
HMKTG_9
Getting To Know
the Marketing
Department
Awareness is compared across all products

competing in a segment. If all competitors have
0% awareness, the results will be the same as if all
competitors have 100%. At 0% customers are
equally ignorant. At 100% they are equally aware
of the products. But if your competitor has 100%
awareness, and you have 0%, your demand will be
about half the competitor's. For our
purposes in this tour, enter a Promotion Budget
between $1,000 (000) and $2,000 (000).
HMKTG_10
HMKTG_12
Getting To Know
the Marketing
Department
Place. The Sales Budget drives "Place". If

Promotion occurs before the sale, Place considers
everything during and after the sale. Showrooms,
distribution channels, and customer support
centers are all Place considerations. The
Sales Budget addresses two issues:
HMKTG_11
HMKTG_13
Getting To Know
the Marketing
Department
Getting To Know
the Marketing
Department
HMKTG_10
HMKTG_11
HMKTG_11
Getting To Know
the Marketing
Department
Getting To Know
the Marketing
Department
Accessibility is a segment characteristic. When

you build accessibility, the showrooms, distribution
channels, etc. become "owned" by the segment,
even though your product is paying for
it. Since accessibility belongs to the
segment, any product in the segment benefits from
it. If your product leaves the segment, it leaves the
accessibility behind. If it enters a new segment, it
inherits the accessibility already there.
HMKTG_12
Getting To Know
the Marketing
Department
In some ways Accessibility works like Awareness.

Let's see the impact upon Na's demand. Starting
at $0, try increasing Sales Budget in steps of $500
(000). Watch the Computer Prediction as you
increase the budget. When finished, set a
Sales Budget between $900 (000) and $2,000
(000).
Let's see the impact upon Able's demand. Starting
at $0, try increasing Sales Budget in steps of $500
(000). Watch the Computer Prediction as you
increase the budget. When finished, set a
Sales Budget between $900 (000) and $2,000
(000).
We have been using the Computer Prediction as a
benchmarking tool, and that is
appropriate. However, you cannot trust
the Computer Prediction. It has no idea what your
competitors are doing. To form its estimate, it
assumes that each competitor offers a mediocre
product in each segment.
Getting To Know
the Marketing
Department
You override the Computer Prediction by entering

your own forecast in the Your Sales Forecast
column. If Your Sales Forecast is zero, the
remaining worksheets use the Computer
Prediction (better than nothing) to arrive at your
Proforma financial statements. Always
override the Computer Prediction with one of your
own. (For more about developing forecasts, see
the Manager Guide on your Help menu.)
Getting To Know
the Marketing
Department
Getting To Know
the Marketing
Department
HMKTG_14
HMKTG_13
HMKTG_15
HMKTG_14
HMKTG_16
HMKTG_14
HMKTG_16
HMKTG_15
HMKTG_17
HMKTG_16
HMKTG_18
Getting To Know
the Marketing
Department
Try it now. Starting at 100, increase the forecast

for Na's demand by 100 until you reach 2,000.
Watch the impact upon Gross Revenue Forecast
and your margins in the Less Promo and Sales.
 When finished, pick an appropriate
forecast for Na. You can enter a forecast
for your other products as well.
HMKTG_17
HMKTG_19
Getting To Know
the Marketing
Department
Try it now. Starting at 100, increase the forecast

for Able's demand by 100 until you reach 2,000.
Watch the impact upon Gross Revenue Forecast
and your margins in the Less Promo and Sales.
 When finished, pick an appropriate
forecast for Able. You can enter a forecast
for your other products as well.
HMKTG_17
HMKTG_19
Getting To Know
the Marketing
Department
Getting To Know
the Marketing
Department
Getting To Know
the Marketing
Department
Getting To Know
the Finance
Department
Getting To Know
the Finance
Department
Your Accounts Receivable and Accounts Payables

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

RSIMC4_1
Now that you've gotten the chance to spend
money in the other areas, it's time to pay the
piper! This department is the place you go
to fund the activities of the company.
HFIN_1
HMKTG_20
HMKTG_21
RSIMC0_2
HFIN_2
HFIN_3
Getting To Know
the Finance
Department
Getting To Know
the Finance
Department
Getting To Know
the Finance
Department
Getting To Know
the Finance
Department
Getting To Know
the Finance
Department
Getting To Know
the Finance
Department
Getting To Know
the Finance
Department
Getting To Know
the Finance
Department
Getting To Know
the Finance
Department
Funding investments requires capital. To

raise the necessary funds, you can choose from
three sources:
Bonds and current debt have different purposes.
Bonds fund long term assets like plant and
equipment. Current debt funds current assets like
Accounts Receivable and Inventory. The
interest rate on bonds is 1.4% higher than the
current debt interest rate. You pay for the privilege
of "locking in" the long term rate. Bonds
mature 10 years after issue. Current debt is due at
the beginning of each year, although you can
always choose to borrow it over again.
The interest rate on current debt is not "locked in"
and will vary (up and down) from year to year. The
rate is a function of the prime rate (which
increases annually) and your debt to assets ratio.
The smaller the debt to assets ratio, the closer
your interest rate is to prime.
Both bonds and stock issues have limits. Stock
has an additional limit if you want to retire shares.
These limits are given to you each
round. Additionally, you can issue a
dividend. Dividends are given to shareholders
quarterly.
There is a fee to issue and retire (or buy back)
both bonds and stock. Brokers charge a 5% fee,
taken from this year's income, when issuing bonds
and stock. The fee to retire bonds and buy back
stock is 1.5%.
Long-term investments such as plant and
equipment are generally funded through bonds,
although some stock may be issued
too. Current debt is generally used to
cover A/R and A/P changes or expected increases
in inventory.
HFIN_2
HFIN_4
HFIN_3
HFIN_5
HFIN_4
HFIN_6
HFIN_5
HFIN_7
HFIN_6
HFIN_8
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
spreadsheet is the ending cash position cell. Make
sure that this number is positive before you save
your decisions.
HFIN_8
A simple rule to remember is black is good, red is
bad. Let's look at your ending cash as of
now.
HFIN_9
#VALUE!
HFIN_10
HFIN_10
HFIN_11
Getting To Know
the Finance
Department
Getting To Know
the Finance
Department
Getting To Know
the Finance
Department
#VALUE!
HFIN_10
Even if your ending cash position is positive, it still
may not be enough to cushion against receiving an
emergency loan. The reason being that the ending
cash position is based on the proformas which are
forecasts! If your sales are below
expectations, for example, you could run out of
cash buying inventory.
HFIN_10
At this point, you have the basics of how to use the
Finance department. We will now return to this
year's objectives.
HFIN_11
How To Use the

Advanced
Marketing Module
Welcome to the How To Use the Advanced

Marketing Module tutorial.
The Advanced Marketing spreadsheet allows for
detailed decisions regarding the Promotion and
How To Use the
Sales budgets. To access the spreadsheet, click
Advanced
on one of the grey cells labeled Promo Budget
Marketing Module. and Sales Budget.
HFIN_12
RSIMC0_2
TLIST_2
HAMK_2
HAMK_1
HAMK_3
This spreadsheet allows you to allocate resources,

making better use of dollars spent on marketing.
How To Use the
You make decisions regarding what type of media
Advanced
you want to target and the number of sales
Marketing Module. people/distributors you wish to hire.
HAMK_2
The Promo budget allows you to decide where
your marketing dollars will be spent. Five
How To Use the
different media types are available and, depending
Advanced
on the segment, some reach more customers than
Marketing Module. others.
HAMK_3
How To Use the
Advanced
Marketing Module. The five media types are:
HAMK_4
You know how well a type of media is for a
segment by reading the help balloon (little red
How To Use the
triangles). Each is rated Good, Fair, or Poor.
Advanced
 A rating of Good means that the ad will
Marketing Module. reach most of the customers.
HAMK_5
The more money you spend, the more frequently
your ad will appear. Each media category has a
diminishing returns limit; spending more than the
How To Use the
limit is a waste of resources. Additionally,
Advanced
choosing a target segment tells the marketing
Marketing Module. departments where to place the promotion.
How To Use the
Advanced
Pop Quiz: What media types get a "Good" rating
Marketing Module. for the Traditional Market Segment?
HFIN_11
HAMK_6
HAMK_7
HAMK_4
HAMK_5
HAMK_6
HAMK_7
HAMK_8
How To Use the

Advanced
Marketing Module.
How To Use the
Advanced
Marketing Module.
How To Use the
Advanced
Marketing Module.
How To Use the
Advanced
Marketing Module.
How To Use the
Advanced
Marketing Module.
How To Use the
Advanced
Marketing Module.
How To Use the
Advanced
Marketing Module.
How To Use the
Advanced
Marketing Module.
Oops! Sorry, Email and Web Media is not the

correct answer. Please try again.
HAMK_8
Oops! Sorry, Print Media and Web Media is not

the correct answer. Please try again.
HAMK_8
Correct! You really know what customers respond

to best in the Traditional segment!
HAMK_8
HAMK_12
Pop Quiz 2: What is the diminishing returns limit

for Direct Mail?
HAMK_8
HAMK_16
Oops! Sorry, $300 thousand isn't the correct

answer. Try again!
HAMK_12
HAMK_12
Correct! You've been paying attention!
HAMK_12
HAMK_16
HAMK_12
HAMK_12
HAMK_12
HAMK_17
HAMK_16
HAMK_18
HAMK_17
HAMK_19
HAMK_18
HAMK_20
HAMK_19
HAMK_21
HAMK_20
HAMK_22
Oops! Sorry, $700 thousand isn't the correct

answer. Try again!
The Sales Budget allows you to decide how to
allocate resources among your sales force and
distributors.
You can also allocate more of your sales force's
time to certain products. For instance, let's say
you have a new product coming out in the High
End segment. 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.
Notice what happens when you put in a big
number, something that pushes total time above
100%. The SIZE cells turn red . This happens
because sales people can only devote up to 100%
How To Use the
of their time. The SIZE cells are programmed to
Advanced
consume all the time left over from the other
Marketing Module. segments.
Reduce the cells in the TRADITIONAL segment to
5%. Notice now that the SIZE cells are yellow with
How To Use the
a positive percentage (5%). Now increase the
Advanced
TRADITIONAL segment cells to 10%. The SIZE
Marketing Module. cells are now zero.
How To Use the
Advanced
Marketing Module. There are 3 types of sales people you can hire:
There are differences regarding the activities they
perform and their salaries, but all are needed to
How To Use the
create accessibility. As with the promotion budget,
Advanced
there are diminishing returns after a certain
Marketing Module. number of people are hired.
How To Use the

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

TQM Module.
How To Use the

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

TQM Module.
HAMK_23
HAMK_22
HAMK_24
HAMK_23
HAMK_25
HAMK_24
HAMK_26
HAMK_25
TLIST_1
TLIST_2
HTQM_2
HTQM_1
HTQM_3
There are eight initiatives.

HTQM_2
Each one works to reduce costs, improve R&D, or
increase demand for products. You can find out
what individual initiatives do by resting your curser
on their names. A note will appear explaining what
kind of benefits it will give you.
HTQM_3
Depending on your strategy, you may only want or
need to invest in select initiatives. For
example, if your strategy is to be a Cost Leader,
you may focus only on CPI Systems, Vendor/JIT,
QIT, and CCE/6 Sigma Training which drive unit
costs.
HTQM_4
HTQM_4
Welcome to the How To Use the TQM Module

tutorial.
Investing in TQM initiatives can increase the
efficiency and profitability of your company.
Pop Quiz: Which initiative(s) reduce(s) R&D cycle

times?
HTQM_5
Correct! Don't let people think you are just a pretty
face.
HTQM_6
Sorry, this isn't the correct answer. While Quality
Function Deployment Effort does help to reduce
R&D cycle times, Channel Support Systems works
to increase demand.
HTQM_6
HTQM_5
HTQM_6
HTQM_7
HTQM_7
HTQM_7
How To Use the

TQM Module.
How To Use the
TQM Module.
Investment in the initiatives is independent of one

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

Production you are concerned with three issues.
RSIMC3_1
HPROD_2
Getting To Know
the Production
Department
In Production:
HPROD_1
HPROD_3
Getting To Know
the Production
Department
The Schedule block examines your inventories.

You want to produce enough inventory to meet
your best-case scenario for
demand. Consider Na.
HPROD_2
HPROD_4
How To Use the

TQM Module.
How To Use the

TQM Module.
How To Use the

TQM Module.
HTQM_6
HTQM_8
HTQM_7
HTQM_9
HTQM_8
HTQM_10
HTQM_9
HTQM_11
HTQM_10
TLIST_1
Getting To Know
the Production
Department
As a generalization, you forecast for your worst

case, but you produce for your best
case. You face two risks:
The Margins block examines your contribution
towards profit. TIP. Try to keep your
Contribution Margin above 30%. If it falls below
30%, chances are there is not enough left over to
cover your fixed costs.
HPROD_3
HPROD_5
HPROD_4
HPROD_6
You have two shifts. Your labor costs are

50% higher on second shift than on first.
HPROD_5
HPROD_7
Getting To Know
the Production
Department
Labor costs per unit are averaged across both

shifts. They are driven by:
HPROD_6
HPROD_8
Getting To Know
the Production
Department
Getting To Know
the Production
Department
Material costs per unit are driven by:

HPROD_7
The Physical Plant block examines your current
facilities (the yellow cells) and next year's facilities
(the green cells).
HPROD_8
HPROD_9
Getting To Know
the Production
Department
1st Shift Capacity is the number of units the

equipment could produce on one shift, assuming it
is fully staffed. For example, you could make 0
units of Na on first shift, and another 0 on second
shift.
HPROD_9
Getting To Know
the Production
Department
Getting To Know
the Production
Department
HPROD_10
HPROD_11
Getting To Know
the Production
Department
Getting To Know
the Production
Department
Getting To Know
the Production
Department
Getting To Know
the Production
Department
How to distribute
your team's
workload
How to distribute
your team's
workload
How to distribute
your team's
workload
How to distribute
your team's
workload
How to distribute
your team's
workload
How to distribute
your team's
workload
Automation Rating looks at the trade-off between

workers and robots. At 1.0 you have many workers
and few robots. At 10.0 you have the opposite, few
workers and lots of robots. Automation has no
affect on the number of units you can produce.
 The trade-offs:
HPROD_10
Your plant is fixed for this year, but you can buy or
sell capacity and add/subtract automation for next
year. The new equipment is installed on December
31st. The cost of the new equipment is
calculated for you on the Investment line. Try these
experiments:
HPROD_11
Although the Workforce section appears in this
department, it is actually part of HR. Feel free to
view the website tutorials for more information on
the HR department.
HPROD_12
This completes the Production department tour.
We will now return to the Rehearsal Simulation.
HPROD_13
Welcome to the How to distribute your team's

workload tutorial.
TLIST_5
Organizing your team is one of the critical steps to
overall success with the
simulation. Clearly defined organization
aids in making efficient, effective tactical
maneuvers that support the business strategy.
WKLD_1
When forming a team, keep in mind these factors:

We suggest teams of 4-6 people. Any smaller or
larger than that and teams find themselves
overwhelmed by the number of decisions (too
small) or indecisive because of too many opinions
(too large).
Teams usually meet both online or in person. If
meetings are mostly outside of class, you might
want to consider geography so that meetings faceto-face are easier to schedule.
Finally, you may want teammates with a variety of
backgrounds because the more diverse the skills,
the richer the simulation experience.
HPROD_12
HPROD_13
HPROD_14
RSIMC0_2
WKLD_2
WKLD_3
WKLD_2
WKLD_4
WKLD_3
WKLD_5
WKLD_4
WKLD_6
WKLD_5
WKLD_7
How to distribute
your team's
workload
How to distribute
your team's
workload
How to distribute
your team's
workload
How to distribute
your team's
workload
How to distribute
your team's
workload
How to distribute
your team's
workload
How to distribute
your team's
workload
How To Design
Tutorials
Once a team has been formed, responsibilities

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

In this tutorial I will show you how to use the
Tutorial Database to design tutorials using the
Office Assistant.
WKLD_6
WKLD_8
WKLD_7
WKLD_9
WKLD_8
WKLD_10
WKLD_9
WKLD_11
WKLD_10
WKLD_12
WKLD_11
WKLD_13
WKLD_12
TLIST_1
TDB_2
How To Design
Tutorials
How To Design
Tutorials
How To Design
Tutorials
This tutorial is actually running from the database.

