Conch Republic 1 to 6

Account W/P Common Common # Title Ref. Balance Size Balance Size Amount Percentage REVENUE 40000 Sales 246,172,918.44 102.33% 245,213,452.88 106.40% -959,465.56 -0.39% 41000 Sales Returns 4,497,583.20 1.87% 13,600,220.89 5.90% 9,102,637.69 202.39% 42000 Warranty Exp 1,100,281.48 0.46% 1,158,128.47 0.50% 57,846.99 5.26% Net Sales 240,575,053.76 100.00% 230,455,103.52 100.00% (10,119,950.24) -4.21% EXPENSES 50000 COGS 141,569,221.61 58.85% 130,246,645.26 56.52% (11,322,576.35) -8.00% Gross Margin 99,005,832.15 41.15% 100,208,458.26 43.48% 1,202,626.11 1.21% GA-7.4

Firm size |Sales per work |Compare to 1991 | |Large |$120,000 |gain 9% | |Medium |$84,000 |decline 11% | |Small |$80,000 |off 2% | |

|Sales |107 2500.00 |1 222 650 |1 430 500.5 |1 673 685.6 |1 966 580.6 |

-3Table 1. UPS operating results. (in billions of dollars) 2006 Revenue Operating margins Net income CFFO $47.6 14.0% $ 4.2 $ 5.6 2005 $42.6 14.4% $ 3.9 $ 5.8 2004 $36.6 13.6% $ 3.3 $ 5.3 2003 $33.5 13.3% $ 2.9 $ 4.6

This project for Illustrated Excel Module 2 refers to Camile, who owns a franchise of electronics stores with locations in four cities. Camile wants to analyze the sales and sales taxes paid for the most popular products. Through analyzing Camile’s sales, students learn how to estimate expenses, how to examine sales tax amount and calculate an average tax rate, along with how to determine a final revenue. The problem is solved through navigating external sheets, using relative and absolute references, generating function and non-function based equations, and utilizing formatting tools.

550 1 794 2 724 2 779 2 946 3 123 3 310 3 508 3 719 NA NA NA NA 3,0% 59,2x 12,2x 33,7x NA NA NA NA Capital Expenditures 2011 0 4 610 Net Working Capital Accounts Cash (=as a % of Sales Revenue) Accounts

PROBLEM 15.50 (40 minutes) Customer profitability analysis: manufacturer 1 Customer profitability analysis: Sales revenue Cost of goods sold Gross margin Selling and administrative costs: General selling costs General administrative costs Customer-related costs: Sales activity (8,6 x $1000) Order taking (15, 20 x $200) Special handling (800, 600 x $50) Special shipping (18, 20 x $500) Total selling and administrative costs Operating profit CaesarStream $190 000 80 000 110 000 24 000 19 000 8 000 3 000 40 000 9 000 $103 000 $ 7 000 NeroCom $123 800 62 000 61 800 18 000 16 000 6 000 4 000 30 000 10 000 $84 000 ( $22 200)

Exhibit TN-4 CASH FLOW STATEMENTS (%) 2006 Operations Net Income Add/Minus : Depreciations Accounts Receivables Parts Inventory WIP Inventory FG Inventory Accounts Payable Total Investing Land, Plant and Equipment Other Assets Total Financing Long Term debt Total Change in Cash Profitability: 1,160,845,238 1,160,845,238 479,789,073 ,1594,740,016 1,594,740,016 646,808,200 267,974,210 267,974,210 -70,701,212 802,111,997 802,111,997

E F 1 Units Sold Net Cash Flow 2 3 500 -$1,500 4 550 -$450 5 600 $600 6 650 $1,650 7 700 $2,700 8 750 $3,750 9 800 $4,800 10 850 $5,850 11 900 $6,900 12 13 G H I Units Sold Net Cash Flow 750 760 770 780 790 800 $3,750 $3,960 $4,170 $4,380 $4,590 $4,800 J K L Units Sold Net Cash Flow 770 771 772 773 774 775 776 777 778 779 780 $4,170 $4,191 $4,212 $4,233 $4,254 $4,275 $4,296 $4,317 $4,338 $4,359 $4,380

Although Lamar Swimwear’s sales are expanding more rapidly than the industry average, there are other noticeable differences in performance. These differences can

