The document provides instructions for a negotiation analysis exercise where the user queries a spreadsheet to determine the preferences of Ariel Keen for potential job deals. The spreadsheet allows the user to enter deals and see their ranking from best to worst based on Ariel's preferences. The ultimate goal is to determine a mathematical scoring system that represents Ariel's preferences by finding indifference points between deals. The user is instructed to ask queries, determine missing weights and scores, and complete the scoring system to fully support negotiations on Ariel's behalf.
PART IWelcome to the Free Excel Student Template Version 16.1.11De.docxkarlhennesey
PART IWelcome to the Free Excel Student Template Version 16.1.11Dear Student,By using this Template, you hereby agree to the Copyright terms and conditions. This Template should save you considerable time and allow for your presentation to be more professional. Do not mistake this Template for doing all of the work. Your assignment is to analyze and present strategies for the next three years. You will still need to do the research and enter key internal and external information into the Template. The Template does not gather or prioritize information. It does however assimilate information you enter in a professional way and does many calculations for you once that critical information is entered. Refer to the David & David textbook for conceptual guidelines for developing all matrices and analyses included in this Template. Best of luck with your project. Instructions for Using the Template1Please read all Template instructions below carefully before you start each new section of this Template. Only type in the green boxes. Refer to the David & David textbook for conceptual guidelines for every matrix and analysis in this Template.2This Template is organized into three primary parts: Part I, Part II, and the respective data output pages for your respective matrices. All data entered will be entered into Part I or Part II. Part I consists of data entry in developing matrices, where Part II consists of data entry for your financial information, including ratios, financial statements, and projected financial statements. Blue buttons are provided for navigating within and to Part I, yellow buttons are for navigating within and to Part II, orange buttons are for navigating to the respective matrices and pink buttons are for navigating to your financial output tables. The navigation buttons along the top of Part I and Part II may not be visible for Apple users but all other features should work without any problems.Strengths and Weaknesses1Enter into the Template exactly 10 strengths and 10 weaknesses, no more and no less. Your factors should be detailed and actionable rather than vague. For example, the strength: "Sales up nicely" is too vague and not actionable; "Sales were up 15% on women's apparel in China during 2015" is stated far better. Always be thinking in terms of divisions when writing strengths and weaknesses. Note women's apparel could be a division for Nike. All divisions do not need to be treated equally; allow more coverage for divisions with more revenue and those most pertinent to your strategic plan.2Weights reveal how important a factor is to being successful in the industry. All weights are "industry-based." A factor of 0.10 for example is 5 times more important than a factor of 0.02 for being successful in the industry. Do not be afraid to include factors with lower weights though. To have a factor make your top 10 list (10 strengths for example out of the 100s the firm likely has), justifies its importance, ye ...
The document discusses tools and services provided by the BeST Toolbox to help brokers assist their clients with Affordable Care Act (ACA) compliance. The BeST Toolbox offers online enrollment and HR support, ACA employee reporting, HR and reform alerts, compliance assistance, employer notice compliance, SPD and wrap preparation, and branded marketing materials. It also provides an HR information system, HR library, eMarketing center, and plan administration tools. The toolbox gives brokers resources to help clients avoid penalties for failing to comply with requirements like the employer mandate, reporting, notices, and other ACA rules. Pricing for the toolbox products is available as discounted bundles or individually and varies by group size.
One Page B.Plan One Page Business Pla.docxvannagoforth
One Page B.Plan One Page Business PlanWhat is your vision for the business?What does the market for your product look like?What problem will your business solve?How will your customer learn about your business?Do you have experience in this business?
(Have you worked in a similar business?)Do you have enough money? How much will you invest?What product or service will you offer or sell? (product)What are your biggest challenges?Who will buy it; that is, who are your target customers?What is your solution to the challenges?How will you get paid? (Cash, Check, Credit card, other)I am successful if I have achieved the following goal:How will you deliver your product/service to the customer? (place)What are your financial objectives? What income do you expect?Who is your competition? (name 3 competitors)What are your milestones & timelines for starting your business? Do you have an advantage or unique selling point (USP)?Describe in 25 words or less the nature of your business.
SMART & SWOT Goal Setting the SMART Process SWOT Analysis (Not more than 3 topics in each category)Specific Is your desired outcome clearly defined?Internal ForcesWhat do you want to accomplish?StrengthHelpfulWeaknessHarmfulCompetence, experience, knowledge, Competitive disadvantages, gapsresource availability, technology,in experience, lack of financing,business know-how, financingreliability issues, loss of key staffMeasurableHow will you know when you are there?What concrete criteria will you use to measure progress?AttainableHow can you accomplish the goal? Challenging but realistic based on resourcesExternal ForcesOpportunitiesHelpfulThreatsHarmfulStrategic partnerships, new markets,Strong competition, new competingRelevantIs it worth the time spent? new technologies, innovation,technologies, pricing issues, Does it meet your overall objective?improving economyweakening economyTime-BoundBy when will you have it accomplished? What are your deadlines?
Rubric108642ConnectionAnalysisSummaryIncompleteAttemptedAnswers show mastery of content and deeper analysis/understanding of the content. Uses specific references to add to explanation.Answers show some analysis. Student’s answer shows mastery and understanding of content. Answers show some understanding of essential content, facts, but is lacking in greater analysis and evidence.Answers do not show understanding of basic content. Answers are incomplete or inaccurate. Answers show that mastery of the general content is missing.Product does not address the assignment or is off topic. Answers are not on prompt or track.
Sheet1BUS 110 Reading a Financial Statement Assignment: Grading RubricTaskPoints PossibleBeginning 0 ptsDeveloping Competent Accomplished Points AwardedIdentify company you picked and provide a short overview of what the company does (1 paragraph)10Company no mentioned. (0 pts)Company mentioned but not detail on what it does (6 pts)Itentifi ...
Setting up the WCB Rate and Premium CalculatorRussell Vasseur
This document provides instructions for using a spreadsheet calculator to determine Alberta WCB premium impacts from changes in claims, payroll, and other factors. It outlines the key data needed from WCB rate statements and annual returns, including industry code, rate year, employer costs, industry average, participation factor, and eligibility factor. Users are directed to enter this information from their statements and returns into blue data entry boxes on the "Instructions and Data Entry" tab of the spreadsheet. Once completed, the "Calculator" tab will display the calculated employer rate and premium impacts. Examples of actual WCB statements are provided with the corresponding data points numbered to match the input fields.
Compensation Analytics: The ROI of TurnoverPayScale, Inc.
Review of critical comp analytics to give you a better understanding of basic compensation language, including how to actually calculate the numbers that matter to your organization. You’ll learn how to talk like a comp pro, calculate basic comp metrics and present the health of your comp program to execs.
If you\'re preparing to take in investment then what are the things you\'re going to need to consider re the financial plans, the market context and your place in the good the bad and the ugly for your sector.
The document discusses financial management benchmarks and metrics that can help businesses improve. It introduces MyCake, a service that provides individualized benchmarks and comparisons on key financial indicators such as costs, profits, and expenditures. Businesses that sign up for MyCake get insights into how their performance compares to industry averages and top performers. This helps companies identify goals and areas for improvement. MyCake ensures user data is kept private and secure.
1
OL 325 Milestone Two Guidelines and Rubric
Overview: The importance of compensation varies depending on the viewpoint, as described by Barry Gerhart and Jerry Newman in Compensation. Society
views compensation as a measure of justice; managers may view compensation as a major expense or a motivator; employees view compensation as an
entitlement or as an incentive. Regardless of the viewpoint, fairness and equity are essential. Compensation must also be up-to-date, competitive in the market,
and easy to understand.
Aligned pay structures support the way the work gets done, fit the organization’s business strategy, and are fair to employees. Organizations typically task an in-
house human resource (HR) professional or hire an HR consultant to create and maintain the company’s pay structure.
Prompt: Salary Surveys: To ensure the pay structure is externally competitive, a salary survey should be conducted, as stated by Lisa Burke in Designing a
Pay Structure. For the results of a survey to be valid, the market pay data must be from a relevant labor market. Since most of the office support, HR, and
operations jobs will be filled by regional candidates, local pay data should be gathered.
A salary survey is developed by your team and sent to industry competitors. Descriptive data such as organization size, industry, annual revenue as well as
compensation data for each of the benchmark jobs were collected. Surveys were completed and returned by six organizations that recruit and hire similar
positions within a 90-mile radius of Rockville. Base pay data from the responding organizations are reflected in Appendix B of the Final Project Case Study.
