(Mt) – GCU Strategic Management Financials Excel

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Projected Financial Statment Analysis (3-Year Financial Plan). Questions What is the vital financial information needed to determine the viability of your plan ? What ratios will you use to determine if the proposed plan is a success? What other, nonfinancial, information did you use to put your plan together? Consider the assumptions made when completing Part 3. What assumptions are made? List the assumptions that you used to formulate this plan. Discuss the financial results from your Pro Forma projections. Include the net income results, breakeven analysis, and required expenses to commercialize your product or service. Explain how you would determine your pricing model. What seems most appropriate for your business and industry in which you will compete? Identify your cost structure. Is your business model cost-driven or value driven? Justify your selection. Review your decision for a revenue model. Based on the financial statements, will this model generate a profit? Provide evidence to prove it. Response Additional considerations Projected Financial Statment Analysis (3-Year Financial Plan). Where are you getting capital to meet your strategic initiative? What terms will be most likely deemed acceptable? Did you have to reevaluate (go back) why? Profit and Loss Statement Instructions Give careful thought to the headings. Expand the sales income and expenses area if your business has distinct categories (e.g. a restaurant may have food sales and beverage sales listed separately and cost of sa One Two Three Four Five Six Seven Eight Nine Month Income Sales Sale of goods/services Sundry Income (e.g. Commission earned, frachise fees etc.) Etc. Total Sales Less Discounts/Commissions Sales Discounts given Sales Commissions paid Total Discounts/ Commissions Total Net Income Cost of Sales Opening Stock Stock Purchased Less Closing Stock Total Cost of Sales Gross Profit Expenses General & Administrative Bank charges Credit card commission Consultant fees Office Supplies License fees Business insurance Etc. $ – $ – $ – $ – $ – $ – $ – $ – $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ $ $ $ $ $ $ – $ $ $ $ $ $ $ – $ $ $ $ $ $ $ – $ $ $ $ $ $ $ – $ $ $ $ $ $ $ – $ $ $ $ $ $ $ – $ $ $ $ $ $ $ – $ $ $ $ $ $ $ – $ $ $ $ $ $ $ – Total General & Administrative Marketing & Promotional Advertising Promotion – General Promotion – Other Etc. Total Marketing & Promotional Operating Expenses Newspapers & magazines Parking/Taxis/Tolls Entertainment/Meals Travel/Accomodation Laundry/dry cleaning Cleaning & cleaning products Sundry supplies Equipment hire Etc. Total Operating Expenses Motor Vehicle Expenses Fuel Vehicle service costs Tyres & other replacement costs Insurance Registrations Total Motor Vehicle Expenses Website Expenses Domain name registration Hosting expenses etc Total Website Expenses Employment Expenses Permanent Salaries/Wages PAYE Superannuation $ 12.00 $ – $ – $ – $ – $ – $ – $ – $ – $ $ $ $ $ – $ $ $ $ $ – $ $ $ $ $ – $ $ $ $ $ – $ $ $ $ $ – $ $ $ $ $ – $ $ $ $ $ – $ $ $ $ $ – $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – Other – Employee Benefits $ Recruitment costs $ Total Perm. Employment Expenses $ Casual Salaries/Wages $ PAYE $ Superannuation $ Other – Employee Benefits $ Recruitment costs $ Total Casual Employment Expenses $ Workcover Insurance $ Total Employment Expenses $ Occupancy Costs Electricity/Gas $ Telephones $ Property Insurance $ Rates $ Rent $ Repair & maintenance $ Waste removal $ Water $ Etc. $ Total Occupancy Costs $ Other Expenses Add an expense description here $ Add an expense description here $ Add an expense description here $ Add an expense description here $ Add an expense description here $ Add an expense description here $ Add an expense description here $ Total Other