ritalhalasz.weebly.comritalhalasz.weebly.com/uploads/1/4/3/0/14305776/ldr_660... · Web viewThe Electrical Engineering Division has been targeted to implement product management and

Running head: Shanghai Volkswagen Case Analysis 1

Shanghai Volkswagen Case Analysis

LDR 660

Strategic Planning and Implementation

Rita L. Halasz

Siena Heights University

Professor Cynthia Jones

May 25, 2010


Table of Contents

Case Statement 3

Symptoms 4

Goals 5

Internal Environment 6

External Environment 7

Industry Analysis:

Change ModelFormula 8

Changing Organizational Cultures 9

Financial Analysis 11

Ratio Analysis 12

Diagnosis 13

Action Plan 14

References 17

Appendix A 18

Appendix B 22

Appendix C 25


Case Statement

Shanghai Volkswagen Automotive Co, Ltd., (SVW), is ready for an organizational

culture change. A producer of Volkswagen automobiles in China, market share pressures and

the desire for efficiency and increased local resources have made them look closely at their

corporate culture and the way products are managed from idea through production and the

market place. The Electrical Engineering Division has been targeted to implement product

management and to make the changes necessary for its success.

SVW was formed from a joint venture between Volkswagen AG from Germany (VW),

and the state (China)-owned Shanghai Automotive Industry Corporation (SAIC) in 1985.

China requires foreign investors to enter joint ventures (JV) with no more than a 50% interest.

SAIC was a 50:50 JV, and Volkswagen was also part of the FAW VW joint venture, with First

Automotive Works, also a state- owned entity. VW’s joint ventures enabled Volkswagen to

produce and market cars in China, and China was able to capitalize on foreign investment and

increase local production. The SVW agreement was amended and restated in 2004 to continue

until 2030 (Kramer, Kaufmann & Becker, 2007).

SVW had been a leader in the Chinese automotive market. They had reached market

share of 50%. However, Kramer et al. (2007) note, “In the first half of 2003 it had dived down to

20.3 percent. As a reaction, Volkswagen increased its investment in China and began to focus

more on the sales and marketing side than before” (p. 312). In addition, SVW was looking to

shift more of its design and development work onsite in China, and away from Germany.

SVW’s Electrical Engineering Division (EE) had primarily procured Volkswagen AG

designed and tested parts from local suppliers. China requires that “forty percent of all value

creation has to be local content “ (Kramer et al., 2007, p.312). This requirement, coupled with


the potential to save money using low cost local suppliers, has provided increased incentive to

utilize the Chinese labor force and suppliers for more of the parts creation process. Kramer et al.

(2007) continue, “Local content would be increased not only to leverage local low-cost suppliers

but also to allow for quicker response times. Knowledge transfer no longer should be one-sided,

but in future more and more two-sided” (p. 319).

Coupled with the increased investment from Volkswagen AG, EE was “moving from a

replicating office to an electronics and electrics development unit” (Kramer et al., 2007, p. 308).

Project management implementation is desired so that EE can take the design and production of

parts through all phases. Significant corporate structural and cultural barriers were impeding this

process.

EE has been responsible for securing appropriate local suppliers and production of

quality parts .This group falls under Product Engineering, which in turn is part of Production and

Engineering. The number of engineers in EE was expected to grow by 50%. Their

responsibilities were numerous and they ultimately had responsibility over all parts related to

electronics (Kramer et al., 2007).

Symptoms

Although EE bore responsibility for all parts, many of them were designed in Germany.

Most testing took place in Germany and the Quality Management department was responsible

for quality control. Different phases of the development and production process would shift to

the control of various departments and divisions along the way, with the lead EE engineer still

absorbing responsibility. Many divisions took responsibility for different phases of part

production, thwarting project management by EE. This placed them at the mercy of these

divisions and left them little control over the development timeframe (Kramer et al., 2007).


The inability to effectively manage projects also rested in cultural barriers. Kramer et al.

(2007) state, that SVW gave “the impression of walking through a miniature replication of VW

Wolfsburg in Germany. There was German food, most of the Chinese engineers spoke German,

and approximately 1/3 of upper management was German (p. 315). Although the facility and

that of Shanghai in general, were very westernized, there were still significant cultural

differences (Kramer et al., p. 316).

