Construct a short-term financial plan for Springfield Snowboards based on its expansion opportunity described in the “Positive Cash Flow Shocks” part of Section 20.1. Base the plan on the following table, which forecasts additional capital expenditures, marketing (SG&A), and working capital in Q1 and Q2 along with higher sales in Q2 – Q4. Assume that Springfield ends 2021 with $1 million in cash and that its bank will offer it a short-term loan at the rate 2.5% per quarter.

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1 Quarter 2 Income Statement ($000) 3 Sales 4 Cost of Goods Sold 5 Selling, General, and Administrative 6 EBITDA 7 Depreciation 8 EBIT 9 Taxes 10 Net Income 11 Statement of Cash Flows ($000) 12 Net Income 13 Depreciation 14 Changes in Working Capital 15 Accounts Receivable 16 Inventory 17 Accounts Payable 18 Cash from Operating Activities 19 Capital Expenditures 20 Other Investments 21 Cash from Investing Activities 22 Net Borrowing 23 Dividends 24 Capital Contributions 25 Cash from Financing Activities 26 Change in Cash and Equivalents (18 +21 +25) 2021 Q4 2022Q1 2022Q2 2022Q3 2022Q4 10,909 5,000 6,000 6,000 6,000 -7,091 -3,250 -3,900 -3,900 -3,900 -729 -729 -729 -1,118-1,034 2,700 716 1,371 1,371 1,371 -455 -500 -525 -525 -525 216 846 -54 -212 162 634 2,245 -561 1,684 162 500 -136 48 574 -1,500 634 525 1111 -300 105 964 -525 846 846 -212 -212 634 634 -926 439 634 525 - 1,159 -525 -1,500 -525 -525 - ||||| 634 634 525 1 1,159 -525 - -525 634