This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/integrated-financial-model-business-performance-1343
DOCUMENT DESCRIPTION
Financial Model is a mathematical model designed to represent (a simplified version of) the performance of a financial asset or portfolio of a business, project, or any other investment.
The template includes data input sheets, financial modeling graphs, analytics and executive dashboards.
Benefit from the informative visuals included in Automation Solutions PowerPoint Presentation Slides. Employ our PPT template deck to showcase operational challenges because of the absence of business automation. Represent a variety of production costs like raw materials, labor, and so on, related to different products. Elucidate product-wise expenses incurred by your organization in comparison to other competitors. Use this PowerPoint presentation to demonstrate losses incurred due to a lack of business process automation. Consolidate reasons such as low productivity, or slow turnaround time that require automation. Conveniently present labor specialization and the development of equipment to boost efficiency. Highlight the simultaneous operations strategy, combined operations strategy, and automation techniques. Employ this digital transformation PPT slideshow to explain selection criteria for the most-appropriate equipment manufacturers. Moreover, you can compile the ROI after automation based on sales, profit, cost, and time. Represent the cost of machinery installation, asset cost analysis, and machinery depreciation. Use our PowerPoint theme to demonstrate the BPA implementation plan including details like timeline, training program, and budget. Smash the download icon now and start instant personalization. Our Automation Solutions PowerPoint Presentation Slides are topically designed to provide an attractive backdrop to any subject. Use them to look like a presentation pro. https://bit.ly/2XbnuWV
Senior Capstone Business 27Case 2 MotomartINTRODUCTI.docxlesleyryder69361
Senior Capstone: Business 27
Case 2: Motomart
INTRODUCTION
The Motomart case is designed to supplement your managerial/
cost accounting textbook coverage of cost behavior and variable
costing using real-world cost data and an auto-industry-
accepted cost driver. Unlike textbook problems, this data is
real. It won’t necessarily produce a clear solution when you
attempt to analyze cost behavior and apply scatter-plot,
high-low, and regression methods to separate mixed costs
into their fixed and variable components. This case also
illustrates that financial accounting decisions and methods
can have an influence on cost accounting and managerial
applications and decisions.
OBJECTIVES
When you complete this case, you’ll be able to
• Explain the importance of accrual accounting and proper
application of the matching principle for the computation
of contribution margins and break-even points
• Apply knowledge of generally accepted accounting
principles (GAAP) to a specific real-world example
• Integrate statistical analyses and scatter plots, line
graphs, and regression to determine the reliability of
financial information prepared for external use
• Use analytical review procedures to examine a firm’s
financial statements
• Apply critical-thinking skills to real-world
business circumstances
Senior Capstone: Business28
CASE BACKGROUND
This case is based on real financial data provided by a retail
automobile dealership (Motomart) seeking to relocate closer
to an existing retail dealership. You’ll examine the mixed cost
data from Motomart and apply both high-low and regression
to attempt to separate mixed costs into their fixed and variable
components for break-even and contribution margin compu-
tations. You’ll find that the data is flawed because Motomart
was a single observation in a larger database. Don’t attempt
to correct the data (e.g., remove outliers or influential outliers).
You’ll be producing a scatterplot and apply high-low and
regression methods to the extent practicable and writing a
summary report of the findings.
Motomart operates a retail automobile dealership. The
manufacturer of Motomart products, like all automobile
manufacturers, produces forecasts. It has long been an
industry practice to use variable costing-based/break-even
analyses as the foundation for these forecasts, to examine
their cost behavior as it relates to the new retail vehicles
sold (NRVS) cost driver. In preparing this financial information,
a common financial statement format and accounting proce-
dures manual is provided to each retail auto dealership.
The dealership is required to produce monthly financial
statements using the guidelines provided by this common
accounting procedures manual, and then furnish these
financial statements to the manufacturer. General Motors,
Ford, Nissan, and all other automobile manufacturers
employ similar procedures manuals.
The use of a common format facilitates the development of
composite financial s.
Forecasting, Markdown and Replenishment Optimization: An Integrated Framework...Steele Hays
A presentation reporting on the design, implementation and results of an integrated approach taken by a team at Predictix and LogicBlox to forecast a retailer's demand, and to optimize its markdown plan and replenishment system. Presented at the INFORMS annual conference in Oct. 2013
This Financial Modeling course comprises of four e-books which thoroughly covers every aspect of financial modeling in detail.For FREE access of rest of the 3 e-books and tons of other free resources visit the link https://www.educorporatebridge.com/freebies3.php
What's New in SAP Business One 10.0
For more information, please contact at
Sundae Solutions Co., Ltd.
Tel. +66 26348899
Email: sales@sundae.co.th
URL: http://www.sundae.co.th
Fortune 500 companies and other leading organizations frequently seek the expertise of global consulting firms, such as McKinsey, BCG, Bain, Deloitte, and Accenture, as well as specialized boutique firms. These firms are valued for their ability to dissect complex business scenarios, offering strategic recommendations that are informed by a vast repository of consulting frameworks, subject matter expertise, benchmark data, best practices, and rich insights gleaned from a history of diverse client engagements.
The case studies presented in this book are a distillation of such professional wisdom and experience. Each case study delves into the specific challenges and competitive situations faced by a variety of organizations across different industries. The analyses are crafted from the viewpoint of consulting teams as they navigate the unique set of questions, uncertainties, strengths, weaknesses, and dynamic conditions particular to each organization.
What you can gain from this whitepaper:
Real-World Challenges, Practical Strategies: Each case study presents real-world business challenges and the strategic maneuvers used to navigate them successfully.
Expert Perspectives: Crafted from the viewpoint of top-tier consultants, you get an insider's look into professional methodologies and decision-making processes.
Diverse Industry Insights: Whether it's finance, tech, retail, manufacturing, or healthcare, gain insights into a variety of sectors and understand how top firms tackle critical issues.
Enhance Your Strategic Acumen: This collection is designed to sharpen your strategic thinking, providing you with tools and frameworks used by the best in the business.
Whether you're at the helm of a corporation or on your path to becoming a consulting expert, "100 Case Studies on Strategy & Transformation" is your essential guide to navigating the complex world of business strategy.