For Chinese, it is important to “keep their face”. It is important to always deliver an

answer, even if wrong, to always control one’s temper, and always treat and be treated according

to person’s social status. Politeness etiquette also prohibits saying “no”, and to not admitting

there is a misunderstanding or that something is not understood. A manager questioning an

engineer may hear “yes”, when in fact, the engineer is not planning on doing the work or doesn’t

understand the task (Kramer et al., 2007, p. 316).

Other differences include initiative, planning, and hierarchical communication gaps. Due

to the large control of the communist government, Chinese are used to being controlled and told

what to do, resulting in little initiative. Westerners are typically interesting in planning every

detail, part of the project management process (Kramer et al., 2007). Kramer et al., further notes,

“Chinese people tend to believe that things change constantly and life is unpredictable, which

makes long-term planning useless” (p. 317). This belief leads to taking projects in little pieces at

a time, as they arise. Project management, on the other hand, requires an understanding of the

big picture, and breaking it into controlled parts and processes. Finally, at SVW, due to a

combination of language gaps, peer familiarity, and cultural differences, German employees

would generally try to speak to other Germans, regardless of position or authority. Chinese

employees also preferred to talk with Chinese, or timidly use phone and e-mail to contact


Germans. Orders are also rated according to the level of management that issues the order, and

German issues are rated higher than Chinese delegated tasks (Kramer et al).

Goals

Project management implementation was necessary at EE. Kramer et al., (2007)

observes, “Despite all efforts that had been undertaken, project management in EE was

functioning more on paper rather than in practice” (p. 318). Shanghai Volkswagen needed

reshaping and restructuring for faster response times and faster and more autonomous production

of parts to be successful (Kramer et al.). Mr. Sven Patuchka, head of EE summarized it well in

his discussion with Mr. Liang Sui, electrical engineer:

We need to change our structure in order to be able to react quicker to changes and

especially to be able to communicate more efficiently. Problems should be reported even

before they arise, so that we can react in time. Your task is to evaluate the possible

advantages and disadvantages of implementing project management in EE. Thereafter,

you should initiate all necessary actions in order to successfully implement project

management (Kramer et al., p. 308)

Internal Factors

Strengths:

Excellence in research, design, and testing in Germany

Leading foreign joint venture in China with highest market share

Joint venture approved through 2030

VW commitment to increased investment

Commitment to project management to increase efficiency

Weaknesses:


Inability to address and correct problems due to Chinese culture barrier

Lack of Chinese initiative

Split of functions within project management between Germany and China

Lines of communication barriers between Chinese and Germans and management

levels

Lack of Electrical Engineering autonomy

Decline in market share

External Factors

Opportunities:

Inexpensive local suppliers

China’s declaration of automotive industry as one of five key industries

Joint venture competitors with successful cultural integration as models

Extensive and inexpensive Chinese labor pool for all levels of employment

Expansion of JV’s and auto industry will provide more local supplier choice

Cultural integration and project management will yield increase efficiency and

profits

Threats:

Competitors that have mastered project management and cultural integration

Lack of control over local suppliers

Entry of more JV’s (competitors)

Economy (current)

Chinese Government restrictions regarding local suppliers


Change Analysis

Change Model Formula

The SWOT model looks at the internal and external factors of an organization. It is clear

from the SWOT, and the case itself, that significant changes will have to be made for the joint

venture to successfully implement project management. Gleicher’s Change Model Formula

states that:

Dissatisfaction x Vision x First Steps > Resistance to Change

All of the factors must be present so that when combined, they are greater than the resistance to

change. If a factor is at or near zero, the resistance to change will dominate (Gleicher, para. 1).

VW management is dissatisfied with the lack of successful project management. It is

also recognizes that cultural disparities account for a large portion of the problem. There is also a

desire by management to increase the responsibilities for projects within the JV’s environment,

versus Germany. Project management barriers will only be exacerbated by increasing design,

production, and testing within the Chinese location.

The Chinese employees appear not to recognize the issue based on the unused Gantt and

traffic lights charts and the fact that the project managers indicated they did not understand the

project management’s purpose. They perceived it as more work, but did not recognize any value

(Kramer et al., 2007). In order for the organization’s culture to change, the employees affected

must be dissatisfied, not just the management. VW, as a European company, understands project

management and operates under that model. They have the vision of what should be, but have

not been able to effectively communicate that vision to affected departments and employees.

