The document provides a business report for the Dec. 1, 2012 General Shareholders Meeting of Alexander Islands. It summarizes the company's objectives to maximize cash inflows and minimize cash outflows. It analyzes revenue, costs, inventory levels, and sales and procurement strategies over 11 rounds. While surplus grew overall, inventory levels were too high and unstable demand led to losses in rounds 9 and 11 when inventories ran low. The company needs to better manage inventories and control costs like warehouse expenses to improve profits.

1. Dec. 1, 2012 General Shareholders Meeting
Business Report
-Alexander Islands-
1

2. Objective
Objective: To maximize the surplus
“Maximize the cash-in and Minimize the cash-out”
• Cash-out
• Cost of merchandise (70%
of total cost)
• Account payable (30% of
• Cash-in
last cost of merchandise)
• Cash revenue (60% of
• Advertise expenses
revenue)
• Wages
• Account receivable (40%
• Freight cost
of last revenue)
• Office rent
• Loan
• Warehouse
• Interest
• Repay
2

3. Objective
To maximize the cash-in…
Revenue
Price
Price sensitivity to quantity…?
Quantity
Optimal Inventory control…?
The best way is to keep the demand without reducing
the price and the lack of inventories
3

4. Objective
To minimize the cash-out…
Cost
Advertis
ement
Advertisement sensitivity to quantity…?
Wasteful
spending
Optimal Inventory control…?
Optimal procurement…?
The best way is to control the advertisement and the
procurement while getting the optimal discount
4

5. A) Enforcement of policy
 Procurement strategy
Never lose the opportunity for selling
 Important tips are...
1) Predict the demand
2) Inventory control (watch the inventory and
the demand for two months ahead)
Minimize warehouse cost and purchase price
Important tips are...
1) Never keep too much inventory
2) Keep the procurement over 1,200 units as
much as possible
5

6. A) Enforcement of policy
 Sales strategy
Aim to sell 10% above the average
Keep the price expensive (but a bit cheaper than
competitors)
1) Price is not sensitive to the demand
2) But we expected the accumulating effect
Change the advertisement sensitively
1) The advertisement is sensitive to the
demand more than last session
2) Demand control will be easily done by
changing the advertisement
6

7. B) Market status
 Demand transition
 Demand condition was drastically changed after round 5
 Demand of Simon was higher than Herbert after round 7
 Finally, demand was stable on final round
7,000
5,602
Number of demand
6,000
6,090 6,001 5,900
5,740
5,000
6,013 6,100
4,600
5,340
4,000
4,780 3,678
3,000
2,556 3,400
1,820
2,000
1,000
2,330
248
400
1
2
690
900
1,630
1,201 1,104
0
3
4
5
Simon
7
6
Herbert
7
8
9
10
11

8. C) B/S and P/L through the rounds
 B/S
Unit: dora
CashOnHandAndDeposit
16,878
24,600 AccountReceivableTrade
InventriesInSimon
11,000
InventriesInHervert
700,000
Land
35,792
TotalAssets
771,392 LiabilitiesAndStockholdersEquity 771,392
63,420
CashOnHandAndDeposit 33,446
AccountReceivableTrade 58,812
InventriesInSimon
2,791
InventriesInHervert
26,342
Land
650,000
TotalAssets
8
Borrowings
21,000
102,927
ShareCapital
700,000
650,000
CapitalSurplus
80,065
0
833,225 LiabilitiesAndStockholdersEquity
35,130 AccountReceivableTrade
InventriesInSimon
11,000
InventriesInHervert
700,000
Land
48,700
TotalAssets
794,830 LiabilitiesAndStockholdersEquity 794,830
60,850
Round 5
32,160
Borrowings
21,000
118,802
ShareCapital
700,000
650,000
CapitalSurplus
86,915
0
840,075 LiabilitiesAndStockholdersEquity
23,470
32,835 AccountReceivableTrade
InventriesInSimon
11,000
InventriesInHervert
700,000
Land
68,193
TotalAssets
812,028 LiabilitiesAndStockholdersEquity 812,028
62,284
Round 3
AccountPayableTrade
Borrowings
ShareCapital
CapitalSurplus
833,225
AccountPayableTrade
CashOnHandAndDeposit
CashOnHandAndDeposit
8,513
AccountReceivableTrade 63,786
InventriesInSimon
4,210
InventriesInHervert
85,520
Land
650,000
TotalAssets
32,160
10,423
Round 2
AccountPayableTrade
Borrowings
ShareCapital
CapitalSurplus
Round 4
AccountPayableTrade
CashOnHandAndDeposit
CashOnHandAndDeposit 20,659
AccountReceivableTrade 53,626
InventriesInSimon
0
InventriesInHervert
70,545
Land
650,000
TotalAssets
Round 1
AccountPayableTrade
Borrowings
ShareCapital
CapitalSurplus
840,075
Round 6
AccountPayableTrade
24,600
Borrowings
21,000
99,437
ShareCapital
700,000
650,000
CapitalSurplus
89,591
0
835,191 LiabilitiesAndStockholdersEquity
835,191

