i need QAT1 complete to be done with new data
kindle
qat_5_tasks.zipQAT 5 Tasks/Student_Task_1_VLMF6-12-xls_(0314).xls
Task 1
| Student book Task 1 | Please enter your name and WGU ID number in the boxes below. | |||||||||||||||
| Quantitative Analysis for Business | Note: In order to get credit for your work it is critical that you enter your student number correctly. | |||||||||||||||
| QAT1 | Student Name: | |||||||||||||||
| Assignment 309.3.1-01 - Version 3.1 | Student Number: | 246631 | ||||||||||||||
| If you see "####" in the worksheet fields: The worksheet places the "####" symbol in a cell when the number in the cell is too large to display properly for the cell size. If the worksheet cell widths are locked, try using the "zoom" sliding bar (bottom right of window for most workbook apps) to increase the zoom to 100% or larger. The numbers should then display properly in all cells. | ||||||||||||||||
| Answers should be rounded to two decimal places (nearest cent). Scroll down to unlocked cells to show work. | ||||||||||||||||
| SIMULATION TEMPLATE | ||||||||||||||||
| Materials: | ||||||||||||||||
| • The probability that the cost will be $33. | 0.02 | Materials | Labor | Utilities | Total | |||||||||||
| • The probability that the cost will be $35. | 0.13 | Random | Cost | Random | Cost | Random | Cost | Cost | ||||||||
| • The probability that the cost will be $38. | 0.25 | Trial | Number | per Unit | Number | per Unit | Number | per Unit | per Unit | |||||||
| • The probability that the cost will be $39. | 0.6 | 1 | 5 | 1 | 5 | |||||||||||
| 0 | 0 | 2 | 57 | 71 | 42 | |||||||||||
| Labor: | 0 | 3 | 67 | 17 | 65 | |||||||||||
| • The probability that the cost will be $22. | 0.02 | 4 | 44 | 31 | 75 | |||||||||||
| • The probabilitythat the cost will be $23. | 0.23 | 5 | 28 | 44 | 65 | |||||||||||
| • The probability that the cost will be $24. | 0.02 | 6 | 75 | 87 | 95 | |||||||||||
| • The probability that the cost will be $25. | 0.56 | 7 | 35 | 90 | 48 | |||||||||||
| • The probability that the cost will be $28. | 0.17 | 8 | 89 | 27 | 13 | |||||||||||
| 0 | 0 | 9 | 10 | 80 | 67 | |||||||||||
| Utilities: | 0 | 10 | 95 | 68 | 10 | |||||||||||
| • The probability that the cost will be $3. | 0.29 | 11 | 35 | 11 | 99 | |||||||||||
| • The probability that the cost will be $4. | 0.59 | 12 | 27 | 43 | 97 | |||||||||||
| • The probability that the cost will be $6. | 0.12 | |||||||||||||||
| 0 | Total: | Total: | Total: | Total: | ||||||||||||
| 0 | Average cost: | Average cost: | Average cost: | Average cost: | ||||||||||||
| 0 | ||||||||||||||||
| 0 | ||||||||||||||||
| Don't forget parts B and B1. Note: For your calculations in parts B and B1, assume that the company wants to realize an average markup of $20 on each unit sold. | ||||||||||||||||
| Show work below: |
assignment
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Introduction
| Student book Task 1 | ||
| Quantitative Analysis for Business | ||
| QAT1 | ||
| Assignment 309.3.1-01 - Version 3.1 | ||
| You will be asked to provide your name and your WGU ID number. To get started, press the WGU icon below: | ||
| In order that you get full credit for your work it is critical that you enter your student number correctly. | ||
| Name: | ||
| Student Number: | ||
| Click on the WGU icon to start. |
Sheet1
| Click on icon to go to home. | |||||||||||||
| Given: | |||||||||||||
| Management has asked you to help estimate the most likely cost per unit to produce a new product so that they can project profits at different selling prices. | |||||||||||||
| You are to simulate cost behavior using probalistic data from three categories of production and a Monte Carlo simulation. | |||||||||||||
| The probability distributions of cost per unit are as follows. | |||||||||||||
| Materials: | SIMULATION TEMPLATE | ||||||||||||
| • The probability that the cost will be $33. | 0.06 | Materials | Labor | Utilities | Total | ||||||||
| • The probability that the cost will be $35. | 0.06 | Random | Cost | Random | Cost | Random | Cost | Cost | |||||
| • The probability that the cost will be $38. | 0.16 | Trial | Number | per Unit | Number | per Unit | Number | per Unit | per Unit | ||||
| • The probability that the cost will be $39. | 0.72 | 1 | 74 | 1 | 5 | ||||||||
| 2 | 57 | 71 | 42 | ||||||||||
| Labor: | 3 | 67 | 17 | 65 | |||||||||
| • The probability that the cost will be $22. | 0.02 | 4 | 41 | 31 | 75 | ||||||||
| • The probabilitythat the cost will be $23. | 0.35 | 5 | 18 | 44 | 65 | ||||||||
| • The probability that the cost will be $24. | 0.16 | 6 | 75 | 87 | 85 | ||||||||
| • The probability that the cost will be $25. | 0.44 | 7 | 35 | 90 | 48 | ||||||||
| • The probability that the cost will be $28. | 0.03 | 8 | 89 | 27 | 13 | ||||||||
| 9 | 10 | 80 | 67 | ||||||||||
| Utilities: | 10 | 95 | 88 | 10 | |||||||||
| • The probability that the cost will be $3. | 0.36 | 11 | 39 | 11 | 99 | ||||||||
| • The probability that the cost will be $4. | 0.59 | 12 | 17 | 43 | 97 | ||||||||
| • The probability that the cost will be $6. | 0.05 |
Sheet2
| Click on icon to go to home. | |||||||||||||
| Given: | |||||||||||||
| Management has asked you to help estimate the most likely cost per unit to produce a new product so that they can project profits at different selling prices. | |||||||||||||
| You are to simulate cost behavior using probalistic data from three categories of production and a Monte Carlo simulation. | |||||||||||||
| The probability distributions of cost per unit are as follows. | |||||||||||||
| Materials: | SIMULATION TEMPLATE | ||||||||||||
| • The probability that the cost will be $33. | 0.02 | Materials | Labor | Utilities | Total | ||||||||
| • The probability that the cost will be $35. | 0.13 | Random | Cost | Random | Cost | Random | Cost | Cost | |||||
| • The probability that the cost will be $38. | 0.25 | Trial | Number | per Unit | Number | per Unit | Number | per Unit | per Unit | ||||
| • The probability that the cost will be $39. | 0.60 | 1 | 5 | 1 | 5 | ||||||||
| 2 | 57 | 71 | 42 | ||||||||||
| Labor: | 3 | 67 | 17 | 65 | |||||||||
| • The probability that the cost will be $22. | 0.02 | 4 | 44 | 31 | 75 | ||||||||
| • The probabilitythat the cost will be $23. | 0.23 | 5 | 28 | 44 | 65 | ||||||||
| • The probability that the cost will be $24. | 0.02 | 6 | 75 | 87 | 95 | ||||||||
| • The probability that the cost will be $25. | 0.56 | 7 | 35 | 90 | 48 | ||||||||
| • The probability that the cost will be $28. | 0.17 | 8 | 89 | 27 | 13 | ||||||||
| 9 | 10 | 80 | 67 | ||||||||||
| Utilities: | 10 | 95 | 68 | 10 | |||||||||
| • The probability that the cost will be $3. | 0.29 | 11 | 35 | 11 | 99 | ||||||||
| • The probability that the cost will be $4. | 0.59 | 12 | 27 | 43 | 97 | ||||||||
