Individual Case Analysis Guidelines Read the assigned case and prepare answers to ALL of the following: 1. What is the company’s major problem (e.g., what decision must be made? what choice must be faced?)? Justify why you believe this is the major problem (e.g., what are some of the symptoms that you believe attribute to the major problem) 2. What is the company’s current overall objective(s)? 3. What are the current strategies to help the organization achieve its current objective(s)? 4. Using the company’s mission statement, identify which components were utilized 5. Create your “improved” mission statement utilizing all components and identify each component in your “improved” mission statement 6. How attractive is the industry (e.g., size, growth rate, profitability, competitive intensity, Porter’s 5 forces) to companies currently in the industry? And to companies who would like to enter the industry? (FYI. When you finish answering this question, you should know: 1) if you are considering entering in this industry, do you want to enter in to this industry or 2) if you are currently in this industry, do you want to stay in this industry.) 7. Conduct a Situation/SWOT Analysis (internal and industry analyses) a. Conduct an industry analysis (external audit) i. What are the company’s external opportunities and threats? ii. Develop an External Factor Evaluation (EFE) Matrix, explain what the company needs to improve on externally, and justify why it needs to be improved iii. Identify the company’s major competitors, develop a Competitive Profile Matrix (CPM), explain what the company needs to improve on competitively, and justify why it needs to be improved b. Conduct internal analysis i. What are the company’s internal strengths and weaknesses? ii. Develop an Internal Factor Evaluation (IFE) Matrix, explain what the company needs to improve on internally, and justify why it needs to be improved c. Given the IFE, EFE, and CPM, is the company stronger internally, externally, competitively, or some/all? d. Conduct a financial ratio analysis on the company. Calculate the ratios shown in the table below and compare them with the industry. Based on your comparison, is Microsoft a healthy company performing well on financial ratios? Profit Margin Percent Microsoft Industry Gross Margin ? 75.58 Pre-Tax Margin ? 35.06 Net Profit Margin ? 28.28 Liquidity Ratios Debt/Equity Ratio ? 0.24 Current Ratio ? 2.77 Quick Ratio ? 2.58 Profitability Ratios Return On Equity ? 28.41 Return On Assets ? 15.7 Return On Capital ? 22.77 Efficiency Ratios Income/Employee ? 123,791 Revenue/Employee ? 470,524 Receivable Turnover ? 6.27 Inventory Turnover ? 12.75 Asset Turnover ? 0.56 8. Develop two of the five matrices for the company: SWOT Matrix, SPACE Matrix, IE Matrix, and Grand Strategy Matrix. Highlighting each of your strategies listed 9. Utilizing the strategies developed from your matrices, develop a QSPM AND explain your recommendations/fin.

1. Individual Case Analysis Guidelines
Read the assigned case and prepare answers to ALL of the
following:
1. What is the company’s major problem (e.g., what decision
must be made? what choice must be faced?)? Justify why you
believe this is the major problem (e.g., what are some of the
symptoms that you believe attribute to the major problem)
2. What is the company’s current overall objective(s)?
3. What are the current strategies to help the organization
achieve its current objective(s)?
4. Using the company’s mission statement, identify which
components were utilized
5. Create your “improved” mission statement utilizing all
components and identify each component in your “improved”
mission statement
6. How attractive is the industry (e.g., size, growth rate,
profitability, competitive intensity, Porter’s 5 forces) to
companies currently in the industry? And to companies who
would like to enter the industry? (FYI. When you finish
answering this question, you should know: 1) if you are
considering entering in this industry, do you want to enter in to
this industry or 2) if you are currently in this industry, do you
want to stay in this industry.)
7. Conduct a Situation/SWOT Analysis (internal and industry
analyses)
a. Conduct an industry analysis (external audit)
i. What are the company’s external opportunities and threats?
ii. Develop an External Factor Evaluation (EFE) Matrix, explain
what the company needs to improve on externally, and justify
why it needs to be improved
iii. Identify the company’s major competitors, develop a
Competitive Profile Matrix (CPM), explain what the company