More Information:
https://flevy.com/browse/marketplace/project-management-for-mba-in-french-5722
BENEFITS OF DOCUMENT
Project management adapted to the needs of participants in MBA programs
Course built on the basis of the project management process: Initiating - Planning - Executing - Controlling - Closing.
Course presenting in detail not only the Waterfall approach but also the Agile & Hybrid development approaches.
DOCUMENT DESCRIPTION
This course is a presentation of over 220 pages specially edited to cover the needs of participants in Master of Business Administration - MBA programs.
This course is based on the standard PMBOK edition 6 of the Project Management Institute, it also follows the project management methodology offered by Rita Mulcahy's PMP Exam Prep 10th Edition.
This course refers to case studies chosen among those existing in the book Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Author: Harold Kerzner.
This course contains exercises as well as a practical case of an open space development project.
Below is the table of contents:
• Introduction to project management,
• Pre-Project,
• Project environment,
• Project Management Process,
• Initiating,
• Planning,
• Executing,
• Controlling,
• Closing.
• Introduction to Agility,
• Role of the Project Manager.
Got a question about this presentation? Email us at support@flevy.com.
More Related Content
Similar to Integrated Financial Model - Business Performance
Benefit from the informative visuals included in Automation Solutions PowerPoint Presentation Slides. Employ our PPT template deck to showcase operational challenges because of the absence of business automation. Represent a variety of production costs like raw materials, labor, and so on, related to different products. Elucidate product-wise expenses incurred by your organization in comparison to other competitors. Use this PowerPoint presentation to demonstrate losses incurred due to a lack of business process automation. Consolidate reasons such as low productivity, or slow turnaround time that require automation. Conveniently present labor specialization and the development of equipment to boost efficiency. Highlight the simultaneous operations strategy, combined operations strategy, and automation techniques. Employ this digital transformation PPT slideshow to explain selection criteria for the most-appropriate equipment manufacturers. Moreover, you can compile the ROI after automation based on sales, profit, cost, and time. Represent the cost of machinery installation, asset cost analysis, and machinery depreciation. Use our PowerPoint theme to demonstrate the BPA implementation plan including details like timeline, training program, and budget. Smash the download icon now and start instant personalization. Our Automation Solutions PowerPoint Presentation Slides are topically designed to provide an attractive backdrop to any subject. Use them to look like a presentation pro. https://bit.ly/2XbnuWV
Senior Capstone Business 27Case 2 MotomartINTRODUCTI.docxlesleyryder69361
Senior Capstone: Business 27
Case 2: Motomart
INTRODUCTION
The Motomart case is designed to supplement your managerial/
cost accounting textbook coverage of cost behavior and variable
costing using real-world cost data and an auto-industry-
accepted cost driver. Unlike textbook problems, this data is
real. It won’t necessarily produce a clear solution when you
attempt to analyze cost behavior and apply scatter-plot,
high-low, and regression methods to separate mixed costs
into their fixed and variable components. This case also
illustrates that financial accounting decisions and methods
can have an influence on cost accounting and managerial
applications and decisions.
OBJECTIVES
When you complete this case, you’ll be able to
• Explain the importance of accrual accounting and proper
application of the matching principle for the computation
of contribution margins and break-even points
• Apply knowledge of generally accepted accounting
principles (GAAP) to a specific real-world example
• Integrate statistical analyses and scatter plots, line
graphs, and regression to determine the reliability of
financial information prepared for external use
• Use analytical review procedures to examine a firm’s
financial statements
• Apply critical-thinking skills to real-world
business circumstances
Senior Capstone: Business28
CASE BACKGROUND
This case is based on real financial data provided by a retail
automobile dealership (Motomart) seeking to relocate closer
to an existing retail dealership. You’ll examine the mixed cost
data from Motomart and apply both high-low and regression
to attempt to separate mixed costs into their fixed and variable
components for break-even and contribution margin compu-
tations. You’ll find that the data is flawed because Motomart
was a single observation in a larger database. Don’t attempt
to correct the data (e.g., remove outliers or influential outliers).
You’ll be producing a scatterplot and apply high-low and
regression methods to the extent practicable and writing a
summary report of the findings.
Motomart operates a retail automobile dealership. The
manufacturer of Motomart products, like all automobile
manufacturers, produces forecasts. It has long been an
industry practice to use variable costing-based/break-even
analyses as the foundation for these forecasts, to examine
their cost behavior as it relates to the new retail vehicles
sold (NRVS) cost driver. In preparing this financial information,
a common financial statement format and accounting proce-
dures manual is provided to each retail auto dealership.
The dealership is required to produce monthly financial
statements using the guidelines provided by this common
accounting procedures manual, and then furnish these
financial statements to the manufacturer. General Motors,
Ford, Nissan, and all other automobile manufacturers
employ similar procedures manuals.
The use of a common format facilitates the development of
composite financial s.
Forecasting, Markdown and Replenishment Optimization: An Integrated Framework...Steele Hays
A presentation reporting on the design, implementation and results of an integrated approach taken by a team at Predictix and LogicBlox to forecast a retailer's demand, and to optimize its markdown plan and replenishment system. Presented at the INFORMS annual conference in Oct. 2013
This Financial Modeling course comprises of four e-books which thoroughly covers every aspect of financial modeling in detail.For FREE access of rest of the 3 e-books and tons of other free resources visit the link https://www.educorporatebridge.com/freebies3.php
What's New in SAP Business One 10.0
For more information, please contact at
Sundae Solutions Co., Ltd.
Tel. +66 26348899
Email: sales@sundae.co.th
URL: http://www.sundae.co.th
Similar to Integrated Financial Model - Business Performance (20)
Fortune 500 companies and other leading organizations frequently seek the expertise of global consulting firms, such as McKinsey, BCG, Bain, Deloitte, and Accenture, as well as specialized boutique firms. These firms are valued for their ability to dissect complex business scenarios, offering strategic recommendations that are informed by a vast repository of consulting frameworks, subject matter expertise, benchmark data, best practices, and rich insights gleaned from a history of diverse client engagements.
The case studies presented in this book are a distillation of such professional wisdom and experience. Each case study delves into the specific challenges and competitive situations faced by a variety of organizations across different industries. The analyses are crafted from the viewpoint of consulting teams as they navigate the unique set of questions, uncertainties, strengths, weaknesses, and dynamic conditions particular to each organization.
