Module 9Talk MovesDue October 24, 2022, 1159 PM.docx

Module 9
Talk Moves
Due October 24, 2022, 11:59 PM
Course and Module Objectives
In this assignment, you will explore the following:
Course Objectives
CO4: Facilitate meaningful mathematical discourse.
CO5: Develop multiple strategies to solve mathematics
problems.
CO8: Articulate how teaching and teachers create opportunities
for success for some students and failure for others.
Module Objectives
MO1: Use sentence starters to facilitate mathematical
discussions. (CO4)
MO2: Use talk moves to facilitate a mathematical discussion.
(CO4, CO5)
MO3: Use various strategies to solve mathematics problems.
(CO5)
MO4: Critique the use of timed tests in the mathematics
classroom and suggest alternatives. (CO8)

Mathematics Content
Exploring Number Talks Introduction to PBA # 3 – 15 minutes
Multiplication Tables – 20 minutes
Strategies for Solving Multiplication Problems – 15 minutes
Partial Products and the Standard Algorithm – 15 minutes
Total predicted time to complete Part Two of the assignment
1 hour and 30 minutes
1. Number Talks
LINK
LINK

We are going to explore number talks more here. Number talks
are a common method used in elementary math classes to build
students’ mental computation skills and conceptual
understanding.
Watch the first 5 minutes of the first video to see how this
teacher introduces number talks to her students for the first
time. Note that the teacher does not solicit all answers first (as
is usually done). After the teacher gets the answer 10 from
Tyler, it would be helpful to ask if any students got any other
answers. Then she can ask, “Who would like to share their
thinking?”
Watch the number talk on the bottom. This teacher solicits a
wide range of answers, and then at the end she asks students
who would want to change their thinking. Another approach
she might consider at the end is to say, “We have lots of
different answers over here. Who would like to make an
argument defending one of these answers?” Then she wouldn’t
have to go through each student getting them to revise their
thinking.
On the next slide, describe 3 ideas these videos gave you about
how a number talk should look in a classroom.
Answer the question based on the videos from the previous
slide.
Describe 3 ideas these videos gave you about how a number talk
should look in a classroom. Be as specific as possible and give
examples that refer back to the video.
Type your response here.

1. Multiplication Tables
Rote memorization of facts is not as helpful as having a flexible
understanding of numbers and being able to derive facts.
Graham Fletcher is a well-known elementary educator. Watch
him describe a revised approach to thinking about memorizing
facts.
Teachers have many tools for building fluency in
multiplication.
- Number Talks play a critical role.
- Games like “
How Close to 100?” and
Pepperoni Pizza are helpful and low pressure. But
what about the infamous flash cards?
- Flash cards that build understanding (
here and
here) can be helpful (this is the kind of numerical
fluency we want).
LINK
Memorization of multiplication facts plays a prominent role in
the elementary curriculum. However, there is plenty of research

showing that rote memorization of facts is not as helpful as
having a flexible understanding of numbers and being able to
derive facts.
Games Imagine laying several cards on the table (like the six to
the right) and having students find cards that represent the same
number.
Answer the questions below based on the material from the
previous slide.
Memorizing multiplication tables is usually considered the main
goal of third grade math.
How did the information on the previous slide change your
thoughts about the traditional approach to memorizing
multiplication tables?
How might an approach focused more on understanding have
helped you as a student?
What might you do differently when you are a teacher from
traditional memorization?
2. Strategies for Multiplication

See the methods students often develop for solving mathematics
problems.
Study these examples, and then, apply what you learned to solve
the given problems.
Complete Number Strategies for Multiplication
Examples of Complete Number Strategies
Before students are ready to break apart one number in the
problem, they consider each number just as it is (that’s why it’s
called a Complete Number Strategy).
These students typically use strategies based on repeated
addition
The approach is generally not very efficient (particularly with
large numbers).
Consider 63 x 5.
Complete Number Strategy: students use the number just as it is
These students typically use strategies based on repeated
addition
The approach is not very efficient
Partitioning Strategies for Multiplication

Examples of Partitioning Strategies
This requires an understanding of place value – seeing 268 as
200 + 60 + 8 or 2 one hundreds, 6 tens, and 8 ones. This is an
important step in developing an algorithm.
Students begin to break apart one number (and later both
numbers) in a problem.
This requires an understanding of place value – seeing 268 as
200 + 60 + 8 This approach is relatively efficient
Partial Products Strategy for Multiplication
The links below show Examples of Partial Products. Watch
each video until you are comfortable with the method.
Example One: 37 x 26 (There are several examples. Once you
are comfortable with the method, move on to the next video.)
Example Two: 43 x 56
Try your own
Consider 37 x 26.