2. needs to improve on competitively, and justify why it needs to
be improved
b. Conduct internal analysis
i. What are the company’s internal strengths and weaknesses?
ii. Develop an Internal Factor Evaluation (IFE) Matrix, explain
what the company needs to improve on internally, and justify
why it needs to be improved
c. Given the IFE, EFE, and CPM, is the company stronger
internally, externally, competitively, or some/all?
d. Conduct a financial ratio analysis on the company. Calculate
the ratios shown in the table below and compare them with the
industry. Based on your comparison, is Microsoft a healthy
company performing well on financial ratios?
Profit Margin Percent
Microsoft
Industry
Gross Margin
?
75.58
Pre-Tax Margin
?
35.06
Net Profit Margin
?
28.28
Liquidity Ratios
Debt/Equity Ratio
?
0.24
Current Ratio

3. ?
2.77
Quick Ratio
?
2.58
Profitability Ratios
Return On Equity
?
28.41
Return On Assets
?
15.7
Return On Capital
?
22.77
Efficiency Ratios
Income/Employee
?
123,791
Revenue/Employee
?
470,524
Receivable Turnover
?
6.27
Inventory Turnover

4. ?
12.75
Asset Turnover
?
0.56
8. Develop two of the five matrices for the company: SWOT
Matrix, SPACE Matrix, IE Matrix, and Grand Strategy Matrix.
Highlighting each of your strategies listed
9. Utilizing the strategies developed from your matrices,
develop a QSPM AND explain your recommendations/findings
for the company’s problem. Then, provide justifications of your
recommendation [In your explanation, please demonstrate how
this/those strategy(ies) will rectify the major problem that you
identified and explain why should they use that/those
strategy(ies)?]
.
APA and Specifics
You should properly cite your work and use APA style
citations. If you are not familiar with plagiarism or APA, make
sure to watch the videos available on Blackboard under “course
info”.
Use headings, bold font, and white space where appropriate to
make your brief easy to follow. Please use 12-point font and
one-inch margins. Cover pages are necessary. Please proofread
carefully.
Read ME
STARTFree Excel Student TemplateDear Student,By using this
Template, you hereby agree to the Copyright terms and
conditions. This Template should save you considerable time

5. 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 TEMPLATE1Please 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 1.003.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 BelowEnter Rating
BelowEnter Ten Opportunities Below1.2.3.EFE
Matrix4.5.6.7.8.9.10.Enter Ten Threats BelowEnter Weight
BelowEnter Rating Below1.2.3.4.5.6.7.8.9.10.0.00Instructions
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

6. 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 1.003.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 BelowEnter Rating BelowEnter Rating
BelowCPM MatrixEnter Weight BelowYour
CompanyCompetitorCompetitorAdvertisingMarket
PenetrationCustomer ServiceStore LocationsR&DEmployee
DedicationFinancial ProfitCustomer LoyaltyMarket
ShareProduct QualityTop ManagementPrice
Competitiveness0.001 = "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 1.003.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 41 = "major weaknesses"2
= "minor weaknesses"3 = "minor strength"4 = "major
strength"Enter Weight BelowEnter Rating BelowEnter Ten

7. Strengths Below1.2.3.4.5.6.7.8.IFE Matrix9.10.Enter Ten
Weaknesses BelowEnter Weight BelowEnter Rating
Below1.2.3.4.5.6.7.8.9.10.0.00INSTRUCTIONS 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' EquityNet IncomeStockholders' EquityNet
IncomeStockholders' 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 WorthShare
PriceEPSShare PriceEPSShares OutstandingShares
OutstandingINSTRUCTIONS FOR SWOT1Click on the SWOT
Hyperlink to the right and add your SO,WO,ST, and WT
Strategies.Click Here to View SWOTINSTRUCTIONS 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

8. 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 Matrix2.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 Matrix3.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 Company3
Division Company4 Division
CompanyDomesticInternationalMenWomenChildrenNorth
AmericaSouth
AmericaAsiaEuropeProfits500800207010554070Scroll over for
4 division companyINSTRUCTIONS 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 below3.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

