Excel Project 2 – MS Excel (Summer 2019) Use the pro.docx

Excel Project 2 – MS Excel
(Summer 2019)
Use the project description below to complete this activity (all
the details are included in this document). For a
review of the complete rubric used in grading this exercise,
click on the Assignments tab, then on the title
"Excel Project 2." Click on Show Rubrics if the rubric is not
already displayed.
Summary
Create a Microsoft Excel workbook with four worksheets that
provides extensive use of Excel capabilities
including charting, and written analysis and recommendations in
support of a business enterprise.
A large rental car company has two metropolitan locations, one
at the airport and another centrally located in
downtown. It has been operating since 2015 and each location
summarizes its car rental revenue
quarterly. Both locations rent four classes of cars: economy,
premium, hybrid, SUV. Rental revenue is
maintained separately for the four classes of rental vehicles.
The data for this case resides in the file
summer2019rentalcars.txt and can be downloaded by clicking

on the
Assignments tab, then on the data file name. It is a text file
(with the file type .txt).
Do not create your own data. You must use the data provided
and only the data provided.
Default Formatting. All labels, text, and numbers will be Arial
10, There will be $ and comma and
decimal point variations for numeric data, but Arial 10 will be
the default font and font size.
Tutorials
Note: Tutorials that address activities used in this project have
been assigned in Week 1, 2 and 3.
Step
Requirement
Comments
1
Open Excel and save a blank workbook with the following
name:

a. “Student’s LastFirstInitial Name Excel Project 2” Example:
SmithJaneP Excel Project 2.
b. Set Page Layout Orientation to Landscape.
Use Print Preview to
review how the first
worksheet would
print.
2 Change the name of the worksheet to Analysis by.
3
In the Analysis by worksheet:
a. Beginning in Row 1, enter the four labels in column
A (one label per row) in the following order: Name:,
Class/Section:, Project:, Date Due:
b. Place a blank row between each label. Please note
the colon : after each label.
c. Align the labels to the right side in the cells.
It may be necessary to adjust the column width so the four
labels are
clearly visible within Column A (not extending into Column B).
Format for column A:

• Arial 10 point
• Normal font
• Right-align all
four labels in the
cells
Step
Requirement
Comments
4
In the Analysis by worksheet with all entries in column C:
a. Enter the appropriate values for your Name (in cell C1),
Class and Section (cell C3), Project (cell C5), and Date
(cell C7) across from the appropriate label in column A.
b. Use the formatting in the Comments column (to the right).

It may be necessary to adjust the column width so the four
labels
are clearly visible within Column C (not extending into Column
D).
Format for column C:
• Arial 10 point
• Bold
• Left-align all four
values in the
cells
5
a. Create new worksheets:
Data, Initial Analysis, and Profit Analysis
Upon completion, there should be Analysis by as well
as the three newly created worksheets.
b. Delete any other worksheets.
Note: The three new worksheets might not have Arial 10 point
as
the default type so it may be necessary to change the font and
point to Arial 10 for the new worksheets.

6
If necessary, reorder the four worksheets so they are in the
following
order: Analysis by, Data, Initial Analysis, Profit Analysis.
7
After clicking on the blank cell A1 (to select it) in the Data
worksheet, import the text file summer2019rentalcars.txt into
the
Data worksheet. The data should begin in Column A, Row 1.
It will be necessary to change Revenue data to Currency format
($
and comma (thousands separators) with NO decimal points, and
to
change NumCars data to number format, with NO decimal
points,
but with the comma (thousands separator). Note: in the
Currency
format there is NO space between the $ and the first numeric
character that follows the $.
Though the intent is to import the text file into the Data
worksheet,
sometimes when text data is imported into a worksheet, a new
worksheet is created. If this happens, delete the blank Data
worksheet. Then change the name of the new worksheet with the
imported data as “Data”. Make sure worksheets are in the
correct
order per Item 6.

Format:
all data (field names,
data text, and data
numbers)
• Arial 10 point
• Normal font
The field names should
be in the top row of the
worksheet with the
data directly under it in
rows. This action may
not be necessary as
this is part
of the Excel table
creation process. The
data should begin in
column A.
Step

Requirement
Comments
8
In the Data worksheet:
a. Create an Excel table with the recently imported data.
b. Pick a style with the styles group to format the table
(choose a style that shows banded rows, i.e., rows that
alternate between 2 colors).
c. The style should highlight the field names in the first row.
d. Ensure NO blank cells are part of the specified data range.
e. Ensure the table has headers.
f. Ensure that Header Row and Banded Rows are selected in
the Table Style Options Group Box, but do NOT select a
Total row.
Some adjustment may

be necessary to
column widths to
ensure all field names
and all data are
readable (not truncated
or obscured).
9
In the Data worksheet:
a. Sort the entire table by Year (ascending)
b. Delete all 2017 rows and data. There should be one row for
titles and sixty-four rows of data after the 2017 data is deleted.
c. There should be no column or data truncation.
10
Copy the contents of the Data worksheet to both the Initial
Analysis
and Profit Analysis worksheets, with cell A1 as upper left-hand
corner in for both worksheets.
a. The two worksheet Excel tables should meet the formatting
requirements of the Data worksheet specified in step 7 above.
b. There should be no column or data truncation.
c. Each of the destinations should have an Excel table.