The case brings us SVW at the First Steps portion of the Change Model. The company is

looking to implement change and wants to analyze the feasibility and success of this change.


They want to know what steps to take. The key is that the steps need to be attainable and that

attainability needs to be communicated to the key players. If these steps do not appear to be

viable, lack of employee buy-in will again lower the factor of First Steps to zero or near zero,

which will further sustain the resistance to change.

Using the Change Model, VW needs to ensure that all players, and especially managers,

understand the issues and problems of the current situation, which they have not done in the past.

The desired result and vision, along with clear and perceived attainable steps towards realizing

that vision, need to be communicated effectively so that the employees’ resistance to change is

significantly reduced.

Changing Organizational Cultures Model

In order to bring about organizational change in SVW, a third analysis model is useful.

Beyer and Trice, in their Changing Organizational Cultures model, below, identify specific areas

to review during the change process. The eight areas and related SVW analysis are below:

Capitalize on Propitious Moments: SVW will need to utilize specific examples,

past and present, within the corporation, to raise the perception of a need for change

within affected departments. This could be specific examples of projects that failed, how

and why they failed, and how the new vision would have changed the outcome. It is

important to recognize the benefit to the company, due to the Chinese sense of loyalty to

their employer.

Combine Caution with Optimism: Good examples of successes in other areas of

the company or possibly competitors can create a positive outlook on change. Employees

need to understand how the change will benefit the company, clients, and the employees


themselves. With initiative difficulties, it is best to again channel the optimism in light of

company benefits.

Understand Resistance to Culture Change: Western and Chinese culture are

very different and are ingrained. Working to implement change that respects the Chinese

culture is important for buy-in and success. Initiatives should incorporate Chinese

culture as much as possible. Cultural change is not overnight.

Change Many Elements, But Maintain Some Continuity: SVW will not be

able to eliminate all cultural influence and unique areas that have been successful should

be maintained. Finding processes and areas where the local employees have been very

successful utilizing their models or unique cultural attributes will be rewarding for the

employees and help them to accept change in dissatisfaction areas.

Recognize the Importance of Implementation As described in the Change

Model Formula, above, actually implementing, and with small, attainable, first steps, will

generate more acceptance and contribute to the success of the change. Beyer and Trice

state that “initial acceptance and enthusiasm are insufficient to carry change forward,”

and that adoption, followed by implementation, leads to institutionalization (section 6).

Current managers do not see the benefit of project management, so the initial

implementation and the expected success will be a motivating factor in its own right.

Select, Modify, and Create Appropriate Cultural Forms: Culture based

incentives and rituals will help to inspire and motivate the local employees to embrace or

try change while simultaneously rewarding them for their effort and successes.

Modify Socialization Tactics: Training programs: It is important that initial

training and integration of new employees sets the stage for the desired cultural


integration and corporate culture. This takes time, but as new employees are socialized

according to the desired corporate culture, long term corporate culture will be affected.

Find and Cultivate Innovative Leadership: SVW needs to find dynamic

Chinese leaders who understand and can lead the change process. Training will also be

an important part of developing leaders, and in turn, good project management. A style of

management that is primarily Western-based will necessitate a new way of thinking and

an openness to change.

Financial Analysis

A review of Volkswagen AG’s Income Statements (Appendix A), shows that

VW’s revenue increased for each of the four years 2005-2008, with a significant decrease

in revenue of 8% in 2009. Cost of revenue and the resultant gross profits were consistent

with the changes in revenue. Even with the 2009 decrease in revenue, the company still

recorded net income of €960 million. Selling, general, and administrative expenses

remained constant between 2008 and 2009, indicating a lack of controlling costs during

the economic downturn. The 38% increase in interest expense for 2009 correlates with

the increase of debt levels (Appendix B).

VW’s Balance Sheet (Appendix B), indicates a decrease in cash for 2008, due to

an increase in receivables, followed by a 117% increase in 2009. This was due to the

increase in short and long-term debt, as noted above, the reduction of receivables, and the

increase in accounts payable. The company also had modest increases in property, plant,

and equipment for each of the five years. Inventory was reduced in 2009, which

demonstrates the company’s ability to control production costs and sell from inventory

stocks during a down year.