9. 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
vectorSpace MatrixFP and IPPositive 1 (worst) to Positive 7
(best)CP and SPNegative 1 (best) to Negative 7
(worst)RatingsFinancial Position (FP)Return on Investment
(ROI)1Leverage1Liquidity 1Working Capital 1Cash
Flow1Industry Position (IP)Growth Potential2Financial
Stability2Ease of Entry into Market2Resource Utilization2Profit
Potential2RatingsCompetitive Position (CP)Market Share-
1Product Quality-1Customer Loyalty-1Technological know-
how-1Control over Suppliers and Distributors-1Stability
Position (SP)Rate of Inflation-7Technological Changes-6Price
Elasticity of Demand-5Competitive Pressure-2Barriers to Entry
into Market-2INSTRUCTIONS 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.Quadrant 1Quadrant
2Quadrant 3Quadrant 4Grand Strategy MatrixINSTRUCTIONS
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.QSPM2.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

10. factor has nothing to do with the strategy, just rate that factor a
1) Strategy OneStrategy Two0 = Not applicable1 = Not
attractive2 = Somewhat attractive3 = Reasonably attractive4 =
Highly attractiveAS RatingsAS
RatingsOpportunities1.0122.0123.0124.0125.0126.0127.0128.01
29.01210.012ThreatsAS RatingsAS
Ratings1.0342.0343.0344.0345.0346.0347.0348.0349.03410.034
StrengthsAS RatingsAS
Ratings1.0322.0323.0324.0325.0326.0327.0328.0329.03210.032
WeaknessesAS RatingsAS
Ratings1.0002.0303.0304.0025.0026.0027.0028.0029.00210.022
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.EBITRecessionNormalBoomEPS-EBIT
ChartCombination Financing (decimal
form)$2,000$2,001$4,000Debt Financing PercentStock
Financing PercentMust Equal 1.0Amounted NeededInterest Rate
(decimal form)0.800.201.0$5000.05Tax Rate (decimal
form)Current Shares Outstanding0.30500Share PriceNew Shares
OutstandingDO NOT ENTER DATA IN "NEW SHARES
OUTSTANDING" BOX. THIS IS DONE FOR
YOU.$65.00508Scroll downINSTRUCTIONS 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

11. 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 CompanyTop
CompetitorClick Here to View Financial
GraphsAppleIBMWarning, do not change the information
below, it will make all your charts wrong!Historical Year
1Historical Year 2Historical Year 3Proforma Year 1Proforma
Year 2Proforma Year
3Apple199019911992199319941995Revenue$1$1$1$1$1$1Net
Income$2$2$2$2$2$2Assets$3$3$3$3$3$3Liabilities$4$4$4$4$
4$4Cash$5$5$5$5$5$5Goodwill +
Intangibles$6$6$6$6$6$6Inventory$7$7$7$7$7$7Long Term
Debt$8$8$8$8$8$8Stockholders' Equity$9$9$9$9$9$9Cost of
Goods Sold$11$11$11$11$11$11Current
Assets$22$22$22$22$22$22Current
Liabilities$33$33$33$33$33$33Accounts
Receivable$44$44$44$44$44$44Historical Year 1Historical
Year 2Historical Year 3IBM199019911992Revenue$2$2$2Net
Income$3$3$3Assets$4$4$4Liabilities$5$5$5Cash$6$6$6Good
will + Intangibles$7$7$7Inventory$8$8$8Long Term
Debt$9$9$9Stockholders' Equity$11$11$11Cost of Goods
Sold$22$22$22Current Assets$33$33$33Current
Liabilities$44$44$44Accounts Receivable$55$55$552The 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

