Demonstrate business communication skills and etiquette for constructing personal

/in /by

OL 421 Final Project Guidelines and Rubric

Overview You will complete a capstone that integrates the knowledge and skills you have developed in the business core coursework and over the duration of the term by creating an executive summary that highlights the performance of your company from the Capsim simulation. The executive summary is your opportunity to show your knowledge of the organization, products, and business functions—skills that professionals in this field must possess. You will also reflect on your journey through the business core and how you plan to position yourself both professionally and in your upcoming program of study. This personal and professional reflection will specifically focus on business communication skills, professional etiquette, and peer-to-peer and peer-to-leader collaboration.

Evaluation of Capstones This capstone will be assessed somewhat differently than other courses you have taken online at SNHU. There are two separate components, which will be evaluated as a unit in determining whether you have demonstrated proficiency in each outcome. Your instructor will guide you through this process, keeping a running narrative of your strengths and weaknesses in relation to the outcomes as you progress through the class. Your work is expected to meet the highest professional standards. This assessment will evaluate your mastery with respect to the following outcomes:

• OL-421-01: Demonstrate business communication skills and etiquette for constructing personal and professional reflections in a variety of business environments

• OL-421-02: Analyze strategic problem-solving skills for enhancing business success • OL-421-03: Analyze the use of quantitative and qualitative tools for informing strategic decision-making • OL-421-04: Assess ethical, legal, and social challenges for suggesting improvement and enhancement strategies • OL-421-05: Assess peer-to-peer and peer-to-leader collaboration for improving performance and decision making • OL-421-06: Analyze global business markets for informing future business expansion choices • OL-421-07: Analyze entrepreneurial and innovative approaches for solving authentic business problems

 

Prompt Since you just finished the Capsim simulation, compiled your results, and are now looking to the future of your company, the first component of your capstone requires you to compose a company performance summary. Imagine that this summary is for new members of the topic of directors of your company. It is imperative that the topic understand your company, its value, and its development cycle over the last eight years. This is your opportunity to exhibit your knowledge of your organization, your products, and how your business functions. High-level business executives are often short on time, so it is important that your summary is concisely written and rich in content. As has been emphasized in previous classes in the business core, effective business communication, peer-to-peer and peer-to-leader collaboration, and professional etiquette are mandatory skills to have when entering today’s business world. Because this is the last course in the business core, the second component of your capstone

 

 

requires you to reflect on your use of business communication skills, professional etiquette, and collaboration skills throughout the Capsim simulation, this course, and the previous courses you have taken in the business core.

Capstone Component 1: Executive Summary For the first of two capstone components, you will develop a comprehensive, professional executive summary by analyzing quantitative and qualitative tools, analyzing strategic problem-solving skills, assessing any ethical, legal, or social challenges that may be encountered, analyzing global markets, and analyzing entrepreneurial approaches. This executive summary will be used to inform new members of the topic of directors who must become familiar with your company. The following sections should be included:

I. Progress of the Company. You should briefly bring the new topic members up to speed about the progress of your company over the past eight years. While it is not important to describe every change, be sure to give an executive-level overview of the various products, strategies, and performances.

II. Current Situation. Here, discuss the current situation of your company by performing and analyzing a full SWOT analysis. a) Strengths: Identify the strengths of the organization. b) Weaknesses: Identify the weaknesses of the organization. c) Opportunities: Identify potential opportunities the organization should explore in order to expand. d) Threats: Identify external factors that could negatively affect the organization.

III. Future of the Company. Consider the results of your SWOT analysis, and detail an approach you plan to take regarding your top priority at the company.

Be sure to include any innovative or sustainable approaches in your plan.

IV. Ethical, Legal, and Social Challenges. Discuss any ethical, legal, or social challenges the company may have faced or could face in the future, and suggest strategies for how the company could overcome these challenges.

V. Global Considerations. In this section, discuss what necessary factors would need to be considered if the company were to expand into the global

market. Consider the opportunities and threats outlined in the SWOT analysis previously in order to analyze the greatest advantages and disadvantages to expanding this company into the global market.

Capstone Component 2: Professional Reflection

For the second and final component of your capstone, you will compose a reflection in which you discuss the process and outcomes of this project, as well as how your coursework culminated in the capstone project. This may include discussions of unforeseen problems or obstacles, and any unexpected surprises. The reflection should also discuss your identified strengths and problems that you encountered while completing the capstone. Finally, the reflection will examine how the capstone project will be useful in the job market or in furthering your education.

 

 

You should envision this component as a personal reflection on the capstone and your experience in the business core program as a whole. For instance, relative to the capstone, you could discuss what you did (or intended to do), and then consider what worked well, what challenges you faced, and what you would change or do differently to make your experience better. In reflecting on your time in the business core program, you might discuss where you started, where you are, and where you see yourself going. Note that this component is not about evaluating the capstone itself but rather your experience within the capstone project. Some of the issues that you could address in this final component of this capstone include the following:

• Overall, what was your capstone experience like? • Reflect on your experience performing the Capsim simulation. • Reflect on the significance of the capstone in relation to your own experience at SNHU. • What connections do you see between your capstone and your academic program? • How will you apply what you have learned to your future academic and/or professional life? • How did you demonstrate effective business communication in both this capstone course and throughout the business core program? • How will you utilize these business communication skills in your future classes here at SNHU and in the working world after graduation? • Reflect on your experiences with peer-to-peer and peer-to-leader collaboration in this capstone course. • How has peer-to-peer and peer-to-leader collaboration influenced your performance and decision making in this class? • Reflect on establishing and maintaining a professional business etiquette in both this capstone course and throughout the business program.