Expenses $ Total Expenses $ Month Net Profit / (Loss) $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – – $ $ – $ $ – $ $ – $ $ – $ $ – $ $ – $ $ – $ $ – – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – – $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ – – $ – $ – $ – $ – $ – $ – $ – $ – – $ – $ – $ – $ – $ – $ – $ – $ – Total Year to Date Net Profit / (Loss) $ – $ – $ – $ – $ – $ – $ – $ – $ – parately and cost of sales for each also separated). Ten Eleven Twelve $ – $ – $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ – $ – $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ – $ – $ – $ – $ – $ – $ $ $ $ $ $ $ – $ $ $ $ $ $ $ – $ $ $ $ $ $ $ – $ – $ – $ – $ $ $ $ $ – $ $ $ $ $ – $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ – $ – $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ – $ $ – $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – Profit and Loss Statement Instructions Give careful thought to the headings. Expand the sales income and expenses area if your business has distinct categories (e.g. a restaurant may have food sales and beverage sales listed separately and cost of sale Quarter Income Sales Sale of goods/services $ Sundry Income (e.g. Commission earned, frachise fees etc.) $ Etc. $ Total Sales $ Less Discounts/Commissions Sales Discounts given $ Sales Commissions paid $ Total Discounts/ Commissions $ Total Net Income $ Cost of Sales Opening Stock $ Stock Purchased $ Less Closing Stock Total Cost of Sales Gross Profit Expenses General & Administrative Bank charges Credit card commission Consultant fees Office Supplies License fees Business insurance One Two Three Four Annual total – $ – $ – $ – $ – – $ $ $ – $ $ $ – $ $ $ – $ $ $ – – $ $ $ – $ $ $ – $ $ $ – $ $ $ – – $ – $ – $ – $ – $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – Etc. $ Total General & Administrative $ Marketing & Promotional Advertising $ Promotion – General $ Promotion – Other $ Etc. $ Total Marketing & Promotional $ Operating Expenses Newspapers & magazines $ Parking/Taxis/Tolls $ Entertainment/Meals $ Travel/Accomodation $ Laundry/dry cleaning $ Cleaning & cleaning products $ Sundry supplies $ Equipment hire $ Etc. $ Total Operating Expenses $ Motor Vehicle Expenses Fuel $ Vehicle service costs $ Tyres & other replacement costs $ Insurance $ Registrations $ Total Motor Vehicle Expenses $ Website Expenses Domain name registration $ Hosting expenses $ etc $ Total Website Expenses $ Employment Expenses Permanent $ Salaries/Wages $ PAYE $ 12.00 $ $ – $ $ – $ $ – $ $ – – $ $ $ $ $ – $ $ $ $ $ – $ $ $ $ $ – $ $ $ $ $ – – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – – $ – $ – $ – $ – – $ $ – $ $ – $ $ – $ $ – Superannuation $ Other – Employee Benefits $ Recruitment costs $ Total Perm. Employment Expenses $ Casual Salaries/Wages $ PAYE $ Superannuation $ Other – Employee Benefits $ Recruitment costs $ Total Casual Employment Expenses $ Workcover Insurance $ Total Employment Expenses $ Occupancy Costs Electricity/Gas $ Telephones $ Property Insurance $ Rates $ Rent $ Repair & maintenance $ Waste removal $ Water $ Etc. $ Total Occupancy Costs $ Other Expenses Add an expense description here $ Add an expense description here $ Add an expense description here $ Add an expense description here $ Add an expense description here $ Add an expense description here $ Add an expense description here $ Total Other Expenses $ Total Expenses $ Month Net Profit / (Loss) $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – – $ $ – $ $ – $ $ – $ $ – – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – – $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ – – $ – $ – $ – $ – – $ – $ – $ – $ – Total Year to Date Net Profit / (Loss) $ – $ – $ – $ – $ – Profit and Loss Statement Instructions Give careful thought to the headings. Expand the sales income and expenses area if your business has distinct