What you can gain from this whitepaper:
Real-World Challenges, Practical Strategies: Each case study presents real-world business challenges and the strategic maneuvers used to navigate them successfully.
Expert Perspectives: Crafted from the viewpoint of top-tier consultants, you get an insider's look into professional methodologies and decision-making processes.
Diverse Industry Insights: Whether it's finance, tech, retail, manufacturing, or healthcare, gain insights into a variety of sectors and understand how top firms tackle critical issues.
Enhance Your Strategic Acumen: This collection is designed to sharpen your strategic thinking, providing you with tools and frameworks used by the best in the business.
Whether you're at the helm of a corporation or on your path to becoming a consulting expert, "100 Case Studies on Strategy & Transformation" is your essential guide to navigating the complex world of business strategy.
More Information:
https://flevy.com/browse/marketplace/project-management-for-mba-in-french-5722
BENEFITS OF DOCUMENT
Project management adapted to the needs of participants in MBA programs
Course built on the basis of the project management process: Initiating - Planning - Executing - Controlling - Closing.
Course presenting in detail not only the Waterfall approach but also the Agile & Hybrid development approaches.
DOCUMENT DESCRIPTION
This course is a presentation of over 220 pages specially edited to cover the needs of participants in Master of Business Administration - MBA programs.
This course is based on the standard PMBOK edition 6 of the Project Management Institute, it also follows the project management methodology offered by Rita Mulcahy's PMP Exam Prep 10th Edition.
This course refers to case studies chosen among those existing in the book Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Author: Harold Kerzner.
This course contains exercises as well as a practical case of an open space development project.
Below is the table of contents:
• Introduction to project management,
• Pre-Project,
• Project environment,
• Project Management Process,
• Initiating,
• Planning,
• Executing,
• Controlling,
• Closing.
• Introduction to Agility,
• Role of the Project Manager.
Got a question about this presentation? Email us at support@flevy.com.
More Information:
https://flevy.com/browse/flevypro/4-stages-of-disruption-5265
Organizations are constantly trying to innovate and, likewise, all industries will eventually be disrupted, as new products, businesses, and industries emerge.
No industry is safe from Disruption. In a 2017 PwC survey of 1,379 CEOs around the world, 60% said their market has already changed or completely reshaped in the past 5 years and over 75% anticipate they would by 2022.
This presentation discusses the 4 Stages of Disruption. Research has found Innovation that eventually leads to Disruption follows a 4-stage evolution:
1. Disruption of Incumbent
2. Rapid and Linear Evolution
3. Appealing Convergence
4. Complete Reimagination
Understanding this 4-stage model will help us understand what design choices to prioritize and when. At any given time, different products and organizations are likely to be at different stages relative to local “end point†of Innovation.
Additional topics discussed include Disruptive vs. Incumbent Dynamics, the Consumer Adoption Curve, Endgame Niche Strategies, among others.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
More Information:
https://flevy.com/browse/flevypro/customer-centric-culture-3831
The use of Internet and other online tools have turned consumers to be more empowered and are now shopping differently. Customers are becoming more demanding and accustomed to getting what they want. With greater access to reviews and online rating, customers are better equipped to switch to new products and services. Consumers now want to buy products and services when, where, and however they like. They expect companies to interact with them seamlessly, in an easy, integrated fashion with very little friction across channels.
As customer expectation continue to evolve – accelerated by the amplifying forces of interconnectivity and technology – markets are becoming increasingly fragmented with demand for greater product variety, more price points, and numerous purchasing and distribution channels.
Companies should be able to adapt to these increasingly disparate demands quickly and at scale. Staying close to the customer experience across an increasingly diverse customer base changing over time is no longer a matter of choice. It is a business imperative and a matter of corporate survival.
The Age of the Customer now calls for companies to be a customer-centric company. Successful ones have discovered that building a customer-centric company depends, first and foremost, on building a Customer-centric Culture.
This framework focuses on the building a Customer-centric Culture utilizing the Corporate Culture Framework. The Corporate Culture Framework is anchored on 4 Primary Cultural Attributes and 4 Secondary Cultural Attributes.
The 4 primary Cultural Attributes are critical in building a Customer-centric Culture.
1. Collective Focus
2. External Orientation
3. Change and Innovation
4. Shared Beliefs
Customer-centric organizations also project 4 secondary Cultural Attributes.
1. Risk and Governance
2. Courage
3. Commitment
4. Inclusion
Companies with a Customer-centric Culture can drive superior financial results and a rich source of competitive advantage.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
More Information:
https://flevy.com/browse/flevypro/business-transformation-success-factors-5561
Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden restart of a company, with the objective of accomplishing a profound improvement in performance and changing its future course.
Undertaking such arduous effort requires approaching the task in a structured way. Research shows that quite a few of such undertakings are based on anecdotal beliefs instead of being based on empirical data.
This presentation provides a detailed overview of the 5 Factors Critical for achieving the desired results from Business Transformation, based on empirical evidence. These 5 factors are:
1. Cost Management
2. Revenue Growth
3. Long-term Strategy and R&D Investment
4. New, External Leadership
5. Holistic Transformation Programs
Other topics discussed in the presentation include the rationale for Business Transformation, its effects, phases, and the trends that trigger Business Transformation.
The slide deck also includes some slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/employee-engagement-measurement-and-improvement-5321
Employee Engagement has emerged as one of the significant pillars on which the Competitive Advantage, Productivity, and Growth of an organization rests. Measuring Employee Engagement is vital in shaping Employee Engagement Strategies that help propel the organization towards growth.
This presentation provides a detailed overview of the Employee Engagement Scorecard, a framework that is quite effective in measuring the existing levels of Employee Engagement and devising strategies based on the individuals’ requirements. The Employee Engagement Scorecard encompasses 5 dimensions or guiding principles:
1. Enhance Employee Satisfaction
2. Promote Employee Identification
3. Enhance Employee Commitment
4. Ensure Employee Loyalty
5. Manage Employee Performance
The slide deck also includes some slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/digital-transformation-workforce-digitization-3969
The approaching Age of Automation, together with the impending penetration of digital technology into the labor force, threatens to destabilize crucial aspects of how employees work by. It undermines the stability companies depend on to be agile.
Executives can re-solidify their companies even while making the most of the coming Transformation. There is just a need for executives to adjust their leadership behavior, embrace Digital Workforce Platforms, and deepen their engagement with digitally enabled workers.