Organizations are referenced as companies A, B, C, D, E, and F for anonymity. Those who participated also received copies of the results for their
contribution.
In this assignment, you will address the external competitiveness component of a pay structure using the specifically designed case scenario. Read the Final
Project Case Study (linked to in your course) for detailed information on the requirements for this project.
Specifically, you must address the critical elements listed below.
External Competitiveness:
A. Calculate the weighted means of base pay for each of the following benchmark jobs: administrative assistant, operations analyst, production worker,
and benefits manager from the six companies listed in Appendix B of the final project case study.
B. Calculate the predicted base pay for each of the following benchmark jobs: administrative assistant, operations analyst, production worker, and
benefits manager.
C. Create a market pay line using the following benchmark jobs: administrative assistant, operations analyst, production worker, and benefits manager.
Clearly label your job evaluation points and salaries.
D. Calculate the adjusted pay rates for each benchmark job based on your company’s decision to lead in base pay by 3%.
E. Create pay gr ...
PART IWelcome to the Free Excel Student Template Version 16.1.11De.docxkarlhennesey
PART IWelcome to the Free Excel Student Template Version 16.1.11Dear Student,By using this Template, you hereby agree to the Copyright terms and conditions. This Template should save you considerable time and allow for your presentation to be more professional. Do not mistake this Template for doing all of the work. Your assignment is to analyze and present strategies for the next three years. You will still need to do the research and enter key internal and external information into the Template. The Template does not gather or prioritize information. It does however assimilate information you enter in a professional way and does many calculations for you once that critical information is entered. Refer to the David & David textbook for conceptual guidelines for developing all matrices and analyses included in this Template. Best of luck with your project. Instructions for Using the Template1Please read all Template instructions below carefully before you start each new section of this Template. Only type in the green boxes. Refer to the David & David textbook for conceptual guidelines for every matrix and analysis in this Template.2This Template is organized into three primary parts: Part I, Part II, and the respective data output pages for your respective matrices. All data entered will be entered into Part I or Part II. Part I consists of data entry in developing matrices, where Part II consists of data entry for your financial information, including ratios, financial statements, and projected financial statements. Blue buttons are provided for navigating within and to Part I, yellow buttons are for navigating within and to Part II, orange buttons are for navigating to the respective matrices and pink buttons are for navigating to your financial output tables. The navigation buttons along the top of Part I and Part II may not be visible for Apple users but all other features should work without any problems.Strengths and Weaknesses1Enter into the Template exactly 10 strengths and 10 weaknesses, no more and no less. Your factors should be detailed and actionable rather than vague. For example, the strength: "Sales up nicely" is too vague and not actionable; "Sales were up 15% on women's apparel in China during 2015" is stated far better. Always be thinking in terms of divisions when writing strengths and weaknesses. Note women's apparel could be a division for Nike. All divisions do not need to be treated equally; allow more coverage for divisions with more revenue and those most pertinent to your strategic plan.2Weights reveal how important a factor is to being successful in the industry. All weights are "industry-based." A factor of 0.10 for example is 5 times more important than a factor of 0.02 for being successful in the industry. Do not be afraid to include factors with lower weights though. To have a factor make your top 10 list (10 strengths for example out of the 100s the firm likely has), justifies its importance, ye ...
The document discusses tools and services provided by the BeST Toolbox to help brokers assist their clients with Affordable Care Act (ACA) compliance. The BeST Toolbox offers online enrollment and HR support, ACA employee reporting, HR and reform alerts, compliance assistance, employer notice compliance, SPD and wrap preparation, and branded marketing materials. It also provides an HR information system, HR library, eMarketing center, and plan administration tools. The toolbox gives brokers resources to help clients avoid penalties for failing to comply with requirements like the employer mandate, reporting, notices, and other ACA rules. Pricing for the toolbox products is available as discounted bundles or individually and varies by group size.
One Page B.Plan One Page Business Pla.docxvannagoforth
One Page B.Plan One Page Business PlanWhat is your vision for the business?What does the market for your product look like?What problem will your business solve?How will your customer learn about your business?Do you have experience in this business?
(Have you worked in a similar business?)Do you have enough money? How much will you invest?What product or service will you offer or sell? (product)What are your biggest challenges?Who will buy it; that is, who are your target customers?What is your solution to the challenges?How will you get paid? (Cash, Check, Credit card, other)I am successful if I have achieved the following goal:How will you deliver your product/service to the customer? (place)What are your financial objectives? What income do you expect?Who is your competition? (name 3 competitors)What are your milestones & timelines for starting your business? Do you have an advantage or unique selling point (USP)?Describe in 25 words or less the nature of your business.
SMART & SWOT Goal Setting the SMART Process SWOT Analysis (Not more than 3 topics in each category)Specific Is your desired outcome clearly defined?Internal ForcesWhat do you want to accomplish?StrengthHelpfulWeaknessHarmfulCompetence, experience, knowledge, Competitive disadvantages, gapsresource availability, technology,in experience, lack of financing,business know-how, financingreliability issues, loss of key staffMeasurableHow will you know when you are there?What concrete criteria will you use to measure progress?AttainableHow can you accomplish the goal? Challenging but realistic based on resourcesExternal ForcesOpportunitiesHelpfulThreatsHarmfulStrategic partnerships, new markets,Strong competition, new competingRelevantIs it worth the time spent? new technologies, innovation,technologies, pricing issues, Does it meet your overall objective?improving economyweakening economyTime-BoundBy when will you have it accomplished? What are your deadlines?
Rubric108642ConnectionAnalysisSummaryIncompleteAttemptedAnswers show mastery of content and deeper analysis/understanding of the content. Uses specific references to add to explanation.Answers show some analysis. Student’s answer shows mastery and understanding of content. Answers show some understanding of essential content, facts, but is lacking in greater analysis and evidence.Answers do not show understanding of basic content. Answers are incomplete or inaccurate. Answers show that mastery of the general content is missing.Product does not address the assignment or is off topic. Answers are not on prompt or track.
Sheet1BUS 110 Reading a Financial Statement Assignment: Grading RubricTaskPoints PossibleBeginning 0 ptsDeveloping Competent Accomplished Points AwardedIdentify company you picked and provide a short overview of what the company does (1 paragraph)10Company no mentioned. (0 pts)Company mentioned but not detail on what it does (6 pts)Itentifi ...
Setting up the WCB Rate and Premium CalculatorRussell Vasseur
This document provides instructions for using a spreadsheet calculator to determine Alberta WCB premium impacts from changes in claims, payroll, and other factors. It outlines the key data needed from WCB rate statements and annual returns, including industry code, rate year, employer costs, industry average, participation factor, and eligibility factor. Users are directed to enter this information from their statements and returns into blue data entry boxes on the "Instructions and Data Entry" tab of the spreadsheet. Once completed, the "Calculator" tab will display the calculated employer rate and premium impacts. Examples of actual WCB statements are provided with the corresponding data points numbered to match the input fields.
Compensation Analytics: The ROI of TurnoverPayScale, Inc.
Review of critical comp analytics to give you a better understanding of basic compensation language, including how to actually calculate the numbers that matter to your organization. You’ll learn how to talk like a comp pro, calculate basic comp metrics and present the health of your comp program to execs.
If you\'re preparing to take in investment then what are the things you\'re going to need to consider re the financial plans, the market context and your place in the good the bad and the ugly for your sector.
The document discusses financial management benchmarks and metrics that can help businesses improve. It introduces MyCake, a service that provides individualized benchmarks and comparisons on key financial indicators such as costs, profits, and expenditures. Businesses that sign up for MyCake get insights into how their performance compares to industry averages and top performers. This helps companies identify goals and areas for improvement. MyCake ensures user data is kept private and secure.
1
OL 325 Milestone Two Guidelines and Rubric
Overview: The importance of compensation varies depending on the viewpoint, as described by Barry Gerhart and Jerry Newman in Compensation. Society
views compensation as a measure of justice; managers may view compensation as a major expense or a motivator; employees view compensation as an
entitlement or as an incentive. Regardless of the viewpoint, fairness and equity are essential. Compensation must also be up-to-date, competitive in the market,
and easy to understand.
Aligned pay structures support the way the work gets done, fit the organization’s business strategy, and are fair to employees. Organizations typically task an in-
house human resource (HR) professional or hire an HR consultant to create and maintain the company’s pay structure.
Prompt: Salary Surveys: To ensure the pay structure is externally competitive, a salary survey should be conducted, as stated by Lisa Burke in Designing a
Pay Structure. For the results of a survey to be valid, the market pay data must be from a relevant labor market. Since most of the office support, HR, and
operations jobs will be filled by regional candidates, local pay data should be gathered.
