CSR Case Study - Seventh Generation & DB WK 6

BUS4060Q-SWOT2022.xls

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Internal

Internal Factor Evaluation
Internal Key Factors	Rate	Weight	Total
	1 - 4	.01 - .99			FACTOR RATING SCALE
			0.00
			0.00		1. Major Weakness 3. Minor Strength
			0.00		2. Minor Weakness 4. Major Strength
			0.00
			0.00		Factor Weighting Scale - 0.01 = Low importance 0.99 = High importance
			0.00		All Factor Weights must sum to 1.0.
			0.00
			0.00		INTERNAL FACTOR CODE:
			0.00		FN = FINANCE
			0.00		MG = MANAGEMENT
			0.00		MK = MARKETING
			0.00		IS = INFORMATION SYSTEMS
			0.00		PR = PRODUCTION OF A PRODUCT
			0.00		RD = RESEARCH AND DEVELOPMENT
			0.00		SV = THE PROVIDING OF A SERVICE
			0.00
			0.00
			0.00
			0.00
	Total Weight must equal 1.0 =	0.00	0.00	Internal Score Analysis
				1.0 - 2.0 = Weak internal structure and execution.
				2.0 - 3.0 = Moderate to Average internal strength is seen in the in the analysis of the busienss.
				3.0 - 4.0 = Internal factors are primarily very strong and can be used to advantage over competitors.

External

External Factor Evaluation
External Key Factors	Rate	Weight	Total
	1 - 4	.01 - .99
			0.00		FACTOR RATING SCALE
			0.00
			0.00		1. Major Threat 3. Minor Opportunity
			0.00		2. Minor Threat 4. Major Opportunity
			0.00
			0.00		Factor Weight Scale - 0.01 = low importance 0.99 = high importance
			0.00
			0.00		EXTERNAL FACTOR CODE:
			0.00		CP = COMPETITIVE
			0.00		CL = CULTURAL
			0.00		DM = DEMOGRAPHIC
			0.00		EC = ECONOMIC
			0.00		GE = GEOGRAPHIC
			0.00		GV = GOVERNMENT
			0.00		IN = INDUSTRY
			0.00		LG = LEGAL
			0.00		PL = POLITICAL
			0.00		SC = SOCIAL
			0.00		TC = TECHNOLOGICAL
	Total Weight must equal 1.0 =	0.00	0.00	External Score Analysis
				1.0 - 2.0 = External environment is hostile and threatening. Will require definsive strategies for success.
				2.0 - 3.0 = External environment is average and may contain pockets of opportunity.
				3.0 - 4.0 = External environment is primarily loaded with opportunity.

SWOT

S W O T
	STRENGTHS (S)	Rating	Weight		WEAKNESSES (W)	Rating	Weight
1	0	0	0.00	1	0	9	9.00
2	0	0	0.00	2	0	9	9.00
3	0	0	0.00	3	0	9	9.00
4	0	0	0.00	4	0	9	9.00
5	0	0	0.00	5	0	9	9.00
6	0	0	0.00	6	0	9	9.00
7	0	0	0.00	7	0	9	9.00
8	0	0	0.00	8	0	9	9.00
9	0	0	0.00	9	0	9	9.00
10	0	0	0.00	10	0	9	9.00
11	0	0	0.00	11	0	9	9.00
12	0	0	0.00	12	0	9	9.00
13	0	0	0.00	13	0	9	9.00
14	0	0	0.00	14	0	9	9.00
15	0	0	0.00	15	0	9	9.00
16	0	0	0.00	16	0	9	9.00
17	0	0	0.00	17	0	9	9.00
18	0	0	0.00	18	0	9	9.00
19	0	0	0.00	19	0	9	9.00
	OPPORTUNITIES (O)	Rating	Weight		THREATS (T)	Rating	Weight
1	0	0	0.00	1	0	9	9.00
2	0	0	0.00	2	0	9	9.00
3	0	0	0.00	3	0	9	9.00
4	0	0	0.00	4	0	9	9.00
5	0	0	0.00	5	0	9	9.00
6	0	0	0.00	6	0	9	9.00
7	0	0	0.00	7	0	9	9.00
8	0	0	0.00	8	0	9	9.00
9	0	0	0.00	9	0	9	9.00
10	0	0	0.00	10	0	9	9.00
11	0	0	0.00	11	0	9	9.00
12	0	0	0.00	12	0	9	9.00
13	0	0	0.00	13	0	9	9.00
14	0	0	0.00	14	0	9	9.00
15	0	0	0.00	15	0	9	9.00
16	0	0	0.00	16	0	9	9.00
17	0	0	0.00	17	0	9	9.00
18	0	0	0.00	18	0	9	9.00
19	0	0	0.00	19	0	9	9.00