9. C) B/S and P/L through the rounds
 B/S
Unit: dora
CashOnHandAndDeposit
66,070
AccountReceivableTrade
74,472
AccountPayableTrade
24,600
InventriesInSimon
17,630
Borrowings
21,000
InventriesInHervert
40,136
ShareCapital
700,000
CashOnHandAndDeposit
97,161
Land
650,000
CapitalSurplus
102,708
AccountReceivableTrade
70,496
AccountPayableTrade
848,308
InventriesInSimon
29,353
Borrowings
InventriesInHervert
31,141
ShareCapital
700,000
Land
650,000
CapitalSurplus
136,135
Round 7
848,308 LiabilitiesAndStockholdersEquity
TotalAssets
Round 10
42,015
0
CashOnHandAndDeposit
80,978
AccountReceivableTrade
70,992
AccountPayableTrade
InventriesInSimon
31,371
Borrowings
InventriesInHervert
22,626
ShareCapital
700,000
CashOnHandAndDeposit
79,863
Land
650,000
CapitalSurplus
123,807
AccountReceivableTrade
63,978
AccountPayableTrade
855,967
InventriesInSimon
15,942
Borrowings
InventriesInHervert
54,486
ShareCapital
700,000
Land
650,000
CapitalSurplus
124,549
Round 8
855,967 LiabilitiesAndStockholdersEquity
TotalAssets
CashOnHandAndDeposit
110,854
AccountReceivableTrade
39,720
AccountPayableTrade
InventriesInSimon
33,227
Borrowings
InventriesInHervert
0
650,000
Land
9
TotalAssets
878,150 LiabilitiesAndStockholdersEquity
878,150
0
Round 9
13,800
0
ShareCapital
700,000
CapitalSurplus
120,001
833,801 LiabilitiesAndStockholdersEquity
TotalAssets
32,160
833,801
TotalAssets
Round 11
864,269 LiabilitiesAndStockholdersEquity
39,720
0
864,269

10. C) B/S and P/L through the rounds
 B/S
 Too many inventories seem to be a problem…
 We should have shifted inventories to cash
250,000
Time series of B/S (excluding Land and Share capital)
200,000
150,000
Dora
100,000
50,000
0
-50,000
Round 1 Round 2 Round 3 Round 4 Round 5 Round 6 Round 7 Round 8 Round 9 Round
10
Round
11
-100,000
-150,000
-200,000
CashOnHandAndDeposit
AccountReceivableTrade
InventriesInSimon
AccountPayableTrade
Borrowings
CapitalSurplus
10
InventriesInHervert