A salary survey is developed by your team and sent to industry competitors. Descriptive data such as organization size, industry, annual revenue as well as
compensation data for each of the benchmark jobs were collected. Surveys were completed and returned by six organizations that recruit and hire similar
positions within a 90-mile radius of Rockville. Base pay data from the responding organizations are reflected in Appendix B of the Final Project Case Study.
Organizations are referenced as companies A, B, C, D, E, and F for anonymity. Those who participated also received copies of the results for their
contribution.
In this assignment, you will address the external competitiveness component of a pay structure using the specifically designed case scenario. Read the Final
Project Case Study (linked to in your course) for detailed information on the requirements for this project.
Specifically, you must address the critical elements listed below.
External Competitiveness:
A. Calculate the weighted means of base pay for each of the following benchmark jobs: administrative assistant, operations analyst, production worker,
and benefits manager from the six companies listed in Appendix B of the final project case study.
B. Calculate the predicted base pay for each of the following benchmark jobs: administrative assistant, operations analyst, production worker, and
benefits manager.
C. Create a market pay line using the following benchmark jobs: administrative assistant, operations analyst, production worker, and benefits manager.
Clearly label your job evaluation points and salaries.
D. Calculate the adjusted pay rates for each benchmark job based on your company’s decision to lead in base pay by 3%.
E. Create pay gr ...
1 OL 325 Milestone Two Guidelines and Rubric OverAbbyWhyte974
1
OL 325 Milestone Two Guidelines and Rubric
Overview: The importance of compensation varies depending on the viewpoint, as described by Barry Gerhart and Jerry Newman in Compensation. Society
views compensation as a measure of justice; managers may view compensation as a major expense or a motivator; employees view compensation as an
entitlement or as an incentive. Regardless of the viewpoint, fairness and equity are essential. Compensation must also be up-to-date, competitive in the market,
and easy to understand.
Aligned pay structures support the way the work gets done, fit the organization’s business strategy, and are fair to employees. Organizations typically task an in-
house human resource (HR) professional or hire an HR consultant to create and maintain the company’s pay structure.
Prompt: Salary Surveys: To ensure the pay structure is externally competitive, a salary survey should be conducted, as stated by Lisa Burke in Designing a
Pay Structure. For the results of a survey to be valid, the market pay data must be from a relevant labor market. Since most of the office support, HR, and
operations jobs will be filled by regional candidates, local pay data should be gathered.
A salary survey is developed by your team and sent to industry competitors. Descriptive data such as organization size, industry, annual revenue as well as
compensation data for each of the benchmark jobs were collected. Surveys were completed and returned by six organizations that recruit and hire similar
positions within a 90-mile radius of Rockville. Base pay data from the responding organizations are reflected in Appendix B of the Final Project Case Study.
Organizations are referenced as companies A, B, C, D, E, and F for anonymity. Those who participated also received copies of the results for their
contribution.
In this assignment, you will address the external competitiveness component of a pay structure using the specifically designed case scenario. Read the Final
Project Case Study (linked to in your course) for detailed information on the requirements for this project.
Specifically, you must address the critical elements listed below.
External Competitiveness:
A. Calculate the weighted means of base pay for each of the following benchmark jobs: administrative assistant, operations analyst, production worker,
and benefits manager from the six companies listed in Appendix B of the final project case study.
B. Calculate the predicted base pay for each of the following benchmark jobs: administrative assistant, operations analyst, production worker, and
benefits manager.
C. Create a market pay line using the following benchmark jobs: administrative assistant, operations analyst, production worker, and benefits manager.
Clearly label your job evaluation points and salaries.
D. Calculate the adjusted pay rates for each benchmark job based on your company’s decision to lead in base pay by 3%.
E. Create pay gr ...
This document provides a competitive analysis of a company and its competitors. It identifies key international and national competitors as well as substitutes and new entrants. It includes logos of competitors and compares competitors based on criteria like revenue, profit, market share, number of employees, and product quality. Charts are included that show competitors' market share, sales revenues, revenue and profit comparisons, sales performance over time, and strategic positioning. The document also describes competitors' products/product ranges, market segmentation, average prices, competitive advantages, and provides an overview of main competitors as market leaders, challengers, or niche competitors.
1) Y&L Consulting is an information management firm that helps companies convert raw data into valuable business insights.
2) They helped a New Jersey manufacturing company analyze 50,000 rows of customer pricing and quote data to uncover insights.
3) By developing key performance indicators (KPIs) around closing ratios and average prices in Tableau, they discovered one region's low closing ratio in Q3 2014 was due to some product prices being too high compared to average winning quotes. This insight could help increase future quote wins.
The document analyzes AT&T's income statements from 2017-2020. It finds that while revenue increased year-over-year, net income declined. Gross and operating profit margins remained steady but dropped significantly from 2019-2020. Non-recurring $18.8 billion in expenses in 2020 contributed to a net loss. The analysis concludes AT&T is losing money and has financial difficulties requiring immediate action to avoid continued declines.
“You can download this product from SlideTeam.net”
Chart out all your strategies, competitive advantages and give a complete overview of your competitors to your business partners with our competitive analysis PowerPoint presentation slides. This competitive analysis PPT slide lets you list down different competitors, their names and logos. This Competitive Analysis PPT template also allows you to make analysis reports based on different criteria of your competitors, their market positioning, product positioning, market share and company’s growth. This beautifully crafted slide lets you analyze marketing strategy and competitor’s revenue, profits, their market shares, sales revenues, sales developments, performance indicators of sales and revenues. This PowerPoint presentation allows you to visualize strategy based on their facts and figures, to make classification of your competition and see if the competition is internal or external, strategic assessment of their products range and market segmentations. Just download this Competitive Analysis presentation slide and set out your goals and make your strategy for the future. Get your ideas intact with our Competitive Analysis Powerpoint Presentation Slides. Get that feeling of being complete. https://bit.ly/3jWGoN7
Altus Newsletter - Your 2015 Calgary Assessment Notices have been mailed! Now...Brendan Neeson
This document summarizes the results of Altus Group's property tax consulting services for the 2015 tax year. Key highlights include significant assessment reductions achieved for downtown office properties through arguments regarding rental rates, vacancy rates, and capitalization rates. Similar successes were achieved for suburban office, retail, and industrial properties across Calgary. The document outlines important dates for the assessment process and encourages property owners to have Altus Group review their 2015 assessment notices to ensure fair market values.
Sales Strategy Plan PowerPoint Presentation SlidesSlideTeam
It has PPT slides covering wide range of topics showcasing all the core areas of your business needs. This complete deck focuses on Sales Strategy Plan PowerPoint Presentation Slides and consists of professionally designed templates with suitable graphics and appropriate content. This deck has total of thirty six slides. Our designers have created customizable templates for your convenience. You can make the required changes in the templates like colour, text and font size. Other than this, content can be added or deleted from the slide as per the requirement. Get access to this professionally designed complete deck PPT presentation by clicking the download button below. http://bit.ly/38LP7Kz
This document contains a company's confidential business presentation (CBP) which includes summaries of the company's financial performance, operations, leadership, and spiritual metrics over the past three years. Key points from the CBP include:
1) Financial metrics like sales, profits, and return on capital employed are presented for the past, current, and next years to assess the company's economic value added.
2) The CBP evaluates the company's leadership, staff development, organizational culture, and ministry efforts based on ratings over the past three years.
3) Goals and issues are identified relating to relationships, technical skills, leadership improvement, and increasing spiritual value added in the coming year.
TOCFinancial Plan Forecast TemplateBA499Table of ContentsWorksheet.docxturveycharlyn
TOCFinancial Plan Forecast TemplateBA499Table of ContentsWorksheetContentsInput WorksheetsIntroIntroduction plus basic inputs for company name and start dateSalesInputs for Sales and COS by product/servicePeopleInputs for personnel expenses including benefitsISInputs for other income statement items (includes summary IS)BSInputs for other balance sheet items (includes summary BS)CFInputs for other cash flow items (includes summary CF)BreakInputs for breakeven analysisPVInputs for present value analysisReport WorksheetsReportsIntroductionYR-CFAnnual Cash FlowYR-ISAnnual Income StatementYR-BSAnnual Balance SheetYR-BreakAnnual Breakeven AnalysisYR-RatiosAnnual Ratio AnalysisYR-PVAnnual Present Value AnalysisMth-CFMonthly Cash Flow for Year 1Mth-ISMonthly Income Statement for Year 1Mth-BSMonthly Balance Sheet for Year 1AssumptionsBlank Page to enter AssumptionsClick the blue "Return to TOC" box to return here anywhere in the workbookVersion 1.03 7/14/03All rights reserved. Copyright Andy T. Dungan, 2002. No copying, re-publication, or use of this spreadsheet, other than as authorized by Andy T. Dungan or the Southern Oregon University School of Business for its BA 499 students, may be made unless otherwise specifically authorized in writing by Andy T. Dungan or the Dean of the School of Business.