 

Final Project Rubric This rubric will be applied to both components as a whole, and no component will be assessed on its own. The “Possible Indicators of Success” are examples for you and the instructor of the types of concepts to look for to demonstrate proficiency. They are neither exhaustive nor proscriptive and should be used as guides for illustrating how your capstone embodies the outcome. All outcomes are weighted equally. Guidelines for Submission: The submitted executive summary should be comprehensive and adhere to best practices for business writing. Be sure that your writing is concise and appropriate for your target audience. Any quoted, paraphrased, or borrowed information should be cited according to the guidelines in the Publication Manual of the American Psychological Association (APA).

 

 

OL-421-01: Demonstrate business communication skills and etiquette for constructing personal and professional reflections in a variety of business environments

Proficient 100%

Not Proficient 0%

Possible Indicators of Success Does the capstone demonstrate the student’s ability to reflect on the importance of utilizing proper business communication skills to be successful in the profession?

 

Does the capstone demonstrate the student’s ability to reflect on various business skills that support effective communication?

 

Does the capstone demonstrate the student’s ability to integrate prior business knowledge into reflections? Does the capstone demonstrate the student’s ability to demonstrate professional etiquette in written communication in various business settings?

 

Does the capstone demonstrate the student’s ability to reflect on the importance of establishing and maintaining professional etiquette in the business world?

 

OL-421-02: Analyze strategic problem-solving skills for enhancing business success Proficient 100%

Not Proficient 0%

Possible Indicators of Success Does the capstone demonstrate the student’s ability to analyze the strengths of a company for enhancing business success?

 

Does the capstone demonstrate the student’s ability to analyze the weaknesses of a company for enhancing strategic problem-solving and developing an approach to achieving success?

 

Does the capstone demonstrate the student’s ability to analyze the opportunities of a company for enhancing business success?

 

Does the capstone demonstrate the student’s ability to analyze the threats to a company for enhancing strategic problem-solving and developing an approach to achieving success?

 

OL-421-03: Analyze the use of quantitative and qualitative tools for informing strategic decision-making Proficient 100%

Not Proficient 0%

Possible Indicators of Success Does the capstone demonstrate the student’s ability to analyze qualitative tools, such as the progress of the product over time, for developing sustainable approaches to success?

 

Does the capstone demonstrate the student’s ability to analyze qualitative data, such as the analysis of the production process for developing sustainable approaches to success?

 

Does the capstone demonstrate the student’s ability to analyze market segmentation strategies for informing strategic decision-making and developing an approach to achieving success?

 

Does the capstone demonstrate the student’s ability to analyze financial components for informing strategic decision- making and developing an approach to achieving success?

 

Does the capstone demonstrate the student’s ability to analyze total quality management (TQM) methods in human resources?

 

OL-421-04: Assess ethical, legal, and social challenges for suggesting improvement and enhancement strategies Proficient 100%

Not Proficient 0%

 

 

Possible Indicators of Success Does the capstone demonstrate the student’s ability to formulate approaches to overcoming ethical challenges of a company?

 

Does the capstone demonstrate the student’s ability to formulate approaches to overcoming legal challenges of a company?

 

Does the capstone demonstrate the student’s ability to suggest approaches to overcoming social challenges of a company?

 

Does the capstone demonstrate the student’s ability to suggest appropriate and feasible improvement plans that consider various ethical, legal, and social challenges?

 

OL-421-05: Assess peer-to-peer and peer-to-leader collaboration for improving performance and decision making Proficient 100%

Not Proficient 0%

Possible Indicators of Success Does the capstone demonstrate the student’s ability to collaborate with peers for improving performance and establishing effective decision-making in business environments?

 

Does the capstone demonstrate the student’s ability to assess how effective collaboration with peers may improve performance and establish sound decision-making in business environments?

 

Does the capstone demonstrate the student’s ability to collaborate with leaders for improving performance and establishing sound decision-making?

 

Does the capstone demonstrate the student’s ability to assess how collaboration with leaders may improve performance and decision making in various business environments?

 

OL-421-06: Analyze global business markets for informing future business expansion choices Proficient 100%

Not Proficient 0%

Possible Indicators of Success Does the capstone demonstrate the student’s ability to identify considerations for expanding the company into the global market?

 

Does the capstone demonstrate the student’s ability to consider the advantages and disadvantages of expanding globally?

 

Does the capstone demonstrate the student’s ability to draw conclusions from a SWOT analysis when considering expanding into the global market?

 

OL-421-07: Analyze entrepreneurial and innovative approaches for solving authentic business problems Proficient 100%

Not Proficient 0%

Does the capstone demonstrate the student’s ability to identify a top priority of a company and detail an innovative approach for effectively solving various problems?

 

Does the capstone demonstrate the student’s ability to analyze innovative approaches in solving business problems of a company?

 

 

 

  • OL 421 Final Project Guidelines and Rubric
    • Overview
    • Evaluation of Capstones
    • Prompt
      • Capstone Component 1: Executive Summary
      • Capstone Component 2: Professional Reflection
    • Final Project Rubric

Dilemma

/in /by

Accommodating Your Audience’s Needs Worksheet

Directions: After reading the following communication dilemma, answer the questions in the middle column of the chart. Based on your answers to the questions, write the adjustments (column 3) that would need to be made when writing the memo to accommodate the audience (the new executive).