Step
Requirement
Comments
Step
Requirement
Comments

11
In the Initial Analysis worksheet, using the Excel table just
copied
there:
a. Create a Pivot Table using all 2015 and 2016 data.
b. Locate the top edge of the Pivot Table at the top edge of
Row 1 and a few columns to the right of the data.
c. Display the total revenue for all four types (CarClass) of
vehicles in four columns. (Put CarClass in the columns area
of the PivotTable fields)
d. Display the total revenue for both Airport and Downtown
locations in two rows . (Put Location in the rows area of the
PivotTable fields). In the Pivot Table Fields set-up, DO NOT
put a check in the box for Quarter.
e. Row and column calculations (sum) are required so that the
total revenue for EACH location and the total revenue for
EACH CarClass are visible in the pivot table. There must be
a grand total that represents the sum of ALL revenue.
f. Ensure that the formatting is as listed in the Comments
column.
g. Left align both locations and Grand Total below and right
align four car classes and Grand Total to the right of the four
car classes in the pivot table.
h. Final step: Adjust column widths, if necessary, to eliminate

title and data truncation of the pivot table.
Format (for pivot table
label, text, data as
appropriate):
• Currency (leading
dollar sign) with no
space between the $
and the first number
• No decimal places
• Arial 10 point
• Normal font
• No title or data
truncation in the
pivot table.
• Right-align the five
column labels.
12
In the Initial Analysis worksheet, using the pivot table:
a. Create a column or bar type of chart that shows the total
revenue for each of the four vehicle types at each location.
b. Add a title that reflects the information presented by the
chart.

c. The upper left corner of the chart should be one or two rows
below the above referenced pivot table and left-aligned with
the pivot table.
d. The chart should clearly indicate location and type of car.
The chart should allow a
viewer to determine
approximate revenue
totals for each vehicle
total revenue at each
location.
The chart should have
no more than 8 bars or
columns.
For the two questions that follow, present your answers in the
Initial Analysis worksheet in a very
readable format. These answers should be placed on the page
below the pivot table and chart Do not let

the answers be "split" over more than one page. You can type
your answer in one cell, then highlighting
and selecting several rows and columns, selecting merge cells
and selecting Wrap Text. Do NOT widen
the columns as this will adversely impact the appearance of the
pivot tables above. You will want to
change the text from Center to Left justification. Play with this
a bit. If you simply type your answer on a
single line, that will also be ok. Be sure the entire answer can
be read without the reader having to
change any formatting, scroll horizontally, or view the results
in the cell contents box. Use Currency
(leading dollar sign) with no space between the $ and the first
number format for dollar figures.
Step
Requirement
Comments
13

Question 1: Based on the pivot table above, which location for
2015
and 2016 combined produced the most revenue? How much
revenue
was it?
a. Label your response Question 1.
b. Answer this question in 1 or 2 sentences.
Use the following text
format:
• Arial 10 point
• Normal/Black
• Left-align text in the
cell
14
Question 2. Based on the pivot table above, which combination
of
location and car class for 2015 and 2016 combined produced the
most revenue? How much revenue was it?
a. Label your response Question 2.
b. Answer this question in 1 to 2 sentences.
format:

• Arial 10 point
• Normal/Black
cell
15
In the Profit Analysis worksheet:
a. In Row 1 and in the column to the immediate right of
NumCars label, add the following labels in the following order:
Expenses, Profit, ProfitperCar
(three labels, each at the top of a column)
b. If necessary, adjust column widths to eliminate truncation.
c. The Excel table should be extended three columns to the right
after
adding these three new columns.
format:
• Arial 10 point
• Normal/Black

cell
16
a. In Row 1, two columns to the right of the Profit per Car label
add the label: Hybrid Expense per Car.
b. In Row 2, in the same column as Hybrid Expenses add the
label Non-Hybrid Expense per Car.
DO NOT adjust column widths for these two labels. The blank
column to the left of these two labels will prevent these two
labels
from becoming a right extension of the Excel table.
format:
• Arial 10 point
• Bold
cell

17
In the next totally visible cell (no content bleed over from
label) in Row
1 add 100 for Hybrid Expense per Car in Row 1 and in Row 2
add 50
for Non-Hybrid Expense per Car. The absolute cell addresses of
these
two numeric values will be used to calculate Expenses in the
Excel
table for each row.
Format:
space between the $
and the first number
• Arial 10 point
• • Normal font
Step

