Free Excel Student Template

Dear Student,

By using this Template, you hereby agree to the Copyright terms and
conditions. This Template should save you considerable time and allow for
your presentation to be more professional. Do not mistake this Template
for doing all of the work. Your assignment is to analyze and present
strategies for the next three years. You will still need to do the research
and enter key internal and external information into the Template. The
Template does not gather or prioritize information. It does however
assimilate information you enter in a professional way and does many
calculations for you once that critical information is entered. Best of luck,
with your project.

INSTRUCTIONS FOR TEMPLATE

1
Please read all Template instructions below carefully before you start each
new section of this Template. Only type in the green boxes unless
otherwise noted. Please read the Read ME tab at the bottom of Excel
before you start.

INSTRUCTIONS FOR EXTERNAL AUDIT

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

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.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Enter Ten Threats Below

1.

2.

3.

4.

5.

6.

7.
8.

9.

10.

Instructions for Competitive Profile Matrix (CPM)

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

1.
To perform the CPM, enter in twelve critical success factors. You may use
some of the ones listed below if you like but try to use ones that are more
pertinent to your company. For example, if your case is Delta Airlines,
having a) on time arrival b) extra fees c) frequent flyer points, etc may be
better choices than the canned ones below. For purposes of this Template,
it is vital you have twelve factors no more, no less.

2. After entering in twelve critical success factors, 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 your weights, type the name of your company and two
other competitors in the corresponding boxes.

4.
After entering in the weights and identifying your company and two rival
firms, then enter in a corresponding rating in the "Enter Rating Below"
column for each organization. DO NOT ASSIGN THE COMPANIES
THE SAME RATING, TAKE A STAND, MAKE A CHOICE. The coding
scheme is provided below.

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

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

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.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Enter Ten Weaknesses Below

1.

2.

3.

4.

5.

6.

7.

8.

9.
10.

INSTRUCTIONS FOR COMPANY WORTH

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

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

 <ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

1.

The Template allows for a two, three, or a four division company. (If the
company has more than 4 divisions, combine the divisions with the least
amount of revenue and mention the adjustment to the class during your
presentation.) <You will have to read the Annual Report to find this
information> It is quite okay to do a BCG/IE for BOTH geographic and
by product revenues/profits. To develop BCG and IE matrices, Step 1:
enter in the corresponding profits you are prompted for in the boxes (for
the corresponding divisions) below. Also, change the division name to
match your case (The 2 division example is for domestic and
international.) Pie slices are automatically calculated and labeled. In the
example profits were 500 million and 800 million. Do not put a M or B to
signal million or billion. If you can not find profit information, estimate
this and explain to the class during your presentation. At a bare minimum,
have the appropriately sized circles (even if you do not use pie slices).
However, an educated profit estimation is more prudent if divisional
profits are not reported.

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

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>
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

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

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

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

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.
0
2.
0
3.
0
4.
0
5.
0
6.
0
7.
0
8.
0
9.
0
10.
0

Threats

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

Strengths

1. 0

2. 0

3. 0

4. 0

5. 0

6. 0

7. 0

8. 0

9. 0

10. 0

Weaknesses
1. 0

2. 0

3. 0

4. 0

5. 0

6. 0

7. 0

8. 0

9. 0

10. 0

INSTRUCTIONS FOR EPS - EBIT

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

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

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>
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