| • The probability that the cost will be $6. | 0.12 |
Sheet3
| Click on icon to go to home. | |||||||||||||
| Given: | |||||||||||||
| Management has asked you to help estimate the most likely cost per unit to produce a new product so that they can project profits at different selling prices. | |||||||||||||
| You are to simulate cost behavior using probalistic data from three categories of production and a Monte Carlo simulation. | |||||||||||||
| The probability distributions of cost per unit are as follows. | |||||||||||||
| Materials: | SIMULATION TEMPLATE | ||||||||||||
| • The probability that the cost will be $33. | 0.20 | Materials | Labor | Utilities | Total | ||||||||
| • The probability that the cost will be $35. | 0.33 | Random | Cost | Random | Cost | Random | Cost | Cost | |||||
| • The probability that the cost will be $38. | 0.37 | Trial | Number | per Unit | Number | per Unit | Number | per Unit | per Unit | ||||
| • The probability that the cost will be $39. | 0.10 | 1 | 74 | 2 | 5 | ||||||||
| 2 | 57 | 77 | 42 | ||||||||||
| Labor: | 3 | 67 | 15 | 65 | |||||||||
| • The probability that the cost will be $22. | 0.18 | 4 | 41 | 31 | 75 | ||||||||
| • The probabilitythat the cost will be $23. | 0.08 | 5 | 28 | 44 | 65 | ||||||||
| • The probability that the cost will be $24. | 0.25 | 6 | 75 | 87 | 95 | ||||||||
| • The probability that the cost will be $25. | 0.19 | 7 | 35 | 90 | 48 | ||||||||
| • The probability that the cost will be $28. | 0.30 | 8 | 79 | 34 | 13 | ||||||||
| 9 | 10 | 80 | 67 | ||||||||||
| Utilities: | 10 | 95 | 88 | 10 | |||||||||
| • The probability that the cost will be $3. | 0.16 | 11 | 39 | 11 | 99 | ||||||||
| • The probability that the cost will be $4. | 0.37 | 12 | 27 | 43 | 97 | ||||||||
| • The probability that the cost will be $6. | 0.47 | ||||||||||||
| QAT0613 |
Sheet4
| Click on icon to go to home. | |||||||||||||
| Given: | |||||||||||||
| Management has asked you to help estimate the most likely cost per unit to produce a new product so that they can project profits at different selling prices. | |||||||||||||
| You are to simulate cost behavior using probalistic data from three categories of production and a Monte Carlo simulation. | |||||||||||||
| The probability distributions of cost per unit are as follows. | |||||||||||||
| Materials: | SIMULATION TEMPLATE | ||||||||||||
| • The probability that the cost will be $33.: | 0.08 | Materials | Labor | Utilities | Total | ||||||||
| • The probability that the cost will be $35. | 0.03 | Random | Cost | Random | Cost | Random | Cost | Cost | |||||
| • The probability that the cost will be $38. | 0.29 | Trial | Number | per Unit | Number | per Unit | Number | per Unit | per Unit | ||||
| • The probability that the cost will be $39. | 0.60 | 1 | 74 | 2 | 5 | ||||||||
| 2 | 57 | 71 | 42 | ||||||||||
| Labor: | 3 | 67 | 17 | 65 | |||||||||
| • The probability that the cost will be $22. | 0.12 | 4 | 64 | 28 | 75 | ||||||||
| • The probabilitythat the cost will be $23. | 0.20 | 5 | 28 | 44 | 65 | ||||||||
| • The probability that the cost will be $24. | 0.04 | 6 | 75 | 87 | 95 | ||||||||
| • The probability that the cost will be $25. | 0.60 | 7 | 35 | 90 | 48 | ||||||||
| • The probability that the cost will be $28. | 0.04 | 8 | 89 | 27 | 13 | ||||||||
| 9 | 9 | 80 | 67 | ||||||||||
| Utilities: | 10 | 95 | 88 | 10 | |||||||||
| • The probability that the cost will be $3. | 0.39 | 11 | 33 | 9 | 99 | ||||||||
| • The probability that the cost will be $4. | 0.49 | 12 | 27 | 43 | 97 | ||||||||
| • The probability that the cost will be $6. | 0.12 |
Sheet5
| Click on icon to go to home. | |||||||||||||
| Given: | |||||||||||||
| Management has asked you to help estimate the most likely cost per unit to produce a new product so that they can project profits at different selling prices. | |||||||||||||
| You are to simulate cost behavior using probalistic data from three categories of production and a Monte Carlo simulation. | |||||||||||||
| The probability distributions of cost per unit are as follows. | |||||||||||||
| Materials: | SIMULATION TEMPLATE | ||||||||||||
| • The probability that the cost will be $33. | 0.04 | Materials | Labor | Utilities | Total | ||||||||
| • The probability that the cost will be $35. | 0.05 | Random | Cost | Random | Cost | Random | Cost | Cost | |||||
| • The probability that the cost will be $38. | 0.12 | Trial | Number | per Unit | Number | per Unit | Number | per Unit | per Unit | ||||
| • The probability that the cost will be $39. | 0.79 | 1 | 74 | 1 | 5 | ||||||||
| 2 | 57 | 71 | 32 | ||||||||||
| Labor: | 3 | 67 | 17 | 65 | |||||||||
| • The probability that the cost will be $22. | 0.02 | 4 | 41 | 31 | 75 | ||||||||
| • The probabilitythat the cost will be $23. | 0.34 | 5 | 28 | 46 | 65 | ||||||||
| • The probability that the cost will be $24. | 0.05 | 6 | 75 | 87 | 95 | ||||||||
| • The probability that the cost will be $25. | 0.39 | 7 | 35 | 90 | 48 | ||||||||
| • The probability that the cost will be $28. | 0.20 | 8 | 89 | 27 | 13 | ||||||||
| 9 | 7 | 68 | 67 | ||||||||||
| Utilities: | 10 | 95 | 72 | 10 | |||||||||
| • The probability that the cost will be $3. | 0.43 | 11 | 39 | 11 | 99 | ||||||||
| • The probability that the cost will be $4. | 0.48 | 12 | 27 | 47 | 97 | ||||||||
| • The probability that the cost will be $6. | 0.09 |
QAT 5 Tasks/Student_Task_2_VLMF6-13-xls_(0314).xls
Task2
| Student book Task 2 | Please enter your name and WGU ID number in the boxes below. | ||||
| Quantitative Analysis for Business | Note: In order to get credit for your work it is crucial that you enter your student number correctly. | ||||
| QAT1 | Student Name: | ||||
| Assignment 309.3.1-01 - Version LMF0613 | Student Number: | 246631 | |||
| After you enter your Student Number, hit the "HOME" key to return to the top of the worksheet. | |||||
| Scroll down to unlocked cells to show work. | |||||
| The contribution to profit from the Brand Y only $12.50 per case compared to $100 per case for private label product Brand X. | |||||
| The recipe for a case of X is 1 unit of Nutrient, 3 units of Color, 15 units of Flavor and 10 units of Grain. | |||||
| The recipe for a case of Y is 2 units of Nutrient, 1 unit of Color, 1 unit of Flavor and 1 unit of Grain. | |||||
| In order to meet government health regulations the manufacturer must use at least 250 units of Flavor. | |||||
| The other ingredients are in short supply, so you must use no more than 400 units of Nutrient, no more than 500 units of Color, and no more than 600 units of Grain. | |||||
| 0 | |||||
| 0 | |||||
| graph2 | |||||
| Show work below: |
assignment
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Please enter your name and student ID number above to begin your task.