When you use partial products, you rewrite both numbers like
this
(30 + 7) x (20 + 6)
This problem needs to be solved using the distributive property
twice.
2. Partial Products and the Standard Algorithm
On a piece of paper, solve 24 x 38 using the following methods:
1) Partial Products LINK# 1 LINK # 2
2) the Standard Algorithm
Attach a picture of your work on the next slide.
Then answer the questions that follow.
Copy your work from the previous slide.

THINK MATHEMATICALLY
Examine your work on the previous slide and answer the
following questions.
What similarities and differences do you see between partial
products and the standard algorithm?
How will learning partial products first, help students make
sense of (or understand) the standard algorithm instead of just
following a procedure that makes little to no sense?
Equity and Inclusion
Quotation on Math
Faster Isn’t Smarter
1. Read the excerpt on the left and answer the question to the
right.
. . . I was always deeply uncertain about my own intellectual
capacity; I thought I was unintelligent. And it is true that I was,
and still am, rather slow. I need time to seize things because I
always need to understand them fully. Even when I was the first
to answer the teacher's questions, I knew it was because they
happened to be questions to which I already knew the answer.
But if a new question arose, usually students who weren't as
good as I was answered before me. Towards the end of the
eleventh grade, I secretly thought of myself as stupid. I worried
about this for a long time. Not only did I believe I was stupid,
but I couldn't understand the contradiction between this
stupidity and my good grades. I never talked about this to
anyone, but I always felt convinced that my imposture would

someday be revealed: the whole world and myself would finally
see that what looked like intelligence was really just an illusion.
If this ever happened, apparently no one noticed it, and I’m still
just as slow. (...) At the end of the eleventh grade, I took the
measure of the situation, and came to the conclusion that
rapidity doesn't have a precise relation to intelligence. What is
important is to deeply understand things and their relations to
each other. This is where intelligence lies. The fact of being
quick or slow isn't really relevant.
What stands out to you about this quotation and why? Do you
relate to what the author is saying? How so?
1. Read the excerpt on the left and answer the question to the
right.
. . . I was always deeply uncertain about my own intellectual
capacity; I thought I was unintelligent. And it is true that I was,
and still am, rather slow. I need time to seize things because I
always need to understand them fully. Even when I was the first
to answer the teacher's questions, I knew it was because they
happened to be questions to which I already knew the answer.
But if a new question arose, usually students who weren't as
good as I was answered before me. Towards the end of the
eleventh grade, I secretly thought of myself as stupid. I worried
about this for a long time. Not only did I believe I was stupid,
but I couldn't understand the contradiction between this
stupidity and my good grades. I never talked about this to
anyone, but I always felt convinced that my imposture would
someday be revealed: the whole world and myself would finally
see that what looked like intelligence was really just an illusion.

If this ever happened, apparently no one noticed it, and I’m still
just as slow. (...) At the end of the eleventh grade, I took the
measure of the situation, and concluded that rapidity doesn't
have a precise relation to intelligence. What is important is to
deeply understand things and their relations to each other. This
is where intelligence lies. The fact of being quick or slow isn't
relevant.
What stands out to you about this quotation and why? Do you
relate to what the author is saying? How so?
2. Faster Isn’t Smarter
1. Read the article,
Faster Isn’t Smarter by Cathy Seeley (She is a former
President of the National Council of Teachers of Mathematics.)
2. After reading the short article write your answer to these
questions on the next slide,
What types of timed tests do you remember taking in elementary
school? How did taking these timed tests make you feel?
Imagine you are teaching third grade and trying to decide
whether to give timed tests on students’ multiplication facts.
What do you think you will do and why?
Answer the question about the article on the previous slide.
What issues or challenges does this message raise for you?
In what ways do you agree with or disagree with the main points
of the message?
How did your thinking change after you read this article?