Dilemma: Gavin, a security officer, must write a memo to a new executive explaining that he can no longer allow her into the building without her security pass. She has been forgetting her security card ID, and Gavin has been letting her into the building without it. Gavin’s supervisor has told Gavin that he cannot continue letting her into the building without her ID. This is Gavin’s first job out of high school, and he likes it. He does not know the new executive very well, but he has observed that she is often in a hurry and impatient of routine.

To Accommodate Answer These Questions Make These Adjustments
Knowledge Level What does the new executive already know about the topic?

What does the new executive need to know?

What does the new executive want to know?

 

  
Interests How strong is the new executive’s interest in Gavin’s topic?

Are the new executive’s priorities different from Gavin’s or the same as Gavin’s?

 

  
Role Is the new executive’s role to make decisions, make suggestions, or implement action?

What is the new executive’s job—administrative? technical? clerical? other?

Is Gavin’s communication going to management, to a peer, or to a subordinate?

 

  
Cultural Background What is the new executive’s cultural background?

What are the new executive’s beliefs?

Are the new executive’s beliefs different from Gavin’s or the same as Gavin’s?

 

  
Personality What kind of personality does the new executive have?

 

  

Accommodating Your Audience’s Needs Worksheet 1

Audience and Purpose

.

Long- and Short-term Costs of Capital

/in /by

Please keep both parts seperated

Part 1 

Long- and Short-term Costs of Capital

Please respond to the following:

Why might the constant dividend growth model (CDGM) and capital asset pricing model (CAPM) produce different estimates of the cost of equity capital used in the weighted average cost of capital (WACC)? Describe the difference between permanent and temporary working capital. What are some factors an organization considers when it chooses the mix of long- and short-term capital to finance the organization’s activities?

Part 2 Respond

 

DGM assumes that there is a constant perpetuity in future dividend growth rate which is not the case because dividends change. Dividends paid by several companies to its shareholders depends on the decisions made by the top management not necessarily that they are paid basing on how past dividend payments were paid. The model in its assumption assumes that business operations, business risk and the cost of equity are constant in the future. In real sense, the future is always uncertain which renders this model unreliable. Business operations, its risks and general economic environments are always subject to change. In other times, the dividend growth model does not consider risk as a factor. The fact is that risk is implicit because the share price is always used to calculate the cost of equity. In reality, economic research has shown that the share price usually falls as risk increases which shows that risk will result to an increase in the cost of equity.

From the above explanation on dividend growth model, it’s true that the model does not consider risk to be explicit but on the other hand, Capital asset pricing model (CAPM) considers. All investors hold diversified portfolios and are expecting good returns from every portfolio. They therefore expect a return from the systematic risks that occurs. The cost of equity in the case of CAPM is the required rate of return. It is the sum of the risk premium which reflects the individual investor’s systematic risk which the company encounters from the stock market. The CAPM therefore shows a clear reflection of how the cost of equity must be given the systematic risk of the company. CAPM is therefore the recommended model to measure risk and to be used when calculating the weighted average cost of capital (i.e. WACC).

Difference between permanent working capital and Temporary working capital

Permanent working capital defined as the minimum amount of current assets (i.e. finished goods, bank balance, raw materials etc.) that is required by a business enterprise to run its business operations without interference. So this is the type of working capital that is required to be monitored at all times because it is the core of every business whose purpose and aim is to make profit and ensure business continuity.

On the other hand, temporary working capital is the varying capital that is required as a result of fluctuations in business operations. In other terms, it is the other capital that is required to compliment the permanent working capital. This type of capital depends on the season. During off-seasons, they are not required as much as such.

Financing factors to consider:

*Repayment terms: It must be noted that longer loans attracts significant interest to be paid while shorter loans requires large amount of periodic payments.

*Interest rate: The interest should also be considered before making a decision because for example, venture capitals may not require periodic payments but the owners may need a large premium at the end all at once.

Financing requirements must also be looked into. Make sure that you discuss fully on the financial requirements. Some of the common requirements include credit score and interest coverage which needs a fully discussed agreements

Income Statement

/in /by

Title Page

This spreadsheet supports STUDENT analysis of the case “Panera Bread Company” (UVA-F-1575).
This spreadsheet was prepared by Marc Lipson, Associate Professor of Business Administration. Copyright © 2009 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. For customer service inquiries, send an e-mail tosales@dardenbusinesspublishing.com. No part of this publication may be reproduced, stored in a retrieval system, posted to the Internet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the Darden School Foundation.
Rev. Jun. 21, 2012

Exhibit 1 – Income Statement

Exhibit 1
PANERA BREAD COMPANY
Historic Income Statements
(n thousands of dollars)
2003 2004 2005 2006
Number of Bakery Cafés(a) 602 741 877 1,027
Revenue 363,702 479,139 640,275 828,971
Costs of Goods Sold
Bakery Café 210,822 288,706 399,760 542,916
Dough Sold to Franchisees 54,967 65,627 75,036 85,618
Depreciation 18,304 25,298 33,011 44,166
General and Administrative (b) 31,502 38,735 50,240 63,502
315,595 418,366 558,047 736,202
Operating Profit (EBIT) 48,107 60,773 82,228 92,769
Interest Expense 48 18 50 92
Pretax Profit 48,059 60,755 82,178 92,677
Tax 17,629 22,175 29,995 33,827
Net Income 30,430 38,580 52,183 58,850
(a) Including both company-owned and franchised bakery cafés
(b) Includes pre-opening expenses and other expenses
Data source: Panera Bread Company annual reports, 2003–06.