Sheet1
| Click on icon to go to home. |
| Given: |
| The contribution to profit from the Brand Y only $12.50 per case compared to $100 per case for private label product Brand X. |
| The recipe for a case of X is 1 unit of Nutrient, 3 units of Color, 15 units of Flavor and 10 units of Grain. |
| The recipe for a case of Y is 2 units of Nutrient, 1 unit of Color, 1 unit of Flavor and 1 unit of Grain. |
| In order to meet government health regulations the manufacturer |
| must use at least 200 units of Nutrient when it cooks a batch of X and Y. |
| The other ingredients are in short supply, so you must use no more than 500 units of Color, no more than 250 units of Flavor, and no more than 600 units of Grain |
Sheet2
| Click on icon to go to home. |
| Given: |
| The contribution to profit from the Brand Y only $12.50 per case compared to $100 per case for private label product Brand X. |
| The recipe for a case of X is 1 unit of Nutrient, 3 units of Color, 15 units of Flavor and 10 units of Grain. |
| The recipe for a case of Y is 2 units of Nutrient, 1 unit of Color, 1 unit of Flavor and 1 unit of Grain. |
| In order to meet government health regulations the manufacturer must use at least 250 units of Flavor. |
| The other ingredients are in short supply, so you must use no more than 400 units of Nutrient, no more than 500 units of Color, and no more than 600 units of Grain. |
Sheet3
| Click on icon to go to home. |
| Given: |
| The contribution to profit from the Brand Y only $12.50 per case compared to $100 per case for private label product Brand X. |
| The recipe for a case of X is 1 unit of Nutrient, 3 units of Color, 15 units of flavor and 10 units of Grain. |
| The recipe for a case of Y is 2 units of Nutrient, 1 unit of Color, 1 unit of flavor and 1 unit of Grain. |
| The ingredients are in short supply, so it must use no more than 200 units of Nutrient, no more than 500 units of Color, no more than 250 units of flavor, and no more than 500 units of Grain. |
Sheet4
| Click on icon to go to home. | ||||||||||||||||||||||
| Given: | ||||||||||||||||||||||
| The contribution to profit from the Brand Y only $12.50 per case compared to $100 per case for private label product Brand X. | ||||||||||||||||||||||
| The recipe for a case of X is 1 unit of Nutrient, 2 units of Color, 6 units of flavor and 10 units of Grain. | ||||||||||||||||||||||
| The recipe for a case of Y is 2 units of Nutrient, 1 unit of Color, 1 unit of flavor and 1 unit of Grain. | ||||||||||||||||||||||
| The ingredients are in short supply, so you must use no more than 500 units of Nutrient, no more than 150 units of Color, no more than 400 units of flavor, and no more than 300 units of Grain. | ||||||||||||||||||||||
| increment = | 1 | |||||||||||||||||||||
| x | y | |||||||||||||||||||||
| Nutrient | 1 | 2 | ≤ | 200 | ||||||||||||||||||
| Color | 3 | 1 | ≤ | 500 | ||||||||||||||||||
| Flavor | 15 | 1 | ≤ | 250 | ||||||||||||||||||
| Grain | 10 | 1 | ≤ | 600 | ||||||||||||||||||
| p | 100 | 12.5 | = | 5000 | ||||||||||||||||||
| X | Nutrient | Color | Flavor | Grain | Profit | |||||||||||||||||
| 1 | 0 | 100 | 500 | 250 | 600 | 400 | ||||||||||||||||
| 2 | 1 | 99.5 | 497 | 235 | 590 | 392 | ||||||||||||||||
| 3 | 2 | 99 | 494 | 220 | 580 | 384 | ||||||||||||||||
| 4 | 3 | 98.5 | 491 | 205 | 570 | 376 | ||||||||||||||||
| 5 | 4 | 98 | 488 | 190 | 560 | 368 | ||||||||||||||||
| 6 | 5 | 97.5 | 485 | 175 | 550 | 360 | ||||||||||||||||
| 7 | 6 | 97 | 482 | 160 | 540 | 352 | ||||||||||||||||
| 8 | 7 | 96.5 | 479 | 145 | 530 | 344 | ||||||||||||||||
| 9 | 8 | 96 | 476 | 130 | 520 | 336 | ||||||||||||||||
| 10 | 9 | 95.5 | 473 | 115 | 510 | 328 | ||||||||||||||||
| 11 | 10 | 95 | 470 | 100 | 500 | 320 | ||||||||||||||||
| 12 | 11 | 94.5 | 467 | 85 | 490 | 312 | ||||||||||||||||
| 13 | 12 | 94 | 464 | 70 | 480 | 304 | ||||||||||||||||
| 14 | 13 | 93.5 | 461 | 55 | 470 | 296 | ||||||||||||||||
| 15 | 14 | 93 | 458 | 40 | 460 | 288 | ||||||||||||||||
| 16 | 15 | 92.5 | 455 | 25 | 450 | 280 | ||||||||||||||||
| 17 | 16 | 92 | 452 | 10 | 440 | 272 | ||||||||||||||||
| 18 | 17 | 91.5 | 449 | -5 | 430 | 264 | ||||||||||||||||
| 19 | 18 | 91 | 446 | -20 | 420 | 256 | ||||||||||||||||
| 20 | 19 | 90.5 | 443 | -35 | 410 | 248 | ||||||||||||||||
| 21 | 20 | 90 | 440 | -50 | 400 | 240 | ||||||||||||||||
| 22 | 21 | 89.5 | 437 | -65 | 390 | 232 | ||||||||||||||||
| 23 | 22 | 89 | 434 | -80 | 380 | 224 | ||||||||||||||||
| 24 | 23 | 88.5 | 431 | -95 | 370 | 216 | ||||||||||||||||
| 25 | 24 | 88 | 428 | 0 | 360 | 208 | ||||||||||||||||
| 26 | 25 | 87.5 | 425 | 0 | 350 | 200 | ||||||||||||||||
| 27 | 26 | 87 | 422 | 0 | 340 | 192 | ||||||||||||||||
| 28 | 27 | 86.5 | 419 | 0 | 330 | 184 | ||||||||||||||||
| 29 | 28 | 86 | 416 | 0 | 320 | 176 | ||||||||||||||||
| 30 | 29 | 85.5 | 413 | 0 | 310 | 168 | ||||||||||||||||
| 31 | 30 | 85 | 410 | 0 | 300 | 160 | ||||||||||||||||
| 32 | 31 | 84.5 | 407 | 0 | 290 | 152 | ||||||||||||||||
| 33 | 32 | 84 | 404 | 0 | 280 | 144 | ||||||||||||||||
| 34 | 33 | 83.5 | 401 | 0 | 270 | 136 | ||||||||||||||||
| 35 | 34 | 83 | 398 | 0 | 260 | 128 | ||||||||||||||||
| 36 | 35 | 82.5 | 395 | 0 | 250 | 120 | ||||||||||||||||
| 37 | 36 | 82 | 392 | 0 | 240 | 112 | ||||||||||||||||
| 38 | 37 | 81.5 | 389 | 0 | 230 | 104 | ||||||||||||||||
| 39 | 38 | 81 | 386 | 0 | 220 | 96 | ||||||||||||||||
| 40 | 39 | 80.5 | 383 | 0 | 210 | 88 | ||||||||||||||||
| 41 | 40 | 80 | 380 | 0 | 200 | 80 | ||||||||||||||||
| 42 | 41 | 79.5 | 377 | 0 | 190 | 72 | ||||||||||||||||
| 43 | 42 | 79 | 374 | 0 | 180 | 64 | ||||||||||||||||
| 44 | 43 | 78.5 | 371 | 0 | 170 | 56 | ||||||||||||||||
| 45 | 44 | 78 | 368 | 0 | 160 | 48 | ||||||||||||||||
| 46 | 45 | 77.5 | 365 | 0 | 150 | 40 | ||||||||||||||||
| 47 | 46 | 77 | 362 | 0 | 140 | 32 | ||||||||||||||||
| 48 | 47 | 76.5 | 359 | 0 | 130 | 24 | ||||||||||||||||
| 49 | 48 | 76 | 356 | 0 | 120 | 16 | ||||||||||||||||
| 50 | 49 | 75.5 | 353 | 0 | 110 | 8 | ||||||||||||||||
| 51 | 50 | 75 | 350 | 0 | 100 | 0 | ||||||||||||||||
| 52 | 51 | 74.5 | 347 | 0 | 90 | 0 | ||||||||||||||||
| 53 | 52 | 74 | 344 | 0 | 80 | 0 | ||||||||||||||||
| 54 | 53 | 73.5 | 341 | 0 | 70 | 0 | ||||||||||||||||
| 55 | 54 | 73 | 338 | 0 | 60 | 0 | ||||||||||||||||
| 56 | 55 | 72.5 | 335 | 0 | 50 | 0 | ||||||||||||||||
| 57 | 56 | 72 | 332 | 0 | 40 | 0 | ||||||||||||||||
| 58 | 57 | 71.5 | 329 | 0 | 30 | 0 | ||||||||||||||||
| 59 | 58 | 71 | 326 | 0 | 20 | 0 | ||||||||||||||||
| 60 | 59 | 70.5 | 323 | 0 | 10 | 0 | ||||||||||||||||
| 61 | 60 | 70 | 320 | 0 | 0 | 0 | ||||||||||||||||
| 62 | 61 | 69.5 | 317 | 0 | 0 | 0 | ||||||||||||||||
| 63 | 62 | 69 | 314 | 0 | 0 | 0 | ||||||||||||||||
| 64 | 63 | 68.5 | 311 | 0 | 0 | 0 | ||||||||||||||||
| 65 | 64 | 68 | 308 | 0 | 0 | 0 | ||||||||||||||||
| 66 | 65 | 67.5 | 305 | 0 | 0 | 0 | ||||||||||||||||
| 67 | 66 | 67 | 302 | 0 | 0 | 0 | ||||||||||||||||
| 68 | 67 | 66.5 | 299 | 0 | 0 | 0 | ||||||||||||||||
| 69 | 68 | 66 | 296 | 0 | 0 | 0 | ||||||||||||||||
| 70 | 69 | 65.5 | 293 | 0 | 0 | 0 | ||||||||||||||||
| 71 | 70 | 65 | 290 | 0 | 0 | 0 | ||||||||||||||||
| 72 | 71 | 64.5 | 287 | 0 | 0 | 0 | ||||||||||||||||
| 73 | 72 | 64 | 284 | 0 | 0 | 0 | ||||||||||||||||
| 74 | 73 | 63.5 | 281 | 0 | 0 | 0 | ||||||||||||||||
| 75 | 74 | 63 | 278 | 0 | 0 | 0 | ||||||||||||||||
| 76 | 75 | 62.5 | 275 | 0 | 0 | 0 | ||||||||||||||||
| 77 | 76 | 62 | 272 | 0 | 0 | 0 | ||||||||||||||||
| 78 | 77 | 61.5 | 269 | 0 | 0 | 0 | ||||||||||||||||
| 79 | 78 | 61 | 266 | 0 | 0 | 0 | ||||||||||||||||
| 80 | 79 | 60.5 | 263 | 0 | 0 | 0 | ||||||||||||||||
| 81 | 80 | 60 | 260 | 0 | 0 | 0 | ||||||||||||||||
| 82 | 81 | 59.5 | 257 | 0 | 0 | 0 | ||||||||||||||||
| 83 | 82 | 59 | 254 | 0 | 0 | 0 | ||||||||||||||||
| 84 | 83 | 58.5 | 251 | 0 | 0 | 0 | ||||||||||||||||
| 85 | 84 | 58 | 248 | 0 | 0 | 0 | ||||||||||||||||
| 86 | 85 | 57.5 | 245 | 0 | 0 | 0 | ||||||||||||||||
| 87 | 86 | 57 | 242 | 0 | 0 | 0 | ||||||||||||||||
| 88 | 87 | 56.5 | 239 | 0 | 0 | 0 | ||||||||||||||||
| 89 | 88 | 56 | 236 | 0 | 0 | 0 | ||||||||||||||||
| 90 | 89 | 55.5 | 233 | 0 | 0 | 0 | ||||||||||||||||
| 91 | 90 | 55 | 230 | 0 | 0 | 0 | ||||||||||||||||
| 92 | 91 | 54.5 | 227 | 0 | 0 | 0 | ||||||||||||||||
| 93 | 92 | 54 | 224 | 0 | 0 | 0 | ||||||||||||||||
| 94 | 93 | 53.5 | 221 | 0 | 0 | 0 | ||||||||||||||||
| 95 | 94 | 53 | 218 | 0 | 0 | 0 | ||||||||||||||||
| 96 | 95 | 52.5 | 215 | 0 | 0 | 0 | ||||||||||||||||
| 97 | 96 | 52 | 212 | 0 | 0 | 0 | ||||||||||||||||
| 98 | 97 | 51.5 | 209 | 0 | 0 | 0 | ||||||||||||||||
| 99 | 98 | 51 | 206 | 0 | 0 | 0 | ||||||||||||||||
| 100 | 99 | 50.5 | 203 | 0 | 0 | 0 |
Sheet5
| Click on icon to go to home. |
| Given: |
| The contribution to profit from the Brand Y only $12.50 per case compared to $100 per case for private label product Brand X. |
| The recipe for a case of X is 1 unit of Nutrient, 2 units of Color, 6 units of flavor and 10 units of Grain. |
| The recipe for a case of Y is 2 units of Nutrient, 1 unit of Color, 1 unit of flavor and 1 unit of Grain. |
| In order to meet government health regulations the manufacturer must use at least 500 units of Nutrient and at least 150 units of Color |
| The other ingredients are in short supply, so it must use no more than 400 units of flavor and no more than 300 units of Grain. |
QAT 5 Tasks/Student_Task_3_VLMF7-22-XLS.xls
Task 3
| Student book Task 3 | Please enter your name and WGU ID number in the boxes below. | ||||
| Quantitative Analysis for Business | Note: In order to get credit for your work it is critical that you enter your student number correctly. | ||||
| QAT1 | Student Name: | ||||