(explain how you felt about what is discussed before reading the
article and after)
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PART IWelcome to the Free Excel Student Template Version
18.1Dear 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. Refer to the David & David
textbook for conceptual guidelines for developing all matrices
and analyses included in this Template. Best of luck with your
project. This Template is designed for Textbook editions 17ed
and 18th. Instructions for Using the Template1Please read all
Template instructions below carefully before you start each new
section of this Template. Only type in the green boxes. Refer
to the David, David & David textbook for conceptual guidelines
for every matrix and analysis in this Template.2This Template
is organized into three primary parts: Part I, Part II, and the

respective data output pages for your respective matrices. All
data entered will be entered into Part I or Part II. Part I consists
of data entry in developing matrices, where Part II consists of
data entry for your financial information, including ratios,
financial statements, and projected financial statements. Blue
buttons are provided for navigating within and to Part I, yellow
buttons are for navigating within and to Part II, orange buttons
are for navigating to the respective matrices and pink buttons
are for navigating to your financial output tables. The
navigation buttons along the top of Part I and Part II may not be
visible for Apple users but all other features should work
without any problems.Strengths and Weaknesses1Enter into the
Template exactly 10 strengths and 10 weaknesses, no more and
no less. Your factors should be detailed and actionable rather
than vague. For example, the strength: "Sales up nicely" is too
vague and not actionable; "Sales were up 15% on women's
apparel in China during 2018" is stated far better. Always be
thinking in terms of divisions when writing strengths and
weaknesses. Note women's apparel could be a division for Nike.
All divisions do not need to be treated equally; allow more
coverage for divisions with more revenue and those most
pertinent to your strategic plan.2Weights reveal how important
a factor is to being successful in the industry. All weights are
"industry-based." A factor of 0.10 for example is 5 times more
important than a factor of 0.02 for being successful in the
industry. Do not be afraid to include factors with lower weights
though. To have a factor make your top 10 list (10 strengths for
example out of the 100s the firm likely has), justifies its
importance, yet it still may be relatively a lot less important to
the industry than others factors you include. Also, be mindful
with respect to what industry your firm operates. A moderate
priced casual hamburger restaurant may have more in common
with a moderate priced chicken restaurant than with McDonalds
(cheaper fastfood). Automatically considering McDonalds,
Burger King, and Wendy's as the "industry" just because they
all sell hamburgers may not be appropriate. Here, casual

moderated priced restaurants may serve better as the "industry."
After entering in the weights, check to make sure the sum of
your weights equals 1.0 for your internal factors. Also, arrange
your strengths with highly weighted factors listed first; arrange
your Weaknesses also with highest weighted factors listed
first.3In contrast to weights that are industry-based, ratings are
company-based and reveal how well your firm is performing.
Use the coding scheme given below for ratings in an IFE
Matrix: If your strengths are being cut off, simply drag your
cursor between the two row numbers on the left to widen the
row.1 = "the response is poor"2 = "the response is average3 =
"the response is above average"4 = "the response is
superior"StrengthsWeightRatingActionableQuantitativeCompara
tiveDivisional1Direct owner ship of 51% of stores1yyyy2Q2
2018 Same store sales increase 2% globally/4% in China, record
profit 6B2yyyy3Pay employees well, above average pay, Stock
options, Parental leave options2yyyy4Supply Chain
Management (consistent quality in raw materials, and
flow)2ynyy5Product Quality and consitency2ynyy6Ethical
Business Values2ynyy7Brand Equity - Well known
brand1yyy8Operational effiicency, and solid Financal
Performance - increasing profits (operating margin 6.5% vs
industry avg of 5%)1yyyy9Customer loyalty programs, and
chase visa rewards program (53% of us corp store
sales)3yyyy10Reinvestment Strategy, long term stratgeic
planning - Multi-faceted strategic plan per
region1yyyyWeaknessesWeightRatingActionableQuantitativeCo
mparativeDivisional1Emea Market, 11% decline in operating
profits 20181yyyy2SBUX is highly dependent on the financail
performance on North America (77% of profit)yyyy3Higher
prices than competition(38% higher)yyyy4Products are not very
distinct, other franchises have nearly identical products -
Mcdonalds McCafe, Dunkin Donuts and a greater varierty to
draw in customersyyy5Product Recalls have had detrimental
impact on the brandynyy6Issues with European taxes not being
paid ( UK no taxes on 1.2B pounds in 2011-2012)yyyy7Product