OF DAYS | TOTAL | AVE.SALES VOLUME | AVERAGE SALES PER DAY | NUM. OF DAYS | TOTAL | AVE.SALES VOLUME | AVERAGE SALES PER DAY | NUM. OF DAYS | TOTAL |   |   | | | | | | | | | | | | | | | |   | 250ml | 20 | 15 | 300 | 54 | 16,200.00 | 15 | 300 | 52 | 15,600.00 | 15 | 300 | 52 | 15,600.00 | 95,760.00 |   | 500ml | 30.4 | 15 | 456 | 54 | 24,624.00 | 12 | 364.8 | 52 | 18,969.60 | 14 | 425.6 | 52 | 22,131.20 | 131,358.40 |   | 1Liter | 51.2 | 14 | 716.8 | 54 | 38,707.20 | 14 | 716.8 | 52 | 37,273.60 | 15 | 768 | 52 | 39,936.00 | 218,265.60 |   |   |   |   |   |   |   |   |   |   |   | Total Sales for Lemon Diswashing | 445,384.00 | Kalamansi |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   | 250ml | 20 | 15 | 300 | 54 | 16,200.00 | 14 | 280 | 52 | 14,560.00 | 13 | 260 | 52 | 13,520.00 | 86,440.00 |   | 500ml | 30.4 | 13 | 395.2 | 54 | 21,340.80 | 14 | 425.6 | 52 | 22,131.20 | 15 | 456 | 52 | 23,712.00 | 129,595.20 |   | 1Liter | 51.2 | 15 | 768 | 54 | 41,472.00 | 13 | 665.6 | 52 | 34,611.20 | 14 | 716.8 | 52 | 37,273.60 | 213,094.40 |   |   |   |   |   |   |   |   |   |   |   | Total Sales for Kalamansi Diswashing | 429,129.60 | Apple |   |   |   |   |

sales to Searl Company (ending | |   | | Inventory) | 21,000 | Pearce Company 's percentage of Searl Company 's income | | | | realized from third parties, .80($675,000) | 540,000 | |   |   |   | | | Controlling interest in Consolidated Income | $2,337,000 | Exercise 6-5   2011 Pearce Company 's income from its independent operations $1,500,000 Plus: Pearce Company 's interest in the realized net income of Searl Company: Reported Net income $600,000 Less Amortization of difference between implied and book value ($75,000 + $112,500) (187,500) Less unrealized profit included therein ($90,000 - ) (18,000) Income realized in transaction with third parties $394,500 Pearce Company 's interest therein (0.8 $394,500) $315,600 Controlling interest in consolidated net income $1,815,600   2012 Pearce Company 's income from its independent operations $1,800,000 Plus: Pearce Company 's interest in the realized net income of Searl Company: Reported Net income $750,000 Less amortization of difference between implied and book value (75,000) Less profit included therein that has not been realized in transactions with third parties ($105,000 - ) (21,000) Plus profit realized in 2012 ($90,000 -) 18,000 Income realized in transaction with third parties $672,000 Pearce Company 's interest therein (0.8 $672,000) 537,600 Controlling

EBIT EBIT*(1-t) Dep Capex A/R Inventory A/P WC FCFF NPV 2010 2011 2012 2013 2014 2015 2016 (1,250) 583 994 1,277 1,392 1,503 1,623 (750) 350 596 766 835 902 974 0 152 152 152 152 164 178 1,470 952 152 152 334 361 389 0 729.4931507 1112.0718 1363.1471 1472.1982 1589.9708 1717.1718 0 359.661 500.121 396.008 426.724 460.858 497.724 0 330.118 496.601 605.884 653.308 705.575

Year 0 1 2 3 4 5 6 7 8 Depreciation 0.1429 0.2449 0.1749 0.1249 0.0893 0.0892 0.0893 0.0446 Dep Expense 35725 61225 43725 31225 22325 22300 22325 11150 The instructions already provide depreciation values, however, so it is

Family 5% 5% 0.25% 100% 8%  Step 3: Future Seats Demand Year by Year Year Composite Demand Future Growth (%) Seats Demand 1 919.75 108% 993 2 993 108% 1073 3 1073 108% 1159 4 1159 108% 1251 5 1252 108% 1352 Step 4: Future Supply of Seats Required Year Seats Demand Normal Seat Turnover Supply Required Current Supply New Seats Required Current 919.75 3.5 262.79 311 -48.21 1 993 3.5 283.71 311 -27.29 2 1073 3.5 306.57 311 -4.43 3 1159 3.5 331.14 311 20.14 4 1252 3.5 357.71 311 46.71 5 1352 3.5 386.29 311 75.29 Pro Forma Income Statement for the year one Sales Revenue $3,451,075 Cost of Sales (20% of Sales) $690,215 Gross Profit