| Assignment 309.3.1-06, 07 - Version 3 | Student Number: | 246631 | |||
| Scroll down to unlocked cells to show work. | |||||
| Company A: | |||||
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model | |||||
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current | |||||
| interest rate is 1.5%. The chain estimates it can sell 30,000 units per year and it pays $575 dollars | |||||
| per unit. It costs $48 dollars to place each order. How many units should it order each time? | |||||
| You should round your answer up to the nearest laptop unit. | |||||
| 0 | |||||
| Company B: | |||||
| A manufacturer of laptop computers operates a plant with an annual capacity of 6,630,000 | |||||
| laptop units. One of its models is expected to sell 390,000 units in the coming year. | |||||
| How large should each product lot be if it costs $575 to change production from one model to | |||||
| another. Assume that the manufacturer values each laptop unit at $280 dollars and it has a | |||||
| holding interest rate of 2%. You should round your answer up to the nearest laptop unit. | |||||
| Show work below: |
assignment
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Sheet1
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| holding rate is 4.5%. The chain estimates it can sell 30,000 units per year and it pays $425 dollars |
| per unit. It costs $36 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 6,630,000 |
| laptop units. One of its models is expected to sell 390,000 units in the coming year. |
| How large should each product lot be if it costs $425 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $210 dollars and it has a |
| holding rate of 5.5%. You should round your answer up to the nearest laptop unit. |
Sheet2
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 1.5%. The chain estimates it can sell 30,000 units per year and it pays $575 dollars |
| per unit. It costs $48 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 6,630,000 |
| laptop units. One of its models is expected to sell 390,000 units in the coming year. |
| How large should each product lot be if it costs $575 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $280 dollars and it has a |
| holding interest rate of 2%. You should round your answer up to the nearest laptop unit. |
Sheet3
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| holding rate is 5%. The chain estimates it can sell 70,000 units per year and it pays $400 dollars |
| per unit. It costs $34 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 15,470,000 |
| laptop units. One of its models is expected to sell 910,000 units in the coming year. |
| How large should each product lot be if it costs $400 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $200 dollars and it has a |
| holding rate of 6%. You should round your answer up to the nearest laptop unit. |
Sheet4
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| holding rate is 5.5%. The chain estimates it can sell 670,000 units per year and it pays $375 dollars |
| per unit. It costs $320 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 148,070,000 |
| laptop units. One of its models is expected to sell 8,710,000 units in the coming year. |
| How large should each product lot be if it costs $3750 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $190 dollars and it has a |
| holding rate of 6.5%. You should round your answer up to the nearest laptop unit. |
Sheet5
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| holding rate is 3%. The chain estimates it can sell 400,000 units per year and it pays $500 dollars |
| per unit. It costs $42 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 88,400,000 |
| laptop units. One of its models is expected to sell 5,200,000 units in the coming year. |
| How large should each product lot be if it costs $500 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $250 dollars and it has a |
| holding rate of 4%. You should round your answer up to the nearest laptop unit. |
Sheet11
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 6%. The chain estimates it can sell 850,000 units per year and it pays $350 dollars |
| per unit. It costs $30 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 187,850,000 |
| laptop units. One of its models is expected to sell 11,050,000 units in the coming year. |
| How large should each product lot be if it costs $350 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $180 dollars and it has a |
| holding interest rate of 7%. You should round your answer up to the nearest laptop unit. |
Sheet12
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 6.5%. The chain estimates it can sell 700,000 units per year and it pays $325 dollars |
| per unit. It costs $28 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 154,700,000 |
| laptop units. One of its models is expected to sell 9,100,000 in the coming year. |
| How large should each product lot be if it costs $325 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $160 dollars and it has a |
| holding interest rate of 7.5%. You should round your answer up to the nearest laptop unit. |
Sheet13
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 7%. The chain estimates it can sell 520,000 units per year and it pays $300 dollars |
| per unit. It costs $26 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 114,920,000 |
| laptop units. One of its models is expected to sell 6,760,000 units in the coming year. |
| How large should each product lot be if it costs $300 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $150 dollars and it has a |
| holding interest rate of 8%. You should round your answer up to the nearest laptop unit. |
Sheet14
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 7.5%. The chain estimates it can sell 80,000 units per year and it pays $275 dollars |
| per unit. It costs $24 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 17,680,000 |
| laptop units. One of its models is expected to sell 1,040,000 units in the coming year. |
| How large should each product lot be if it costs $275 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $140 dollars and it has a |
| holding interest rate of 8.5%. You should round your answer up to the nearest laptop unit. |
Sheet15
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 8%. The chain estimates it can sell 120,000 units per year and it pays $250 dollars |
| per unit. It costs $22 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 26,520,000 |
| laptop units. One of its models is expected to sell 1,560,000 units in the coming year. |
| How large should each product lot be if it costs $250 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $130 dollars and it has a |
| holding interest rate of 9%. You should round your answer up to the nearest laptop unit. |
Sheet16
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 8.5%. The chain estimates it can sell 950,000 units per year and it pays $225 dollars |
| per unit. It costs $20 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 209,950,000 |
| laptop units. One of its models is expected to sell 12,350,000 units in the coming year. |
| How large should each product lot be if it costs $225 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $110 dollars and it has a |
| holding interest rate of 9.5%. You should round your answer up to the nearest laptop unit. |
Sheet17
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 1%. The chain estimates it can sell 80,000 units per year and it pays $700 dollars |
| per unit. It costs $55 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 18,000,000 |
| laptop units. One of its models is expected to sell 1,500,000 units in the coming year. |
| How large should each product lot be if it costs $600 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $400 dollars and it has a |
| holding interest rate of 2%. You should round your answer up to the nearest laptop unit. |
Sheet18
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 2.5%. The chain estimates it can sell 30,000 units per year and it pays $575 dollars |
| per unit. It costs $100 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 5,000,000 |
| laptop units. One of its models is expected to sell 390,000 units in the coming year. |
| How large should each product lot be if it costs $2,000 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $280 dollars and it has a |
| holding interest rate of 3%. You should round your answer up to the nearest laptop unit. |
Sheet19
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 4%. The chain estimates it can sell 200,000 units per year and it pays $600 dollars |
| per unit. It costs 150 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 9,000,000 |
| laptop units. One of its models is expected to sell 1,000,000 units in the coming year. |
| How large should each product lot be if it costs $2,000 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $200 dollars and it has a |
| holding interest rate of 3%. You should round your answer up to the nearest laptop unit. |
Sheet20
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 3%. The chain estimates it can sell 50,000 units per year and it pays $525 dollars |
| per unit. It costs $44 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 10,000,000 |
| laptop units. One of its models is expected to sell 1,000,000 units in the coming year. |
| How large should each product lot be if it costs $1000 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $500 dollars and it has a |
| holding interest rate of 5.0%. You should round your answer up to the nearest laptop unit. |