This framework provides a good understanding of Workforce Digitization, the Workforce Platforms, and its 4 core benefits (listed below).
1. Collaboration
2. Retention
3. Succession Planning
4. Decision Making
The use of Workforce Platforms can provide companies greater chance to succeed in making markets for talented workers inside their organizations.
This deck also includes slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/strategic-human-resources-5310
Today's information-based, knowledge intensive, and service-driven economy has forced organizations to make substantial changes to the way they do business. With talented Human Capital now becoming the key strategic resource, the locus of the battle front has shifted. Managers not only have to fight for product markets and technical expertise but also for the hearts and minds of the most talented people in the market.
This presentation discusses the 3 core processes that Human Resources (HR) must adopt to evolve into the strategic HR function that has become the new realm in this age of disruption:
1. Building
2. Linking
3. Bonding
Other topics discussed in the slide deck include the changing perspective and responsibility of top management amidst rapid Business and Digital Transformation; and the shifting role of HR from being an auxiliary function to that of a driver.
The slide deck also includes some slide templates for you to use in your own business presentations.
[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
Restructuring becomes essential at some stage in the lifecycle of any organization. In order to emerge triumphant through this tumultuous challenge, it is necessary that the focus remains on the challenges impeding the organization, Strategy Development to tackle the challenges, and prioritizing Strategic Initiatives to deliver radical results that lead the organization to Operational Excellence.
Redeployment is the most significant phase in the Restructuring process. Within Redeployment, the Assessment phase is critical as the revitalization of the whole organization is dependent on correct Assessments and right placement of employees based on those Assessments.
Proper Redeployment Assessment Management is of utmost importance in Restructuring, and it should follow a structured approach, which means managing 5 core areas:
Manage Assessment Team
Manage Anxiety Level of Candidates
Manage Amount of “Deviant Behavior” in the Assessments
Manage Level of Duplicity, Wild Guessing, and Other Forms of Distortion
Manage Amount of Feedback and Its Timing after the Event
Managing 5 core areas ensures smooth implementation of the Redeployment Assessment process, which is a major milestone of the Restructuring project.
The Redeployment Assessment process has to be detailed, accurate, and prompt. Due Diligence in documenting the process, verifying particulars, and balance between Rapidity and Accurateness is essential because:
Organizational requirement to concentrate on post-restructuring environment is intense.
Employees’ urge to swiftly find out about their future is deep-seated.
Objections by employee stakeholders, as a consequence of large-scale retrenchment is high.
Probability of legal recourse by employees is also distinct.
Future Employee Engagement is dependent on fair Assessment and correct placements.
More Information:
https://flevy.com/browse/flevypro/strategy-classics-value-disciplines-model-5138
According to Treacy and Wiersema, organizations need to make tough strategic choices in order to become market leaders. Market leaders choose to excel in delivering extraordinarily levels of one particular value to their customers. This way they can remain focused and become the absolute best in a certain value proposition.
Gaining market and Operational Excellence requires that the company's entire Operating Model be adapted in a way this it is aligned with the chosen Value Discipline. A Value Discipline is a unique value that organizations can deliver to a chosen market. The Value Discipline Principle is in line with Porter's Generic Strategies, where Michael Porter describes how companies gain Competitive Advantage by either focusing on low cost, differentiation, or a niche market.
This presentation discusses the Value Disciplines Model and the 3 Value Disciplines organizations must choose from.
1. Operational Excellence
2. Product Leadership
3. Customer Intimacy
If your company has not reached yet any of the Value Disciplines, don't wait longer.
[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738
For many organizations, this is the time of the year is when Leadership will conduct the annual Strategic Planning process and plan the near-, mid- and long-term strategies.
This article breaks the full Strategic Planning and Execution processes into 3 sections:
Strategic Planning
Strategy Development
Strategy Execution
For each section, we will highlight important concepts core to the topic, as well as direct you to important resources for further understanding.
1. Strategic Planning
Per Wikipedia, we can define Strategic Planning as:
Strategic Planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic Planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.
Strategic Planning is a crucial process, but often poorly executed, leading to poor translation from Strategy to Execution.
In most organizations, executives complain that their Strategic Planning is overly bureaucratic, insufficiently insightful, and doesn’t accommodate today’s rapidly changing, digital markets. To combat these issues, there are a few best practices we should follow:
Explore Strategy across 3 time horizons.
Encourage productive and stimulating Strategic Dialogue.
Engage a broad, decentralized group of stakeholders.
Let’s dive a little deeper into each of these best practices.
Explore
The 3 time horizons we want to explore can be defined as short term (1-year timeframe), medium term (3–5 years timeframe), and long term (5+ years). Each horizon is uniquely considered and has different objectives.
[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link.
There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
More Information:
https://flevy.com/browse/flevypro/supply-chain-cost-reduction-transportation-5482
Companies looking to improve efficiency and reduce costs can gain significant ground in the Supply Chain Management function by incorporating Lean Management and Six Sigma techniques.
Reason this area has gone under the radar is that companies do not consider Supply Chain to be their core competency.
Not only Warehousing but Transportation also has almost the same potential in terms of opportunities for Cost Reduction and Process Improvement. The approach to Transportation Costs Reduction, though, is different to that of Supply Chain Cost Reduction in Warehousing. This is in part due to the complexity in Transportation Costs, as the costs come from numerous widely distributed individual operations every year.
The approach to Supply Chain Cost Reduction in Transportation encompasses 2 phases:
Understand the Baseline
Identify and Implement Opportunities
[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/leadership-competency-model-3661
Leadership has become a usual term often misunderstood by many people even those holding the status of a leader. There is no doubt that everyone can be a leader, but not everyone can be a genius leader. Leadership is far limited to prestige, a high status, or to financial abundance; it is neither about authority nor power. Leadership starts when you go beyond the self to serve and empower others.