Exhibit 2 – Balance Sheet

Exhibit 2
PANERA BREAD COMPANY
Historic Balance Sheets
(in thousands of dollars)
Historic Balance Sheets:
2003 2004 2005 2006
Cash and Short Term Investments 51,421 58,054 60,651 72,122
Accounts Receivable 12,394 17,256 25,158 30,919
Inventory 4,350 5,398 7,358 8,714
Prepaid Expenses and Deferred Taxes 3,887 3,905 9,607 15,863
Current Assets 72,052 84,613 102,774 127,618
Property, Plant and Equipment 146,362 201,725 268,809 345,977
Goodwill and Other Assets 38,421 38,334 66,084 69,014
Total Assets 256,835 324,672 437,667 542,609
Accounts Payable 8,072 5,840 4,422 5,800
Acrued Expenses and Deferred Revenue 37,571 49,865 82,443 103,810
Current Liabilities 45,643 55,705 86,865 109,610
Deferred Rent and Other Liabilities 13,616 27,604 33,824 35,333
Total Liabilities 59,259 83,309 120,689 144,943
Equity 197,576 241,363 316,978 397,666
256,835 324,672 437,667 542,609
Data source: Panera Bread Company annual reports, 2003–06.

Exhibit 3 – 2007 Forecast

Exhibit 1
PANERA BREAD COMPANY
2007 Operating Forecast(a)
(in thousands of dollars)
Number of Bakery-Cafes(b) 1,230
Revenue 1,050,000
Costs of Goods Sold
Bakery Café 738,000
Dough Sold to Franchisees 86,000
Depreciation 60,000
General and Administrative (c) 78,000
962,000
Operating Profit (EBIT) 88,000
Interest Expense 150
Pretax Profit 87,850
Tax 31,500
Net Income 56,350
Current Assets 150,000
Property, Plant, and Equipment 430,000
Goodwill and Other Assets 110,000
Total Assets 690,000
Current Liabilities 130,000
Deferred Rent and Other Liabilities 45,000
Total Liabilities 175,000
(a) Case writer estimate based on history and third-quarter results.
(b) Including both company-owned and franchised bakery cafés
(c) Includes pre-opening expenses and other expenses