categories (e.g. a restaurant may have food sales and beverage sales listed separately and cost of sale Quarter Income Sales Sale of goods/services Sundry Income (e.g. Commission earned, frachise fees etc.) Etc. Total Sales Less Discounts/Commissions Sales Discounts given Sales Commissions paid Total Discounts/ Commissions Total Net Income Cost of Sales Opening Stock Stock Purchased Less Closing Stock Total Cost of Sales Gross Profit Expenses General & Administrative Bank charges Credit card commission Consultant fees Office Supplies License fees Business insurance One Two Three Four Annual total $ – $ – $ – $ – $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ $ $ – $ – $ – $ – $ – $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – Etc. Total General & Administrative Marketing & Promotional Advertising Promotion – General Promotion – Other Etc. Total Marketing & Promotional Operating Expenses Newspapers & magazines Parking/Taxis/Tolls Entertainment/Meals Travel/Accomodation Laundry/dry cleaning Cleaning & cleaning products Sundry supplies Equipment hire Etc. Total Operating Expenses Motor Vehicle Expenses Fuel Vehicle service costs Tyres & other replacement costs Insurance Registrations Total Motor Vehicle Expenses Website Expenses Domain name registration Hosting expenses etc Total Website Expenses Employment Expenses Permanent Salaries/Wages PAYE $ $ 12.00 $ $ – $ $ – $ $ – $ $ – $ $ $ $ $ – $ $ $ $ $ – $ $ $ $ $ – $ $ $ $ $ – $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ – $ – $ – $ – $ – $ $ – $ $ – $ $ – $ $ – $ $ – Superannuation $ Other – Employee Benefits $ Recruitment costs $ Total Perm. Employment Expenses $ Casual Salaries/Wages $ PAYE $ Superannuation $ Other – Employee Benefits $ Recruitment costs $ Total Casual Employment Expenses $ Workcover Insurance $ Total Employment Expenses $ Occupancy Costs Electricity/Gas $ Telephones $ Property Insurance $ Rates $ Rent $ Repair & maintenance $ Waste removal $ Water $ Etc. $ Total Occupancy Costs $ Other Expenses Add an expense description here $ Add an expense description here $ Add an expense description here $ Add an expense description here $ Add an expense description here $ Add an expense description here $ Add an expense description here $ Total Other Expenses $ Total Expenses $ Month Net Profit / (Loss) $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – $ $ $ $ – – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – $ $ $ $ $ $ – – $ $ – $ $ – $ $ – $ $ – – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ $ $ – – $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ – $ $ $ $ $ $ $ $ – – $ – $ – $ – $ – – $ – $ – $ – $ – Total Year to Date Net Profit / (Loss) $ – $ – $ – $ – $ – Questions What is the vital financial information needed to determine the viability of your plan ? Response The finanical information needed todetermine the viability of Piller’s expansion into modular data centers include: Active Power Balance Sheets, Income Statements, Statement of Cash Flows, Fixed and Vairable Expenses, Startup Expenses, Breakeven Analysis and the Pro Forma What ratios will you use to determine if the proposed Solvency (Quick Ratio, Current Ratio, Total Debt/Equity Ratio, Long Term plan is a success? Debt/Equity Ratio, Short Term Debt/Equity Ratio) Liquidity Ratios (Days Sales Outstanding, Days Inventory Outstanding, Days Payable Outstanding, Cash Conversion Cycle, Receivables Turnover, Inventory Turnover, Average Age of Inventory, Intangibles % of Book Value, Inventory% of Revenue, Capital Sturcture Ratios LT-Debt as % of invested Capital,ST-Debt as % of Invested Capital, LT-Debt as % of Total Debt, ST-Debt as % of Total Debt, Total Liabilities % of Total Assets, Working Capital % of Price (TheDev, 2017). What other, nonfinancial, information did you use to put your plan together? Consider the assumptions made when completing Part 3. What assumptions are made? List the assumptions that you used to formulate this plan. Internal and External Climate Assessment to judge the highlight the feelings of the employees and the customers. Quality Assessment of the work produced, PESTLE, and SWOT analyses. 