Sales Analysis Spreadsheet

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Using the ABC Technologies Inc., Q1 2012 Sales spreadsheet, analyze the data on Q1 2012 Sales identifying the following:

 

  • Monthly sales by Region
  • Quarter One sales by Region
  • Monthly sales by Product
  • Quarter One sales by Product
  • Monthly sales by Region, by Sales people
  • Quarter One sales by Region, by Sales people
  • Create a graph or chart that compares the data in a meaningful way, i.e. compare regions by month, compare products by month, etc…

 

Create a spreadsheet formatted to present your analysis of the sales numbers to management. In your spreadsheet, use the following:

 

  • Use the SUM function
  • The date function
  • An additional math or statistical function of your choice
  • Fill colors to differential areas of your spreadsheet
  • Border lines to differential area of your spreadsheet

    Sheet1

    Date Sales Rep First Name Sales Rep Last Name Region Product Amount
    1/10/12 Carl Jones East Router $899.00
    1/11/12 Kris Smith Central Monitor $219.00
    1/12/12 Steve Gray Central Lap Top $699.00
    1/12/12 Scott Derrick West Keyboard $49.00
    1/12/12 Scott Derrick West PC $649.00
    1/18/12 Tom Palmer East Monitor $219.00
    1/18/12 Sarah Jensen Central Switch $699.00
    1/18/12 Scott Derrick West Monitor $219.00
    1/18/12 Nick Larsen West Hard Drive $199.00
    1/20/12 Garth James East Monitor $219.00
    1/25/12 Tom Johnson West Router $899.00
    1/25/12 Tom Johnson West Monitor $219.00
    1/25/12 Tom Johnson West PC $649.00
    1/28/12 Jeff Marvin West Router $899.00
    1/28/12 Jeff Marvin West Monitor $219.00
    1/28/12 Jeff Marvin West PC $649.00
    2/4/12 John Callahan East Router $899.00
    2/4/12 John Callahan East Switch $699.00
    2/4/12 Paul Davies East Router $899.00
    2/4/12 Paul Davies East Switch $699.00
    2/4/12 Paul Davies East PC $649.00
    2/4/12 Paul Davies East Monitor $219.00
    2/8/12 Jim Ponce East Hard Drive $199.00
    2/8/12 Jim Ponce East Lap Top $699.00
    2/8/12 Jim Ponce East PC $649.00
    2/8/12 Jim Ponce East Keyboard $49.00
    2/10/12 David Johns Central Monitor $219.00
    2/10/12 David Johns Central Switch $699.00
    2/15/12 Jared Christensen West Monitor $219.00
    2/15/12 Jared Christensen West Router $899.00
    2/15/12 Jared Christensen West Hard Drive $199.00
    2/20/12 Sarah Jensen Central Router $899.00
    2/20/12 Sarah Jensen Central Switch $699.00
    2/20/12 Sarah Jensen Central PC $649.00
    2/25/12 Nick Larsen West Lap Top $699.00
    2/25/12 Nick Larsen West PC $649.00
    2/25/12 Nick Larsen West Router $899.00
    3/3/12 Tom Palmer East Router $899.00
    3/3/12 Tom Palmer East Switch $699.00
    3/3/12 Tom Palmer East Lap Top $699.00
    3/8/12 Carl Jones East Router $899.00
    3/8/12 Cal Jones East Switch $699.00
    3/10/12 Jeff Marvin West Monitor $219.00
    3/10/12 Jeff Marvin West Router $899.00
    3/15/12 Tom Johnson West Keyboard $49.00
    3/15/12 Tom Johnson West Monitor $219.00
    3/16/12 Kris Smith Central Switch $699.00
    3/16/12 Kris Smith Central Router $899.00
    3/16/12 Sam Jensen Central PC $649.00
    3/16/12 Sam Jensen Central Lap Top $699.00
    3/20/12 Jared Christensen West Router $899.00
    3/20/12 Jared Christensen West Switch $699.00
    3/25/12 Paul Davies East Lap Top $699.00
    3/27/12 John Callahan Central PC $649.00
    3/28/12 Nick Larsen West Lap Top $699.00
    3/28/12 Nick Larsen West PC $649.00
    3/28/12 Nick Larsen West Router $899.00

    Sheet2

Assignment 2: Genesis Energy Capital Plan Report

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The Genesis Energy operations management team, nearing completion of its agreement with Sensible Essentials, was asked by senior management to present a capital plan for the operating expansion. The capital plan was not to be a wish list but an analysis of the necessary expenditures to successfully establish a fully equipped operating facility overseas.

