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Strengths Weaknesses
Opportunities Threats
SPACE Matrix GRAND
IE Matrix
Perceptual Maps

Welcome to the Free Excel Student Template Vers

Dear Student,
By using this Template, you hereby agree to the Copyright terms and conditions. This Template should save you considerable t
more professional. Do not mistake this Template for doing all of the work. Your assignment is to analyze and present strategie
need to do the research and enter key internal and external information into the Template. The Template does not gather or prio
assimilate information you enter in a professional way and does many calculations for you once that critical information is ente
for conceptual guidelines for developing all matrices and analyses included in this Template. Best of luck with your project. T
for Textbook editions 17ed and 18th.

Instructions for Using the Template

Please read all Template instructions below carefully before you start each new section of this Template. Only type in the green
David textbook for conceptual guidelines for every matrix and analysis in this Template.

This Template is organized into three primary parts: Part I, Part II, and the respective data output pages for your respective ma
Part I or Part II. Part I consists of data entry in developing matrices, where Part II consists of data entry for your financial inform
statements, and projected financial statements. Blue buttons are provided for navigating within and to Part I, yellow buttons are
orange buttons are for navigating to the respective matrices and pink buttons are for navigating to your financial output tables.
I and Part II may not be visible for Apple users but all other features should work without any problems.

Strengths and Weaknesses

Enter into the Template exactly 10 strengths and 10 weaknesses, no more and no less. Your factors should be detailed and actio
strength: "Sales up nicely" is too vague and not actionable; "Sales were up 15% on women's apparel in China during 2018" is st
of divisions when writing strengths and weaknesses. Note women's apparel could be a division for Nike. All divisions do not ne
coverage for divisions with more revenue and those most pertinent to your strategic plan.
Weights reveal how important a factor is to being successful in the industry. All weights are "industry-based." A factor of 0.10
a factor of 0.02 for being successful in the industry. Do not be afraid to include factors with lower weights though. To have a f
example out of the 100s the firm likely has), justifies its importance, yet it still may be relatively a lot less important to the indu
be mindful with respect to what industry your firm operates. A moderate priced casual hamburger restaurant may have more in
restaurant than with McDonalds (cheaper fastfood). Automatically considering McDonalds, Burger King, and Wendy's as the "
hamburgers may not be appropriate. Here, casual moderated priced restaurants may serve better as the "industry." After enterin
sum of your weights equals 1.0 for your internal factors. Also, arrange your strengths with highly weighted factors listed first;
weighted factors listed first.

In contrast to weights that are industry-based, ratings are company-based and reveal how well your firm is performing. Use the
an IFE Matrix: If your strengths are being cut off, simply drag your cursor between the two row numbers on the left to widen t

1 = "the response is poor"

2 = "the response is average
View IFE Matrix
3 = "the response is above average"
4 = "the response is superior"

Strengths

Weaknesses

View IFE Matrix Total Weight (Must Equal 1.00)

 Opportunities and Threats
Enter into this Template exactly 10 opportunities and 10 threats, no more no less. Your factors should be detailed and actionabl
opportunities and threats should be external in nature. Ask yourself "Does the firm have control over this factor?" If the answer
threat. For example, as a clothing retailer you may have an opportunity to "start selling clothes in China." This is not an opport
internal control over doing business in China, and 2) the statement is a strategy. The underlying opportunity may be "Women i
in 2018." Note how this opportunity is specific, actionable, divisional, and external (we cannot control the culture or demand fo
not need to be treated equally, allow more coverage for divisions with more revenue and those most pertinent to your strategic p

Weights reveal how important a factor is to being successful in the industry. Read over the #2 tip under strengths and weaknes
the external factors. After entering in the weights, check to make sure your sum of weights equals 1.0 for all 20 external factors
weight items first.

Ratings again are company-based and reflect how well the firm is addressing the particular factor. Use the coding scheme given
your opportunities are being cut off, simply drag your cursor between the two row numbers on the left to widen the row.

1 = the response is poor"

2 = "the response is average"
View EFE Matrix
3 = "the response is above average"
4 = "the response is superior"

Opportunities

Threats
 View EFE Matrix Total Weight (Must Equal 1.00)

Competitive Profile Matrix (CPM)

To perform the CPM, enter up to 12 critical success factors. You may use some of the ones listed below if you like but try to u
company. For example, if your case is Delta Airlines, perhaps include on time arrival, extra fees, and frequent flyer points as fa
In a CPM, factors do not need to be overly specific, but they should be divisional in nature to the extent possible. If Pepsi Co. is
the firm's soda business, Frito Lay business, bottling business, etc. (Pepsi Co competes in a lot more than just soda) rather than
what division (business) are you referring to? Frito Lay's advertising, soda marketing, etc. All divisions do not need to be treate
divisions with more revenue and those most pertinent to your strategic plan.

After entering in your critical success factors, enter in a weight for each factor; weights are industry-based. Be sure to check th
column, to make sure your sum weight is equal to 1.00. It is okay for some factors to receive a low weight and a factor or two t

After entering in your weights, type the name of your company and two other competitors in the corresponding boxes.

After entering in the weights and identifying your company and two rival firms, then enter in a Rating (company-based) in the "
organization. DO NOT ASSIGN THE COMPANIES THE SAME RATING; TAKE A STAND; MAKE A CHOICE. In a CPM
ratings.

1 = "the response is poor"

2 = "the response is average" View CPM Matrix
3 = "the response is above average"
4 = "the response is superior"

Enter 12 Factors Below

Advertising
Domestic Market Penetration
Customer Service
Product Variety
International Market Penetration
Employee Dedication
 Financial Profit
Customer Loyalty
Market Share
Product Quality
Top Management
Price Competitiveness

View CPM Matrix

Boston Consulting Group (BCG) Matrix

This Template allows for up to 5 divisions. If your company has more than 5 divisions, combine the divisions with the
least amount of revenue into division 5, and mention the adjustment to the class during your presentation, or simply
focus on the 5 divisions your 3-year plan centers around; check with your professor. <See your firm's Form 10K or
Annual Report to find divisional information, and those documents of your rivals> It is excellent to develop a BCG/IE
by geographic region, and construct another one by product (if you have the data).