12. 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).
AppleIBM199019911992199319941995199019911992Current
Ratio0.70.70.70.70.70.70.80.80.8Quick
Ratio0.50.50.50.50.50.50.60.60.6Long Term Debt to
Equity0.90.90.90.90.90.90.80.80.8Inventory
Turnover0.10.10.10.10.10.10.30.30.3Total Assets
Turnover0.30.30.30.30.30.30.50.50.5Accounts Receivable
Turnover0.00.00.00.00.00.00.00.00.0Average Collection
Period16060.016060.016060.016060.016060.016060.010037.51
0037.510037.5Gross Profit Margin-10.0-10.0-10.0-10.0-10.0-
10.0-10.0-10.0-10.0Net Profit
Margin2.02.02.02.02.02.01.51.51.5Return on Total Assets
(ROA)0.70.70.70.70.70.70.80.80.8Return on Equity
(ROE)0.20.20.20.20.20.20.30.30.3Click Here To View Financial
Ratio GraphsCurrent Ratio=Current Assets / Current
LiabilitiesQuick Ratio=(Current Assets - Inventory) / Current
LiabilitiesLong Term Debt to Equity=Long Term Debt /
EquityInventory Turnover=Sales / InventoryTotal Assets
Turnover=Sales / Total AssetsAccounts Receivable
Turnover=Sales / Accounts ReceivableAverage Collection
Period=Accounts Receivable / (Sales/365)Gross Profit
Margin=(Sales - Cost of Goods Sold) / SalesNet Profit
Margin=Net Income / SalesReturn on Total Assets (ROA)=Net
Income / Total AssetsReturn on Equity (ROE)=Net Income /
Stockholders Equity
CPMThis sheet is protected Return to StartCompetitive Profile

13. Matrix (CPM)Your CompanyCompetitorCompetitorCritical
Success FactorsWeight
RatingScoreRatingScoreRatingScoreAdvertising0.0000.0000.00
00.00Market Penetration0.0000.0000.0000.00Customer
Service0.0000.0000.0000.00Store
Locations0.0000.0000.0000.00R&D0.0000.0000.0000.00Employ
ee Dedication0.0000.0000.0000.00Financial
Profit0.0000.0000.0000.00Customer
Loyalty0.0000.0000.0000.00Market
Share0.0000.0000.0000.00Product
Quality0.0000.0000.0000.00Top
Management0.0000.0000.0000.00Price
Competitiveness0.0000.0000.0000.00Totals0.000.000.000.00
EFE-IFEDo 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)OpportunitiesWeightRatingWeighted ScoreReturn
to
Start1.00.0000.002.00.0000.003.00.0000.004.00.0000.005.00.00
00.006.00.0000.007.00.0000.008.00.0000.009.00.0000.0010.00.
0000.00ThreatsWeightRatingWeighted
Score1.00.0000.002.00.0000.003.00.0000.004.00.0000.005.00.0
000.006.00.0000.007.00.0000.008.00.0000.009.00.0000.0010.00
.0000.00TOTALS0.000.00Internal Factor Evaluation Matrix
(IFE)StrengthsWeightRatingWeighted
Score1.00.0000.002.00.0000.003.00.0000.004.00.0000.005.00.0
000.006.00.0000.007.00.0000.00Return to
Start8.00.0000.009.00.0000.0010.00.0000.00WeaknessesWeight
RatingWeighted
Score1.00.0000.002.00.0000.003.00.0000.004.00.0000.005.00.0
000.006.00.0000.007.00.0000.008.00.0000.009.00.0000.0010.00
.0000.00TOTALS0.000.00
CompanyWorthThis sheet is protected Return to StartCompany