Requirement
Comments
18
Expenses costs include maintenance, cleaning, and
administrative
expenses associated for a car rental. The Expenses for one
rental
transaction will be determined from the values specified in the
worksheet. DO NOT enter the values in this column on a cell by
cell
basis.
a. In the first cell directly under the Expenses label, calculate
the
total Expenses that corresponds to the number of cars rented
IN THAT ROW (NumCars) using an "IF" statement to as part
of the formula to determine the value of Expenses for one
vehicle.
b. First, use the "IF" statement to determine the single vehicle
Expenses (by comparing the values in the “CarClass”
column and second, edit the cell contents to multiply it by the
NumCars so that the Expenses value represents the total

Expenses costs for the Number of Cars (NumCars) rented
that row. Expenses = Numcars * Expense per Car
c. Use the absolute cell address for the numerical Expenses
value for ONE vehicle which should then be multiplied by the
number of cars in each row.
d. Adjust column width as needed to eliminate truncation after
format adjustments.
Note: the use of absolute cell addresses allows those Expenses
values to be changed and then by recalculation, update the
entire
Excel table. It can be helpful to double-check a hybrid and a
non-
hybrid row with a calculator for calculation accuracy.
Format:
space between the $
and the first number.
• Arial 10 point
• Normal font
19
In the Profit Analysis Worksheet:

a. In the first cell directly under the Profit label, calculate total
profit by subtracting Expenses from revenue (should be a
positive number). (Revenue – Expenses). Then repeat the
formula for each row below.
b. In the first cell directly under the ProfitperCar label, divide
Profit by NumCars (Profit/Numcars). Then repeat the formula
for each row below.
c. Adjust column widths as needed to eliminate truncation after
formatting.
Verifying the accuracy of a few cells calculation with a
calculator can
be helpful.
Format:
space between the $
and the first digit.

for Profit and two
decimal places for
ProfitperCar data
• Arial 10 point
• Normal font
Step
Requirement
Comments
20
a. Create a Pivot Table using all 2015 and 2016 data.
b. Locate the top edge of the Pivot Table in Row 4 and left-
aligned with the left edge of the Hybrid Expenses label.
c. Display the total profit for all four types (CarClass) of
vehicles

in four columns. (Put CarClass in the columns area of the
PivotTable fields).
d. Display the total profit for both Airport and Downtown
locations
in two rows. (Put Location in the rows area of the PivotTable
fields).
e. Row and column calculations (sum) are required so that the
total profit for EACH location and the total profit for each
CarClass are visible in the pivot table. There must be a grand
total that represents the sum of all profit. In the Pivot Tables
Fields set-up, DO NOT put a check in the box for Quarters.
f. Format required listed in the Comments column.
g. Left align both locations and Grand Total below and right
align
four car classes and the Grand Total to the right of the four car
classes in the pivot table.
h. Final step: Adjust columns widths, if necessary, to eliminate
title and data truncation of the pivot table.
Row and column calculations (sum) are required so that the
total profit
for EACH location and the total profit for EACH carclass are
visible in
the pivot table. There must be a grand total (sum) that

represents the
sum of ALL profit.
e. Position the upper left corner of the Pivot Table in the same
column as the Hybrid Expense per Car label begins and two
rows
below it.
f. Use format as defined in the Comments.
Locate the top edge of the Pivot Table in Row 4 and left aligned
with
the Hybrid Expenses label.
labels, text, data as
appropriate):
space between the
$ and the first
number.
• Arial 10 point
• Normal font
21

a. Create a Pivot Table using all of the 2015 and 2016 data.
b. Position the upper left corner to left align with the pivot table
above and two rows below the pivot table above.
c. Display the average profit for all four types (carclass) of
vehicles in four columns. (Put CarClass in the columns area
of the PivotTable fields).
d. Display the average profit for both Airport and Downtown
locations in two rows. (Put Location in the rows area of the
PivotTable fields).
e. Row and column calculations (average) are required so that
the average profit for EACH location and the average profit for
EACH CarClass are visible in the pivot table. There must be a
composite average (average) that represents the average of
all profit values. In the Pivot Tables Fields set-up, DO NOT put
a check in the box for Quarters.
f. Format required listed in the Comments column.
g. Left align both locations and Grand total below and right
align four car classes and the Grand Total to the right of the
four car classes in the pivot table.
h. Final step: Adjust column widths, if necessary, to eliminate
title and data truncation in BOTH pivot tables.
Please note: This pivot table displays average NOT total.

labels, text, data as
appropriate):
space between the $
and the first number.
• Arial 10 point
• Right-align pivot
table column labels
• Normal font
For the questions below, in the Profit Analysis worksheet,
present your answers in a very readable
format left-aligned with and one or two rows beneath the lower
pivot table. You can type your answer
in one cell, then highlight and select several rows and columns,
selecting merge cells and selecting
Wrap Text. Do NOT widen the columns as this will adversely

impact the appearance of the worksheet
items above. You will want to change the text from Center to
Left justification. Play with this a bit. If
you simply type your answer on a single line in that will also be
ok. But be sure the entire answer can
be read without the reader having to change any formatting.
Reading the answer in the cell
editor is NOT acceptable, the answer must be visible in the
worksheet itself. Use Currency
(leading dollar sign) with no space between the $ and the first
number format for dollar figures.
22
Question 1: Based on the upper pivot table, which of the two
locations produces the greater profit (include the profit figure)
and
which vehicle class of the four produces the least profit (include
the
profit figure)?
Label your response Question 1. Answer this question in 2 to 3
sentences one or two rows below and left-aligned with the lower
pivot table.
Format:

