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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 Weight Below | Enter Rating Below | ||||||||||||||||||
Enter Ten Opportunities Below | |||||||||||||||||||
1. | International Labor | 0.06 | 2 | ||||||||||||||||
2. | Strong Economy | 0.04 | 3 | ||||||||||||||||
3. | Acquisition | 0.03 | 1 | EFE Matrix | |||||||||||||||
4. | Reduced Foreign Manufacturing | 0.02 | 4 | ||||||||||||||||
5. | Electric Vehicles | 0.05 | 3 | ||||||||||||||||
6. | Autonomous Vehicles | 0.05 | 3 | ||||||||||||||||
7. | Domestic Investments | 0.04 | 4 | ||||||||||||||||
8. | Flex Fuels | 0.02 | 2 | ||||||||||||||||
9. | Government Investment | 0.01 | 2 | ||||||||||||||||
10. | Strong Reputation | 0.03 | 2 | ||||||||||||||||
Enter Ten Threats Below | Enter Weight Below | Enter Rating Below | |||||||||||||||||
1. | Ride Sharing | 0.06 | 1 | ||||||||||||||||
2. | Poor Economy | 0.04 | 3 | ||||||||||||||||
3. | Strong Competition | 0.30 | 2 | ||||||||||||||||
4. | Poor Reputation | 0.05 | 2 | ||||||||||||||||
5. | Leadership | 0.03 | 3 | ||||||||||||||||
6. | Technology Changes | 0.04 | 3 | ||||||||||||||||
7. | Carbon Footprint | 0.03 | 1 | ||||||||||||||||
8. | Foreign Financial Markets | 0.02 | 2 | ||||||||||||||||
9. | Changing Market Share | 0.03 | 1 | ||||||||||||||||
10. | Product Development | 0.05 | 3 | ||||||||||||||||
1.00 | |||||||||||||||||||
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. | ||||||||||||||||||
Enter Rating Below | Enter Rating Below | Enter Rating Below | |||||||||||||||||
CPM Matrix | Enter Weight Below | General Motors | Ford | Fiat/Chrysler | |||||||||||||||
Advertising | 0.07 | 1 | 3 | 4 | |||||||||||||||
Added Product Features | 0.05 | 4 | 2 | 1 | |||||||||||||||
Customer Service | 0.08 | 3 | 3 | 4 | |||||||||||||||
Store Locations | 0.03 | 3 | 4 | 3 | |||||||||||||||
Variety of Products | 0.07 | 3 | 2 | 4 | |||||||||||||||
Skilled Workforce | 0.13 | 4 | 4 | 1 | |||||||||||||||
Brand Recognition | 0.09 | 4 | 3 | 4 | |||||||||||||||
Customer Loyalty | 0.07 | 2 | 3 | 2 | |||||||||||||||
Market Share | 0.12 | 4 | 3 | 1 | |||||||||||||||
Product Quality | 0.17 | 4 | 3 | 3 | |||||||||||||||
Global Expansion | 0.06 | 2 | 2 | 3 | |||||||||||||||
Price Competitiveness | 0.06 | 3 | 2 | 3 | |||||||||||||||
1.00 | |||||||||||||||||||
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 Weight Below | Enter Rating Below | ||||||||||||||||||
Enter Ten Strengths Below | |||||||||||||||||||
1. | |||||||||||||||||||
2. | |||||||||||||||||||
3. | |||||||||||||||||||
4. | |||||||||||||||||||
5. | |||||||||||||||||||
6. | |||||||||||||||||||
7. | |||||||||||||||||||
8. | IFE Matrix | ||||||||||||||||||
9. | |||||||||||||||||||
10. | |||||||||||||||||||
Enter Ten Weaknesses Below | Enter Weight Below | Enter Rating Below | |||||||||||||||||
1. | |||||||||||||||||||
2. | |||||||||||||||||||
3. | |||||||||||||||||||
4. | |||||||||||||||||||
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0.00 | |||||||||||||||||||
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. | Top competitor or who you wish to acquire. | |||||||||||||||||
Stockholders' Equity | Net Income | Stockholders' Equity | Net Income | ||||||||||||||||
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. | Company Worth | ||||||||||||||||||
Share Price | EPS | Share Price | EPS | ||||||||||||||||
Shares Outstanding | Shares Outstanding | ||||||||||||||||||
INSTRUCTIONS FOR SWOT | |||||||||||||||||||
1 | Click on the SWOT Hyperlink to the right and add your SO,WO,ST, and WT Strategies. | Click Here to View SWOT | |||||||||||||||||
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. | ||||||||||||||||||
BCG 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. | ||||||||||||||||||
IE Matrix | |||||||||||||||||||
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. | ||||||||||||||||||
2 Division Company | 3 Division Company | 4 Division Company | |||||||||||||||||
Domestic | International | Men | Women | Children | North America | South America | Asia | Europe | |||||||||||
Profits | 500 | 800 | |||||||||||||||||
Revenues | |||||||||||||||||||
Scroll over for 4 division company | |||||||||||||||||||
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 | ||||||||||||||||||
Space Matrix | |||||||||||||||||||
FP and IP | |||||||||||||||||||
Positive 1 (worst) to Positive 7 (best) | |||||||||||||||||||
