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 ClickOpportunities
The Blue Buttons Below to Navigate Part 1 More Efficien
Strengths Weaknesses Threats
SPACE Matrix GRAND
IE Matrix
Perceptual Maps

Welcome to the Free Excel Student Template V

Dear Student,
By using this Template, you hereby agree to the Copyright terms and conditions. This Template should save you considerable t
Do not mistake this Template for doing all of the work. Your assignment is to analyze and present strategies for the next three
internal and external information into the Template. The Template does not gather or prioritize information. It does however a
does many calculations for you once that critical information is entered. Refer to the David & David textbook for conceptual g
in this Template. Best of luck with your project. This Template is designed for Textbook editions 17

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
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 consists of data entry in developing matrices, where Part II consists of data entry for your financial information, including
statements. Blue buttons are provided for navigating within and to Part I, yellow buttons are for navigating within and to Part II
matrices and pink buttons are for navigating to your financial output tables. The navigation buttons along the top of Part I and P
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
up nicely" is too vague and not actionable; "Sales were up 15% on women's apparel in China during 2018" is stated far better. A
strengths and weaknesses. Note women's apparel could be a division for Nike. All divisions do not need to be treated equally; a
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
for being successful in the industry. Do not be afraid to include factors with lower weights though. To have a factor make your
firm likely has), justifies its importance, yet it still may be relatively a lot less important to the industry than others factors you
firm operates. A moderate priced casual hamburger restaurant may have more in common with a moderate priced chicken resta
Automatically considering McDonalds, Burger King, and Wendy's as the "industry" just because they all sell hamburgers may n
may serve better as the "industry." After entering in the weights, check to make sure the sum of your weights equals 1.0 for you
weighted factors listed first; arrange your Weaknesses also with highest 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
your strengths 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
3 = "the response is above average" View IFE Matrix
4 = "the response is superior"

Strengths
Có đổi ngũ marketing trẻ, sáng tạo góp tăng 10% doanh thu công trong năm qua

Weaknesses
Tỉ lệ bỏ việc cao tăng 5% so với cùng kì năm ngoái

View IFE Matrix Total Weight (Must Equal

 Opportunities and Threats
Enter into this Template exactly 10 opportunities and 10 threats, no more no less. Your factors should be detailed and actionabl
threats should be external in nature. Ask yourself "Does the firm have control over this factor?" If the answer is yes, then it can
retailer you may have an opportunity to "start selling clothes in China." This is not an opportunity for two reasons: 1) the firm h
statement is a strategy. The underlying opportunity may be "Women in China spent 20% more on athletic apparel in 2018." N
and external (we cannot control the culture or demand for female athletic apparel). All divisions do not need to be treated equal
those most pertinent to your strategic plan.

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

Ratings again are company-based and reflect how well the firm is addressing the particular factor. Use the coding scheme given
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"

Cơ hội
AQCD
AQCD
AQCD
AQCD
AQCD
AQCD
AQCD
AQCD
AQCD
AQCD

Thách thức
AQCD
AQCD
AQCD
AQCD
AQCD
 View EFE Matrix Total Weight (Must Equal

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
example, if your case is Delta Airlines, perhaps include on time arrival, extra fees, and frequent flyer points as factors, rather th
to be overly specific, but they should be divisional in nature to the extent possible. If Pepsi Co. is your firm, your factors should
bottling business, etc. (Pepsi Co competes in a lot more than just soda) rather than just general "advertising." Advertising for w
advertising, soda marketing, etc. All divisions do not need to be treated equally; allow more coverage for divisions with more r

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

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 "
NOT ASSIGN THE COMPANIES THE SAME RATING; TAKE A STAND; MAKE A CHOICE. In a CPM, use the coding sc

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

 View CPM Matrix

Boston Consulting Group (BCG) Mat

This Template allows for up to 5 divisions. If your company has more than 5 divisions, combine the divisions with the least am
of revenue into division 5, and mention the adjustment to the class during your presentation, or simply focus on the 5 divisions
3-year plan centers around; check with your professor. <See your firm's Form 10K or Annual Report to find divisional informa
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
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. No
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 f
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 lab
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 lipst
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 (alon
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 pl
dominate an industry. Note, using this process also weights larger firms more, which is exactly what you desire. Do not use tota
revenues; instead, use divisional revenues. Division industry growth rates (IGR) must be between -0.20 and 0.20. If outside the
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 Sha
Position (RMSP). The BCG matrix in this Template does not produce pie slices to show profits. You may wish to discuss divis
profits in your presentation.