• Arial 10 point
• Normal/Black
cell
23
Question 2: Based on the lower pivot table, which
combination of location and carclass is MOST profitable
and which combination is least profitable ?
Label your response Question 2. Answer this question in 2 to 3
sentences in a new row left-aligned with the Question 1
response
and one or two rows beneath it.
Format:
• Arial 10 point
• Normal/Black
cell
Running Head: LEADERSHIP INTERVENTION STRATEGY
1

LEADERSHIP INTERVENTION STRATEGY
5
LEADERSHIP INTERVENTION STRATEGY
South University
June 12, 2019
Leadership Intervention Strategy
Many organizations are moving away from an era of industrial
management to a humanistic era. This, therefore, means that
there is a need for changing the leadership competencies. Just
like in the case of a football team where coaches teach and help
players in learning ways of adapting to a different set of rules
when needed (Hattie, 2015).
The coaches teach the player’s ways of showing up differently
and implementing different plays aiming at improving the team
to become successful. Prisons have a basic job in the public eye.
My work is to investigate and comprehend what transpired to

the mass resignation and what is the way out.
Looking at this issue, there is no trust between the management
and the junior staff. The relationship between the junior staff
and the management is one of the indispensable parts of a solid
dependable prison structure. Workers rely on their managers for
profession progression and direction on the most adept
techniques of improving their aptitudes ((Stoewen, 2016).
One of the components of a productive relationship between the
junior staff and the management is trust. When the feeling of
trust is solid between a worker and his senior, it adds adeptness
to diverse components of working environment effectiveness. In
our case here, the group does not trust Trevor and his
management team. On his side, Trevor does not trust his
juniors; he believes they have their reasons for resignation since
the management is doing its work accordingly.
People naturally experience circumstances in which conflicts
happen. It’s a basic element for settling an issue. In a work
environment where managers, workers, and clients are
altogether required to settle on aggregate choices all the time,
the conflict will undoubtedly emerge now and again. Conflict
happens in the work environment for some reason.
Maybe the feedback of the manager is not gotten just as she or
he had trusted, or there are rivalry and power inconsistencies
among the staff. However, when there is fear of conflict among
the team members. A team that has no trust is not able to
engage in a debate that is unfiltered and passionate about key
issues. In most cases, the conflict easily turns up into veiled
discussions as well as back channel comments (Lucke, &
Furtner, 2015).
In an environment where the members of the team are not able
to air their opinions, there are a lot of hiccups and a lot of time
is wasted resulting in inferior decisions. Teams that have trust
among themselves are not afraid of engaging in passionate
dialogue around issues and the decisions which are very
important to the success of an organization. To grow, there must
be a productive conflict in all great relationships (Tong, Tak, &

Wong, 2015). This is not the case in this prison. The junior
staff does not have the time of converting their complaints into
requests. This is because the administration is not open with
them.
In solving these problems, the management should not work
alone when trying to solve problems. When an issue arises, the
team manager is supposed to call the group and ask the opinions
of the members about ways of solving the said issue. The team
members should be involved in making the rules and the
guidelines of this prison.
By involving the members, they will start having a sense of
belonging. The seniors should start leading as examples. They
should not cow from asking help from the other team members
admitting their weaknesses and limitations and start by owning
up to their mistakes. Trevor is not ready to own the mistakes, he
thinks he and his team is fine but the juniors have the problem.
This cannot solve the problem but rather the problem will
escalate. Taking the lead, the entire team will slowly follow
from behind and this habit will develop into culture (Ramdhani,
et al., 2017).
Similarly, it is of great essence for the management establishing
that conflict is purposeful and welcome. The management
should be able to well define what a healthy relationship looks
like through praising healthy examples and by giving corrective
feedback in the instance where conflict veers towards
unhealthy. Conflict can also be mined by opening meetings with
a bad idea; so as to see if the whole group agrees so as to avoid
conflict and this can be used as a litmus test to pave way for a
discussion that is healthy. The designation of a devil’s advocate
is another way that can be used in a meeting to get the group
open up and to share a differing perspective.
In conclusion, leadership and conflict go hand in hand. In
leadership, if the conflict is not addressed in a healthy,
productive fashion, then it means that gaps will always arise
and the repercussions will be too huge to be handled. This is the