1. Increase sales by 10%-15% per year 2. Improve retention rates by 50% 3. Change corporate communications strategy Discuss the financial results from your Pro Forma projections. Include the net income results, breakeven analysis, and required expenses to commercialize your product or service. The Pro Forma Projections are feasible and with the growth in the data center market, and the additional financial backing resulting from the November 2016 merger with between Piller Power Systems and Active Power, the move into modular data centers should go smoothly. Active Power had seen steady losses since the second quarter of 2012. These losses were not for the lack of a high quality product, but for a string of poor financial decisions from the corporate leadership who were all let go following the merger. Net income has already as seen in the 2018 interim income statement has already exceeded pro forma projections by almost $5 million. This number is expected to grow as the demand for modular data centers continue to increase. Explain how you would determine your pricing model. The Piller acquisition of Active Power What seems most appropriate for your business and set them up with at foothold in the industry that Active Power was unable industry in which you will compete? to fully capitalize on. In order to increase market share, Piller should increase pricing by approximately systems are currently priced per order. Our product provides the customer better cost efficiency through reduced maintenance, environmental waste, and less space requirement. This cost savings will allow us to price or equipment approximately 10% higher and still be under expected costs. Identify your cost structure. Is your business model cost-driven or value driven? Justify your selection. The current cost structure for Piller if cost driven. Our customer understands the value of social responsibility that our product allows them to exhibit. The added benefit of reduced space requirements, and less maintenance allows them to pay less for our product than they would for a competitor of lesser capacity (Fletcher, 2019). Review your decision for a revenue model. Based on the financial statements, will this model generate a profit? Provide evidence to prove it. Yes, this model has already started generating a profit. To date, Langley Holdings, the mother company of Piller Group who owns Piller Power Systems, who Active Power is now a Division of has boasted greater revenue over thelast 18 months and contributes those increased revenues to the acquisition of Active Power (Langley Holdings, 2018). Where are you getting capital to meet your strategic initiative? What terms will be most likely deemed acceptable? The needed capital comes from the Piller Group, a subsidiary of Langley Holdings, a Germany owned, International Conglomerate. The added purchasing power of Piller has enabled Active Power to improve marketing of the magnificently designed product line. To date, sales have exceeded expectations and initial estimated growth of 10-15% appears to have been underestimated. As the service department continues to grow and organizational communication continues to improve, we will be able to keep our most qualified staff on hand and stop losing them to competitors. Did you have to reevaluate (go back) why? References Fletcher P. (January 15, 2019). 5 easy steps to creating the right pricing strategy. Retrieved from https://www. fletcher/5-easy-steps-to-create-the-right-pricing-strategy.html Langley Holdings. (2018). Retrieved January 5, 2019, from http://www.langleyholdings.com/en-GB/downloads TheDev. (February 20, 2017). 