It began with SlideID TDB_1. You can follow along
by comparing the database entries with the
contents of the balloons. Each row in the
database is a slide in the tutorial. Glide your cursor
over the column names to see comments about
each of the attributes in the slide.
TDB_1
Let's demonstrate your options. (You might want to
look at this slide in TDB_3.) In this slide,
note that we are inserting white space between
sentences using an HTML break tag (The tag, , cannot be displayed here without triggering a
break, so we inserted a space before "br>".) The
break tag MUST BE left bracket, lower case "br",
right bracket. " " is ignored.
TDB_2
In this next example we check a cell for a valid
entry. We call the target cell the "CheckCell".
 You will find this particular CheckCell at
SlideID TDB_4, in the Comment column. We have
set the comment up as a dollar entry cell,
comparable to a price students might enter.
However, it could be any cell in the spreadsheet,
even one that is not visible to the user, and it does
not have to be an entry cell at all. The tutorial
checks whatever cell you name to see if it lies
within an expected range. We have
named our CheckCell
"DB_TutorialCommentEntry", an Excel "Range
Name". You will also find that name in the
CheckCell column, which tells the tutorial the
CheckCell's name or location. Generally speaking,
you should give all CheckCell's their own name,
even though the tutorial will use an address like
"TutorialDB!G14". You never know when a column
or row might be inserted on the CheckCell's
worksheet, and that would change the CheckCell's
address. A Range Name always stays with the
cell. Anytime you indicate a CheckCell,
the tutorial will use the BackNextClose button set.
The slide examines the CheckCell when the
student clicks the Next button to see if it falls within
the boundaries defined in column Low and High. If
it lies within the range, the tutorial advances to the
SlideID in JumpNextYesOK. If below the range,
the next balloon is JumpLow. If above,
JumpHigh. Try it. Enter a value outside
the range.
TDB_3
TDB_3
TDB_4
TDB_5
How To Design
Tutorials
You entered $0.00 a value below the Range $8.00

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

to $15.00. Notice we used your price and
the range in the statement above. How?
TDB_4
TDB_5
How To Design
Tutorials
Any cell can contain formulas or data, and Excel

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

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

tutorial on the fly. The tutorial balloon is of
a type called "Modeless". That means it just sits on
top of the display doing nothing until the user clicks
something in the balloon. While it sits there you
can enter values, copy rows, delete rows, etc.
 For example, when I design tutorials I
begin by creating a "template" row. It contains the
SlideID (which ends in a number), sheetname,
"Buttons", "BackNextClose", the name of my
tutorial, blank Text, and then formulas that set
JumpBackNo to the previous row and
JumpNextYesOK to the next row. Then I copy the
template through 20 or so rows. Excel
automatically increments my SlideID. All I have to
do is fill in the Text.
TDB_6
TDB_8
How To Design
Tutorials
Now I want to show you how to use Bullets and

numbers, but I have a small problem. Those
columns are far to the right of the
display. You may be familiar with
"frames", an Excel feature that splits the display
horizontally or vertically. But instead of
asking you to split the display, let me do it for you.
When you click "Next", the tutorials will run an
"OnEntry" subroutine that has been specially
designed for the next slide. Click Next.
TDB_9
How To Design
Tutorials
How To Design
Tutorials
How To Design
Tutorials
TDB_7
There, the OnEntry routine called

"TDB_9_OnEntry" ran and split the display into
four frames. Of course, you can split the display
manually at any time. When not in use, the splitters
are located in the scroll bars. Any slide
can have an OnEntry subroutine and OnExit
subroutine. Of course, you must get a programmer
to write the code. Although this feature is rarely
used, it does give you control over virtually any
operation. For example, you could demonstrate a
few changes, then perform an
UndoToStartOfRound.
TDB_8
Let's look at using the OptionText to set up Radio
Buttons. Take a look at SlideID TDB_11. When
you click Next, it will set up a slide with three
options as radio buttons.
TDB_9
Here they are. Also note that I have changed the
ButtonSet to "None". With no buttons available, the
user must choose one of the Radio buttons. Of
course, I could have just as easily used
BackNextClose, or OK, or Close, or some other
button set.
TDB_10
TDB_10
TDB_11
TDB_12
How To Design
Tutorials
How To Design
Tutorials
How To Design
Tutorials
How To Design
Tutorials
How To Design
Tutorials
How To Design
Tutorials
How To Design
Tutorials
How To Design
Tutorials
A quick tour of the
Capstone.xls
workbook
You selected option 1, Apple
TDB_11
TDB_12
You selected option 2, Orange
TDB_11
TDB_12
You selected option 3, Banana

The Bullet option looks like this. It is the same
basic structure, but msoBalloonType is set to
Bullets and there are no associated Jumps.
TDB_11
TDB_12
TDB_11
TDB_13
TDB_12
TDB_14
TDB_13
TDB_15
TDB_14
TDB_16
The remaining Balloon type is Numbers. It

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

Capstone.xls
workbook
Welcome to the Using Capstone.xls tutorial.

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

Capstone.xls
workbook
A quick tour of the
Capstone.xls
workbook
After the tutorial, you will want to browse the top

menu bar to see what the sub-menus offer. For
now, let me tell you where the most used items
are:
OFFL_5
If you put your cursor on the each icon, you will get
an information box stating where this icon will bring
you to.
OFFL_6
OFFL_5
OFFL_6
OFFL_7
OFFL_8
A quick tour of the

Capstone.xls
workbook
A quick tour of the
Capstone.xls
workbook
Which icon will get you to the R&D department?

Correct! You could have gotten to this area by
clicking on Strategy and R&D from the top menu.
But the icons are a lot easier.
A quick tour of the

Capstone.xls
workbook
Wrong! This would have brought you to the

Marketing department. The first icon would have
taken you to the R&D department. You could have
also clicked on Strategy and R&D from the top
menu. But the icons are a lot easier.
OFFL_8
OFFL_9
A quick tour of the

Capstone.xls
workbook
Wrong! This would have brought you to the

Production department. The first icon would have
taken you to the R&D department. You could have
also clicked on Strategy and R&D from the top
menu. But the icons are a lot easier.
OFFL_8a
OFFL_9
A quick tour of the

Capstone.xls
workbook
A quick tour of the
Capstone.xls
workbook
A quick tour of the
Capstone.xls
workbook
A quick tour of the
Capstone.xls
workbook
OFFL_7
OFFL_8a
OFFL_8
OFFL_8b
Make sure you are in the R&D page. Notice the

green cells. These cells are the only areas where
you can input your decisions. You will just type in
your decision and click the enter key.
OFFL_8
By entering your decisions, the yellow cells and the
graphs will change, to provide you with input on
how your decisions will effect the company.
OFFL_9
OFFL_10
You will also notice little red triangles on this page. OFFL_10
OFFL_12
If you put your cursor on the wording just to the left

of the triangle, it will open up an information box
regarding an explanation for that row or column.
OFFL_11
OFFL_13
A quick tour of the

Capstone.xls
workbook
You may also encounter some decisions that you

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

Capstone.xls
workbook
Now that you have had a quick overview on using

Capstone.xls, you may want to go through the
Worksheet tutorials to give you a better idea of
how to manage each department of your company. OFFL_15
A quick tour of the

Capstone.xls
workbook
A quick tour of the
Capstone.xls
workbook
OFFL_11
OFFL_14
OFFL_15
OFFL_16
OFFL_17
A quick tour of the

Capstone.xls
workbook
A quick tour of the

Capstone.xls
workbook
A quick tour of the
Capstone.xls
workbook
A quick tour of the
Capstone.xls
workbook
A quick tour of the
Capstone.xls
workbook
A quick tour of the
Capstone.xls
workbook
A quick tour of the
Capstone.xls
workbook
A quick tour of the
Capstone.xls
workbook
A quick tour of the
Capstone.xls
workbook
A quick tour of the
Capstone.xls
workbook
A quick tour of the
Capstone.xls
workbook
A quick tour of the
Capstone.xls
workbook
Best of luck and remember to have fun.
OFFL_16
Welcome to the A quick tour of the Capstone.xls

workbook tutorial.
TLIST_5
TXLS_2
TXLS_1
TXLS_3
TXLS_2
TXLS_4
TXLS_3
TXLS_5
TXLS_4
Welcome to the A quick tour of the Capstone

Courier tutorial. Here are a few example slides to
get you started designing the Tutorial.
TLIST_5
TCOU_2
TCOU_1
TCOU_3
TCOU_2
TCOU_4
TCOU_3
TCOU_5
TCOU_4
A quick tour of the

Foundation
Workbook
The Foundation workbook is your decision support

package. You use it to:
TLIST_1
MXLS_F2
A quick tour of the

Foundation
Workbook
You navigate the workbook with the

FOUNDATION MENU at the top of display, or with
the Toolbar shortcuts at the right of the display.
MXLS_F1
MXLS_F3
A quick tour of the

Foundation
Workbook
We will be focusing on the decision worksheets in

this tutorial, but here are a few words about the
other options:
MXLS_F4
MXLS_F2
A quick tour of the

Foundation
Workbook
Usually you begin with the Strategy menu. Click

Strategy and select R&D.
MXLS_F3
MXLS_F5
A quick tour of the

Foundation
Workbook
All decision worksheets have a few things in

common:
MXLS_F4
MXLS_F6
A quick tour of the

Foundation
Workbook
A quick tour of the
Foundation
Workbook
R&D decisions drive product design. You update

old products and invent new ones.
 Usually you begin your decision making
in R&D. Major issues include:
MXLS_F5
Typically you make R&D decisions and then move
on to Marketing. Select Marketing from the
Strategy menu or the toolbar.
MXLS_F6
MXLS_F7
A quick tour of the

Foundation
Workbook
A quick tour of the

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

Foundation
Workbook
Marketing decisions revolve around "the 4 Ps of

Marketing".
MXLS_F7
Perhaps the most important decisions you make
on the Marketing worksheet are under "Your Sales
Forecast". The computer works up a "Computer
Prediction", but it is not a good one. The computer
knows nothing about your competitors, so it
assumes that each competitor offers one "fair"
product in each segment. In practice your
competitors will do something
different. However, all of the proforma
financial reports depend upon a forecast. If you do
not provide one, the proformas use the
computer's.
MXLS_F8
MXLS_F8
MXLS_F9
MXLS_F10
Let's move on to Production. Select Production

from the Strategy menu or the toolbar.
MXLS_F9
MXLS_F11
On the Production worksheet you make three

types of decisions.
MXLS_F10
MXLS_F12
A quick tour of the

Foundation
Workbook
In the center of the page, the worksheet analyzes

your margins. There are two shifts. First shift
workers can also work overtime. Given your
workforce and production schedule, the worksheet
calculates your labor costs, material costs, and
contribution margin.
Each product requires its own plant and
equipment, and that can cost millions. Let's move
on to Finance. Select Finance from the Strategy
Menu or the toolbar.
Take a look at your cash position (lower left). It
shows yesterday's position of $271,112, and it
projects your cash position for the end of this
year. All previous worksheets drive your
projected cash position. If it is negative, you are
projecting bankruptcy.
Bankruptcy is typically rooted in two
issues. 1. A bad forecast, resulting in
excess inventory. 2. Buying plant, but
neglecting to fund it. You avoid bankruptcy
by adjusting earlier decisions and raising the
money you need.
Plant and equipment should be funded with stock
issues and bond issues. Inventory
expansions should be funded with current debt and
working capital.
MXLS_F15
MXLS_F17
A quick tour of the

Foundation
Workbook
In the happy event that you have excess cash, you

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

Foundation
Workbook
The Proforma Balance Sheet projects your end-ofyear positions given the decisions and
assumptions from all of your
worksheets. 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.
As long as you have cash in your worst case
scenario, and your actual results turn out no worse
than you expect, you cannot go bankrupt.
MXLS_F17
MXLS_F19
A quick tour of the

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

Foundation
Workbook
A quick tour of the

Foundation
Workbook
MXLS_F11
MXLS_F13
MXLS_F12
MXLS_F14
MXLS_F13
MXLS_F15
MXLS_F14
MXLS_F16
A quick tour of the

Foundation
Workbook
A quick tour of the

Foundation
Workbook
Let's see if we have a profit. Select the Proforma

Income Statement from the menu or toolbar.
Strictly speaking, your Proforma Income Statement
is organized in the "contribution format". It breaks
costs down into two categories -- variable costs
and period costs. It also breaks costs down by
product so that you can see which products make
or lose money.
Profits or losses are just one of the things that
affect our cash account. Let's have a look at the
cash flow. Select the Proforma Cash Flow
Statement from the menu or toolbar.
The Cash Flow Statement summarizes what
happens in the Cash account. Black numbers
mean that money is flowing into cash from that
source. Red numbers mean that cash is flowing
out.
Different stakeholders have different expectations
and concerns about the company. They monitor
your performance with ratios and
statistics. Select "Financial Ratios" from
the menu or toolbar.
A quick tour of the

Foundation
Workbook
A quick tour of the
Foundation
Workbook
Your professor may use some of these ratios to

measure your performance. The simulation pays
special attention to: Return On Sales
(ROS) Asset Turnover Return On Assets
(ROA) Return On Equity
(ROE) Cumulative Profits Market
Share Stock Price Market Capitalization
This completes the tour of the entry sheets. If you
are new to the workbook, we recommend two
other tours:
A quick tour of the

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

Foundation
Workbook
MXLS_F18
MXLS_F20
MXLS_F19
MXLS_F21
MXLS_F20
MXLS_F22
MXLS_F21
MXLS_F23
MXLS_F22
MXLS_F24
MXLS_F23
MXLS_F25
MXLS_F24
TLIST_1
Rehearsal
Simulation
Office Assistant
Office Assistant

window. Welcome to the Capstone
Rehearsal Simulation! I am your tour
guide and I'll be giving you tours of each
department you will head. During this
training you will manage the Andrews Corporation
against two programmed competitors. Do not be
concerned if you have been assigned to some
other team for the official simulation (Baldwin,
Chester, Digby, Erie or Ferris). During the
Rehearsal, everybody manages the Andrews
company. There are 4 rounds to
complete. You will begin the first round by
managing 3 products in the R&D department and
after each round you will manage more
departments. After completing the fourth
round your professor has given you the opportunity
to run the company on your own or to start a new
rehearsal. If you restart and choose to run your
company on your own the coach will be disabled.
You can only restart your rehearsal once every 24
hours. Making an analogy of the business
simulation to a flight simulator, the uncoached
rehearsal will enable you to practice various
techniques flying the plane. Keep in mind though
that your competitors in the rehearsal are not as
tough as those in your competition. (You
can choose whether to use the Office Assistant for
the Coach from the CAPSTONE MENU.)
RSIMC1_1
The Office Assistant is now disabled. The Coach
will use a plain textbox.
RSIMC1_1
The Office Assistant is now enabled. You can
select features for the office assistant, including
other characters, by right-clicking the character
icon.
RSIMC1_1
RSIMC1_2
Rehearsal
Simulation
Welcome to the R&D department! Notice

the 5 existing products that you inherit. You will
manage Adam and Aft and invent 1 new product.
Meanwhile, your "ghost teammates" will manage
the other 3 existing products. Further,
your ghost teammates will be running the company
using a broad differentiation strategy (quality
products in all markets). Because infighting
teammates may sabotage a companys
performance, your rehearsal will go better if you
make broad differentiator decisions, even if you
want to use a different strategy in the official
simulation. If your professor allows, after you
finish the coached rounds you may restart the
rehearsal and try out a different strategy on your
own.
RSIMC1_1
RSIMC1_3
Rehearsal
Simulation
In general, planning begins in R&D, then proceeds

through Marketing, Production, and Finance.
Further, since this is the first rehearsal round, you
will only be responsible for a limited number of
products in R&D. Additionally, do not be concerned
about the other departments because your "ghost
teammates" will manage them.
RSIMC1_2
RSIMC1_4
Rehearsal
Simulation
The marketplace evolves continuously. As the

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

in each segment of the Courier report); three of
which are determined in the R&D
department: (Feel free to examine pages
5-9 of the Courier found in the toolbar above, to
view the customer buying criteria for each
segment.)
RSIMC1_6
RSIMC1_4
Rehearsal
Simulation

products meet positioning expectations. Your
smaller and more powerful. 
RSIMC1_5
Rehearsal
Simulation
Rehearsal
Simulation
Let's move your product Na so you can visualize

how products are repositioned. Have a look at
Na's current Performance spec of 0, top left of the
R&D screen. Click on that Performance cell for
Na, type in a new Performance of 9.8 for Na and
press Enter.
RSIMC1_6
Oops. We really need a Performance of 9.8.
Please click Back and try again.
RSIMC1_7
Rehearsal
Simulation
Rehearsal
Simulation
Next change Na's Size coordinate, top left of the

R&D screen. Click on Na's Size cell and enter a
new Size coordinate of 10.2.
Oops. We really need a Size of 10.2. Please click
Back and try again.
Rehearsal
Simulation
Good, now notice that there are now two Adams

on the map. The Black label on the perceptual
map tells you where Adam is today, January 1st.
The Pink label tells you where it will be when it
emerges from R&D and the Revision Date tells you
when it completes from the R&D
department. If the Revision Date exceeds
1 year the project for that product will continue the
following year. As a result, the product falls behind
because it's still trying to finish last year's project.
Additionally, the decision cells will lock, turn yellow
and prevent new projects from beginning until the
following round. The cells will turn green after the
Revision Date.
RSIMC1_9
Rehearsal
Simulation
Rehearsal
Simulation
Check the revision date. Since the current project

is showing a revision date of next year, you'll be
producing and selling Adam's old specs. Keeping
these specs will trigger a pause from beginning a
new project next year because R&D is still trying to
complete this year's project. All projects should
finish within the year unless planned. Try
moving the product by entering new Size and
Performance values so that the revision date falls
somewhere between September and December of
this year.
RSIMC1_11
Oops. We really need a revision that finishes in 0.
RSIMC1_12
RSIMC1_7
RSIMC1_7
RSIMC1_9
RSIMC1_11
RSIMC1_9
RSIMC1_12
RSIMC1_14
Rehearsal
Simulation
As you're repositioning you will find that other

projects may take longer, therefore, extending
revision will cost more money. When you're
making decisions it is important to keep an eye on
this.
RSIMC1_12
RSIMC1_15
Rehearsal
Simulation

half in the Age Profiles Chart when you
repositioned Na.
RSIMC1_16
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
RSIMC1_14
A product's age is maintained by repositioning

products on the perceptual map. When a product
is moved, customers perceive it as younger. Its
age is cut in half on the day it emerges from R&D.
It becomes the "new-and-improved" product, with
half its former age. The "Age at Revision"
tells you what the new perceived age will be on the
day the project completes. If you decide not to
reposition a product, "Age at Revision" will display
a dash (-).
RSIMC1_15
instance, High tech customers help make a buying
decision based on an industry range. The range is
20,000-25,000. Outside this range may result in a
loss of demand (if less) or no additional demand (if
more).
RSIMC1_16
RSIMC1_17
RSIMC1_18

In the end, customers require a minimum
Make an adjustment to Adam's MTBF if you like.
Remember, the range is between 20,000-25,000
hours.
RSIMC1_17
RSIMC1_19
RSIMC1_18
RSIMC1_20
RSIMC1_19
RSIMC1_21
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Management can expand the company by

inventing new products. In total, your company
can manufacture up to 8 products.
RSIMC1_20
Let's invent a new product. We will create it in the