Standards - unhealthy products, Starbucks built brand on
flavoured and sweetened items, does not meet some cultural
norms and are high calories, overdependence on coffee
products1yyyy8Starbucks rely's on foot traffic, not pandemic
friendlynyy9volatile supply costsnnyy10Customer base is mid
to upper calls wage earnersyyyyTotal Weight (Must Equal
1.00)0.000.7725550225Opportunities and Threats1Enter into
this Template exactly 10 opportunities and 10 threats, no more
no less. Your factors should be detailed and actionable rather
than vague. Keep in mind both opportunities and threats should
be external in nature. Ask yourself "Does the firm have control
over this factor?" If the answer is yes, then it cannot be an
opportunity or threat. For example, as a clothing retailer you
may have an opportunity to "start selling clothes in China." This
is not an opportunity for two reasons: 1) the firm has internal
control over doing business in China, and 2) the statement is a
strategy. The underlying opportunity may be "Women in China
spent 20% more on athletic apparel in 2018." Note how this
opportunity is specific, actionable, divisional, and external (we
cannot control the culture or demand for female athletic
apparel). All divisions do not need to be treated equally, allow
more coverage for divisions with more revenue and those most
pertinent to your strategic plan.2Weights reveal how important
a factor is to being successful in the industry. Read over the #2
tip under strengths and weaknesses above since the same logic
applies for the external factors. After entering in the weights,
check to make sure your sum of weights equals 1.0 for all 20
external factors. List factors according with highest weight
items first.3Ratings again are company-based and reflect how
well the firm is addressing the particular factor. Use the coding
scheme given below for ratings in an EFE Matrix. If your
opportunities are being cut off, simply drag your cursor between
the two row numbers on the left to widen the row.1 = the
response is poor"2 = "the response is average"3 = "the response
is above average"4 = "the response is
superior"OpportunitiesSFWeightRatingWRActionableQuantitive

ComparableDivsional1Premium Experience at Reserve stores
with Princi, expand bar service, premium food
options50.0430.1063829787YNYy2Coffee subscription (Circle
K- 200% increase in foot trffic, 70% increaseif food sales, 90-
95%RenewAL RATE)80.0640.2269503546yYyy3Diversification
into more products beyond Coffee and Tea into more food
products80.0620.1134751773YNYn4Emerging markets - enter
markets with limited competition, adapt to local markets - ex
McDonalds in India does not sell beef, but has ventured into the
vegetarian food market.70.0530.1489361702yyy5competitive
pricing50.0430.1063829787Yyy6Follow latest drink
trends90.0630.1914893617yyy7steady forcast for reveune
growth/consumption growth80.0610.0567375887nnnn8Business
partnerships and alliances (potentially responsible for sales by
1/3)40.0330.085106383ynyy9Faster Service - Corrective
measures to fix long lines - more advanced
Machines?90.0640.2553191489yyyy10SelfService
Machines70.0540.1985815603yyyyThreatsWeightRating1Dunki
n Donuts 2nd in market shars inUSA, and growing with coffe
adjacent products70.0540.1985815603yyyy2McDonalds 2nd in
market share globally70.0540.1985815603yyyy3Sales decline
due to decline in customer
traffic90.0630.1914893617nnyy4Brand Relevance - Business
incedents (Unionization)60.0430.1276595745ynyy5evolving
consumer preferences and tastes80.0630.170212766ynyy6Cyber
Security and Data
Privacy40.0330.085106383ynyy7Pandemic/Global Recession -
temporary clsoed 2K stores in China, 50% of corp stores and
43% ofl licensed stores-lost 915M+ sofar (June
2021)80.0630.170212766nyyy8Increased costs to maintain
supply chains, and raw material costs, and high
50.0440.1418439716yyyy9Competition from local favourite
brands(incumbents) , EMEA has a different coffee
culture90.0630.1914893617nyyy10Executive Changeover -
Chief Exceutive (Howard Shultz) retiring for the 3rd
time80.0610.0567375887nnyn141Total Weight (Must Equal