RETURN TO TOC
Intro
Sales
People
IS
BS
CF
Break
PV
YR-CF
YR-IS
YR-BS
YR-Break
YR-Ratios
YR-PV
Mth-CF
Mth-IS
Mth-BS
Assumptions
Reports
IntroIntroduction
Welcome to the BA499 integrated model for projecting financial statements for your business plan.
This brief introduction has been divided into several pieces. They are:
- A discussion of intimidation
- Organization of the workbook
- Where the assumptions are found
- What the background colors mean
- A note on startup costs
- First things to enter
- Tips and tricks
- A final word from the author
If any of us as professors can help please ask. If you have specific technical questions your professor can not answer please contact the author of this workbook, Dr. Andy DunganAre You Intimidated by Financial Statements?
Many of you may be intimidated by the financial statements. We have two pieces of advice: 1. You can do this! and 2. DON'T WAIT TO GET STARTED. The sooner you start, the sooner you will finish. A significant amount of time is required to do a reasonable job on your financials. If you procrastinate, you will have a difficult time finishing the financials in time. The process of projecting financial statements is an iterative one. What that means is that it will take multiple attempts to figure out your financials; you will try one thing and then another. In the beginning you may be confused and not understand how changing one variable changes another. Keep working. Eventually you will see how your inputs relate to the financial statements and you will have a much better understanding of how the different statements relate to each other.Organi ...
This investor presentation describes a company that has developed a product or service to fill a void or solve problems in its industry. It outlines the company's solution, competitive advantages, business model, go-to-market strategy, management team, and financial projections. The presentation seeks a specific amount of funding in exchange for a percentage of ownership to support marketing and growing the business over the next six to eighteen months.
Govology Webinar: Developing Your First Cost & Price ProposalRobert E Jones
Contracts subject to the submission of cost or pricing data, (flexibly-priced contracts), require an acceptable basis of estimate including hours and dollars by line item, time-phased to match the project schedule, and sufficient detail to support the effort proposed. This course will dive into the complexity of those details and show you how to maximize profit and ensure regulatory compliance by preparing an adequate basis of estimate for every contract, regardless of type, when developing your cost and price proposal.
This investor presentation describes a company that has developed a product or service to fill a void or solve problems in its industry. It outlines the company's solution, competitive advantages, business model, go-to-market strategy, management team, and financial projections. The company is seeking a specific amount of funding in return for a percentage of ownership to support market entry and growth over the next five years.
Eleven Essentials To Fiscal Excellence for EntrepreneursStephen King
Fiscal Excellence for Entrepreneurs is all about keeping it simple. It's about Cash Flow. Forecasting. Accounting. Funding. Fundability. Luck. And some other stuff. But you DO need to pay attention to it. This is a presentation I did for "Finance for Startups" presented by Startup Canada and Startup Calgary and supported by Bank of Montreal.
Our Stock Pitch For Mailing Shipping Services PowerPoint Presentation PPT Slide Template is the perfect way to pitch your stock. We have researched thousands of stock pitches and designed the most impactful way to convince your investors to invest in your equity. https://bit.ly/3eZUTut
- Wage growth in metro Atlanta has stagnated since 2010, especially in middle-wage jobs. Compared to peer metro areas, growth in middle-wage occupations in metro Atlanta is lagging significantly.
- While wages are down across all categories in metro Atlanta and similar cities, middle-wage occupations have experienced almost no growth since 2010.
- Of the top job postings in metro Atlanta, only 5 of the most in-demand occupations fall within the middle-income band, indicating a majority are high- or low-wage occupations. The largest concentrations of middle-income residents in metro Atlanta are located in the exurban fringe and suburbs, not within the City of Atlanta.
PPA 568 FREEDOM TO LIVE -- Chapter 31NAME1. Who is Geo.docxharrisonhoward80223
PPA 568: FREEDOM TO LIVE -- Chapter 3
1
NAME:
1. Who is George?
ANSWER:
2. What does Hartman mean when he says, “It’s one thing to agree with Kierkegaard that most of us live only in the basements of our houses; it’s quite another thing to bestir ourselves sufficiently to move upstairs.”
ANSWER:
3. The need for what kind of growth does Hartman say is greatest need?
ANSWER:
4. What Hartman mean when he says “It could be tragic if …one’s freedom to develop himself intrinsically is stifled.”
ANSWER:
5. What does Hartman mean when he says, “George and Jim are likely to become loyal Organization servants first, human beings second; executives first, lovers, husbands, fathers, or real persons second.”
ANSWER:
6. Hartman says, “If George is working with a company that is run almost entirely on the lower or systemic level, he won’t get much encouragement in developing his true Self-potential; indeed, he’ll be blocked and frustrated at every turn.” What three options does Hartman say George have?.
ANSWER:
7. Why would it be important for someone in public administration to develop an inner self”
ANSWER:
8. What are the 4 rules for developing the inner self?
ANSWER:
9. What are 3 differences between the person of faith and the person of fear?
ANSWER:
10. What 6 ways does Hartman recommend for developing the Self?
ANSWER:
Sensitive (when completed) Page 1
Tax return for individuals 2016
1 July 2015 to 30 June 2016
Your tax file number (TFN)
See the Privacy note in the Taxpayer’s
declaration on page 10 of this return.
Yes NoAre you an Australian resident?
Your postal address Print the address where you want your mail sent.
Suburb/town/locality
Country if not Australia
State/territory Postcode
No Yes
Has this address changed since
completing your last tax return?
Is your home address different from
your postal address?
Suburb/town/locality
Country if not Australia
State/territory Postcode
No Yes Print your home address below.Read on.
Use Individual tax return instructions 2016 to fill in this tax return.
n Print clearly using a black pen only.
n Use BLOCK LETTERS and print one character in each box.
S M I T H S T
n Print X in all appropriate boxes.
n Do not use correction fluid or tape.
n Complete your details carefully to avoid delays
in processing your tax return.
Individual information
Your name (Print your full name)
Surname or family name
First given name Other given names
Title: Mr Mrs Miss Ms Other
No Yes
See Completing individual information on your
tax return on page 8 of the instructions.
Has any part of your name changed
since completing your last tax return? Read on.
NAT 2541-06.2016
Your mobile phone number
Your daytime phone number
(if different from your mobile phone number)
Your email address
Your contact details may be used by the ATO:
n to advise you of tax return lodgment options
n to correspond with you with regards to your taxation and superannuation affairs
n to issue notices to y.
AT&T is holding a hiring event on November 12, 2016 from 9am to 1pm at their call center located at 300 W. 1st Street in Dayton, Ohio for sales and customer service call center positions that offer training, benefits, and career growth opportunities. Applicants are encouraged to apply online in advance and complete an assessment before attending the event.
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The document provides instructions for an assignment asking students to research an inventor currently living in Northeast Ohio. It lists 9 questions to answer about the inventor, including their name, invention, impact of the invention, benefits to the inventor, improvements over time, work background, funding sources, number of patents, and personal background details. Students are to include 2 references in APA format and not use 3 specific inventors for the assignment.
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Despite efforts to improve patient safety, medical errors continue to occur. Some errors result in minor issues, while others can permanently alter or end a patient's life. Many errors stem from ineffective communication between caregivers. This document discusses analyzing a medical error or near miss to identify contributing factors, preventability, stakeholder impacts, team responsibilities, quality improvement measures taken, and proposed additional solutions to prevent similar incidents.
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Prompt: Salary Surveys: To ensure the pay structure is externally competitive, a salary survey should be conducted, as stated by Lisa Burke in Designing a
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Organizations are referenced as companies A, B, C, D, E, and F for anonymity. Those who participated also received copies of the results for their
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External Competitiveness:
A. Calculate the weighted means of base pay for each of the following benchmark jobs: administrative assistant, operations analyst, production worker,
and benefits manager from the six companies listed in Appendix B of the final project case study.
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C. Create a market pay line using the following benchmark jobs: administrative assistant, operations analyst, production worker, and benefits manager.