In each division, enter a name, followed by the dollar amount in revenues for that division. Do not include M or B for
millions or billions, but do drop off zeros. For example, for $100,000,000, you could enter $100,000 or $100, just be
consistent.

After completing Step 2 in developing a BCG, enter in the dollar amount in revenues for the top rival firm for each
division. Note, the top rival may be you and in this situation enter in your company's revenue for that division. Also,
note the top rival may be different for different divisions. For example, if your firm is Avon, Avon's top rival in its
lipstick division may be Revlon, but for nail polish, the top rival in the industry may be L'Oréal, and in makeup, Avon
may be the market leader. There is no need to label the top rival by name, but you could mention in class as part of your
presentation. Be sure to enter in all numbers in the same $ format you used in Step 2 above. If you do not have a perfect
apples to apples comparison, (possibly a rival firm combines lipstick and makeup, where your firm separates the two)
then estimate as best you can and make note in your presentation.

Finally, enter in the industry growth rate (IGR) for each division. Generally, taking the top 2 or 3 rivals for each
division (along with your firm), adding their numbers together for the current year and the previous year and using the
equation (Current Year - Previous Year) / Previous Year is sufficient to estimate guess of the industry growth rate. This
is because generally the top 3 players dominate an industry. Note, using this process also weights larger firms more,
which is exactly what you desire. Do not use total revenues; instead, use divisional revenues. Division industry growth
rates (IGR) must be between -0.20 and 0.20. If outside these ranges, simply use -0.20 or 0.20 and mention during your
presentation.

Everything is calculated and positioned for you (Other than Industry Growth Rate in Step 4) including the Relative
Market Share Position (RMSP). The BCG matrix in this Template does not produce pie slices to show profits. You may
wish to discuss divisional profits in your presentation.
Enter in division names below (If less than 5, leave the other spaces blank and no circles will appear)

BCG

Internal - External (IE) Matrix

This Template allows for up to 5 divisions. If the company has more than 5 divisions, combine the divisions with the
least amount of revenue into division 5, and mention the adjustment to the class during your presentation, or simply
focus on the 5 divisions that your 3-year plan centers around; check with your professor.

Company wide EFE and IFE scores are automatically entered once you complete the EFE and IFE Matrices.

Enter in estimated EFE and IFE Scores for your respective divisions.

This Template's IE matrix does not produce pie slices to show profits.

Enter The Name Of Your Firm

Enter in division names below. If less than 5, leave the other spaces blank and no circles will appear. Remember you
could use divisions by geographic region for the BCG and by product/service type for the IE (or vice versa).

IE
 IE

SPACE Matrix
Include up to five factors to assess each SPACE axis: Financial Position (FP), Stability Position (SP), Competitive
Position (CP), and Industry Position (IP) and the corresponding rating each factor should receive.

You may use the factors provided here, but try to determine key factors related to your company and industry in the
same manner you did with the CPM. The calculations are done automatically and the rating scale is provided below.

Enter in the estimated FP, SP, CP, and IP numbers for up to two competitors. Or, instead of a competitor, you could
show the estimated SPACE values for your firm after your proposed recommendations are implemented, ie a Before and
After analysis. Or you could do both, just cut and paste the SPACE into PowerPoint then refill in the new data. It is
important you fill in all information or Excel will place a circle(s) at the origin of the SPACE since the default will be
(0,0) plot, which is the origin.

FP and IP
Positive 1 (worst) to Positive 7 (best)

CP and SP
Negative 1 (best) to Negative 7 (worst)

Enter The Name Of Your Firm

Financial Position (FP)

Current Ratio
Debt to Equity
Net Income
Revenue
Inventory Turnover

Industry Position (IP)

Growth Potential
Financial Stability
Ease of Entry into Market
Resource Utilization
Profit Potential
Competitive Position (CP)
Market Share
Product Quality
Customer Loyalty
Variety of Products Offered
Control over Suppliers and Distributors

Stability Position (SP)

Rate of Inflation
Technological Changes
Price Elasticity of Demand
Competitive Pressure
Barriers to Entry into Market

Your firm's X-axis

Your firm's Y-axis

Estimated FP
Estimated IP
Estimated CP
Estimated SP

Competitor 1's X-axis

Competitor 1's Y-axis

Estimated FP
Estimated IP
Estimated CP
Estimated SP

Competitor 2's X-axis

Competitor 2's Y-axis
SPACE

Perceptual Map
In this Template's Perceptual Map, you may include for up to 10 product categories.
Enter in the X axis and Y axis dimensions. For example, if developing a map for frozen foods your X axis could range
from "low calorie" to "high calorie," while the Y axis ranges from "low cost" to "high cost."

Enter in the products you wish to compare (up to 10); in the example, these products would be different brands of frozen
foods available for purchase. After entering in the products, rate each factor on a scale of 1 to 9. In our example,
extremely low calorie would receive a score of 1 or 2, and likewise extremely high calorie should receive a score of 8 or
9.

To enhance this analysis, you could mentally draw a line   (or two lines) of best fit (through products) and identify areas
along the line that do not have (in this example) frozen food products near the line. In this analysis, blank areas of the
map are typically the most advantageous for new product creation. Any products that fall well above or below the line,
may be over or under serving customers and should be examined closely. Do not blindly follow this rule of thumb
however since, for example, a very expensive product may be well off the projected best fit line and yet serve its small
customer base quite well. You may with this Template wish to develop several perceptual maps changing your X and Y
dimensions. For example, if you are a large food processor, you could examine frozen foods on dimensions other than
the ones used here, or you could examine dairy products or any other related products. Simply cut and paste your
existing map into Power Point then enter your data for a new map.

