Glo-Bus Participant’s Guide

Fixed Assets Turnover Inventory Turnover Accounts Receivables Turnover Receivables Turnover Ratio Total Assets Turnover Solvency Total Debt to Asset Ratio Total Debt to Equity Ratio Cash Debt Coverage Ratio Free Cash Flow

the higher costs that came with making a higher quality camera we increased its price. We based

* On Income Statement for December 31, 2011, the number of Revenues, Cost of Goods Sold, Expenses and Net Income will go

The D Company is a camera manufacturing company started 13 years ago by three young entrepreneurs. The head office of the company is located in San Jose California and has three manufacturing facilities at Seattle for USA, Canada and Latin America, Frankfurt for Europe and Africa and Taiwan for Asia Pacific.

Item 7.|  |MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS|  | |25|  |

In order to conclude on the net earnings, a trend was calculated with regards to the return on invested capital (assets). The trend, as computed from the table and graph in annexure 2, shows

Running Head: TEAM DISTINGUISHED IMAGES ANALYSIS Strategic Analysis Analysis 2 The Glo-Bus application was a very challenging and intriguing exercise. Starting out in the simulation, our team was positioned well with a good strategy and several strengths in our first couple of years. Despite this strong start, we struggled to adapt to the changing market conditions and adapting our strategy accordingly. Ultimately, we gained several new insights that should help us each in our future strategy formation and execution efforts.

s. Whether a company’s price is within 5% of the lowest-priced camera branding the region

Belief: in glo-bus 3 years plan, I estimate that the wrong world market trends, because I have not consider more. I though it may go that I think that. But it is a terrible result for me.

* Net Operating Income (NOI), Cash Flow from Operations (CFO) and Cash Flow after Financing (CFAF)

The financial statements are showing that the firm is fiscally sound. This helps executives to capitalize on new opportunities in order to increase the company's earnings. For example, three important areas which are showing how the firm is enhancing their profits margins are in the sales, net earnings and dividends per common shareholder from 2010 to 2012. ("Built to Deliver," 2012)

Current ratio Cash Ratio Parts Inventory Turnover in Days WP Inventory Turnover in Days FG Inventory Turnover in Days A/R Turnover in Days A/P Turnover in Days Cash Conversion Cycle Fixed Assets Turnover Total assets Turnover Debt Ratio LT Debt total Capitalization Times Interest Earned Cash Flow Coverage Gross profit Margin Operating profit Margin Net Profit Margin Return on Assets Return on Equity

YEAR 0 2009 1 2010 2 2011 3 2012 4 2013 5 2014 6 2015 7 2016 8 2017 9 2018 10 Initial Investment Gross Revenue 2 COGS 3 Add'l revenue Less: COGS Loan down payment 4 Loan repayment Depreciation Additional workers Land square required Moving cost 5 Operating Expenses Total Expenses Net Income Before Tax Income Tax Net Income After Tax After Tax Cash Flow ATCF Cummulative ATCF NPV through Year N

Here is a five year view of the actual numbers different profitability, equity, growth, liquidity, efficiency, and cost ratios. Ratios are a great way of comparing themselves to competition or how the company is doing compared to their goals or standards they want to reach over a given period of

* Financial indicators: economic profitability, net income, short-term debt, long term debt, total debt, working capital, profit per employee, dividend per share, etc.