14. Worth Analysis Stockholders' Equity$0Net Income x 5$0(Share
Price/EPS) x Net IncomeERROR:#DIV/0!Number of Shares
Outstanding x Share Price$0Method
AverageERROR:#DIV/0!Competitor Information
BelowCompany Worth Analysis Stockholders' Equity$0Net
Income x 5$0(Share Price/EPS) x Net
IncomeERROR:#DIV/0!Number of Shares Outstanding x Share
Price$0Method AverageERROR:#DIV/0!
BCGReturn to STARTScroll down for 3 and 4 division
BCGDon't worry about the axis spacing here. This will look
perfect in Word and PowerPoint.<Don't type in the red boxes
below, this sheet is not protected so be careful>Relative Market
Share PositionHigh
Medium
Low1.0
.50
0.0High+20StarQuestion Mark
ProfitsDomesticDomestic500International800InternationalIntern
ational800Domestic500IndustrySalesGrowthMedium 0Cash
CowDogRate(Percentage)Low -20Relative Market Share
PositionHigh
Medium
Low1.0
.50
0.0High+20StarQuestion MarkMenProfit20Remaning
Profits80WomenIndustryProfit70SalesRemaning
Profits30GrowthMedium 0Cash
CowDogRate(Percentage)ChildrenProfit10Remaning
Profits90Low -20Relative Market Share PositionHigh
Medium
Low1.0
.50
0.0High+20StarQuestion MarkNorth AmericaProfit5Remaning
Profits115South AmericaIndustryProfit5SalesRemaning
Profits115GrowthMedium 0Cash
CowDogRate(Percentage)AsiaProfit40Remaning

15. Profits80EuropeProfit70Remaning Profits50Low -20
500.0 800.0 800.0 500.0 20.0 80.0 Women
Profit Remaning Profits 70.0 30.0 10.0 90.0 5.0
115.0 5.0 115.0 40.0 80.0 70.0 50.0
IEscroll down for 3 and 4 division IEDon't worry about axis
spacing here. This will look perfect in Word and
PowerPoint.<This sheet is not protected so be careful>Return to
STARTThe Total IFE Weighted ScoresStrong
Average Weak4.0 to 3.0
2.99 to 2.0 1.99 to
1.04.0IIIIIIHigh3.0IVVVITheEFETotalMediumWeightedScores
2.0VIIVIIIIXLow1.0The Total IFE Weighted ScoresStrong
Average Weak4.0 to 3.0
2.99 to 2.0 1.99 to
1.04.0IIIIIIHigh3.0IVVVITheEFETotalMediumWeightedScores
2.0VIIVIIIIXLow1.0The Total IFE Weighted ScoresStrong
Average Weak4.0 to 3.0
2.99 to 2.0 1.99 to
1.04.0IIIIIIHigh3.0IVVVITheEFETotalMediumWeightedScores
2.0VIIVIIIIXLow1.0
800.0 500.0
500.0 800.0
20.0 80.0 10.0 90.0 Women Profit Remaning Profits
70.0 30.0 5.0 115.0 5.0 115.0 40.0 80.0 70.0
50.0
SPACE<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 up the info in the red boxes. This page must be
left unprotected so you can move the vector and box.Move the
Arrow and the box with your mouse.FPReturn to
StartConservativeAggressive7654321X-axis1.0CPIPY-axis-3.4-
7-6-5-4-3-2-11234567-1-2-3-4-5-6-
7DefensiveSPCompetitiveInternal Analysis: External
Analysis:Financial Position (FP)Stability Position (SP)Return

16. on Investment (ROI)1Rate of Inflation-
7Leverage1Technological Changes-6Liquidity 1Price Elasticity
of Demand-5Working Capital 1Competitive Pressure-2Cash
Flow1Barriers to Entry into Market-2Financial Position (FP)
Average1.0Stability Position (SP) Average -4.4Internal
Analysis: External Analysis:Competitive Position (CP)Industry
Position (IP)Market Share-1Growth Potential2Product Quality-
1Financial Stability2Customer Loyalty-1Ease of Entry into
Market2Technological know-how-1Resource
Utilization2Control over Suppliers and Distributors-1Profit
Potential2Competitive Position (CP) Average-1.0Industry
Position (IP) Average2.0
GRANDThis page is protected.Return to StartRapid Market
GrowthQuadrant IIQuadrant I00Weak Competitive
PositionStrong Competitive Position00Quadrant IIIQuadrant
IVSlow Market Growth
QSPMIf 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.This page is not protected, so
be careful.Click here to Return to
Start00OpportunitiesWeightASTASASTAS1.00.0010.0020.002.
00.0010.0020.003.00.0010.0020.004.00.0010.0020.005.00.0010.
0020.006.00.0010.0020.007.00.0010.0020.008.00.0010.0020.00
9.00.0010.0020.0010.00.0010.0020.00ThreatsWeightASTASAS
TAS1.00.0030.0040.002.00.0030.0040.003.00.0030.0040.004.00
.0030.0040.005.00.0030.0040.006.00.0030.0040.007.00.0030.00
40.008.00.0030.0040.009.00.0030.0040.0010.00.0030.0040.00sc
roll
down00StrengthsWeightASTASASTAS1.00.0030.0020.002.00.0
030.0020.003.00.0030.0020.004.00.0030.0020.005.00.0030.002
0.006.00.0030.0020.007.00.0030.0020.008.00.0030.0020.009.00
.0030.0020.0010.00.0030.0020.00WeaknessesWeightASTASAS
TAS1.00.0000.0000.002.00.0030.0000.003.00.0030.0000.004.00
.0000.0020.005.00.0000.0020.006.00.0000.0020.007.00.0000.00
20.008.00.0000.0020.009.00.0000.0020.0010.00.0020.0020.00T