Exhibit 4 – Stock Price

Panera Stock Price and Volume
Panera Stock Price Volume
6/1/06 65.53 277.1
6/2/06 65.95 358.8
6/5/06 64.62 432.6
6/6/06 64.62 745.8
6/7/06 62.47 1373.1
6/8/06 62.62 794.2
6/9/06 63.04 549
6/12/06 63.18 714.9
6/13/06 62.14 584.1
6/14/06 61.7 427.5
6/15/06 63.83 428.8
6/16/06 63.99 264.9
6/19/06 63.41 555.2
6/20/06 63.42 192.4
6/21/06 64.29 369.2
6/22/06 66.57 1245.8
6/23/06 66.73 396.9
6/26/06 67.5 491.9
6/27/06 67.03 509.5
6/28/06 65.58 748.5
6/29/06 66.87 382.8
6/30/06 67.24 351.7
7/3/06 66.94 86.2
7/4/06 66.94 0
7/5/06 66.37 328.3
7/6/06 65.5 417.9
7/7/06 64.15 359.6
7/10/06 64.83 312.2
7/11/06 64.44 529.1
7/12/06 63.83 476.9
7/13/06 61.25 938.2
7/14/06 62.1 924.9
7/17/06 60.71 1229.8
7/18/06 59.41 861.3
7/19/06 60.01 729.7
7/20/06 58.25 1124.5
7/21/06 57.69 770.5
7/24/06 59.56 906
7/25/06 59.27 754.8
7/26/06 51.93 6267.6
7/27/06 51.53 1469
7/28/06 52.59 1053.8
7/31/06 52.31 660.6
8/1/06 51.45 630.9
8/2/06 51.54 684.5
8/3/06 51.56 673.5
8/4/06 51.5 659.8
8/7/06 50.61 465.2
8/8/06 50.1 467
8/9/06 46.85 1755.4
8/10/06 48.08 1258.8
8/11/06 47.95 426.1
8/14/06 48.26 413.2
8/15/06 49.81 962.2
8/16/06 51.96 890.7
8/17/06 53.46 916.1
8/18/06 52.4 641.8
8/21/06 51.39 572.7
8/22/06 51.62 532.9
8/23/06 51.15 531.5
8/24/06 50.12 856.1
8/25/06 49.16 578.7
8/28/06 50.29 701
8/29/06 51.9 862.2
8/30/06 53.6 901.5
8/31/06 51.9 1038.7
9/1/06 52.88 491.3
9/4/06 52.88 0
9/5/06 54.75 1403.2
9/6/06 52.03 1591.5
9/7/06 51.52 1200.3
9/8/06 52.72 573.6
9/11/06 53.35 748.2
9/12/06 57.67 2127.9
9/13/06 56.89 857.3
9/14/06 57.46 690.3
9/15/06 58.9 724
9/18/06 58.22 926.8
9/19/06 58.09 651.8
9/20/06 60.6 946
9/21/06 60.08 887
9/22/06 59.03 633.9
9/25/06 60.11 757.9
9/26/06 60.11 504
9/27/06 59.57 508.9
9/28/06 59.1 655.7
9/29/06 58.25 407.7
10/2/06 58.17 642.5
10/3/06 58.35 774.9
10/4/06 64.75 3400.1
10/5/06 65.68 1166
10/6/06 64.41 730.9
10/9/06 66.02 595.9
10/10/06 65.19 941.8
10/11/06 64.22 813.9
10/12/06 67.2 1398.8
10/13/06 66.8 849.3
10/16/06 67.03 769
10/17/06 66.47 571.3
10/18/06 66.9 651.1
10/19/06 65.58 725.5
10/20/06 64.79 620
10/23/06 66.01 801.8
10/24/06 68.7 1196
10/25/06 64.41 4101.2
10/26/06 64.33 874.8
10/27/06 62.03 1089.2
10/30/06 61.98 1411.6
10/31/06 61.8 923.5
11/1/06 61.27 1157.2
11/2/06 60.66 974.1
11/3/06 59.15 1138.8
11/6/06 60.83 813.7
11/7/06 60.64 435.4
11/8/06 61.47 584.9
11/9/06 59.99 529
11/10/06 60.47 499.4
11/13/06 59.52 758.6
11/14/06 60.58 581.3
11/15/06 61.97 649.2
11/16/06 61.82 508.5
11/17/06 61.58 576.1
11/20/06 61.26 453.1
11/21/06 60.25 1248
11/22/06 60.87 568.3
11/23/06 60.87 0
11/24/06 60.97 115.9
11/27/06 59 661.7
11/28/06 58.08 968.6
11/29/06 57.6 1158.9
11/30/06 57.45 685.2
12/1/06 56.9 1330.7
12/4/06 58.68 632.9
12/5/06 58.79 786
12/6/06 56.94 3162
12/7/06 56.7 1556.3
12/8/06 56.89 1074.5
12/11/06 56.74 689
12/12/06 55.63 870
12/13/06 55.7 777.1
12/14/06 55.68 487.4
12/15/06 55.97 682
12/18/06 55.9 518.6
12/19/06 55.52 505.9
12/20/06 56.08 452.9
12/21/06 55.77 602.9
12/22/06 55.82 272.7
12/25/06 55.82 0
12/26/06 55.47 370.7
12/27/06 56.1 365.2
12/28/06 56.47 682.4
12/29/06 55.91 429.4
1/1/07 55.91 0
1/2/07 55.91 0
1/3/07 56.01 842.6
1/4/07 56.75 847.9
1/5/07 55.95 658.2
1/8/07 56.15 554.8
1/9/07 57.27 818.5
1/10/07 56.79 585.9
1/11/07 58.4 732.9
1/12/07 57.92 567.5
1/15/07 57.92 0
1/16/07 58.54 394.6
1/17/07 57.63 637.1
1/18/07 56.38 604.4
1/19/07 55.67 613
1/22/07 55.2 622.9
1/23/07 54.87 376.8
1/24/07 55.11 446.8
1/25/07 54.5 620.6
1/26/07 53.85 935.5
1/29/07 53.15 1184.3
1/30/07 54.58 1146.6
1/31/07 58.96 2966.4
2/1/07 57.93 1180.9
2/2/07 58.34 443.3
2/5/07 57.93 359.5
2/6/07 58.55 340.6
2/7/07 58.57 839.6
2/8/07 58.12 752.1
2/9/07 57.4101 1294
2/12/07 57.2 1149.1
2/13/07 58.4 845.5
2/14/07 58.92 512.4
2/15/07 59.47 592.2
2/16/07 59.91 1113.5
2/19/07 59.91 0
2/20/07 61.11 1330.1
2/21/07 61.97 980.9
2/22/07 62.2 919.3
2/23/07 62.63 667.7
2/26/07 62.23 705.1
2/27/07 60 1076.3