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

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

and 9.8. Please click Back and try again.
RSIMC1_30
Rehearsal
Simulation
Next, give Na a Size between 15.0 and 15.4.
RSIMC1_29
RSIMC1_30
RSIMC1_34
Rehearsal
Simulation

RSIMC1_32
Rehearsal
Simulation

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

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

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

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

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

Simulation. Objectives. During Round 2
your responsibilities have increased. You now
manage Adam, Aft, and Na in R&D and you will
market them in the Marketing
department. Your 'ghost teammates' are
making decisions for Production and
Finance. Take a moment to examine the
results of round 1 and then proceed to tour the
Marketing department.
RSIMC2_1
RSIMC1_36
RSIMC2_100
Rehearsal
Simulation
Great! You're almost done with round 2. Try

making some decisions in R&D and Marketing.
Below are some recommendations:
HMKTG_21
RSIMC2_3
Rehearsal
Simulation
In Marketing, consider creating higher awareness

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

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

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

click Courier and select 1. Front Page. Then click
Next.
Rehearsal
Simulation
RSIMC0_1
RSIMC2_7
RSIMC2_101
Rehearsal
Simulation
To scroll up and down the page, please use the

scroll bar. Three numbers stand out in the
Selected Financial Statistics.
RSIMC2_100
Six of the eight performance measures used to
evaluate the simulation can be found on the Front
Page. They include ROS, Turnover, ROA, ROE,
Cumulative Profits, and Market Share. In
the menu, select Courier | 2. Stock and Bond
Market.
RSIMC2_101
Rehearsal
Simulation
The Stocks & Bonds page summarizes activity in

the stock market and compares your bond portfolio
with competitors. At $121.35, your stock price fell
by ($115.16). Your credit rating is AAA.
RSIMC2_102
RSIMC2_104
Rehearsal
Simulation
Stock price is driven by:
RSIMC2_105
Rehearsal
Simulation
Rehearsal
Simulation
The bond market summary lists your outstanding

bonds and your credit rating. Bonds are
10 year coupon notes. You will pay 10 equal
interest payments annually. The principal is due as
a lump sum in the 10th year.
RSIMC2_104
In the menu click Courier and Financial
Statements.
RSIMC2_105
Rehearsal
Simulation
RSIMC2_103
RSIMC2_102
RSIMC2_103
RSIMC2_106
RSIMC2_107
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
The Financial Statements surveys the competitor's

annual reports.
RSIMC2_106
RSIMC2_108
Although there are many numbers of interest on

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

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

customers want, who satisfied them best, and
what to expect early next round.
RSIMC2_109
RSIMC2_111
RSIMC2_110
RSIMC2_112
RSIMC2_111
RSIMC2_113
Rehearsal
Simulation
Rehearsal
Simulation
Pay special attention to the December Customer

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

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

segment and product. The charts at the
top of the page merit special attention. If
the bars in the Industry Unit Sales vs. Demand are
not of identical height, the entire segment stocked
out, suggesting possible capacity
shortages. The segment shares can tell
you at a glance where a competitor is focusing
their resources. In the menu click Courier
and Perceptual Map.
The Perceptual Map is especially useful for
exposing competing strategies and market
opportunities. New products appear as soon as
they are promoted or acquire a production
facility. In the menu click Courier and
HR/TQM Report.
The HR/TQM report is a specialty page. If your
professor enables the HR or TQM Module, this
page highlights the outcomes of your decision
making. In the menu click Courier and
Annual Report Page 1.
The Annual Report focuses upon your company.
Page 1 offers the Balance Sheet and Cash Flow
Statement in detail. In the menu click
Courier and Annual Report Page 2.
RSIMC2_112
RSIMC2_114
RSIMC2_113
RSIMC2_115
RSIMC2_114
RSIMC2_116
RSIMC2_115
RSIMC2_117
RSIMC2_115
RSIMC2_120
RSIMC2_119
RSIMC2_121
RSIMC2_120
RSIMC2_122
RSIMC2_121
RSIMC2_123
Rehearsal
Simulation
Page 2 breaks down your Income Statement by

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

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

are some recommendations:
HPROD_14
RSIMC3_3
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
RSIMC2_122
RSIMC2_124
RSIMC2_123
RSIMC0_1
In Marketing, modify prices and increase your

marketing budgets for Adam, Aft, and Na. Next,
develop a sales forecast for those 3 products.
Below are some notes to consider.
RSIMC3_2
In Production, enter in a production schedule for
Adam, Aft, and Na. As discussed in the
Production department tour, produce a little more
than the forecast and if necessary, account for the
inventory before entering a production
schedule. Additionally:
RSIMC3_3
Now take a moment to examine your decisions.
When done, save and advance to Round 4. Good
luck!
RSIMC3_4
RSIMC3_4
RSIMC3_5
Rehearsal
Simulation

increased. Continue managing Adam, Aft, and Na
in R&D, Marketing, Production, and
Finance department.
RSIMC2_100
Rehearsal
Simulation
This round you have complete freedom to manage

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

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

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

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


Congratulations! This completes the Rehearsal
Simulation The last round reports are
Rehearsal Finished available for your inspection.
Rehearsal
Simulation
RSIMC5_1
Welcome to
Rehearsal Round 1
Welcome to
Rehearsal Round 2
Welcome to
Rehearsal Round 3
Welcome to
Rehearsal Round 4
Welcome to
Rehearsal Round 5
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal Finished
Good Luck!
As a basic training graduate your professor has

given you the option to play the rehearsal without
the tour guide and make all decisions yourself. Or
you can choose to continue the rehearsal with the
guided tour and ghost teammates making any
uncoached decisions. If you go it alone, without
the tour, you will be responsible for all decisions in
every department of the company. You can
practice how your decisions play out your
company's strategy. Note however, your
competitors in the rehearsal may not be as sharp
as those in your competition.
Simulation. (You can restart your
Remember, you are responsible for making all
decisions for your company this round.
RSIMU
RSIMU
RSIMU
RSIMU
Rehearsal
Simulation

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

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

through Marketing, Production, and Finance.
Further, since this is the first rehearsal round, you
will only be responsible for 2 products in R&D.
RSIMF1_2
RSIMF1_4
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
The marketplace evolves continuously. As the

years pass, customers expect smaller, more
powerful products. Your R&D department updates
existing product designs and can invent new
products.
RSIMF1_3
in each segment of the FastTrack report); three of
which are determined in the R&D
department: (Feel free to examine pages
5-6 of the FastTrack found in the toolbar above, to
view the customer buying criteria for each
segment.)
RSIMF1_4
products meet customer expectations. Your
smaller and more powerful.
RSIMF1_5
Rehearsal
Simulation
Rehearsal
Simulation
Let's move your product Able so you can visualize

how products are repositioned. Have a look at
Able's current Performance spec of 10.3, top left of
the R&D screen. Click on that Performance cell
for Able, type in a new Performance of 5.8 for Able
and press Enter.
Oops. We really need a Performance of 5.8.
Next change Able's Size, top left of the R&D
screen. Click on Able's Size cell and enter a value
at 14.3.
Oops. We really need a Size at 14.3. Please click
Back and try again.
Rehearsal
Simulation
Good. Notice that there are now two Able's on the

map. The Black label on the perceptual map tells
you where Able is today, January 1st. The Pink
label tells you where it will be when it emerges
from R&D and the Revision Date tells you when it
completes from the R&D department. If
the Revision Date exceeds 1 year the project for
that product will continue the following year. As a
result, the product falls behind because it's still
trying to finish last year's project. Additionally, the
decision cells will lock, turn yellow and prevent new
projects from beginning until the following round.
The cells will turn green after the Revision Date.
RSIMF1_9
Rehearsal
Simulation
Rehearsal
Simulation
RSIMF1_6
RSIMF1_5
RSIMF1_6
RSIMF1_7
RSIMF1_9
RSIMF1_7
RSIMF1_7
RSIMF1_11
RSIMF1_9
RSIMF1_12
Rehearsal
Simulation
When you're making decisions always check the

revision date. If the current project is showing a
revision date of next year, you'll be producing and
selling Able's old specs. Keeping these specs will
trigger a pause from beginning a new project next
year because R&D is still trying to complete this
year's project. All projects should finish within the
year unless planned.
RSIMF1_11
Rehearsal
Simulation
Oops. We really need a revision that finishes in 0.

RSIMF1_12
Rehearsal
Simulation
As you're repositioning you will find that other

projects may take longer, therefore, extending
revision dates and costing a little more money.
When you're making decisions it is important to
keep an eye on this.
RSIMF1_12
RSIMF1_15
Rehearsal
Simulation

half when you repositioned Able.
RSIMF1_14
RSIMF1_16
Rehearsal
Simulation
A product's age is maintained by repositioning

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

instance, Low End customers help make a buying
decision based on an industry range. The range is
14,000-20,000. Outside this range may result in a
loss of demand (if less) or no additional demand (if
more).
RSIMF1_16
RSIMF1_18
RSIMF1_14
Rehearsal
Simulation

RSIMF1_17
RSIMF1_18
Of course, you are keenly concerned with both
MTBF and Positioning because both form your
products' material costs. Keep in mind, the better
the technology, the higher the material
costs. Try this experiment. Move one of
your products to the leading edge of segment's
circle and increase the MTBF. Notice the effect in
the Material Cost chart.
RSIMF1_19
Rehearsal
Simulation
Lastly, management can invent new products.

Here are instructions for new inventions:
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
RSIMF1_19
RSIMF1_20
RSIMF1_21
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 Na) beginning
with the letter 'A'. For example, 'Ace' or 'Acre' or
'Apt'. (Do not be concerned with buying plant
capacity and automation; your ghost teammates
will make the purchase. You will only have to do
this when you're making official decisions.)
RSIMF1_21
RSIMF1_23
Next, give Na a performance between 8.0 and 9.0 RSIMF1_22

Oops. We really need a size between 8.0 and 9.0.
RSIMF1_23
RSIMF1_25
Next, give Na a Size between 11.0 and 12.0

between 20,000 and 23,000
Oops. We really need a size between 20,000 and
23,000. Please click Back and try again.
Adding products increases your companys
revenue streams. Therefore, R&D costs
associated with product invention can be seen as
an investment in the future. (Please Note: You
RSIMF1_27
RSIMF1_23
RSIMF1_25
RSIMF1_25
RSIMF1_29
RSIMF1_27
RSIMF1_27
RSIMF1_30
Rehearsal
Simulation
Notice both the revision date and the R&D cost.

This information is important when you begin
running the company. This brings us to
the last, and most strategic concerns in R&D -scope and focus.
Rehearsal
Simulation
This completes the R&D tour. You are

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

Simulation. During Round 2 your
responsibilities have increased. Continue
managing Able and Na in R&D and the Marketing
function. Your 'ghost teammates' are
making decisions for Production and
Marketing department.
RSIMF2_1
RSIMF2_100
Rehearsal
Simulation
Great! You're almost done with round 2. Make

some decisions in R&D and Marketing. Below are
some recommendations:
HMKTG_21
RSIMF2_3
Rehearsal
Simulation
Rehearsal
Simulation
RSIMF1_29
Now make some Marketing decisions. Below are

some recommendations:
RSIMF2_2
Take a moment to examine your decisions and
your Proforma worksheets. When done, save and
advance to Round 3. Good luck!
RSIMF2_3
RSIMF1_31
RSIMF2_4
Rehearsal
Simulation
Let's look at the results for Round -1. In the menu

click FastTrack and select 1. Front Page. Then
click Next.
RSIMF0_1
RSIMF2_101
Rehearsal
Simulation
To scroll up and down the page, please use the

scroll bar. Three numbers stand out in the
Selected Financial Statistics.
RSIMF2_100
Six of the eight performance measures used to
evaluate the simulation can be found on the Front
Page. They include ROS, Turnover, ROA, ROE,
Cumulative Profits, and Market Share. In
the menu, select FastTrack | 2. Stock and Bond
Market
RSIMF2_101
Rehearsal
Simulation
The Stocks & Bonds page summarizes activity in

the stock market and compares your bond portfolio
with competitors. At $121.35, your stock price fell
by ($115.16). Your credit rating is AAA.
RSIMF2_102
RSIMF2_104
Rehearsal
Simulation
Stock price is driven by:
RSIMF2_103
RSIMF2_105
Rehearsal
Simulation
Rehearsal
Simulation
The bond market summary lists your outstanding

bonds and your credit rating. Your bonds
are 10 year coupon notes. You pay 10 equal
interest payments each year. The principal is due
as a lump sum in the 10th year.
In the menu click FastTrack and Financial
Statements.
RSIMF2_104
RSIMF2_106
RSIMF2_105
RSIMF2_107
Rehearsal
Simulation
RSIMF2_102
RSIMF2_103
Rehearsal
Simulation
The Financial Statements surveys the competitor's

annual reports.
RSIMF2_106
Rehearsal
Simulation
Rehearsal
Simulation
Although there are many numbers of interest on

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

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

customers want, who satisfied them best, and
what to expect early next round.
Rehearsal
Simulation
RSIMF2_108
RSIMF2_107
RSIMF2_109
RSIMF2_108
RSIMF2_110
RSIMF2_109
RSIMF2_111
RSIMF2_110
RSIMF2_112
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.
Your demand in December is your score divided
by the sum of the scores.
RSIMF2_112
RSIMF2_114
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
Rehearsal
Simulation
In the menu click FastTrack and 6. High Tech

Segment.
The High Tech Segment page is similar to the
previous page, but focuses upon High Tech
customers. In the menu click FastTrack
and 7. Market Share.
RSIMF2_113
RSIMF2_115
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
their resources. In the menu click
FastTrack and Perceptual Map.
RSIMF2_115
The Perceptual Map is especially useful for
exposing competing strategies and market
opportunities. New products appear as soon as
they are promoted or acquire a production
facility. In the menu click FastTrack and
HR/TQM Report.
RSIMF2_116
The HR/TQM report is a specialty page. If your
professor enables the HR or TQM Module, this
page highlights the outcomes of your decision
making. In the menu click FastTrack and
Annual Report Page 1.
RSIMF2_117
Rehearsal
Simulation
The Annual Report focuses upon your company.

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

increased. Continue managing Able and Na in
R&D, Marketing, and Production. Your
'ghost teammates' are making decisions for
Production department.
Rehearsal
Simulation
Rehearsal
Simulation
RSIMF2_117
RSIMF2_118
RSIMF2_119
RSIMF2_120
RSIMF2_121
RSIMF0_1
RSIMF2_100
Rehearsal
Simulation
Great! You're almost done with round 3. Make

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

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

around the spreadsheet. Make some decisions in
R&D, Marketing, Production, and
Finance. We suggest the following.
Rehearsal
Simulation
Congratulations, you have completed basic

training. Your professor has given you the option
of restarting the Rehearsal with or without the
coach guiding you, or you can continue through
Round 8.
Rehearsal
Simulation
Welcome to Round 6 of the Rehearsal Simulation. RSIMF6_1
HPROD_14
RSIMF2_100
HFIN_12
Rehearsal
Simulation
Welcome to Round 7 of the Rehearsal Simulation. RSIMF7_1
Rehearsal
Simulation
Welcome to Round 8 of the Rehearsal Simulation,

the last round.
RSIMF8_1
Rehearsal
Simulation

available for your inspection.
RSIMF9_1
Greetings!
In R&D consider updating established products like

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

control of the Andrews Bio Sensor company. All
company success is attributable to your actions.
The good news, careful study of the marketplace
will help you make your company a winner.
Comp1_2
Administration
The New
Segments
The company hired you because you are familiar

with the sensor market. Administrative functions
are almost identical to your previous company. In
addition to the four main functional areas, R&D,
Marketing, Production and Finance, you will need
to make decisions in TQM and Human Resources.
 
