Template Instructions

1. Read all instructions on the Template for detailed advice and tips.
2. Never type in a red area unless otherwise noted. Save frequent backup copies of this
Template in case you do this by mistake.
3. If you have a problem viewing any of your text on a long sentence, select the problem
cell and use the text wrap feature. It can be found under the “home” tab on Excel 2007.
You may have to click wrap text twice (just a bug in Excel).
4. To get your matrices and charts into Excel or Power Point, highlight them and then copy
and paste special into Word or Power Point. If you don’t use paste special then it will not
work properly.
5. Paste special will give you several options, be sure to use the “MS Excel Worksheet
Object” Option. You must also check “paste” or “paste link”
6. The advantages of using the “paste link” option are as you change the data in Excel it will
change in your Word or Power Point file provide both are open. This is a nice feature as
if you decide to change some data, you don’t have to paste special everything back over
into Power Point or Word.
7. The advantage of just using “paste” option is your file is not linked to Excel. If
something where to happen with Excel or MS Office wants to be temperamental on the
day of your presentation, and you had checked the “paste link” option, then your data will
not show on Word or Power Point.
8. You may also use a program called Jing, found at http://www.techsmith.com/jing.html
to copy the matrices and save as jpeg files for later entry into Power Point. The program
is free.
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 INSTRUCTIONS FOR TEMPLATE

INSTRUCTIONS FOR EXTERNAL AUDIT

1. To perform an External Audit, enter ten opportunities and ten threats. For
purposes of this Template, it is vital you have ten of each, no more, no less.

2. After entering ten opportunities and ten threats, enter the weight you want
to assign to each factor. Be sure to check the bottom of the "Enter Weight
Below" column, to make sure your entire column sums is equal to 1.00

3. After entering in the weights, then enter in a corresponding rating in the

"Enter Rating Below" column. The coding scheme is provided below.

1 = "company's response to the external factor is poor"

2 = "company's response to the external factor is average"
3 = "company's response to the external factor is above average"
4 = "company's response to the external factor is superior"

Enter Ten Opportunities Below

1. Technologies innovations

2. Elimination of international trade barriers

3. An untapped market need

4. Expansion in developing markets

5. Business diversification
6. Partnerships or alliances with other firms

Enter Ten Threats Below

1. Consumers shift to different brand

2. Arrival of substitutes

3. Strict regulations

4. Growing trade barriers

5. Competition involving low-cost coffee sellers

Instructions for Competitive Profile Matrix (CPM)

CPM Matrix

Advertising
Market Penetration
Customer Service
Store Locations
R&D
Employee Dedication
Financial Profit
Customer Loyalty
Market Share
Product Quality
Top Management
Price Competitiveness

1 = "major weaknesses"
2 = "minor weaknesses"
 3 = "minor strength"
4 = "major strength"

INSTRUCTIONS FOR INTERNAL AUDIT

1. To perform an Internal Audit, enter in ten strengths and ten weaknesses

For purposes of this Template, it is vital you have ten of each, no more, no
less.

2.
After entering in ten strengths and ten weaknesses scroll down the page and
enter in the weight you want to assign each one. Be sure to check the
bottom of the "Enter Weight Below" column, to make sure your sum
weight is equal to 1.00

3. After entering in the weights, then enter in a corresponding rating in the

"Enter Rating Below" column. The coding scheme is provided below.
Reminder weaknesses must be 1 or 2 and strengths must be 3 or 4

1 = "major weaknesses"
2 = "minor weaknesses"
3 = "minor strength"
4 = "major strength"

Enter Ten Strengths Below

1.
Cost advantages from proprietary know how
2.
Patents
3.
Influential brand names
4.
Access to natural resources
5.
Accessible distribution network
6.
Extensive global supply chain
7.
Moderate diversification through subsidiaries
 Enter Ten Weaknesses Below

1.
Lack of patent protection
2.
Deprived of access to main distribution channels
3.
Weak brand name
4.
High cost structure
5.
Inaccessible natural resources
6.
High price points
7.
Generalized standards for most products
8.
Imitability of products

INSTRUCTIONS FOR COMPANY WORTH

1. To perform the company worth, enter in corresponding financial

information you are prompted for in the boxes to the right and press enter.
Everything is calculated automatically and posted into the matrix.

2.
Hints are provided below on where to find any particular information. If
you wish to enter data for a competitor or a company you plan to acquire,
scroll over. If acquiring a competitor, this value would constitute a large
portion of your "amount needed" in the EPS/EBIT Analysis.

Stockholders' Equity - Can be found near bottom of Balance Sheet. It

might be called total equity.
Net Income - Can be found on the Income Statement. It might be called net
earnings or net profits.
Share Price - Can be found on Yahoo Finance.
 EPS - Can be found on Yahoo Finance.
Shares Outstanding - www.money.msn.com.

INSTRUCTIONS FOR SWOT

1 Click on the SWOT Hyperlink to the right and add your SO,WO,ST, and WT Strategies.

INSTRUCTIONS FOR BCG and IE Matrix

2.

After finishing Step 1, click on the BCG hyperlink to the right (Step 2, once
there click on the pie slices. Here you can adjust the size of the circles
(which represent revenues). Move the "pies" into the quadrant you desire.
Don't worry about the "light green warning" when adjusting the pies.

