Financial Spreadsheet Analysis Best buy case presents a scenario where by the organization went through quite a number of issues that had significant adverse implication to the organization performance. The financial spreadsheet analysis of this company will help give us some reliable trend from the performance evaluation that can be used later to come up with an effective prediction on the company’s future. There were several major issues that took place in this organization right from its inception though in some years the events were more adverse than the others. These issues had different implication on the strategic theme of the organization. When we critically examine these issues and the events in line with the organizational performance, we will be able to come up with an effective trend to have control on the organizational performance and behavior. In this case we will cover three years to ensure that our trend is quite valid and also increase the reliability. The company went through some sort of turning point at the end of 2009 financial year. There was that change in the leadership of the organization. Bran Anderson handed over to Brian Dunn, this was such a crucial issue considering the fact that the management has significant implication in the management. This change in management meant that the operation system and the leadership and management strategy would change significantly. In a conclusive analysis for the trend this organization is taking, it is important that we try evaluating the previous approaches and the management theme. Every organization has some specific way of control the management performance to hit the leadership goals (Ferguson, 2014). In as much as the general performance of the initial leadership was quite impressive, there were some areas of weakness that required adjustments. The company had opened quite a number of new stores in 2006 when the company decided to go international. In as much as this move meant the company wanted to increase its market radius though. This move did not work so well for the company because the market shares in the industry did not rise significantly in respect to this move. The new leadership under the new CEO brought different strategy to help handle this case. There was no longer opening of new stores. The company under the new management promised to reduce the general capital expenditure by approximately 50%. Apparently this would be such a bold strategical transformation. The company decided to drive the growth by simply testing new product categories. The previous financial year 2009 the high margin private label sales was at 40%, the company decided to make this move to change the performance of the organization (Lal, Knoop & Tarsis, 2006). In as much as the organization initiated some changes in the leadership to change things and the general performance of the organization, there were still some problems as well. There was that wrangle between the senior man.