This article is not for a purpose to redefine leadership with its different aspects, but it is simply about a great example of leadership that mirrors outstanding performance and remarkable human qualities. Dr. Rachid Yazami is an eminent scientist and best known for his research on lithium ion batteries. This technology is used by billions of people worldwide for their cell phones, cameras, tablets, laptops, power tools, and many other devices. Dr. Yazami started his career from scratch to build an empire based on the battery technology. My main interest is not to make a compilation of his achievements and honors, but to tap into his personality traits and characteristics; to discuss the main qualities that enabled him to succeed as a scientist, a researcher, and a leader of his field. My purpose is to understand also the sources of his inspirations and the secret behind his motivations and limitless resilience. His unique path is a textbook of insightful lessons that I aim to summarize and share with you based on a set of interviews with him.
[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/thomas-kilmann-conflict-mode-instrument-tki-3722
A major reason for employees leaving their workplaces is conflict with their bosses. To succeed in today’s fiercely competitive market, organizations need to invest in developing their leadership, such that they further develop their teams by training them on the desired competencies and create a sense of engagement in them.
A big challenge for leaders is getting their employees to believe in the organizational vision. No two personalities have the same viewpoints and aspirations, thus conflict is bound to occur between team members while they interact.
The Thomas-Kilmann Conflict Mode Instrument (TKI), developed by Dr. Ralph H. Kilmann and Dr. Kenneth W. Thomas, is an easy-to-use, online assessment tool to Conflict Management. Human Resources (HR) and Organizational Design (OD) consultants utilize the TKI tool as a mechanism to initiate discussions on differing topics and facilitate in mediation by learning how conflict-handling modes affect personal, group, and organizational dynamics.
Each of us has a predominant conflict style that we use in a particular situation. The Thomas-Kilmann Conflict Mode Instrument provides a basis to measure a person’s behavior in conflict situations, where individuals appear to be unable to get along. The individuals’ behavior in conflict situations encompasses 2 broad dimensions:
Assertiveness
Cooperativeness
These behavior dimensions define 5 predominant conflict handling styles (or modes) that we use while responding to conflict situations:
Competing
Accommodating
Avoiding
Collaborating
Compromising
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[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/key-account-management-kam-large-global-accounts-3765
Large accounts make up a significant portion of business for most B2B companies. Therefore, losing an important customer can have detrimental effects on the organization. The significance of key accounts is urging top B2B companies to revisit their key account management approaches. Additionally, the increasing level of sophistication of the purchase process being adopted — such as, centralized procurement, competitive bidding and auctions, and laborious negotiations — by large buyers is a crucial element for B2B companies to consider to win large accounts.
Studies have shown that large buyers suggest price, product features, and reliability as the most important factors in their purchasing decisions, even more so than sales and service experience. However, detailed analysis of data into the actual purchasing decisions by buyers reveal that suppliers’ service and support capabilities mean a lot to large purchasers — in fact, almost as equal in importance as price. Large buyers often involve senior team members in procurement, which necessitates the need for inclusion of people possessing high-quality management and sales skills while serving key accounts.
With more intensifying sophistication of the procurement process at large businesses in future, the buyers will keep trying to cut costs and gain significant advantage while negotiating with procurement. The suppliers, in turn, can create a win-win situation by providing first-rate key account support and service.
Leading suppliers utilize the 4 drivers of growth to develop best-in-class key account management practices and increase their large contract win ratios. These drivers are actually the 4 imperatives that forerunners undertake to fuel their growth:
Quantified Value Proposition (QVP)
Value-based Selling
Coordinated Account Management
Negotiation Preparation
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[Whitepaper] Nudge Theory: An Effective Way to Transform Negative BehaviorsFlevy.com Best Practices
More Information:
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Changing the behaviors of people is the foremost issue with every transformation initiative.
Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general.
Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines.
Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure.
An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards.
The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives:
What should be the focus of the Nudge unit?
Should the Nudge unit be placed at the headquarters or at the business unit level?
Which resources be made part of the Nudge unit?
What are the critical success factors to consider for the unit?
How to communicate the results and early wins?
What should be done to tackle skepticism and resistance to change?
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...Flevy.com Best Practices
More Information:
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Scalability is described as possible meaningful changes in magnitude or capacity. In business terms, it’s the capability of a system to enhance productivity upon resource augmentation. Scalability provides an organization the capabilities to develop compelling value propositions — that are hard to imitate by the rivals — and achieve profitable growth even in the wake of external threats, cut-throat competition, stringent laws, or financial downturns.
Today’s challenging business ecosystems and economic outlook demand from the enterprises to develop novel and Scalable Business Models that are able to leverage positive returns on investments. To accomplish this, leaders need to identify and eradicate any capacity issues, enhance collaboration with existing partners, build new partnerships, or develop platforms to work with their opponents.
Executives should invest in scaling options only when they are sure to boost returns. They have to be quick to exit a business when returns on investment to scale backfire.
5 Patterns of Business Model Scalability
Benchmarking a number of successful organizations reveals that their Business Models were flexible enough to sustain internal and external pressures. Business Model Scalability hinges on aligning the strategic partners and Value Propositions to serve the customers.
To drive Business Model Innovation (BMI), leading organizations consistently display 5 critical patterns of Business Model Scalability:
Operate with multiple distribution channels
Eliminate typical capacity limitations
Outsource capital investments to partners
Allow customers and partners assume multiple roles in the business
Create platform models
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[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/shareholder-value-traps-5239
Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization.
Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth.
This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions:
Who creates the most value for the organization?
Who among the stakeholders typically secure the best deals from the organization?
Who is the victim of having the worst deals from the organization?
Who among the stakeholders is potentially untrustworthy?
Are there any intermediaries or stakeholders fulfilling their personal agendas?
Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked:
Ignoring cash-flow driving stakeholders while distributing cash
Miscalculating reaction from stakeholders
Supporting under-performing units
Conceding to willful vulture capitalists
Misjudging intermediaries role in transactions
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In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Building Your Employer Brand with Social MediaLuanWise
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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Top mailing list providers in the USA.pptxJeremyPeirce1
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
2. Company name
Financial Model: Instructions
1) ENTERING INFORMATION INTO THE MODEL: The DETAIL Worksheet.
- worksheet.
- Inputs are shaded yellow and appear blue when entered.
- All other cells are protected and their formulas cannot be altered or seen without
unprotecting the sheet.
- At the top of the worksheet are three check lines. Values in each of these cells should
always equal zero.
- For information on the principles of financial projections, please contact a Coopers &
Lybrand Emerging Company Services Consultant.
2) VIEWING THE RESULTS: The Assumptions Page, Summary Statements, and Revenue Growth and Breakeven Charts.