Enter in division names below (If less than 5, leave the other spaces blank and no circles will appear)
Beverages and Teavana
Food
Packaged Coffee

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 amo
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.

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

Vinamilk

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

Vinamilk
VietnamAirlines

IE

SPACE Matrix
Include up to five factors to assess each SPACE axis: Financial Position (FP), Stability Position (SP), Competitive Position (C
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 mann
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. O
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

VINAMILK

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
Your firm's Y

SAO TA

Estimat
Estima
Estimat
Estimate

Competitor 1's X
Competitor 1's Y

Dutch Laday

Estimat
Estima
Estimat
Estimate

Competitor 2's X
Competitor 2's Y
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 "lo
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 calori
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 th
line that do not have (in this example) frozen food products near the line. In this analysis, blank areas of the map are typically t
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 expens
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, yo
could examine frozen foods on dimensions other than the ones used here, or you could examine dairy products or any other rela
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)

Tra va café
Thuc pham
Ca phe dong goi

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 pag
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 multipl
recommendations, including perhaps both strategies included in the QSPM, and other strategies for the firm - but no firm can d
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, opportuniti
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 performi
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
Có đổi ngũ marketing trẻ, sáng tạo góp tăng 10% doanh thu công trong năm qua
0
0
0
0
0
0
0
0
0

Weaknesses
Tỉ lệ bỏ việc cao tăng 5% so với cùng kì năm ngoái
0
0
0
0
0
0
0
0
0

Cơ hội
AQCD
AQCD
AQCD
AQCD
AQCD
AQCD
AQCD
AQCD
AQCD
AQCD

Threats
AQCD
AQCD
AQCD
AQCD
AQCD
0
0
0
0
0
QSPM

You have completed Part 1.

fficiently CPM
BCG Matrix
SWOT
QSPM HOME

te Version 18.5

able time and allow for your presentation to be more professional.

three years. You will still need to do the research and enter key
ever assimilate information you enter in a professional way and
tual guidelines for developing all matrices and analyses included
ns 17ed and 18th.

late
green boxes. Refer to the David, David & David textbook for

ve matrices. All data entered will be entered into Part I or Part II.
luding ratios, financial statements, and projected financial
Part II, orange buttons are for navigating to the respective
and Part II may not be visible for Apple users but all other

d actionable rather than vague. For example, the strength: "Sales

tter. Always be thinking in terms of divisions when writing
ally; allow more coverage for divisions with more revenue and
f 0.10 for example is 5 times more important than a factor of 0.02
e your top 10 list (10 strengths for example out of the 100s the
s you include. Also, be mindful with respect to what industry your
n restaurant than with McDonalds (cheaper fastfood).
may not be appropriate. Here, casual moderated priced restaurants
or your internal factors. Also, arrange your strengths with highly

se the coding scheme given below for ratings in an IFE Matrix: If

Weight Rating
0.30 3
0.10 4

Weight Rating
0.40 1
0.20 2

1.00
onable rather than vague. Keep in mind both opportunities and
it cannot be an opportunity or threat. For example, as a clothing
firm has internal control over doing business in China, and 2) the
8." Note how this opportunity is specific, actionable, divisional,
equally, allow more coverage for divisions with more revenue and

aknesses above since the same logic applies for the external
factors according with highest weight items first.

given below for ratings in an EFE Matrix. If your opportunities

Weight Rating
0.01 3
0.05 2
3
4
2
2
3
4
2
4

Weight Rating
0.04 2
0.06 3
4
3
3
3
3
3
2
 3

0.16

PM)
y to use ones that are more pertinent to your company. For
her than the canned factors below. In a CPM, factors do not need
should be about the firm's soda business, Frito Lay business,
for what division (business) are you referring to? Frito Lay's
more revenue and those most pertinent to your strategic plan.

eck the bottom of the "Enter Weight Below" column, to make sure
weight of say 0.20.

n the "Enter Rating Below" column for each organization. DO

ing scheme provided below for ratings.