Let's briefly review the differences in this
simulation from your previous effort. The CompXM Inquirer is similar to the Capstone Courier
or Foundation FastTrack that you used in your
previous simulation. It contains year-end
information about your Industry every round.
Comp1_1
The Comp-XM market has four segments, Thrift,
Core, Nano and Elite. Just like your previous
simulation the segments drift on the perceptual
map. The price ranges remain constant every
round, and if a product is priced $6 or more
outside of a segment's range it will have no sales
in that segment.
Comp1_2
Comp1_3
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; 
Ideal Position at the end of Round 0 (See Industry
Conditions Report) - 15% of decision; 
Age, 3 years - 10% of decision.
Thrift
Comp1_3
Comp1_5
Comp1_4
Comp1_6
Core customers want proven products using

current technology: 
Age, 2 years - 20% of decision; 
decision; 
Conditions Report) - 16% of decision.
Core
Nano
Nano customers want cutting-edge technology that

is smaller in size: 
Age, 1 year - 20% of decision; 
decision.
Comp1_5
Comp1_7
Elite customers want high reliability and cutting

edge performance: 
Age, 0 years - 34% of decision; 
decision.
Elite
Comp1_6
Comp1_8
Comp1_7
You may or may not have used TQM (Total Quality
Management) in your previous simulation. Each
TQM initiative that you invest in returns different
benefits. For example, some initiatives reduce
labor and material costs while others reduce R&D
cycle time. Refer to the flags on the TQM Initiative
worksheet for a complete discussion of TQM
entries.
Comp1_8
Comp1_9
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
TQM
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.
HR
Board Queries
Balanced
Scorecards
Good Luck!
Refer to the flags on the Production and Human

Resource spreadsheets for a thorough discussion
of Human Resource entries.
Comp1_9
Remember! The simulation is just one part of
Comp-XM; you will need to login at
www.capsim.com and answer a series of Board
Queries, which will quiz you on your company's
status and the state of the marketplace.
Comp1_10
Also on the website, if your professor has enabled

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

from the website
Launch the Marketing

tutorial from the website
Launch the Production

tutorial from the website
Launch the Finance tutorial

from the website
Launch the HR tutorial from

the website
Launch the TQM tutorial

from the website
Launch the Advanced

Marketing tutorial from the
website
List tutorials
Positioning - the product's

placement on the Perceptual
Map
Note that the map presents

the situation at the end of
this round, a forecast for
where segments and
products will be on
December 31st.
Traditional customers want
a proven design. Their
interest peaks when the
design is 2.0 years old.
Low Tech customers want a
proven design. Their interest
peaks when the design is
3.0 years old.
Traditional - 14,000 to
19,000 hours
Low Tech - 14000 to 20000

hours
Pick a row that begins with

"Na".
Scope - How many products

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

"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 Labors Demand falls

between the companys
Starting Position and
Negotiation Ceiling
IF Labor's Demand is above

the company's Negotiation
Ceiling
$1 difference in wages
Price
Set the Your Sales Forecast

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

can find substitutes.
Mktg!C6
29
39 HMKTG_7
HMKTG_7
Mktg!C6
15
35 HMKTG_7a HMKTG_7a
Accessibility. How easy is it

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

you lose 1/3rd of your
accessibility.
AR Lag. Your credit terms

are expressed in days - 30
days means you give
customers 30 days to pay
you. If you offer no credit
terms, demand falls to about
65% of maximum. At 30
Long-term Debt (Bonds)
Finance!C21
-1
0 HFIN_10Low HFIN_10High
Print Media
Email and Web Media
$300 thousand
Outside Sales
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

NA.
team size
DB_TutorialCommentEntry
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.
RandD!D6
9.8
9.8 RSIMC1_8
RSIMC1_8
RandD!E6
10.2
10.2 RSIMC1_10 RSIMC1_10
RandD!G6
1/1/1900
12/31/1900 RSIMC1_13 RSIMC1_13
In Excel you must press

Enter or Tab to complete
typing a value in a cell.
Positioning affects material

cost. The higher the
technology, the higher the
material cost. You could run
experiments by moving
Adam behind its current
specs (black font) with less
performance and larger size.
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
10 RSIMC1_26 RSIMC1_26
RandD!F9
20,000
23,000 RSIMC1_28 RSIMC1_28
RandD!D7
9.5
RandD!E7
15
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.
Continue to Round 5 of this
Rehearsal competition. I'll

Map
Decisions are to be made

only to the cells that are
green.
RandD_F!D4
5.8
RandD_F!E4
14.3
5.8 RSIMF1_8
RSIMF1_8
In Excel you must press

Enter or Tab to complete
typing a value in a cell.
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.
RandD_F!G4
1/1/1900
12/31/1900 RSIMF1_13 RSIMF1_13
Try moving the product by

entering new Size and
Performance values. Notice
the revision dates move
farther as more changes are
made.
Positioning affects material

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

hours

"Na".
RandD_F!D5
9 RSIMF1_24 RSIMF1_24
RandD_F!E5
11
12 RSIMF1_26 RSIMF1_26
RandD_F!F5
20,000
23,000 RSIMF1_28 RSIMF1_28

eight.

in the Foundation FastTrack
and Annual Report.
Consider updating all of your
products' design.
Remember to finish your
projects before December
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
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
Age - the perceived age of the

design
Reliability - how long the

product will last,
measured in MTBF or
Mean Time Before Failure
Low End customers interest

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

brand new design, age 0.0.
Low Tech - 12,000 to 17,000

hours
High Tech - 17000 to 23000

hours
High Tech - 20,000 to

25,000 hours
Performance - 22,000 to
27,000 hours
Give your product a name. By

convention, the first letter
should match the first letter of
your company.
Focus -- Where are your

products? Are you in every
segment or only a few? Do you
have more than one product in
a segment?
Position the product with a Give your product a

Performance and Size
reliability that would satisfy
specification.
customers.
Low End - 12000 to 17000

hours
High Tech - 17000 to 23000

hours
High End - 20000 to

25000 hours
Performance - 22000 to
27000 hours

your company.
a segment?

specification.
customers.
Recruiting Spend. The "extra"

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

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

workers you need to fill the
current production schedule
without overtime. This number
changes with the Production
Schedule.
This Year. Your decision

for complement this year.
Typically, you make it
equal to "Needed".
However, if you know that
your workforce will be
shrinking (perhaps
because of improvements
in Automation), you might
decide to ask workers to
do overtime this year to
avoid hiring new people
this year only to discharge
them next year.
1st and 2nd Shift. Your

headcounts on first shift
and second shift. Second
shift worker wages are
150% of first shift worker
wages.
Your complement should avoid

overtime and over staffing.
Recruiting Spend let's you

spend up to $5000 per
worker to get a higher
caliber of worker. Training
Hours lets you send each
worker to training up to 80
hours per year.
Your goal is to improve

productivity, which in turn
leads to a smaller, more
stable workforce.
Profit Sharing-> 0% Benefits -> 0% or up to 150% of 150% of their current

current benefits.
profit sharing.
$23.80
UNLESS one of the companies

puts down a better offer than
the 10% increase. Then of
course, Labor will take the best
offer on the table and use that
as their demand.
$24.20
The company that offered

this very attractive deal
will shake hands with the
Labor union and be on
their way. The other
companies will go to Step
2.
Annual Raise -> 0% - 150%

of their current annual raise
rate.
THEN both parties agree to

meet in the middle. They split
the difference between the
Company's Starting Position
and Labor's demand. There is
no strike.
THEN Management walks out,
and Labor strikes. Both sides
will finally reach a compromise
but not without any injuries. The
company and labor will meet in
the middle between the
Negotiation Ceiling offered by
management and Labor's
demand.
$300 difference in benefits
package
1% point difference in
Profit Sharing
Promotion
Place
1% point difference in
Annual Raise
Starting at $24.00, try raising

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

suspicious, thinking, "What is
wrong with this product?"
At $5.00 above or below Within the expected range,

the expected price range, demand follows a classic
demand falls to zero.
price demand curve.
Salesmanship. Are sales people

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

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

Lag affects production and your
ability to meet demand.
Suppliers become concerned
when they are not paid
promptly. Eventually they
withhold material for production.
Short-term Debt (Current Debt) Stock Offering
Direct Mail
Web Media
Print Media and Web Media
Print Meda and Direct Mail
Email
$800 thousand
$700 thousand
Inside Sales
Distributors
Concurrent Engineering,
QIT, Channel Support Systems, Benchmarking,
Channel Support Systems and

Quality Function Deployment
Effort
Quality Function
Deployment Effort, and
CCE/6 Sigma Training
What are your margins?
What is your plant

capable of producing?
Most labels feature

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

warehouse.
#VALUE!
If your best case comes true,

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

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

reliable the product, the more
expensive the materials.
The number of units

produced on second shift.
Automation is expensive - $4
per unit for each additional
point. As an experiment, raise
Able to 10.0.
At the start of the

simulation, a product with
an automation rating of
1.0 would have labor
costs of about $11.20 per
unit. A product with an
automation rating of 10.0
would have first shift labor
costs of $1.12 per unit.
Look at the 'Investment ($000)'

line to see the cost of your plant Try increasing NA's
improvements.
Automation by .5 points.
meetings
member skills
Next try selling 200 units.

To sell capacity, enter a
negative number, -200. The
investment will turn red,
indicating that you are
getting money for the sale.
Capacity is sold at 65% of
its original value.
Orange
Banana
Go back a slide
Argentina
Peru
Move Able to
Performance 15.1 Size
Change Acre's MTBF to 12000. 5.3
Strategy houses the different

areas of the company where
you will be making decisions.
You can go to these areas by
clicking on the name of the
department.
Chili
Add a new product called
"Axle" in the Size segment.
Last Years Report is where

you can view and print the
results from last year. Most
Proformas will provide you important one being the
with a look at your
Capstone Courier. Printing
financials that have been the Courier from this
calculated based on your location provides you with a
forecasted sales.
prefect printed copy.
Second
Third
Develop scenarios
Forecast financial results
View expands the workbook to

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

trends
Undo allows you to throw

away recent work. You can
Undo to the last time you
saved, or throw away
everything and start over.
The yellow cells are results.

They are protected from
change.
The results of your

decisions ripple through
the other worksheets.
The Coach offers a tutorial

for all decision entry
worksheets. To view the
tutorial, select the entry
sheet and click the Coach
button.
The perceived age of the

product's design. Low Tech
wants a proven design. High
Tech wants cutting edge
designs.
The product's reliability.

Low Tech will sacrifice
reliability for low price.
High Tech expects
products to last.
The breadth of your product

line. You start with one
product, and you can invent
up to four more.
Place - Your Sales Budget

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

actually handled in R&D. It
concerns the design of the
product and how well it fits
customer needs.
Saving your work

design

product will last,
measured in MTBF or
Decisions are to be made only

to the cells that are green.
Yellow cells are protected

but data can change from
decisions made to the
green cells.
Your company is pursuing a

broad differentiation strategy in
the rehearsal so you'll be
offering premium products in
R&D.
Low Tech - 12,000 to 17,000

High Tech - 20,000 to
hours
25,000 hours
By modifying a product's MTBF
it will cost you and it will extend
the revision date.
Performance - 22,000 to
27,000 hours

a segment?
Learn the Marketing

department.
Remember customers are

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

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

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

by the number of products
Multiply the Total Industry Unit a segment. For example,
Demand and the Growth Rate. 2,268 / 3 = 756. 756 units
For example, 1,952 * 1.162 =
represents an average per
2,268--> this year's demand for product for the High tech
the High tech segment.
segment.
Sales. At $3,475,504 your sales

are below average. You began
with a company doing about
$100M in sales. With the market
growing at roughly 14% per
year, in Round 1 the average
company could expect sales
between $110M and $120M.
Profits. At ($17,239,037)
our profits are terrible. We
need to at least break
even.
EPS or Earnings Per Share.

EPS reflects your profitability
this round, and in some sense
suggests your future earnings.
Dividends. From a
stockholder's perspective,
a dividend is similar to an
interest payment. It
suggests how much of
future profits will wind up
in stockholder hands.
Yield. Yield compares the

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

in terms of issues. How
much wealth are you
creating for stockholders?
How much of the profits do
you give to them, and how
much do you need to keep
to grow the company?
Close. The closing price is

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

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

Income Statement
measures your ability to
create new wealth (profits)
by working our assets to
produce Sales. Using your
assets, you make sales.
The expenses to make
the sale are subtracted,
leaving (hopefully) a gain
or profit.
Who has the biggest

asset base?
Which competitors
emphasize SG&A
expenses to drive up
demand?
2nd Shift & Overtime.

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

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

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

Compares products across
the buying criteria value.
Tour the Production

department.

time.
premium products in
R&D.
Examine your competitors.

Have they improved designs?
Awareness? Accessibility?
Prepare a sales forecast. Enter
your worst-case into the
forecast.
To forecast, multiply the

Total Industry Unit
Demand and the Growth
Rate. For example, 2,268
* 1.162 = 2,635--> this
year's demand for the
High tech segment.
Consider selling some capacity

if you find plants will be sitting
idle.
Take 2,635 and divide it by

the number of products a
segment. For example,
2,635 / 3 = 878. 878 units
represents an average per
product for the High tech
segment.
Tour the Finance department.

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

start over.
I'm ready for more!
In Finance, be sure that you

have a positive cash
balance on December 31st.
We encourage a cash
position 3%-7% of sales in
cash.
Play this round with coaching

and help from ghost
teammates.
and help from ghost
and help from ghost
and help from ghost
start over.

design
Yellow cells are protected but

data can change from decisions
made to the green cells.

product will last,
measured in MTBF or
You could reposition Able to

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

Able. If you moved it a
modest amount, you
would cut the age in half
without seriously affecting
the positioning.
High Tech - 17,000 to 23,000

hours

your company.

specification.
customers.

a segment?
The Marketing Manager's job.

time.
premium products in
R&D.
Consider creating awareness

and accessibility for your new
product(s) by providing a
promotion and sales budget. (In
addition, new products are
newsworthy events so all new
products enter the marketplace
with 25% awareness for on top
of the original promotion
budget.)
Develop a forecast by
multiplying the Total
Industry Unit Demand and
the Growth Rate. For
example, 2,898 * 1.10 =
3,188--> this year's
demand for the Low Tech
segment.
Take 3,188 and divide it by

the number of products a
segment. For example,
6,098 / 3 = 1,016. 1,016
units represents an average
per product for the High
tech segment.
Sales. At $3,475,504 your sales

are below average. You began
with a company doing about
$41M in sales. The market
grows at roughly 15% per year.
In Round 1 the average
company could expect sales
between $44M and $49M.
Profits. At ($17,239,037)
your profits are terrible.
You need to at least break
even.
EPS or Earnings Per Share.

EPS reflects your profitability
this round, and in some sense
suggests your future earnings.
Dividends. From a
stockholder's perspective,
a dividend is similar to an
interest payment. It
suggests how much of
future profits will wind up
in stockholder hands.
Yield. Yield compares the

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

in terms of issues. How
much wealth are you
creating for stockholders?
How much of the profits do
you give to them, and how
much do you need to keep
to grow the company?
Close. The closing price is

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

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

Income Statement
measures your ability to
create new wealth (profits)
by working our assets to
produce Sales. Using your
assets, you make sales.
The expenses to make
the sale are subtracted,
leaving (hopefully) a gain
or profit.
Who has the biggest

asset base?
Which competitors
emphasize SG&A
expenses to drive up
demand?
2nd Shift & Overtime.

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

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

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

Compares products across
the buying criteria value.
The Production department.
In Production consider
capacity and automation.
case scenario.
Review your decisions and

examine the proforma
reports. Make any final
changes to R&D, Marketing
and Production.
The Finance department.

In Production, consider
capacity and automation
or selling off idle plants.
case scenario.

start over.
In Finance, be sure that you

have a positive cash
balance on December 31st.
We encourage a cash
position 3%-7% of sales in
cash.

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

established products like Able.
Have your projects complete
before December 31st so that
you can update them again next
year. If you wish, you can
launch new product designs,
too.
In Marketing, examine
your competitors. Have
they improved designs?
Prepare a sales forecast.
Enter your worst-case into
the forecast.
Really Short.
OptionText5
Jump1
MRD_2
MMKTG_2
MPROD_2
Jump2
Jump3
Jump4
Jump5
MFIN_2
MHR_2
MTQM_2
MAMK_2
TLIST_1
MHR_3
Performance customers want

a young design of 1.0 years.
Size - 16,000 to 21,000 hours
Size - 16000 to 21000 hours
Overtime. The percentage of

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

higher recruiting expense,
training expense, and a
slightly larger complement to
cover people already in
training.
TLIST_1
HLAB_7a
HLAB_7b
HLAB_7c
TLIST_1
Trade Shows
HAMK_9
HAMK_10
HAMK_11
HAMK_13
HAMK_14
HAMK_15
TLIST_1
HTQM_6a
HTQM_6b
TLIST_1
This will force your proformas

into a conservative position.
They will show you the worstcase, where you have lots of
unsold inventory. If you still
have cash in this worst-case
scenario, you can ride out a
bad year without cash flow
problems.
TIP. It never makes sense to

sell automation. You are
charged for the change in
automation, up or down in
rating, so you would actually
pay money to reduce your
plants' efficiency.
TLIST_1
TDB_11a
TDB_11b
TDB_11c
TDB_10
Equador
OFFL_8a
OFFL_8b
OFFL_8c
TLIST_1
Print last year's reports
Last Year's Reports

summarize the results for the
previous round.
The concentration of your

products. You might spread
them out along the product
life cycle, or you might cluster
them to appeal to segment
preferences.
CONSTR
CONSTR
Size - 16,000 to 21,000 hours
RSIMC2_100
HMKTG_1
Bond Rating. The credit

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

Income Statement's "Other"
line, which might indicate
unusual fees or writeoffs?
Plant Utilization. Plant

utilization of 100% means
you are running a complete
first shift. 200% means you
are running two complete
shifts.
RSIMC2_100
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.
HPROD_1
RSIMC2_100
HFIN_1
RSIMC2_100
RSIMC5_2
RSIMC2_100
RSIMU
Finance all your investing

activities appropriately.
RSIMU
RSIMC0_1
RSIMU
RSIMC0_1
RSIMU
RSIMC0_1
RSIMU
RSIMC0_1
RSIMU
RSIMC5_2
RSIMF2_100
For more details about

developing a Sales Forecast
see the Manager Guide on
your Help menu. Enter your
prediction for each product.
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.
RSIMF2_100
HPROD_1
When finished, save and

advance to Round
4. Good luck!
RSIMF2_100
HFIN_1
RSIMF2_100
RSIMC5_2
When finished reviewing your

decisions and examining the
proforma reports, save and
advance to Round
5. Good luck!
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
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
OnEntry OnExit
 (You can
choose the Office
Assistant for the
coach from the
CAPSTONE
MENU.)
FollowHyperlink
FollowHyperlink
FollowHyperlink
Office 2007 Users, Please Note: To see

the Capstone/Foundation/Comp-XM menu
selections, click the Add-Ins tab above. If
you do not see the Add-Ins tab, please
resize the spreadsheet by double clicking
the blue bar at the top of the
window. 
FollowHyperlink
FollowHyperlink
FollowHyperlink
FollowHyperlink
FollowHyperlink
DisplayCourier5
DisplayCourier5
RandD
HR
Marketing
Finance
TQM
Production
TDB_9_OnEntry
Welcome to the
Capstone
Rehearsal
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
Rehearsal,
everybody
manages the
Andrews
company. 
There are 4 rounds
to complete. You
will begin the first
RehearsalSimulationTeammates
DoNotUseAssistant
UseAssistant
 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.
Office 2007
Users, Please
Note: To see the
Capstone/Founda
tion/Comp-XM
menu selections,
click the Add-Ins
tab above. If you
do not see the
Add-Ins tab,
please resize the
spreadsheet by
double clicking
the blue bar at the
top of the
window. 
RandD
DisplayCourier1
DisplayCourier2
DisplayCourier3
DisplayCourier4
DisplayCourier5
DisplayCourier6
DisplayCourier7
DisplayCourier8
DisplayCourier9
DisplayCourier10
DisplayCourier11
DisplayCourier12
DisplayAnnRpt1
DisplayAnnRpt2
RehearsalRestart
RehearsalUnCoached
Welcome to the
Foundation
Rehearsal
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
Rehearsal,
everybody
manages the
Andrews
company. 
There are 4 rounds
to complete. You
will begin the first
RandD
 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.
Office 2007
Users, Please
Note: To see the
Capstone/Founda
tion/Comp-XM
menu selections,
click the Add-Ins
tab above. If you
do not see the
Add-Ins tab,
please resize the
spreadsheet by
double clicking
the blue bar at the
top of the
window. 
RandD
DisplayCourier1
DisplayCourier2
DisplayCourier3
DisplayCourier4
DisplayCourier6
DisplayCourier8
DisplayCourier10
DisplayCourier11
DisplayCourier12
DisplayAnnRpt1
DisplayAnnRpt2
ChngDate
Cell Location GameType