2/28/07 61.23 1187.7
3/1/07 60.07 693.9
3/2/07 59.1 533.8
3/5/07 58.13 746.4
3/6/07 57.84 1021.5
3/7/07 58.48 1541.1
3/8/07 59.29 1123.8
3/9/07 59.95 728.5
3/12/07 60.57 444.8
3/13/07 59.46 493.1
3/14/07 59.84 1008.3
3/15/07 59.74 381.1
3/16/07 59.1 430.4
3/19/07 59.32 425.3
3/20/07 59.35 378.9
3/21/07 60.42 464.3
3/22/07 61.16 404.4
3/23/07 61.02 231.1
3/26/07 60.77 231.1
3/27/07 59.95 340.6
3/28/07 58.78 710.6
3/29/07 58.76 392.8
3/30/07 59.06 336.2
4/2/07 59.09 438.7
4/3/07 60.22 842.8
4/4/07 57.75 2747.4
4/5/07 57.34 985
4/6/07 57.34 0
4/9/07 56.39 927.3
4/10/07 56.38 920.8
4/11/07 55.73 894.7
4/12/07 55.64 826.1
4/13/07 56.03 724.8
4/16/07 56.23 835.3
4/17/07 55.79 594.9
4/18/07 56.05 469.8
4/19/07 55.83 299.7
4/20/07 56.14 614
4/23/07 56.25 590.9
4/24/07 55.7 933.9
4/25/07 59.13 2897.3
4/26/07 57.45 1478
4/27/07 56.8 820.8
4/30/07 55.69 510.7
5/1/07 56.1 787.1
5/2/07 56.94 903.4
5/3/07 56.24 448.8
5/4/07 56.24 389.1
5/7/07 55.95 554.8
5/8/07 56.24 429.9
5/9/07 56.3 379.6
5/10/07 55.52 338.9
5/11/07 56.05 292.6
5/14/07 55.65 466.7
5/15/07 54.94 648.5
5/16/07 55.43 484
5/17/07 54.99 348.8
5/18/07 55.15 842.2
5/21/07 55.59 505.8
5/22/07 56.62 522.5
5/23/07 56.92 590.4
5/24/07 56.97 597.8
5/25/07 56.67 417.9
5/28/07 56.67 0
5/29/07 56 555.9
5/30/07 56.6 260.7
5/31/07 56.37 256.6
6/1/07 56.73 380
6/4/07 57.59 445.2
6/5/07 58.32 849.5
6/6/07 50.28 5000
6/7/07 48.78 2703.2
6/8/07 49.01 1847.2
6/11/07 47.85 1554.6
6/12/07 47.64 858.8
6/13/07 48.33 864.5
6/14/07 48.29 715.7
6/15/07 47.98 626.5
6/18/07 47.82 708
6/19/07 47.15 677.2
6/20/07 47.04 719.2
6/21/07 46.41 1347.1
6/22/07 46.69 1218.7
6/25/07 46.35 963.3
6/26/07 46.29 751.2
6/27/07 46.65 755.5
6/28/07 46.02 469.8
6/29/07 46.06 570.8
7/2/07 46.02 686.5
7/3/07 47.55 825.5
7/4/07 47.55 0
7/5/07 47.68 1537.5
7/6/07 47.9 632.7
7/9/07 47.23 828.6
7/10/07 47.48 663.7
7/11/07 46.7 689.7
7/12/07 46.87 648.6
7/13/07 46.49 553.2
7/16/07 47.26 819.1
7/17/07 46.83 451
7/18/07 46.37 396.1
7/19/07 46.45 395.7
7/20/07 46.1 542.2
7/23/07 46.9 769.4
7/24/07 45.9799 1043.5
7/25/07 41.81 2989.1
7/26/07 40.58 1740.8
7/27/07 39.79 1365.4
7/30/07 41.38 1548.2
7/31/07 40.64 605.6
8/1/07 39.8 1508.9
8/2/07 41 807.8
8/3/07 41.58 1170.3
8/6/07 43.04 1069.2
8/7/07 45.56 1362.2
8/8/07 47.19 2828
8/9/07 46.37 2177
8/10/07 43.31 1881.6
8/13/07 44.1 910.5
8/14/07 44.36 1162.6
8/15/07 43.54 844.6
8/16/07 43.91 1158.9
8/17/07 45.23 1219.8
8/20/07 45 764.9
8/21/07 44.65 363.8
8/22/07 45.04 473.6
8/23/07 44.39 567.7
8/24/07 44.59 518
8/27/07 43.69 420.3
8/28/07 42.8 639.9
8/29/07 43.21 400
8/30/07 42.96 591.5
8/31/07 43.74 447.8
9/3/07 43.74 0
9/4/07 43.59 677.5
9/5/07 43.24 627.6
9/6/07 44.46 650.5
9/7/07 44.13 607.4
9/10/07 43.1 548.6
9/11/07 43.4 302.6
9/12/07 43.08 373.9
9/13/07 43.93 334.8
9/14/07 44.53 262.7
9/17/07 43.87 308.8
9/18/07 44.39 639.4
9/19/07 44.48 733.3
9/20/07 43.26 437.1
9/21/07 43.28 339.4
9/24/07 43 410.9
9/25/07 40.59 1049.7
9/26/07 41.36 845.1
9/27/07 41.56 428
9/28/07 40.8 537.6
10/1/07 42.19 1079.8
10/2/07 43.12 786.2
10/3/07 46.57 2384
10/4/07 47.27 1306.2
10/5/07 48.11 657.1
10/8/07 47.62 410.4
10/9/07 48.19 378.5
10/10/07 48.95 1009.4
10/11/07 48.66 904.5
10/12/07 47.77 536.2
10/15/07 47.57 714.3
10/16/07 48.12 483.7
10/17/07 48.57 620.7
10/18/07 47.82 710.9
10/19/07 46.85 947.1
10/22/07 47.2 770.6
10/23/07 48.81 910.7
10/24/07 43.61 2796.6
10/25/07 41.66 1437
10/26/07 41.05 955.7
10/29/07 41.01 951.2
10/30/07 40.73 1011.1
10/31/07 40.99 809.6
11/1/07 39.28 840.5
11/2/07 38.21 1001.6
11/5/07 37.89 752.5
11/6/07 37.25 939.9
11/7/07 37.19 675.2
11/8/07 37.4799 637
11/9/07 36.62 527
11/12/07 36.96 599.4
11/13/07 37.85 486.1
11/14/07 37.14 532.6
11/15/07 37.11 388.3
11/16/07 37.01 617.6
11/19/07 35.91 494
11/20/07 34.64 681.3
11/21/07 34.27 857.5
11/22/07 34.27 0
11/23/07 35.09 505.7
11/26/07 35.29 795.8
11/27/07 35.51 664.2
11/28/07 38.01 1259.9
11/29/07 39.47 784.8
11/30/07 40.07 1270.7