3.
After finishing Step 2, click on the IE matrix link to the right. Then
perform the same tasks you performed for the BCG. Also, be sure to type
in your company name in the appropriate quadrant according to your IFE
and EFE scores. These may be found on the EFE-IFE tab at the bottom of
your Excel Spreadsheet. Don't worry about the "light green warning"
when adjusting the pies.

Profits

INSTRUCTIONS FOR SPACE Matrix

1. Use five (and only five) factors for each Financial Position (FP), Stability
Position (SP), Competitive Position (CP), and Industry Position (IP).
2.
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

3.
Next click the SPACE Link to your right. There move the box to the plot
location derived from step two. These numbers will be located to the left of
the SPACE Matrix on the SPACE page. After moving the box to the
corresponding area, then click the arrow portion of the vector and move it
so the arrow goes though the box. Don't worry about the "light green
warning" when adjusting the box and vector

FP and IP

Positive 1 (worst) to Positive 7 (best)

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

Financial Position (FP)

Return on Investment (ROI)
Leverage
Liquidity
Working Capital
Cash Flow

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
Technological know-how
Control over Suppliers and Distributors
 Stability Position (SP)
Rate of Inflation
Technological Changes
Price Elasticity of Demand
Competitive Pressure
Barriers to Entry into Market

INSTRUCTIONS FOR GRAND Matrix

1.
Type your company in the appropriate quadrant to the right. Click in the
remaining quadrants and press the space bar to avoid Excel placing a 0 in
those respective quadrants.

Grand Strategy Matrix

INSTRUCTIONS FOR QSPM Matrix

1.
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. You will need to provide a
recommendations section on your own with the expected cost after
performing the QSPM. These recommendations and costs lead into the
"amount needed" for the EPS/EBIT Analysis. You may have multiple
recommendations, including both the ones used in the QSPM.

2.
After entering in your strategies, then rate each strategy based on the
strengths, weaknesses, opportunities, and threats (factors). Do not to rate
each strategy the same for a particular strength, weakness, opportunity, or
threat. (the exception is if you enter 0 you MUST enter 0 for the other. For
example, if one strategy deserves a rating of 4 and the other factor has
nothing to do with the strategy, just rate that factor a 1)

0 = Not applicable
1 = Not attractive
2 = Somewhat attractive
 3 = Reasonably attractive
4 = Highly attractive

Opportunities

1.
Technologies innovations
2.
Elimination of international trade barriers
3.
An untapped market need
4.
Expansion in developing markets
5.
Business diversification
6.
Partnerships or alliances with other firms

Threats

1.
Consumers shift to different brand
2.
Arrival of substitutes
3.
Strict regulations
4.
Growing trade barriers
5.
Competition involving low-cost coffee sellers

Strengths

1. Cost advantages from proprietary know how

2. Patents

3. Influential brand names

4. Access to natural resources

5. Accessible distribution network

6. Extensive global supply chain

7. Moderate diversification through subsidiaries

Weaknesses

1. Lack of patent protection

2. Deprived of access to main distribution channels

3. Weak brand name

4. High cost structure

5. Inaccessible natural resources

6. High price points

7. Generalized standards for most products

8. Imitability of products

INSTRUCTIONS FOR EPS - EBIT

1.

To perform an EPS - EBIT Analysis, enter in the corresponding data in the

light green boxes to your right. Everything else is calculated automatically.
Including the EPS - EBIT Chart. The amount needed should be the total
cost of your recommendations. If you notice little to no change over stock
to debt financing on EPS, the total amount of your recommendations is
likely too low. Unless of course, you are recommending defensive
strategies were you are not acquiring substantial new capital.
 EPS-EBIT Chart

Scroll down
 INSTRUCTIONS FOR Financial Charts

1.

Enter the data in the cells below. You need to use the same years for your
company and competitor for the charts to be compared. If your company's
year end is (for example) in July 2009, and the competitors is in December
2008. It is not the end of the world, just enter the most recent data and tell
the class this when you present the charts. All data should be in millions.

2.
Do not use the historical percent change method blindly for determining
the respective proforma year. The respective proforma year information
should be estimates based on the financial numbers from your
recommendations. The template only performs proforma data for your
company.

3.
Scan the financial charts (click the blue link below) and select graphs that
reveal the most information. It is not expected nor a wise use of time to
discuss every graph.
Click Here to View Financial Graphs

Warning, do not change the information below, it will make all your charts wrong!

Apple
Revenue
Net Income
Assets
Liabilities
Cash
Goodwill + Intangibles
Inventory
Long Term Debt
Stockholders' Equity
Cost of Goods Sold
Current Assets
Current Liabilities
Accounts Receivable

IBM
Revenue
Net Income
 Assets
Liabilities
Cash
Goodwill + Intangibles
Inventory
Long Term Debt
Stockholders' Equity
Cost of Goods Sold
Current Assets
Current Liabilities
Accounts Receivable

2 The ratios below are calculated for you automatically using the
equations given (there are slightly different ways to calculate the same
ratio.) You may cut and paste special this into your power point or you
may use the graphs that are also generated for you automatically. If
you are getting a number different from one published online for a
ratio, it is likely the online version used a different equation for the
ratios, rounding, a different year was used, or maybe you just entered
the data wrong (typo). The answers the template generates are 100%
accurate because they come straight from the data you entered off the
financial statements. Just make sure you are using the same equations
for your company and the competitor. For example. Debt/Equity can be
calculated Total Debt/Equity or Total Liabilities/Equity. They are both
correct and both called Debt/Equity but will generate quite different
numbers. If you are going to compare your company to a competitor,
make sure you are using the same equation for both (obviously, the
Template accomplishes this for you).