TQM!D3
Foundation
TranslatedSize
175|200
TranslatedComment
On any particular initiative, spending more than
$1 million this year pushes into diminishing
returns. Furthermore, cumulative diminishing
returns are reached at $2.5 million on any given
initiative. For example, to reach the ultimate
limits on CPI systems as quickly as possible,
you would spend $1 million this year, $1M next
year, and $0.5M in the third year.
There is also a threshold of $250K before an
initiative shows a meaningful return. Put simply,
if you budget for an initiative, the investment
should be at least $250K, and not more than $1
million.
Mktg!C3
CompXM
175|200
Customers expect prices to fall within a

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

UserID
Password
UserType
INVALID
StudentLogin
FullName
LoginSimID
RoundType
FALSE
FALSE
FALSE
FALSE
FALSE
DraftSaved Null
FALSE
0
FALSE
FALSE
Round 0
AUDIT_TRAIL_
STAMP
SavedBy Null
SavedWhat Null
SavedDate Jul
09, 2014
SavedTime
01:02 PM CDT
SimulationVersio
n 2010
Null
ClassRound 0
RoundType
Pratice
RehearsalRestar
t0
FALSE
FALSE
DraftSaved Null
0
FALSE
FALSE
TRUE
VERSION WEB QUERY

Capstone Web Build
Foundation Web Build
The 2007v21 update can only be used for courses that started before August 1, 2006. Thank you.
OFFICIAL_DEC_AVAILABLE WEB
PROFESSOR
QUERY
SIMULATION LIST QUERY
SimulationVersion 2013C
C52915
ClassRound 8
RoundType Practice
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
C52915
Andrews
C63210
Andrews
STUDENT KEY QUERY

StudentKey
463113
SimID
C52915
HarvardCookie
496367
Established
F61486
BALANCED SCORECARD PROFORMA QUERY

SimID
D PROFORMA QUERY
LaborNegotiation
Offer1
Offer2
TQMfunction
TQMbudgets
MKTGPrimarySeg
MKTGPrintMedia
MKTGDirectMail
MKTGWebMedia
MKTGEmail
MKTGTradeShows
MKTGSalesPriorities
MKTGOutsideSales
MKTGInsideSales
MKTGDistributors
MKTGReports
FeesAndNewCapital
DECISIONSINCOMING
DECISIONS
ProductName
RetireProduct
XcoordinateRD
YcoordinateRD
MTBFrdSpec
Price
PromoBudget
SalesBudget
UnitSalesForecast
ProductionOrdered
CapacityChange
AutomationNextRound
FinanceFunction
FinanceDecisions
LaborNegotiation
Offer1
Offer2
TQMfunction
TQMbudgets
MKTGPrimarySeg
MKTGPrintMedia
MKTGDirectMail
MKTGWebMedia
MKTGEmail
MKTGTradeShows
MKTGSalesPriorities
MKTGOutsideSales
MKTGInsideSales
MKTGDistributors
MKTGReports
FeesAndNewCapital
Andrews
Able
1
Na
9
Na
0
0
0
10.3
0
0
9.9
0
0
14000
0
0
24
0
0
1400
0
0
3000
0
0
0
0
0
2200
0
0
0
0
0
10
0
0
StIssue
StRetire
Dividend
0
0
0
TechWage AsmbWage Benefits
29.56
0
2500
32.52
0
2750
CPI
VendorJIT QIT
0
0
0
1
2
3
280
0
0
280
0
0
280
0
0
280
0
0
280
0
0
0.24
0.22
0.2
8
2
2
20
4
4
10
2
2
0
0
0
0
0
2021 C52915
Na
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
ShortDebt BondRetir
0
0
ProfitShr AnnRaise
0.020
0.050
0.022
0.055
Channels CCE
0
0
4
5
0
0
0
0
0
0
0
0
0
0
0.17
0.17
2
1
4
4
2
2
0
0
Na
Na
Na
0
0
0
0
0
0
0
0
0
0
0
BondIssue
0
0
0
0
0
0
0
0
0
0
0
AR
0
60
Complment RecrSpend
0
5000
0
0
BenchMark QFDE
0
0
1
2
0
0
0
0
0
0
0
0
0
0
0
0
1
0
4
0
2
0
0
0
NA
0
0
0
0
0
0
0
0
0
0
0
AP
30
TrainHrs
80
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
DECISIONSOUTGOING
DECISIONS
ProductName
RetireProduct
XcoordinateRD
YcoordinateRD
MTBFrdSpec
Price
PromoBudget
SalesBudget
UnitSalesForecast
ProductionOrdered
CapacityChange
AutomationNextRound
FinanceFunction
FinanceDecisions
LaborNegotiation
Offer1
Offer2
TQMfunction
TQMbudgets
MKTGPrimarySeg
MKTGPrintMedia
MKTGDirectMail
MKTGWebMedia
MKTGEmail
MKTGTradeShows
MKTGSalesPriorities
MKTGOutsideSales
MKTGInsideSales
MKTGDistributors
MKTGReports
FeesAndNewCapital
Able
0
10.3
9.9
14000
24.00
1400
3000
0
2200
0
10.0
StIssue
0
TechWage
0.00
0.00
CPI
0
1
280
280
280
280
280
0.240
8
20
10
0
0
0
NA
0
0.0
0.0
0
0.00
0
0
0
0
0
0.0
StRetire
0
AsmbWage
0.00
0.00
VendorJIT
0
2
0
0
0
0
0
0.220
2
4
2
0
0
0
NA
0
0.0
0.0
0
0.00
0
0
0
0
0
0.0
Dividend
0.00
Benefits
0
0
QIT
0
3
0
0
0
0
0
0.200
2
4
2
0
0
NA
0
0.0
0.0
0
0.00
0
0
0
0
0
0.0
ShortDebt
0
ProfitShr
0.000
0.000
Channels
0
4
0
0
0
0
0
0.170
2
4
2
0
C52915
NA
0
0.0
0.0
0
0.00
0
0
0
0
0
0.0
BondRetir
0
AnnRaise
0.000
0.000
CCE
0
5
0
0
0
0
0
0.170
1
4
2
0
NA
0
0.0
0.0
0
0.00
0
0
0
0
0
0.0
BondIssue
0
Complment
#VALUE!
0
BenchMark
0
1
0
0
0
0
0
0.000
1
4
2
0
NA
0
0.0
0.0
0
0.00
0
0
0
0
0
0.0
AR
60
RecrSpend
0
0
QFDE
0
2
0
0
0
0
0
0.000
NA
0
0.0
0.0
0
0.00
0
0
0
0
0
0.0
AP
30
TrainHrs
0
0
0
0
0
0
0
0
0
0
0
0.000
DECISIONS LAST SAVED

DECISIONS Andrews 1 9 2021 C52915
ProductName Able Na Na Na Na Na Na NA
RetireProduct 0 0 0 0 0 0 0 0
XcoordinateRD 10.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0
YcoordinateRD 9.9 0.0 0.0 0.0 0.0 0.0 0.0 0.0
MTBFrdSpec 14000 0 0 0 0 0 0 0
Price 24.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
PromoBudget 1400 0 0 0 0 0 0 0
SalesBudget 3000 0 0 0 0 0 0 0
UnitSalesForecast 0 0 0 0 0 0 0 0
ProductionOrdered 2200 0 0 0 0 0 0 0
CapacityChange 0 0 0 0 0 0 0 0
AutomationNextRound 10.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
FinanceFunction StIssue StRetire Dividend ShortDebt BondRetir BondIssue AR AP
FinanceDecisions 0 0 0.00 0 0 0 60 30
LaborNegotiation TechWage AsmbWage Benefits ProfitShr AnnRaise Complment RecrSpend TrainHrs
Offer1 29.56 0.00 2500 0.020 0.050 0.032 5000.000 80.000
Offer2 32.52 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 1 2 0
MKTGPrintMedia 280 0 0 0 0 0 0 0
MKTGDirectMail 280 0 0 0 0 0 0 0
MKTGWebMedia 280 0 0 0 0 0 0 0
MKTGEmail 280 0 0 0 0 0 0 0
MKTGTradeShows 280 0 0 0 0 0 0 0
MKTGSalesPriorities 0.24 0.22 0.20 0.17 0.17 0.00 0.00 0.00
MKTGOutsideSales 8.00 2.00 2.00 2.00 1.00 1.00 0.00 0.00
MKTGInsideSales 20.00 4.00 4.00 4.00 4.00 4.00 0.00 0.00
MKTGDistributors 10.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00
MKTGReports 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
FeesAndNewCapital 0 0
SavedBy
SavedWhat All
SavedDate Oct 12, 2012
SavedTime 02:55 PM CDT
ALL
C:\Documents and
Settings\brian\My
Documents\CapstoneDecisi
onsRound1C27385Andrew
s.prn
0.0 0.0 0.0 0.0

dend ShortDebt BondRetir BondIssue AR AP
ge Benefits ProfitShr AnnRaise Complment RecrSpend TrainHrs

032 5000.000 80.000
nels CCE BenchMark QFDE CCE6sigma UNEPGreen GEMISustain
17 0.17 0.00 0.00 0.00

0 1.00 1.00 0.00 0.00
0 4.00 4.00 0.00 0.00
0 2.00 2.00 0.00 0.00
0 0.00 0.00 0.00
RandD
0
Name
New Pfmn
Able
New Size
10.3
MTBF
9.9
14,000
Revision
Date
Age at
Revision
15-Sep-20
0.5
R&D Cost
($000)
Round 0 - 0
$0
$0
Na
0.0
0.0
$0
Na
0.0
0.0
$0
Na
0.0
0.0
$0
Na
0.0
0.0
$0
Na
0.0
0.0
$0
Na
0.0
0.0
$0
NA
0.0
0.0
$0
Total
$0
20
10.0
Old
Material Cost
$5
$10
New
$20
Able
NA
NA
NA
NA
NA
NA
NA
Age Profiles
Able
18
9.0
NA
16
NA
8.0
NA
14
NA
7.0
12
Size
$15
10
Able
8
6
NA
6.0
NA
NA
5.0
4.0
3.0
2.0
2
1.0
0
0
Performance
10
12
14
16
18
20
0.0
Perceptual map (at the end of this year)
Page 3251
RandD_F
0
Name
New Pfmn
New Size
10.3
9.9
Able
Revision
Date
MTBF
14,000
15-Sep-20
Age at
Revision
0.5
R&D Cost
($000)
Round 0 - 0
Old
Material Cost
$0
$0
Na
0.0
0.0
0.0
$0
Able
Na
0.0
0.0
0.0
$0
NA
Na
0.0
0.0
0.0
$0
Na
0.0
0.0
0.0
$0
Total
$0
$5
$10
$15
New
$20
NA
NA
NA
20
Age Profiles
10.0
18
Able
NA
9.0
16
NA
8.0
NA
14
Size
12
10
Able
8
6
NA
7.0
6.0
5.0
4.0
3.0
2.0
1.0
0.0
0
0
Performance
10
12
14
16
18
20
Perceptual map (at the end of this year)
Page 3252
Mktg
Marketing
0
Name
Able
NA
NA
NA
NA
NA
NA
NA
Total
Promo
Budget
Price
$24.00
$0.0
$0.0
$0.0
$0.0
$0.0
$0.0
$0.0
Sales
Budget
$1,400
$0
$0
$0
$0
$0
$0
$0
$1,400
$3,000
$0
$0
$0
$0
$0
$0
$0
$3,000
Benchmark
Prediction
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Your
Sales
Forecast
0
0
Round 0 - 0
Gross
Revenue
Forecast
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Note: The Computer Prediction is only useful as a benchmarking tool. The computer
assumes that each competitor will offer one unremarkable product in every segment. It
does not know what your competitors have actually offered. Therefore, you should
always override the computer's forecast with your own.
Revenue Forecast
Marketing
$4,000)
$3,000)
$2,000)
$1,000)
Less Promo
& Sales
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
A/R Lag (days)

A/P Lag (days)
Unit sales forecast
Variable costs
$5,000)
Contrib.
Margin
Forecast
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Variable
Costs
Trad
Low
High
60
30
Pfmn
Size
$0)
Able
NA
NA
NA
NA
NA
NA
NA
Able
NA
NA
NA
NA
NA
NA
NA
Page 3253
Mktg_F
Marketing
0
NAME
Able
NA
NA
NA
NA
Total
Price
$24.00
$0.0
$0.0
$0.0
$0.0
Promo
Budget
$1,400
$0
$0
$0
$0
$1,400
Sales
Budget
Benchmark
Prediction
$3,000
$0
$0
$0
$0
$3,000
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Round 0 - 0
Your
Sales
Forecast
0
0
Gross
Revenue
Forecast
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Variable
Costs
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Note: The Computer Prediction is only useful as a benchmarking tool. The computer
assumes that each competitor will offer one unremarkable product in each segment. It
does not know what your competitors have actually offered. Therefore, you should
always override the computer's forecast with your own.
Revenue Forecast
Marketing
Variable costs
Unit sales forecast
Contrib.
Margin
Forecast
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Less Promo
& Sales
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
A/R Lag (days)

A/P Lag (days)
Trad
Low
High
Pfmn
60
30
Size
$6,000)
$4,000)
1
$2,000)
$0)
0
Able
NA
NA
NA
NA
Able
NA
NA
NA
NA
Page 3254
Marketing Budget Detail
0
Promo Budget
Target Segment
Print Media
Direct Mail
Web Media
Email
Trade Shows
Budget ($000)
Able
Sales Budget
Outside Sales
Inside Sales
Distributors
Trad
NA
$280
$280
$280
$280
$280
$1,400
$0
$0
$0
$0
$0
$0
NA
$0
$0
$0
$0
$0
$0
Low
2
4
2
Budget ($000)
NA
Pfmn
2
4
2
$0
Awareness Forecast
$0
$0
$0
$0
$0
$0
High
2
4
2
$0
Trad
High
$0
$0
$0
$0
$0
$0
Size
1
4
2
$0
Low
NA
1
4
2
$0
Pfmn
Size
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
$0
Accessibility
0%
Trad
Low
High
Pfmn
Able
NA
NA
NA
NA
NA
NA
NA
Size
10%
Round 0 - 0
NA
NA
$0
$0
$0
$0
$0
$0
NA
$0
$0
$0
$0
$0
$0
Budget
$0
$0
$0
$0
$0
$0
$0
$0
$0
Able
NA
NA
NA
NA
NA
NA
NA
$0
Budget
Total
Time Allocations
24%
22%
20%
17%
17%
0%
0%
0%
100%
20%
30%
40%
50%
60%
70%
80%
$0
$0
$0
$0
$0
$0
$0
$0
$0
Old
Accessibility
10%
$280
$280
$280
$280
$280
$1,400
90%
New
100%
Production
Production
0
Schedule
Able
Unit Sales Forecast

