Template16 1 12-1
Template16 1 12-1
Template16 1 12-1
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Click The Blue Buttons Below to Navigate Part 1 More Efficiently
Strengths Weaknesses
Opportunities
Opportunities Threats
Threats
Strengths Weaknesses
SPACE
SPACE Matrix
Matrix GRAND
IE
IEMatrix
Matrix GRAND
Perceptual
PerceptualMaps
Maps
This Template is organized into three primary parts: Part I, Part II, and the respective data output pages for your respective mat
into Part I or Part II. Part I consists of data entry in developing matrices, where Part II consists of data entry for your financial i
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.
Part I and Part II may not be visible for Apple users but all other features should work without any problems.
Weights reveal how important a factor is to being successful in the industry. All weights are "industry-based." A factor of 0.10
than a factor of 0.02 for being successful in the industry. Do not be afraid to include factors with lower weights though. To hav
strengths for example out of the 100s the firm likely has), justifies its importance, yet it still may be relatively a lot less importa
include. Also, be mindful with respect to what industry your firm operates. A moderate priced casual hamburger restaurant ma
priced chicken restaurant than with McDonalds. Automatically considering McDonalds, Burger King, and Wendy's as the "indu
hamburgers may not be appropriate. Here, casual moderated priced restaurants may serve better as the "industry." After entering
sum of your weights equals 1.0 for your internal factors. Also, arrange your strengths with highly weighted factors listed first;
highly 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
in an IFE Matrix: If your strengths are being cut off, simply drag your cursor between the two row numbers on the left to wide
1 = "major weaknesses"
2 = "minor weaknesses"
3 = "minor strength" View IFE Matrix
4 = "major strength"
Strengths
Weaknesses
Weights reveal how important a factor is to being successful in the industry. Read over the #2 tip under strengths and weakness
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.
Opportunities
Threats
Total Weight (Must Equal 1.00)
View EFE Matrix
After entering in 12 critical success factors, enter in a weight for each factor; weights are industry-based. Be sure to check the
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,
for ratings.
1 = "major weaknesses"
2 = "minor weaknesses"
3 = "minor strength" View CPM Matrix
4 = "major strength"
Advertising
Market Penetration
Customer Service
Store Locations
R&D
Employee Dedication
Financial Profit
Customer Loyalty
Market Share
Product Quality
Top Management
Price Competitiveness
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
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 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
SPACE Matrix
Include five (and only five) factors to assess each SPACE axis: Financial Position (FP), Stability Position (SP),
Competitive Position (CP), and Industry Position (IP).
Enter the five factors you wish to use each for FP, SP, CP, and 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)
Competitor 1
Estimated FP
Estimated IP
Estimated CP
Estimated SP
Competitor 2
Estimated FP
Estimated IP
Estimated CP
Estimated SP
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 in up to 10 products
Perceptual Map
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)
SWOT
Click on the SWOT Hyperlink below and add your SO,WO,ST, and WT Strategies.
SWOT
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
mplate
ly type in the green boxes. Refer to the David & David
s
e detailed and actionable rather than vague. For example, the
a during 2015" is stated far better. Always be thinking in
ke. All divisions do not need to be treated equally; allow
Weight Rating
Weight Rating
0.00
ts
ailed and actionable rather than vague. Keep in mind both
tor?" If the answer is yes, then it cannot be an opportunity
This is not an opportunity for two reasons: 1) the firm has
may be "Women in China spent 20% more on athletic
rol the culture or demand for female athletic apparel). All
most pertinent to your strategic plan.
ngths and weaknesses above since the same logic applies for
20 external factors. List factors according with highest
Weight Rating
Weight Rating
0.00
CPM)
e ones listed below if you like but try to use ones that are
l, extra fees, and frequent flyer points as factors, rather than
n nature to the extent possible. If Pepsi Co. is your firm,
ust general "advertising." advertising for what division
reated equally; allow more coverage for divisions with more
ing boxes.
) Matrix
BCG
Top Firm in Division
Your Firm's Industry Market Relative
Division Division Growth Rate Market Share
Revenues Revenues (Step 4) Position
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
trix
IE
Your Firm's
Estimated Estimated
Division
IFE Score EFE Score
Revenues
SPACE
Ratings
Ratings
0.0
0.0
0
0
0
0
Perceptual Map
X - axis Y - axis
Rating Rating
GRAND
Strategy
Strategy Two
One
AS Ratings AS Ratings
AS Ratings AS Ratings
AS Ratings AS Ratings
AS Ratings AS Ratings
Projected Financial
EPS/EBIT Analysis
Preliminary Financial Company Valuation Statements
Data
Revenue
Operating expenses
Interest Expense
Non-recurring Events
Tax
Accounts Receivable
Inventory
Goodwill
Intangibles
Other Long-term
Assets
Current Liabilities
Accounts Payable
Other Current
Liabilities
Long-term Debt
Other Long-term
Liabilities
Equity
Common Stock
Retained Earnings
Treasury Stock
Goodwill & Intangibles 0 Note: Determined after you complete the pre
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 to
are recommending defensive strategies where you are not acquiring substantial new capital.
EBIT
EPS/EBIT Data
Total Equity and Debt 0.00 Note: Must equal 1.0. Check the
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
detailed 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
constructing projected statements.
12/31/18
Revenues #DIV/0!
Tax #DIV/0!