SORT

I&E Matrix

THE INTERNAL AND EXTERNAL FACTOR MATRIX (I/E)
			IFEM TOTAL WEIGHTED SCORES
			INTERNAL FACTOR SPACE
			HIGH			LOW
EFEM			3	2	1
TOTAL
WEIGHTED		HIGH
SCORES
	EXTERNAL
	FACTOR
	FAVORABLENESS
EFEM Total:	0.00
		LOW
IFEM Total:	0.00
STRATEGY AREA:
	0.00
		*NOTE: DIVESTITURE, LIQUIDATION, RETRENCHMENT,
		AND RESTRUCTURING SHOULD BE ONGOING STRATEGIES,
		REGARDLESS OF THE ORGANIZATION'S STRATEGIC POSTURE.
POSSIBLE STRATEGIES:			GROW &	HOLD &	HARVEST &
			BUILD	MAINTAIN	DIVEST
BACKWARD INTEGRATION................			X
CONCENTRIC DIVERSIFICATION.........			X	X	X(?)
CONGLOMERATE DIVERSIFICATION.......			X	X(?)
DIVESTITURE..........................			X*	X*	X*
FORWARD INTEGRATION...............			X
HORIZONTAL DIVESIFICATION...........			X	X(?)
HORIZONTAL INTEGRATION...........			X	X(?)
LIQUIDATION....................			X*	X*	X*
MARKET DEVELOPMENT................			X	X(?)
MARKET PENETRATION................			X	X
PRODUCT DEVELOPMENT.....................			X	X(?)
RESTRUCTURING.....................			X*	X*	X*
RETRENCHMEMT......................			X*	X*	X*
(?) DEPENDS ON THE FINANCIAL CONDITION OF THE ORGANIZATION

I&E Matrix

IFEM

EFEM

I&E Chart

STRATEGIES

THE SWOT MATRIX STRATEGIES

Use this tab to brainstorm 3-4 strategies for each of the four possible factor pairings.

Please watch the tutorial video for this tab so that you are certain to be writing your factors correctly.

STRENGTH/OPPORTUNITY (SO) STRATEGIES

WEAKNESS/OPPORTUNITY (WO) STRATEGIES

STRENGTH/THREAT (ST) STRATEGIES

WEAKNESS/THREAT (WT) STRATEGIES

III

VII

VIII

Strategy - Summary

This tab is called the "Strategy Summary" tab.

Please type of a description of the forward looking strategy that you have decided to go with.

This should be detailed, and it must contain the following information:

1. How much money are you willing to spend on your strategy? What will it cost?

2. What is the source of these funds? Are you using cash, selling stock, getting personal investors to contribute?

3. What is the expected return on this investment?

4. What is the timing of both the expenses and the return?

Important considerations:

Most strategies play out over several years, so I want to see your thinking out 2-3 years on both expenses and revenue.

"Keep doing what you are doing" is NOT a strategy. That usually leads to failure.

Show me HOW you estimated your costs, and your revenue. Online research is very helpful here - show me your sources.

Make sure you are using a strategy that was generated and recorded on the Strategies tab. That insures proper analysis.

Think boldly. Most daring strategies are not conservative in nature.

Type the summary of your strategy here:

Financial Analysis

Place your financial ratio and trend analysis on this tab.

Please look back 2-3 years, and also do the same ratios

and trends in the forward-looking three years so that you

can see the affect of your strategy on the financial performance

of the business.

You may adjust this template to your liking, and add/remove items as necessary

Year 3

Year 2

Current

Future Yr 1

Future Yr 2

Future Yr 3

Describe what each ratio and trend is telling you about the company performance

Year

Gross Profit Margin

Operating Profit Margin

Net Profit Margin

Current Ratio

Quick Ratio

Debt to Equity ratio

Average Collection Period

Return on Equity

Inventory Turns

Days of Inventory

Trends:

Annual % increase in sales

annaul % increase in Net Income

Annual % change in Cash

Annual % change in short term liabilities

Annual % change in Long term Liabilities

Pro Forma Income Statement

Please watch the tutorial video regarding the

pro-forma statements before you tackle this part of

the sprreadsheet. It's important that you predict

the next three years without your strategy, and then

add the financials of your strategy into that plan -

and the tutorial video will walk you through that process.

Pro Forma Balance Sheet