Panera Stock Price 38869 38870 38873 38874 38875 38876 38877 38880 38881 38882 38883 38884 38887 38888 38889 38890 38891 38894 38895 38896 38897 38898 38901 38902 38903 38904 38905 38908 38909 38910 38911 38912 38915 38916 38917 38918 38919 38922 38923 38924 38925 38926 38929 38930 38931 38932 38933 38936 38937 38938 38939 38940 38943 38944 38945 38946 38947 38950 38951 38952 38953 38954 38957 38958 38959 38960 38961 38964 38965 38966 38967 38968 38971 38972 38973 38974 38975 38978 38979 38980 38981 38982 38985 38986 38987 38988 38989 38992 38993 38994 38995 38996 38999 39000 39001 39002 39003 39006 39007 39008 39009 39010 39013 39014 39015 39016 39017 39020 39021 39022 39023 39024 39027 39028 39029 39030 39031 39034 39035 39036 39037 39038 39041 39042 39043 39044 39045 39048 39049 39050 39051 39052 39055 39056 39057 39058 39059 39062 39063 39064 39065 39066 39069 39070 39071 39072 39073 39076 39077 39078 39079 39080 39083 39084 39085 39086 39087 39090 39091 39092 39093 39094 39097 39098 39099 39100 39101 39104 39105 39106 39107 39108 39111 39112 39113 39114 39115 39118 39119 39120 39121 39122 39125 39126 39127 39128 39129 39132 39133 39134 39135 39136 39139 39140 39141 39142 39143 39146 39147 39148 39149 39150 39153 39154 39155 39156 39157 39160 39161 39162 39163 39164 39167 39168 39169 39170 39171 39174 39175 39176 39177 39178 39181 39182 39183 39184 39185 39188 39189 39190 39191 39192 39195 39196 39197 39198 39199 39202 39203 39204 39205 39206 39209 39210 39211 39212 39213 39216 39217 39218 39219 39220 39223 39224 39225 39226 39227 39230 39231 39232 39233 39234 39237 39238 39239 39240 39241 39244 39245 39246 39247 39248 39251 39252 39253 39254 39255 39258 39259 39260 39261 39262 39265 39266 39267 39268 39269 39272 39273 39274 39275 39276 39279 39280 39281 39282 39283 39286 39287 39288 39289 39290 39293 39294 39295 39296 39297 39300 39301 39302 39303 39304 39307 39308 39309 39310 39311 39314 39315 39316 39317 39318 39321 39322 39323 39324 39325 39328 39329 39330 39331 39332 39335 39336 39337 39338 39339 39342 39343 39344 39345 39346 39349 39350 39351 39352 39353 39356 39357 39358 39359 39360 39363 39364 39365 39366 39367 39370 39371 39372 39373 39374 39377 39378 39379 39380 39381 39384 39385 39386 39387 39388 39391 39392 39393 39394 39395 39398 39399 39400 39401 39402 39405 39406 39407 39408 39409 39412 39413 39414 39415 39416 65.53 65.95 64.62 64.62 62.47 62.62 63.04 63.18 62.14 61.7 63.83 63.99 63.41 63.42 64.290000000000006 66.569999999999993 66.73 67.5 67.03 65.58 66.87 67.239999999999995 66.94 66.94 66.37 65.5 64.150000000000006 64.83 64.44 63.83 61.25 62.1 60.71 59.41 60.01 58.25 57.69 59.56 59.27 51.93 51.53 52.59 52.31 51.45 51.54 51.56 51.5 50.61 50.1 46.85 48.08 47.95 48.26 49.81 51.96 53.46 52.4 51.39 51.62 51.15 50.12 49.16 50.29 51.9 53.6 51.9 52.88 52.88 54.75 52.03 51.52 52.72 53.35 57.67 56.89 57.46 58.9 58.22 58.09 60.6 60.08 59.03 60.11 60.11 59.57 59.1 58.25 58.17 58.35 64.75 65.680000000000007 64.41 66.02 65.19 64.22 67.2 66.8 67.03 66.47 66.900000000000006 65.58 64.790000000000006 66.010000000000005 68.7 64.41 64.33 62.03 61.98 61.8 61.27 60.66 59.15 60.83 60.64 61.47 59.99 60.47 59.52 60.58 61.97 61.82 61.58 61.26 60.25 60.87 60.87 60.97 59 58.08 57.6 57.45 56.9 58.68 58.79 56.94 56.7 56.89 56.74 55.63 55.7 55.68 55.97 55.9 55.52 56.08 55.77 55.82 55.82 55.47 56.1 56.47 55.91 55.91 55.91 56.01 56.75 55.95 56.15 57.27 56.79 58.4 57.92 57.92 58.54 57.63 56.38 55.67 55.2 54.87 55.11 54.5 53.85 53.15 54.58 58.96 57.93 58.34 57.93 58.55 58.57 58.12 57.4101 57.2 58.4 58.92 59.47 59.91 59.91 61.11 61.97 62.2 62.63 62.23 60 61.23 60.07 59.1 58.13 57.84 58.48 59.29 59.95 60.57 59.46 59.84 59.74 59.1 59.32 59.35 60.42 61.16 61.02 60.77 59.95 58.78 58.76 59.06 59.09 60.22 57.75 57.34 57.34 56.39 56.38 55.73 55.64 56.03 56.23 55.79 56.05 55.83 56.14 56.25 55.7 59.13 57.45 56.8 55.69 56.1 56.94 56.24 56.24 55.95 56.24 56.3 55.52 56.05 55.65 54.94 55.43 54.99 55.15 55.59 56.62 56.92 56.97 56.67 56.67 56 56.6 56.37 56.73 57.59 58.32 50.28 48.78 49.01 47.85 47.64 48.33 48.29 47.98 47.82 47.15 47.04 46.41 46.69 46.35 46.29 46.65 46.02 46.06 46.02 47.55 47.55 47.68 47.9 47.23 47.48 46.7 46.87 46.49 47.26 46.83 46.37 46.45 46.1 46.9 45.979900000000001 41.81 40.58 39.79 41.38 40.64 39.799999999999997 41 41.58 43.04 45.56 47.19 46.37 43.31 44.1 44.36 43.54 43.91 45.23 45 44.65 45.04 44.39 44.59 43.69 42.8 43.21 42.96 43.74 43.74 43.59 43.24 44.46 44.13 43.1 43.4 43.08 43.93 44.53 43.87 44.39 44.48 43.26 43.28 43 40.590000000000003 41.36 41.56 40.799999999999997 42.19 43.12 46.57 47.27 48.11 47.62 48.19 48.95 48.66 47.77 47.57 48.12 48.57 47.82 46.85 47.2 48.81 43.61 41.66 41.05 41.01 40.729999999999997 40.99 39.28 38.21 37.89 37.25 37.19 37.479900000000001 36.619999999999997 36.96 37.85 37.14 37.11 37.01 35.909999999999997 34.64 34.270000000000003 34.270000000000003 35.090000000000003 35.29 35.51 38.01 39.47 40.07 