In addition, senior management requested meaningful financial and operating metrics to ensure that the performance objectives for the facility were being met. The operations management team was given five days to accomplish the following:

 

  1. Calculate the firm’s WACC.
  2. Prepare and analyze each planned capital expenditure.
  3. Evaluate, rank, and recommend the capital expenditures according to beneficial value to the organization, using the evaluation tools NPV, payback, and IRR. Evaluation, ranking, and recommendations should be by category of expenditures. For example, facility, equipment 1, 2, and 3, and inspection.
  4. Using the selected choices in part three, calculate the full cost of establishing a fully equipped facility. This would include the facility, equipment 1, 2, and 3, and inspection. In addition, calculate the payback, NPV, and IRR for the completed facility.
  5. Construct and recommend between three and five metrics to measure the performance of the organization. At least one metric should be dividend decision-making driven.
  6. Prepare an executive summary along with a separate document showing the calculations.

 

Part I

Following the example of the operations management team, do the following:

  1. Download the Capital Budgeting spreadsheet, and compute the WACC for Genesis Energy.
  2. Using the information provided in the spreadsheet, analyze Genesis Energy’s project options. Then, calculate the periodic and cumulative net cash flows for each potential project and its associated options. Please note that there are five projects (facility, equipment pieces 1, 2, and 3, and internal inspection), and that each project offers multiple-configuration options (facility size, equipment type, etc.).
  3. Evaluate, rank, and recommend a specific option for each capital project according to beneficial value to the organization, using the evaluation tools NPV, payback, and IRR.
  4. Construct and recommend between three and five metrics to measure the performance of the new operating strategy. At least one metric should reflect dividend policy as it relates to rewarding shareholders.
  5. Prepare an executive summary describing your recommendations for each project and the overall cost, net cash flows, and expected returns of the operating configuration that you recommend. Be sure to justify your recommendations in terms of the investment criteria applied in Step 3 above. Be sure to report the full cost of the facility as it is configured per your recommendations. Present and justify your operating strategy performance metrics.

Your complete report should include all of your calculations as appendices (5 pages, or 1 page for each project).

 

Part II—Executive Summary Presentation

Because of limited resources in an era of plentiful opportunities, companies must carefully select investments. You analyzed Genesis Energy’s expansion plans and explained your findings in M5: Assignment 1.

This assignment is based on those findings. In this assignment, you will create a PowerPoint presentation that will include the following information:

  • An executive summary of your findings from M5: Assignment 1. Be sure to adhere to the following:
    • The presentation should be approximately 6–8 minutes (or 10–12 slides).
    • A statement of the problem or topic is included.
    • A concise analysis of the findings is included.
    • Specific details from M5: Assignment 1 to highlight or support the summary are incorporated.

Develop a 10–12-slide presentation in PowerPoint format. Apply APA standards to citation of sources. Use the following file naming convention: LastnameFirstInitial_M5_A2.ppt.

Healthcare Financing

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Lokking for someone with exceptional knowledge of Healthcare Financing.  I need help withn an assignment for HCA 311, Week 2 Assignment 2 – Break Even. The question is as follows: Using the example of “From the Front Lines” in Chapter 6 of your text, calculate the break even for the number of procedures.  Use an electronic spreadsheet to show how you computed the break even and embed the spreadsheet in your paper.  Discuss the impact of the various reimbursements (e.g., Medicare, Medicaid, private, or self-pay).  Think about your upcoming capital proposal and how you might use the break-even analysis in your Capital Investment Plan Proposal.