Weight Vinamilk TH milk Dutch Lady

Enter Ratings Below

1 3 2
 0.00

Matrix

BCG

Top Firm in
Your Firm's Industry Division Market Relative
Division Division Growth Rate Market Share
Revenues Revenues (Step 4) Position
 $14,954 $14,954 0.08 1.00
$3,495 $12,760 0.10 0.27
$2,866 $3,860 0.11 0.74
NA
NA

ix

IE

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

$1,000 2.8 2.75

2.97
 SPACE

Ratings

5
4
3
4
6

4
2
2
2
5

Ratings

-2
-1
-2
-2
-2
-3
-4
-6
-5
-2

1.2
0.4

3
3
-4
-4

-1.0
-1.0

5
3
-4
-4

-1.0
1.0

Perceptual Map
X - axis Y - axis
Rating Rating

GRAND
X-axis score Y-axis score

9 4
3 7
7 7

QSPM

Strategy One Strategy Two

Market Market
Development Pernetration

AS Ratings AS Ratings

3 4
0 2
2 3
 3 2
3 2
3 3
2 3
2 2
3 3
3 3

AS Ratings AS Ratings

0 0
0 0
3 3
3 4
2 3
2 3
3 2
3 3
2 3
3 4

AS Ratings AS Ratings

1 2
3 4
4 2
4 2
3 4
2 4
3 4
4 2
3 4
3 2

AS Ratings AS Ratings

3 2
3 3
3 4
1 3
3 2
0 3
2 3
2 3
3 3
3 3
 EPS/EBIT Analysis
Company Valuation
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, fina

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

Net 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
company.

Enter Your Firm's Name

Stockholders' Equity 0 Note: Determined after you comp

Net Income 0 Note: Determined after you comp

Note: Determined after you comp

EPS #DIV/0!
outstanding below.

Note: Using Current # shares outs

# Shares Outstanding
on the last day of the fiscal year.

Stock Price Note: Current Stock price is fine,

Goodwill & Intangibles 0 Note: Determined after you comp

Enter 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
defensive strategies where you are not acquiring substantial new capital.

Pessimistic Realistic Optimistic

EBIT

EPS/EBIT Data

Amounted Needed

Interest Rate

Tax Rate

Shares Outstanding 0

# New Shares Outstanding #DIV/0!

Stock Price $0.00

Combination Financing Data

Percent Equity Used to Finance

Percent Debt Used to Finance

Total Equity and Debt 0%

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 not
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
then work your way up the statement to the liabilities section, then onto the assets, using the top row (Cash) as the plug fi
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 e
statements.

Projected Yea

Historical Numbers
Projected Income Statement
(see notes)

Projected Reporting Date

Revenues #DIV/0!

Cost of Goods Sold #DIV/0!

Operating Expenses #DIV/0!

Interest Expense $0

Non-Recurring Events 0
 Tax #DIV/0!

Scroll Down for Balance Sheet

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

Projected Yea
Historical Dollar
Projected Balance Sheet (Start at the bottom)
Amount Paid
Read the message to the right, t

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 Assets #DIV/0!

Liabilities 12/30/1899

Accounts Payable #DIV/0!

Other Current Liabilities #DIV/0!

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

Analysis
Projected Financial HOME
Statements

nancial Data
struct financial statements, financial ratios, and much more.

Information

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

nformation

12/30/1899

Balance Sheet
Note: Enter as negative number

Balance Sheet
 Balance Sheet

Valuation
e rival can be a firm you wish to acquire or simply just to compare to your case

Company Valuation

ote: Determined after you complete the preliminary section.

ote: Determined after you complete the preliminary section.

ote: Determined after you complete the preliminary section and enter in # shares
tstanding below.

ote: Using Current # shares outstanding is okay or # of shares outstanding (issued)

the last day of the fiscal year.

ote: Current Stock price is fine, or the closing price on the last day of the fiscal year.

ote: Determined after you complete the preliminary section.

val Firm Valuation

Analysis

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

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.

ancing Data

Note: Enter as a decimal.