Sheet21
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 3%. The chain estimates it can sell 100,000 units per year and it pays $500 dollars |
| per unit. It costs $50 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 20,000,000 |
| laptop units. One of its models is expected to sell 1,000,000 units in the coming year. |
| How large should each product lot be if it costs $500 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $250 dollars and it has a |
| holding interest rate of 4%. You should round your answer up to the nearest laptop unit. |
Sheet22
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 4.0%. The chain estimates it can sell 100,000 units per year and it pays $475 dollars |
| per unit. It costs $40 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 80,000 |
| laptop units. One of its models is expected to sell 10,000 units in the coming year. |
| How large should each product lot be if it costs $475 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $240 dollars and it has a |
| holding interest rate of 4.5%. You should round your answer up to the nearest laptop unit. |
Sheet23
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 4%. The chain estimates it can sell 10,000 units per year and it pays $500 dollars |
| per unit. It costs $38 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 15,000,000 |
| laptop units. One of its models is expected to sell 1,000,000 units in the coming year. |
| How large should each product lot be if it costs $500 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $250 dollars and it has a |
| holding interest rate of 5%. You should round your answer up to the nearest laptop unit. |
Sheet24
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 4.5%. The chain estimates it can sell 10,000 units per year and it pays $425 dollars |
| per unit. It costs $30 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 4,000,000 |
| laptop units. One of its models is expected to sell 900,000 units in the coming year. |
| How large should each product lot be if it costs $10,000 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $150 dollars and it has a |
| holding interest rate of 5.5%. You should round your answer up to the nearest laptop unit. |
Sheet25
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 5%. The chain estimates it can sell 10,000 units per year and it pays $400 dollars |
| per unit. It costs $300 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 10,000,000 |
| laptop units. One of its models is expected to sell 910,000 units in the coming year. |
| How large should each product lot be if it costs $1000 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $200 dollars and it has a |
| holding interest rate of 6%. You should round your answer up to the nearest laptop unit. |
Sheet26
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 4.0%. The chain estimates it can sell 6,000 units per year and it pays $375 dollars |
| per unit. It costs $10 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 10,000 |
| laptop units. One of its models is expected to sell 2,000 units in the coming year. |
| How large should each product lot be if it costs $1,000 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $100 dollars and it has a |
| holding interest rate of 6.5%. You should round your answer up to the nearest laptop unit. |
Sheet27
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 6%. The chain estimates it can sell 150,000 units per year and it pays $350 dollars |
| per unit. It costs $100 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 20,000,000 |
| laptop units. One of its models is expected to sell 1,000,000 units in the coming year. |
| How large should each product lot be if it costs $350 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $180 dollars and it has a |
| holding interest rate of 4%. You should round your answer up to the nearest laptop unit. |
Sheet28
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 6.5%. The chain estimates it can sell 100,000 units per year and it pays $700 dollars |
| per unit. It costs $100 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 50,000 |
| laptop units. One of its models is expected to sell 20,000 in the coming year. |
| How large should each product lot be if it costs $325 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $160 dollars and it has a |
| holding interest rate of 2.0%. You should round your answer up to the nearest laptop unit. |
Sheet29
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 7%. The chain estimates it can sell 100,000 units per year and it pays $300 dollars |
| per unit. It costs $200 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 20,000,000 |
| laptop units. One of its models is expected to sell 760,000 units in the coming year. |
| How large should each product lot be if it costs $300 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $150 dollars and it has a |
| holding interest rate of 4%. You should round your answer up to the nearest laptop unit. |
Sheet30
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 7.5%. The chain estimates it can sell 10,000 units per year and it pays $275 dollars |
| per unit. It costs $24 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 1,680,000 |
| laptop units. One of its models is expected to sell 50000 units in the coming year. |
| How large should each product lot be if it costs $275 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $140 dollars and it has a |
| holding interest rate of 8.5%. You should round your answer up to the nearest laptop unit. |
Sheet31
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 8%. The chain estimates it can sell 10,000 units per year and it pays $250 dollars |
| per unit. It costs $22 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 1,520,000 |
| laptop units. One of its models is expected to sell 156,000 units in the coming year. |
| How large should each product lot be if it costs $250 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $130 dollars and it has a |
| holding interest rate of 9%. You should round your answer up to the nearest laptop unit. |
Sheet32
| Click on the WGU icon to go to home. |
| An electronic retail chain wishes to minimize its ordering costs for a particularly popular model |
| of laptop computer. This retail chain has a line of credit to finance its inventory and the current |
| interest rate is 8.5%. The chain estimates it can sell 5,000 units per year and it pays $225 dollars |
| per unit. It costs $19 dollars to place each order. How many units should it order each time? |
| You should round your answer up to the nearest laptop unit. |
| A manufacturer of laptop computers operates a plant with an annual capacity of 20,000,000 |
| laptop units. One of its models is expected to sell 1,000,000 units in the coming year. |
| How large should each product lot be if it costs $317 to change production from one model to |
| another. Assume that the manufacturer values each laptop unit at $110 dollars and it has a |
| holding interest rate of 5.00%. You should round your answer up to the nearest laptop unit. |
QAT 5 Tasks/Student_Task_4_VLMF6-13-xls_(0314).xls
Task 4
| Student book Task 4 | Please enter your name and WGU Student ID number in the boxes below. | ||||||||||||||
| Quantitative Analysis for Business | Note: In order to get credit for your work it is crucial that you enter your WGU student ID number correctly. | ||||||||||||||
| QAT1 | Student Name: | ||||||||||||||
| Assignment 309.3.2- 01-06 - Version LMF05-28 | Student Number: | 246631 | Scroll down to unlocked cells to show work. | ||||||||||||
| PERT/CPM Analysis Table 1.1 | PERT/CPM Analysis Table 1.2 | ||||||||||||||
| Task | Preceding Activity | Optimistic Time to Complete (weeks) | Probable Time to Complete (weeks) | Pessimistic Time to Complete (weeks) | Expected Time to Complete (weeks) | Variance (weeks) | Task | Expected Time to Complete Normal (weeks) | Crash (weeks) | Normal Cost | Crash Cost | Maximum Reduction in Time | Crash Cost per week | ||
| START | 0 | 0 | 0 | 0 | START | 0 | 0 | 0 | |||||||
| A | start | 5 | 6 | 13 | A | 2 | 8400 | 18900 | |||||||
| B | A | 6 | 9.2 | 11.2 | B | 5 | 28000 | 40000 | |||||||
| C | A | 0.9 | 1.6 | 1.7 | C | 1 | 18000 | 24000 | |||||||
| D | B,C | 7 | 8 | 9 | D | 7 | 36800 | 44800 | |||||||
| E | C | 8 | 12 | 25 | E | 3 | 14000 | 16800 | |||||||
| F | A | 25.5 | 27 | 43.5 | F | 6 | 20000 | 24000 | |||||||
| G | D | 5 | 7.2 | 8.2 | G | 5 | 18200 | 21200 | |||||||
| H | G | 3 | 6.1 | 8.6 | H | 4 | 44000 | 64000 | |||||||
| I | E, H, F | 6 | 8.1 | 15.6 | I | 7 | 26000 | 36000 | |||||||
| Show work below: | |||||||||||||||
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
assignment
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Sheet1
| Click on the icon to go to home | ||||||||||||||
| PERT/CPM Analysis | PERT/CPM Analysis | |||||||||||||
| Task Detail Table 1.1 | Task Detail Table 1.2 | |||||||||||||
| Task | Preceding Activity | Optimistic Time to Complete (weeks) | Probable Time to Complete (weeks) | Pessimistic Time to Complete (weeks) | Expected Time to Complete (weeks) | Variance (weeks) | Task | Expected Time to Complete Normal (weeks) | Crash (weeks) | Normal Cost | Crash Cost | Maximum Reduction in Time | Crash Cost per week | |
| START | START | |||||||||||||
| A | start | 2 | 4.3 | 4.8 | A | 2 | $8,400 | $14,000 | ||||||
| B | A | 5 | 10.2 | 14.2 | B | 5 | $28,000 | $40,000 | ||||||
| C | A | 1 | 1.4 | 2.4 | C | 1 | $18,000 | $24,000 | ||||||
| D | B,C | 7 | 8 | 15 | D | 7 | $36,800 | $44,800 | ||||||