 

The example is:

From the Front Lines

 

We recently purchased an endoscopic ultrasound (EUS), which allows doctors to examine the linings of the esophagus and stomach, as well as the walls of the gastrointestinal tract. It is a necessary, but expensive, piece of equipment, which cost us $20,000 ($11,000 to purchase, plus $9,000 for renovations). Our fixed costs are four full-time equivalent employees at $336,000. Medicare payments are $885 per procedure, and each procedure requires $175 in average variable costs. It has been estimated that we will complete 500 procedures in the first year and 850 procedures in years 2 to 5.

 

IBM Plots Another Share Buyback By William M. Bulkeley The Wall 14927

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Good Morning – based on the attached answer the following:
1. Decompose IBM’s ROE (by quarter) and discuss the factors (and trends) that contribute to
Big Blue’s profitability
2. Evaluate IBM’s Revenue growth, Receivables, and Gross margins and over the period. Be
sure to control for seasonality (e.g., compute the same quarter to same quarter change in these
items).
3. Evaluate IBM’s Earnings per Share (basic), and Identify the factors most responsible for the
increase in IBM’s earnings

IBM PLOTS ANOTHER SHARE BUY BACK.pdf

IBM PLOTS ANOTHER SHARE BUY BACK.pdf

IBM Plots Another Share Buyback
By William M. Bulkeley
The Wall Street Journal
February 27, 2008

Corp. announced its second $15 billion stock-buyback plan in less than a year, boosting its share
price and igniting a stock-market rally.
The announcement helped convince investors that IBM, which had a strong fourth quarter, is
confident in its strategy and outlook and believes its stock is underpriced. IBM shares rose $4.30,
or 3.9%, to $114.38 in 4 p.m. composite trading on the New York Stock Exchange, leading a rally
that boosted the Dow Jones Industrial Average by nearly 1%.
Few companies have relied on share buybacks as much as IBM. The Armonk, N.Y., company has
spent $46.2 billion the last five years on repurchasing its shares — a sum equal to about 30% of its
current market capitalization, or stock-market value, and more than twice the $20 billion it spent on
acquisitions during that period.
The latest buyback comes as Samuel J. Palmisano enters his sixth year as chief executive officer.
During the early years of his tenure, IBM went through a rocky period of lowered forecasts and
divestitures of businesses including its disk-drive and personal-computer units. Until recently, its
stock was stuck at less than its level when Mr. Palmisano took over, while chief rival HewlettPackard Co. has seen a sharp rise in its share price.
IBM’s growing profits from an expanded line of software, steady services business and sales in
foreign markets have helped the company produce a lot of cash. Last year, it reported free cash
flow of $12.4 billion, and it had $16.1 billion in cash at the end of the year.
IBM said it expects to spend about $12.4 billion of the latest
authorized buyback amount during the current year. Funds will
come from operations. It said the reduction in shares will
increase its per-share earnings by five cents to at least $8.25 for
the current year, up at least 16% from 2007. It has forecast $10
to $11 a share in 2010.
"The willingness to make continued share buybacks speaks to
strong faith in the business model," said Thomas Smith, an
equity analyst with Standard & Poor’s who recommends the
stock. Andrew Neff, an analyst with Bear Stearns Cos., said, "We
like where they’re positioned, in big markets where they have a
compelling advantage." He said that IBM has been successful in
purchasing software companies and increasing their sales by
training its huge sales force to peddle the programs.
Last year, IBM spent $18.8 billion on stock buybacks, including a
$12.5 billion accelerated share repurchase in May for which it
borrowed money through a foreign subsidiary in order to avoid U.S. taxes. The Internal Revenue
Service prohibited further use of that technique, which was known as a "Killer B" because it was
designed to circumvent IRS Section 367 (b) covering U.S. tax on repatriated foreign earnings.
Despite the big gain in IBM shares yesterday, buybacks don’t have a very good recent record of
providing superior returns to shareholders and are sometimes criticized as poor uses of corporate
cash. S&P said that 423 members of the S&P 500-stock index did buybacks in the 18-month
period ended June 30, 2007, but only one-quarter of them, including IBM, outperformed the S&P
index through Sept. 30. Buybacks reached record-setting levels in the first half of last year.
Ed Barbini, an IBM spokesman, said the company isn’t stinting on investment in its operations and
has increased spending on research and development in all but one of the past five years. He
noted IBM also has been aggressively purchasing small companies, especially software makers.
The company raised its dividend 33% last year.