Note: Enter as a decimal.

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

cial Statements
e to read and understand all notes provided by each line item. See Chapter 8 in the
atements.

nds to pay" line near the bottom; finish the equity section of the balance sheet first,
he top row (Cash) as the plug figure. A detailed note beside the cash line item
David textbook for excellent explanations and tips for constructing projected

Percentages in the Projected Income St

For example, if you enter in 10% for pr
will use the equation (1.10 x projected
line items in the projected income sta
note below for the balance sheet. The c
Projected Years (earliest to latest)

Historical Percent Notes Below. Enter you

describe.

Historical Note: Difference the two most r

expect based on your recommendations. D
Enter as percent.

Historical Note: Percent of Sales in the mo

projected years unless you believe COGS
percent.

Historical Note: Percent of Sales in the mo

projected years unless you believe Operat
Enter as percent.

Historical Note: Dollar amount of interest

dollar amounts of interest you will forecas
was $500 and you plan on a $20 net increa
for year one. If financing through debt, the
financing through equity. Enter as dollar a
year before, enter as a negative number.

Historical Note: Dollar amount of Non-Re

cumulative. Safe to forecast this number a
other assets, then enter the number of the
 Historical Note: Tax Rate in most recent y
unless you expect a large increase/decreas

Balance Sheet

jected Balance Sheet to the top

Projected Years (earliest to latest)

The projected Balance Sheet is desig
DOLLAR VALUES (for PPE, Goodw
Read the message to the right, then start at the bottom with dividends. values to the existing numbers. For E
projected year 1, (but you estimate you
prior year) just enter in $200 ($1,000-$8
use the equation ($200 + most recent hi

12/30/99 12/30/99

Historical Note: If your cash number app

for more information. Also, compare you
$0 $0
make adjustments to your recommendatio
firm to have acceptal proje

Historical Note: Percent of revenue

across all three projected years unl
percent will chang

Historical Note: The values are for the

cumulative) dollar amounts for each ite
Equivalents line). If you are purchasing $
1, simply enter $200 into the first projec
$300, then you would enter in a negative
purchase the other $200). Take care with
entered. Reread the hin
 Historical Note: Percent of revenues in
three projected years unless you believ
change dra

12/30/1899 12/30/1899

Historical Note: Percent of revenues in

three projected years unless you believe
drastica

Historical Note: The values are for the

cumulative) dollar amounts for each item
plan to take on any additional long term d
in debt in Projected Year 1, enter in ($

Historical Note: Percent of revenues in

three projected years unless you believe
change dras

12/30/1899 12/30/1899

Historical Note: The values are for the m

not cumulative) Dollar amounts for each
Stock, you may need to make an adjus
negative number. Read over Chap

0 0 Historical Note: The Retained Earnings va

additional (not cumulative) Retained Earn

Start HERE. Enter the total dollar amoun

none, enter 0. This line is not cumulativ
dividends. For example, if the firm pai
payments, enter $0 in projected year 1
$1,100 into projected year 1 box. Chec
 ntered into Column 1
quence as the preset
Read the Note to the left CAREFULLY
 s in the Projected Income Statement will be multiplied by the most recent year.
le, if you enter in 10% for projected revenues in projected year 2, the Template
e equation (1.10 x projected year 1 revenues) = projected year 2 revenues. For
in the projected income statement requesting dollar amounts, please read the
w for the balance sheet. The calculations work the same way as described there.

ercent Notes Below. Enter your data in the EXACT same format as the Notes

ote: Difference the two most recent years of data. Enter percent increases you
d on your recommendations. Do not blindly use the historical number provided.
cent.

ote: Percent of Sales in the most recent year. Use a similar percent across all three
ars unless you believe COGS to sales percent will change drastically. Enter as

ote: Percent of Sales in the most recent year. Use a similar percent across all three
ars unless you believe Operating Expenses to sales percent will change drastically.
cent.

ote: Dollar amount of interest paid in the most recent year. Enter in the NEW NET
nts of interest you will forecasted for each year. If your most recent interest payment
d you plan on a $20 net increase in interest for projected year 1, simply enter in $20
If financing through debt, the number is more likely to increase more than if
rough equity. Enter as dollar amount. If you anticipate less interest expense than the
enter as a negative number.

