I have essentially all the answers but now I just need to summarize the findings

John Grean, a recent graduate with four years of for-profit health management experience, was recently brought in as assistant to the chairman of the board of Digital Diagnostics, a manufacturer of clinical diagnostic equipment. The company had doubled its plant capacity, opened new sales offices outside its home territory, and launched an expensive advertising campaign. Digital's results were not satisfactory to put it mildly. Its board of directors, which consisted of its president and vice president plus its major stockholders (who were all local business people), was most upset when directors learned how the expansion was going. Suppliers were being paid late and were unhappy, and the bank was complaining about the cut off credit. As a result, Eddie Sanders, Digital's president, was informed that changes would have to be made, and quickly, or he would be fired. Also, at the board's insistence, John Green was brought in and given the job of assistant to Wendy Smith, a retired banker who was Digital's chairwoman and largest stockholder. Sanders 2 13 agreed to give up a few of his golfing days and help nurse the company back to health, with Green's assistance. Green began by gathering financial statements and other data, shown below. The data show the dire situation that Digital Diagnostics was in after the expansion program. Thus far, sales have not been up to the 17 forecasted level, costs have been higher than were projected, and a large loss occurred in Year 2, rather than the expected profit. Green examined monthly data for Year 2 (not given in the case), and he detected an improving pattern during the year. Monthly sales were rising, costs were falling, and large losses in the early months had turned to a small profit by December. Thus, the annual data look somewhat worse than final monthly 22 data. Also, it appears to be taking longer for the advertising program to get the message across, for the new 23 sales offices to generate sales, and for the new manufacturing facilities to operate efficiently. In other words, 2 the lags between spending money and deriving benefits were longer thanDigital's managers had anticipated. these reasons, Green and Sanders see hope for the company- provided it can survive in the short run. Green must prepare an analysis of where the company is now, what it must do to regain its financial health, d what actions should be taken. Green requested your group to complete this assigned task for him Use this Excel Workbook to perform the quantitative parts of the analysis and prepare the report as a Word document The report shpuld include only the interpretations of the quantitative results. How you found these results are to be shown in this Excel Workboo Submit both files via Blackboard as instructed. GP2 John Grean, a recent graduate with four years of for-profit health management experience, was recently brought in as assistant to the chairman of the board of Digital Diagnostics, a manufacturer of clinical diagnostic equipment. The company had doubled its plant capacity, opened new sales offices outside its home territory, and launched an expensive advertising campaign. Digital's results were not satisfactory to put it mildly. Its board of directors, which consisted of its president and vice president plus its major stockholders (who were all local business people), was most upset when directors learned how the expansion was going. Suppliers were being paid late and were unhappy, and the bank was complaining about the cut off credit. As a result, Eddie Sanders, Digital's president, was informed that changes would have to be made, and quickly, or he would be fired. Also, at the board's insistence, John Green was brought in and given the job of assistant to Wendy Smith, a retired banker who was Digital's chairwoman and largest stockholder. Sanders 2 13 agreed to give up a few of his golfing days and help nurse the company back to health, with Green's assistance. Green began by gathering financial statements and other data, shown below. The data show the dire situation that Digital Diagnostics was in after the expansion program. Thus far, sales have not been up to the 17 forecasted level, costs have been higher than were projected, and a large loss occurred in Year 2, rather than the expected profit. Green examined monthly data for Year 2 (not given in the case), and he detected an improving pattern during the year. Monthly sales were rising, costs were falling, and large losses in the early months had turned to a small profit by December. Thus, the annual data look somewhat worse than final monthly 22 data. Also, it appears to be taking longer for the advertising program to get the message across, for the new 23 sales offices to generate sales, and for the new manufacturing facilities to operate efficiently. In other words, 2 the lags between spending money and deriving benefits were longer thanDigital's managers had anticipated. these reasons, Green and Sanders see hope for the company- provided it can survive in the short run. Green must prepare an analysis of where the company is now, what it must do to regain its financial health, d what actions should be taken. Green requested your group to complete this assigned task for him Use this Excel Workbook to perform the quantitative parts of the analysis and prepare the report as a Word document The report shpuld include only the interpretations of the quantitative results. How you found these results are to be shown in this Excel Workboo Submit both files via Blackboard as instructed. GP2