Hello, I would need an answer for Appendix 2.
MGMT 8500: F21 -capstone -V1 CASE It was a regular working day in April21, when four business partners gathered together for strategy session for their organization: Wraps, Meals and More (WMM). Background: WMM operated a chain of Quick Service Restaurants (QSR) in business localities in the GTA, Mississauga, Brampton, Oakville, Kitchener, Waterloo, and Cambridge. Their first outlet opened in 2007 in Vaughn and then continued to expand to other areas. WMM outlets offered food and beverages for takeout and delivery only. There was no dine in option available. The rapid expansion of food delivery service provided a strong headwind for WMM. Since their outlets did not require a prominent location, the leasing costs were minimized. The above factors contributed to the success and growth of WMM till Covid struck in early 2020. Most the revenue generated by WMM was from lunch items, afternoon snacks and early evening dinners consumed by clients working in their offices. With 90% of client working from home, the demand for such services almost disappeared overnight. WMM had to downsize its operations, close outlets, and lay off nearly 60% of its workforce. Positive news began to appear in April21 with the arrival of vaccines in Canada. Both the Federal and Provincial governments expressed confidence of vaccinating a majority of the population by Fall'21 and allow restaurant businesses to function normally by November 21. About business partners Maria Jimenez (Maria) is the Senior Vice President- Marketing. She spent over fifteen years with Fortune 500 companies in the Consumer-Packaged Goods sector. She developed multi channel marketing strategies for WMM which led to WMM being positioned as an agile, innovating enterprise. Julia Smith (Julia) was the Corporate Chef of WMM. She spent nearly twenty years with leading hotel chains in Western Canada before taking on the current role in WMM. She displayed exemplary skills at developing new products which contributed to the profitability of WMM. Adam Wiseman (Adam) was the Chief Financial Officer of WMM. He too came from a hospitality background, having worked with leading hotel chains in Toronto. His expertise was in Capital Budgeting and product costing, which worked well in conjunction with the culinary skills of Julia when new products were being developed. Yetunde Jones (Tunde) was the Senior Vice President-Operations. His background was as a General Manager in Fast Food Outlets. With his exemplary people skills and ability to train new hires, WMM was able to hire operations staff with little or no experience and develop them to high performing team members. MGMT 8500: F21 -capstone -V1 Reshaping business strategy The four business partners set up their meeting with a view to re-orient their business strategy in the context of changes coming to how work would look like when the economy reopened after the pandemic. The goal was to develop a business model which would be relevant with the hybrid work model which was likely to be the norm once post pandemic recovery takes shape. Maria began the meeting with a discussion what work would look like in the post pandemic era. Clients of WMM were in all age groups ranging from 25 - 48 and were office workers. Due to their workload they preferred to buy food from a Quick Service Restaurant so that they can consume the food as and when their work schedule allowed for. With the hybrid work model, they would be attending office two or three days a week and work from home for the remainder. The food consumption pattern would shift from consumption only in the office(pre-pandemic), to consumption both at office and home (post-pandemic). The question therefore was: how can WMM adapt to this change in consumer behaviour? Julia thanked Maria for her insight and began her discussion. She pointed out at this time, there was a very short time lag between food being prepared at WMM and being consumed by the client. The time lag possibly was no more than two hours. As a result, consumers were able to eat freshly prepared food which was packed to retain the attributes of the cooked meal till it reached the consumer. She expressed opinion that the food production process needed a transformation. In addition to the food being prepared and delivered to the client for consumption, there has to be a secondary process where food would be prepared and packed. The packed food would retain its original attributes for 48 hours. Therefore, a client can order two versions of the same meal. One, which she can consume in the office within the next two hours and second, the packed version, which can be taken home, kept in the refrigerator, and consumed on the following day. She would come up with a list of menu items which could be cooked and packed. She requested Maria to explore the possibility of building a new brand based on the packed meals. At this point, Adam took over and pointed out that to implement this strategy, the following steps would be necessary: . . . A new facility, where food preparation and food packaging can happen Benchmarking studies to analyze performance of similar companies Product costing and