Exhibit 5 – Comparables

Exhibit 4
PANERA BREAD COMPANY
Data on Comparable Firm Capital Structure
(numbers in thousands except for prices)
Estimates for Year-End 2007 11/30/2007
Revenue EBIT LT Debt Price Shares
Quick Service Restaurants
McDonald’s Corp 22,786,600 3,879,000 8,174,500 56.32 1,165,300
Wendy’s Group Inc. 1,263,717 19,900 739,333 8.10 28,884
Burger King Holdings Inc. 2,234,000 290,000 943,000 25.90 135,000
Domino’s Pizza, Inc. 1,462,870 193,910 1,720,083 13.86 59,665
Jack in the box Inc. 2,513,431 216,996 433,303 29.95 59,736
Casual Dining
Darden Restaurants Inc. 5,567,100 574,400 491,600 38.25 141,400
Ruby Tuesday Inc. 1,410,227 154,855 514,338 13.11 53,240
PF Chang’s China Bistro Inc. 1,084,193 53,312 191,195 25.59 24,152
The Cheesecake Factory Inc. 1,511,577 110,803 175,000 23.29 69,152
California Pizza Kitchen Inc. 632,884 21,517 0 15.91 28,358
Fast Casual
Chipotle Mexican Grill, Inc. 1,085,782 113,706 0 133.15 32,805
Starbucks Corp. 9,411,497 1,053,945 550,000 23.39 727,600
Buffalo Wild Wings Inc. 329,652 28,518 12,585 28.91 17,657
Data sources: Investex, Onesource, Yahoo! Finance, and individual firm 10-K filings.

Worksheet

Multiperiod Forecast
Historic Forecast
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Revenue 363,702 479,139 640,275 828,971 1,050,000
Costs of Goods Sold
Bakery Café 210,822 288,706 399,760 542,916 738,000
Dough Sold to Franchisees 54,967 65,627 75,036 85,618 86,000
Depreciation 18,304 25,298 33,011 44,166 60,000
General and Administrative 31,502 38,735 50,240 63,502 78,000
315,595 418,366 558,047 736,202 962,000
Operating Profit 48,107 60,773 82,228 92,769 88,000
Interest Expense 48 18 50 92 150
Pretax Profit 48,059 60,755 82,178 92,677 87,850
Tax 17,629 22,175 29,995 33,827 31,500
Net Income 30,430 38,580 52,183 58,850 56,350
Current Assets 72,052 84,613 102,774 127,618 150,000
Property, Plant, and Equipment 146,362 201,725 268,809 345,977 430,000
Goodwill and Other Assets 38,421 38,334 66,084 69,014 110,000
Total Assets 256,835 324,672 437,667 542,609 690,000
Current Liabilities 45,643 55,705 86,865 109,610 130,000
Deferred Rent and Other Liabilities 13,616 27,604 33,824 35,333 45,000
Total Liabilities 59,259 83,309 120,689 144,943 175,000
Debt
Equity 197,576 241,363 316,978 397,666
Total Liabilities and Equity 256,835 324,672 437,667 542,609
Historic Percentage of Sales 2003 2004 2005 2006 2007 Average
Bakery Café 57.97% 60.26% 62.44% 65.49% 70.29% 63.29%
Dough Sold to Franchisees 15.11% 13.70% 11.72% 10.33% 8.19% 11.81%
Depreciation 5.03% 5.28% 5.16% 5.33% 5.71% 5.30%
General and Administrative (b) 8.66% 8.08% 7.85% 7.66% 7.43% 7.94%
87% 87% 87% 89% 92% 88%
Current Assets 19.81% 17.66% 16.05% 15.39% 14.29% 16.64%
Property, Plant, and Equipment 40.24% 42.10% 41.98% 41.74% 40.95% 41.40%
Goodwill and Other 10.56% 8.00% 10.32% 8.33% 10.48% 9.54%
Current Liabilities 12.55% 11.63% 13.57% 13.22% 12.38% 12.67%
Deferred Rent and Other 3.74% 5.76% 5.28% 4.26% 4.29% 4.67%
Tax Rate 36.68% 36.50% 36.50% 36.50% 35.86% 36.41%