11. C) B/S and P/L through the rounds
 P/L
Unit: dora
Round 1
AdvertisingExpense 6,740
Sales
147,030
Radio
6,000
CostOfSales
97,866 MagazineInSimon
280
GrossProfit
49,164 MargazineInHerbert
460
SellingGeneralAndAdministrativeExpenses 40,712
Wages
15,000
OperatingProfit
8,452
Freight-out
12,112
InterestExpense
660
RentExpense
4,000
OrdinaryProfit
7,792
Warehouse
2,860
Round 2
AdvertisingExpense 6,740
Sales
134,065
Radio
6,000
CostOfSales
75,688 MagazineInSimon
280
GrossProfit
58,377 MargazineInHerbert
460
SellingGeneralAndAdministrativeExpenses 44,808
Wages
15,000
OperatingProfit
13,569
Freight-out
11,168
InterestExpense
660
RentExpense
4,000
OrdinaryProfit
12,909
Warehouse
7,900
Round 3
AdvertisingExpense 7,280
Sales
159,465
Radio
6,000
CostOfSales
90,266 MagazineInSimon
500
GrossProfit
69,199 MargazineInHerbert
780
SellingGeneralAndAdministrativeExpenses 49,046
Wages
15,000
OperatingProfit
20,153
Freight-out
12,536
InterestExpense
660
RentExpense
4,000
OrdinaryProfit
11
19,493
Warehouse
10,230
8,300
Sales
158,550
Radio
6,000
CostOfSales
94,002 MagazineInSimon
500
GrossProfit
64,548 MargazineInHerbert 1,800
SellingGeneralAndAdministrativeExpenses 51,416
Wages
15,000
OperatingProfit
13,132
Freight-out
12,456
InterestExpense
1,260
RentExpense
4,000
OrdinaryProfit
11,872
Warehouse
11,660
Round 4
AdvertisingExpense
8,080
Sales
152,125
Radio
6,000
CostOfSales
91,326 MagazineInSimon
280
GrossProfit
60,799 MargazineInHerbert 1,800
SellingGeneralAndAdministrativeExpenses 52,690
Wages
15,000
OperatingProfit
8,109
Freight-out
12,200
InterestExpense
1,260
RentExpense
4,000
OrdinaryProfit
6,849
Warehouse
13,410
Round 5
AdvertisingExpense
AdvertisingExpense 8,080
155,709
Radio
6,000
CostOfSales
101,365 MagazineInSimon
280
GrossProfit
54,344 MargazineInHerbert 1,800
SellingGeneralAndAdministrativeExpenses 50,408
Wages
15,000
OperatingProfit
3,936
Freight-out
12,328
InterestExpense
1,260
RentExpense
4,000
OrdinaryProfit
2,676
Warehouse
11,000
Round 6
Sales

12. C) B/S and P/L through the rounds
 P/L
8,700
6,000
CostOfSales
123,670 MagazineInSimon
900
Round 10
GrossProfit
62,510 MargazineInHerbert 1,800
Sales
SellingGeneralAndAdministrativeExpenses 48,132
Wages
15,000
CostOfSales
OperatingProfit
14,378
Freight-out
14,272
GrossProfit
InterestExpense
1,260
RentExpense
4,000
SellingGeneralAndAdministrativeExpense
OrdinaryProfit
13,118
Warehouse
6,160
s
OperatingProfit
Round 8
AdvertisingExpense 6,700
InterestExpense
Sales
177,480
Radio
4,000
OrdinaryProfit
CostOfSales
110,969 MagazineInSimon
900
GrossProfit
66,511 MargazineInHerbert 1,800
Round 11
SellingGeneralAndAdministrativeExpenses 45,412
Wages
15,000
Sales
OperatingProfit
21,099
Freight-out
13,792
CostOfSales
InterestExpense
0
RentExpense
4,000
GrossProfit
OrdinaryProfit
21,099
Warehouse
5,920
SellingGeneralAndAdministrativeExpense
s
Round 9
AdvertisingExpense 4,740
Round 7
Sales
Sales
CostOfSales
GrossProfit
SellingGeneralAndAdministrativeExpenses
OperatingProfit
InterestExpense
OrdinaryProfit
12
Unit: dora
AdvertisingExpense
186,180
Radio
99,300
Radio
4,000
66,770 MagazineInSimon
280
32,530 MargazineInHerbert
460
36,336
Wages
15,000
-3,806
Freight-out
9,296
0
RentExpense
4,000
-3,806
Warehouse
3,300
OperatingProfit
InterestExpense
OrdinaryProfit
AdvertisingExpense
176,240
Radio
112,783 MagazineInSimon
63,457 MargazineInHerbert
6,700
4,000
900
1,800
47,322
Wages
15,000
16,135
0
16,135
Freight-out
RentExpense
14,712
4,000
6,910
Warehouse
AdvertisingExpense
159,945
Radio
122,465 MagazineInSimon
37,480 MargazineInHerbert
6,080
4,000
280
1,800
49,066
Wages
15,000
-11,586
0
-11,586
Freight-out
RentExpense
15,696
4,000
8,290
Warehouse