Total debt fluctuated during the five year period, with overall reductions in 2006

and 2007, followed by two years of substantial increases. Equity was also consistent,

primarily reflecting increases due to net income.

Volkswagen AG was able to main consistent results during the past five year

period with a modest reduction in revenue in 2009. This was a year of economic

recession and automakers were particularly hard hit. In spite of this and unchanged

selling and administrative expenses, VW was able to recognize net income for 2009.

Ratio Analysis

Ratios for VW are found in Appendix C and will be analyzed within five areas: liquidity,

asset management, debt management, profitability, and equity.

VW’s quick ratio, a measure of liquidity and ability to pay current liabilities is .93

versus .36 for the industry. Although a quick ratio of 1.0 or greater would be preferred, VW

has the ability to meet current obligations with little sales or liquidation of inventory.

Inventory turnover is 5.77, far above the 2.44 for the industry. This would indicate a very fast

turnaround of inventory; over double the industry average. VW is currently achieving good

liquidity.

In asset management, total asset turnover is .61, yielding good sales as a percentage of

assets. This is almost fourfold the industry average of .17. For debt management, no ratio

was given in Appendix C. The debt ratios calculated from Appendix B for the periods 2005-

2009, show consistent and reasonable debt ratios of .46, .43, .4, .41, and .44, respectively.

This directly correlates to changes in property, plant, and equipment and debt levels during

those same periods.


For profit margin, it is helpful to look at the five year average, since 2009 was a loss year

for the industry. VW’s five year profit margin was a respectable 2.42, but significantly less

than the industry average of 3.17. Estimates for the current period show a net profit margin

far above the industry average. Return on equity shows better results. Five year average is

8.77 for VW; 8.06 for industry, showing that their below industry profit margins are still

yielding good returns based on their level of equity.

For price earnings ratio, five year averages are not given for VW in Appendix C. Current

TTM estimates report a company P/E ratio of 24.08 with an expected industry P/E of 10.42.

Given the poor economy during the current period, VW has been able to attain a strong P/E

ratio.

Diagnosis

SVW has a typical vertical hierarchy, which supports Chinese authority structure.

However, project management is a horizontal approach, with key components and players across

similar authority lines. As Chen & Partington observe:

In Chinese culture larger power distance and stronger uncertainty avoidance are

associated with greater centralization and formalization. Organizations are usually taller,

more hierarchical pyramid structures. In contrast, Western organizational structures are

usually flatter with a less distinctive hierarchy. The Western approach to project

management usually involves a matrix of two competing hierarchies – a functional

hierarchy and a project hierarchy. This requires tolerance for ambiguity, which may not

fit the Chinese culture. Hence: Proposition 6. Chinese project managers will tend to be

reluctant to use the Western matrix project organizational structure (p. 3).


Current project management has engineers taking full responsibility for projects, but

leaves a high degree of control within other divisions and departments, including Germany.

With culturally limited initiative, reliance on authority levels, and limited practical control,

project managers are uncomfortable in directing and managing their parts process through

leadership, direction, and delegation.

Chinese employees have not owned the benefits of project management; either because of

cultural traditions in managing work or the lack of successful results within SVW. Project

management is the discipline of organizing and managing resources (e.g. people) in such a way

that the project is completed within defined scope, quality, time and cost constraints

(Statemaster, 2009).

Chinese culture traditionally focuses on relationships during project work, with flexible

and changing schedules. Incremental steps are taken without an emphasis on planning, versus

the Western approach to analyzing the big picture and scope, and planning the steps to fit it.

“Project management methods in China relied primarily on ‘backward planning’” (Dodyk &

Briggs, p. 2).

Communication between the Chinese and Germans also functions too much based on

nationality instead of with the most direct and appropriate party. There is also an inability for the

Chinese to communicate problems, concerns, and misunderstandings due to the difficulties in

saying no, losing face, and communication with non-first tier authority.

Action Plan

The Change Model Formula will be crucial in the success of project management

implementation at SVW.

Dissatisfaction:


Educate employees to understand the consequences to the company when not

successfully utilizing project management.

Concretely outline how project management will tangibly benefit the company

and the employees involved.

Clearly describe ways in ways in which German counterparts have thwarted the

project management process, thereby emphasizing a company problem, and a

company solution

Vision:

Design a new structure of project management that all employees will follow..