Current Ratio
Quick Ratio
Long Term Debt to Equity
Inventory Turnover
Total Assets Turnover
Accounts Receivable Turnover
Average Collection Period
Gross Profit Margin
Net Profit Margin
Return on Total Assets (ROA)
Return on Equity (ROE)

Click Here To View Financial Ratio Graphs

Current Ratio =
Quick Ratio =
Long Term Debt to Equity =
Inventory Turnover =
 Total Assets Turnover =
Accounts Receivable Turnover =
Average Collection Period =
Gross Profit Margin =
Net Profit Margin =
Return on Total Assets (ROA) =
Return on Equity (ROE) =
Enter Weight Enter Rating
Below Below

0.09 4

0.08 2

0.08 4 EFE Matrix

0.12 4

0.10 2
 0.20 3

Enter Weight Enter Rating

Below Below

0.06 2

0.05 4

0.06 2

0.06 1

0.10 2

1.00

Enter Weight
Below Your Company Competitor

0.20 4 2
0.04 4 3
0.18 4 4
0.12 4 2
0.02 4 3
0.05 4 4
0.08 4 4
0.09 4 2
0.07 4 2
0.03 4 1
0.02 4 1
0.10 2 1

1.00
Enter Weight Enter Rating
Below Below

0.06 4

0.07 4

0.09 4

0.07 4

0.08 3

0.08 3

0.06 4
IFE Matrix
Enter Weight Enter Rating
Below Below

0.04 1

0.09 2

0.04 1

0.06 1

0.05 1

0.08 2

0.05 2

0.08 1

1.00

Stockholders'
Equity Net Income

$500 $100,000
 Company Worth
Share Price EPS

$1,000.00 $80.00

Shares
Outstanding

50

WT Strategies. Click Here to View SWOT

BCG Matrix

IE Matrix

2 Division Company 3 Division Company

Domestic International Men

20 500 20

Scroll over for 4 division company

 Space Matrix

Ratings

4
5
7
2
2

4
4
2
2
2

Ratings

-2
-1
-3
-3
-4
 -1
-5
-3
-2
-4

Quadrant 1 Quadrant 2 Quadrant 3 Quadrant 4

70 20 45 90

QSPM

Strategy One Strategy Two

2 4
AS Ratings AS Ratings

3 3

4 2

2 1

2 3

3 3

3 4

AS Ratings AS Ratings

4 4

2 3

4 4

3 3

1 2

AS Ratings AS Ratings

3 4

4 3

2 2
 1 2

2 3

3 3

4 4

AS Ratings AS Ratings

1 2

4 2

2 3

2 1

3 4

3 4

4 2

4 2
 EBIT

Recession Normal Boom

Combination Financing (decimal form)
$2,000 $2,001 $4,000

Debt Financing Stock Financing

Percent Percent

Interest Rate
Amounted Needed (decimal form) 0.80 0.20

$500 0.05

Tax Rate (decimal Current Shares

form) Outstanding

0.30 500

New Shares
Share Price Outstanding

DO NOT ENTER DATA IN "NEW SHARES

OUTSTANDING" BOX. THIS IS DONE FOR
YOU.
$65.00 508
Your Company Top Competitor
Apple IBM

Historical Year 1 Historical Year 2 Historical Year 3 Proforma Year 1 Proforma Year 2 Proforma Year 3

2013 2014 2015 2016 2017 2018

$1 $1 $1 $1 $1 $1
$2 $2 $2 $2 $2 $2
$3 $3 $3 $3 $3 $3
$4 $4 $4 $4 $4 $4
$5 $5 $5 $5 $5 $5
$6 $6 $6 $6 $6 $6
$7 $7 $7 $7 $7 $7
$8 $8 $8 $8 $8 $8
$9 $9 $9 $9 $9 $9
$11 $11 $11 $11 $11 $11
$22 $22 $22 $22 $22 $22
$33 $33 $33 $33 $33 $33
$44 $44 $44 $44 $44 $44

Historical Year 1 Historical Year 2 Historical Year 3

2013 2014 2015

$2 $2 $2
$3 $3 $3
 $4 $4 $4
$5 $5 $5
$6 $6 $6
$7 $7 $7
$8 $8 $8
$9 $9 $9
$11 $11 $11
$22 $22 $22
$33 $33 $33
$44 $44 $44
$55 $55 $55

Apple
2013 2014 2015 2016 2017 2018
0.7 0.7 0.7 0.7 0.7 0.7
0.5 0.5 0.5 0.5 0.5 0.5
0.9 0.9 0.9 0.9 0.9 0.9
0.1 0.1 0.1 0.1 0.1 0.1
0.3 0.3 0.3 0.3 0.3 0.3
0.0 0.0 0.0 0.0 0.0 0.0
16060.0 16060.0 16060.0 16060.0 16060.0 16060.0
-10.0 -10.0 -10.0 -10.0 -10.0 -10.0
2.0 2.0 2.0 2.0 2.0 2.0
0.7 0.7 0.7 0.7 0.7 0.7
0.2 0.2 0.2 0.2 0.2 0.2

Current Assets / Current Liabilities

(Current Assets - Inventory) / Current Liabilities
Long Term Debt / Equity
Sales / Inventory
Sales / Total Assets
Sales / Accounts Receivable
Accounts Receivable / (Sales/365)
(Sales - Cost of Goods Sold) / Sales
Net Income / Sales
Net Income / Total Assets
Net Income / Stockholders Equity
Competitor

4
2
3
1
2
3
2
1
4
2
3
2
 Top competitor or who you wish to acquire.