Non-Recurring Events 0
Work from the bottom of the Projected Balance Sheet to the top
Assets 12/31/18
Inventory $0
Goodwill $0
Intangibles $0
Other Long-Term
$0
Assets
Liabilities 12/31/2018
Accounts Payable 0
Other Current
0
Liabilities
Long-Term Debt 0
Other Long-Term
0
Liabilities
Equity 12/31/2018
Common Stock 0
Treasury Stock 0
Retained Earnings 0 0
Total Dividends to Pay START HERE
Projected Financial HOME
Statements
cial Data
onstruct financial statements, financial ratios, and much more.
ation
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
on
Balance Sheet
Note: Enter as negative number
Balance Sheet
Balance Sheet
ation
The rival can be a firm you wish to acquire or simply just to
Company Valuation
rent Stock price is fine, or the closing price on the last day of the
r.
m Valuation
lysis
EPS/EBIT Analysis
Data
Note: Must equal 1.0. Check the two line items above.
Statements
are to read and understand all notes provided by each line item.
g projected financial statements.
ends to pay" line near the bottom; finish the equity section of the
nto the assets, using the top row (Cash) as the plug figure. A
er the total dollar amount in the same manner you did with your
statements. For example, if you entered numbers in thousands Percentages in the Projected Income Statement will be m
off 000) or millions (dropped off 000,000) enter this number the recent year. For example, if you enter in 10% for projected
year 2, the Template will use the equation (1.10 x projecte
projected year 2 revenues. For line items in the projecte
requesting dollar amounts, please read the note below for
calculations work the same way as describe
Projected Years (earliest to latest)
Historical Note: Tax Rate in most recent year. You can likely u
throughout unless you expect a large increase/decrease in reve
EBT. Enter as percent.
Sheet
12/31/19 12/31/20
12/31/2019 12/31/2020
Historical Note: The values are for the most recent year report
(not cumulative) dollar amounts for each item for each foreca
if you do not plan to take on any additional long term debt in
plan to pay off $1,000 in debt in Projected Year 1, enter in ($1
1 long term debt column.
12/31/2019 12/31/2020
Historical Note: The values are for the most recent year repo
(additional, not cumulative) Dollar amounts for each Item for
you change Treasury Stock, you may need to make an adjustm
Enter Treasury Stock as a negative number. Read over Chap
David textbook.
ost recent year. You can likely use the same tax rate
large increase/decrease in revenues and subsequently
for the most recent year reported. Enter in the net new
ts for each item for each forecasted year. For example,
y additional long term debt in Projected Year 1, but do
n Projected Year 1, enter in ($1,000) in Projected Year
long term debt column.
Critical Success Factors Weight Rating Score Rating Score Rating Score
Advertising 0.00 0 0.00 0 0.00 0 0.00
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
Store Locations 0.00 0 0.00 0 0.00 0 0.00
R&D 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 for the "Top Firm in the Industry Revenues" smaller than your firm. This number
can only be larger or the same (if your firm's division is the largest revenue generator in
the industry). It is also possible your bubble is behind another bubble if the information
was close to the same, this is unlikely however.
on or you entered a
ur firm. This number
venue generator in
if the information
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.
High
4.0
THE EFE WEIGHTED SCORES
Low
1.0
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
0
0
0
0
0
0.0
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 pictu
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.
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.
Quadrant II Quadrant I
Weak Competitive
Position
Strong Competitive
Position
Quadrant IV
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
3 Check to make sure your text is not cut off in the matrix.
Double click (or drag) between the Cell Numbers.
0 0
0 0
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
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 Financial Statements.
Return to Par
Income Statement 12/31/2016 12/31/2017 Percent Change
Revenues $0 $0 #DIV/0!
Cost of Goods Sold 0 0 #DIV/0!
Gross Profit 0 0 #DIV/0!
Operating Expenses 0 0 #DIV/0!
EBIT 0 0 #DIV/0!
Interest Expense 0 0 #DIV/0!
EBT 0 0 #DIV/0!
Tax 0 0 #DIV/0!
Non-Recurring Events 0 0 #DIV/0!
Net Income 0 0 #DIV/0!
Liabilities
Accounts Payable 0 0 #DIV/0!
Other Current Liabilities 0 0 #DIV/0!
Total Current Liabilities 0 0 #DIV/0!
Long-Term Debt 0 0 #DIV/0!
Other Long-Term Liabilities 0 0 #DIV/0!
Total Liabilities 0 0 #DIV/0!
Equity
Common Stock 0 0 #DIV/0!
Retained Earnings 0 0 #DIV/0!
Treasury Stock 0 0 #DIV/0!
Paid in Capital & Other 0 0 #DIV/0!
Total Equity 0 0 #DIV/0!
Return to Pa
Your 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!
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
Recession Normal Boom Recession Normal Boom
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%
Recession Normal Boom
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!
$12.00
$10.00
$8.00
$2.00
$0.00
$0 $0 $0
Return to Part II
1 Complete Part II to Construct the Projected Financial Statements.
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
12/31/2016 12/31/2017
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 #DIV/0! #DIV/0!
Inventory Turnover #DIV/0! #DIV/0!
Fixed Assets Turnover #DIV/0! #DIV/0!
Total Assets Turnover #DIV/0! #DIV/0!
Accounts Receivable Turnover #DIV/0! #DIV/0!
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
12/31/2018 12/31/2019 12/31/2020
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 #DIV/0! #DIV/0! #DIV/0!
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 #DIV/0! #DIV/0! #DIV/0!
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!