17. OTALS0.000.00
SWOTAdd your information below.Click Here to Return to Start
PageSO Strategies1234ST Strategies1234WO Strategies1234WT
Strategies1234
EPS-EBITClick here to Return to Start This page is
protected.Common Stock FinancingDebt
FinancingRecessionNormalBoomRecessionNormalBoomEBIT$2
,000$2,001$4,000$2,000$2,001$4,000Interest
000252525EBT2,0002,0014,0001,9751,9763,975Taxes6006001,
2005935931,193EAT1,4001,4012,8001,3831,3832,783#
Shares508508508500500500EPS2.762.765.522.772.775.5720Per
cent Stock80Percent
StockRecessionNormalBoomRecessionNormalBoomEBIT$2,000
$2,001$4,000$2,000$2,001$4,000Interest
202020555EBT1,9801,9813,9801,9951,9963,995Taxes5945941,
1945995991,199EAT1,3861,3872,7861,3971,3972,797#
Shares502502502506506506EPS2.762.765.552.762.765.53
EPS-EBIT Graph
EPS-EBIT Graph
Common Stock Financing2000.0 2001.0 4000.0
2.757575757575757 2.758954545454546
5.515151515151516 Debt Financing 2000.0 2001.0
4000.0 2.765 2.7664 5.565
Financial ChartsClick Here to Return to Start Page
Revenue (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 1.0 1.0 1.0 1.0 1.0 1.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 2.0
2.0 2.0
Net Income (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 2.0 2.0 2.0 2.0 2.0 2.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 3.0
3.0 3.0
Assets (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0

18. 1995.0 3.0 3.0 3.0 3.0 3.0 3.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 4.0
4.0 4.0
Goodwill + Intangibles (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 6.0 6.0 6.0 6.0 6.0 6.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 7.0
7.0 7.0
Liabilities (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 4.0 4.0 4.0 4.0 4.0 4.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 5.0
5.0 5.0
Cash (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 5.0 5.0 5.0 5.0 5.0 5.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 6.0
6.0 6.0
Inventory (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 7.0 7.0 7.0 7.0 7.0 7.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 8.0
8.0 8.0
Long Term Debt (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 8.0 8.0 8.0 8.0 8.0 8.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 9.0
9.0 9.0
Stockholders' equity (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 9.0 9.0 9.0 9.0 9.0 9.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 11.0
11.0 11.0
Stockholders' equity (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 9.0 9.0 9.0 9.0 9.0 9.0 IBM 1990.0

19. 1991.0 1992.0 1993.0 1994.0 1995.0 11.0
11.0 11.0
Cost of Goods Sold (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 11.0 11.0 11.0 11.0 11.0 11.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 22.0
22.0 22.0
Net Income (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 2.0 2.0 2.0 2.0 2.0 2.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 3.0
3.0 3.0
Cost of Goods Sold (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 11.0 11.0 11.0 11.0 11.0 11.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 22.0
22.0 22.0
Current Assets (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 22.0 22.0 22.0 22.0 22.0 22.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 33.0
33.0 33.0
Current Assets (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 22.0 22.0 22.0 22.0 22.0 22.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 33.0
33.0 33.0
Current Liabilities (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 33.0 33.0 33.0 33.0 33.0 33.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 44.0
44.0 44.0
Current Liabilities (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 33.0 33.0 33.0 33.0 33.0 33.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 44.0