EFE Matrix

Enter Weight Enter Rating

Below Below
 0.00

Enter Rating Enter Rating

Below Below

Enter Weight
Below Your Company Competitor
 0.00

Enter Weight Enter Rating

Below Below
 IFE Matrix

Enter Weight Enter Rating

Below Below
 0.00

Stockholders'
Equity Net Income

Company Worth
Share Price EPS

Shares
Outstanding

WT Strategies. Click Here to View SWOT

BCG Matrix

IE Matrix

2 Division Company 3 Division Company

Domestic International Men

500 800 20

Scroll over for 4 division company

 Space Matrix

Ratings

1
1
1
1
1

2
2
2
2
2

Ratings

-1
-1
 -1
-1
-1

-7
-6
-5
-2
-2

Quadrant 1 Quadrant 2 Quadrant 3 Quadrant 4

QSPM
Strategy One Strategy Two

AS Ratings AS Ratings

1 2

1 2

1 2

1 2

1 2

1 2

1 2

1 2

1 2

1 2

AS Ratings AS Ratings

3 4

3 4

3 4

3 4
 3 4

3 4

3 4

3 4

3 4

3 4

AS Ratings AS Ratings

3 2

3 2

3 2

3 2

3 2

3 2

3 2

3 2

3 2

3 2

AS Ratings AS Ratings
 0 0

3 0

3 0

0 2

0 2

0 2

0 2

0 2

0 2

2 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

1990 1991 1992 1993 1994 1995

$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

1990 1991 1992

$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
1990 1991 1992 1993 1994 1995
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
Enter Rating
Below

Competitor
 Top competitor or who you wish to acquire.

Stockholders'
Equity Net Income

Share Price EPS

Shares
Outstanding
3 Division Company 4 Division Compan

Women Children North America South America

70 10 5 5
nancing (decimal form)
 Must Equal 1.0

1.0

DATA IN "NEW SHARES

OX. THIS IS DONE FOR
YOU.
 IBM
1990 1991 1992
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 0.00 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
Return to Start
 Do not enter any data on this page.  If data is missing 
here, recheck the "START" page.. This page is not 
protected so be careful.

If your text is not showing highlight it (be careful not to click), use the text wrap option under the "home" Tab on Excel 2007.  You may

External Factor Evaluation Matrix (EFE)
Opportunities Weight Rating Weighted Score
1. 0 0.00 0 0.00
2. 0 0.00 0 0.00
3. 0 0.00 0 0.00
4. 0 0.00 0 0.00
5. 0 0.00 0 0.00
6. 0 0.00 0 0.00
7. 0 0.00 0 0.00
8. 0 0.00 0 0.00
9. 0 0.00 0 0.00
10. 0 0.00 0 0.00

Threats Weight Rating Weighted Score

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

Internal Factor Evaluation Matrix (IFE)
Strengths Weight Rating Weighted Score
1. 0 0.00 0 0.00
2. 0 0.00 0 0.00
3. 0 0.00 0 0.00
4. 0 0.00 0 0.00
5. 0 0.00 0 0.00
6. 0 0.00 0 0.00
7. 0 0.00 0 0.00
8. 0 0.00 0 0.00
9. 0 0.00 0 0.00
10. 0 0.00 0 0.00

Weaknesses Weight Rating Weighted Score

1. 0 0.00 0 0.00
2. 0 0.00 0 0.00
3. 0 0.00 0 0.00
4. 0 0.00 0 0.00
5. 0 0.00 0 0.00
6. 0 0.00 0 0.00
7. 0 0.00 0 0.00
8. 0 0.00 0 0.00
9. 0 0.00 0 0.00
10. 0 0.00 0 0.00
TOTALS 0.00 0.00
er the "home" Tab on Excel 2007.  You may have to click it three times. Then expand the rows with your mouse if needed.

Return to Start
Return to Start
use if needed.
This sheet is protected 

Return to Start

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!

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 b
lative Market Share Position
                 Medium                                                                              
                         .50                                                                                 
Question Mark
Profits
Domestic
Domestic 500
International 800

International
International 800
Domestic 500

Dog
lative Market Share Position
                 Medium                                                                              
                         .50                                                                                 
Question Mark

                                                                  
Men
Profit
Remaning Profits

Women
Profit
Remaning Profits
Dog

Children
Profit
Remaning Profits

lative Market Share Position
                 Medium                                                                              
                         .50                                                                                 
Question Mark

                                                                  
North America
Profit
Remaning Profits

South America
Profit
Remaning Profits
Dog
Asia
Profit
Remaning Profits

Europe
Profit
Remaning Profits
is 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.