situation in this prison.
The situation has worsened due to the poor leadership by the
management. Even if one can be able to avoid conflict, it is
impossible to escape it. It will always come knocking whether
we like it or not. It, therefore, means that it requires us to be
able to recognize the conflict, have an understanding of its
nature and be in a position of bringing a swift and a just
resolution to the conflict.
Fairness at this organization is wanting. Trevor should work on
this to ensure that the workers can be able to even out some
inequities or they can alert the management every time there is
a person who is starting to “smell”. This will help stop some
individuals from being sprayed earlier before the stink becomes
too much to be handled.
References
Hattie, J. (2015). High-Impact Leadership. Educational
Leadership, 72(5), 36-40.
Lucke, G. A., & Furtner, M. R. (2015). Soldiers lead themselves
to more success: A self-leadership intervention study. Military
Psychology, 27(5), 311-324.
Ramdhani, A., Ramdhani, M. A., & Ainissyifa, H. (2017).
Conceptual Framework of Corporate Culture Influenced on
Employees Commitment to Organization. International Business
Management, 11(3), 826-830.
Stoewen, D. L. (2016). Wellness at work: Building healthy
workplaces. The Canadian Veterinary Journal, 57(11), 1188.
Tong, C., Tak, W. I. W., & Wong, A. (2015). The impact of
knowledge sharing on the relationship between organizational
culture and job satisfaction: The perception of information
communication and technology (ICT) practitioners in Hong
Kong. International Journal of Human Resource Studies, 5(1),
19.

LEA5140 – Case: Prison X
© 2016 South University
Page 2 of 2
Emotional Intelligence and Leadership
©2016 South University
2
Case of Prison X
Case of Prison X
You are an organizational and leadership consultant called in to
develop a leadership
intervention strategy (LIS) for the state’s largest prison. You
learn from several members of the
prison management team that they and 30 other management-
level staff are actively seeking

employment elsewhere. Mass resignations appear imminent.
These staff members feel that
they are undercompensated, overworked, unfulfilled, and
underappreciated. The group
consistently complains about the leadership style of the prison
warden, John Trevor. He is
described as distant, cold, uninvolved, and apathetic. When you
meet with John Trevor
personally, you are surprised to find a pleasant, unassuming
gentleman who is shocked to learn
of his team’s displeasure. John feels that his management team
is an exemplary group of caring
professionals, and he is deeply disquieted about the possibility
of these individuals leaving their
jobs. John expresses grave concern about the safety and security
of the prison, other employees,
and inmates should there be a mass exodus of the management
team. He is now looking up to
you to assess the situation and develop strategies to mitigate
these issues.
Over the next few weeks, you will explore the challenges and
opportunities of this
situation. Clearly, significant gaps exist between the prison
warden and his management team.

These gaps could conceivably lead to safety, cost, and
operations issues. Consider the
ramifications of a prison lacking a committed and cohesive
management team. As part of a six-
month LIS, you will develop questions, analyses, solutions,
interventions, and strategies to
improve the organization’s leadership, employee attitudes,
perceptions, communication, and
culture.
YearQuarterLocationCarClassRevenueNumCars2017Q1Downto
wnEconomy95534059922017Q1AirportEconomy1023868568020
15Q3DowntownEconomy78690753132016Q4AirportEconomy93
799951562016Q1DowntownEconomy73428048392015Q3Airpor
tEconomy71724146882016Q4DowntownEconomy719879456920
16Q3DowntownEconomy69597044912016Q2DowntownEconom
y65511642602015Q4AirportSUV63129340782015Q4AirportEco
nomy62582740752015Q4DowntownSUV60907340622016Q3Air
portSUV67255940612017Q1AirportSUV69433739682017Q2Air
portSUV70608039632015Q4AirportHybrid64829439432015Q4
DowntownHybrid60945539142016Q3AirportHybrid6730303896
2015Q4AirportPremium64871738622017Q1AirportHybrid69361
338582016Q3AirportPremium67269538532017Q2AirportHybrid
70595838272015Q4DowntownPremium60978138262017Q2Airp
ortPremium70625237732017Q1AirportPremium6941303769201
6Q2AirportSUV61242337562016Q2AirportHybrid61203836262
016Q1AirportSUV57806036002017Q2DowntownEconomy58750
735802015Q3DowntownSUV52825935802016Q2AirportPremiu