Inventory On Hand
Production Schedule
Production After Adj.
Margins
2nd Shift Production%
Labor Cost/Unit
Material Cost/Unit
Total Unit Cost
Contribution Margin
Physical Plant
1st Shift Capacity
Buy/Sell Capacity
Automation Rating
New Autom. Rating
Investment ($000)
Workforce
Complement
Round 0 - 0
NA
NA
NA
NA
NA
NA
NA
#VALUE!
2,200
#VALUE!
#VALUE!
-
#VALUE!
-
#VALUE!
-
#VALUE!
-
#VALUE!
-
#VALUE!
-
#VALUE!
-
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.0%
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.0%
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.0%
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.0%
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.0%
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.0%
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.0%
TOTAL
#VALUE!
2,200
#VALUE!
TOTAL
1
0
10.0
10.0
$0
Last Year
0
0.0
$0
1st Shift
#VALUE!
Production
500
0.0
$0
This Year
100%
Base Capacity
0.0
$0
Needed
#VALUE!
Both Shifts
0.0
$0
2nd Shift
#VALUE!
0.0
$0
Overtime
#VALUE!
1
0
0.0
$0
0.0
$0
$0
Max Invest.
#DIV/0!
A/P Lag
30 (days)
Price vs. Unit Cost
Material
Labor
Margin
$1
$1
$1
$0
$0
$0
Able
NA
NA
NA
NA
NA
NA
NA
Able
NA
NA
NA
NA
NA
Page 3258
NA
NA
Production_F
Production
0
Schedule
Unit Sales Forecast
Inventory On Hand
Production Schedule
Production After Adj.
Margins
2nd shift/Overtime%
Labor Cost/Unit
Material Cost/Unit
Total Unit Cost
Contribution Margin
Physical Plant
1st Shift Capacity
Buy/Sell Capacity
Automation Rating
New Autom. Rating
Investment ($000)
A/P Lag (days)
Round 0 - 0
Able
NA
NA
NA
NA
TOTAL
#VALUE!
2,200
#VALUE!
#VALUE!
-
#VALUE!
-
#VALUE!
-
#VALUE!
-
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
2,200
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.0%
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.0%
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.0%
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.0%
STAFFING
TOTAL
1
0
10.0
10.0
$0
30
Both Shifts
0.0
$0
Base Capacity
Production
500
0.0
$0
Needed Complement
Complement
1st Shift Complement
2nd Shift Complement
Overtime%
Turnover Rate
New Employees
Separated Employees
Recruiting Spend
Training Hours
Productivity Index
0
0%
0
0
0.0%
0.0%
0
0
$0
0
0.0%
This Year
#VALUE!
100%
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
$0
0
#VALUE!
1
0
0.0
$0
Last Year
0.0
$0
Max Invest.
$0
#DIV/0!
Recruiting Cost
Separation Cost
Training Cost
Total HR Admin Costs
Price vs. Unit Cost
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Material
Labor
Margin
$1
$1
$1
$0
$0
0
$0
Able
NA
NA
NA
NA
Able
NA
NA
NA
Page 3259
NA
Human Resources
0
STAFFING
Needed Complement
Complement
Overtime%
Turnover Rate
New Employees
Separated Employees
Recruiting Spend
Training Hours
Productivity Index
Recruiting Cost
Separation Cost
Training Cost
Last Year
This Year
0
0
0
0
0.0%
0.0%
0
0
$0
0
0.0%
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
$0
0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Hourly Wage
Benefits
Profit Sharing %
Annual Raise
Contract Expiration:
sources
Round 0 - 0
LABOR NEGOTIATION
Current
Contract
$0.00
$0
0.0%
0.0%
Labor
Demands
$0.00
$0
0.0%
0.0%
Contract Expiration: 1-Oct-00
Negotiation Position
Starting
$31.04
$2,500
2.0%
5.0%
Ceiling
$34.14
$2,750
2.2%
5.5%
TQM
TQM Initiative
Round 0 - 0
Budget
($000)
Admin Cost reductions

Process Management Initiatives

CPI Systems
Vendor/JIT
Quality Initiative Training
Channel Support Systems
Concurrent Engineering
UNEP Green Programs
0%
$0
Reduction in Cost of Goods

Total Current Expenditures:
$0 ($000)
$0
$0
$0
$0
TQM Initiatives
Benchmarking
Quality Function Deployment Effort
GEMI TQEM Sustainability Initiatives
20%
$0
$0
$0
$0
$0
Projected Cumulative Impacts

Material Cost Reduction
Labor Cost Reduction
Reduction R&D Cycle Time
Reduction in Admin Costs
Demand increase
Material
Worst
Case
Best
Case
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
R&D Cycle Time Reductions

Labor
100%
0%
Demand Increase
10%
0%
5%
80%
60%
40%
20%
0%
Page 3288
Finance
Finance
0
Plant Improvements
Total Investments ($000)
Sales of Plant & Equipment
Common Stock
Shares Outstanding (000)
Price Per Share 1/1/0
Earnings Per Share
Max Stock Issue ($000)
Issue Stock ($000)
Max Stock Retire ($000)
Retire Stock ($000)
Dividend Per Share
Current Debt
Interest Rate
Due This Year
Borrow ($000)
Cash Positions
December 31, -1
December 31, 0
$0
$0
Series
Number
Round 0 - 0
Outstanding Bonds
Face Amount
Current
$0
Yield
3,154
$121.35
#VALUE!
$76,548
$0
$19,137
$0
$0.00
10.6%
$0
$0
514
$271,112
#VALUE!
Long Term Debt

Retire Long Term Debt ($000)
Issue Long Term Debt ($000)
Long term interest rate
Maximum issue this year
$0
$0
12.0%
$15
A/R Lag (days)
A/P Lag (days)
-1
Close
60
30
Current
Debt Debt
Accounts
Payable
Retained
Long
Earnings
Term
Accounts Payable
Current Debt
Long Term Debt
Common Stock
Common Stock
Retained Earnings
Page 3289
BalanceSheet
Proforma Balance Sheet
0
Assets
Current Assets
Cash
Accts Receivable
Inventories
Total Current Assets
Fixed Assets
Plant & Equip.
Accum. Deprec.
Total Fixed Assets
TOTAL ASSETS
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE! #VALUE!
$46
($30)
$16
#VALUE!
#VALUE!
#VALUE!
Liabilities
Accts Payable
Current Borrowing
Emergency Loan
Maturing L.T. Debt
Long Term Debt
Total Liabilities
#VALUE!
$0
#VALUE!
$0
$0
Owner's Equity
Common Stock
Retained Earn.
Total Equity
$66,273
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE! #VALUE!
Total LIAB. & O.E.
Assets
Round 0 - 0
Accounts
Cash Receivable
Inventories
Long
Term Debt
Accounts
Payable
Retained
Current
Earnings
Debt
Accounts Payable
Common Stock
Cash
Accounts Receivable
Fixed
Current Debt
Long Term Debt
Inventories
Common Stock
Fixed
Retained Earnings
Page 3290
IncomeStatement_F
Proforma Income Statement
REVENUE
Sales
VARIABLE COSTS
Direct Labor
Direct Material
Inventory Carry
Total Variable Costs
Contribution margin
PERIOD COSTS
Depreciation
SG&A: R&D
Promotion
Sales
Admin
Total Period Costs
Net Margin
Round 0 - 0
Able
#VALUE!
NA
#VALUE!
NA
#VALUE!
NA
#VALUE!
NA
#VALUE!
TOTAL
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
$3
$0
$1,400
$3,000
#VALUE!
#VALUE!
#VALUE!
$0
$0
$0
$0
#VALUE!
#VALUE!
#VALUE!
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
#VALUE! #VALUE! #VALUE!
Other (Fees, Write Offs, TQM)
EBIT
Interest
Taxes
Profit Sharing
Net Profit
$3
$0
$1,400
$3,000
#VALUE!
#VALUE!
#VALUE!
$0
#VALUE!
$0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
$1,600
Labor
$1,400
Material
$1,200
Inventory Carrying
costs
$1,000
Depreciation
$800
$600
Research &
Development
$400
Marketing
$200
$0
Able
NA
NA
Page 3291
NA
NA
Net Margin
IncomeStatement
Proforma Income Statement
REVENUE
Sales
VARIABLE COSTS
Direct Labor
Direct Material
Inventory Carry
Contribution margin
PERIOD COSTS
Depreciation
SG&A: R&D
Promotion
Sales
Admin
Total Period Costs
Net Margin
Round 0 - 0
Able
#VALUE!
NA
#VALUE!
NA
#VALUE!
NA
#VALUE!
NA
#VALUE!
NA
#VALUE!
NA
#VALUE!
NA
#VALUE!
TOTAL
#VALUE! #VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
$3
$0
$1,400
$3,000
#VALUE!
#VALUE!
#VALUE!
$0
$0
$0
$0
#VALUE!
#VALUE!
#VALUE!
$0
$0
$0
$0
#VALUE!
#VALUE!
#VALUE!
$0
$0
$0
$0
#VALUE!
#VALUE!
#VALUE!
$0
$0
$0
$0
#VALUE!
#VALUE!
#VALUE!
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
#VALUE! #VALUE!
#VALUE!
#VALUE! #VALUE!
#VALUE!
#VALUE! #VALUE!
#VALUE!
Other (Fees, Write Offs, TQM)
EBIT
Interest
Taxes
Profit Sharing
Net Profit
$3
$0
$1,400
$3,000
#VALUE!
#VALUE!
#VALUE!
$0
#VALUE!
$0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
$1,600
Labor
$1,400
Material
$1,200
Inventory Carrying
costs
$1,000
Depreciation
$800
$600
Research &
Development
$400
Marketing
$200
Administrative /
Other
$0
Able
NA
NA
NA
NA
NA
NA
NA
Net Margin
Page 3292
CashFlow
Proforma Cash Flow Statement
0
Cash Flows from operations
Net income (loss)
Depreciation and writeoffs
Change in accounts payable
Change in inventory
Change in accounts receivable
Net cash from operations
Cash Flow from

operations
#VALUE!
$3
#VALUE!
#VALUE!
#VALUE!
$4
$3
Net income (loss)

Depreciation
$2
Accounts Payable
Inventories
#VALUE!
$1
Accounts Receivable
$0
Net cash flow
Cash Flows from investing

Plant improvements
Cash Flows from financial actions
Dividends paid
Increase long term debt
Change current debt (net)
Net cash from financial actions
Round 0 - 0
$0
Cash flow from

investing
$1
Plant improvements
Net cash flow
$0
$0
$0
$0
$0
#VALUE!
Cash flow from

finance
Dividends
Sales of stock
#VALUE!
Cash flow summary
#VALUE!
$271,112
#VALUE!
$1
$1
Purchase of stock
New long term debt

Starting cash position
Closing cash position
$0
$1
$0

Change current debt
Net cash flow
$0
$0
$1
$1
$1
$0

Cash flow from Financial actions
$0
$0
Page 3293
Proforma Balanced Scorecard
Round 0 - 0
ROUND 0 PROJECTED RESULTS

Criteria
Financial
Stock Price
Profits
Leverage
SubTotal Financial
Contribution Margin
Plant Utilization
Days of Working Capital
Stock-out costs
SubTotal Internal Business Process
Customer
Customer Awareness
Customer Accessibility
Product Count
SG&A expense
SubTotal Customer
Learning and Growth
Employee Turnover Rate
Employee Productivity
SubTotal Learning and Growth
Score for Round3
Score / Points
No Credit
Partial Credit
Full Credit
0.0
0.0
0.0
0.0
/
/
/
/
8.0
9.0
8.0
25.0
< $3.00
< $1,000,000
< 1.3, > 4.0
0.0
0.0
0.0
5.0
0.0
5.0
/
/
/
/
/
/
5.0
5.0
5.0
5.0
5.0
25.0
< 27%
< 90%, > 200%
< 15, > 105
> 5.0%
> 5.0%
27% ... 36%

90% ... 200%
15 ... 105
5.0% ... 0.0%
5.0% ... 1.0%
> 36%
0.5
3.7
0.0
0.7
0.0
4.9
/
/
/
/
/
/
5.0
5.0
5.0
5.0
5.0
25.0
< 16
< 50%
< 50%
<1
< 5.0%, > 25.0%
16 ... 44
50% ... 90%
50% ... 90%
1 ... 8
5.0% ... 25.0%
> 44
> 90%
> 90%
>8
0.0 / 7.0
0.0 / 7.0
0.0 / 14.0
> 11.5%
< 100%
11.5% ... 7.0%

100% ... 104%
< 7.0%
> 104%
$3.00 ... $37.00

$1,000,000 ... $12,000,000
1.3 ... 4.0
> $37.00
> $12,000,000
1.8 ... 2.8
100% ... 180%

30 ... 90
< 0.0%
< 1.0%
7.0% ... 18.0%
9.9 / 89.0
RECAPITULATION INTERIM RESULTS

Recap criteria evaluate your company's overall performance and are finalized when your simulation is completed. Interim results chart.
your progress towards those ending goals. Your score only includes the Recap for the last completed round.
Financial
< 1%
> 30%
Market Cap
0.0 / 20.0
1% ... 30%
< $15,000,000 $15,000,000 ... $181,000,000 > $181,000,000
Sales
0.4 / 20.0
> 1%
< 0%
Emergency Loan
0.0 / 20.0
1% ... 0%
0.4 / 60.0
SubTotal Financial
Operating Profit
SubTotal Internal Business Process
Customer
Wtg Avg Cust Survey Score
Market Share
SubTotal Customer
Learning and Growth
Sales/Employee
Assets/Employee
Profits/Employee
SubTotal Learning and Growth
0.0
20.0
0.0
20.0
Recap Score
20.4 / 240.0
0.0 / 60.0
0.0 / 60.0
< $2,225,000
0.0 / 20.0
0.0 / 40.0
0.0 / 60.0
<8
< 8%
/
/
/
/
20.0
20.0
20.0
60.0
< $118,000
< $84,000
< $0
$2,225,000 ... $135,000,000 > $135,000,000
8 ... 31
8% ... 22%
$118,000 ... $271,000

$84,000 ... $253,000
$0 ... $237,000
> 31
> 22%
> $271,000
> $253,000
> $237,000
Ratios
Proforma Financial Ratios

Return On Sales (ROS) or "Profitability" = Profit / Sales
Asset Turnover or "Turnover" = Sales / Assets
Return On Assets (ROA) = Profitability * Turnover
Leverage = Assets / Equity
Return on Equity (ROE) = Profit / Equity
Free Cash Flow = Cash Flow From Ops - Capital Expenditures
Working Capital = Current Assets - Current Liabilities
Days of Working Capital = Working Capital / (Sales / 365)
Projected Stock Price
Market Capitalization ($M) = Stock Price * Shares Outstanding
Book Value Per Share = Equity / Shares Outstanding
Price Earnings Ratio (P/E) = Stock Price / EPS
Market / Book Ratio = Stock Price / Book Value Per Share
Dividend Yield = Dividend Per Share / Stock Price
Dividend Payout Ratio = Dividend Per Share / EPS
ROS
Asset Turnover
100%
90%
80%
70%
60%
Leverage
1.0
1.0
0.9
0.9
0.8
0.8
0.7
0.6
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
0.7
ROE
100%
90%
80%
70%
0.6
60%
50%
0.5
0.5
50%
40%
0.4
0.4
40%
30%
0.3
0.3
30%
20%
0.2
0.2
20%
0.1
0.1
0.0
0.0
10%
%
10%
%
Page 3295
CAPSTONE COURIER
Low End Segment Report
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
0%
0
0
0
0
0
0
0
0
0
0
0
0
10%
20%
30%
40%
50%
60%
Accessibility
70%
80%
90%
100%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
DecSummary_F
Decision Summary
*Decisions currently in spreadsheet.
Course ID:
Team Name:
Time Stamp:
Round Number:
Decision Year:
0
0
12/15/2014 8:38
PRODUCTS
Product Name
Performance
Size
MTBF
Price
Promo Budget
Sales Budget
Your Sales Forecast
Sched Production
Capacity Change
Automation Rating
Able
10.3
9.9
14,000
$24.00
$1,400
$3,000
0
2,200
0
10.0
FINANCE
Stock Issue
Stock Retire
Dividend PerShare
Short Term Debt
Bond Retire
Bond Issue
AR Policy
AP Policy
NA
0.0
0.0
0
$0.00
$0
$0
0
0
0
0.0
NA
0.0
0.0
0
$0.00
$0
$0
0
0
0
0.0
NA
0.0
0.0
0
$0.00
$0
$0
0
0
0
0.0
NA
0.0
0.0
0
$0.00
$0
$0
0
0
0
0.0
TQM
$0
$0
$0.00
$0
$0
$0
60
30
CPI
Vendor/JIT
QIT
CSS
CE
Benchmark
QFDE
CCE/6
UNEPGreen
GEMITQEM
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
HUMAN RESOURCES
Complement
Recruiting Spend
Training Hours
#VALUE!
$0
0
Page 3297
DecSummary
Decision Summary
Capstone
*Decisions currently in spreadsheet.
Round Number:
Decision Year:
Round 0 - 0
Course ID:
Team Name:
Time Stamp:
0
0
0
12/15/2014 8:38
PRODUCTS
Product Name
Performance
Size
MTBF
Price
Promo Budget
Sales Budget
Your Sales Forecast
Sched Production
Capacity Change
Automation Rating
Able
10.3
9.9
14,000
$24.00
$1,400
$3,000
0
2,200
0
10.0
NA
0.0
0.0
0
$0.00
$0
$0
0
0
0
0.0
NA
0.0
0.0
0
$0.00
$0
$0
0
0
0
0.0
FINANCE
NA
0.0
0.0
0
$0.00
$0
$0
0
0
0
0.0
NA
0.0
0.0
0
$0.00
$0
$0
0
0
0
0.0
NA
0.0
0.0
0
$0.00
$0
$0
0
0
0
0.0
NA
0.0
0.0
0
$0.00
$0
$0
0
0
0
0.0
Starting
$0.00
$0
0.0%
0.0%
#VALUE!
$0
0
Ceiling
$0.00
$0
0.0%
0.0%
NA
0.0
0.0
0
$0.00
$0
$0
0
0
0
0.0
HUMAN RESOURCES
Stock Issue
Stock Retire
Dividend PerShare
Short Term Debt
Bond Retire
Bond Issue
AR Policy
AP Policy
$0
$0
$0.00
$0
$0
$0
60
30
LABOR NEGOTIATION
Wages
Benefits
Profit Sharing
Annual Wage Increase
Complement
Recruiting Spend
Training Hours
TQM
CPI
$0
Vendor/JIT
$0
QIT
$0
CSS
$0
CE
$0
Benchmark
$0
QFDE
$0
CCE/6
$0
NA
Size
$0
$0
$0
$0
$0
NA
Traditional
$0
$0
$0
$0
$0
UNEPGreen GEMITQEM
$0
$0
ADVANCED MARKETING
Target Segment
Print Media
Direct Mail
Web Media
Email
Trade Shows
Able
Traditional
$280
$280
$280
$280
$280
NA
Low End
$0
$0
$0
$0
$0
NA
High End
$0
$0
$0
$0
$0
NA
Pfmn
$0
$0
$0
$0
$0
NA
NA
Low End
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Time Allocations
Able
24%
NA
22%
Resources
8
Trad
2
Low
2
High
2
Pfmn
1
Size
1
Inside Sales
20
NA
20%
Distributors
10
NA
17%
No
No
No
No
No
NA
17%
NA
NA
0%
0%
NA
0%
Outside Sales
Intell. Report
Page 3298
Round -1, 12/31/-1
C52915a C52915a
ROS
Turnover
ROA
Leverage
ROE
Emergency Loan
Sales
EBIT
Profits
Cumulative Profit
SG&A % Sales
Contrib. Margin %
Percent of Sales
0%
For Industry 0
Cheap at any price
$0
0
0.0%
0.01
-6.3%
1.2
-7.6%
$0
$3,475,504
($21,050,191)
($17,239,037)
$263,158,919
189.4%
63.6%
SELECTED FINANCIAL STATISTICS

