i need the help woth filling up the table please

Marketing Analytics: Channel Sales and Profit Amazon Echo and Google Home are two of the market leaders in the rapidly growing digital personal assistant product category Ophelia is a brand manager for a smaller consumer electronics firm that has been competing for market share with its digital personal assistant, the Russell. While the product has not yet achieved the widespread success of the market leaders, sales for the Russell have Increased by an average of 40 percent per year in recent years. Ophelia's boss attributes the product's early success to his distribution strategy of making sure the Russell is readily available in wholesale clubs, department stores, discount stores, and specialty electronic stores. Traditionally, cooperative marketing funding has been split equally between the four distribution channels with each receiving $500,000 in support. Each of the four distributors pays a different price to the manufacturer based primarily on purchase volume and channel power. Ophelia has been evaluating the Russell's distribution strategy and thinks that there is room for improvement. She knows that if she is going to convince her boss to change his strategy, she is going to have to speak his language-marketing metrics. To help her with the evaluation, she gathers data from the Russell's last three years of sales. The goal of this activity is to understand how channel choice affects a firm's sales and profitability using sales and profitability data. Use the spreadsheet provided to help answer the questions that follow. The spreadsheet fields highlighted in yellow can be changed in order to determine possible outcomes. You can find the initial values in the corresponding blue cells in columns G to J. Start by entering the initial values into columns B to E. Then review the questions below and adjust the values in columns B to E to determine the correct answers. Serve SE Sub Discountare Price Quantity Sales over + Warehouse Department Clubs Discounter Stores Specialty Inital Value Total Inball Stores Warehouse Cubs Department Store 45 705 650.000 175.000 5 29.250.000 19.250.000 $ 3 10.350.000 5.075,000 $ $ 1.250.000 $ 1.250.000 5 1,250,000 $1,250,000 $ 5.000.000 $ 1.250.000 1 250.000 5 Electronics Special Sur 525 1,000,000 000.000 52,000,000 $13.500.000 5 Vio 29,000,000 $ 700.000 Fund costs 7 Cooperative marketing expenses 1.200.000 5 1.250.000 5 500.000 500.000 $ 3. Profit 500.000$ 500.000 $ Ramona 3.680.0005 5425.000 5 21.250.000 2.000.000 0 30% 44 41 41% 319 0% 47% 14 1 channel of quality sold 2 Channel of total revenue 3 Channel of total of 20% 4015 11 19% 12% ON 4 2014 Durity sodast year 325.000 225.000 550.000 305.000 1,315,000 225,000 235,000 550.000 305.000 Channel of quantity sold year 179 10% 23% 1001 17% 18% 42% 23 7 8 Quantity sold two years 000 136.000 250,000 400.000 310.000 195.000 135.000 250.000 400,000 310000 0 Channel of quay 12 23% 37 2015 100 an 20 Marketing Analytics: Channel Sales and Profit Amazon Echo and Google Home are two of the market leaders in the rapidly growing digital personal assistant product category Ophelia is a brand manager for a smaller consumer electronics firm that has been competing for market share with its digital personal assistant, the Russell. While the product has not yet achieved the widespread success of the market leaders, sales for the Russell have Increased by an average of 40 percent per year in recent years. Ophelia's boss attributes the product's early success to his distribution strategy of making sure the Russell is readily available in wholesale clubs, department stores, discount stores, and specialty electronic stores. Traditionally, cooperative marketing funding has been split equally between the four distribution channels with each receiving $500,000 in support. Each of the four distributors pays a different price to the manufacturer based primarily on purchase volume and channel power. Ophelia has been evaluating the Russell's distribution strategy and thinks that there is room for improvement. She knows that if she is going to convince her boss to change his strategy, she is going to have to speak his language-marketing metrics. To help her with the evaluation, she gathers data from the Russell's last three years of sales. The goal of this activity is to understand how channel choice affects a firm's sales and profitability using sales and profitability data. Use the spreadsheet provided to help answer the questions that follow. The spreadsheet fields highlighted in yellow can be changed in order to determine possible outcomes. You can find the initial values in the corresponding blue cells in columns G to J. Start by entering the initial values into columns B to E. Then review the questions below and adjust the values in columns B to E to determine the correct answers. Serve SE Sub Discountare Price Quantity Sales over + Warehouse Department Clubs Discounter Stores Specialty Inital Value Total Inball Stores Warehouse Cubs Department Store 45 705 650.000 175.000 5 29.250.000 19.250.000 $ 3 10.350.000 5.075,000 $ $ 1.250.000 $ 1.250.000 5 1,250,000 $1,250,000 $ 5.000.000 $ 1.250.000 1 250.000 5 Electronics Special Sur 525 1,000,000 000.000 52,000,000 $13.500.000 5 Vio 29,000,000 $ 700.000 Fund costs 7 Cooperative marketing expenses 1.200.000 5 1.250.000 5 500.000 500.000 $ 3. Profit 500.000$ 500.000 $ Ramona 3.680.0005 5425.000 5 21.250.000 2.000.000 0 30% 44 41 41% 319 0% 47% 14 1 channel of quality sold 2 Channel of total revenue 3 Channel of total of 20% 4015 11 19% 12% ON 4 2014 Durity sodast year 325.000 225.000 550.000 305.000 1,315,000 225,000 235,000 550.000 305.000 Channel of quantity sold year 179 10% 23% 1001 17% 18% 42% 23 7 8 Quantity sold two years 000 136.000 250,000 400.000 310.000 195.000 135.000 250.000 400,000 310000 0 Channel of quay 12 23% 37 2015 100 an 20