m61273735352016Q3AirportEconomy60690435342016Q1Airpo
rtHybrid57803234952015Q4DowntownEconomy5198973439201
5Q3DowntownHybrid52802834262016Q1AirportPremium57828
134012015Q3DowntownPremium52786233652015Q2AirportEco
nomy49105333232016Q1AirportEconomy50998332822015Q2D
owntownSUV47668632642015Q1AirportEconomy45937332472
016Q2DowntownSUV51138932392016Q4AirportSUV55236532
202015Q3AirportSUV49334131902016Q3DowntownSUV50615
731862017Q2AirportEconomy60832731662016Q2DowntownHy
brid51149931622015Q2DowntownHybrid47687531252016Q4Ai
rportHybrid55288831072016Q2DowntownPremium5112393093
2015Q2DowntownPremium47647730872015Q3AirportHybrid49
421530822016Q4AirportPremium55217330752016Q3Downtown
Hybrid50543830582016Q3DowntownPremium50535530012015
Q3AirportPremium49384529992016Q1DowntownSUV43396928
002015Q2DowntownEconomy38777227442016Q1DowntownHy
brid43438727312015Q1DowntownEconomy36653927142016Q4
DowntownSUV44041727112017Q1DowntownSUV44160826992
016Q1DowntownPremium43408726662016Q4DowntownHybrid
44053126262017Q1DowntownHybrid44214525732016Q4Downt
ownPremium44116525702017Q1DowntownPremium442215255
82015Q1DowntownSUV36257525212015Q1AirportSUV367887
24972015Q1DowntownHybrid36247924322015Q1AirportHybrid
36763724132015Q1DowntownPremium36220123952015Q1Airp
ortPremium36721623492016Q2AirportEconomy3763142172201
5Q2AirportSUV30981520492015Q2AirportHybrid31023120062
017Q2DowntownSUV33704919802015Q2AirportPremium30985
819582017Q2DowntownHybrid33649819362017Q2DowntownPr
emium3371301901
Analysis byName:Badi KaoClass/Section:IFSM 201 Concepts
and Applications of Information TechnologyProject:Excel
Project 2Date Due:6/23/19
DataYearQuarterLocationCarClassRevenueNumCars
2015Q3DowntownEconomy$805,3255,5772015Q3AirportEcono
my$734,0284,9222015Q4AirportEconomy$640,4744,2782015Q

4DowntownEconomy$532,0653,6102015Q2AirportEconomy$50
2,5463,4892015Q1AirportEconomy$470,1253,4082015Q2Downt
ownEconomy$396,8482,8812015Q1DowntownEconomy$375,11
82,8492015Q4AirportPremium$663,9014,0552015Q4Downtown
Premium$624,0534,0162015Q3DowntownPremium$540,2173,53
32015Q2DowntownPremium$487,6293,2412015Q3AirportPremi
um$505,4033,1482015Q1DowntownPremium$370,6792,514201
5Q1AirportPremium$375,8112,4662015Q2AirportPremium$317,
1102,0562015Q4AirportSUV$663,5484,2992015Q4DowntownS
UV$623,3284,2642015Q3DowntownSUV$540,6233,7582015Q2
DowntownSUV$487,8433,4272015Q3AirportSUV$504,8883,34
92015Q1DowntownSUV$371,0612,6462015Q1AirportSUV$376,
4972,6212015Q2AirportSUV$317,0662,1512015Q4AirportHybri
d$663,4674,1392015Q4DowntownHybrid$623,7194,1092015Q3
DowntownHybrid$540,3873,5972015Q2DowntownHybrid$488,0
363,2812015Q3AirportHybrid$505,7823,2362015Q1Downtown
Hybrid$370,9632,5542015Q1AirportHybrid$376,2412,5332015
Q2AirportHybrid$317,4922,1062016Q4AirportEconomy$959,95
35,4132016Q1DowntownEconomy$751,4665,0802016Q4Downt
ownEconomy$736,7274,7962016Q3DowntownEconomy$712,25
94,7152016Q2DowntownEconomy$670,4494,4722016Q3Airport
Economy$621,1083,7102016Q1AirportEconomy$521,9193,4452
016Q2AirportEconomy$385,1222,2802016Q3AirportPremium$6
88,4404,0452016Q2AirportPremium$627,0783,7112016Q1Airpo
rtPremium$591,8163,5702016Q2DowntownPremium$523,2053,
2472016Q4AirportPremium$565,0963,2282016Q3DowntownPre
mium$517,1833,1502016Q1DowntownPremium$444,2472,7982
016Q4DowntownPremium$451,4902,6982016Q3AirportSUV$68
8,3014,2632016Q2AirportSUV$626,7573,9432016Q1AirportSU
V$591,5903,7792016Q2DowntownSUV$523,3593,4002016Q4Ai
rportSUV$565,2933,3812016Q3DowntownSUV$518,0043,3452
016Q1DowntownSUV$444,1272,9392016Q4DowntownSUV$45
0,7252,8462016Q3AirportHybrid$688,7824,0892016Q2Airport
Hybrid$626,3633,8072016Q1AirportHybrid$591,5613,6692016
Q2DowntownHybrid$523,4713,3202016Q4AirportHybrid$565,8
293,2612016Q3DowntownHybrid$517,2673,2102016Q1Downto