Enter The Name of the Dimensions on the X-axis

Enter The Name of the Dimensions on the Y-axis

Enter in up to 10 products
 Perceptual Map

Grand Strategy Matrix

The Grand Strategy Matrix allows for entry of your firm and up to 5 divisions

Rank the X axis from 1 (Extremely Weak Competitive Position) to 9 (Extremely Strong Competitive Position)

Rank the Y axis from 1 (Extremely Slow Market Growth) to 9 (Extremely Rapid Market Growth)

GRAND

SWOT
Click on the SWOT Hyperlink below and add your SLOWEST, and WT Strategies.
SWOT

QSPM
To perform a QSPM, enter two strategies in the corresponding green boxes below. These two strategies should be
derived from your BCG, IE, SPACE, GRAND, and SWOT. In your oral or written project, you will need to provide a
recommendations page(s) on your own with the expected cost of each recommendation, ie after performing the QSPM.
The recommendations page is followed by an EPS/EBIT Analysis to reveal where best to obtain the needed capital (debt
vs equity). You should have multiple recommendations, including perhaps both strategies included in the QSPM, and
other strategies for the firm - but no firm can do everything that would benefit the firm due to limited resources.

In developing a QSPM, after entering in your strategies, then rate each strategy based on the strengths, weaknesses,
opportunities, and threats (factors). Do not give two strategies the same rating for a particular strength, weakness,
opportunity, or threat. (the exception is if you enter 0 to signify a factor "not impacting the choice between strategies"
then you MUST enter 0 for both strategies. For example, if Strategy 1 deserves a rating of 4 on a given factor, but that
factor has little to do with Strategy 2, just assign a rating of 1 to Strategy 2. (Note QSPM's will have 0's across about
one half of the rows). Across each row in performing QSPM analysis, use the rating scale below for AS scores.
0 = Not applicable
1 = Not attractive
2 = Somewhat attractive
3 = Reasonably attractive
4 = Highly attractive

Strengths
0
0
0
0
0
0
0
0
0
0

Weaknesses
0
0
0
0
0
0
0
0
0
0

Opportunities
0
0
0
0
0
0
0
0
0
0

Threats
0
0
0
0
0
0
0
0
0
0
QSPM

You have completed Part 1.

 e Efficiently CPM
BCG Matrix
SWOT
QSPM HOME

late Version 18.1

you considerable time and allow for your presentation to be

d present strategies for the next three years. You will still
not gather or prioritize information. It does however
nformation is entered. Refer to the David & David textbook
h your project. This Template is designed

mplate
y type in the green boxes. Refer to the David, David &

our respective matrices. All data entered will be entered into

ur financial information, including ratios, financial
yellow buttons are for navigating within and to Part II,
ial output tables. The navigation buttons along the top of Part

s
detailed and actionable rather than vague. For example, the
during 2018" is stated far better. Always be thinking in terms
divisions do not need to be treated equally; allow more
" A factor of 0.10 for example is 5 times more important than
ough. To have a factor make your top 10 list (10 strengths for
portant to the industry than others factors you include. Also,
may have more in common with a moderate priced chicken
d Wendy's as the "industry" just because they all sell
ry." After entering in the weights, check to make sure the
actors listed first; arrange your Weaknesses also with highest

rforming. Use the coding scheme given below for ratings in

the left to widen the row.

Weight Rating

Weight Rating

0.00
s
iled and actionable rather than vague. Keep in mind both
or?" If the answer is yes, then it cannot be an opportunity or
s is not an opportunity for two reasons: 1) the firm has
may be "Women in China spent 20% more on athletic apparel
lture or demand for female athletic apparel). All divisions do
to your strategic plan.

gths and weaknesses above since the same logic applies for
0 external factors. List factors according with highest

ding scheme given below for ratings in an EFE Matrix. If

en the row.

Weight Rating

Weight Rating
 0.00

CPM)
u like but try to use ones that are more pertinent to your
t flyer points as factors, rather than the canned factors below.
ble. If Pepsi Co. is your firm, your factors should be about
soda) rather than just general "advertising." Advertising for
t need to be treated equally; allow more coverage for

e sure to check the bottom of the "Enter Weight Below"

d a factor or two to receive a high weight of say 0.20.

g boxes.

any-based) in the "Enter Rating Below" column for each

HOICE. In a CPM, use the coding scheme provided below for

Weight Your Firm Rival Rival

Enter Ratings Below

 0.00

) Matrix

BCG
 Top Firm in Division
Your Firm's Industry Market Relative
Division Division Growth Rate Market Share
Revenues Revenues (Step 4) Position

NA
NA
NA
NA
NA

trix

IE

Your Firm's
Estimated Estimated
Division
IFE Score EFE Score
Revenues
 SPACE

Ratings
Ratings

0.0
0.0

0.0
0.0

0.0
0.0
 Perceptual Map

X - axis Y - axis
Rating Rating
 GRAND

X-axis score Y-axis score

QSPM
 Strategy
Strategy Two
One

AS Ratings AS Ratings

AS Ratings AS Ratings

AS Ratings AS Ratings
AS Ratings AS Ratings
 Projected Financi
EPS/EBIT Analysis
Company Valuation Statements
Preliminary Financial Data

Preliminary Financial Data

1 Enter in your preliminary financial data below for your company. This data is used to construct financial statements, finan

Income Statement Information

Reporting Date

Revenue

Cost of Goods Sold

Operating expenses

Interest Expense

Non-recurring Events

Tax

Balance Sheet Information

Current Assets 12/30/1899 12/30/1899

Cash and equivalents

and Short Term
Investments

Accounts Receivable

Inventory

Other Current Assets

 Long Term Assets

Property, plant &

equipment

Goodwill

Intangibles

Other Long-term Assets

Current Liabilities

Accounts Payable

Other Current
Liabilities

Long Term Liabilities

Long-term Debt

Other Long-term
Liabilities

Equity

Common Stock

Retained Earnings

Treasury Stock

Paid in Capital & Other

 Company Valuation
1 Enter in the corresponding data below for your firm, and for a rival firm if you desire. The rival can be a firm you wish to
your case company.