Stockholders'
Equity Net Income
 Share Price EPS

Shares
Outstanding

3 Division Company 4 Division Compa

Women Children North America South America

70 10 5 5
nancing (decimal form)

Must Equal 1.0

1.0

ATA IN "NEW SHARES

OX. THIS IS DONE FOR
YOU.
 IBM
2013 2014 2015
0.8 0.8 0.8
0.6 0.6 0.6
0.8 0.8 0.8
0.3 0.3 0.3
0.5 0.5 0.5
0.0 0.0 0.0
10037.5 10037.5 10037.5
-10.0 -10.0 -10.0
1.5 1.5 1.5
0.8 0.8 0.8
0.3 0.3 0.3
4 Division Company

Asia Europe

40 70
 This sheet is protected

Competitive Profile Matrix (CPM)

Your
Competitor Competitor
Company
Critical Success Factors Weight Rating Score Rating Score Rating Score
Advertising 0.20 4 0.80 2 0.40 4 0.80
Market Penetration 0.04 4 0.16 3 0.12 2 0.08
Customer Service 0.18 4 0.72 4 0.72 3 0.54
Store Locations 0.12 4 0.48 2 0.24 1 0.12
R&D 0.02 4 0.08 3 0.06 2 0.04
Employee Dedication 0.05 4 0.20 4 0.20 3 0.15
Financial Profit 0.08 4 0.32 4 0.32 2 0.16
Customer Loyalty 0.09 4 0.36 2 0.18 1 0.09
Market Share 0.07 4 0.28 2 0.14 4 0.28
Product Quality 0.03 4 0.10 1 0.03 2 0.05
Top Management 0.02 4 0.08 1 0.02 3 0.06
Price Competitiveness 0.10 2 0.20 1 0.10 2 0.20
Totals 1.00 3.78 2.53 2.57
Return to Start
 External Factor Evaluation Matrix (EFE)
Opportunities Weight Rating Weighted Score
1. Technologies innovations 0.09 4 0.36
2. Elimination of international trade barriers 0.08 2 0.16
3. An untapped market need 0.08 4 0.32
4. Expansion in developing markets 0.12 4 0.48
5. Business diversification 0.10 2 0.20
6. Partnerships or alliances with other firms 0.20 3 0.60

Threats Weight Rating Weighted Score

1. Consumers shift to different brand 0.06 2 0.12
2. Arrival of substitutes 0.05 4 0.20
3. Strict regulations 0.06 2 0.12
4. Growing trade barriers 0.06 1 0.06
5. Competition involving low-cost coffee sellers 0.10 2 0.20
TOTALS 1.00 2.82

Internal Factor Evaluation Matrix (IFE)

Strengths Weight Rating Weighted Score
1. Cost advantages from proprietary know how 0.06 4 0.24
2. Patents 0.07 4 0.28
3. Influential brand names 0.09 4 0.36
4. Access to natural resources 0.07 4 0.28
5. Accessible distribution network 0.08 3 0.24
6. Extensive global supply chain 0.08 3 0.24

Weaknesses Weight Rating Weighted Score

1. Lack of patent protection 0.04 1 0.04
2. Deprived of access to main distribution channels 0.09 2 0.18
3. Weak brand name 0.04 1 0.04
4. High cost structure 0.06 1 0.06
5. Inaccessible natural resources 0.05 1 0.05
6. High price points 0.08 2 0.16
7. Generalized standards for most products 0.05 2 0.10
8. Imitability of products 0.08 1 0.08
TOTALS ### #NAME?
Return to Start
This sheet is protected

Return to Start

Company Worth Analysis

Stockholders' Equity $500

Net Income x 5 $500,000
(Share Price/EPS) x Net Income $1,250,000
Number of Shares Outstanding x Share Price $50,000
Method Average $450,125

Competitor Information Below

Company Worth Analysis

Stockholders' Equity $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!
 Scroll down for 3 and 4 division BCG

Don't worry about the axis spacing here. This will look perfect in Word and PowerPoint.

Relative Market Share Position

High Medium
1.0 .50
High+20 Star

Industry
Sales
Growth Medium 0 Cash Cow
Rate
(Percentage)

Low -20
 Relative Market Share Position
High Medium
1.0 .50
High+20 Star

Industry
Sales
Growth Medium 0 Cash Cow
Rate
(Percentage)

Low -20

Relative Market Share Position

High Medium
1.0 .50
High+20 Star

Industry
Sales
Growth Medium 0 Cash Cow
Rate
(Percentage)

Low -20
 Return to START

own for 3 and 4 division BCG

here. This will look perfect in Word and PowerPoint.

<Don't type in the red boxes below, this sheet is not protected so
lative Market Share Position
Medium L
.50
Question Mark
Profits
Domestic
Domestic 20
International 500

International
International 500
Domestic 20

Dog
lative Market Share Position
Medium L
.50
Question Mark

Men
Profit
Remaning Profits

Women
Profit
Remaning Profits
Dog

Children
Profit
Remaning Profits

lative Market Share Position

Medium L
.50
Question Mark

North America
Profit
Remaning Profits

South America
Profit
Remaning Profits
Dog
Asia
Profit
Remaning Profits

Europe
Profit
Remaning Profits
s sheet is not protected so be careful>
20
80

70
30

10
90

5
115

5
115
40
80

70
50
 scroll down for 3 and 4 division IE

Don't worry about axis spacing here. This will look perfect in Word and PowerPoint.