estimation of manufacturing volume to meet financial goals Multi-channel marketing of packed food Tunde, pointed out that implementing the above, would lead to several operational issues as well. In order to resolve them, it may be necessary to incur additional fixed expenses. As a next step, they decided to retain the services of Conestoga Consulting (CC), a reputed consulting agency. The scope of work for CC would be to develop financial projections based on the above issues and provide a recommendation as to the best way forward for WMM. MGMT 8500: F21 -capstone -V1 Initial meeting with Conestoga Consulting: A group of five consultants met with the four business partners to develop a plan of action. It was decided that the consulting group will develop financial projections as requested and provide a report to WMM in two weeks. Project work for Conestoga Consulting: Issue #1: New facility for WMM For acquiring the new facility, the consulting group wanted to evaluate both options of leasing the facility as well as an outright purchase. They gathered data which is presented in Appendix 1. Issue #2: Benchmarking studies of a similar company The consulting group decided to conduct a ratio analysis of a comparable company (Waterloo Corporation) and compare with that of the industry. This would allow them to provide feedback to WMM as to operating metrics they should follow in their new venture. Relevant data is presented in Appendix 2. Issue #3: Product costing and estimation of manufacturing volume to meet financial goals The consulting group wanted to develop a Contribution Margin Income statement and conduct a Cost- Volume-Profit Analysis so that the estimated manufacturing volume can be projected. If this estimated volume could be sold entirely, then the target profitability can be met. Relevant data is presented in Appendix 3. Issue #4: Multi channel marketing of packaged food items The consulting group wanted to develop calculations using the relevant costing model of 'Special Orders'. They felt that, in order to maximize production capacity 'special orders', should be accepted. These orders would represent one-time sales opportunities of the products in a very high volume. Due to the high volume, client would have to be offered a price which is lower than the list price. Relevant data is presented in Appendix 4. Required: the end of the two-week period, the consulting group would meeting with the business partners. Prepare a report showing all the calculations and your recommendations for all the four issues. MGMT 8500: F21 -capstone -V1 . . Deliverables: 1) Written report with the following content: Appendix 1: Explain the calculations Your recommendations Appendix 2: Explain the comparisons of ratios you calculated against industry values Provide recommendations on how to improve three of them Appendix 3: Explain your calculations Provide a recommendation Appendix 4: Explain your calculations Provide a recommendation . O . . Formatting specifications: Executive summary (1 page) 1000 words maximum (excluding executive summary) Calibri or Arial font 11 point Line spacing - 2 Header and footer Cover page Table of Contents (formatted using MS Word) 2) Excel Workbook showing calculations: Blank format is provided Complete one spreadsheet for each scenario . . MGMT 8500: F21 -capstone -V1 Appendix Two (Benchmarking studies) Objective: To conduct ratio analysis of a comparable company (Waterloo Corporation) and compare with that of the industry. Waterloo Corporation Comparative Statements of Financial Position 31-Dec-19 $ Assets Cash Accounts receivable Merchandise inventory Prepaid Expenses Property, plant, and equipment Total assets 2019 45,000 $ 60,000 60,000 50,000 270.000 485.000 2018 25,000 50,000 70,000 30,000 250,000 425,000 $ $ Liabilities and shareholders' equity Accounts payable Short-term bank loan payable Bonds payable Common shares Retained earnings Total liabilities and shareholders' equity 20,000 $ 65.000 120,000 170,000 115,000 490.000 $ 30,000 65,000 160,000 95,000 75,000 425,000 $ Waterloo Corporation Income Statement Year Ended December 31, 2019 $ 400,000 230,000 170,000 $ Net sales Cost of goods sold Gross profit Expenses Operating expenses Amortization expense Interest expense Total expenses Profit before income tax Income tax expense Profit 40,000 22,000 11,000 73,000 97,000 27.000 70,000 $ Additional information for 2019: 1 Cash dividends declared and paid. 2 Net cash provided by operating activities in 2019 $ $ 30,000 62,000 Page 8 | 12 MGMT 8500: F21 -capstone -V1 Methodology: . Based on the above information the consulting group will conduct ratio analysis for the following ratios: o O O O o Current ratio Receivable's turnover o Times's interest earned Profit margin Days in inventory Return on assets Cash current debt coverage ratio As a next step the group will compare the ratios calculated above with industry benchmarks. The benchmarks are indicated within brackets besides each ratio. o Current ratio (2 to 1) Receivable's turnover (10 times) Times's interest earned (7 times) o Profit margin (15%) Days in inventory (100 days) o Return on assets (20%) Cash current debt coverage ratio (1 time) o o o