Stockholders' Equity 0 Note: Determined after you complete the p

Net Income 0 Note: Determined after you complete the p

Note: Determined after you complete the p

EPS #DIV/0!
shares outstanding below.

Note: Using Current # shares outstanding

# Shares Outstanding
(issued) on the last day of the fiscal year.

Note: Current Stock price is fine, or the cl

Stock Price
fiscal year.

Goodwill & Intangibles 0 Note: Determined after you complete the p

Rival Firm's Name

Rival Firm Valuation
Stockholders' Equity

Net Income

EPS

# Shares Outstanding

Stock Price

Goodwill & Intangibles

 EPS/EBIT Analysis
1 Enter in the corresponding data below for your firm.

2
If you notice little to no change in EPS with stock vs debt financing, the total amount of your recommendations is likely t
recommending defensive strategies where you are not acquiring substantial new capital.

Pessimistic Realistic Optimistic

EBIT

EPS/EBIT Data

Amounted Needed Note: This number is the tota

Interest Rate Note: Enter as a decimal.

Tax Rate Note: Enter as a decimal.

Shares Outstanding 0 Note: Enter in under Compan

# New Shares Outstanding #DIV/0! Note: Calculated automatical

Stock Price $0.00 Note: Enter in under Compan

Combination Financing Data

Percent Equity Used to Finance Note: Enter as a decimal.

Percent Debt Used to Finance Note: Enter as a decimal.

Total Equity and Debt 0.00 Note: Must equal 1.0. Check

Projected Financial Statements

1 Start with the income statement and work your way from top to bottom. Take extreme care to read and understand all note
Chapter 8 in the David & David textbook for examples and guidelines in developing projected financial statements.
2
After completing the income statement, begin the balance sheet starting with the "dividends to pay" line near the bottom;
balance sheet first, then work your way up the statement to the liabilities section, then onto the assets, using the top row (C
note beside the cash line item explains further.

3 Take care to read all notes to the right of the line items. Consult Chapter 8 of the David & David textbook for excellent ex
projected statements.

Projected Years (earliest

Historical
Income Statement Numbers (see
notes)
Projected Reporting
Date

Revenues #DIV/0!

Cost of Goods Sold #DIV/0!

Operating Expenses #DIV/0!

Interest Expense $0
 Tax #DIV/0!

Non-Recurring Events 0

Scroll Down for Balance Sheet

Work from the bottom of the Projected Balance Sheet to the top

Projected Years (earliest

Balance Sheet Historical Dollar
(Start at the bottom)
Amount Paid
Read the message to the right, then start at

Assets 12/30/99

Cash and Equivalents $0 $0

Accounts Receivable #DIV/0!

Inventory #DIV/0!

Other Current Assets #DIV/0!

Property Plant &

$0
Equipment
 Goodwill $0

Intangibles $0

Other Long-Term
#DIV/0!
Assets

Liabilities 12/30/1899

Accounts Payable #DIV/0!

Other Current
#DIV/0!
Liabilities

Long-Term Debt $0

Other Long-Term
#DIV/0!
Liabilities

Equity 12/30/1899

Common Stock 0

Treasury Stock 0

Paid in Capital & Other 0

Retained Earnings 0 0
Total Dividends to Pay START HERE
 Projected Financial HOME
Statements

ial Data
ruct financial statements, financial ratios, and much more.

ion

Enter all as Dollar Amounts. Make sure the oldest year is entered into
Column 1 throughout this Template. You may NOT Change this sequence as
the preset equations will not adjust.

Income Statement

Note: If receiving interest credit, enter as NEGATIVE number

Note: If NEGATIVE enter as negative number. Generally this line is for

"discontinued operations" and 90% of the time you will enter 0

Note: If receiving a tax credit, enter as NEGATIVE number

Balance Sheet
Note: Enter as negative number

Balance Sheet
 Balance Sheet

tion
ival can be a firm you wish to acquire or simply just to compare to

Company Valuation

mined after you complete the preliminary section.

mined after you complete the preliminary section.

mined after you complete the preliminary section and enter in #

anding below.

Current # shares outstanding is okay or # of shares outstanding

he last day of the fiscal year.

nt Stock price is fine, or the closing price on the last day of the

mined after you complete the preliminary section.

Valuation
ysis

ur recommendations is likely too low. Unless of course, you are

EPS/EBIT Analysis

Note: This number is the total cost of your recommendations.

Note: Enter as a decimal.

Note: Enter as a decimal.

Note: Enter in under Company Valuation on this page.

Note: Calculated automatically

Note: Enter in under Company Valuation on this page.

ata

Note: Enter as a decimal.

Note: Enter as a decimal.

Note: Must equal 1.0. Check the two line items above.

tatements
to read and understand all notes provided by each line item. See
ted financial statements.
s to pay" line near the bottom; finish the equity section of the
the assets, using the top row (Cash) as the plug figure. A detailed

David textbook for excellent explanations and tips for constructing

Percentages in the Projected Income Statement will be

recent year. For example, if you enter in 10% for projec
year 2, the Template will use the equation (1.10 x proje
projected year 2 revenues. For line items in the proje
requesting dollar amounts, please read the note below f
calculations work the same way as descr
Projected Years (earliest to latest)

Historical Percent Notes Below. Enter your data in the EXA

Notes describe.

Historical Note: Difference the two most recent years of data

you expect based on your recommendations. Do not blindly
provided. Enter as percent.

Historical Note: Percent of Sales in the most recent year. Us

three projected years unless you believe COGS to sales perc
Enter as percent.

Historical Note: Percent of Sales in the most recent year. Us

three projected years unless you believe Operating Expenses
change drastically. Enter as percent.

Historical Note: Dollar amount of interest paid in the most r

NEW NET dollar amounts of interest you will forecasted for
recent interest payment was $500 and you plan on a $20 net
projected year 1, simply enter in $20 for year one. If financin
is more likely to increase more than if financing through equ
If you anticipate less interest expense than the year before, e
 Historical Note: Tax Rate in most recent year. You can likel
throughout unless you expect a large increase/decrease in rev
EBT. Enter as percent.