<This sheet is not protected so be careful>

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

High

3.0 IV V

The
EFE
Total Medium
Weighted
Scores

2.0 VII VIII

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

High

3.0 IV V

The
EFE
Total Medium
Weighted
Scores

2.0 VII VIII

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

High

3.0 IV V

The
EFE
Total Medium
Weighted
Scores

2.0 VII VIII

Low

1.0
 scroll down for 3 and 4 division IE

l look perfect in Word and PowerPoint.

ghted Scores
e                                                  Weak
 2.0                                            1.99 to 1.0
III

VI

IX
ghted Scores
e                                                  Weak
 2.0                                            1.99 to 1.0
III

VI

IX

ghted Scores
e                                                  Weak
 2.0                                            1.99 to 1.0
III

VI

IX
<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 mess

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Conservative FP Aggressive
7

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

­2

­3

­4

­5

­6

­7
Defensive Competitive
SP

Internal Analysis: External Analysis:

Financial Position (FP) Stability Position (SP)
Return on Investment (ROI) 1 Rate of Inflation
Leverage 1 Technological Changes
Liquidity 1 Price Elasticity of Demand
Working Capital 1 Competitive Pressure
Cash Flow 1 Barriers to Entry into Market

Financial Position (FP) Average 1.0 Stability Position (SP) Average

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

Competitive Position (CP) Average -1.0 Industry Position (IP) Average

ted, 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.

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X-axis 1.0
Y-axis -3.4
IP
7

-7
-6
-5
-2
-2

-4.4
2
2
2
2
2

2.0
 vector and box.
 This page is protected.

Rapid Market Growth

Quadrant II Quadrant I

Weak 
Competitive 
Position

0
0

Quadrant III Quadrant IV

Slow Market Growth
 Return to Start

Strong 
Competitive 
Position
 If your text is not showing highlight it (be careful not to click), use the text wrap option under the "home" Tab on Excel 2007

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0 0
Opportunities Weight AS TAS AS TAS
1. 0 0.00 1 0.00 2 0.00
2. 0 0.00 1 0.00 2 0.00
3. 0 0.00 1 0.00 2 0.00
4. 0 0.00 1 0.00 2 0.00
5. 0 0.00 1 0.00 2 0.00
6. 0 0.00 1 0.00 2 0.00
7. 0 0.00 1 0.00 2 0.00
8. 0 0.00 1 0.00 2 0.00
9. 0 0.00 1 0.00 2 0.00
10. 0 0.00 1 0.00 2 0.00

Threats Weight AS TAS AS TAS

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

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0 0
Strengths Weight AS TAS AS TAS
1. 0 0.00 3 0.00 2 0.00
2. 0 0.00 3 0.00 2 0.00
3. 0 0.00 3 0.00 2 0.00
4. 0 0.00 3 0.00 2 0.00
5. 0 0.00 3 0.00 2 0.00
6. 0 0.00 3 0.00 2 0.00
7. 0 0.00 3 0.00 2 0.00
8. 0 0.00 3 0.00 2 0.00
9. 0 0.00 3 0.00 2 0.00
10. 0 0.00 3 0.00 2 0.00

Weaknesses Weight AS TAS AS TAS

1. 0 0.00 0 0.00 0 0.00
2. 0 0.00 3 0.00 0 0.00
3. 0 0.00 3 0.00 0 0.00
4. 0 0.00 0 0.00 2 0.00
5. 0 0.00 0 0.00 2 0.00
6. 0 0.00 0 0.00 2 0.00
7. 0 0.00 0 0.00 2 0.00
8. 0 0.00 0 0.00 2 0.00
9. 0 0.00 0 0.00 2 0.00
10. 0 0.00 2 0.00 2 0.00
TOTALS 0.00 0.00
der the "home" Tab on Excel 2007.  You may have to click it three times. Then expand the rows with your mouse if needed.

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 Add your information below.

SO Strategies
1
2
3
4

ST Strategies
1
2
3
4

WO Strategies
1
2
3
4

WT Strategies
1
2
3
4
Click Here to Return to Start Page
This page
 This page is protected.