Return to START

The Total IFE Weighted Scores

Strong Average Weak
4.0 to 3.0 2.99 to 2.0 1.99 to 1.0
4.0 I II III

High

3.0 IV V VI

The
EFE
Total Medium
Weighted
Scores

2.0 VII VIII IX

Low

1.0

The Total IFE Weighted Scores

Strong Average Weak
4.0 to 3.0 2.99 to 2.0 1.99 to 1.0
4.0 I II III

High
 3.0 IV V VI

The
EFE
Total Medium
Weighted
Scores

2.0 VII VIII IX

Low

1.0

The Total IFE Weighted Scores

Strong Average Weak
4.0 to 3.0 2.99 to 2.0 1.99 to 1.0
4.0 I II III

High

3.0 IV V VI

The
EFE
Total Medium
Weighted
Scores

2.0 VII VIII IX

Low

1.0
<Do Not Type In The Red Boxes Below> IF they are Blank Click The Link Below. This page is not protected, so you can really mes

Move the Arrow and the box with your mouse.

FP
Conservative Aggressive
7

CP
-7 -6 -5 -4 -3 -2 -1 1 2 3 4 5
-1

-2

-3

-4

-5

-6

-7
Defensive Competitive
SP

Internal Analysis: External Analysis:

Financial Position (FP) Stability Position (SP)
Return on Investment (ROI) 2 Rate of Inflation
Leverage 2 Technological Changes
Liquidity 2 Price Elasticity of Demand
Working Capital 2 Competitive Pressure
Cash Flow 2 Barriers to Entry into Market

Financial Position (FP) Average 2.0 Stability Position (SP) Average

Internal Analysis: External Analysis:
Competitive Position (CP) Industry Position (IP)
Market Share -2 Growth Potential
Product Quality -1 Financial Stability
Customer Loyalty -3 Ease of Entry into Market
Technological know-how -3 Resource Utilization
Control over Suppliers and Distributors -4 Profit Potential

Competitive Position (CP) Average -2.6 Industry Position (IP) Average

 protected, so you can really mess up the info in the red boxes. This page must be left unprotected so you can move the vector and box.

Return to Start
Aggressive

X-axis -1.6
Y-axis -2.2
IP
6 7

ompetitive

-5
-6
d -4
-2
rket -4

Average -4.2
1
1
1
1
1

1.0
can move the vector and box.
 This page is protected.

Rapid Market Growth

Quadrant II Quadrant I

70

20

Weak
Competitive
Position

45
90

Quadrant III Quadrant IV

Slow Market Growth

 Return to Start

Quadrant I

70

Strong
Competitive
Position

Quadrant IV
 If your text is not showing highlight it (be careful not to click), use the text wrap option under the "home" Tab on Excel 200

This page is not protected, so be careful. Click here to Retur

2 4

Opportunities Weight AS TAS AS TAS

1. Technologies innovations 0.09 3 0.27 3 0.27
2. Elimination of international trade barriers 0.08 4 0.32 2 0.16
3. An untapped market need 0.08 2 0.16 1 0.08
4. Expansion in developing markets 0.12 2 0.24 3 0.36
5. Business diversification 0.10 3 0.30 3 0.30
6. Partnerships or alliances with other firms 0.20 3 0.60 4 0.80

Threats Weight AS TAS AS TAS

1. Consumers shift to different brand 0.06 4 0.24 4 0.24
2. Arrival of substitutes 0.05 2 0.10 3 0.15
3. Strict regulations 0.06 4 0.24 4 0.24
4. Growing trade barriers 0.06 3 0.18 3 0.18
5. Competition involving low-cost coffee sellers 0.10 1 0.10 2 0.20

scroll down

2 4

Strengths Weight AS TAS AS TAS

1. Cost advantages from proprietary know how 0.06 3 0.18 4 0.24
2. Patents 0.07 4 0.28 3 0.21
3. Influential brand names 0.09 2 0.18 2 0.18
4. Access to natural resources 0.07 1 0.07 2 0.14
5. Accessible distribution network 0.08 2 0.16 3 0.24
6. Extensive global supply chain 0.08 3 0.24 3 0.24
7. #NAME? ### 4 ### 4 ###
###
Weaknesses Weight AS TAS AS TAS
1. Lack of patent protection 0.04 1 0.04 2 0.08
2. Deprived of access to main distribution channels 0.09 4 0.36 2 0.18
3. Weak brand name 0.04 2 0.08 3 0.12
4. High cost structure 0.06 2 0.12 1 0.06
5. Inaccessible natural resources 0.05 3 0.15 4 0.20
6. High price points 0.08 3 0.24 4 0.32
7. Generalized standards for most products 0.05 4 0.20 2 0.10
8. Imitability of products 0.08 4 0.32 2 0.16
TOTALS 0.49 ### ###
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SO Strategies
1
2
3
4

ST Strategies
1
2
3
4

WO Strategies
1
2
3
4

WT Strategies
1
2
3
4
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Common Stock Financing Debt Financing