13. C) B/S and P/L through the rounds
 P/L
 Too much warehouse cost seems to be a problem…
60,000
Time series of costs
50,000
Dora
40,000
30,000
20,000
10,000
0
Round 1 Round 2 Round 3 Round 4 Round 5 Round 6 Round 7 Round 8 Round 9 Round 10 Round 11
Radio
MargazineInHerbert
Wages
Freight-out
13
MagazineInSimon
RentExpense
Warehouse
InterestExpense

14. D) Sales to the final round, current profit, and
transition graph of surplus
 Sales to the final round
 The drastic fall of sales on round 9 was disaster
because of lack of inventories…
200,000
180,000
159,465
160,000 147,030
134,065
140,000
Dora
120,000
100,000
155,709
158,550
152,125
186,180
177,480
176,240
159,945
99,300
80,000
60,000
40,000
20,000
0
Round Round Round Round Round Round Round Round Round Round Round
1
2
3
4
5
6
7
8
9
10
11
14

15. D) Sales to the final round, current profit, and
transition graph of surplus
 Current profit to the final round
 Current profit was really unstable
 Especially round 9 and 11 was terrible
25,000
19,493
21,099
20,000
16,135
15,000
Dora
10,000
5,000
12,909
7,792
13,118
11,872
6,849
2,676
0
Round Round Round Round Round Round Round Round Round Round Round
1
2
3
4
5
6
7
8
9
10
11
-5,000
-3,806
-10,000
-15,000
15
-11,586

16. D) Sales to the final round, current profit, and
transition graph of surplus
 Surplus to the final round
 Growth rate of surplus seems to be poor, as well as
the falls on round 9 and 11
160,000
136,135
124,549
123,807
120,001
140,000
120,000
102,708
Dora
100,000
80,065
80,000
86,915 89,591
68,193
60,000
48,700
40,000 35,792
20,000
0
Round Round Round Round Round Round Round Round Round Round Round
1
2
3
4
5
6
7
8
9
10
11
16

17. E) Success point in management
 To minimize the purchase price
 Aimed to get the discount to minimize the purchase
price (only in case that we had enough inventories)
 To keep the price high and a bit cheaper than
competitors
 Aimed to get a bit much sales compared to others
(only in case that we had enough inventories)
Price
Purchase cost/unit
95
90
90
90
90
160
140
85
Dora
90
120
80
81
77
77
81
81
145
150
150
150
150
150
145
145
150
145
145
145
150
145
149
145
145
150
77
40
70
20
65
105
80
60
75
150
130
100
77
140
simon
herbert
0
Round Round Round Round Round Round Round Round Round Round Round
1
2
3
4
5
6
7
8
9
10
11
17
Round Round Round Round Round Round Round Round Round Round Round
1
2
3
4
5
6
7
8
9
10
11