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TOCFinancial Plan Forecast TemplateBA499Table of ContentsWorksheetContentsInput WorksheetsIntroIntroduction plus basic inputs for company name and start dateSalesInputs for Sales and COS by product/servicePeopleInputs for personnel expenses including benefitsISInputs for other income statement items (includes summary IS)BSInputs for other balance sheet items (includes summary BS)CFInputs for other cash flow items (includes summary CF)BreakInputs for breakeven analysisPVInputs for present value analysisReport WorksheetsReportsIntroductionYR-CFAnnual Cash FlowYR-ISAnnual Income StatementYR-BSAnnual Balance SheetYR-BreakAnnual Breakeven AnalysisYR-RatiosAnnual Ratio AnalysisYR-PVAnnual Present Value AnalysisMth-CFMonthly Cash Flow for Year 1Mth-ISMonthly Income Statement for Year 1Mth-BSMonthly Balance Sheet for Year 1AssumptionsBlank Page to enter AssumptionsClick the blue "Return to TOC" box to return here anywhere in the workbookVersion 1.03 7/14/03All rights reserved. Copyright Andy T. Dungan, 2002. No copying, re-publication, or use of this spreadsheet, other than as authorized by Andy T. Dungan or the Southern Oregon University School of Business for its BA 499 students, may be made unless otherwise specifically authorized in writing by Andy T. Dungan or the Dean of the School of Business.
RETURN TO TOC
Intro
Sales
People
IS
BS
CF
Break
PV
YR-CF
YR-IS
YR-BS
YR-Break
YR-Ratios
YR-PV
Mth-CF
Mth-IS
Mth-BS
Assumptions
Reports
IntroIntroduction
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- First things to enter
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PPA 568: FREEDOM TO LIVE -- Chapter 3
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NAME:
1. Who is George?
ANSWER:
2. What does Hartman mean when he says, “It’s one thing to agree with Kierkegaard that most of us live only in the basements of our houses; it’s quite another thing to bestir ourselves sufficiently to move upstairs.”
ANSWER:
3. The need for what kind of growth does Hartman say is greatest need?
ANSWER:
4. What Hartman mean when he says “It could be tragic if …one’s freedom to develop himself intrinsically is stifled.”
ANSWER:
5. What does Hartman mean when he says, “George and Jim are likely to become loyal Organization servants first, human beings second; executives first, lovers, husbands, fathers, or real persons second.”
ANSWER:
6. Hartman says, “If George is working with a company that is run almost entirely on the lower or systemic level, he won’t get much encouragement in developing his true Self-potential; indeed, he’ll be blocked and frustrated at every turn.” What three options does Hartman say George have?.
ANSWER:
7. Why would it be important for someone in public administration to develop an inner self”
ANSWER:
8. What are the 4 rules for developing the inner self?
ANSWER:
9. What are 3 differences between the person of faith and the person of fear?
ANSWER:
10. What 6 ways does Hartman recommend for developing the Self?
ANSWER:
Sensitive (when completed) Page 1
Tax return for individuals 2016
1 July 2015 to 30 June 2016
Your tax file number (TFN)
See the Privacy note in the Taxpayer’s
declaration on page 10 of this return.
Yes NoAre you an Australian resident?
Your postal address Print the address where you want your mail sent.
Suburb/town/locality
Country if not Australia
State/territory Postcode
No Yes
Has this address changed since
completing your last tax return?
Is your home address different from
your postal address?
Suburb/town/locality
Country if not Australia
State/territory Postcode
No Yes Print your home address below.Read on.
Use Individual tax return instructions 2016 to fill in this tax return.
n Print clearly using a black pen only.
n Use BLOCK LETTERS and print one character in each box.
S M I T H S T
n Print X in all appropriate boxes.
n Do not use correction fluid or tape.
n Complete your details carefully to avoid delays
in processing your tax return.
Individual information
Your name (Print your full name)
Surname or family name
First given name Other given names
Title: Mr Mrs Miss Ms Other
No Yes
See Completing individual information on your
tax return on page 8 of the instructions.
Has any part of your name changed
since completing your last tax return? Read on.
NAT 2541-06.2016
Your mobile phone number
Your daytime phone number
(if different from your mobile phone number)
Your email address
Your contact details may be used by the ATO:
n to advise you of tax return lodgment options
n to correspond with you with regards to your taxation and superannuation affairs
n to issue notices to y.
AT&T is holding a hiring event on November 12, 2016 from 9am to 1pm at their call center located at 300 W. 1st Street in Dayton, Ohio for sales and customer service call center positions that offer training, benefits, and career growth opportunities. Applicants are encouraged to apply online in advance and complete an assessment before attending the event.
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Contracts subject to the submission of cost or pricing data, (flexibly-priced contracts), require an acceptable basis of estimate including hours and dollars by line item, time-phased to match the project schedule, and sufficient detail to support the effort proposed. This course will dive into the complexity of those details and show you how to maximize profit and ensure regulatory compliance by preparing an adequate basis of estimate for every contract, regardless of type, when developing your cost and price proposal.
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BUS 347 USF Negotiation Analysis Questions.docx
1. (Mt) – BUS 347 USF Negotiation Analysis Questions
INSTRUCTIONS This spreadsheet serves two purposes: – It allows you to “query” Ariel Keen
to determine her preferences (or rankings) for various potential deals she may encounter in
her negotiation Marcos Fair.queried Ariel enough to determine a reasonably accurate -with
Once you have scoring system, you can use this scoring system to score potential deals you
may face (as you negotiate on her behalf). These two purposes are described below. QUERY
The next tab, “Query”, allows you to enter up to six potential deals. Please attend to the
error messages to make sure that you have entered the deals properly. Once the deals have
been entered without errors, you will see the ranking of each of the deals from 1 (best) to 6
(worst). If two deals are tied, they will receive the same rank. NOTE: You do not have to
enter 6 deals. You should think of this part of the spreadsheet as simulating the process of
asking yourself questions about possible deals. The aim of these questions is to help you to
understand your preferences, and eventually determine the missing values from the scoring
system. (Of course, this spreadsheet responds to queries more quickly than you probably
could in real life, and more consistently. For example, for two deals that are close together
in your The final row of the spreadsheet provides the point scores once you have entered all
the inputs for a scoring system (see below). The reservation price deal is also given,
although it is not included in the ranking. What you’re ultimately trying to do is create a
mathematical representation of Ariel Keen’s preferences. This will be achieved by finding
indifference points. That is, by creating deals that have the same value (and hence are tied
in rank). Within each issue, all of the outcomes have scores from 0 (worst possible
negotiated outcome) to 100 (best possible negotiated outcome). However, clearly not all
issues are of equal importance, so we can’t simply add up all the scores. Instead, each issue
is weighted by its A useful simile for weighting is currency/exchange rates. Suppose
someone offered to pay you in a combination of US Dollars and British Pounds. Is £100 +
$100 the same as £150 + $50? Without weighting, they’re both “200,” but you know that
simply adding the numbers doesn’t give you the actual value. Currently, 1 Dollar is worth
about 80% as much as 1 Pound, so we can set £100*(1) + $100*(0.8) = £180 £150*(1) +
$50*(0.8) = £190 Use this same strategy for determining the weights. The most important
issue will have a weight of 1, and all the other weights will be fractions. Since the total score
of a deal is the sum of every issue’s score multiplied by that issue’s weight, you can use the
fact that 0 times anything is 0, indifference points, plus some basic algebra to turn Ariel’s
preferences into NEGOTIATION SUPPORT Once you have asked enough questions, you
should feel comfortable providing the missing weights and scores for intermediate values
2. (such as the score for Atlanta). You should enter these in the “Negotiation Support” tab.