Recession Normal Boom Recession Normal Boom
EBIT $2,000 $2,001 $4,000 $2,000 $2,001 $4,000
Interest 0 0 0 25 25 25
EBT 2,000 2,001 4,000 1,975 1,976 3,975
Taxes 600 600 1,200 593 593 1,193
EAT 1,400 1,401 2,800 1,383 1,383 2,783
# Shares 508 508 508 500 500 500
EPS 2.76 2.76 5.52 2.77 2.77 5.57

20 Percent Stock 80 Percent Stock

Recession Normal Boom Recession Normal Boom
EBIT $2,000 $2,001 $4,000 $2,000 $2,001 $4,000
Interest 20 20 20 5 5 5
EBT 1,980 1,981 3,980 1,995 1,996 3,995
Taxes 594 594 1,194 599 599 1,199
EAT 1,386 1,387 2,786 1,397 1,397 2,797
# Shares 502 502 502 506 506 506
EPS 2.76 2.76 5.55 2.76 2.76 5.53
Click here to Return to Start
 EPS-EBIT Graph
6.00

5.00

4.00

3.00

2.00

1.00

0.00
$2,000 $2,001 $4,000

Common Stock Financing Debt Financing

 Revenue (in millions) Rev
$3 $3

$2 $2

$1 $1

$0 $0
2013 2014 2015 2016 2017 2018 2013 2014
Apple IBM

Net Income (in millions) Net In

$4 $4

$3 $3

$2 $2

$1 $1

$0 $0
2013 2014 2015 2016 2017 2018 2013 2014

Apple IBM

Assets (in millions) As

$5 $5

$4 $4

$3 $3

$2 $2

$1 $1

$0 $0
2013 2014 2015 2016 2017 2018 2013 2014

Apple IBM
$1 $1

$0 $0
2013 2014 2015 2016 2017 2018 2013 2014

Apple IBM

Liabilities (in millions) Liab

$6 $6

$5 $5

$4 $4

$3 $3

$2 $2

$1 $1

$0 $0
2013 2014 2015 2016 2017 2018 2013 2014

Apple IBM

Cash (in millions) C

$8
$8

$6
$6

$4
2013 2014 2015 2016 2017 2018 $4
2013 2014
Apple IBM

Goodwill + Intangibles (in millions) Goodwill +

$8 $8

$6 $6

$4 $4
2013 2014 2015 2016 2017 2018 2013 2014
Apple IBM
 $6

$4 $4
2013 2014 2015 2016 2017 2018 2013 2014
Apple IBM

Inventory (in millions) Inve

$10 $10

$8 $8

$6 $6
2013 2014 2015 2016 2017 2018 2013 2014
Apple IBM

Long Term Debt (in millions) Long Te

$10
$10

$8
$8

$6
2013 2014 2015 2016 2017 2018 $6
2013 2014
Apple IBM

Stockholders' equity (in millions) Stockhold

$12
$12
$10
$10
$8
$8
$6
$6
$4
$4
$2
$2
$0
2013 2014 2015 2016 2017 2018 $0
2013 2014
Apple IBM
$6
$6
$4
$4
$2
$2
$0
2013 2014 2015 2016 2017 2018 $0
2013 2014
Apple IBM

Cost of Goods Sold (in millions) Cost of G

$25 $25

$20 $20

$15 $15

$10 $10

$5 $5

$0 $0
2013 2014 2015 2016 2017 2018 2013 2014
Apple IBM

Current Assets (in millions) Curren

$35
$35
$30
$30
$25
$25
$20
$20
$15
$15
$10
$10
$5
$5
$0
2013 2014 2015 2016 2017 2018 $0
2013 2014
Apple IBM

Current Liabilities (in millions) Current

$50 $50
$45 $45
$40 $40
$35 $35
$30 $30
$25 $25
$20 $20
$15 $15
$10 $10
$5 $5
$0 $0
2013 2014 2015 2016 2017 2018 2013 2014
 $35
$30 $30
$25 $25
$20 $20
$15 $15
$10 $10
$5 $5
$0 $0
2013 2014 2015 2016 2017 2018 2013 2014
Apple IBM

Accounts Receivable (in millions) Accounts

$60 $60

$50 $50

$40 $40

$30 $30

$20 $20

$10 $10

$0 $0
2013 2014 2015 2016 2017 2018 2013 2014

Apple IBM
 Revenue (in millions)
$3

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$2

$1

$0
2013 2014 2015 2016 2017 2018

Apple IBM

Net Income (in millions)

$4

$3

$2

$1

$0
2013 2014 2015 2016 2017 2018

Apple IBM

Assets (in millions)

$5

$4

$3

$2

$1

$0
2013 2014 2015 2016 2017 2018

Apple IBM
$1

$0
2013 2014 2015 2016 2017 2018

Apple IBM

Liabilities (in millions)

$6

$5

$4

$3

$2

$1

$0
2013 2014 2015 2016 2017 2018

Apple IBM

Cash (in millions)

$8

$6

$4
2013 2014 2015 2016 2017 2018

Apple IBM

Goodwill + Intangibles (in millions)

$8

$6

$4
2013 2014 2015 2016 2017 2018

Apple IBM
$6

$4
2013 2014 2015 2016 2017 2018

Apple IBM

Inventory (in millions)

$10

$8

$6
2013 2014 2015 2016 2017 2018

Apple IBM

Long Term Debt (in millions)