The new structure should utilize as many unique cultural characteristics as

possible, as well as retain processes that have been successful.

Initial socialization of new employees should emphasize the new corporate

culture for project management only.

The new structure should be implemented company-wide and “sold” to all

employees utilizing culturally sensitive methods, with enthusiasm and optimism.

The vision also needs to be transmitted through charismatic managers and

employees that understand the concepts and can support and encourage co-

workers through positive leadership.

First Steps:

Restructure initial training and socialization of new employees for long-term

corporate culture change.

Implement training for Chinese project managers on site in Germany to build

long-term attitudes and understanding.


Research and begin implementation of software and other management systems to

give project managers to learn and do their job more effectively.

Analyze the authority structures within SVW and make appropriate changes to

give project managers the authority to control and run their projects.

Implement culturally appropriate rewards for good project management and

communication, as well as successful completion of projects.

Analyze where possible deterrents to good communication and problem solving

exist and seek to eliminate those barriers and implement incentives.

Look to where project management methods can be implemented in other

processes, divisions, and departments within the company, in order to saturate the

organizational culture.

Shanghai Volkswagen has been a leader within the Chinese automotive market. The

industry is growing and has a bright future in China through the Chinese Government’s targeting

of the industry for growth and enhancement, as well as the growing Chinese market for cars.

SVW, through its successful implementation of project management, and resultant increased

efficiency, is poised to be the leader in the future.


References

Beyer, H., Trice, J. (1993). Changing Organizational Cultures. Retrieved from:

http://valuebasedmanagement.net.

Chen, P., Partington, D. How culture sensitive is project management? Retrieved from

http://www.zulanas.lt/images/adm_source/docs/2Ping_Chen_paperENG.pdf

Dodyk, P., Briggs, P. Understanding the Project Management Process in China. Retrieved from

http:// www.pmi.org/PDF/pp_dodyk.pdf

Gleicher, D. (1987). Change Model Formula. Retrieved from:

http://valuebasedmanagement.net.

Kramer, B., Kaufmann, L., Becker, A. (2007). Shanghai Volkswagen: Implementing

Project Management in the Electrical Engineering Division. In Strategic

Management, Competitiveness and Globalization: Concepts and Cases (pp. 116-

124). Ohio: Thomson South-Western.

Statemaster, Retrieved from: http://www.statemaster.com

http://www.statemaster.com/

http://valuebasedmanagement.net/

http://www.pmi.org/PDF/pp_dodyk.pdf

http://www.zulanas.lt/images/adm_source/docs/2Ping_Chen_paperENG.pdf

http://valuebasedmanagement.net/


Appendix A

VOLKSWAGEN AG INCOME STATEMENTS

In Millions of Euro(except for per share items)

20092009-12-31

Period Length

12 Months

20082008-12-31

Period Length

12 Months

20072007-12-31

Period Length

12 Months

20062006-12-31

Period Length

12 Months

20052005-12-31Restated

2006-12-31Period Leng

th12 Months

Revenue 105,187.0 113,808.0 108,897.0 104,875.0 93,996.0

Other Revenue, Total -- -- -- -- --

Total Revenue 105,187.0 113,808.0 108,897.0 104,875.0 93,996.0

Cost of Revenue, Total 91,608.0 96,612.0 92,603.0 91,020.0 81,733.0

Gross Profit 13,579.0 17,196.0 16,294.0 13,855.0 12,263.0

Selling/General/Admin. Expenses, Total

13,276.0 13,294.0 11,727.0 11,492.0 10,853.0

Research & Development -- -- -- -- --

Depreciation/Amortization -- -- -- -- --

Interest Expense, Net - Operating -- -- -- -- --

Interest/Investment Income - Operating -- -- -- -- --

Interest Expense(Income) - Net Operating

-- -- -- -- --

Unusual Expense (Income) (38.0) 30.0 (47.0) -- --

Other Operating Expenses, Total (1,514.0) (2,461.0) (1,537.0) 354.0 (1,128.0)

Total Operating Expense 103,332.0 107,475.0 102,746.0 102,866.0 91,458.0


Operating Income 1,855.0 6,333.0 6,151.0 2,009.0 2,538.0

Interest Expense, Net Non-Operating (2,268.0) (1,815.0) (1,647.0) (1,586.0) (1,531.0)