| E | C | 8 | 15 | 25 | E | 8 | $14,000 | $16,800 | ||||||
| F | A | 30 | 32 | 43 | F | 6 | $20,000 | $24,000 | ||||||
| G | D | 5 | 7 | 15 | G | 5 | $18,200 | $28,000 | ||||||
| H | G | 3 | 6.9 | 11.4 | H | 4 | $44,000 | $64,000 | ||||||
| I | E, H, F | 6 | 7.5 | 9 | I | 6 | $26,000 | $36,000 | ||||||
| END | END |
Sheet2
| Click on the icon to go to home | ||||||||||||||
| PERT/CPM Analysis | PERT/CPM Analysis | |||||||||||||
| Task Detail Table 1.1 | Task Detail Table 1.2 | |||||||||||||
| Task | Preceding Activity | Optimistic Time to Complete (weeks) | Probable Time to Complete (weeks) | Pessimistic Time to Complete (weeks) | Expected Time to Complete (weeks) | Variance (weeks) | Task | Expected Time to Complete Normal (weeks) | Crash (weeks) | Normal Cost | Crash Cost | Maximum Reduction in Time | Crash Cost per week | |
| START | START | |||||||||||||
| A | start | 5 | 6 | 13 | A | 2 | $ 8,400 | $ 18,900 | ||||||
| B | A | 6 | 9.2 | 11.2 | B | 5 | $ 28,000 | $ 40,000 | ||||||
| C | A | 0.9 | 1.6 | 1.7 | C | 1 | $ 18,000 | $ 24,000 | ||||||
| D | B,C | 7 | 8 | 9 | D | 7 | $ 36,800 | $ 44,800 | ||||||
| E | C | 8 | 12 | 25 | E | 3 | $ 14,000 | $ 16,800 | ||||||
| F | A | 25.5 | 27 | 43.5 | F | 6 | $ 20,000 | $ 24,000 | ||||||
| G | D | 5 | 7.2 | 8.2 | G | 5 | $ 18,200 | $ 21,200 | ||||||
| H | G | 3 | 6.1 | 8.6 | H | 4 | $ 44,000 | $ 64,000 | ||||||
| I | E, H, F | 6 | 8.1 | 15.6 | I | 7 | $ 26,000 | $ 36,000 | ||||||
| END | END |
Sheet3
| Click on the icon to go to home | ||||||||||||||
| PERT/CPM Analysis | PERT/CPM Analysis | |||||||||||||
| Task Detail Table 1.1 | Task Detail Table 1.2 | |||||||||||||
| Task | Preceding Activity | Optimistic Time to Complete (weeks) | Probable Time to Complete (weeks) | Pessimistic Time to Complete (weeks) | Expected Time to Complete (weeks) | Variance (weeks) | Task | Expected Time to Complete Normal (weeks) | Crash (weeks) | Normal Cost | Crash Cost | Maximum Reduction in Time | Crash Cost per week | |
| START | START | |||||||||||||
| A | start | 2.5 | 3 | 3.5 | A | 2 | $8,400 | $11,200 | ||||||
| B | A | 14 | 15 | 16 | B | 10 | $28,000 | $40,000 | ||||||
| C | A | 11 | 12 | 13 | C | 7 | $18,000 | $24,000 | ||||||
| D | B,C | 6 | 8 | 22 | D | 7 | $36,800 | $44,800 | ||||||
| E | C | 2 | 9 | 10 | E | 5 | $14,000 | $16,800 | ||||||
| F | A | 41 | 42.5 | 44 | F | 9 | $20,000 | $24,000 | ||||||
| G | D | 3 | 6 | 21 | G | 3 | $18,200 | $28,000 | ||||||
| H | G | 5 | 7 | 21 | H | 4 | $44,000 | $64,000 | ||||||
| I | E, H, F | 1 | 1.5 | 2 | I | 1 | $26,000 | $36,000 | ||||||
| END | END |
Sheet4
| Click on the icon to go to home | ||||||||||||||
| PERT/CPM Analysis | PERT/CPM Analysis | |||||||||||||
| Task Detail Table 1.1 | Task Detail Table 1.2 | |||||||||||||
| Task | Preceding Activity | Optimistic Time to Complete (weeks) | Probable Time to Complete (weeks) | Pessimistic Time to Complete (weeks) | Expected Time to Complete (weeks) | Variance (weeks) | Task | Expected Time to Complete Normal (weeks) | Crash (weeks) | Normal Cost | Crash Cost | Maximum Reduction in Time | Crash Cost per week | |
| START | START | |||||||||||||
| A | start | 2.8 | 2.9 | 3.6 | A | 2 | $8,400 | $15,000 | ||||||
| B | A | 5 | 7.5 | 25 | B | 5 | $28,000 | $40,000 | ||||||
| C | A | 10 | 10.4 | 11.4 | C | 7 | $18,000 | $24,000 | ||||||
| D | B,C | 5 | 9.7 | 10.2 | D | 7 | $36,800 | $44,800 | ||||||
| E | C | 18 | 19 | 20 | E | 7 | $14,000 | $16,800 | ||||||
| F | A | 24 | 25 | 26 | F | 6 | $20,000 | $24,000 | ||||||
| G | D | 7.4 | 8.1 | 8.2 | G | 4 | $18,200 | $28,000 | ||||||
| H | G | 5.5 | 6.5 | 10.5 | H | 3 | $44,000 | $64,000 | ||||||
| I | E, H, F | 6 | 8.7 | 10.2 | I | 3 | $26,000 | $40,000 | ||||||
| END | END |
Sheet5
| Click on the icon to go to home | ||||||||||||||
| PERT/CPM Analysis | PERT/CPM Analysis | |||||||||||||
| Task Detail Table 1.1 | Task Detail Table 1.2 | |||||||||||||
| Task | Preceding Activity | Optimistic Time to Complete (weeks) | Probable Time to Complete (weeks) | Pessimistic Time to Complete (weeks) | Expected Time to Complete (weeks) | Variance (weeks) | Task | Expected Time to Complete Normal (weeks) | Crash (weeks) | Normal Cost | Crash Cost | Maximum Reduction in Time | Crash Cost per week | |
| START | START | |||||||||||||
| A | start | 2 | 3.1 | 3.6 | A | 0.5 | $8,400 | $18,000 | ||||||
| B | A | 9 | 11.5 | 12.5 | B | 5 | $28,000 | $40,000 | ||||||
| C | A | 10 | 14.5 | 15.4 | C | 12 | $18,000 | $24,000 | ||||||
| D | B,C | 7.4 | 8.5 | 30.6 | D | 7 | $36,800 | $44,800 | ||||||
| E | C | 24 | 25 | 35 | E | 25 | $14,000 | $16,800 | ||||||
| F | A | 30 | 33 | 36 | F | 27 | $20,000 | $24,000 | ||||||
| G | D | 5 | 6 | 7 | G | 3 | $18,200 | $28,000 | ||||||
| H | G | 5 | 7 | 9 | H | 3 | $44,000 | $64,000 | ||||||
| I | E, H, F | 4 | 4.5 | 5 | I | 1 | $26,000 | $36,000 | ||||||
| END | END |
QAT 5 Tasks/Student_Task_5_VLMF6-12-xls_(0314).xls
TASK 5
| Student book Task 5 | Please enter your name and WGU ID number in the boxes below. | |||||||||||||||||||
| Quantitative Analysis for Business | Note: In order to get credit for your work it is crucial that you enter your student number correctly. | |||||||||||||||||||
| QAT1 | Student Name: | |||||||||||||||||||
| Assignment 309.3.3-04 - Version LMF5-28 | Student Number: | 246631 | After entering your number, hit "HOME" to return to the top of the worksheet. | |||||||||||||||||
| Scroll down to unlocked cells to show work. | ||||||||||||||||||||
| PAYOFF | ||||||||||||||||||||
| You should see 2 decimal places for each probability. | ||||||||||||||||||||
| 0.34 | Good | $ 500,000 | ||||||||||||||||||
| 0 | ||||||||||||||||||||
| 0.63 | Moderate | $ 25,000 | ||||||||||||||||||
| 0 | ||||||||||||||||||||
| Develop Thoroughly | 0.03 | Poor | $ 1,000 | |||||||||||||||||
| 0 | ||||||||||||||||||||
| 0.12 | Good | $ 500,000 | ||||||||||||||||||
| Develop Rapidly | 0 | |||||||||||||||||||
| Develop New Product | 0.61 | Moderate | $ 25,000 | |||||||||||||||||
| 0 | ||||||||||||||||||||
| 0.27 | Poor | $ 1,000 | ||||||||||||||||||
| START | 0 | |||||||||||||||||||
| 0.77 | Good | $ 2,000 | ||||||||||||||||||
| Consolidate Existing Product | 0 | |||||||||||||||||||
| Strengthen Products | 0.22 | Moderate | $ 10,000 | |||||||||||||||||
| 0 | ||||||||||||||||||||
| 0.01 | Poor | $ 3,000 | ||||||||||||||||||
| 0 | ||||||||||||||||||||
| 0 | ||||||||||||||||||||
| Reap Without Investing | 0.07 | Good | $ 10,000 | |||||||||||||||||
| 0 | ||||||||||||||||||||
| 0 | ||||||||||||||||||||
| 0.93 | Poor | $ 1,000 | ||||||||||||||||||
| Show Work Below: |
assignment
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| 409 | 5 | 0 | ||
| 410 | 1 | 0 | ||
| 411 | 2 | 0 | ||
| 412 | 3 | 0 | ||
| 413 | 4 | 0 | ||
| 414 | 5 | 0 | ||
| 415 | 1 | 0 | ||
| 416 | 2 | 0 | ||
| 417 | 3 | 0 | ||
| 418 | 4 | 0 | ||
| 419 | 5 | 0 | ||
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| 422 | 3 | 0 | ||
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| 424 | 5 | 0 | ||
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| 447 | 3 | 0 | ||
| 448 | 4 | 0 | ||
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| 454 | 5 | 0 | ||
| 455 | 1 | 0 | ||
| 456 | 2 | 0 | ||
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| 458 | 4 | 0 | ||
| 459 | 5 | 0 | ||
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| 464 | 5 | 0 | ||
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| 483 | 4 | 0 | ||
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| 492 | 3 | 0 | ||
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| 495 | 1 | 0 | ||
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| 500 | 1 | 0 | ||
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| 532 | 3 | 0 | ||
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| 537 | 3 | 0 | ||
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| 569 | 5 | 0 | ||
| 570 | 1 | 0 | ||
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| 605 | 1 | 0 | ||
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| 616 | 2 | 0 | ||
| 617 | 3 | 0 | ||
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| 640 | 1 | 0 | ||
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| 847 | 3 | 0 | ||
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| 855 | 1 | 0 | ||
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| 857 | 3 | 0 | ||
| 858 | 4 | 0 | ||
| 859 | 5 | 0 | ||
| 860 | 1 | 0 | ||
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| 862 | 3 | 0 | ||
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| 865 | 1 | 0 | ||
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| 867 | 3 | 0 | ||
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| 870 | 1 | 0 | ||
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| 872 | 3 | 0 | ||
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| 874 | 5 | 0 | ||
| 875 | 1 | 0 | ||
| 876 | 2 | 0 | ||
| 877 | 3 | 0 | ||
| 878 | 4 | 0 | ||
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| 880 | 1 | 0 | ||
| 881 | 2 | 0 | ||
| 882 | 3 | 0 | ||
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| 885 | 1 | 0 | ||
| 886 | 2 | 0 | ||
| 887 | 3 | 0 | ||
| 888 | 4 | 0 | ||
| 889 | 5 | 0 | ||
| 890 | 1 | 0 | ||
| 891 | 2 | 0 | ||
| 892 | 3 | 0 | ||
| 893 | 4 | 0 | ||
| 894 | 5 | 0 | ||
| 895 | 1 | 0 | ||
| 896 | 2 | 0 | ||
| 897 | 3 | 0 | ||
| 898 | 4 | 0 | ||
| 899 | 5 | 0 | ||
| 900 | 1 | 0 | ||
| 901 | 2 | 0 | ||
| 902 | 3 | 0 | ||
| 903 | 4 | 0 | ||
| 904 | 5 | 0 | ||
| 905 | 1 | 0 | ||
| 906 | 2 | 0 | ||
| 907 | 3 | 0 | ||
| 908 | 4 | 0 | ||
| 909 | 5 | 0 | ||
| 910 | 1 | 0 | ||
| 911 | 2 | 0 | ||
| 912 | 3 | 0 | ||
| 913 | 4 | 0 | ||
| 914 | 5 | 0 | ||
| 915 | 1 | 0 | ||