18. F) Reflection point in management
 To control inventories on the optimal way
 A lot of inventories on former half and less inventories
on latter half especially in Herbert
 In result, we had much warehouse cost and lost the
opportunity for selling each
1800
Inventory and procurement
Number of products
1600
1400
Better
rounds
1200
1000
Too much inventories
800
No
inventories
600
400
200
0
Round 1 Round 2 Round 3 Round 4 Round 5 Round 6 Round 7 Round 8 Round 9 Round 10 Round 11
Inventory simon
18
Inventory herbert
Procurement simon
Procurement herbert

19. F) Reflection point in management
 To control inventories on the optimal way
 Misstook predicting the demand in both islands
 Estimated too aggressive demand curve in both islands and
that saturating condition will be coming soon
 Cound not catch up with demand changes
Based on last session…
12,000
Real condition…
10,000
y = -144.93x2 + 412.07x + 5676.2
R² = 0.9968
10,000
9,000
8,000
8,000
7,000
6,000
6,000
4,000
5,000
2,000
4,000
0
-2,000
y = 11.668x3 - 257.38x2 + 995.11x + 5147.5
R² = 0.9859
y = -12.14x3 + 249.72x2 - 758.69x + 881.87
R² = 0.9966
3,000
0
2
4
6
8
y = 72.143x2 + 326.54x - 145.4
R² = 0.9961
-4,000
-6,000
10
2,000
1,000
0
0
simon
19
herbert
1
2
3
4
Simon
5
6
Herbert
7
8
9
10
11

20. G) Comparison and cause analysis
 Comparison of sales
 Inventory control is the most important
 Have no a big difference even between top and low teams
except for rounds having no inventories for low teams
 It means that almost same price and sales amount were set
in every team
250000
200000
150000
100000
50000
0
Round 1 Round 2 Round 3 Round 4 Round 5 Round 6 Round 7 Round 8 Round 9 Round Round
10
11
Team 1
Team 2
Team 3
Team 4
Team 5
Team 6
20

21. G) Comparison and cause analysis
 Comparison of current profit
 The big difference of current profit
 Top teams could keep the high current profit on average on
all rounds
 Current profits of low teams were not stable
40000
30000
20000
10000
0
Round 1 Round 2 Round 3 Round 4 Round 5 Round 6 Round 7 Round 8 Round 9 Round 10 Round 11
-10000
-20000
-30000
-40000
Team 1
21
Team 2
Team 3
Team 4
Team 5
Team 6

22. G) Comparison and cause analysis
 Comparison of surplus
 Stable growth is KSF
 Top teams could keep the stable growth rate of surplus
because of the stable current profit
300000
250000
200000
150000
100000
50000
0
Round 1 Round 2 Round 3 Round 4 Round 5 Round 6 Round 7 Round 8 Round 9 Round 10 Round 11
Team 1
22
Team 2
Team 3
Team 4
Team 5
Team 6

23. G) Comparison and cause analysis
 Comparison of inventory
 Inventories of top teams are significantly stable
 Top teams have never lost the opportunities for selling and
kept too much inventories in both islands
 It is obvious that lost teams have experienced the lack of
inventories on former half in Simon and on latter half in
Herbert
180000
160000
Inventory assets in Simon
160000
140000
140000
Inventory assets in Herbert
60000
120000
Team 1
100000
Team 2
80000
Team 3
Team 4 60000
40000
Team 5 40000
Team 5
20000
Team 6 20000
Team 6
0
0
120000
100000
80000
23
Team 1
Team 2
Team 3
Team 4

24. H) Attached material
 Strategy policy
 Developed the core
strategy not to lose our
aims in advance
 This is the land mark
when we see what we
cannot expect
 Composed of
procurement and sales
strategy mainly
24