ote: Dollar amount of Non-Recurring Events for each year, this number is not
Safe to forecast this number as $0 every year unless you are selling a division or
then enter the number of the proceeds. Enter as dollar amount.
 ote: Tax Rate in most recent year. You can likely use the same tax rate throughout
xpect a large increase/decrease in revenues and subsequently EBT. Enter as percent.

jected Balance Sheet is designed for you to enter in the NET ADDITIONAL
R VALUES (for PPE, Goodwill, and Intangibles). The Template will add these
the existing numbers. For Example, if you are adding $1,000 in inventory in
year 1, (but you estimate your firm used $800 of its existing inventory from the
just enter in $200 ($1,000-$800) in the corresponding box and the Template will
ation ($200 + most recent historical year Inventory number) = projected year 1
inventory.

ote: If your cash number appears too high or low, consult Chapter 8 of the textbook
formation. Also, compare your projected ratios to historical ratios. You may need to
ments to your recommendations and/or your projected statements. It is rare for any
firm to have acceptal projected statements after the first attempt.

al Note: Percent of revenues in the most recent year. Use a similar percent
all three projected years unless you believe the current assets to revenues
percent will change drastically. Enter as percent

l Note: The values are for the most recent year reported. Enter in the net new (not
ve) dollar amounts for each item for each forecasted year (Except for the Cash and
line). If you are purchasing $200 of Property, Plant & Equipment in Projected Year
nter $200 into the first projected year. If you plan to also reduce existing PP&E by
you would enter in a negative $100 into Projected Year 1 (assuming you still plan to
e other $200). Take care with each line time, it is not how fast you get the numbers
entered. Reread the hints in red writing a few lines above.
 Note: Percent of revenues in the most recent year. Use a similar percent across all
jected years unless you believe the other long-term asets to revenues percent will
change drastically. Enter as percent

Note: Percent of revenues in the most recent year. Use a similar percent across all
cted years unless you believe the current liabilities to revenues percent will change
drastically. Enter as percent.

l Note: The values are for the most recent year reported. Enter in the net new (not
) dollar amounts for each item for each forecasted year. For example, if you do not
on any additional long term debt in Projected Year 1, but do plan to pay off $1,000
n Projected Year 1, enter in ($1,000) in Projected Year 1 long term debt column.

Note: Percent of revenues in the most recent year. Use a similar percent across all
cted years unless you believe the other long-term liabilities to revenues percent will
change drastically. Enter as percent.

Note: The values are for the most recent year reported. Enter in the new (additional,
tive) Dollar amounts for each Item for each forecasted year. If you change Treasury
ou may need to make an adjustment to Paid in Capital. Enter Treasury Stock as a
ative number. Read over Chapter 8 of the David, David and David textbook.

ote: The Retained Earnings value is for the most recent year reported. The new
ot cumulative) Retained Earnings are calculated automatically.

. Enter the total dollar amount you wish to pay in dividends each forecasted year. If
er 0. This line is not cumulative, it does not add the value to any existing value for
. For example, if the firm paid $1,000 in dividends and you wish to stop dividend
, enter $0 in projected year 1 box. If you wish to increase dividends by 10% enter
nto projected year 1 box. Check on your own to see historically 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. Double Return to Part I
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 Có đổi ngũ marketing trẻ, sáng tạo góp tăng 10% doanh thu công trong năm
0.30 3
qua
2 0 0.10 4
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 Tỉ lệ bỏ việc cao tăng 5% so với cùng kì năm ngoái 0.40 1
2 0 0.20 2
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 1.00
Part I

Weighted Score
0.90
0.40
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

Weighted Score
0.40
0.40
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
2.10
 EFE Matrix

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

Return
Returntoto
Part II
Part
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

1 AQCD 0.01 3
2 AQCD 0.05 2
3 AQCD 0.00 3
4 AQCD 0.00 4
5 AQCD 0.00 2
6 AQCD 0.00 2
7 AQCD 0.00 3
8 AQCD 0.00 4
9 AQCD 0.00 2
10 AQCD 0.00 4