- Click on the Assumptions tab to view all inputs and underlying assumptions for the
financial model.
- Click on the Summary Statements tab to view the annual Income Statement, Balance
Sheet, and Statement of Sources & Uses for each of the five years projected.
- At the top of the Summary Statements sheet are three check lines similar to those in
the DETAIL worksheet. These should equal zero at all times as well.
- Click on the Revenue Growth Chart tab to view the growth in revenues over the five-
year projection period.
- Click on the Breakeven Chart tab to view the cash flow breakeven point.
- Data for the Assumptions page and Financial Charts are drawn automatically from the
DETAIL worksheet. You do not need to add anything more to these sheets.
3) CUSTOMIZING THE FINANCIAL MODEL
- Unprotect Worksheet. To protect the sheet again, choose Protection and select Protect
Worksheet.
- The variable inputs in the DETAIL worksheet are designed to accomodate most
business models; however, the financial model can be tailored to suit specific business
needs or operating procedures.
- Structural changes to the model, such as additional product lines, extra departments,
or embedded sales forecasts, require modifications of the underlying formulas. To
make such changes, please contact an ECS Consultant.
4) PRINTING THE FINANCIAL STATEMENTS
- To print the entire model, choose Print from the FILE menu and select "Entire
Workbook". Click OK.
- To print an individual worksheet (such as the Assumptions sheet only) click on the tab
of the sheet you would like to print, choose Print from the FILE menu, and select
"Selected Sheet". Click OK.
Page 1
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3. Company name
Financial Model: Assumptions
SALES
UNITS SALES 2005 2006 2007 2008 2009
Product One - - - - -
Product Two - - - - -
Product Three - - - - -
Services - - - - -
AVERAGE UNIT PRICE 2005 2006 2007 2008 2009
Product One - - - - -
Product Two - - - - -
Product Three - - - - -
Services - - - - -
COST OF GOODS
AVERAGE UNIT COST 2005 2006 2007 2008 2009
Product One - - - - -
Product Two - - - - -
Product Three - - - - -
Services - - - - -
Returns.................................................................................................................................................................................................."(as a percentage of Product One revenue)....................................................................................................................................................................................0%
Returns.................................................................................................................................................................................................."(as a percentage of Product Two revenue)....................................................................................................................................................................................0%
Returns.................................................................................................................................................................................................."(as a percentage of Product Three revenue)....................................................................................................................................................................................0%
Returns.................................................................................................................................................................................................."(as a percentage of Services revenue)....................................................................................................................................................................................0%
BALANCE SHEET
Accounts Receivable (adjustable up to 360 days)................................................................................................................................................................................................................(in days)................................................................................................................................................................................................................60 days
Accounts Payable (fixed at 30 days).....................................................................................................................................................................................................................(in days).....................................................................................................................................................................................................................30 days
Salaries Payable (fixed at 15 days)............................................................................................................................................................................................................................(in days)............................................................................................................................................................................................................................15 days
Taxes Payable (fixed at 90 days).............................................................................................................................................................................................................................(in days).............................................................................................................................................................................................................................90 days
Inventory (adjustable up to 360 days)..........................................................................................................................................................................................................................(in days)..........................................................................................................................................................................................................................0 days
Available Credit Line.........................................................................................................................................................................................................................................(as a percentage of net accounts receivable)................................................................................................................................................................................................0%
Maximum Credit Line Used.....................................................................................................................................................................................................................................(amount borrowed not to exceed)...................................................................................................................................................................................................$0
Capital Equipment Lease Term (1 year minimum)..............................................................................................................................................................................................................(in years)..............................................................................................................................................................................................................3 years
Long Term Borrowings Term (1 year minimum)..............................................................................................................................................................................................................(in years)..............................................................................................................................................................................................................5 years
DEPRECIATION Hardware Software Furn & Fixtures
Content 3 years 3 years 3 years
Engineering 3 years 3 years 3 years
Sales & Marketing 3 years 3 years 3 years
Administration 3 years 3 years 3 years
Page 2
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4. Company name
Financial Model: Assumptions
EXPENSES
HEADCOUNT 2005 2006 2007 2008 2009
Content - - - - -
Engineering - - - - -
Sales & Marketing - - - - -
Administration - - - - -
TOTAL - - - - -
PER PERSON EXPENSES Supplies Travel & Meals Phone/Postage
Content 100 500 100
Engineering 100 500 100
Sales & Marketing 100 2,500 300
Administration 100 1,000 250
EQUIPMENT PURCHASES Hardware Software Furn & Fixtures
Content 3,000 1,500 1,000
Engineering 3,500 1,500 1,000
Sales & Marketing 2,500 1,000 1,000
Administration 1,500 1,000 1,000