wnHybrid$444,5542,8672016Q4DowntownHybrid$450,8422,75
7
Initial AnalysisYearQuarterLocationCarClassRevenue NumCars
2015Q3DowntownEconomy$805,3255,5772015Q3AirportEcono
my$734,0284,922Row LabelsSum of
Revenue2015Q4AirportEconomy$640,4744,278Airport$17,839,
3872015Q4DowntownEconomy$532,0653,610Economy$4,835,2
752015Q2AirportEconomy$502,5463,489Hybrid$4,335,5172015
Q1AirportEconomy$470,1253,408Premium$4,334,6552015Q2D
owntownEconomy$396,8482,881SUV$4,333,9402015Q1Downto
wnEconomy$375,1182,849Downtown$16,857,2692015Q4Airpor
tPremium$663,9014,055Economy$4,980,2572015Q4DowntownP
remium$624,0534,016Hybrid$3,959,2392015Q3DowntownPrem
ium$540,2173,533Premium$3,958,7032015Q2DowntownPremiu
m$487,6293,241SUV$3,959,0702015Q3AirportPremium$505,40
33,148Grand
Total$34,696,6562015Q1DowntownPremium$370,6792,5142015
Q1AirportPremium$375,8112,4662015Q2AirportPremium$317,1
102,0562015Q4AirportSUV$663,5484,2992015Q4DowntownSU
V$623,3284,2642015Q3DowntownSUV$540,6233,7582015Q2D
owntownSUV$487,8433,4272015Q3AirportSUV$504,8883,3492
015Q1DowntownSUV$371,0612,6462015Q1AirportSUV$376,49
72,6212015Q2AirportSUV$317,0662,1512015Q4AirportHybrid$
663,4674,1392015Q4DowntownHybrid$623,7194,1092015Q3Do
wntownHybrid$540,3873,5972015Q2DowntownHybrid$488,036
3,2812015Q3AirportHybrid$505,7823,2362015Q1DowntownHy
brid$370,9632,5542015Q1AirportHybrid$376,2412,5332015Q2
AirportHybrid$317,4922,1062016Q4AirportEconomy$959,9535,
4132016Q1DowntownEconomy$751,4665,0802016Q4Downtown
Economy$736,7274,796Question
12016Q3DowntownEconomy$712,2594,7152016Q2DowntownE
conomy$670,4494,472The Airport location provided the most
revenues and the amount generated was
$17,839,3872016Q3AirportEconomy$621,1083,7102016Q1Airp
ortEconomy$521,9193,4452016Q2AirportEconomy$385,1222,2
802016Q3AirportPremium$688,4404,0452016Q2AirportPremiu

m$627,0783,7112016Q1AirportPremium$591,8163,570Question
22016Q2DowntownPremium$523,2053,2472016Q4AirportPremi
um$565,0963,228The Economy class at the Downtown location
provided the highest revenue for the two years combined. The
revenue was
$4,980,2572016Q3DowntownPremium$517,1833,1502016Q1Do
wntownPremium$444,2472,7982016Q4DowntownPremium$451,
4902,6982016Q3AirportSUV$688,3014,2632016Q2AirportSUV
$626,7573,9432016Q1AirportSUV$591,5903,7792016Q2Downt
ownSUV$523,3593,4002016Q4AirportSUV$565,2933,3812016
Q3DowntownSUV$518,0043,3452016Q1DowntownSUV$444,12
72,9392016Q4DowntownSUV$450,7252,8462016Q3AirportHyb
rid$688,7824,0892016Q2AirportHybrid$626,3633,8072016Q1Ai
rportHybrid$591,5613,6692016Q2DowntownHybrid$523,4713,3
202016Q4AirportHybrid$565,8293,2612016Q3DowntownHybri
d$517,2673,2102016Q1DowntownHybrid$444,5542,8672016Q4
DowntownHybrid$450,8422,757
Total revenue for CarClass by location
Total Economy Hybrid Premium SUV Economy Hybrid
Premium SUV Airport Downtown 4835275
4335517 4334655 4333940 4980257 3959239
3958703 3959070
Profit AnalysisYearQuarterLocationCarClassRevenueNumCars
ExpensesProfitProfitperCarHybrid Expense per
Car1002015Q3DowntownEconomy$805,3255,577$622,059$183,
266$33Non-Hybrid Expense per
Car502015Q3AirportEconomy$734,0284,922$484,522$249,506
$512015Q4AirportEconomy$640,4744,278$366,026$274,448$6
42015Q4DowntownEconomy$532,0653,610$260,642$271,423$7
5Sum of ProfitColumn