Threats Weight Rating

1 AQCD 0.04 2
2 AQCD 0.06 3
3 AQCD 0.00 4
4 AQCD 0.00 3
5 AQCD 0.00 3
6 0 0.00 3
7 0 0.00 3
8 0 0.00 3
9 0 0.00 2
10 0 0.00 3
Total EFE Score 0.16
to Part I

as "picture"

Weighted Score
0.03
0.1
0
0
0
0
0
0
0
0

Weighted Score
0.08
0.18
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.39
 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"

Vinamilk TH milk Dutch Lady

Critical Success Factors Weight Rating Score Rating Score Rating

0 0.00 1 0.00 3 0.00 2
0 0.00 0 0.00 0 0.00 0
0 0.00 0 0.00 0 0.00 0
0 0.00 0 0.00 0 0.00 0
0 0.00 0 0.00 0 0.00 0
0 0.00 0 0.00 0 0.00 0
0 0.00 0 0.00 0 0.00 0
0 0.00 0 0.00 0 0.00 0
0 0.00 0 0.00 0 0.00 0
0 0.00 0 0.00 0 0.00 0
0 0.00 0 0.00 0 0.00 0
0 0.00 0 0.00 0 0.00 0
Totals 0.00 0.00 0.00
Dutch Lady

Score
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
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
Industry Revenues" smaller than your firm. This number can only be larger or the same (if your f
largest revenue generator in the industry). It is also possible your bubble is behind another bubble
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

Beverages and Food

Teavana

Packaged Coffee

Low -0.20 Cash Cows Dogs

s
 Top Firm in
Your Firm's
Industry Industry Sales
Division Division
Division Growth Rate
Revenues
Revenues

Beverages and Teavana $14,954 $14,954 0.08

Food $3,495 $12,760 0.10
Packaged Coffee $2,866 $3,860 0.11
0 $0 $0 0.00
0 $0 $0 0.00
 Return to Part I

paste special picture.

n or you entered a number for the "Top Firm in the

arger or the same (if your firm's division is the
le is behind another bubble if the information was

x and Table

Position
Low 0.0
Marks

Return to Part I
 Relative
Market Share
Position

1.00
0.27
0.74
NA
NA
 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
THE EFE WEIGHTED SCORES

High
4.0

Low
1.0

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

Vinamilk $1,000 2.8 Err:509

VietnamAirlines $0 2.97 0.0
0 $0 0.0 0.0
0 $0 0.0 0.0
0 $0 0.0 0.0
cial picture.

or IFE information.
ormation was close to

Matrix and Table

 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
IPIP
-3.0

-5.0

Defensive -7.0 Competitive

SP

Internal Analysis: External Analysis:

Financial Position (FP) Stability Position (SP)
Current Ratio 5 Rate of Inflation
Debt to Equity 4 Technological Changes
Net Income 3 Price Elasticity of Demand
Revenue 4 Competitive Pressure
Inventory Turnover 6 Barriers to Entry into Market
Financial Position (FP) Average 4.4 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 -2 Ease of Entry into Market
Variety of Products Offered -2 Resource Utilization
Control over Suppliers and Distributors -2 Profit Potential
Competitive Position (CP) Average -1.8 Industry Position (IP) Average
 picture. Be sure to

o possible your

VINAMILK SAO TA Dutch Laday

X Axis 1.2 -1.0 -1.0
Y Axis 0.4 -1.0 1.0

IP
IPIP

-3
s -4
and -6
-5
Market -2
SP) Average -4.0

4
2
2
2
5
IP) Average 3.0
 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

Weak Competitive
Position

Quadrant III
I
Slow Market Growth
cial picture.

rmation or it is also
e to the same.

Quadrant I

Strong Competitive
Position

Quadrant IV
 Perceptual
Maps 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.

0
0

0
special picture.

nformation or it is
as close to the same.
0
1 Complete Part II to Construct the Financial Statements.

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
Non-Recurring Events 0 0 NA NA
EBT (Pretax Income) 0 0 NA NA
Tax 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 Phát triển sản phẩm: \............(S1,O2)
2
3
4

ST Strategies
1 Đa dang hóa liên quan:….......(S2,T2,T4)
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.