20. 44.0 44.0
Accounts Receivable (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 44.0 44.0 44.0 44.0 44.0 44.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 55.0
55.0 55.0
Accounts Receivable (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 44.0 44.0 44.0 44.0 44.0 44.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 55.0
55.0 55.0
Assets (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 3.0 3.0 3.0 3.0 3.0 3.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 4.0
4.0 4.0
Liabilities (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 4.0 4.0 4.0 4.0 4.0 4.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 5.0
5.0 5.0
Cash (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 5.0 5.0 5.0 5.0 5.0 5.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 6.0
6.0 6.0
Goodwill + Intangibles (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 6.0 6.0 6.0 6.0 6.0 6.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 7.0
7.0 7.0
Inventory (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 7.0 7.0 7.0 7.0 7.0 7.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 8.0
8.0 8.0

21. Long Term Debt (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 8.0 8.0 8.0 8.0 8.0 8.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 9.0
9.0 9.0
Revenue (in millions)
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 1.0 1.0 1.0 1.0 1.0 1.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 2.0
2.0 2.0
Financial RatiosClick here to Return to Start Page
Current Ratio
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 0.666666666666667 0.666666666666667
0.666666666666667 0.666666666666667
0.666666666666667 0.666666666666667 IBM 0.75 0.75
0.75
ROA
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 0.666666666666667 0.666666666666667
0.666666666666667 0.666666666666667
0.666666666666667 0.666666666666667 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 0.75
0.75 0.75
ROE
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 0.222222222222222 0.222222222222222
0.222222222222222 0.222222222222222
0.222222222222222 0.222222222222222 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0
0.272727272727273 0.272727272727273
0.272727272727273
Quick Ratio
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 0.454545454545454 0.454545454545454
0.454545454545454 0.454545454545454

22. 0.454545454545454 0.454545454545454 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0
0.568181818181818 0.568181818181818
0.568181818181818
Long Term Debt to Equity Ratio
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 0.888888888888889 0.888888888888889
0.888888888888889 0.888888888888889
0.888888888888889 0.888888888888889 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0
0.818181818181818 0.818181818181818
0.818181818181818
Inventory Turnover Ratio
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 0.142857142857143 0.142857142857143
0.142857142857143 0.142857142857143
0.142857142857143 0.142857142857143 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 0.25
0.25 0.25
Total Assets Turnover Ratio
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 0.333333333333333 0.333333333333333
0.333333333333333 0.333333333333333
0.333333333333333 0.333333333333333 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 0.5
0.5 0.5
Accounts Receivable Turnover Ratio
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 0.0227272727272727 0.0227272727272727
0.0227272727272727 0.0227272727272727
0.0227272727272727 0.0227272727272727 IBM
1990.0 1991.0 1992.0 1993.0 1994.0 1995.0
0.0363636363636364 0.0363636363636364
0.0363636363636364
Average Collection Period Ratio
Apple 1990.0 1991.0 1992.0 1993.0 1994.0

23. 1995.0 16060.0 16060.0 16060.0 16060.0
16060.0 16060.0 IBM 1990.0 1991.0 1992.0
1993.0 1994.0 1995.0 10037.5 10037.5
10037.5
Gross Profit Margin Ratio
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 -10.0 -10.0 -10.0 -10.0 -10.0
-10.0 IBM 1990.0 1991.0 1992.0 1993.0
1994.0 1995.0 -10.0 -10.0 -10.0
Net Profit Margin Ratio
Apple 1990.0 1991.0 1992.0 1993.0 1994.0
1995.0 2.0 2.0 2.0 2.0 2.0 2.0 IBM 1990.0
1991.0 1992.0 1993.0 1994.0 1995.0 1.5
1.5 1.5
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