| 916 | 2 | 0 | ||
| 917 | 3 | 0 | ||
| 918 | 4 | 0 | ||
| 919 | 5 | 0 | ||
| 920 | 1 | 0 | ||
| 921 | 2 | 0 | ||
| 922 | 3 | 0 | ||
| 923 | 4 | 0 | ||
| 924 | 5 | 0 | ||
| 925 | 1 | 0 | ||
| 926 | 2 | 0 | ||
| 927 | 3 | 0 | ||
| 928 | 4 | 0 | ||
| 929 | 5 | 0 | ||
| 930 | 1 | 0 | ||
| 931 | 2 | 0 | ||
| 932 | 3 | 0 | ||
| 933 | 4 | 0 | ||
| 934 | 5 | 0 | ||
| 935 | 1 | 0 | ||
| 936 | 2 | 0 | ||
| 937 | 3 | 0 | ||
| 938 | 4 | 0 | ||
| 939 | 5 | 0 | ||
| 940 | 1 | 0 | ||
| 941 | 2 | 0 | ||
| 942 | 3 | 0 | ||
| 943 | 4 | 0 | ||
| 944 | 5 | 0 | ||
| 945 | 1 | 0 | ||
| 946 | 2 | 0 | ||
| 947 | 3 | 0 | ||
| 948 | 4 | 0 | ||
| 949 | 5 | 0 | ||
| 950 | 1 | 0 | ||
| 951 | 2 | 0 | ||
| 952 | 3 | 0 | ||
| 953 | 4 | 0 | ||
| 954 | 5 | 0 | ||
| 955 | 1 | 0 | ||
| 956 | 2 | 0 | ||
| 957 | 3 | 0 | ||
| 958 | 4 | 0 | ||
| 959 | 5 | 0 | ||
| 960 | 1 | 0 | ||
| 961 | 2 | 0 | ||
| 962 | 3 | 0 | ||
| 963 | 4 | 0 | ||
| 964 | 5 | 0 | ||
| 965 | 1 | 0 | ||
| 966 | 2 | 0 | ||
| 967 | 3 | 0 | ||
| 968 | 4 | 0 | ||
| 969 | 5 | 0 | ||
| 970 | 1 | 0 | ||
| 971 | 2 | 0 | ||
| 972 | 3 | 0 | ||
| 973 | 4 | 0 | ||
| 974 | 5 | 0 | ||
| 975 | 1 | 0 | ||
| 976 | 2 | 0 | ||
| 977 | 3 | 0 | ||
| 978 | 4 | 0 | ||
| 979 | 5 | 0 | ||
| 980 | 1 | 0 | ||
| 981 | 2 | 0 | ||
| 982 | 3 | 0 | ||
| 983 | 4 | 0 | ||
| 984 | 5 | 0 | ||
| 985 | 1 | 0 | ||
| 986 | 2 | 0 | ||
| 987 | 3 | 0 | ||
| 988 | 4 | 0 | ||
| 989 | 5 | 0 | ||
| 990 | 1 | 0 | ||
| 991 | 2 | 0 | ||
| 992 | 3 | 0 | ||
| 993 | 4 | 0 | ||
| 994 | 5 | 0 | ||
| 995 | 1 | 0 | ||
| 996 | 2 | 0 | ||
| 997 | 3 | 0 | ||
| 998 | 4 | 0 | ||
| 999 | 5 | 0 |
Sheet1
| Click on the icon to go to home | ||||||||||||||||||||||
| 0.49 | Good | $500,000 | ||||||||||||||||||||
| 0.25 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.26 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.20 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.44 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.36 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.12 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.50 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.38 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.32 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.68 | Poor | $1,000 |
Sheet2
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.34 | Good | $500,000 | ||||||||||||||||||||
| 0.63 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.03 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.12 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.61 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.27 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.77 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing | Strenghten | 0.22 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.01 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.07 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.93 | Poor | $1,000 |
Sheet3
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.45 | Good | $500,000 | ||||||||||||||||||||
| 0.10 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.45 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.52 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.23 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.25 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.33 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.52 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.15 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.33 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.67 | Poor | $1,000 |
Sheet4
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.47 | Good | $500,000 | ||||||||||||||||||||
| 0.38 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.15 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.06 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.16 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.78 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.69 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.27 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.04 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.32 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.68 | Poor | $1,000 |
Sheet5
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.50 | Good | $500,000 | ||||||||||||||||||||
| 0.37 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.13 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.86 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.12 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.02 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.77 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.06 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.17 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.66 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.34 | Poor | $1,000 |
Sheet11
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.10 | Good | $500,000 | ||||||||||||||||||||
| 0.68 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.22 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.52 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.22 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.26 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.07 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.13 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.80 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.41 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.59 | Poor | $1,000 |
Sheet12
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.43 | Good | $500,000 | ||||||||||||||||||||
| 0.15 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.42 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.62 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.26 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.12 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.69 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.08 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.23 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.02 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.98 | Poor | $1,000 |
Sheet13
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.71 | Good | $500,000 | ||||||||||||||||||||
| 0.09 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.20 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.76 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.01 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.23 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.54 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.34 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.12 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.30 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.70 | Poor | $1,000 |
Sheet14
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.56 | Good | $500,000 | ||||||||||||||||||||
| 0.25 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.19 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.77 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.20 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.03 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.83 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.01 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.16 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.72 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.28 | Poor | $1,000 |
Sheet15
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.43 | Good | $500,000 | ||||||||||||||||||||
| 0.55 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.02 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.80 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.01 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.19 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.08 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.65 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.27 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.84 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.16 | Poor | $1,000 |
Sheet16
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.04 | Good | $500,000 | ||||||||||||||||||||
| 0.37 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.59 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.47 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.09 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.44 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.59 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.24 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.17 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.32 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.68 | Poor | $1,000 |
Sheet17
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.22 | Good | $500,000 | ||||||||||||||||||||
| 0.11 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.67 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.20 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.36 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.44 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.22 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.14 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.64 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.21 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.79 | Poor | $1,000 |
Sheet18
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.44 | Good | $500,000 | ||||||||||||||||||||
