### Table 13: Accelerator model

### Table 8. Financial Simulation Model

2005

"... In PAGE 5: ... The model would hold onto the stock until it came to a day, which had an increase certainty of less than 50%, and then it would sell the stock. Table8 shows an example of this strategy. Table 8.... ..."

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### Table 4 : Accelerator Model for I/K

"... In PAGE 22: ...S. This last discrepancy, however, is largely due to the fact that the Eisner estimates and ours given in Table 2 are obtained with six lags for sales, while the Mairesse-Dormont estimates and ours in Table4 are obtained using only three lags for sales. 20Careful comparison of Tables 2 and 3 shows that the between estimates for the sales coe cient... ..."

### Table 8 - Comparison of RMS Trailing edge Acceleration

"... In PAGE 26: ...f closed-loop performance. The disturbance source for the BACT system is wind tunnel turbulence. One measure of the degree to which the numerical model characterizes the effects of turbulence is rms acceleration. Table8 presents rms trailing edge inboard acceleration at two dynamic pressures. The data are based on normalized dynamic pressure expressed as a fraction of the flutter dynamic pressure, q f .... ..."

### Table 5 : Error Correction Accelerator Model for I/K

"... In PAGE 23: ... We present estimates of this model for our two sub-periods and two countries using several econometric estimation methods: total and within regression for comparison to the earlier work, and then GMM estimates using rst-di erenced data with several sets of instruments. The total and within estimates are shown in Table5 . In all cases, the standard errors tend to be quite a bit higher in Table 2 and the estimates for cash flow somewhat lower in the last two periods (for which the dates in the two tables are exactly comparable, unlike the dates for the rst period).... In PAGE 26: ... In this sample, two of the regressors (probably sales growth) have no relevant instruments in the sets of 120 or 117 instruments. Comparing the GMM estimates that purport to correct for simultaneity bias and measurement error with the within rm estimates in Table5 reveals that there is little evidence of this kind of bias, at least in the estimates for 1985-93, where the Sargan Test is easily accepted. The main di erence in the estimates is that the cash flow or pro t rate coe cients have disappeared completely in the second period in both... ..."

### Table 11 Key financial indicators of the MAF base and organic models.

2002

"... In PAGE 31: ...2.4 Financial outcomes from the organic model The financial results ( Table11 ) are based on the changes discussed above and the costs... ..."

### Table 2: Price-evolution, -velocity, and -acceleration functions for growth models.

2007

### Table 1. Models for support business decision processes in financial crisis management

"... In PAGE 4: ... Decomposition of decision making processes in financial crisis management. During analyses of decision making processes in financial crisis management, in [5] are identified decision models for these processes ( Table1 . ).... ..."

### Table 4 Ranking metrics, or Gini coefficients, of predictive models for financial metrics

in N. Abe

"... In PAGE 13: ... The Gini coefficient is 1 for the optimal ranking and 0 for the random predictor. Table4 summarizes the ranking metric values for each of the models we obtained for each of the financial metrics. To visualize the predictive accuracy of these models, we show in Figure 5 a binned scatter plot for the two target metrics Revenue and ROA.... ..."

### Table 3 Relative improvements of financial metrics obtained from predictive modeling

in N. Abe

"... In PAGE 12: ... More specifically, the modeling was done to predict the expected annual percentage change for each financial metric in the following year, as a function of the percentage changes in the opera- tional and on demand metrics in the current year. The models were then applied to the percentage improvements in operational and on demand metrics anticipated for each of the nine transforma- tional projects listed in Table3 to obtain the projected percentage improvements in each of the financial metrics. In multiple models including that for Return on Assets (ROA), Earnings per Share (EPS), and Revenue per Employee, it was observed that fixed assets tend both to receive a high feature importance and to exhibit high correlations with other explan- atory variables, accounts payable and accounts receivable in particular.... ..."