Interest/Invest Income - Non-Operating 1,439.0 2,385.0 1,710.0 1,211.0 679.0

Interest Income(Exp), Net Non-Operating -- -- -- -- --

Gain (Loss) on Sale of Assets -- -- -- -- --

Other, Net 234.0 (295.0) 329.0 159.0 (65.0)

Net Income Before Taxes 1,260.0 6,608.0 6,543.0 1,793.0 1,621.0

Provision for Income Taxes 349.0 1,920.0 2,421.0 (162.0) 571.0

Net Income After Taxes 911.0 4,688.0 4,122.0 1,955.0 1,050.0

Minority Interest 49.0 65.0 (2.0) (1.0) 0.0

Equity In Affiliates -- -- -- -- --

U.S. GAAP Adjustment -- -- -- -- --

Net Income Before Extra. Items 960.0 4,753.0 4,120.0 1,954.0 1,050.0

Accounting Change -- -- -- -- --

Discontinued Operations -- -- 0.0 795.0 70.0

Extraordinary Item -- -- -- -- --

Tax on Extraordinary Items -- -- -- -- --

Net Income 960.0 4,753.0 4,120.0 2,749.0 1,120.0

Preferred Dividends -- -- -- -- --

General Partners' Distributions -- -- -- -- --

Miscellaneous Earnings Adjustment -- -- -- -- --

Pro Forma -- -- -- -- --


Adjustment

Interest Adjustment - Primary EPS -- -- -- -- --

Income Available to Com Excl ExtraOrd 960.0 4,753.0 4,120.0 1,954.0 1,050.0

Income Available to Com Incl ExtraOrd 960.0 4,753.0 4,120.0 2,749.0 1,120.0

Basic Weighted Average Shares 400.20 398.09 394.34 387.76 384.36

Basic EPS Excluding Extraordinary Items 2.399 11.939 10.448 5.039 2.732

Basic EPS Including Extraordinary Items 2.399 11.939 10.448 7.089 2.914

Dilution Adjustment -- -- -- -- --

Diluted Weighted Average Shares 400.29 399.70 397.73 389.76 384.36

Diluted EPS Excluding ExtraOrd Items

2.398 11.891 10.359 5.013 2.732

Diluted EPS Including ExtraOrd Items 2.398 11.891 10.359 7.053 2.914

DPS - Common Stock Primary Issue 1.600 1.930 1.800 1.250 1.150

Gross Dividends - Common Stock 647.0 779.0 720.0 497.0 450.0

Total Special Items (38.0) 30.0 (47.0) 0.0 0.0

Normalized Income Before Taxes 1,222.0 6,638.0 6,496.0 1,793.0 1,621.0

Effect of Special Items on Income Taxes

(10.5) 8.7 (17.4) 0.0 0.0

Inc Tax Ex Impact of Sp Items 338.5 1,928.7 2,403.6 (162.0) 571.0

Normalized Income After Taxes 883.5 4,709.3 4,092.4 1,955.0 1,050.0


Normalized Inc. Avail to Com. 932.5 4,774.3 4,090.4 1,954.0 1,050.0

Basic Normalized EPS 2.330 11.993 10.373 5.039 2.732

Diluted Normalized EPS 2.330 11.944 10.284 5.013

2.732

Retrieved from: http://www.reuters.com/finance/stocks/financialHighlights?symbol=VLKAF.PK

Appendix B

http://www.reuters.com/finance/stocks/financialHighlights?symbol=VLKAF.PK


Volkswagen Ag Balance Sheets

In Millions of Euro(except for per share items)

20092009-12-

31

20082008-12-

31

20072007-12-

31

20062006-12-

31

20052005-12-

31

Cash -- -- -- -- --

Cash & Equivalents 20,539.0 9,474.0 10,112.0 9,367.0 7,963.0

Short Term Investments 3,330.0 3,770.0 6,615.0 5,091.0 4,017.0

Cash and Short Term Investments 23,869.0 13,244.0 16,727.0 14,458.0 11,980.0

Accounts Receivable - Trade, Net 5,692.0 5,969.0 5,691.0 5,049.0 5,638.0

Notes Receivable - Short Term 27,403.0 27,035.0 24,914.0 23,426.0 22,412.0

Receivables - Other 6,689.0 11,092.0 7,153.0 5,833.0 5,173.0

Total Receivables, Net 39,784.0 44,096.0 37,758.0 34,308.0 33,223.0

Total Inventory 14,123.0 17,816.0 14,031.0 12,463.0 12,643.0

Prepaid Expenses -- -- -- -- --

Other Current Assets, Total 0.0 1,007.0 0.0 -- --

Total Current Assets 77,776.0 76,163.0 68,516.0 61,229.0 57,846.0

Property/Plant/Equipment, Total - Gross 85,198.0 79,746.0 73,928.0 71,508.0 70,872.0