| 0.38 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.18 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.86 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.12 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.02 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.11 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.57 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.32 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.55 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.45 | Poor | $1,000 |
Sheet19
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.66 | Good | $500,000 | ||||||||||||||||||||
| 0.01 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.33 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.11 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.26 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.63 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.02 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.36 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.62 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.05 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.95 | Poor | $1,000 |
Sheet20
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.38 | Good | $500,000 | ||||||||||||||||||||
| 0.03 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.59 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.10 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.20 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.70 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.42 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.40 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.18 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.18 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.82 | Poor | $1,000 |
Sheet21
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.41 | Good | $500,000 | ||||||||||||||||||||
| 0.05 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.54 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.31 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.14 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.55 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.48 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.20 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.32 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.46 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.54 | Poor | $1,000 |
Sheet22
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.36 | Good | $500,000 | ||||||||||||||||||||
| 0.17 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.47 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.34 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.03 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.63 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.12 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.01 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.87 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.37 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.63 | Poor | $1,000 |
Sheet23
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.75 | Good | $500,000 | ||||||||||||||||||||
| 0.08 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.17 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.74 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.12 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.14 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.18 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.05 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.77 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.77 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.23 | Poor | $1,000 |
Sheet24
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.62 | Good | $500,000 | ||||||||||||||||||||
| 0.01 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.37 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.85 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.11 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.04 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.48 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.32 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.20 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.43 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.57 | Poor | $1,000 |
Sheet25
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.89 | Good | $500,000 | ||||||||||||||||||||
| 0.10 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.01 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.51 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.16 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.33 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.77 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.05 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.18 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.18 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.82 | Poor | $1,000 |
Sheet26
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.67 | Good | $500,000 | ||||||||||||||||||||
| 0.10 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.23 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.71 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.07 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.22 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.10 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.26 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.64 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.37 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.63 | Poor | $1,000 |
Sheet27
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.78 | Good | $500,000 | ||||||||||||||||||||
| 0.12 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.10 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.53 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.18 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.29 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.60 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.07 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.33 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.64 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.36 | Poor | $1,000 |
Sheet28
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.68 | Good | $500,000 | ||||||||||||||||||||
| 0.31 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.01 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.11 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.45 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.44 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.19 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.78 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.03 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.21 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.79 | Poor | $1,000 |
Sheet29
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.58 | Good | $500,000 | ||||||||||||||||||||
| 0.05 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.37 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.01 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.32 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.67 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.33 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.46 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.21 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.15 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.85 | Poor | $1,000 |
Sheet30
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.55 | Good | $500,000 | ||||||||||||||||||||
| 0.41 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.04 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.67 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.02 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.31 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.18 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.17 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.65 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.79 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.21 | Poor | $1,000 |
Sheet31
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.44 | Good | $500,000 | ||||||||||||||||||||
| 0.09 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.47 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.66 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.06 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.28 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.62 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.23 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.15 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.27 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.73 | Poor | $1,000 |
Sheet32
| Click on the icon to go to home. | ||||||||||||||||||||||
| 0.53 | Good | $500,000 | ||||||||||||||||||||
| 0.14 | Moderate | $25,000 | ||||||||||||||||||||
| Develop | 0.33 | Poor | $1,000 | |||||||||||||||||||
| Thoroughly | ||||||||||||||||||||||
| 0.77 | Good | $500,000 | ||||||||||||||||||||
| Develop | ||||||||||||||||||||||
| Develop | Rapidly | 0.01 | Moderate | $25,000 | ||||||||||||||||||
| New Product | ||||||||||||||||||||||
| 0.22 | Poor | $1,000 | ||||||||||||||||||||
| START | ||||||||||||||||||||||
| 0.04 | Good | $2,000 | ||||||||||||||||||||
| Consolidate | ||||||||||||||||||||||
| Existing Product | Strenghten | 0.94 | Moderate | $10,000 | ||||||||||||||||||
| Products | ||||||||||||||||||||||
| 0.02 | Poor | $3,000 | ||||||||||||||||||||
| Keep Without | 0.89 | Good | $10,000 | |||||||||||||||||||
| Investing | ||||||||||||||||||||||
| 0.11 | Poor | $1,000 |