Market Development

Strengths Weight AS TAS

1 Có đổi ngũ marketing trẻ, sáng tạo góp tăng 10% doanh thu công trong năm
0.30 3 0.90
qua
2 0 0.10 0 0.00
3 0 0.00 2 0.00
4 0 0.00 3 0.00
5 0 0.00 3 0.00
6 0 0.00 3 0.00
7 0 0.00 2 0.00
8 0 0.00 2 0.00
9 0 0.00 3 0.00
10 0 0.00 3 0.00

Market Development

Weaknesses Weight AS TAS

1 Tỉ lệ bỏ việc cao tăng 5% so với cùng kì năm ngoái 0.40 0 0.00
2 0 0.20 0 0.00
3 0 0.00 3 0.00
4 0 0.00 3 0.00
5 0 0.00 2 0.00
6 0 0.00 2 0.00
7 0 0.00 3 0.00
8 0 0.00 3 0.00
9 0 0.00 2 0.00
10 0 0.00 3 0.00

Market Development

Opportunities Weight AS TAS

1 AQCD 0.01 1 0.01
2 AQCD 0.05 3 0.15
3 AQCD 0.00 4 0.00
4 AQCD 0.00 4 0.00
5 AQCD 0.00 3 0.00
6 AQCD 0.00 2 0.00
7 AQCD 0.00 3 0.00
8 AQCD 0.00 4 0.00
9 AQCD 0.00 3 0.00
10 AQCD 0.00 3 0.00

Market Development

Threats Weight AS TAS

1 AQCD 0.04 3 0.12
2 AQCD 0.06 3 0.18
3 AQCD 0.00 3 0.00
4 AQCD 0.00 1 0.00
5 AQCD 0.00 3 0.00
6 0 0.00 0 0.00
7 0 0.00 2 0.00
8 0 0.00 2 0.00
9 0 0.00 3 0.00
10 0 0.00 3 0.00
TOTALS 1.36
Market Pernetration

AS TAS
4 1.20
2 0.20
3 0.00
2 0.00
2 0.00
3 0.00
3 0.00
2 0.00
3 0.00
3 0.00

Market Pernetration

AS TAS
0 0.00
0 0.00
3 0.00
4 0.00
3 0.00
3 0.00
2 0.00
3 0.00
3 0.00
4 0.00

Market Pernetration

AS TAS
2 0.02
 4 0.20
2 0.00
2 0.00
4 0.00
4 0.00
4 0.00
2 0.00
4 0.00
2 0.00

Market Pernetration

AS TAS
2 0.08
3 0.18
4 0.00
3 0.00
2 0.00
3 0.00
3 0.00
3 0.00
3 0.00
3 0.00
1.88
1 Complete Part II to Construct the Company Valuation

Enter 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!

Enter 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
EBIT $0 $0 $0 $0 $0
Interest 0 0 0 0 0
EBT 0 0 0 0 0
Taxes 0 0 0 0 0
EAT 0 0 0 0 0
# Shares #DIV/0! #DIV/0! #DIV/0! 0 0
EPS #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
$0.40 Debt Financing

$0.30
$0.20
$0.10
$0.00
$0 $0 $0
ebt Financing
Optimistic
Return to Part II
$0
0
0
0
0
0
#DIV/0!
Amount Needed $0
Interest Rate 0%
Tax Rate 0%
# Shares Outstanding 0.0
Additional Shares Outstanding Needed NA
Stock Price $0.00

on Stock Financing
inancing
Complete Part II to Construct the RE Table

Dividend Information Balance Sheet Informa

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
alance 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

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

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

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

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

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

Total Liabilities and Equity 0 0

12/30/1899
$0
0 Return to Part II
0
0
0
0
0
0
0
0

12/30/1899

$0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0

0
0
0
0
0

0
1 Complete Part II to Construct the Ratios

Return to Pa

Historical Ratios
12/30/1899 12/30/1899
Current Ratio #DIV/0! #DIV/0!
Quick Ratio #DIV/0! #DIV/0!
Total Liabilities-to-Total-Assets Ratio #DIV/0! #DIV/0!
Long-Term 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!
Total Liabilities-to-Total-Assets Ratio #DIV/0! #DIV/0! #DIV/0!
Long-Term 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!