$10

$8

$6
2013 2014 2015 2016 2017 2018

Apple IBM

Stockholders' equity (in millions)

$12

$10

$8

$6

$4

$2

$0
2013 2014 2015 2016 2017 2018

Apple IBM
 $6

$4

$2

$0
2013 2014 2015 2016 2017 2018

Apple IBM

Cost of Goods Sold (in millions)

$25

$20

$15

$10

$5

$0
2013 2014 2015 2016 2017 2018

Apple IBM

Current Assets (in millions)

$35
$30
$25
$20
$15
$10
$5
$0
2013 2014 2015 2016 2017 2018

Apple IBM

Current Liabilities (in millions)

$50
$45
$40
$35
$30
$25
$20
$15
$10
$5
$0
2013 2014 2015 2016 2017 2018
$35
$30
$25
$20
$15
$10
$5
$0
2013 2014 2015 2016 2017 2018

Apple IBM

Accounts Receivable (in millions)

$60

$50

$40

$30

$20

$10

$0
2013 2014 2015 2016 2017 2018

Apple IBM
n to Start Page
 Click here to Return to Sta

Current Ratio
0.8 0.6

0.5

0.4

0.7 0.3

0.2

0.1

0.6 0.0
2013 2014 2015 2016 2017 2018 2013 2014

Apple IBM

Long Term Debt to Equity Ratio Inven

0.9 0.3

0.2

0.8

0.1

0.7 0.0
2013 2014 2015 2016 2017 2018 2013 2014

Apple IBM

Total Assets Turnover Ratio Accounts R

0.6 0.0

0.5

0.4

0.3 0.0

0.2

0.1

0.0 0.0
2013 2014 2015 2016 2017 2018 2013 2014

Apple IBM
0.3 0.0

0.2

0.1

0.0 0.0
2013 2014 2015 2016 2017 2018 2013 2014

Apple IBM

Average Collection Period Ratio Gross

18000.0 0.0
2013 2014
16000.0
-2.0
14000.0
12000.0 -4.0
10000.0
8000.0 -6.0
6000.0
-8.0
4000.0
2000.0 -10.0
0.0
2013 2014 2015 2016 2017 2018 -12.0

Apple IBM

Net Profit Margin Ratio

2.5 0.8

2.0

1.5
0.7
1.0

0.5

0.0 0.6
2013 2014 2015 2016 2017 2018 2013 2014

Apple IBM

ROE
0.3

0.2

0.1
0.3

0.2

0.1

0.0
2013 2014 2015 2016 2017 2018

Apple IBM
lick here to Return to Start Page

Quick Ratio
0.6

0.5

0.4

0.3

0.2

0.1

0.0
2013 2014 2015 2016 2017 2018

Apple IBM

Inventory Turnover Ratio

0.3

0.2

0.1

0.0
2013 2014 2015 2016 2017 2018

Apple IBM

Accounts Receivable Turnover Ratio

0.0

0.0

0.0
2013 2014 2015 2016 2017 2018

Apple IBM
0.0

0.0
2013 2014 2015 2016 2017 2018

Apple IBM

Gross Profit Margin Ratio

0.0
2013 2014 2015 2016 2017 2018
-2.0

-4.0

-6.0

-8.0

-10.0

-12.0

Apple IBM

ROA
0.8

0.7

0.6
2013 2014 2015 2016 2017 2018

Apple IBM
 External Factors Evaluation (E

External factor
O1
O2
O3
O4
Opportunities

O5
O6
O7
O8
O9
O10
O11
O12

C1
Constraints

C2
C3
C4
 External Factors Evaluation (EFE) Matrix

External factor
An increasing demand for this kind of tourism by tourists
Existence of NGOs and foundations in the field of agri-tourism in urban areas
Increasing attention of government to planning and investment in the tourism sector
Increased attention to sustainable development and preserving the environment and natural resources in p
Implementing “Tourism Target Villages” scheme by the Cultural Heritage and Tourism Organization
Increased government attention and support to rural development paradigm with an emphasis on job crea
Short distances to the capital of the country
Increasing the motivation of private sector for investment in agri-tourism
An increasing demand for rural products, healthy and quality lifestyle
Inadequate participation of local people in agricultural and rural development programs
Lack of existence of a government scheme to encourage agri-tourism initiatives and low support for ente
Degradation of the plant and animal life during the early years
Total
Decreased income from agriculture and land use change
Lack of spatial relation of some rural areas with main roads

Lack of co-operation and coordination among the institutions and organizations involved in agriculture,

Weak informing system and adverting activities regarding agri-tourism

Total
Grand Total
Weight Rating Weighted Score
0.05 4 0.2
0.085 3 0.255
0.092 5 0.46
0.066 4 0.264
0.065 4 0.26
0.056 6 0.336
0.055 4 0.22
0.045 7 0.315
0.089 4 0.356
0.03 5 0.15
0.05 6 0.3
0.04 3 0.12
0.723 3.236
0.088 1 0.088