1.00)1.00Competitive Profile Matrix (CPM)1To perform the
CPM, enter up to 12 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, perhaps include on time arrival, extra fees, and
frequent flyer points as factors, rather than the canned factors
below. In a CPM, factors do not need to be overly specific, but
they should be divisional in nature to the extent possible. If
Pepsi Co. is your firm, your factors should be about the firm's
soda business, Frito Lay business, bottling business, etc. (Pepsi
Co competes in a lot more than just soda) rather than just
general "advertising." Advertising for what division (business)
are you referring to? Frito Lay's advertising, soda marketing,
etc. All divisions do not need to be treated equally; allow more
coverage for divisions with more revenue and those most
pertinent to your strategic plan.2After entering in your critical
success factors, enter in a weight for each factor; weights are
industry-based. Be sure to check the bottom of the "Enter
Weight Below" column, to make sure your sum weight is equal
to 1.00. It is okay for some factors to receive a low weight and
a factor or two to receive a high weight of say 0.20. 3After
entering in your weights, type the name of your company and
two other competitors in the corresponding boxes.4After
entering in the weights and identifying your company and two
rival firms, then enter in a Rating (company-based) in the
"Enter Rating Below" column for each organization. DO NOT
ASSIGN THE COMPANIES THE SAME RATING; TAKE A
STAND; MAKE A CHOICE. In a CPM, use the coding scheme
provided below for ratings.1 = "the response is poor"2 = "the
response is average"3 = "the response is above average"4 = "the
response is superior"Enter 12 Factors Below WeightYour
FirmRivalRivalEnter Ratings BelowAdvertisingDomestic
Market PenetrationCustomer ServiceProduct
VarietyInternational Market Penetration Employee
DedicationFinancial ProfitCustomer LoyaltyMarket
ShareProduct QualityTop ManagementPrice

Competitiveness0.00Boston Consulting Group (BCG)
Matrix1This Template allows for up to 5 divisions. If your
company has more than 5 divisions, combine the divisions with
the least amount of revenue into division 5, and mention the
adjustment to the class during your presentation, or simply
focus on the 5 divisions your 3-year plan centers around; check
with your professor. <See your firm's Form 10K or Annual
Report to find divisional information, and those documents of
your rivals> It is excellent to develop a BCG/IE by geographic
region, and construct another one by product (if you have the
data). 2In each division, enter a name, followed by the dollar
amount in revenues for that division. Do not include M or B for
millions or billions, but do drop off zeros. For example, for
$100,000,000, you could enter $100,000 or $100, just be
consistent.3After completing Step 2 in developing a BCG, enter
in the dollar amount in revenues for the top rival firm for each
division. Note, the top rival may be you and in this situation
enter in your company's revenue for that division. Also, note the
top rival may be different for different divisions. For example,
if your firm is Avon, Avon's top rival in its lipstick division
may be Revlon, but for nail polish, the top rival in the industry
may be L'Oréal, and in makeup, Avon may be the market leader.
There is no need to label the top rival by name, but you could
mention in class as part of your presentation. Be sure to enter in
all numbers in the same $ format you used in Step 2 above. If
you do not have a perfect apples to apples comparison,
(possibly a rival firm combines lipstick and makeup, where your
firm separates the two) then estimate as best you can and make
note in your presentation.4Finally, enter in the industry growth
rate (IGR) for each division. Generally, taking the top 2 or 3
rivals for each division (along with your firm), adding their
numbers together for the current year and the previous year and
using the equation (Current Year - Previous Year) / Previous
Year is sufficient to estimate guess of the industry growth rate.
This is because generally the top 3 players dominate an
industry. Note, using this process also weights larger firms