Benefits & Taxes.......................................................................................................................................................................................(as a percentage of salaries).......................................................................................................................................................................................25%
Salary Increases..................................................................................................................................................................................................(as an annual percentage)..................................................................................................................................................................................................5%
Sales Commissions.....................................................................................................................................................................................................(as a percentage of sales).....................................................................................................................................................................................................100%
Total Sales Through Commissions...................................................................................................................................................(as a percentage of total revenue)...................................................................................................................................................10%
Business Insurance..................................................................................................................................................................................................(as a percentage of total revenue)...................................................................................................................................................................................................1%
Anticipated Bad Debt...................................................................................................................................................................................................(as a percentage of collections)........................................................................................................................................................................................................1%
Interest Revenue...........................................................................................................................................................................................................................(as a percentage of cash balance).......................................................................................................................................................................................................4%
Interest Expense On Credit Line....................................................................................................................................................................................................(as a percentage of outstanding balance)......................................................................................................................................................................................................10%
Interest Expense On Capital Equipment Lease....................................................................................................................................................................................................(as a percentage of outstanding balance)......................................................................................................................................................................................................10%
Interest Expense On Long Term Borrowings....................................................................................................................................................................................................(as a percentage of outstanding balance)......................................................................................................................................................................................................10%
Combined Federal & State Tax Rate.................................................................................................................................................................................(as a percentage of positive cumulative income)...................................................................................................................................................40%
Office Rent................................................................................................................................................................................................................(per square foot).......................................................................................................................................................................................................$1.50
Minimum Office Space......................................................................................................................................................................................................................(square footage per person).......................................................................................................................................................................................................250 sq ft
Term of Office Lease......................................................................................................................................................................................................................(in months).......................................................................................................................................................................................................12 mos
Utilities Expense...........................................................................................................................................................................................................(per square foot).......................................................................................................................................................................................................$0.15
Maintanence Expense................................................................................................................................................................................................(per square foot).......................................................................................................................................................................................................$0.10
Page 3
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7. RECEIPTS & DISBURSEMENTS
Company name
24-Mar-15
9:48 PM
BEGINNING CASH
Receipts
Collections
Financings
Borrowings
Interest Revenue
Total receipts
Disbursements
Salaries
Benefits & Empl Taxes
Incentives/commissions
Direct Material
Returns
Advertising
Promotional Material
Trade Shows
Supplies/Materials
Travel & Meals
Telephone/Postage
Maintenance & Repair
Rent
Utilities
Insurance
Consultants
Professional Services
Taxes
Equipment Purchases
Debt Repayments
Interest Expense
Prior Accounts Payable
Total Disbursements
Changes in Cash
ENDING CASH
Total Total Total
2007 2008 2009
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
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8. STATEMENT OF SOURCES AND USES
Company name
24-Mar-15
9:48 PM
BEGINNING CASH
Sources of Cash
Net Income
Add Depr/Amort
Issuance of Preferred Stock
Issuance of Common Stock
Plus Changes In:
Accounts Payable (30 days)
Salaries Payable (15 days)
Taxes Payable (90 days)
Additions to Line of Credit (0% of net A/R)
Additions to Capital Equipment Lease (3 years)
Additions to Long Term Debt (5 years)
Total Sources of Cash
Uses of Cash
Buyback of Preferred Stock
Buyback of Common Stock
Less Changes In:
Net Accounts Rec
Inventory (0 days)
Gross Fixed Assets
Reductions To Credit Line
Reductions To Capital Equipment Lease
Reductions To Long Term Debt
Total Uses
CHANGES IN CASH
ENDING CASH
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Total
Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 2005
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 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 12
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9. STATEMENT OF SOURCES AND USES
Company name
24-Mar-15
9:48 PM
BEGINNING CASH
Sources of Cash
Net Income
Add Depr/Amort
Issuance of Preferred Stock
Issuance of Common Stock
Plus Changes In:
Accounts Payable (30 days)
Salaries Payable (15 days)
Taxes Payable (90 days)
Additions to Line of Credit (0% of net A/R)
Additions to Capital Equipment Lease (3 years)
Additions to Long Term Debt (5 years)
Total Sources of Cash
Uses of Cash
Buyback of Preferred Stock
Buyback of Common Stock
Less Changes In:
Net Accounts Rec
Inventory (0 days)
Gross Fixed Assets
Reductions To Credit Line
Reductions To Capital Equipment Lease
Reductions To Long Term Debt
Total Uses
CHANGES IN CASH
ENDING CASH
Month 13 Month 14 Month 15 Month 16 Month 17 Month 18 Month 19 Month 20 Month 21 Month 22 Month 23 Month 24 Total
Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 2006
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 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 13
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10. STATEMENT OF SOURCES AND USES
Company name
24-Mar-15
9:48 PM
BEGINNING CASH
Sources of Cash
Net Income
Add Depr/Amort
Issuance of Preferred Stock
Issuance of Common Stock
Plus Changes In:
Accounts Payable (30 days)
Salaries Payable (15 days)
Taxes Payable (90 days)
Additions to Line of Credit (0% of net A/R)
Additions to Capital Equipment Lease (3 years)
Additions to Long Term Debt (5 years)
Total Sources of Cash
Uses of Cash
Buyback of Preferred Stock
Buyback of Common Stock
Less Changes In:
Net Accounts Rec
Inventory (0 days)
Gross Fixed Assets
Reductions To Credit Line
Reductions To Capital Equipment Lease
Reductions To Long Term Debt
Total Uses
CHANGES IN CASH
ENDING CASH
Total Total Total
2007 2008 2009
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
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43. Computer Software
Furniture & Fixtures
Total Purchases for Period
of which Leased
TOTAL PURCHASES FOR PERIOD
of which leased
DEPRECIATION
Company name
24-Mar-15
9:48 PM
CONTENT
Computer Hardware (3 years)
Computer Software (3 years)
Furniture & Fixtures (3 years)
Total Depreciation for Period
ENGINEERING
Computer Hardware (3 years)
Computer Software (3 years)
Furniture & Fixtures (3 years)
Total Depreciation for Period
SALES & MARKETING
Computer Hardware (3 years)
Computer Software (3 years)
Furniture & Fixtures (3 years)
Total Depreciation for Period
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
Total Total Total
2007 2008 2009
0 0 0
0 0 0
0 0 0
0 0 0
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 47
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46. ADMINISTRATION
Computer Hardware (3 years)
Computer Software (3 years)
Furniture & Fixtures (3 years)
Total Depreciation for Period
TOTAL DEPRECIATION FOR PERIOD
MANUFACTURING & INVENTORY
Company name
24-Mar-15
9:48 PM
CONTENT
Labor
Headcount
Salary
Incentives
Benefits & Taxes
Total Labor
Other Direct Costs
Supplies/ Materials
Travel & Meals
Telephone/Postage
Depreciation
Total Other Direct Costs
Total Operations
Inventory (0 days)
INVENTORY: Beginning
Product One
Product Two
Product Three
Services
Total Beginning Inventory
ADD: Purchases
Product One
Product Two
Product Three
Services
Total Purchases
LESS: Materials Expense
Product One
Product Two
Product Three
Services
Total Materials Expense
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
Total Total Total
2007 2008 2009
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
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47. INVENTORY: Ending
Product One
Product Two
Product Three
Services
Total Ending Inventory
RENT & TAXES
Company name
24-Mar-15
9:48 PM
RENT
Total Office Square Footage
Square Footage per Person (250 ft. minimum)
Price per Square Foot
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Total
Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 2005
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50
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48. INVENTORY: Ending
Product One
Product Two
Product Three
Services
Total Ending Inventory
RENT & TAXES
Company name
24-Mar-15
9:48 PM
RENT
Total Office Square Footage
Square Footage per Person (250 ft. minimum)
Price per Square Foot
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
Month 13 Month 14 Month 15 Month 16 Month 17 Month 18 Month 19 Month 20 Month 21 Month 22 Month 23 Month 24 Total
Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 2006
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50
Page 52
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49. INVENTORY: Ending
Product One
Product Two
Product Three
Services
Total Ending Inventory
RENT & TAXES
Company name
24-Mar-15
9:48 PM
RENT
Total Office Square Footage
Square Footage per Person (250 ft. minimum)
Price per Square Foot
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
Total Total Total
2007 2008 2009
0 0 0
0 0 0
1.50 1.50 1.50
Page 53
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52. Total Office Rent (12 month lease)
TAXES
Cumulative Loss
Taxable Income
Tax Expense (40%)
FINANCING ACTIVITIES
Company name
24-Mar-15
9:48 PM
DEBT
Additions To:
Line of Credit
Capital Equipment Lease
Long Term Borrowings
Total Additions
Payments To:
Line of Credit
Capital Equipment Lease
Long Term Borrowings
Total Payments
EQUITY
Issuance of:
Preferred Stock
Common Stock
Total Equity Investment
Buyback of:
Preferred Stock
Common Stock
Total Stock Buyback
0 0 0
0 0 0
0 0 0
0 0 0
Total Total Total
2007 2008 2009
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
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 56
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53. Company name
Income Statement ($)
2005 2006 2007 2008 2009
Revenue
Product One $0 $0 $0 $0 $0
Product Two $0 $0 $0 $0 $0
Product Three $0 $0 $0 $0 $0
Services $0 $0 $0 $0 $0
Total Revenue $0 $0 $0 $0 $0
Cost of Goods Sold $0 $0 $0 $0 $0
Gross Margin $0 $0 $0 $0 $0
% of Revenue 0% 0% 0% 0% 0%
Operating Expenses
Engineering $0 $0 $0 $0 $0
% of Revenue 0% 0% 0% 0% 0%
Marketing/Sales $0 $0 $0 $0 $0
% of Revenue 0% 0% 0% 0% 0%
Administration $0 $0 $0 $0 $0
% of Revenue 0% 0% 0% 0% 0%
Total Operating Expenses $0 $0 $0 $0 $0
% of Revenue 0% 0% 0% 0% 0%
Income Before Int & Taxes $0 $0 $0 $0 $0
% of Revenue 0% 0% 0% 0% 0%
Interest Expense $0 $0 $0 $0 $0
Interest Revenue $0 $0 $0 $0 $0
Income Before Taxes $0 $0 $0 $0 $0
Tax Exp $0 $0 $0 $0 $0
Net Income $0 $0 $0 $0 $0
% of Revenue 0% 0% 0% 0% 0%
Page 4
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54. Company name
Balance Sheet ($)
2005 2006 2007 2008 2009
ASSETS
Current Assets
Cash $0 $0 $0 $0 $0
Net Accounts Rec $0 $0 $0 $0 $0
Inventory (0 days) $0 $0 $0 $0 $0
Total Current Assets $0 $0 $0 $0 $0
Gross Fixed Assets $0 $0 $0 $0 $0
Less Accum Depreciation $0 $0 $0 $0 $0
Net Fixed Assets $0 $0 $0 $0 $0
TOTAL ASSETS $0 $0 $0 $0 $0
LIABILITIES
Short Term Liabilities
Accounts Payable (30 days) $0 $0 $0 $0 $0
Salaries Payable (15 days) $0 $0 $0 $0 $0
Taxes Payable (90 days) $0 $0 $0 $0 $0
Line of Credit (0% of net A/R) $0 $0 $0 $0 $0
Current Portion of Capital Equipment Lease $0 $0 $0 $0 $0
Current Portion of Long Term Debt $0 $0 $0 $0 $0
Total Short Term Liabilities $0 $0 $0 $0 $0
Long Term Liabilities
Capital Equipment Lease (3 years) $0 $0 $0 $0 $0
Long Term Debt (5 years) $0 $0 $0 $0 $0
Total Long Term Liabilities $0 $0 $0 $0 $0
TOTAL LIABILITIES $0 $0 $0 $0 $0
Equity
Preferred Stock $0 $0 $0 $0 $0
Common Stock $0 $0 $0 $0 $0
Retained Earnings $0 $0 $0 $0 $0
Total Equity $0 $0 $0 $0 $0
LIABILITIES & EQUITY $0 $0 $0 $0 $0
Page 5
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55. Company name
Statement of Sources & Uses ($)
2005 2006 2007 2008 2009
BEGINNING CASH $0 $0 $0 $0 $0
Sources of Cash
Net Income $0 $0 $0 $0 $0
Add Depr/Amort $0 $0 $0 $0 $0
Issuance of Preferred Stock $0 $0 $0 $0 $0
Issuance of Common Stock $0 $0 $0 $0 $0
Plus Changes In:
Accounts Payable (30 days) $0 $0 $0 $0 $0
Salaries Payable (15 days) $0 $0 $0 $0 $0
Taxes Payable (90 days) $0 $0 $0 $0 $0
Additions to Line of Credit (0% of net A/R) $0 $0 $0 $0 $0
Additions to Capital Equipment Lease (3 years) $0 $0 $0 $0 $0
Additions to Long Term Debt (5 years) $0 $0 $0 $0 $0
Total Sources of Cash $0 $0 $0 $0 $0
Uses of Cash
Less Changes In:
Net Accounts Rec $0 $0 $0 $0 $0
Inventory (0 days) $0 $0 $0 $0 $0
Gross Fixed Assets $0 $0 $0 $0 $0
Reductions To Credit Line $0 $0 $0 $0 $0
Reductions To Capital Equipment Lease $0 $0 $0 $0 $0
Reductions To Long Term Debt $0 $0 $0 $0 $0
Total Uses $0 $0 $0 $0 $0
CHANGES IN CASH $0 $0 $0 $0 $0
ENDING CASH $0 $0 $0 $0 $0
Page 6
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58. flevy__1343.xls
Revenue Growth
2005 2006 2007 2008 2009
Revenue
Gross Margin
Net Income
Cash Flow Breakeven
Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05
Receipts
Disbursements
Page 9
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59. flevy__1343.xls
Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06
Page 10
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60. flevy__1343.xls
Nov-06 Dec-06
Page 11
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61. 1
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