Historical Note: Dollar amount of Non-Recurring Events for

not cumulative. Safe to forecast this number as $0 in ever ye

heet

ance Sheet to the top

Projected Years (earliest to latest)

The projected Balance Sheet is designed for you t
ADDITIONAL DOLLAR VALUES (for PPE, Goodwi
ssage to the right, then start at the bottom with dividends. Template will add these values to the existing numbers
adding $1,000 in inventory in projected year 1, (but you
$800 of its existing inventory from the prior year) just e
in the corresponding box and the Template will use th
recent historical year Inventory number) = project

12/30/99 12/30/99

Historical Note: If your cash number appears too high or lo

textbook for more information. Also, compare your projecte
$0 $0 You may need to make adjustments to your recommendat
statements. It is rare for any firm to have acceptal projecte
attempt.

Historical Note: Percent of revenues in the most recent y

across all three projected years unless you believe the cu
percent will change drastically. Enter as

Historical Note: The values are for the most recent year rep
(not cumulative) dollar amounts for each item for each fore
Cash and Equivalents line). If you are purchasing $200 of P
in Projected Year 1, simply enter $200 into the first project
reduce existing PP&E by $300, then you would enter in a n
Year 1 (assuming you still plan to purchase the other $200
time, it is not how fast you get the numbers entered. Rerea
few lines above.
 Historical Note: The values are for the most recent year rep
(not cumulative) dollar amounts for each item for each fore
Cash and Equivalents line). If you are purchasing $200 of P
in Projected Year 1, simply enter $200 into the first project
reduce existing PP&E by $300, then you would enter in a n
Year 1 (assuming you still plan to purchase the other $200
time, it is not how fast you get the numbers entered. Rerea
few lines above.

Historical Note: Percent of revenues in the most recent ye

across all three projected years unless you believe the other
percent will change drastically. Enter as

12/30/1899 12/30/1899

Historical Note: Percent of revenues in the most recent ye

across all three projected years unless you believe the cur
percent will change drastically. Enter as

Historical Note: The values are for the most recent year rep
(not cumulative) dollar amounts for each item for each fore
you do not plan to take on any additional long term debt in P
to pay off $1,000 in debt in Projected Year 1, enter in ($1,00
term debt column.

Historical Note: Percent of revenues in the most recent ye

across all three projected years unless you believe the oth
revenues percent will change drastically. Ent

12/30/1899 12/30/1899

Historical Note: The values are for the most recent year r
(additional, not cumulative) Dollar amounts for each Item
you change Treasury Stock, you may need to make an adju
Enter Treasury Stock as a negative number. Read over Cha
and David textbook.

0 0 Historical Note: The Retained Earnings value is for the most

new additional (not cumulative) Retained Earnings are calcu
Start HERE. Enter the total dollar amount you wish to pay i
year. If none, enter 0. This line is not cumulative, it does
existing value for dividends. For example, if the firm paid $
wish to stop dividend payments, enter $0 in projected ye
increase dividends by 10% enter $1,100 into projected year
to see historically what the firm was p
Read the Note to the left CAREFULLY
d Income Statement will be multiplied by the most
ou enter in 10% for projected revenues in projected
e the equation (1.10 x projected year 1 revenues) =
For line items in the projected income statement
lease read the note below for the balance sheet. The
ork the same way as described there.

Enter your data in the EXACT same format as the

wo most recent years of data. Enter percent increases

mendations. Do not blindly use the historical number

in the most recent year. Use a similar percent across all

believe COGS to sales percent will change drastically.

in the most recent year. Use a similar percent across all

believe Operating Expenses to sales percent will
ent.

of interest paid in the most recent year. Enter in the

erest you will forecasted for each year. If your most
0 and you plan on a $20 net increase in interest for
$20 for year one. If financing through debt, the number
han if financing through equity. Enter as dollar amount.
ense than the year before, enter as a negative number.
st recent year. You can likely use the same tax rate
arge increase/decrease in revenues and subsequently

of Non-Recurring Events for each year, this number is

this number as $0 in ever year. Enter as dollar amount.

Sheet is designed for you to enter in the NET

ALUES (for PPE, Goodwill, and Intangibles). The
es to the existing numbers. For Example, if you are
projected year 1, (but you estimate your firm used
rom the prior year) just enter in $200 ($1,000-$800)
d the Template will use the equation ($200 + most
ventory number) = projected year 1 inventory.

umber appears too high or low, consult Chapter 8 of the

Also, compare your projected ratios to historical ratios.
ments to your recommendations and/or your projected
rm to have acceptal projected statements after the first
attempt.

venues in the most recent year. Use a similar percent

ars unless you believe the current assets to revenues
change drastically. Enter as percent

for the most recent year reported. Enter in the net new
s for each item for each forecasted year (Except for the
ou are purchasing $200 of Property, Plant & Equipment
er $200 into the first projected year. If you plan to also
then you would enter in a negative $100 into Projected
n to purchase the other $200). Take care with each line
the numbers entered. Reread the hints in red writing a
few lines above.
 for the most recent year reported. Enter in the net new
s for each item for each forecasted year (Except for the
ou are purchasing $200 of Property, Plant & Equipment
er $200 into the first projected year. If you plan to also
then you would enter in a negative $100 into Projected
n to purchase the other $200). Take care with each line
the numbers entered. Reread the hints in red writing a
few lines above.

venues in the most recent year. Use a similar percent

unless you believe the other long-term asets to revenues
change drastically. Enter as percent

venues in the most recent year. Use a similar percent

s unless you believe the current liabilities to revenues
change drastically. Enter as percent.

for the most recent year reported. Enter in the net new
for each item for each forecasted year. For example, if
dditional long term debt in Projected Year 1, but do plan
ected Year 1, enter in ($1,000) in Projected Year 1 long
term debt column.

venues in the most recent year. Use a similar percent

s unless you believe the other long-term liabilities to
will change drastically. Enter as percent.