20 balance sheet ratios every investor must know. Retrieved from https://www.valuewalk.com/2017/02/20-balance-sheet-ratios-every-investor-must-know/ Yahoo Finance. (2018). P10 Holdings, Inc. Retrieved from https://finance.yahoo.com/quote/PIOE/financials?p= Additional considerations gy. Retrieved from https://www.inc.com/patricia- holdings.com/en-GB/downloads w. Retrieved from must-know/ o.com/quote/PIOE/financials?p=PIOE Balance Sheet All numbers in thousands Expand the sales income and expenses area if your business has distinct categories (e.g. a restaurant may have food sa One Two Three Four Five Month Period Ending Current Assets 12/31/2017 Cash And Cash Equivalents Short Term Investments Net Receivables Inventory Other Current Assets 2109 339 61296 176 176 176 176 176 28 28 28 28 28 5108 5108 5108 5108 5108 Total Current Assets 64051 Long Term Investments Property Plant and Equipment Goodwill Intangible Assets Accumulated Amortization Other Assets Deferred Long Term Asset Charges Total Assets 1 40192 5195 5312 5312 5312 5312 5312 1 1 1 1 1 3349 3349 3349 3349 3349 433 433 433 433 433 1911 159 159 159 159 159 109439 9120 9120 9120 9120 9120 191 339 89026 2511 16 16 16 16 16 28 7419 209 28 618 209 28 52 209 28 4 209 28 0 209 3284 274 274 274 274 274 91876 7656 7656 7656 7656 7656 7 -25434 -23 26913 7 -25434 -23 26913 7 -25434 -23 26913 7 -25434 -23 26913 7 -25434 -23 26913 1464 -1886 1464 -1886 1464 -1886 1464 -1886 1464 -1886 Current Liabilities Accounts Payable Short/Current Long Term Debt Other Current Liabilities Total Current Liabilities Long Term Debt Other Liabilities Deferred Long Term Liability Charges Minority Interest Negative Goodwill Total Liabilities Stockholders’ Equity Misc. Stocks Options Warrants Redeemable Preferred Stock Preferred Stock Common Stock Retained Earnings Treasury Stock Capital Surplus Other Stockholder Equity Total Stockholder Equity Net Tangible Assets 89 -305203 -273 322950 17563 -22629 aurant may have food sales and beverage sales listed separately and cost of sales for each also separated). Six Seven Eight Nine Ten Eleven Twelve 176 176 176 176 176 176 176 28 28 28 28 28 28 28 5108 5108 5108 5108 5108 5108 5108 5312 5312 5312 5312 5312 5312 5312 1 1 1 1 1 1 1 3349 3349 3349 3349 3349 3349 3349 433 433 433 433 433 433 433 159 159 159 159 159 159 159 9120 9120 9120 9120 9120 9120 9120 16 16 16 16 16 16 16 28 0 209 28 0 209 28 0 209 28 0 209 28 0 209 28 0 209 28 0 209 274 274 274 274 274 274 274 7656 7656 7656 7656 7656 7656 7656 7 -25434 -23 26913 7 -25434 -23 26913 7 -25434 -23 26913 7 -25434 -23 26913 7 -25434 -23 26913 7 -25434 -23 26913 7 -25434 -23 26913 1464 -1886 1464 -1886 1464 -1886 1464 -1886 1464 -1886 1464 -1886 1464 -1886 Balance Sheet All numbers in thousands Month Q1 Q2 Q3 Q4 Totals Period Ending 12/31/2018 Current Assets Cash And Cash Equivalents Short Term Investments Net Receivables Inventory Other Current Assets Total Current Assets Long Term Investments Property Plant and Equipment Goodwill Intangible Assets Accumulated Amortization Other Assets Deferred Long Term Asset Charges Total Assets 582 582 582 582 92 92 92 92 16895 17570 16895 17570 16895 17570 16895 17570 1 1 1 1 11076 11076 11076 11076 1432 1432 1432 1432 526 526 526 526 30172 30172 30172 30172 53 53 53 53 93 24539 692 93 24539 692 93 24539 692 93 24539 692 905 905 905 905 0 0 25323 0 0 25323 0 0 25323 0 0 25323 Current Liabilities Accounts Payable Short/Current Long Term Debt Other Current Liabilities Total Current Liabilities Long Term Debt Other Liabilities Deferred Long Term Liability Charges Minority Interest Negative Goodwill Total Liabilities 2104 120688 0 212 0 0 372 98156 2768 3620 0 0 101292 0 Stockholders’ Equity Misc. Stocks Options Warrants Redeemable Preferred Stock Preferred Stock Common Stock Retained Earnings Treasury Stock Capital Surplus Other Stockholder