CP and SP | |||||||||||||||||||
Negative 1 (best) to Negative 7 (worst) | |||||||||||||||||||
Ratings | |||||||||||||||||||
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 | |||||||||||||||||||
Ratings | |||||||||||||||||||
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. You may also enter a competitor into the other quadrants, or your firms divisions. | ||||||||||||||||||
Quadrant 1 | Quadrant 2 | Quadrant 3 | Quadrant 4 | ||||||||||||||||
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. | ||||||||||||||||||
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) | ||||||||||||||||||
Strategy One | Strategy Two | ||||||||||||||||||
0 = Not applicable | |||||||||||||||||||
1 = Not attractive | |||||||||||||||||||
2 = Somewhat attractive | |||||||||||||||||||
3 = Reasonably attractive | |||||||||||||||||||
4 = Highly attractive | AS Ratings | AS Ratings | |||||||||||||||||
Opportunities | |||||||||||||||||||
1. | International Labor | ||||||||||||||||||
2. | Strong Economy | ||||||||||||||||||
3. | Acquisition | ||||||||||||||||||
4. | Reduced Foreign Manufacturing | ||||||||||||||||||
5. | Electric Vehicles | ||||||||||||||||||
6. | Autonomous Vehicles | ||||||||||||||||||
7. | Domestic Investments | ||||||||||||||||||
8. | Flex Fuels | ||||||||||||||||||
9. | Government Investment | ||||||||||||||||||
10. | Strong Reputation | ||||||||||||||||||
Threats | AS Ratings | AS Ratings | |||||||||||||||||
1. | Ride Sharing | ||||||||||||||||||
2. | Poor Economy | ||||||||||||||||||
3. | Strong Competition | ||||||||||||||||||
4. | Poor Reputation | ||||||||||||||||||
5. | Leadership | ||||||||||||||||||
6. | Technology Changes | ||||||||||||||||||
7. | Carbon Footprint | ||||||||||||||||||
8. | Foreign Financial Markets | ||||||||||||||||||
9. | Changing Market Share | ||||||||||||||||||
10. | Product Development | ||||||||||||||||||
Strengths | AS Ratings | AS Ratings | |||||||||||||||||
1. | 0 | ||||||||||||||||||
2. | 0 | ||||||||||||||||||
3. | 0 | ||||||||||||||||||
4. | 0 | ||||||||||||||||||
5. | 0 | ||||||||||||||||||
6. | 0 | ||||||||||||||||||
7. | 0 | ||||||||||||||||||
8. | 0 | ||||||||||||||||||
9. | 0 | ||||||||||||||||||
10. | 0 | ||||||||||||||||||
Weaknesses | AS Ratings | AS Ratings | |||||||||||||||||
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. | ||||||||||||||||||
EBIT | |||||||||||||||||||
Recession | Normal | Boom | |||||||||||||||||
EPS-EBIT Chart | Combination Financing (decimal form) | ||||||||||||||||||
Debt Financing Percent | Stock Financing Percent | Must Equal 1.0 | |||||||||||||||||
Amounted Needed | Interest Rate (decimal form) | 0.0 | |||||||||||||||||
Tax Rate (decimal form) | Current Shares Outstanding | ||||||||||||||||||
Share Price | New Shares Outstanding | ||||||||||||||||||
DO NOT ENTER DATA IN "NEW SHARES OUTSTANDING" BOX. THIS IS DONE FOR YOU. | |||||||||||||||||||
ERROR:#DIV/0! | |||||||||||||||||||
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 2014, and the competitors is in December 2013. 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. | Your Company | Top Competitor | ||||||||||||||||
Click Here to View Financial Graphs | |||||||||||||||||||
Warning, do not change the information below, it will make all your charts wrong! | Historical Year 1 | Historical Year 2 | Historical Year 3 | Proforma Year 1 | Proforma Year 2 | Proforma Year 3 | |||||||||||||
0 | 2012 | 2013 | 2014 | 2015 | 2016 | 2017 | |||||||||||||
Revenue | |||||||||||||||||||
Net Income | |||||||||||||||||||
Assets | |||||||||||||||||||
Liabilities | |||||||||||||||||||
Cash | |||||||||||||||||||
Goodwill + Intangibles | |||||||||||||||||||
Inventory | |||||||||||||||||||
Long Term Debt | |||||||||||||||||||
Stockholders' Equity | |||||||||||||||||||
Cost of Goods Sold | |||||||||||||||||||
Current Assets | |||||||||||||||||||
Current Liabilities | |||||||||||||||||||
Accounts Receivable | |||||||||||||||||||
Historical Year 1 | Historical Year 2 | Historical Year 3 | |||||||||||||||||
0 | 2012 | 2013 | 2014 | ||||||||||||||||
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). | ||||||||||||||||||
0 | 0 | ||||||||||||||||||
2012 | 2013 | 2014 | 2015 | 2016 | 2017 | 2012 | 2013 | 2014 | |||||||||||
Current Ratio | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||||||
Quick Ratio | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||||||