re for the most recent year reported. Enter in the new

ollar amounts for each Item for each forecasted year. If
ou may need to make an adjustment to Paid in Capital.
tive number. Read over Chapter 8 of the David, David
and David textbook.

arnings value is for the most recent year reported. The

Retained Earnings are calculated automatically.
ar amount you wish to pay in dividends each forecasted
ne is not cumulative, it does not add the value to any
r example, if the firm paid $1,000 in dividends and you
ents, enter $0 in projected year 1 box. If you wish to
r $1,100 into projected year 1 box. Check on your own
orically what the firm was paying.
 IFE Matrix

1 If data is missing here, recheck "Part I"

2 Check to make sure your text is not cut off in the matrix. Return to Part I
Double click (or drag) between the Cell Numbers.
3 To transfer into Word or Power Point, highlight the matrix, then paste special as "picture"

Strengths Weight Rating

1 0 0.00 0
2 0 0.00 0
3 0 0.00 0
4 0 0.00 0
5 0 0.00 0
6 0 0.00 0
7 0 0.00 0
8 0 0.00 0
9 0 0.00 0
10 0 0.00 0

Weaknesses Weight Rating

1 0 0.00 0
2 0 0.00 0
3 0 0.00 0
4 0 0.00 0
5 0 0.00 0
6 0 0.00 0
7 0 0.00 0
8 0 0.00 0
9 0 0.00 0
10 0 0.00 0
Total IFE Score 0.00
o Part I

cial as "picture"

Weighted Score
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

Weighted Score
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
 EFE Matrix

1 If data is missing here, recheck "Part I"

Return
ReturntotoPart
PartI I
2 Check to make sure your text is not cut off in the matrix.
Double click (or drag) between the Cell Numbers.
3 To transfer into Word or Power Point, highlight the matrix, then paste special as "picture"

Opportunities Weight Rating Weighted Score

1 0 0.00 0 0
2 0 0.00 0 0
3 0 0.00 0 0
4 0 0.00 0 0
5 0 0.00 0 0
6 0 0.00 0 0
7 0 0.00 0 0
8 0 0.00 0 0
9 0 0.00 0 0
10 0 0.00 0 0

Threats Weight Rating Weighted Score

1 0 0.00 0 0.00
2 0 0.00 0 0.00
3 0 0.00 0 0.00
4 0 0.00 0 0.00
5 0 0.00 0 0.00
6 0 0.00 0 0.00
7 0 0.00 0 0.00
8 0 0.00 0 0.00
9 0 0.00 0 0.00
10 0 0.00 0 0.00
Total EFE Score 0.00 0.00
 CPM Matrix

1 If data is missing here, recheck the "Part I" page.

Return to Part I
2 Check to make sure your text is not cut off in the matrix. Double
click (or drag) between the Cell Numbers.
3 To transfer into Word or Power Point, highlight the matrix, then paste special as "picture"

Your Firm Rival Rival

Critical Success Factors Weight Rating Score Rating Score Rating Score
Advertising 0.00 0 0.00 0 0.00 0 0.00
Domestic Market Penetration 0.00 0 0.00 0 0.00 0 0.00
Customer Service 0.00 0 0.00 0 0.00 0 0.00
Product Variety 0.00 0 0.00 0 0.00 0 0.00
International Market Penetration
0.00 0 0.00 0 0.00 0 0.00
Employee Dedication 0.00 0 0.00 0 0.00 0 0.00
Financial Profit 0.00 0 0.00 0 0.00 0 0.00
Customer Loyalty 0.00 0 0.00 0 0.00 0 0.00
Market Share 0.00 0 0.00 0 0.00 0 0.00
Product Quality 0.00 0 0.00 0 0.00 0 0.00
Top Management 0.00 0 0.00 0 0.00 0 0.00
Price Competitiveness 0.00 0 0.00 0 0.00 0 0.00
Totals 0.00 0.00 0.00 0.00
 BCG Return to Part I

1 If data is missing here, recheck the "Part I" page and read step 3.

2 Highlight the entire matrix (not just the inside box), and then paste as paste special picture.

3 If you do not see your circle, either you did not enter in the information or you entered a number fo
Firm in the Industry Revenues" smaller than your firm. This number can only be larger or the same
firm's division is the largest revenue generator in the industry). It is also possible your bubble is beh
bubble if the information was close to the same, this is unlikely however.

Please Scroll down for the BCG Matrix and Table

Relative Market Share Position

High 1.0 Stars Low 0.0
Question Marks
High 0.20
Industry Sales Growth Rate

Low -0.20 Cash Cows Dogs

s
Indus
Cash Cows Dogs
s

Top Firm in Relative

Your Firm's Industry
Division Industry Market
Division Sales
Division Share
Revenues Growth Rate
Revenues Position

0 $0 $0 0.00 NA
0 $0 $0 0.00 NA
0 $0 $0 0.00 NA
0 $0 $0 0.00 NA
0 $0 $0 0.00 NA
o Part I

special picture.

you entered a number for the "Top

ly be larger or the same (if your
ssible your bubble is behind another

Return to Part I
 IE Return to Part I

1 If data is missing here, recheck the "Part I" page and read step 3.

2 Highlight the entire matrix (not just the inside box), and then paste as paste special picture.

3 If you do not see your circle, either you did not enter in the corresponding EFE or IFE
information. It is also possible your bubble is behind another bubble if the EFE and IFE
information was close to the same.
Scroll down for IE Matrix and Table

THE IFE TOTAL WEIGHTED SCORES

Strong Weak
4.0 1.0

High
4.0
THE EFE WEIGHTED SCORES

Low
1.0

Firm's Estimated
Division Estimated
Division EFE
IFE Score
Revenues Score

0 $0 0.0 0.0
0 $0 0.0 0.0
0 $0 0.0 0.0
0 $0 0.0 0.0
0 $0 0.0 0.0
and Table
 SPACE Return to Part I

1 If data is missing here, recheck the "Part I" page and read step 3.

2 Highlight the entire matrix (not just the inside box), and then paste as paste special picture. Be
sure to also include the table below the chart also in your presentation.