Accumulated Depreciation, Total (60,755.0) (56,625.0) (54,590.0) (51,168.0) (47,988.0)

Property/Plant/Equipment, Total - Net 24,443.0 23,121.0 19,338.0 20,340.0 22,884.0

Goodwill, Net -- -- 201.0 195.0 238.0

Intangibles, Net 12,907.0 12,291.0 6,629.0 6,998.0 7,430.0

Long Term Investments 11,144.0 7,106.0 8,495.0 7,439.0 4,701.0

Note Receivable - Long Term 37,606.0 36,005.0 30,890.0 29,478.0 27,228.0

Other Long Term Assets, Total 13,301.0 13,233.0 11,288.0 10,924.0 12,754.0

Other Assets, Total -- -- -- -- --

Total Assets 177,177.0 167,919.0 145,357.0 136,603.0 133,081.0

Accounts Payable 10,225.0 9,676.0 9,099.0 8,190.0 8,476.0


Payable/Accrued -- -- -- -- --

Accrued Expenses -- -- -- -- --

Notes Payable/Short Term Debt 40,583.0 36,091.0 28,656.0 30,007.0 30,893.0

Current Port. of LT Debt/Capital Leases 23.0 32.0 21.0 16.0 99.0

Other Current liabilities, Total 18,703.0 19,003.0 18,292.0 15,272.0 13,841.0

Total Current Liabilities 69,534.0 64,802.0 56,068.0 53,485.0 53,309.0

Long Term Debt 36,810.0 33,081.0 29,122.0 28,534.0 30,833.0

Capital Lease Obligations 183.0 176.0 193.0 200.0 181.0

Total Long Term Debt 36,993.0 33,257.0 29,315.0 28,734.0 31,014.0

Total Debt 77,599.0 69,380.0 57,992.0 58,757.0 62,006.0

Deferred Income Tax 2,224.0 3,654.0 2,637.0 2,154.0 1,622.0

Minority Interest 2,149.0 2,377.0 63.0 55.0 47.0

Other Liabilities, Total 30,998.0 28,818.0 25,399.0 25,271.0 23,489.0

Total Liabilities 141,898.0 132,908.0 113,482.0 109,699.0 109,481.0

Redeemable Preferred Stock, Total -- -- -- -- --

Preferred Stock - Non Redeemable, Net -- -- -- -- --

Common Stock, Total 1,025.0 1,024.0 1,015.0 1,004.0 1,093.0

Additional Paid-In Capital 5,356.0 5,351.0 5,142.0 4,942.0 4,513.0

Retained Earnings (Accumulated Deficit) 28,901.0 28,636.0 25,718.0 20,958.0 17,994.0

Treasury Stock - Common -- -- -- -- --

ESOP Debt Guarantee -- -- -- -- --

Unrealized Gain (Loss) -- -- -- -- --

Other Equity, Total -- -- -- -- --

Total Equity 35,282.0 35,011.0 31,875.0 26,904.0 23,600.0

Total Liabilities & Shareholders' Equity 177,180.0 167,919.0 145,357.0 136,603.0 133,081.0

Shares Outs - Common Stock Primary Issue 295.01 294.92 291.34 286.98 280.21


Shares Outstanding - Common Issue 2 105.87 105.87 105.87 105.87 105.87

Shares Outstanding - Common Issue 3 -- -- -- -- --

Shares Outstanding - Common Issue 4 -- -- -- -- --

Total Common Shares Outstanding 400.88 400.79 397.21 392.85 386.08


Appendix C

Ratios

EARNINGS (per share)