Equity Total Stockholder Equity Net Tangible Assets 2328 0 368 0 67580 70280 0 4 0 44304 0 5728 24 -84122 -76 89013 0 4841 -6237 24 -84122 -76 89013 0 4841 -6237 24 -84122 -76 89013 0 4841 -6237 24 -84122 -76 89013 0 4841 -6237 0 0 0 96 -336488 -304 356052 0 19364 -24948 Balance Sheet All numbers in thousands Month Q1 Q2 Q3 Q4 Totals Period Ending 12/31/2019 Current Assets Cash And Cash Equivalents Short Term Investments Net Receivables Inventory Other Current Assets Total Current Assets Long Term Investments Property Plant and Equipment Goodwill Intangible Assets Accumulated Amortization Other Assets Deferred Long Term Asset Charges Total Assets Current Liabilities Accounts Payable Short/Current Long Term Debt Other Current Liabilities Total Current Liabilities Long Term Debt Other Liabilities Deferred Long Term Liability Charges Minority Interest Negative Goodwill Total Liabilities 652 652 652 652 103 103 103 103 18922 19678 18922 19678 18922 19678 18922 19678 1 1 1 1 12405 12405 12405 12405 1604 1604 1604 1604 2608 0 412 0 75688 78712 0 4 0 49620 0 6416 589 589 589 589 2356 33793 33793 33793 33793 59 53 59 53 59 53 59 53 104 27484 775 104 27484 775 104 27484 775 104 27484 775 135172 236 212 0 0 416 109936 3100 1014 1014 1014 1014 4056 0 0 28362 0 0 28362 0 0 28362 0 0 28362 0 0 113448 0 Stockholders’ Equity Misc. Stocks Options Warrants Redeemable Preferred Stock Preferred Stock Common Stock Retained Earnings Treasury Stock Capital Surplus Other Stockholder Equity Total Stockholder Equity Net Tangible Assets 0 27 -94217 -85 99695 0 5422 -6985 27 -94217 -85 99695 0 5422 -6985 27 -94217 -85 99695 0 5422 -6985 27 -94217 -85 99695 0 5422 -6985 0 0 108 -376868 -340 398780 0 21688 -27940 Balance Sheet All numbers in thousands Month Q1 Q2 Q3 Q4 Totals Period Ending 12/31/2020 Current Assets Cash And Cash Equivalents Short Term Investments Net Receivables Inventory Other Current Assets Total Current Assets Long Term Investments Property Plant and Equipment Goodwill Intangible Assets Accumulated Amortization Other Assets Deferred Long Term Asset Charges Total Assets 750 0 118 0 21760 22630 0 1 0 14266 0 1845 750 0 118 0 21760 22630 0 1 0 14266 0 1845 750 0 118 0 21760 22630 0 1 0 14266 0 1845 750 0 118 0 21760 22630 0 1 0 14266 0 1845 2999 0 474 0 87041 90519 0 5 0 57063 0 7378 677 677 677 677 2709 38862 38862 38862 38862 Current Liabilities 68 61 0 0 120 31607 891 68 61 0 0 120 31607 891 68 61 0 0 120 31607 891 68 61 0 0 120 31607 891 155448 271 244 0 0 478 126426 3565 1166 1166 1166 1166 4664 0 0 32616 0 0 32616 0 0 32616 0 0 32616 Stockholders’ Equity 0 0 0 0 0 0 130465 0 Misc. Stocks Options Warrants 0 0 0 0 0 0 0 31 -108350 -98 114649 0 6235 -8033 0 0 31 -108350 -98 114649 0 6235 -8033 0 0 31 -108350 -98 114649 0 6235 -8033 0 0 31 -108350 -98 114649 0 6235 -8033 0 0 124 -433398 -391 458597 0 24941 -32131 Accounts Payable Short/Current Long Term Debt Other Current Liabilities Total Current Liabilities Long Term Debt Other Liabilities Deferred Long Term Liability Charges Minority Interest Negative Goodwill Total Liabilities Redeemable Preferred Stock Preferred Stock Common Stock Retained Earnings Treasury Stock Capital Surplus Other Stockholder Equity Total Stockholder Equity Net Tangible Assets Income Statement All numbers in thousands Revenue 6/30/2018 7,266 7,266 Total Revenue Cost of Revenue Gross Profit 3/31/2018 12/31/2017 7,063 4,310 7,063 4,310 9/30/2017 – Operating Expenses Research Development Selling General and Administrative Non Recurring Others Total Operating Expenses Operating Income or Loss – – – – 3,742 3,521 392 556 6,440 826 992 7,196 -133 992 2,276 2,034 992 556 -556 -2,262 -2,337 -1,790 – 826 -133 2,034 -556 -2,262 -1,436 – -2,337 -2,470 – -990 244 -1,911 – -990 -556 – -1,436 -2,470 2,155 -556 Discontinued Operations Extraordinary Items – – – – Effect Of Accounting Changes – – – – Income from Continuing