Labels2015Q2AirportEconomy$502,5463,489$243,462$259,084
$74Row LabelsAirportDowntownGrand
Total2015Q1AirportEconomy$470,1253,408$232,289$237,836$
70Economy$2,306,354$1,948,457$4,254,8112015Q2Downtown
Economy$396,8482,881$166,003$230,845$80Hybrid$2,460,253
$2,274,091$4,734,3442015Q1DowntownEconomy$375,1182,84
9$162,336$212,782$75Premium$2,535,462$2,338,540$4,874,00
22015Q4AirportPremium$663,9014,055$328,861$335,041$83S
UV$2,321,419$2,148,343$4,469,7612015Q4DowntownPremium
$624,0534,016$322,565$301,488$75Grand
Total$9,623,488$8,709,430$18,332,9182015Q3DowntownPremi
um$540,2173,533$249,642$290,575$822015Q2DowntownPremi
um$487,6293,241$210,082$277,547$862015Q3AirportPremium
$505,4033,148$198,198$307,205$982015Q1DowntownPremium
$370,6792,514$126,404$244,275$972015Q1AirportPremium$37
5,8112,466$121,623$254,188$103Average of ProfitColumn
Labels2015Q2AirportPremium$317,1102,056$84,543$232,567$
113Row LabelsAirportDowntownGrand
Total2015Q4AirportSUV$663,5484,299$369,628$293,920$68Ec
onomy$288,294$243,557$265,9262015Q4DowntownSUV$623,3
284,264$363,634$259,694$61Q1$261,197$224,060$242,629201
5Q3DowntownSUV$540,6233,758$282,451$258,172$69Q2$270
,119$250,659$260,3892015Q2DowntownSUV$487,8433,427$23
4,887$252,956$74Q3$297,666$225,450$261,5582015Q3Airport
SUV$504,8883,349$224,316$280,572$84Q4$324,195$274,059$
299,1272015Q1DowntownSUV$371,0612,646$140,026$231,035
$87Hybrid$307,532$284,261$295,8972015Q1AirportSUV$376,
4972,621$137,393$239,104$91Q1$285,125$260,332$272,72820
15Q2AirportSUV$317,0662,151$92,536$224,530$104Q2$282,6
43$287,880$285,2612015Q4AirportHybrid$663,4674,139$342,6
26$320,841$78Q3$325,366$296,402$310,8842015Q4Downtown
Hybrid$623,7194,109$337,678$286,041$70Q4$336,994$292,43
1$314,7122015Q3DowntownHybrid$540,3873,597$258,768$28
1,619$78Premium$316,933$292,318$304,6252015Q2Downtown
Hybrid$488,0363,281$215,299$272,737$83Q1$295,553$265,97
3$280,7632015Q3AirportHybrid$505,7823,236$209,434$296,34

8$92Q2$292,107$294,946$293,5272015Q1DowntownHybrid$37
0,9632,554$130,458$240,505$94Q3$334,202$304,654$319,428
2015Q1AirportHybrid$376,2412,533$128,322$247,919$98Q4$3
45,868$303,697$324,7832015Q2AirportHybrid$317,4922,106$8
8,705$228,787$109SUV$290,177$268,543$279,3602016Q4Airp
ortEconomy$959,9535,413$586,011$373,942$69Q1$272,539$25
1,204$261,8712016Q1DowntownEconomy$751,4665,080$516,1
28$235,338$46Q2$270,171$272,558$271,3642016Q4Downtown
Economy$736,7274,796$460,032$276,695$58Q3$302,705$276,
198$289,4512016Q3DowntownEconomy$712,2594,715$444,625
$267,635$57Q4$315,295$274,212$294,7542016Q2DowntownEc
onomy$670,4494,472$399,976$270,473$60Grand
Total$300,734$272,170$286,4522016Q3AirportEconomy$621,1
083,710$275,282$345,826$932016Q1AirportEconomy$521,919
3,445$237,361$284,559$83Question
1.2016Q2AirportEconomy$385,1222,280$103,968$281,154$123
The Airport location produces the highest profit and the figure
is $9,623,488 and the Economy class produced the least profit
and the figure is
$4,254,8112016Q3AirportPremium$688,4404,045$327,241$361,
200$892016Q2AirportPremium$627,0783,711$275,430$351,648
$952016Q1AirportPremium$591,8163,570$254,898$336,918$94
2016Q2DowntownPremium$523,2053,247$210,860$312,345$96
Question
22016Q4AirportPremium$565,0963,228$208,400$356,696$111
The Airport and Premium carclass produced the higherst
quarterly profit with average profit of $316,933 while the
Downtown and Economy carclass is the least profitable with
average profit of
$243,5572016Q3DowntownPremium$517,1833,150$198,450$31
8,733$1012016Q1DowntownPremium$444,2472,798$156,576$2
87,671$1032016Q4DowntownPremium$451,4902,698$145,584$
305,906$1132016Q3AirportSUV$688,3014,263$363,463$324,83
8$762016Q2AirportSUV$626,7573,943$310,945$315,812$8020
16Q1AirportSUV$591,5903,779$285,617$305,973$812016Q2D
owntownSUV$523,3593,400$231,200$292,159$862016Q4Airpo

rtSUV$565,2933,381$228,623$336,670$1002016Q3DowntownS
UV$518,0043,345$223,781$294,224$882016Q1DowntownSUV$
444,1272,939$172,754$271,373$922016Q4DowntownSUV$450,
7252,846$161,994$288,731$1012016Q3AirportHybrid$688,782
4,089$334,398$354,384$872016Q2AirportHybrid$626,3633,807
$289,865$336,498$882016Q1AirportHybrid$591,5613,669$269,
231$322,330$882016Q2DowntownHybrid$523,4713,320$220,4
48$303,023$912016Q4AirportHybrid$565,8293,261$212,682$3
53,147$1082016Q3DowntownHybrid$517,2673,210$206,082$3
11,185$972016Q1DowntownHybrid$444,5542,867$164,394$28
0,160$982016Q4DowntownHybrid$450,8422,757$152,021$298,
821$108

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