25. H) Attached material
 Developed the simulator to monitor the change
of surplus following input data
ound 1
ound 2
ound 3
ound 4
ound 5
ound 6
ound 7
ound 8
ound 9
ound 10
ound 11
6,000
6,000
6,000
6,000
6,000
6,000
6,000
4,000
4,000
4,000
4,000
simon
4
4
2
2
4
4
1
1
4
1
herbert
Adv.
4
4
2
1
1
1
1
1
4
1
radio
magazine
ound 2
ound 7
ound 8
ound 10
ound 11
150
150
150
150
150
145
145
150
140
150
dora/n
145
145
145
150
145
149
145
145
150
130
105
dora/n
1,000
850
700
600
800
600
200
200
0
0
50
n
300
350
500
200
0
600
200
1,500
1,600
1,200
1,200
n
0
0
10,000
0
0
0
-21,000
0
0
0
Loan
Loans
11,000
11,000
11,000
21,000
21,000
ound 6
21,000
21,000
0
ound 9
0
100
1
145
herbert
ound 5
120
1800
2
pages
simon
simon
ound 4
780
900
pages
1
0
procurement
ound 3
145 145 145 150
500
4
herbert
280
ound 1
price
145 150 150 150
140
4
herbert
Product
160
460
simon
dora
dora
0
dora
80
12,000
y = -144.93x2 + 412.07x + 5676.2
R² = 0.9968
10,000
60
40
8,000
20
6,000
0
Ro
un
d
Ro 1
un
d
Ro 2
un
d
Ro 3
un
d
4
R
Input form of
advertisement, price
and procurement
INP
4,000
2,000
0
-2,000
Demand
ound 1
ound 2
ound 7
ound 8
971
931
950
938
756
710
628
432
210
217
143
n
43
simon
67
117
157
325
441
656
792
868
1,122
1,319
Demand prediction
ound 4
ound 5
ound 6
ound 9
4
5
6
7
10
5,056
4,087
2,931
1,459
-303
-2,355
-4,696
-7,328
1,468
2,420
3,241
4,411
5,675
7,084
8,637
10,334
12,176
ound 2
ound 3
ound 4
ound 5
ound 6
ound 7
ound 8
ound 9
ound 10
ound 11
6,090
6,001
5,900
5,740
5,340
4,780
3,400
2,330
1,630
1,201
1,104
248
400
690
900
1,820
2,556
3,678
4,600
5,602
6,013
6,100
ound 1
ound 2
ound 3
ound 4
ound 5
ound 6
ound 7
ound 8
ound 9
ound 10
ound 11
Herbert
3
4
5
y=
6
7
8
9
10
72.143x2
+ 326.54x - 145.4
R² = 0.9961
-6,000
simon
herbert
y = 11.668x3 - 257.38x2 + 995.11x + 5147.5
R² = 0.98592
10,000
7,000
9,000
6,000
8,000
6,090 6,001 5,900
7,000
5,000
6,000
4,000
5,000
Inverntory
ound -1
Inventory
simon
29
0
50
0
0
0
172
340
330
313
170
n
0
257
790
973
1,166
1,341
1,100
444
252
0
378
659
n
ound 1
ales
4,000
500
herbert
Inventory monitor
2
11
5,615
712
ound 1
imon
3
5,861
298
herbert
2
5,972
simon
9
ound 11
1
total_prediction
8
ound 10
1
n
herbert
ound 3
0
-4,000
ound 2
971
43
simon
herbert
829
67
ound 3
950
117
ound 4
900
157
ound 5
700
325
ound 6
ound 7
600
441
628
656
ound 8
432
792
ound 9
210
452
ound 10
217
1,122
y = -12.14x3 + 249.72x2 - 758.69x + 881.87
R² = 0.99656
2,000
2,000
1,000
ound 11
143
1,319
n
n
1
147030
Cash-in
ales
Account eceivable
Loan
Cash-out
Pay
AccountPayable
Cash flow monitor
Adv.
134065
152125
155709
186180
177480
99300
5
Simon
7
9
Herbert
11
159465
158550
176240
159945
ound 2
ound 3
ound 4
ound 5
ound 6