3 If you do not see your bubble either you did not enter in the information or, it is also possible
your bubble is behind another bubble if the X and Y information were close to the same.

FP
Conservative 7.0 Aggressive

5.0

3.0

1.0
CP IP
-7.0 -5.0 -3.0 -1.0-1.0 1.0 3.0 5.0 7.0
IPI
P
-3.0

-5.0

Defensive -7.0 Competitive

SP

Internal Analysis: External Analysis:

Financial Position (FP) Stability Position (SP)
Current Ratio 0 Rate of Inflation
Debt to Equity 0 Technological Changes
Net Income 0 Price Elasticity of Demand
Revenue 0 Competitive Pressure
Inventory Turnover 0 Barriers to Entry into Market
Financial Position (FP) Average #DIV/0! Stability Position (SP) Average

Internal Analysis: External Analysis:

Competitive Position (CP) Industry Position (IP)
Market Share 0 Growth Potential
Product Quality 0 Financial Stability
Customer Loyalty 0 Ease of Entry into Market
Variety of Products Offered 0 Resource Utilization
Control over Suppliers and Distributors 0 Profit Potential
Competitive Position (CP) Average #DIV/0! Industry Position (IP) Average
 0 0 0
X Axis 0.0 0.0 0.0
Y Axis 0.0 0.0 0.0

0
0
0
0
0
#DIV/0!

0
0
0
 0
0
#DIV/0!
 GRAND
Return to Part I

1 If data is missing here, recheck the "Part I" page and read Step 3.

2 Highlight the entire matrix (not just the inside box), and then paste as paste special picture.

3 If you do not see your circle, either you did not enter in the corresponding information or it
is also possible your bubble is behind another bubble if the axis information was close to
the same.

Rapid Market Growth

Quadrant II Quadrant I

Weak Competitive
Position

Quadrant III Quadrant IV

I
Slow Market Growth
 Quadrant I

Strong Competitive
Position

Quadrant IV
 Perceptual
Return to Part I
Maps

1 If data is missing here, recheck the "Part I" page and read Step 3.

2 Highlight the entire matrix (not just the inside box), and then paste as paste special picture

3 If you do not see your circle, either you did not enter in the corresponding information or
it is also possible your bubble is behind another bubble if the axis information was close
to the same.

0
0

0
0
1 Complete Part II to Construct the Financial Statements.

Return to P
Income Statement 12/30/1899 12/30/1899 Percent Change
Revenue (Sales) $0 $0 NA NA
Cost of Goods Sold 0 0 NA NA
Gross Profit 0 0 NA NA
Operating Expenses 0 0 NA NA
EBIT (Operating Income) 0 0 NA NA
Interest Expense 0 0 NA NA
EBT 0 0 NA NA
Tax 0 0 NA NA
Non-Recurring Events 0 0 NA NA
Net Income 0 0 NA NA

Balance Sheet 12/30/1899 12/30/1899 Percent Change

Assets
Cash and Short Term Investments $0 $0 NA NA
Accounts Receivable 0 0 NA NA
Inventory 0 0 NA NA
Other Current Assets 0 0 NA NA
Total Current Assets 0 0 NA NA
Property Plant & Equipment 0 0 NA NA
Goodwill 0 0 NA NA
Intangibles 0 0 NA NA
Other Long-Term Assets 0 0 NA NA
Total Assets 0 0 NA NA

Liabilities
Accounts Payable 0 0 NA NA
Other Current Liabilities 0 0 NA NA
Total Current Liabilities 0 0 NA NA
Long-Term Debt 0 0 NA NA
Other Long-Term Liabilities 0 0 NA NA
Total Liabilities 0 0 NA NA

Equity
Common Stock 0 0 NA NA
Retained Earnings 0 0 NA NA
Treasury Stock 0 0 NA NA
Paid in Capital & Other 0 0 NA NA
Total Equity 0 0 NA NA

Total Liabilities and Equity 0 0 NA NA

Return to Part II
SWOT Return to Part I

SO Strategies
1
2
3
4

ST Strategies
1
2
3
4

WO Strategies
1
2
3
4

WT Strategies
1
2
3
4
 QSPM

1 If data is missing here, recheck the "Part I" page.

Return to Part I

3 Check to make sure your text is not cut off in the matrix.
Double click (or drag) between the Cell Numbers.

0 0

Strengths Weight AS TAS AS

1 0 0.00 0 0.00 0
2 0 0.00 0 0.00 0
3 0 0.00 0 0.00 0
4 0 0.00 0 0.00 0
5 0 0.00 0 0.00 0
6 0 0.00 0 0.00 0
7 0 0.00 0 0.00 0
8 0 0.00 0 0.00 0
9 0 0.00 0 0.00 0
10 0 0.00 0 0.00 0

0 0

Weaknesses Weight AS TAS AS

1 0 0.00 0 0.00 0
2 0 0.00 0 0.00 0
3 0 0.00 0 0.00 0
4 0 0.00 0 0.00 0
5 0 0.00 0 0.00 0
6 0 0.00 0 0.00 0
7 0 0.00 0 0.00 0
8 0 0.00 0 0.00 0
9 0 0.00 0 0.00 0
10 0 0.00 0 0.00 0

0 0
 0 0

Opportunities Weight AS TAS AS

1 0 0.00 0 0.00 0
2 0 0.00 0 0.00 0
3 0 0.00 0 0.00 0
4 0 0.00 0 0.00 0
5 0 0.00 0 0.00 0
6 0 0.00 0 0.00 0
7 0 0.00 0 0.00 0
8 0 0.00 0 0.00 0
9 0 0.00 0 0.00 0
10 0 0.00 0 0.00 0

0 0

Threats Weight AS TAS AS

1 0 0.00 0 0.00 0
2 0 0.00 0 0.00 0
3 0 0.00 0 0.00 0
4 0 0.00 0 0.00 0
5 0 0.00 0 0.00 0
6 0 0.00 0 0.00 0
7 0 0.00 0 0.00 0
8 0 0.00 0 0.00 0
9 0 0.00 0 0.00 0
10 0 0.00 0 0.00 0
TOTALS 0.00
0

TAS
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

TAS
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0
0

TAS
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

TAS
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1 Complete Part II to Construct the Company Valuation

0
Stockholders' Equity - (Goodwill + Intangibles) $0
Net Income x 5 $0
(Share Price/EPS) x Net Income #DIV/0!
Number of Shares Outstanding x Share Price $0
Method Average #DIV/0!