0
0
0
13.0%
15.4%
10.6%
1.40
1.45
1.51
18.1%
22.2%
16.0%
1.8
1.8
1.8
33.3%
39.8%
29.6%
$0
$0
$0
$286,418,772
$249,707,380
$393,011,809
$68,658,559
$68,542,289
$78,494,486
$37,206,073
$38,383,358
$41,793,957
$89,258,493
$77,297,263
$88,753,639
6.7%
10.0%
7.9%
37.0%
43.9%
32.8%
Variable costs
Depreciation
SG&A
Other
Profit
0
21.5%
1.20
25.7%
1.7
43.2%
$0
$222,670,841
$83,692,595
$47,766,239
$97,009,554
6.9%
52.7%
0
9.0%
1.51
13.7%
1.9
26.3%
$0
$304,563,211
$53,401,620
$27,540,770
$71,889,085
7.7%
30.2%
Market Share
0%
0%
0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Page 1
Round -1, 12/31/-1
For Industry 0
Company
Close
Andrews
Baldwin
Chester
Digby
Erie
Ferris
$121.35
$116.53
$113.55
$114.21
$127.40
$91.97
Change
($115.16)
$47.80
$60.48
$47.31
$59.02
$33.25
STOCK MARKET SUMMARY

Shares
Market
Cap ($M)
3,154,295
$383
2,449,328
$285
2,409,042
$274
2,763,930
$316
2,409,549
$307
2,591,346
$238
Book
Value
$71.57
$45.66
$40.00
$51.09
$45.84
$40.48
EPS
($5.47)
$15.19
$15.93
$15.12
$19.82
$10.63
Close
$98.17
$101.60
Rating
AAA
AAA
Dividend
Yield
P/E
$10.00
$11.78
$11.92
$6.99
$7.92
$8.72
8.2%
10.1%
10.5%
6.1%
6.2%
9.5%
(22.2)
7.7
7.1
7.6
6.4
8.7
Closing Stock Price

$1
$1
$1
$1
$0
$0
$0
BOND MARKET SUMMARY

Face
Yield
$25,960,386
11.8%
$20,000,000
12.1%
Company
Andrews
Series#
11.6S2027
12.3S2029
Baldwin
12.3S2026
13.1S2027
13.1S2028
14.4S2029
$10,849,960
$6,910,608
$27,018,652
$5,112,822
13.3%
13.8%
13.9%
14.3%
$92.29
$94.90
$94.49
$100.49
BB
BB
BB
BB
Chester
12.4S2026
13.2S2027
13.2S2028
$4,235,342
$5,100,499
$25,461,536
13.3%
13.7%
13.8%
$93.41
$96.15
$95.84
BB
BB
BB
Digby
12.4S2026
13.2S2027
13.4S2028
14.2S2029
$8,830,228
$9,636,378
$28,917,647
$10,409,249
13.4%
13.8%
14.0%
14.3%
$92.67
$95.33
$95.87
$99.51
BB
BB
BB
BB
Erie
12.5S2026
13.1S2027
13.0S2028
14.3S2029
$16,185,506
$6,116,848
$23,423,293
$2,441,619
13.1%
13.4%
13.4%
13.9%
$95.30
$97.40
$96.72
$103.00
BBB
BBB
BBB
BBB
Ferris
12.3S2026
13.0S2027
13.4S2028
$5,425,917
$10,766,460
$26,292,098
13.4%
13.9%
14.1%
$91.56
$93.67
$94.98
B
B
B
Page 2
Round -1, 12/31/-1
For Industry 0
Cash Flow Statement Survey

Cash flows from operating activities
Net Income (Loss)
Adjustment for non-cash items
Depreciation
Extraordinary gains/losses/writeoffs
Changes in current assets and liabilities
Accounts payable
Inventory
Accounts receivable
Cash flows from investing activities
Plant improvements (net)
Cash flows from financing activities
Dividends paid
Cash from long term debt issued
Early retirement of long term debt
Retirement of current debt
Cash from current debt borrowing
Cash from emergency loan
Net cash from financing activities
($17,239)
$37,206
$38,383
$41,794
$47,766
$27,541
$3
$14,588
$14,853
($600)
$12,747
($475)
$16,513
($703)
$15,067
($778)
$11,840
($415)
($11,426)
$13,033
$62,317
$61,276
$2,855
$10,617
($6,319)
$58,611
$3,354
$2,313
($6,282)
$50,040
$5,643
$4,757
($9,754)
$58,250
$3,188
$11,219
($8,366)
$68,095
$5,211
($2,761)
($7,300)
$34,116
$352,876
$0
$0
$0
$0
$0
($31,543)
$0
($39,259)
$0
($99,999)
$0
$0
$0
($170,801)
($28,849)
$0
$0
$0
($7,636)
($25,094)
$29,641
$0
($31,938)
($28,718)
$0
$0
$0
($7,970)
($20,907)
$30,296
$0
($27,299)
($19,312)
$0
$0
$0
($7,355)
($36,026)
$40,343
$0
($22,350)
($19,075)
$0
($464)
$0
($7,561)
($21,418)
$19,284
$0
($29,234)
($22,606)
$0
$0
$0
($5,280)
($31,693)
$36,320
$0
($23,259)
$243,351
$26,674
$22,741
$35,900
$38,862
$10,857
Balance Sheet Survey

Cash
Accounts Receivable
Inventory
Plant and equipment
Accumulated Depreciation
Total Fixed Assets
Total Assets
Accounts Payable
Current Debt
Long Term Debt
Total Liabilities
Common Stock
Retained Earnings
Total Equity
Total Liabilities & Owner's Equity
0
$271,112
$571
$0
$271,684
$46
($27)
$19
$271,703
$2
$0
$45,960
$45,962
$66,273
$159,468
$225,741
$271,703
0
$69,547
$23,541
$5,428
$98,516
$222,800
($116,047)
$106,753
$205,269
$13,904
$29,641
$49,892
$93,437
$36,177
$75,655
$111,832
$205,269
0
$60,048
$20,524
$11,056
$91,628
$191,200
($110,173)
$81,027
$172,655
$11,207
$30,296
$34,797
$76,301
$31,180
$65,174
$96,354
$172,655
0
$80,962
$32,302
$20,108
$133,373
$247,700
($120,627)
$127,073
$260,446
$21,103
$40,343
$57,794
$119,239
$48,899
$92,308
$141,207
$260,446
0
$64,441
$18,302
$0
$82,743
$226,000
($123,107)
$102,893
$185,636
$7,740
$19,284
$48,167
$75,191
$31,851
$78,594
$110,445
$185,636
0
$52,246
$25,033
$25,461
$102,740
$177,600
($79,207)
$98,393
$201,133
$17,444
$36,320
$42,484
$96,248
$42,233
$62,652
$104,885
$201,133
Income Statement Survey

Sales
Variable Costs (Labor, Material, Carry)
Depreciation
SG&A (R&D, Promo, Sales, Admin)
Other (Fees, Write Offs, TQM, Bonus)
EBIT
Interest (Short term, Long term)
Taxes
Profit Sharing
Net Profit
0
$3,476
$1,264
$3
$6,582
$16,677
($21,050)
$5,471
($9,283)
$0
($17,239)
0
$286,419
$180,438
$14,853
$19,204
$3,264
$68,659
$10,250
$20,443
$759
$37,206
0
$249,707
$139,990
$12,747
$25,034
$3,394
$68,542
$8,286
$21,090
$783
$38,383
0
$393,012
$263,925
$16,513
$30,922
$3,157
$78,494
$12,884
$22,964
$853
$41,794
0
$222,671
$105,384
$15,067
$15,435
$3,092
$83,693
$8,706
$26,245
$975
$47,766
0
$304,563
$212,524
$11,840
$23,384
$3,414
$53,402
$10,167
$15,132
$562
$27,541
Page 3
Round -1, 12/31/-1
For Industry 0
Capacity vs. Production
Capacity
Production
1,000
Production Information
Name
Primary
Segment
Units
Units in
Sold Inventory
Revision
Date
Age
Dec.31
MTBF
Pfmn
Coord
Size
Coord
Able
Trad
145
1.2
14000
10.3
Baker
Bead
Bid
Bold
Buddy
Low
Low
High
Trad
Trad
2,310
3,088
1,416
2,582
2,633
0
0
219
0
0
5.3
7.5
1.5
1.9
1.9
16000
14000
24000
19000
19000
6.5
5.2
16.4
11.1
11.1
13.5
14.8
3.6
8.9
8.9
Cake
Cedar
Cid
Coat
Cure
Trad
Low
High
Pfmn
Size
1,630
3,252
1,823
1,649
1,401
0
0
170
158
246
2.1
7.3
1.1
1.1
1.1
14000
12000
23000
27000
17000
9.0
5.0
16.6
17.9
9.9
Daze
Dell
Dixie
Dot
Dune
Doom
Dust
Trad
Low
High
Pfmn
Size
Pfmn
Size
2,194
3,047
1,655
1,794
1,669
1,888
1,683
0
0
209
126
193
153
212
1.7
7.8
1.4
1.5
1.5
1.4
1.3
19000
14000
25000
27000
19000
27000
19000
Eat
Ebb
Echo
Egg
Low
Low
Trad
Trad
3,158
3,649
2,055
2,204
0
0
0
0
8.1
7.6
1.3
1.4
Feat
Fist
Foam
Fume
Fox
Fuel
Pfmn
High
Pfmn
Size
High
Size
1,446
1,708
1,349
1,056
1,886
1,800
138
238
113
141
317
172
1.9
1.4
1.4
1.4
1.4
1.2
Price
9.9 $24.00
Material
Cost
Labor
Cost
Contr
Marg.
2nd
AutoShift &
Capac-ity
mation Next
OverNext Round
Round
time
177%
10.0
1
Plant
Utiliz.
$7.29
$1.94
64%
198%
$18.50
$18.50
$36.00
$26.00
$26.00
$6.50
$5.10
$15.00
$10.24
$10.24
$5.97
$2.56
$9.75
$7.36
$7.28
32%
57%
30%
33%
33%
100%
100%
61%
66%
58%
7.5
9.5
5.0
6.5
6.5
1,100
1,450
900
1,450
1,550
198%
198%
160%
164%
157%
11.0
15.0
3.4
10.2
2.2
$24.00
$17.00
$35.00
$30.00
$30.00
$6.66
$3.91
$13.25
$13.23
$10.55
$5.90
$2.34
$9.37
$6.87
$6.33
47%
62%
35%
33%
43%
55%
100%
100%
79%
32%
7.0
9.5
5.0
6.5
6.5
1,000
1,550
900
950
1,100
153%
198%
198%
177%
131%
10.6
5.4
16.6
17.9
10.1
17.8
10.0
9.5
14.6
3.4
10.0
2.3
10.1
2.2
$25.50
$19.50
$36.00
$31.00
$31.00
$31.00
$31.00
$9.85
$5.19
$15.35
$14.76
$12.33
$14.71
$12.35
$7.66
$3.40
$10.44
$9.02
$8.72
$7.90
$7.54
32%
55%
27%
23%
31%
27%
35%
100%
100%
55%
68%
48%
46%
26%
6.5
9.0
4.5
5.5
5.5
6.0
6.0
1,000
1,400
1,100
1,100
1,150
1,300
1,350
198%
198%
153%
167%
146%
145%
125%
12500
12000
14000
15000
5.5
5.3
10.5
10.7
14.5
13.7
9.5
9.3
$18.50
$17.00
$24.00
$24.00
$4.32
$4.39
$7.49
$7.86
$2.32
$2.32
$6.42
$6.30
63%
59%
44%
42%
100%
100%
42%
33%
9.5
9.5
6.5
6.5
1,400
1,700
1,300
1,500
198%
198%
141%
132%
27000
25000
27000
17000
25000
25000
17.1
16.7
17.9
9.8
16.7
9.4
10.6
3.4
9.7
1.9
3.5
2.3
$31.00
$36.00
$31.00
$31.00
$36.00
$31.00
$14.41
$15.46
$14.89
$11.90
$15.43
$14.06
$7.55
$9.67
$7.85
$7.38
$7.93
$8.39
29%
29%
26%
37%
34%
27%
32%
67%
50%
24%
56%
100%
6.0
5.0
6.0
6.0
6.0
6.0
1,100
1,050
900
850
1,250
950
131%
165%
149%
122%
154%
198%
Page 4
Round -1, 12/31/-1
For Industry 0
Accessibility
Statistics
Total Industry Unit Demand
Actual Industry Unit Sales
Segment % of Total Industry
Growth Rate Next Year
7,740
7,740
44.1%
20.0%
0.00
0.00
0.00

Expectations
Importance
0
33%
0
29%
0
25%
0
13%
1. 0
2. 0
3. 0
4. 0
0.00
0.00
0.00
0%
20%
30%
40%
50%
60%
70%
80%
90%
Market Share Actual versus potential
Perceptual Map
Size
10%
100%
Actual
Potential
45%
20
19
18
17
16
15
14
13
12
11
10
9
8
7
6
5
4
3
2
1
0
40%
35%
0.00
0.00
0.000.00
0.00
0.00
0.00
30%
25%
0.00 0.00
0.00
0.00
0.00
20%
15%
10%
5%
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
0%
0.00
Performance
0.00
0.00
0.00
0.00
0.00
Top Products In Segment

Name
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Market Units Sold

Share
to Seg
21%
19%
18%
16%
11%
7%
7%
1%
0%
0%
0%
1,618
1,494
1,390
1,251
824
537
528
55
26
16
1
Revision
Date
30-Jul-19
30-Jul-19
31-Jul-19
8-Apr-19
8-Jul-19
30-Sep-19
9-Mar-19
24-Oct-19
22-Jul-18
17-Dec-19
3-Oct-18
Stock
Out
YES
Pfmn Coord
Size
Coord
12.1
11.7
12.2
10.9
9.8
9.9
10.8
8.4
8.7
7.6
7.7
7.6
8.1
8.5
8.0
10.4
8.6
10.8
11.8
13.1
11.0
12.7
List Price
MTBF
Age
Dec.31
$41.00
$41.00
$40.75
$41.75
$32.40
$33.00
$34.50
$27.50
$28.75
$20.00
$24.50
22000
22000
22000
22400
20000
20000
20000
18000
18800
17000
16500
1.4
1.4
1.4
1.6
1.1
1.2
0.8
1.8
2.7
2.1
3.1
Promo
Budget
$1,500
$1,500
$1,450
$1,350
$1,700
$1,025
$1,350
$1,450
$1,350
$1,025
$1,000
Customer
Awareness
Sales
Budget
Customer
Accessibility
100%
96%
96%
88%
80%
63%
57%
100%
94%
66%
63%
$1,150
$1,150
$1,100
$1,250
$1,100
$1,150
$1,250
$1,100
$1,250
$1,150
$1,000
75%
75%
76%
63%
76%
35%
63%
76%
63%
35%
13%
December
Customer
Survey
48
45
42
30
23
19
21
4
0
1
0
Page 8
Round -1, 12/31/-1
For Industry 0
Unit sales
Industry Unit Sales vs demand
Unit demand
100%
90%
80%
Low
High
Pfmn
Size
70%
60%
50%
40%
30%
20%
10%
0
Trad
Industry Unit Sales

% of Market
Able
Total
Trad
Market segment shares
Low
High
Pfmn
Actual Market Share in Units

Trad
Low
High
13,147
18,800
8,488
23.4%
33.5%
15.1%
Size
0%
Pfmn
8,126
14.5%
Size
7,609
13.6%
Total
56,170
100.0%
1.1%
1.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.3%
0.3%
Baker
Bead
Bid
Bold
Buddy
Total
0.0%
0.0%
0.0%
19.6%
20.0%
39.7%
12.3%
16.4%
0.0%
0.0%
0.0%
28.7%
0.0%
0.0%
16.7%
0.0%
0.0%
16.7%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Cake
Cedar
Cid
Coat
Cure
Total
10.2%
0.0%
0.0%
0.0%
0.0%
10.2%
1.6%
17.3%
0.0%
0.0%
0.0%
18.9%
0.0%
0.0%
21.5%
0.0%
0.0%
21.5%
0.0%
0.0%
0.0%
20.3%
0.0%
20.3%
Daze
Dell
Dixie
Dot
Dune
Doom
Dust
Total
16.7%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
16.7%
0.0%
16.2%
0.0%
0.0%
0.0%
0.0%
0.0%
16.2%
0.0%
0.0%
19.5%
0.0%
0.0%
0.0%
0.0%
19.5%
Eat
Ebb
Echo
Egg
Total
0.0%
0.0%
15.6%
16.8%
32.4%
16.8%
19.4%
0.0%
0.0%
36.2%
Feat
Fist
Foam
Fume
Fox
Fuel
Total
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Units Demanded
% of Market
Trad
14,937
24.5%
Potential Market Share in Units