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) Reve
$3 $3

$2 $2

$2 $2

$1 $1

$1 $1

$0 $0
1990 1991 1992 1993 1994 1995 1990 1991
Apple IBM

Net Income (in millions) Net In

$4 $4
$3 $3
$3 $3
$2 $2
$2 $2
$1 $1
$1 $1
$0 $0
1990 1991 1992 1993 1994 1995 1990 1991
Apple IBM

Assets (in millions) Ass

$5 $5
$4 $4
$4 $4
$3 $3
$3 $3
$2 $2
$2 $2
$1 $1
$1 $1
$0 $0
1990 1991 1992 1993 1994 1995 1990 1991
Apple IBM
$1 $1
$1 $1
$0 $0
1990 1991 1992 1993 1994 1995 1990 1991
Apple IBM

Liabilities (in millions) Liabi

$6 $6

$5 $5

$4 $4

$3 $3

$2 $2

$1 $1

$0 $0
1990 1991 1992 1993 1994 1995 1990 1991
Apple IBM

Cash (in millions) Ca

$6
$6
$6
$6
$6
$6
$6
$6
$5
$5
$5
$5
$5
$5
$5
$5
$5
$5
$4
1990 1991 1992 1993 1994 1995 $4
1990 1991
Apple IBM

Goodwill + Intangibles (in millions) Goodwill +

$7 $7
$7 $7
$7 $7
$7 $7
$6 $6
$6 $6
$6 $6
$6 $6
$6 $6
$5 $5
1990 1991 1992 1993 1994 1995 1990 1991
Apple IBM
$6 $6
$6 $6
$6 $6
$6 $6
$5 $5
1990 1991 1992 1993 1994 1995 1990 1991
Apple IBM

Inventory (in millions) Inven

$8 $8
$8 $8
$8 $8
$8 $8
$7 $7
$7 $7
$7 $7
$7 $7
$7 $7
$6 $6
1990 1991 1992 1993 1994 1995 1990 1991
Apple IBM

Long Term Debt (in millions) Long Te

$9
$9
$9
$9
$9
$9
$9
$9
$8
$8
$8
$8
$8
$8
$8
$8
$8
$8
$7
1990 1991 1992 1993 1994 1995 $7
1990 1991
Apple IBM

Stockholders' equity (in millions) Stockhold

$12
$12
$10
$10
$8
$8
$6
$6
$4
$4
$2
$2
$0
1990 1991 1992 1993 1994 1995 $0
1990 1991
Apple IBM
$6
$6
$4
$4
$2
$2
$0
1990 1991 1992 1993 1994 1995 $0
1990 1991
Apple IBM

Cost of Goods Sold (in millions) Cost of G

$25 $25

$20 $20

$15 $15

$10 $10

$5 $5

$0 $0
1990 1991 1992 1993 1994 1995 1990 1991
Apple IBM

Current Assets (in millions) Curren

$35
$35
$30
$30
$25
$25
$20
$20
$15
$15
$10
$10
$5
$5
$0
1990 1991 1992 1993 1994 1995 $0
1990 1991
Apple IBM

Current Liabilities (in millions) Current L

$50 $50
$45 $45
$40 $40
$35 $35
$30 $30
$25 $25
$20 $20
$15 $15
$10 $10
$5 $5
$0 $0
1990 1991 1992 1993 1994 1995 1990 1991
Apple IBM
 $35
$30 $30
$25 $25
$20 $20
$15 $15
$10 $10
$5 $5
$0 $0
1990 1991 1992 1993 1994 1995 1990 1991
Apple IBM

Accounts Receivable (in millions) Accounts

$60 $60

$50 $50

$40 $40

$30 $30

$20 $20

$10 $10

$0 $0
1990 1991 1992 1993 1994 1995 1990 1991
Apple IBM
 Revenue (in millions)
$3

$2
Click Here to Return to Start Page
$2

$1

$1

$0
1990 1991 1992 1993 1994 1995
Apple IBM

Net Income (in millions)

$4
$3
$3
$2
$2
$1
$1
$0
1990 1991 1992 1993 1994 1995
Apple IBM

Assets (in millions)

$5
$4
$4
$3
$3
$2
$2
$1
$1
$0
1990 1991 1992 1993 1994 1995
Apple IBM
$1
$1
$0
1990 1991 1992 1993 1994 1995
Apple IBM

Liabilities (in millions)

$6

$5

$4

$3

$2

$1

$0
1990 1991 1992 1993 1994 1995
Apple IBM

Cash (in millions)