Once the missing weights and scores are entered, the last row on the “Query” tab will show
the point scores of the deals according to the scoring GOOD LUCK! Input Instructions Deal 1
Salary Enter a value between $340 and $480 (thousand) $480 Loan Enter “L” if Ariel gets a
loan and “N” if Ariel doesn’t get a loan N Office Enter “A” for Atlanta, “B” for Boston, and “C”
for Chicago B Title Enter “SC” for Senior Consultant and “C” for Consultant C Practice Enter
“T” for technology, “FS” for financial services, and “P” for pharmaceuticals. T Start Date
Enter a date between 5/15 and 7/15 (Enter in format M/DD; the year will automatically be
added) 5/15/2019 Entry Errors? Deal Rank: 2 Points according to weights and scores on
Negotiation Support tab: 80.00 Deal 2 Deal 3 $340 $340 L N B C C C T T 5/15/2019
5/15/2019 6 3 15.00 60.00 Deal 4 Deal 5 $340 $340 N N B B SC C T P 5/15/2019
5/15/2019 4 1 50.00 100.00 Deal 6 “Reservation Price” $340 $405 N N B C C C T P
7/15/2019 5/15/2019 5 20.00 210 Points Salary $480,000 $460,000 $440,000 $420,000
$400,000 $380,000 $360,000 $340,000 Loan Get Loan No Loan 100 90 80 70 60 40 20 0
0.15 100 0 Office Atlanta Boston Chicago Title Senior Consultant Consultant Practice
Technology Financial Services Pharmaceuticals Start Date 5/15/2019 6/15/2019
7/15/2019 Weights 0.8 0.6 65 0 100 0.5 100 0 1 0 40 100 0.2 0 90 100 Actual weights &
Score Points Weights 0.8 100 90 80 70 60 40 20 0 0.15 100 0 0.6 65 0 100 0.5 100 0 1 0 40
100 0.2 0 90 100 Input Instructions “Salary” Deal Salary Enter a value between $340 and
$480 (thousand) $480 Loan Enter “L” if Ariel gets a loan and “N” if Ariel doesn’t get a loan N
Office Enter “A” for Atlanta, “B” for Boston, and “C” for Chicago B Title Enter “SC” for Senior
Consultant and “C” for Consultant C Practice Enter “T” for technology, “FS” for financial
services, and “P” for pharmaceuticals. T Start Date Enter a date between 5/15 and 7/15
(Enter in format M/DD; the year will automatically be added) Entry Errors? Deal Rank:
5/15/2019 W(Practice) > W( 2 Points according to weights and scores on Negotiation
Support tab: 80.00 “Loan” Deal “Office” Deal $340 $340 L N B C C C T T 5/15/2019
5/15/2019 ctice) > W(Salary) > W(Office) > W(Title) > 6 3 15.00 60.00 “Title” Deal
“Practice” Deal $340 $340 N N B B SC C T P 5/15/2019 5/15/2019 ce) > W(Title) > W(Start
Date) > W(Loan) 4 1 50.00 100.00 “Start Date” Deal “Reservation Price” $340 $405 N N B C
C C T P 7/15/2019 5/15/2019 te) > W(Loan) 5 20.00 210 Input Instructions Salary Salary
Enter a value between $340 and $480 (thousand) $390 Loan Enter “L” if Ariel gets a loan
and “N” if Ariel doesn’t get a loan N Office Enter “A” for Atlanta, “B” for Boston, and “C” for
Chicago B Title Enter “SC” for Senior Consultant and “C” for Consultant C Practice Enter “T”
for technology, “FS” for financial services, and “P” for pharmaceuticals. T Start Date Enter a
date between 5/15 and 7/15 (Enter in format M/DD; the year will automatically be added)
Entry Errors? Deal Rank: 5/15/2019 W(S)*V(390) + W(P)*V(Te W(S)*50 + 1*0 = W(S)* 1
Points according to weights and scores on Negotiation Support tab: Scoring System is
Incomplete Practice $340 N B C F 5/15/2019 0) + W(P)*V(Tech) = W(S)*V(340) +
W(P)*V(Fin) { 1*0 = W(S)*0 + 1*40 1 Scoring System is Incomplete + W(P)*V(Fin) {Make
the largest weight = 1} eight = 1} “Reservation Price” $405 N C C P 5/15/2019 Input
Instructions Salary Salary Enter a value between $340 and $480 (thousand) $430 Loan
Enter “L” if Ariel gets a loan and “N” if Ariel doesn’t get a loan N Office Enter “A” for Atlanta,
“B” for Boston, and “C” for Chicago B Title Enter “SC” for Senior Consultant and “C” for
3. Consultant C Practice Enter “T” for technology, “FS” for financial services, and “P” for
pharmaceuticals. T Start Date Enter a date between 5/15 and 7/15 (Enter in format M/DD;
the year will automatically be added) Entry Errors? Deal Rank: 5/15/2019
W(Salary)*V(430) + W(Of 0.8*75 + W(O)*0 = 0.8*0 1 Points according to weights and
scores on Negotiation Support tab: Scoring System is Incomplete Office $340 N C C T
5/15/2019 V(430) + W(Office)*V(Boston) = W(Salary)*V(340) + W( (O)*0 = 0.8*0 +
W(O)*100 1 Scoring System is Incomplete (Salary)*V(340) + W(Office)*V(Chicago) cago)
“Reservation Price” $405 N C C P 5/15/2019 Input Instructions Salary Salary Enter a value
between $340 and $480 (thousand) $405 Loan Enter “L” if Ariel gets a loan and “N” if Ariel
doesn’t get a loan N Office Enter “A” for Atlanta, “B” for Boston, and “C” for Chicago B Title
Enter “SC” for Senior Consultant and “C” for Consultant C Practice Enter “T” for technology,
“FS” for financial services, and “P” for pharmaceuticals. T Start Date Enter a date between
5/15 and 7/15 (Enter in format M/DD; the year will automatically be added) Entry Errors?
Deal Rank: 5/15/2019 W(Salary)*V(405) + W(Ti 0.8*62.5 + W(T)*0 = 0.8* 1 Points
according to weights and scores on Negotiation Support tab: Scoring System is Incomplete
Title $340 N B SC T 7/15/2019 V(405) + W(Title)*V(C) = W(Salary)*V(340) + W(Title)*V
W(T)*0 = 0.8*0 + W(T)*100 1 Scoring System is Incomplete *V(340) + W(Title)*V(SC)
“Reservation Price” $405 N C C P 5/15/2019 Input Instructions Salary Salary Enter a value
between $340 and $480 (thousand) $365 Loan Enter “L” if Ariel gets a loan and “N” if Ariel
doesn’t get a loan N Office Enter “A” for Atlanta, “B” for Boston, and “C” for Chicago B Title
Enter “SC” for Senior Consultant and “C” for Consultant C Practice Enter “T” for technology,
“FS” for financial services, and “P” for pharmaceuticals. T Start Date Enter a date between
5/15 and 7/15 (Enter in format M/DD; the year will automatically be added) Entry Errors?
Deal Rank: 5/15/2019 W(Salary)*V(365) + W(St 0.8*25 + W(SD)*0 = 0.8* 1 Points
according to weights and scores on Negotiation Support tab: Scoring System is Incomplete
Start Date $340 N B C T 7/15/2019 V(365) + W(Start Date)*V(May 15) = W(Salary)*V(340)
(SD)*0 = 0.8*0 + W(SD)*100 1 Scoring System is Incomplete = W(Salary)*V(340) + W(Start
Date)*V(July 15) e)*V(July 15) “Reservation Price” $405 N C C P 5/15/2019 Input
Instructions Salary Salary Enter a value between $340 and $480 (thousand) $358.75 Loan
Enter “L” if Ariel gets a loan and “N” if Ariel doesn’t get a loan N Office Enter “A” for Atlanta,
“B” for Boston, and “C” for Chicago B Title Enter “SC” for Senior Consultant and “C” for
Consultant C Practice Enter “T” for technology, “FS” for financial services, and “P” for
pharmaceuticals. T Start Date Enter a date between 5/15 and 7/15 (Enter in format M/DD;
the year will automatically be added) Entry Errors? Deal Rank: 5/15/2019
W(Salary)*V(358.75) + W 0.8*18.75 + W(L)*0 = 0.8 1 Points according to weights and
scores on Negotiation Support tab: Scoring System is Incomplete Loan $340 L B C T
5/15/2019 V(358.75) + W(Loan)*V(N) = W(Salary)*V(340) + W(Loa + W(L)*0 = 0.8*0 +
W(L)*100 1 Scoring System is Incomplete ary)*V(340) + W(Loan)*V(L) “Reservation Price”
$405 N C C P 5/15/2019 Input Instructions Salary Salary Enter a value between $340 and
$480 (thousand) $388.75 Loan Enter “L” if Ariel gets a loan and “N” if Ariel doesn’t get a
loan N Office Enter “A” for Atlanta, “B” for Boston, and “C” for Chicago B Title Enter “SC” for