Low
High
Pfmn
21,715
8,488
8,126
35.7%
13.9%
13.4%
Size
7,609
12.5%
Total
60,874
100.0%
Able
Total
17.7%
17.7%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
4.3%
4.4%
4.1%
5.5%
2.5%
4.6%
4.7%
21.4%
Baker
Bead
Bid
Bold
Buddy
Total
0.0%
0.0%
0.0%
15.9%
16.0%
31.9%
11.9%
18.9%
0.0%
0.0%
0.0%
30.8%
0.0%
0.0%
16.7%
0.0%
0.0%
16.7%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
4.2%
6.7%
2.3%
3.9%
3.9%
21.1%
0.0%
0.0%
0.0%
0.0%
18.4%
18.4%
2.9%
5.8%
3.3%
2.9%
2.5%
17.4%
Cake
Cedar
Cid
Coat
Cure
Total
8.7%
0.0%
0.0%
0.0%
0.0%
8.7%
0.1%
18.9%
0.0%
0.0%
0.0%
19.0%
0.0%
0.0%
21.5%
0.0%
0.0%
21.5%
0.0%
0.0%
0.0%
20.3%
0.0%
20.3%
0.0%
0.0%
0.0%
0.0%
18.4%
18.4%
2.2%
6.8%
3.0%
2.7%
2.3%
16.9%
0.0%
0.0%
0.0%
22.1%
0.0%
23.2%
0.0%
45.3%
0.0%
0.0%
0.0%
0.0%
21.9%
0.0%
22.1%
44.1%
3.9%
5.4%
3.0%
3.2%
3.0%
3.4%
3.0%
24.8%
Daze
Dell
Dixie
Dot
Dune
Doom
Dust
Total
15.2%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
15.2%
0.0%
15.6%
0.0%
0.0%
0.0%
0.0%
0.0%
15.6%
0.0%
0.0%
19.5%
0.0%
0.0%
0.0%
0.0%
19.5%
0.0%
0.0%
0.0%
22.1%
0.0%
23.2%
0.0%
45.3%
0.0%
0.0%
0.0%
0.0%
21.9%
0.0%
22.1%
44.1%
3.7%
5.6%
2.7%
2.9%
2.7%
3.1%
2.8%
23.6%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
5.6%
6.5%
3.7%
3.9%
19.7%
Eat
Ebb
Echo
Egg
Total
0.0%
0.0%
12.7%
13.8%
26.5%
16.4%
18.1%
0.0%
0.0%
34.6%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
5.9%
6.5%
3.1%
3.4%
18.8%
0.0%
20.1%
0.0%
0.0%
22.2%
0.0%
42.4%
17.8%
0.0%
16.6%
0.0%
0.0%
0.0%
34.4%
0.0%
0.0%
0.0%
13.9%
0.0%
23.7%
37.5%
2.6%
3.0%
2.4%
1.9%
3.4%
3.2%
16.5%
Feat
Fist
Foam
Fume
Fox
Fuel
Total
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
20.1%
0.0%
0.0%
22.2%
0.0%
42.4%
17.8%
0.0%
16.6%
0.0%
0.0%
0.0%
34.4%
0.0%
0.0%
0.0%
13.9%
0.0%
23.7%
37.5%
2.4%
2.8%
2.2%
1.7%
3.1%
3.0%
15.2%
Page 10
Perceptual Map
Round -1, 12/31/-1
For Industry 0
20
19
18
17
16
15
14
13
12
Size
11
10
9
8
7
6
5
4
3
2
1
0 0
0
10
11
12
13
14
15
16
17
18
19
20
Performance
0
0
0
0
0
0
0
0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0
0
0
0
0
0
0
0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0
0
0
0
0
0
0
0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0
0
0
0
0
0
0
0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0
0
0
0
0
0
0
0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0
0
0
0
0
0
0
0
0.0
0.0
0.0
0.0
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
Round -1, 12/31/-1
For Industry 0
TQM SUMMARY
Process Management Budgets Last Year ($M)
CPI Systems
Vendor/JIT
Quality Initiative Training
Channel Support Systems
Concurrent Engineering
UNEP Green
Andrews
$0
Baldwin
$0
Chester
$750
Digby
$0
Erie
$750
Ferris
$0
$0
$0
$750
$0
$750
$0
$0
$750
$0
$750
$0
$0
$0
$750
$0
$750
$0
$750
$0
$750
$0
$750
$0
$750
$0
$0
$750
$0
$750
$0
$0
$750
$0
$750
$0
$750
$0
$750
$0
$750
$0
$750
$0
$750
$0
$750
$0
$750
$0
$0
$750
$0
$750
$0
$0
$3,750
$3,750
$3,750
$3,750
$3,750
TQM Budgets Last Year ($M)

Benchmarking
Quality Function Deployment Effort
GEMI Sustain
Total Expenditures ($000)
Cumulative Impacts
Material Cost Reduction
Labor Cost Reduction
Reduction R&D Cycle Time
Reduction in Admin Costs
Demand increase
11.63%
0.75%
11.30%
1.24%
11.30%
13.86%
2.99%
13.57%
4.68%
13.57%
0.75%
2.99%
40.01%
40.01%
0.00%
40.01%
0.00%
40.01%
60.02%
58.84%
28.68%
58.84%
28.68%
58.84%
14.30%
12.50%
3.46%
12.64%
3.46%
12.50%
HUMAN RESOURCES SUMMARY

Needed Complement
Complement
Andrews
0
Baldwin
918
Chester
707
Digby
1361
Erie
521
Ferris
1040
918
707
1361
521
1040
538
413
863
337
670
381
293
498
183
370
Overtime%
Turnover Rate
New Employees
Separated Employees
Recruiting Spend
Training Hours
Productivity Index
88.4%
0.0%
0.0%
0.0%
0.0%
0.0%
14.8%
8.5%
8.7%
8.4%
8.7%
8.4%
198
207
389
219
357
291
$5,000
$2,000
$2,000
$2,200
$2,000
$2,500
Recruiting Cost
Separation Cost
Training Cost
80
30
25
30
25
30
110.0%
110.0%
106.5%
108.1%
106.1%
110.3%
$1,250
$0
$595
$620
$1,246
$656
$1,455
$0
$0
$0
$0
$0
$0
$551
$353
$817
$260
$624
$1,455
$1,146
$973
$2,062
$917
$1,874
$31.04
$31.04
$31.04
$31.04
$31.04
$31.04
$2,500
$2,500
$2,500
$2,500
$2,500
$2,500
Labor Contract Next Year

Wages
Benefits
Profit Sharing
Annual Raise
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
5.0%
5.0%
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
For Industry 0
Round -1, 12/31/-1
ETHICS SUMMARY
Page 13
Round -1, 12/31/-1
For Industry 0
Balance Sheet
Definitions: Common Size - The common size column simply
represents each item as a percentage of total assets. Cash Your end of year cash position. Accounts Receivable Reflects the lag between delivery and payment of your
products. Inventories - The current value of your inventory
across all products. A zero indicates your company stocked
out. Unmet demand would, of course, fall to your competitors.
Plant & Equipment - The current value of your plant. Accum
Deprec - The total accumulated depreciation from your plant.
Accts Payable - What the company currently owes suppliers for
materials and services. Current Debt - The debt the company
is obligated to pay during the next year of operations. It
includes your short term debt, bonds that have matured this
year, and emergency loans used to keep your company solvent
should you run out of cash during the year. Long Term Debt The company's long term debt is in the form of bonds, and this
represents the total of those bonds. Common Stock - The
amount of capital invested by shareholders in the company.
Retained Earnings - The profits that the company
chose to keep instead of paying to shareholders as
dividends.
ASSETS
Cash
Accounts Receivable
Inventory
$0
$0
$0
Plant & Equipment

Accumulated Depreciation
Total Fixed Assets
$0
$0
Total Assets
$0
-1
Common Size
0.0%
0.0%
0.0%
0.0%
$0
$0
$0
$0
$0
0.0%
0.0%
0.0%
$0
$0
$0
$0
0.0%
-2
$0
LIABILITIES & OWNER'S EQUITY

Accounts Payable
Current Debt
Long Term Debt
Total Liabilities
$0
$0
$0
Common Stock
Retained Earnings
Total Equity
$0
$0
Total Liabilities and Owner's Equity
$0
0.0%
0.0%
0.0%
0.0%
$0
$0
$0
$0
$0
0.0%
0.0%
0.0%
$0
$0
$0
$0
0.0%
$0
-1
$0
-2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Cash Flows From Investing Activities

Plant Improvements
$0
$0
Cash Flows from Financing Activities

Dividends Paid
Sales of Common Stock
Purchase of Common Stock
Cash from long term debt
Retirement of long term debt
Change in current debt (net)
Net cash from financing activities
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Cash Flow Statement

The Cash Flow Statement examines what happened in the
Cash Account during the year. Cash injections appear as
positive numbers and cash withdrawals as negative numbers.
The Cash Flow Statement is an excellent tool for diagnosing
emergency loans. When negative cash flows exceed
positives, you are forced to seek emergency funding. For
example, if sales are bad and you find yourself carrying an
abundance of excess inventory, the report would show the
increase in inventory as a huge negative cash flow. Too much
unexpected inventory could outstrip your inflows, exhaust your
starting cash, and force you to beg for money to keep you
afloat.
Cash Flow
Summary
$1
$1
$1
$1
Operations
Cash Flows from Operating Activities

Net Income (Loss)
Adjustment for non-cash items
Depreciation
Extraordinary gains/losses/writeoffs
Change in Current Assets and Liabilities
Accounts Payable
Inventory
Accounts Receivable
$0
Investments
Financing
$0
$0
$0
Change
$0
Closing cash position
$0
$0
Page 1
Round -1, 12/31/-1
For Industry 0
-1 Income Statement
Product Name
Sales
$3,476
$0
$0
$0
Variable Costs
Direct Labor
$173
$0
$0
$0
Direct Material
$1,091
$0
$0
$0
Inventory Carry
$0
$0
$0
$0
$1,264
$0
$0
$0
Contribution Margin
$2,212
$0
$0
$0
Period Costs
Depreciation
$3
$0
$0
$0
SG&A: R&D
$718
$0
$0
$0
Promotions
$1,400
$0
$0
$0
Sales
$3,000
$0
$0
$0
Admin
$1,465
$0
$0
$0
Total Period Costs
$6,585
$0
$0
$0
Net Margin
($4,374)
$0
$0
$0
Definitions: Sales - Unit sales times list price. Direct Labor - Labor costs incurred to produce the
product that was sold. Inventory Carry - The cost to carry unsold goods in inventory. Depreciation Calculated on straight-line 15-year depreciation of plant value. R&D - R&D department expenditures
for each product. Admin - Administration overhead is estimated at 1.5% of sales. Promotions - The
promotion budget for each product. Sales - The sales force budget for each product. Other - Charges
not included in other categories such as Fees, Write Offs, and TQM. The fees include money paid to
investment bankers and brokerage firms to issue new stocks or bonds, plus consulting fees your
instructor might assess you, plus TQM expenditures. Write offs include the loss you might experience
when you sell capacity or liquidate inventory as the result of eliminating a production line. If the
amount appears as a negative amount, then you actually made money on the liquidation of capacity or
inventory. EBIT - Earnings Before Interest and Taxes. Short Term Interest - Interest expense based
upon last year's current debt,
including short-term debt, long-term notes that have become due, and emergency loans.
Interest income from your cash account is subtracted from these expenses. If interest
income exceeds expenses, short-term interest appears as a negative amount. Long Term
Interest - Interest paid on outstanding bonds. Taxes - Income tax based upon a 35% tax
rate. Profit Sharing - Profits shared with employees under the labor contract. Net Profit EBIT minus interest, taxes, and profit sharing.
$0
-1
Total
$3,476
Common
Size
100.0%
$0
$0
$0
$0
$0
$173
$1,091
$0
$1,264
$2,212
5.0%
31.4%
0.0%
36.4%
63.6%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$3
$718
$1,400
$3,000
$1,465
$6,585
($4,374)
0.1%
20.7%
40.3%
86.3%
42.1%
189.4%
-125.8%
$0
$0
$0
$0
$0
$0
$0
$16,677
($21,050)
$0
$5,471
($9,283)
$0
($17,239)
479.8%
-605.6%
0.0%
157.4%
-267.1%
0.0%
-495.9%
$0
$0
$0
$0
$0
$0
$0
Other
EBIT
Short Term Interest
Long Term Interest
Taxes
Profit Sharing
Net Profit
-2
$0
Contribution Margins
120%
100%
80%
60%
40%
20%
0%
Success Measures
Profit
Market Share
ROE
$1
120%
120%
$1
100%
100%
$1
80%
80%
$1
60%
60%
$0
40%
40%
$0
20%
20%
$0
0%
0%
AssetTO
ROS
ROA
1.2
120%
120%
1.0
100%
100%
0.8
80%
80%
0.6
60%
60%
0.4
40%
40%
0.2
20%
20%
0.0
0%
0%
Page 2
Round -1, 12/31/-1
For Industry 0
-1 Income Statement
Product Name
Sales
$3,476
$0
$0
$0
$0
$0
Variable Costs
Direct Labor
$173
$0
$0
$0
$0
$0
Direct Material
$1,091
$0
$0
$0
$0
$0
Inventory Carry
$0
$0
$0
$0
$0
$0
$1,264
$0
$0
$0
$0
$0
Contribution Margin
$2,212
$0
$0
$0
$0
$0
Period Costs
Depreciation
$3
$0
$0
$0
$0
$0
SG&A: R&D
$718
$0
$0
$0
$0
$0
Promotions
$1,400
$0
$0
$0
$0
$0
Sales
$3,000
$0
$0
$0
$0
$0
Admin
$1,465
$0
$0
$0
$0
$0
Total Period Costs
$6,585
$0
$0
$0
$0
$0
Net Margin
($4,374)
$0
$0
$0
$0
$0
Definitions: Sales - Unit sales times list price. Direct Labor - Labor costs incurred to produce the
product that was sold. Inventory Carry- The cost to carry unsold goods in inventory. Depreciation Calculated on straight-line 15-year depreciation of plant value. R&D - R&D department
expenditures for each product. Admin - Administration overhead is estimated at 1.5% of sales.
Promotions - The promotion budget for each product. Sales - The sales force budget for each
product. Other - Charges not included in other categories such as Fees, Write Offs, and TQM.
The fees include money paid to investment bankers and brokerage firms to issue new stocks or
bonds, plus consulting fees your instructor might assess you, plus TQM expenditures. Write offs
include the loss you might experience when you sell capacity or liquidate inventory as the result of
eliminating a production line. If the amount appears as a negative amount, then you actually made
money on the liquidation of capacity or inventory. EBIT - Earnings Before Interest and Taxes.
Short Term Interest - Interest expense
based upon last year's current debt, including short-term debt, long-term notes that
have become due, and emergency loans. Interest income from your cash account
is subtracted from these expenses. If interest income exceeds expenses, short-term
interest appears as a negative amount. Long Term Interest - Interest paid on
outstanding bonds. Taxes - Income tax based upon a 35% tax rate. Profit Sharing Profits shared with employees under the labor contract. Net Profit - EBIT minus
interest, taxes, and profit sharing.
$0
$0
-1
Total
$3,476
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$173
$1,091
$0
$1,264
$2,212
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$3
$718
$1,400
$3,000
$1,465
$6,585
($4,374)
0.1%
20.7%
40.3%
86.3%
42.1%
189.4%
-125.8%
$0
$0
$0
$0
$0
$0
$0
$16,677
($21,050)
$0
$5,471
($9,283)
$0
($17,239)
479.8%
-605.6%
0.0%
157.4%
-267.1%
0.0%
-495.9%
$0
$0
$0
$0
$0
$0
$0
Other
EBIT
Short Term Interest
Long Term Interest
Taxes
Profit Sharing
Net Profit
Common
Size
100.0%
-2
5.0%
31.4%
0.0%
36.4%
63.6%
$0
$0
$0
$0
$0
$0
Contribution Margins
120%
100%
80%
60%
40%
20%
0%
Success Measures
Profit
Market Share
ROE
$1
120%
120%
$1
100%
100%
$1
80%
80%
$1
60%
60%
$0
40%
40%
$0
20%
20%
$0
0%
0%
AssetTO
ROS
ROA
1.2
120%
120%
1.0
100%
100%
0.8
80%
80%
0.6
60%
60%
0.4
40%
40%
0.2
20%
20%
0.0
0%
0%
Page 2

Capstone

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Capstone

Uploaded by

Copyright:

Available Formats

Welcome!

This message should disappear in a moment

Office/Excel 2008 Users:

Thank you, and good luck in the simulation!

0 < StudentName for EXAM

0.12 Was B240*B865

Cash Flows from operations

0.00 $25.00 - 45.00

Units Sold to Seg

Perceptual Map Aging Chart

Margin After marketing

Marketing Unit Sales Forecast

Balance Sheet Assets

Cash Flows From Operations

R&D Cycle Time

R&D Perceptual Map as a Chart

Pictures Context Menu

a formula or label - example Current Cash position

- something calculated by a VB routine.

entName for EXAM

New Stock Calc

Therefore, savings per year is $1.5 million, or about 3.75%

Cycle Time Reduction

1000 50% QualityDep

Reduction Admin Costs

Savings is $1.5 million/year, or 50% reduction in OH.

Profit gain must be $1.6M/yr. Gross Margin is about 30%.

Cells for Border changing

g to 1 and save manually.

Customer AccessDecember Customer Survey

Foundation Rehearsal Round 1 Decisions

We handle tutorial decisions as follows:

cisions are retrieved from the website.

ve. Then Saved.

your company's annual net

how easy is it for customers

the effect of your

Recap criteria evaluate your

Because the Coach requires

Button 1: Continue making

Your decisions have been

Trouble reading decision file.

Marketing report not

Welcome to the Rehearsal

The number of rounds each

Your decisions have been

When you restart your

Note the rehearsal

You have already restarted

Total Quality Management(TQM)

This message should

Office/Excel 2008 Users:

Thank you, and good luck in the

As you work through your

The slide that appears

Top slide in Tutorial List Logo

Cannot find next slide

Launch How to R&D

Launch How to Labor Labor

Launch How to Mktg

Launch Adv. Mktg

Launch How To TQM TQM

Initial TutorialDB Slide

Suggestions for Able