Quarter Ending Jun-10 1 0.93 0.93 0.93 --



Quarter Ending Sep-10 1 0.84 0.84 0.84 --

Year Ending Dec-10 15 4.23 8.01 3.01 5.46

Year Ending Dec-11 15 6.92 11.70 2.68 8.88

LT Growth Rate (%) 2 48.10 69.00 27.20 22.70

a. Sales and Earnings Figures in U.S. Dollars (USD)B. VALUATION RATIOS

Company Industry Sector S&P 500

P/E Ratio (TTM) 24.08 10.42 19.67 19.62

P/E High - Last 5 Yrs. -- 0.04 0.23 57.55

P/E Low - Last 5 Yrs. -- 0.01 0.05 5.85

Beta -0.18 0.97 1.00 1.36

Price to Sales (TTM) 0.28 0.16 2.00 1.98

Price to Book (MRQ) 0.79 0.34 2.91 2.44

Price to Cash Flow (TTM) 3.05 1.82 9.26 21.78

Price to Free Cash Flow (TTM) 6.26 2.98 21.10 22.80

% Owned Institutions -- -- -- --

C.D. DIVIDENDS


Dividend Yield 2.38 0.93 1.17 1.68

Dividend Yield - 5 Year Avg. 1.27 1.49 1.39 2.68

Dividend 5 Year Growth Rate 8.79 -0.40 1.40 -9.36


Payout Ratio(TTM) 57.72 13.61 10.38 32.93

E.F. GROWTH RATES


Sales (MRQ) vs Qtr. 1 Yr. Ago 19.37 11.72 10.04 13.25

Sales (TTM) vs TTM 1 Yr. Ago -0.87 -2.29 -1.46 6.61

Sales - 5 Yr. Growth Rate 3.41 8.06 7.07 6.11

EPS (MRQ) vs Qtr. 1 Yr. Ago 59.64 40.43 78.83 223.52

EPS (TTM) vs TTM 1 Yr. Ago -72.69 -- -- --

EPS - 5 Yr. Growth Rate 5.84 -0.55 -0.52 7.07

Capital Spending - 5 Yr. Growth Rate -2.53 4.01 3.32 8.39

G. FINANCIAL STRENGTH


Quick Ratio (MRQ) 0.93 0.33 0.65 0.79

Current Ratio (MRQ) 1.15 0.39 0.79 0.95

LT Debt to Equity (MRQ) 101.33 19.57 23.65 134.30

Total Debt to Equity (MRQ) 197.05 35.02 38.86 201.19

Interest Coverage (TTM) -- -0.01 0.10 42.32

H. PROFITABILITY RATIOS



Gross Margin (TTM) 13.80 4.31 5.85 30.29

Gross Margin - 5 Yr. Avg. 13.89 21.27 23.70 27.42

EBITD Margin (TTM) 10.46 -- -- --

EBITD - 5 Yr. Avg 9.77 9.30 10.14 14.82

Operating Margin (TTM) 2.18 0.53 1.06 --

Operating Margin - 5 Yr. Avg. 3.59 4.62 5.27 16.98

Pre-Tax Margin (TTM) 1.74 0.63 0.99 13.85

Pre-Tax Margin - 5 Yr. Avg. 3.38 4.57 5.08 16.61

Net Profit Margin (TTM) 1.04 0.39 0.63 10.93

Net Profit Margin - 5 Yr. Avg. 2.42 3.17 3.38 12.17

Effective Tax Rate (TTM) 40.27 9.53 9.94 11.03

Effecitve Tax Rate - 5 Yr. Avg. 28.61 29.69 33.51 25.74

i.J. EFFICIENCY


Revenue/Employee (TTM) 298,060 112,708 1,358,625 581,179

Net Income/Employee (TTM) 3,099 1,395 89,419 68,633

Receivable Turnover (TTM) 15.46 2.30 3.19 8.13

Inventory Turnover (TTM) 5.77 2.44 2.64 6.25

Asset Turnover (TTM) 0.61 0.17 0.19 0.50

K. MANAGEMENT EFFECTIVENESS



Return on Assets (TTM) 0.63 0.25 0.44 5.24

Return on Assets - 5 Yr. Avg. 1.73 2.77 3.16 5.28

Return on Investment (TTM) 1.05 0.39 0.63 6.72

Return on Investment - 5 Yr. Avg. 2.86 5.37 5.73 6.78

Return on Equity (TTM) 3.01 0.87 0.84 14.67

Return on Equity - 5 Yr. Avg. 8.77 8.06 7.93 10.16



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