Senior Consultant and “C” for Consultant C Practice Enter “T” for technology, “FS” for
financial services, and “P” for pharmaceuticals. T Start Date Enter a date between 5/15 and
4. 7/15 (Enter in format M/DD; the year will automatically be added) Entry Errors? Deal
Rank: 5/15/2019 W(Salary)*V(388.75) + W 0.8*48.75 + 0.6*0 1 Points according to weights
and scores on Negotiation Support tab: Scoring System is Incomplete Atlanta $340 N A C T
5/15/2019 V(388.75) + W(Office)*V(Boston) = W(Salary)*V(340) + + 0.6*0 = 0.8*0 +
0.6*V(Atlanta) 1 Scoring System is Incomplete = W(Salary)*V(340) + W(Office)*V(Atlanta)
Atlanta) “Reservation Price” $405 N C C P 5/15/2019 ARIEL KEEN Rank Points $480,000
$460,000 $440,000 $420,000 $400,000 $380,000 $360,000 $340,000 1 2 3 4 5 6 7 8 100 90
80 70 60 40 20 0 Yes No 1 2 100 0 Atlanta Boston Chicago 3 1 2 65 0 100 Senior Consultant
Consultant 1 2 100 0 Technology Financial Services Pharmaceuticals 3 2 1 0 40 100 3 2 1 0
90 100 1 2 3 4 5 6 7 100 90 80 70 60 40 20 Salary 0 20 40 60 70 80 90 100 1 2 3 4 5 6 7 8 0
20 40 60 70 80 90 100 $340,000 $360,000 $380,000 $400,000 $420,000 $440,000
$460,000 $480,000 0 20 40 60 70 80 90 1 2 3 4 5 6 7 0 20 40 60 70 80 90 $340,000
$360,000 $380,000 $400,000 $420,000 $440,000 $460,000 Loan Office Title Practice
Starting Date 5/15/2019 6/15/2019 7/15/2019 Salary $480,000 $460,000 $440,000
$420,000 $400,000 $380,000 $360,000 $340,000 8 0 Yes No 1 2 100 0 Atlanta Boston
Chicago 3 1 2 65 0 100 Senior Consultant Consultant 1 2 100 0 Technology Financial
Services Pharmaceuticals 3 2 1 0 40 100 3 2 1 0 90 100 Loan Office Title Practice Starting
Date 5/15/2019 6/15/2019 7/15/2019 100 8 100 $480,000 Deal 1 Weights 0.80 Salary
Loan Office Title Practice Start Date Deal 2 5/15/2019 5/15/2019 6/15/2019 6/15/2019
7/15/2019 7/15/2019 Reservation Price Possible Deal Possible Deal $405,000 $480,000
$340,000 N N Y C B B C C C P T T 5/15/2019 5/15/2019 5/15/2019 0.80 0.15 0.60 0.50
1.00 0.20 Salary Score Loan Score Office Score Title Score Practice Score Start Date Score
TOTAL SCORE 63 0 100 0 100 0 210.00 100.00 0.00 0.00 0.00 0.00 0.00 80.00 2.00 FALSE
0.00 100.00 0.00 0.00 0.00 0.00 15.00 6.00 FALSE 0.20 0.80 0.15 0.60 0.50 1.00 0.20 Salary
Score Loan Score Office Score Title Score Practice Score Start Date Score TOTAL SCORE 63 0
100 0 100 0 210.00 100.00 0.00 0.00 0.00 0.00 0.00 80.00 2.00 FALSE 0.00 100.00 0.00 0.00
0.00 0.00 15.00 6.00 FALSE 0.80 0.00 0.15 0.60 0.50 1.00 0.15 0.60 0.50 1.00 0.20 Deal 3
Deal 4 Deal 5 Deal 6 5/15/2019 5/15/2019 5/15/2019 5/15/2019 6/15/2019 6/15/2019
6/15/2019 6/15/2019 7/15/2019 7/15/2019 7/15/2019 7/15/2019 Possible Deal
Possible Deal Possible Deal Possible Deal $340,000 $340,000 $340,000 $340,000 N N N N C
B B B C S C C T T P T 5/15/2019 5/15/2019 5/15/2019 7/15/2019 0.00 0.00 100.00 0.00
0.00 0.00 60.00 3.00 FALSE 0.00 0.00 0.00 100.00 0.00 0.00 50.00 4.00 FALSE 0.00 0.00 0.00
0.00 100.00 0.00 100.00 1.00 FALSE 0.00 0.00 0.00 0.00 0.00 100.00 20.00 5.00 FALSE 0.00
0.00 100.00 0.00 0.00 0.00 60.00 3.00 FALSE 0.00 0.00 0.00 100.00 0.00 0.00 50.00 4.00
FALSE 0.00 0.00 0.00 0.00 100.00 0.00 100.00 1.00 FALSE 0.00 0.00 0.00 0.00 0.00 100.00
20.00 5.00 FALSE Negotiation and Crucial Conversations – Prof. Burns October 24, 2019
Tradeoffs and Conflicting Objectives Problem 1 One method of scoring possible negotiation
deals is known as pricing out. Suppose that Gabriel has a few job options that differ in 4
dimensions: salary, location, number of vacation days, and industry. Gabriel prefers to take
a job in Chicago over a job in New York, prefers more vacation days over fewer vacations
days, and wants to work in consulting rather than technology. Of course, he also wants the
highest salary possible! Gabriel indicates that he is willing to give up $10,000 in salary to
take a job in Chicago; $1,000 for each additional week of vacation; and $2,500 to get his
5. preferred industry, consulting. In essence, Gabriel has equated the value of incremental
levels of salary to incremental levels of the three other issues. Put differently, he has priced
out the various tradeoffs, or using slightly different language, has determined the marginal
rates of substitution between one numerical issue (usually monetary) and all the other
issues. a. Identify a real choice or negotiation situation in which pricing out is appropriate
for scoring potential options or deals. Why is pricing out basically appropriate in this case?
b. Identify a real choice or negotiation in which pricing out is not appropriate for scoring
potential options or deals. Why is pricing out inappropriate in this case? c. In general, what
are the conditions under which pricing out is appropriate to use? In practice, how would
you verify whether these conditions hold? d. Do you believe that pricing out is appropriate
for the job choice above? What questions would you ask Gabriel to determine that it is or is
not appropriate? e. Suppose that pricing out is in fact the appropriate method to use for a
given negotiation. What benefits do you see in using pricing out to: (i) develop a scoring
system; and/or (ii) to use when you are negotiating? Let’s probe the example described
above in a bit more detail, assuming that it is appropriate for Gabriel to use pricing out. Let’s
assign Chicago a score of 100 and New York a score of 0. Likewise, we’ll assign consulting a
score of 100 and technology a score of 0. Assume that vacation ranges from 2 weeks (0
points) to 6 weeks (100 points). Finally, let’s suppose that the range of possible salaries is
$100,000 (0 points) to $150,000 (100 points). Note that this is the convention for scaling
single-attribute scoring systems we developed in class. f. Identify a set of swing weights
(ranging from 0 to 1 as described in class) for each of the 4 issues that provides a scoring
system consistent with the marginal rates of substitution provided above. g. Consider two
potential jobs: i. Job A: $120,000 / Chicago / 3 weeks of vacation / consulting ii. Job B:
$135,000 / New York / 4 weeks of vacation / technology Which job should Gabriel choose
given the “prices” provided above? Make sure that the marginal rates of substitution (i.e.,
the “prices”) and the weights from Question (1f) provide the same answers. h. Gabriel
recognizes that although he might be able to negotiate his salary, he probably will not
increase his salary by more than $5,000 for either job. Will the outcome of these job
negotiations change which job Gabriel should select? i. Suppose that Gabriel is not
completely sure how much salary he is willing to give up for an additional week of vacation.
In other words, the $1,000 indicated above might be lower or higher than $1,000. Gabriel
decides that he should conduct a sensitivity analysis. What range of values (i.e., a number
smaller than $1,000 to a number larger than $1,000) reproduce the same choice as in
Question (1g)? Problem 2 Let’s now turn to using the method that involves swing weights as
described in class. You are in the market for a new laptop and are considering both Macs
and Lenovos. There are many dimensions you might use to make this choice. You decide to
there are other relevant characteristics, but you are ignoring these to simplify your decision.