0.074 4 0.296

0.053 2 0.106

0.062 3 0.186

0.277 0.676
1 3.91
 Internal Factor Ev
S1
S2
S3
S4
S5
S6
Strengths

S7
S8
S9
S10
S11
S12
S13
S14

W1
W2
W3
Weaknesses

W4
W5
W6
W7
W8
W9
W10
 3.25

3.00

2.75

2.50
External Factor Score

2.25

2.00

1.75

1.50

1.00

0.50

0.00
 Internal Factor Evaluatio
External factor
Favorable climate conditions, high quality of natural attraction, suitable agritourism farms, and high tourism
Generation of additional income, increase farm revenues for inhabitants of rural areas and economic develop
Creation of new jobs in agricultural sector
Improvement of education, sanitary and housing
Increase the attractiveness of rural areas and reduce the immigration rate
Improving the rural arts and handicrafts market
Low level of necessary investments for starting up the agri-tourism businesses
Increase the knowledge and awareness of tourists regarding rural areas and agriculture activities
Settlement of most of the rural areas near the cities and existence of appropriate roads
Cultural exchange and improvement
Rich traditional customs, cultural heritage and historical background of some rural areas (archaeological and
Revival of traditional agricultural festivals such as harvest festival
Increased social cohesion and participation
Hospitality of the inhabitants
Total
Poor infrastructure in some rural areas (especially internet, sewage systems and road transport)
Decreased cultivated area and the increase of land use changes
Low level of government investment in agri-tourism
Poor functioning of markets for agri-tourism services
Lack of professional management and highly skilled human capacities
A limited level of training of producers in the field of entrepreneurship, marketing and diversification of agr
Progress may be slow due to extra levels of policy-making, i.e. ministries of tourism/commerce, environmen
Lack of financial resources of producers for investment and shortage of start-up capital
A high rate of inflation and the unsuitable domestic economy which increases the expense of traveling and c
Low level of entrepreneurial spirit and business skills in farmers
Total
 Grand Total

Conservative

Defensive

0.50 1.00 1.50 2.00 2.50

Internal Factor Score
rix
Weight Rating Weighted Score
0.04 6 0.24

0.05 4 0.2

0.06 4 0.24

0.054 4 0.216

0.025 5 0.125

0.085 5 0.425

0.095 6 0.57

0.094 6 0.564

0.04 4 0.16

0.098 4 0.392

0.04 4 0.16

0.02 5 0.1

0.021 5 0.105

0.022 5 0.11
0.744 3.607
0.01 3 0.03
0.02 3 0.06
0.006 1 0.006
0.008 1 0.008
0.002 1 0.002
0.03 2 0.06
0.04 3 0.12
0.05 2 0.1
0.05 1 0.05
0.04 3 0.12
0.256 0.556
1 4.163

Strategic Position
and Action
Evaluation
(SPACE) Matrix
 The Quantitative Strategic Planning Matrix (QSPM)
QSPM Matrix for Agritourism Development
WO1 WO2 WO3
Factors Weight
AS TAS AS TAS AS TAS
O1 0.05 3 0.150 0.000 0.000
O2 0.085 4 0.340 0.000 0.000
O3 0.092 5 0.460 0.000 0.000
Opportunities

O4 0.066 3 0.198 0.000 0.000

O5 0.065 6 0.390 0.000 0.000
O6 0.056 7 0.392 0.000 0.000
O7 0.055 4 0.220 0.000 0.000
O8 0.045 3 0.135 0.000 0.000
O9 0.089 4 0.356 0.000 0.000
O10 0.03 3 0.090 0.000 0.000
O11 0.05 4 0.200 0.000 0.000
O12 0.04 3 0.120 0.000 0.000
C1 0.088 0.000 0.000 0.000
Constraints

C2 0.074 0.000 0.000 0.000

C3 0.053 0.000 0.000 0.000

C4 0.062 0.000 0.000 0.000

S1 0.043 0.000 0.000 0.000
S2 0.042 0.000 0.000 0.000
S3 0.042 0.000 0.000 0.000
S4 0.041 0.000 0.000 0.000
S5 0.04 0.000 0.000 0.000
Strengths

S6 0.04 0.000 0.000 0.000

S7 0.038 0.000 0.000 0.000
S8 0.036 0.000 0.000 0.000
S9 0.04 0.000 0.000 0.000
S10 0.038 0.000 0.000 0.000
S11 0.041 0.000 0.000 0.000
S12 0.036 0.000 0.000 0.000
S13 0.047 0.000 0.000 0.000
S14 0.038 0.000 0.000 0.000
W1 0.042 0.000 0.000 0.000
ses
 W2 0.042 0.000 0.000 0.000
W3 0.042 0.000 0.000 0.000
W4 0.039 0.000 0.000 0.000
Weaknesses

W5 0.035 0.000 0.000 0.000

W6 0.035 0.000 0.000 0.000
W7 0.035 0.000 0.000 0.000
W8 0.044 0.000 0.000 0.000
W9 0.041 0.000 0.000 0.000
W10 0.048 0.000 0.000 0.000
W11 0.035 0.000 0.000 0.000

STAS 3.051 0.000 0.000

Priority
WO1: Developing an approach for marketing sustainable agri-tourism services in coordination wi
WO2: Enhancing the quality of infrastructures and increase access to new technologies such as in
WO3: Encouraging local rural communities to participate, and reinforcing them through training
WO4: Investing in agri-tourism areas through devoting public funds, and encouraging the NGOs
ix (QSPM)
ment
WO5
AS TAS
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000

0.000

0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
 0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000

0.000

es in coordination with public sector, private companies and local community organizations.
chnologies such as internet, telephone, guiding software and etc.
em through training regarding entrepreneurship, marketing and management of sustainable agri-tourism att
ouraging the NGOs and private sector to participate.
anizations.

stainable agri-tourism attractions.