Rival Firm's Name

Stockholders' Equity - (Goodwill + Intangibles) $0
Net Income x 5 $0
(Share Price/EPS) x Net Income #DIV/0!
Number of Shares Outstanding x Share Price $0
Method Average #DIV/0!
Return to Part II
1 Complete Part II to Construct the EPS/EBIT Charts

Common Stock Financing Debt Financing

Pessimistic Realistic Optimistic Pessimistic Realistic Optimistic
EBIT $0 $0 $0 $0 $0 $0
Interest 0 0 0 0 0 0
EBT 0 0 0 0 0 0
Taxes 0 0 0 0 0 0
EAT 0 0 0 0 0 0
# Shares #DIV/0! #DIV/0! #DIV/0! 0 0 0
EPS #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Stock 0% Debt 0%
Pessimistic Realistic Optimistic
EBIT $0 $0 $0
Interest 0 0 0
EBT 0 0 0
Taxes 0 0 0
EAT 0 0 0
# Shares #DIV/0! #DIV/0! #DIV/0!
EPS #DIV/0! #DIV/0! #DIV/0!

$1.00
$0.90
$0.80
$0.70
$0.60
$0.50 Common Stock Financing
Debt Financing
$0.40
$0.30
$0.20
$0.10
$0.00
$0 $0 $0
 Return to Part II

Amount Needed $0
Interest Rate 0%
Tax Rate 0%
# Shares Outstanding 0.0
Additional Shares Outstanding Needed NA
Stock Price $0.00
Complete Part II to Construct the RE Table

Dividend Information Balance Sheet Information

Steps 1 2 3 4

Current Year's Less Current Year's Plus Prior Year's

Year New RE
Net Income Dividends Paid RE

12/30/1899 $0 $0 $0 $0
12/30/1899 $0 $0 $0 $0
12/30/1899 $0 $0 $0 $0
Balance Sheet Information

Current Year's
Balance Sheet RE

$0
$0
$0
1 Complete Part II to Construct the Projected Financial Statements.

Projected Income Statement 12/30/1899 12/30/1899 12/30/1899

Revenues (Sales) $0 $0 $0
Cost of Goods Sold 0 0 0
Gross Profit 0 0 0
Operating Expenses (Operating Income) 0 0 0
EBIT 0 0 0
Interest Expense 0 0 0
EBT 0 0 0
Tax 0 0 0
Non-Recurring Events 0 0 0
Net Income 0 0 0

Projected Balance Sheet 12/30/1899 12/30/1899 12/30/1899

Assets
Cash and Equivalents $0 $0 $0
Accounts Receivable 0 0 0
Inventory 0 0 0
Other Current Assets 0 0 0
Total Current Assets 0 0 0
Property Plant & Equipment 0 0 0
Goodwill 0 0 0
Intangibles 0 0 0
Other Long-Term Assets 0 0 0
Total Assets 0 0 0

Liabilities
Accounts Payable 0 0 0
Other Current Liabilities 0 0 0
Total Current Liabilities 0 0 0
Long-Term Debt 0 0 0
Other Long-Term Liabilities 0 0 0
Total Liabilities 0 0 0

Equity
Common Stock 0 0 0
Retained Earnings 0 0 0
Treasury Stock 0 0 0
Paid in Capital & Other 0 0 0
Total Equity 0 0 0
Total Liabilities and Equity 0 0 0
Return to Part II
1 Complete Part II to Construct the Ratios

Return to Part II

Historical Ratios
12/30/1899 12/30/1899
Current Ratio #DIV/0! #DIV/0!
Quick Ratio #DIV/0! #DIV/0!
Total Debt-to-Total-Assets Ratio #DIV/0! #DIV/0!
Total Debt-to-Equity Ratio #DIV/0! #DIV/0!
Times-Interest-Earned Ratio NA NA
Inventory Turnover #DIV/0! #DIV/0!
Fixed Assets Turnover #DIV/0! #DIV/0!
Total Assets Turnover NA NA
Accounts Receivable Turnover NA NA
Average Collection Period #DIV/0! #DIV/0!
Gross Profit Margin % #DIV/0! #DIV/0!
Operating Profit Margin % #DIV/0! #DIV/0!
ROA % #DIV/0! #DIV/0!
ROE % #DIV/0! #DIV/0!
Return to Part II

Projected Ratios
12/30/1899 12/30/1899 12/30/1899
Current Ratio #DIV/0! #DIV/0! #DIV/0!
Quick Ratio #DIV/0! #DIV/0! #DIV/0!
Debt-to-Total-Assets Ratio #DIV/0! #DIV/0! #DIV/0!
Debt-to-Equity Ratio #DIV/0! #DIV/0! #DIV/0!
Times-Interest-Earned Ratio NA NA NA
Inventory Turnover #DIV/0! #DIV/0! #DIV/0!
Fixed Assets Turnover #DIV/0! #DIV/0! #DIV/0!
Total Assets Turnover #DIV/0! #DIV/0! #DIV/0!
Accounts Receivable Turnover NA NA NA
Average Collection Period #DIV/0! #DIV/0! #DIV/0!
Gross Profit Margin % #DIV/0! #DIV/0! #DIV/0!
Operating Profit Margin % #DIV/0! #DIV/0! #DIV/0!
ROA % #DIV/0! #DIV/0! #DIV/0!
ROE % #DIV/0! #DIV/0! #DIV/0!