Next, you identify 4 possible computers to purchase: COMPUTER Brand Price Weight (lbs)
Hard Drive (GB) 13 inch MacBook Mac $1,399 2.96 256 11 inch MacBook Mac $1,099 2.38
128 Lenovo Thinkpad Lenovo $699 3.92 320 Lenovo Thinkpad Lenovo $1,299 2.96 500 You
then develop single-attribute scores for each of the 4 dimensions. BRAND Score Mac 100
6. Lenovo 0 PRICE Score $699 100 $1,099 70 $1,299 50 $1,399 0 WEIGHT Score 2.38 pounds
100 2.96 pounds 60 3.92 pounds 0 HARD DRIVE Score 500 GB 100 320 GB 80 256 GB 60
128 GB 0 a. Interpret the single-attribute scores for price and hard drive and provide a
justification for why the scores might be spaced as they are. Let’s define the weights: wb
(weight on brand, Mac or Lenovo), ww (weight on weight), wp (weight on price), and wh
(weight on hard drive size). Consider the following hypothetical computers: COMPUTER
Brand Price Weight (pounds) Hard Drive (GB) 1 Mac $1,399 3.92 128 2 Lenovo $699 3.92
128 3 Lenovo $1,399 2.38 128 4 Lenovo $1,399 3.92 500 Although these computer don’t
actually exist, they are useful in helping you to score the actual computers. The four options
are constructed by starting at the worst level on each dimension and then upgrading Brand
(Computer 1), price (Computer 2), Weight (Computer 3), and finally Hard Drive (Computer
4). After a bit of thought, you determine that 2 is the best, followed by 1, then 4, and finally
3. Assume that these are strict preferences, i.e., Computer 2 is definitely better than
Computer 1, etc. b. What does this ordering imply about weights? Now consider the
following two hypothetical computers: COMPUTER Brand Price Weight (pounds) Hard
Drive (GB) 1 Mac $1,399 3.92 128 5 Lenovo ??? 3.92 128 Note that Computer 1 is the same
as in Question (2b). Also note that Computer 5 has a missing value for price. You determine
that a price of $1,199 would make you roughly indifferent between Computer 1 and
Computer 5. c. If wp = 1, then what are the lowest and highest possible values of wb that are
consistent with being indifferent between Computers 1 and 5? Suppose that you modify the
single-attribute scores for price to include $1,199. PRICE Score $699 100 $1,099 70 $1,199
60 $1,299 50 $1,399 0 d. What are the lowest and highest possible values of wb that are
consistent with being indifferent between Computers 1 and 5? Next consider the following
two hypothetical computers. COMPUTER Brand Price Weight (pounds) Hard Drive (GB) 1
Mac $1,399 3.92 128 6 Lenovo $1,399 2.38 500 Again, Computer 1 is the same computer as
in Question (2b). You now determine that you would choose Computer 6 over Computer 1.
e. What implications does this preference, along with previous described preferences, have
for weights? Now consider the following three hypothetical computers: COMPUTER Brand
Price Weight (pounds) Hard Drive (GB) 1 Mac $1,399 3.92 128 7 Lenovo $1,399 2.38 320 8
Lenovo $1,399 2.96 500 You view all three computers as roughly equivalent. f. What
implications does this preference (along with all previous preferences) have for the weights,
ww and wh? Let’s turn back to the four original choices: COMPUTER Brand Price Weight
(pounds) Hard Drive (GB) 13 inch MacBook Mac $1,399 2.96 256 11 inch MacBook Mac
$1,099 2.38 128 Lenovo Thinkpad Lenovo $699 3.92 320 Lenovo Thinkpad Lenovo $1,299
2.96 500 g. What is the best computer, according to your hypothetical preferences? If the
preferences described above do not provide enough information to identify a unique best
computer, which computers might be the best? Problem 3 A manufacturing firm is deciding
among a number of potential widget vendors. The widgets in question differ on quality and
price, and the vendors differ in service and the timeliness of delivery. In addition, some of
these dimensions, such as service, are negotiable, with vendors provided various levels of
service contracts. The various dimensions and levels within each dimension are described
here: Score Weight Quality High 100 Medium Low 0 $50/widget 0 Price $45/widget
$40/widget 100 High 100 Service Medium Low 0 Timeliness of delivery Immediate 100 2
7. weeks 6 weeks 0 Note that some of the values in this table are missing (given by the shaded
boxes), most notably the weights for each of the dimensions and the attribute scores for
intermediate resolutions of each dimension. Put together a script of questions to ask the
manufacturer designed to provide information that would enable you to fill in missing
values. Problem 4 A young USF graduate is interested in opening up a new coffee shop. Of
course, cash is a scarce resource – cash that is not used for rent can be used for equipment,
labor, etc. But even if the entrepreneur commits to a certain rental amount (e.g., $2,000 per
month), there are many possible sites available, and these sites differ on numerous
dimensions. For simplicity, assume that the terms of leases are identical except for rent. In
other words, ignore length of lease, exit clauses, etc. Therefore, the relevant dimensions for
this site selection decision are rent and characteristics and location of potential facilities.
Identify a general strategy for interviewing the USF graduate, with the intent on identifying
a set of interests that are relevant for helping her choose a site for her new coffee shop.
(Note: questions about operational specifics, profit maximization, whether opening a coffee
shop with a USF degree provides a reasonable ROI, etc. are good questions, just not for this
problem set!) Value to Marcos 69.8 0 100 0 0 10 179.80 Value to Ariel 29.6 15 0 50 100 18
212.60 Issue Salary Loan Location Title Practice Starting Date $480,000 $460,000 $440,000
$420,000 $400,000 $380,000 $360,000 $340,000 Yes No Atlanta Boston Chicago Senior
Consultant Consultant Technology Financial Services Pharmaceuticals 5/15/2019
6/15/2019 7/15/2019 Deal Salary $377 Loan L Location B Title SC Practice P Start Date
6/15/2019 Total Points 0 25 40 55 70 85 100 100 0 100 80 100 0 0 100 100 70 0 55 100 0
Marcos Fair Weights Norm. Weight Points 100 90 80 70 0.80 0.80 60 40 20 0 100 0.05 0.05
0 65 1.00 1.00 0 100 100 0.10 0.10 0 0 0.60 0.60 40 100 0 0.10 0.10 90 100 1.00 Ariel Keen
Ariel Keen Weights Norm. Weight 0.80 0.80 0.15 0.15 0.60 0.60 0.50 0.50 1.00 1.00 0.20
0.20 1.00 Marcos Salary Table 480000 0 460000 25 440000 40 420000 55 400000 70
380000 85 360000 100 340000 100 Ariel Salary Table 340000 0 360000 20 380000 40
400000 60 420000 70 440000 80 460000 90 480000 100 Y,A,SC,F,June Y,A,SC,F,July
Y,A,SC,P,June Y,B,SC,P,June Y,B,SC,P,July N,A,SC,F,June N,A,SC,P,June N,B,SC,P,June 210 190
Marcos Fair Score Your Deal 170 150 130 110 90 145 165 185 205 225 245 Ariel Keen
Score 265 285 305 Y,A,SC,F,June Y,A,SC,F,July Y,A,SC,P,June Y,B,SC,P,June Y,B,SC,P,July
N,A,SC,F,June N,A,SC,P,June N,B,SC,P,June 210 190 Marcos Fair Score Your Deal 170 150 130
110 90 145 165 185 205 225 245 Ariel Keen Score 265 285 305 ACTUAL ACTUAL Name
Noah Andre Ariana Stephanie Nicole Abraham Illyria Amanda Zac Tiana Jason Alvin Madi
Bentley Carlos Alex Yisel Noriko Hannah/Grant Yousef Ariel Keen 0.8 0.15 0.6 Marcos Fair
0.8 0.05 1 Role Salary Loan Location Ariel Keen 0.8 0.15 0.6 Marcos Fair 0 0 1 Ariel Keen 0.5
0.15 0.1 Marcos Fair 0.15 0.05 0.3 Ariel Keen 0.8 0.01 0.6 Marcos Fair 0.6 0.75 1 Ariel Keen
0.8 0.15 0.6 Marcos Fair 1 0.4 0.4 Ariel Keen 0.9 0.4 0.6 Marcos Fair 0.8 0.05 1 Ariel Keen 0.7
0.8 0.6 Marcos Fair 1 0 0 Ariel Keen 0.8 0.15 0.6 Marcos Fair 0.32 0.05 0.15 Ariel Keen 0.8
0.15 0.6 Marcos Fair 0.25 0.15 0.25 Ariel Keen 0.8 0.15 0.6 Marcos Fair 1 1 1 Ariel Keen 0.6
0.1 0.6 Marcos Fair 0.9 0.5 0.8 0.5 0.1 Title 0.5 0 0.2 0.15 0.5 0.7 0.5 0.35 1 0.1875 1 1 0.5
0.18 0.5 0.05 0.5 1 0.5 0.35 1 0.2 65 0.6 0.1 70 Practice Starting Date Atlanta Value Fin.
Services Value 1 0.2 65 0 0 60 0.2 0.1 20 0.2 0.15 80 1 0.2 65 0.8 0.5 70 1 0.2 65 0.2 0.3 60
0.7 0.4 70 0.6 0.1875 96.25 0.9 0.5 30 1 1 0 1 0.2 65 0.2 0.1 50 1 0.2 65 0.25 0.05 80 1 0.7 65