$6
$6
$6
$6
$5
$5
$5
$5
$5
$4
1990 1991 1992 1993 1994 1995
Apple IBM

Goodwill + Intangibles (in millions)

$7
$7
$7
$7
$6
$6
$6
$6
$6
$5
1990 1991 1992 1993 1994 1995

Apple IBM
 $6
$6
$6
$6
$5
1990 1991 1992 1993 1994 1995

Apple IBM

Inventory (in millions)

$8
$8
$8
$8
$7
$7
$7
$7
$7
$6
1990 1991 1992 1993 1994 1995
Apple IBM

Long Term Debt (in millions)

$9
$9
$9
$9
$8
$8
$8
$8
$8
$7
1990 1991 1992 1993 1994 1995

Apple IBM

Stockholders' equity (in millions)

$12

$10

$8

$6

$4

$2

$0
1990 1991 1992 1993 1994 1995
Apple IBM
$6

$4

$2

$0
1990 1991 1992 1993 1994 1995
Apple IBM

Cost of Goods Sold (in millions)

$25

$20

$15

$10

$5

$0
1990 1991 1992 1993 1994 1995
Apple IBM

Current Assets (in millions)

$35
$30
$25
$20
$15
$10
$5
$0
1990 1991 1992 1993 1994 1995
Apple IBM

Current Liabilities (in millions)

$50
$45
$40
$35
$30
$25
$20
$15
$10
$5
$0
1990 1991 1992 1993 1994 1995
$35
$30
$25
$20
$15
$10
$5
$0
1990 1991 1992 1993 1994 1995
Apple IBM

Accounts Receivable (in millions)

$60

$50

$40

$30

$20

$10

$0
1990 1991 1992 1993 1994 1995
Apple IBM
n to Start Page
 Click here to Return to Sta

Current Ratio
0.8 0.6
0.7 0.5
0.7
0.4
0.7
0.3
0.7
0.2
0.7
0.6 0.1

0.6 0.0
1990 1991 1992 1993 1994 1995 1990 1991
Apple IBM

Long Term Debt to Equity Ratio Invent

0.9 0.3

0.9 0.3

0.9 0.2

0.8 0.2

0.8 0.1

0.8 0.1

0.8 0.0
1990 1991 1992 1993 1994 1995 1990 1991
Apple IBM

Total Assets Turnover Ratio Accounts Re

0.6 0.0
0.0
0.5
0.0
0.4
0.0
0.3 0.0
0.0
0.2
0.0
0.1
0.0
0.0 0.0
1990 1991 1992 1993 1994 1995 1990 1991
Apple IBM
0.3 0.0
0.0
0.2
0.0
0.1
0.0
0.0 0.0
1990 1991 1992 1993 1994 1995 1990 1991
Apple IBM

Average Collection Period Ratio Gross

18000.0 0.0
1990 1991
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
1990 1991 1992 1993 1994 1995 -12.0
Apple IBM

Net Profit Margin Ratio

2.5 0.8
0.7
2.0
0.7
1.5 0.7

1.0 0.7
0.7
0.5
0.6
0.0 0.6
1990 1991 1992 1993 1994 1995 1990 1991
Apple IBM

ROE
0.3

0.3

0.2

0.2

0.1

0.1
0.3

0.3

0.2

0.2

0.1

0.1

0.0
1990 1991 1992 1993 1994 1995
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
1990 1991 1992 1993 1994 1995
Apple IBM

Inventory Turnover Ratio

0.3

0.3

0.2

0.2

0.1

0.1

0.0
1990 1991 1992 1993 1994 1995
Apple IBM

Accounts Receivable Turnover Ratio

0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
1990 1991 1992 1993 1994 1995
Apple IBM
0.0
0.0
0.0
0.0
0.0
1990 1991 1992 1993 1994 1995
Apple IBM

Gross Profit Margin Ratio

0.0
1990 1991 1992 1993 1994 1995
-2.0

-4.0

-6.0

-8.0

-10.0

-12.0
Apple IBM

ROA
0.8
0.7
0.7
0.7
0.7
0.7
0.6
0.6
1990 1991 1992 1993 1994 1995
Apple IBM