Long Term Debt to Equity | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||||||
Inventory Turnover | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||||||
Total Assets Turnover | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||||||
Accounts Receivable Turnover | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||||||
Average Collection Period | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||||||
Gross Profit Margin | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||||||
Net Profit Margin | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||||||
Return on Total Assets (ROA) | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||||||
Return on Equity (ROE) | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||||||
Click Here To View Financial Ratio Graphs | |||||||||||||||||||
Current Ratio | = | Current Assets / Current Liabilities | |||||||||||||||||
Quick Ratio | = | (Current Assets - Inventory) / Current Liabilities | |||||||||||||||||
Long Term Debt to Equity | = | Long Term Debt / Equity | |||||||||||||||||
Inventory Turnover | = | Sales / Inventory | |||||||||||||||||
Total Assets Turnover | = | Sales / Total Assets | |||||||||||||||||
Accounts Receivable Turnover | = | Sales / Accounts Receivable | |||||||||||||||||
Average Collection Period | = | Accounts Receivable / (Sales/365) | |||||||||||||||||
Gross Profit Margin | = | (Sales - Cost of Goods Sold) / Sales | |||||||||||||||||
Net Profit Margin | = | Net Income / Sales | |||||||||||||||||
Return on Total Assets (ROA) | = | Net Income / Total Assets | |||||||||||||||||
Return on Equity (ROE) | = | Net Income / Stockholders Equity | |||||||||||||||||
CPM
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Competitive Profile Matrix (CPM) | |||||||||||||
General Motors | Ford | Fiat/Chrysler | |||||||||||
Critical Success Factors | Weight | Rating | Score | Rating | Score | Rating | Score | ||||||
Advertising | 0.07 | 1 | 0.07 | 3 | 0.21 | 4 | 0.28 | ||||||
Added Product Features | 0.05 | 4 | 0.20 | 2 | 0.10 | 1 | 0.05 | ||||||
Customer Service | 0.08 | 3 | 0.24 | 3 | 0.24 | 4 | 0.32 | ||||||
Store Locations | 0.03 | 3 | 0.09 | 4 | 0.12 | 3 | 0.09 | ||||||
Variety of Products | 0.07 | 3 | 0.21 | 2 | 0.14 | 4 | 0.28 | ||||||
Skilled Workforce | 0.13 | 4 | 0.52 | 4 | 0.52 | 1 | 0.13 | ||||||
Brand Recognition | 0.09 | 4 | 0.36 | 3 | 0.27 | 4 | 0.36 | ||||||
Customer Loyalty | 0.07 | 2 | 0.14 | 3 | 0.21 | 2 | 0.14 | ||||||
Market Share | 0.12 | 4 | 0.48 | 3 | 0.36 | 1 | 0.12 | ||||||
Product Quality | 0.17 | 4 | 0.68 | 3 | 0.51 | 3 | 0.51 | ||||||
Global Expansion | 0.06 | 2 | 0.12 | 2 | 0.12 | 3 | 0.18 | ||||||
Price Competitiveness | 0.06 | 3 | 0.18 | 2 | 0.12 | 3 | 0.18 | ||||||
Totals | 1.00 | 3.29 | 2.92 | 2.64 | |||||||||
SWOT
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EFE-IFE
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 have to click it three times. Then expand the rows with your mouse if needed. | |||||||
External Factor Evaluation Matrix (EFE) | |||||||
Opportunities | Weight | Rating | Weighted Score | Return to Start | |||
1. | International Labor | 0.06 | 2 | 0.12 | |||
2. | Strong Economy | 0.04 | 3 | 0.12 | |||
3. | Acquisition | 0.03 | 1 | 0.03 | |||
4. | Reduced Foreign Manufacturing | 0.02 | 4 | 0.08 | |||
5. | Electric Vehicles | 0.05 | 3 | 0.15 | |||
6. | Autonomous Vehicles | 0.05 | 3 | 0.15 | |||
7. | Domestic Investments | 0.04 | 4 | 0.16 | |||
8. | Flex Fuels | 0.02 | 2 | 0.04 | |||
9. | Government Investment | 0.01 | 2 | 0.02 | |||
10. | Strong Reputation | 0.03 | 2 | 0.06 | |||
Threats | Weight | Rating | Weighted Score | ||||
1. | Ride Sharing | 0.06 | 1 | 0.06 | |||
2. | Poor Economy | 0.04 | 3 | 0.12 | |||
3. | Strong Competition | 0.30 | 2 | 0.60 | |||
4. | Poor Reputation | 0.05 | 2 | 0.10 | |||
5. | Leadership | 0.03 | 3 | 0.09 | |||
6. | Technology Changes | 0.04 | 3 | 0.12 | |||
7. | Carbon Footprint | 0.03 | 1 | 0.03 | |||
8. | Foreign Financial Markets | 0.02 | 2 | 0.04 | |||
9. | Changing Market Share | 0.03 | 1 | 0.03 | |||
10. | Product Development | 0.05 | 3 | 0.15 | |||
TOTALS | 1.00 | 2.27 | |||||
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 | Return to Start | ||
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 | |||||
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 tw ice (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.