Operations Total Other Income/Expenses Net Earnings Before Interest and Taxes Interest Expense Income Before Tax Income Tax Expense Minority Interest Net Income From Continuing Ops Non-recurring Events Other Items – – – – Net Income Net Income Preferred Stock And Other Adjustments Net Income Applicable To Common Shares -1,436 -2,470 2,155 -556 – – – – -1,436 -2,470 2,155 -556 Cash Flow All numbers in thousands Period Ending Quarterly Net Income 6/30/2018 -1,436 3/31/2018 12/31/2017 -2,470 9/30/2017 2,155 -556 Operating Activities, Cash Flows Provided By or Used In Depreciation Adjustments To Net Income Changes In Accounts Receivables Changes In Liabilities Changes In Inventories Changes In Other Operating Activities 2,705 1,201 465 518 79 2,698 1,171 100 -110 1,522 1,886 -1,140 89 247 -347 1 -1,140 89 -8 296 Total Cash Flow From Operating Activities 3,532 2,911 2,890 -267 Investing Activities, Cash Flows Provided By or Used In Capital Expenditures Investments Other Cash flows from Investing Activities -1 – -28 – -28 – -28 – Total Cash Flows From Investing Activities -1 503 -2,225 -2,225 -4,672 – -721 – -2,924 – -2,924 – -4,672 -721 -2,924 -2,924 -1,141 2,693 -2,259 -267 Financing Activities, Cash Flows Provided By or Used In Dividends Paid Sale Purchase of Stock Net Borrowings Other Cash Flows from Financing Activities Total Cash Flows From Financing Activities Effect Of Exchange Rate Changes Change In Cash and Cash Equivalents Part 5: Financials (Topic 6) A projected financial statement analysis seeks to forecast the impact of various implementation decisions. The pro forma financial statement can be part of the risk analysis of strategic plan. The goal of this assignment is to ensure your strategic plan is viable financially. In other words, does it create value for the firm? Consider the cost structure and revenue streams for your strategic initiative plan. Research and data collected so far and will likely change once your product or service is commercialized. Each statement should address financial components of features, expenses, and sales of your product or service. It is typical for net income to be negative at this point. Do not assume that you have sales at this point unless you have sold your product or service. Research the following if your plan is a market expansion plan for an existing organization, or a mergers and acquisitions plan: 1. 2. 3. 4. 5. 6. Balance sheet Income statement Statement of cash flow Fixed and variable expenses A projected budget Breakeven analysis Complete the “Projected Financial Statement Analysis (Pro Forma 3-Year Financial Plan)” including the “Questions” tab, “12 Month P& L” tab, “Year 1” tab, “Year 2 P&L” tab, and “Year 3 P&L” tab. The first year is monthly and the second and third year are presented quarterly. Please note the questions in the “Questions” tab may be answered at different points in completing the Profit and Loss information. This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion The company I am working on is Pillar Power System. The useful links are provided in the PowerPoint as a reference. There is a excel sheet attached as reference for this assignment which was done previously. You can use the following resources also which will be helpful Sources to help you: http://www.morningstar.com/ https://www.cbiz.com/insightsresources/details/articleid/2541/nine-ratios-to-helpmeasure-your-not-for-profits-financial-health-article https://www.business.qld.gov.au/business/running/ma king-and-managing-money/calculating-your-breakeven-point https://www.extendoffice.com/documents/excel/930excel-break-even-analysis.html http://www.myaccountingcourse.com/financialratios/break-even-point https://businesstown.com/articles/how-to-create-apro-forma-income-statement/ http://smallbusiness.chron.com/write-pro-forma3064.html

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