ound 7
ound 8
ound 9
ound 10
ound 11
89,550
33,446
20,659
8,513
16,878
10,423
23,470
66,070
80,978
110,854
97,161
88,218
80,439
95,679
95,130
91,275
93,425
111,708
106,488
59,580
105,744
95,967
0 dora
59,700
58,812
53,626
63,786
63,420
60,850
62,284
74,472
70,992
39,720
70,496
63,978 dora
Cash-in
AccountReceivable
60,000
79,863 dora
0
0
0
10,000
0
0
0
0
0
0
0
0 dora
57,400
81,970
76,615
75,040
75,040
57,400
57,400
75,040
32,200
98,035
92,680
75,040 dora
105,250
24,600
35,130
32,835
32,160
32,160
24,600
24,600
32,160
13,800
42,015
39,720 dora
140,000
0
120,000
Cash-out Adv.
Round 1
Round 2
Round 3
Round 4
Round 5
6,740
7,280
8,300
8,080
8,080
8,700
6,700
4,740
6,700
6,080
15,000
15,000
15,000
15,000
15,000
15,000
15,000
15,000
15,000
15,000
15,000 dora
Freight
12,112
11,168
12,536
12,456
12,200
12,328
14,272
13,792
9,296
14,712
15,696
4,000 dora
ent
4,000
4,000
4,000
4,000
4,000
4,000
4,000
4,000
4,000
4,000
4,000
4,000 dora
80,000
Debtor AccountReceivable
2,860
7,900
10,230
11,660
13,410
11,000
6,160
5,920
3,300
6,910
8,290
0 dora
60,000
Debtor Inventory
660
660
660
1,260
1,260
1,260
1,260
0
0
0
0
0 dora
40,000
Creditor AccountPayable
epay
0
0
0
0
0
0
0
21,000
0
0
0
33,446
20,659
8,513
16,878
10,423
23,470
66,070
80,978
110,854
97,161
79,863
dora
Cash-out
AccountPayable
20,000
6,740
CahInHand
#N/A
Cash-out Pay
40,000
15,000
Interest
0 dora
#N/A
dora
100,000
Debtor Cash
Creditor Borrowings
20,000
0
Round Round Round Round Round
1
2
3
4
5
urplus
B/S and surplus
monitor
ound 3
ound 4
ound 5
ound 6
ound 7
ound 8
ound 10
ound 11
20,659
8,513
16,878
10,423
23,470
66,070
80,978
110,854
97,161
79,863
58,812
53,626
63,786
63,420
60,850
62,284
74,472
70,992
39,720
70,496
63,978
Inventory
Land
Creditor
AccountPayable
Borrowings
Capital
urplus
25
ound 2
33,446
ound 9
29,315
66,078
86,129
104,163
119,796
112,750
63,140
52,885
37,950
56,926
68,600
650,000
650,000
650,000
650,000
650,000
650,000
650,000
650,000
650,000
650,000
650,000
24,600
35,130
32,835
32,160
32,160
24,600
24,600
32,160
13,800
42,015
39,720
11,000
11,000
11,000
21,000
21,000
21,000
21,000
0
0
0
0
700,000
700,000
700,000
700,000
700,000
700,000
700,000
700,000
700,000
700,000
700,000
35,973
44,233
64,593
81,301
87,909
102,904
108,082
122,695
124,724
132,568
122,721
124,724
122,695 132,568
140,000
108,082
102,904
120,000
87,909
81,301
100,000
64,593
80,000
44,233
60,000 35,973
40,000
20,000
0
Ro
un
d
Ro 1
un
d
Ro 2
un
d
Ro 3
un
d
Ro 4
un
d
Ro 5
un
d
Ro 6
un
d
Ro 7
un
d
Ro 8
un
Ro d 9
un
d
10
ound 1
Cash
Account eceivable
Debtor
2
Cash-in Sales
Wages
Warehouse
400
690
0
80,000
ound 1
BeginningCash
3
248
1
1,000
120,000
0
-1
100,000
Cash-Flow
3,000
3,000
3