more, which is exactly what you desire. Do not use total
revenues; instead, use divisional revenues. Division industry
growth rates (IGR) must be between -0.20 and 0.20. If outside
these ranges, simply use -0.20 or 0.20 and mention during your
presentation.5Everything is calculated and positioned for you
(Other than Industry Growth Rate in Step 4) including the
Relative Market Share Position (RMSP). The BCG matrix in
this Template does not produce pie slices to show profits. You
may wish to discuss divisional profits in your
presentation.Enter in division names below (If less than 5, leave
the other spaces blank and no circles will appear)Your Firm's
Division RevenuesTop Firm in Industry Division
RevenuesDivision Market Growth Rate (Step 4)Relative Market
Share PositionNANANANANAInternal - External (IE)
Matrix1This Template allows for up to 5 divisions. If the
company has more than 5 divisions, combine the divisions with
the least amount of revenue into division 5, and mention the
adjustment to the class during your presentation, or simply
focus on the 5 divisions that your 3-year plan centers around;
check with your professor.2Company wide EFE and IFE scores
are automatically entered once you complete the EFE and IFE
Matrices.3Enter in estimated EFE and IFE Scores for your
respective divisions.4This Template's IE matrix does not
produce pie slices to show profits. Enter The Name Of Your
FirmEnter in division names below. If less than 5, leave the
other spaces blank and no circles will appear. Remember you
could use divisions by geographic region for the BCG and by
product/service type for the IE (or vice versa).Your Firm's
Division RevenuesEstimated IFE ScoreEstimated EFE
ScoreSPACE Matrix1Include up to five factors to assess each
SPACE axis: Financial Position (FP), Stability Position (SP),
Competitive Position (CP), and Industry Position (IP) and the
corresponding rating each factor should receive.2You 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.3Enter in the estimated FP,
SP, CP, and IP numbers for up to two competitors. Or, instead
of a competitor, you could show the estimated SPACE values
for your firm after your proposed recommendations are
implemented, ie a Before and After analysis. Or you could do
both, just cut and paste the SPACE into PowerPoint then refill
in the new data. It is important you fill in all information or
Excel will place a circle(s) at the origin of the SPACE since the
default will be (0,0) plot, which is the origin. FP and IPPositive
1 (worst) to Positive 7 (best)CP and SPNegative 1 (best) to
Negative 7 (worst)Enter The Name Of Your
FirmRatingsFinancial Position (FP)Current RatioDebt to
EquityNet IncomeRevenueInventory TurnoverIndustry Position
(IP)Growth PotentialFinancial StabilityEase of Entry into
MarketResource UtilizationProfit PotentialRatingsCompetitive
Position (CP)Market ShareProduct QualityCustomer
LoyaltyVariety of Products OfferedControl over Suppliers and
DistributorsStability Position (SP)Rate of
InflationTechnological ChangesPrice Elasticity of
DemandCompetitive PressureBarriers to Entry into MarketYour
firm's X-axis0.0Your firm's Y-axis0.0Estimated FPEstimated
IPEstimated CPEstimated SP Competitor 1's X-
axis0.0Competitor 1's Y-axis0.0Estimated FPEstimated
IPEstimated CPEstimated SP Competitor 2's X-
axis0.0Competitor 2's Y-axis0.0Perceptual Map1In this
Template's Perceptual Map, you may include for up to 10
product categories. 2Enter in the X axis and Y axis dimensions.
For example, if developing a map for frozen foods your X axis
could range from "low calorie" to "high calorie," while the Y
axis ranges from "low cost" to "high cost."3Enter in the
products you wish to compare (up to 10); in the example, these
products would be different brands of frozen foods available for
purchase. After entering in the products, rate each factor on a
scale of 1 to 9. In our example, extremely low calorie would
receive a score of 1 or 2, and likewise extremely high calorie
should receive a score of 8 or 9.4To enhance this analysis, you

could mentally draw a line (or two lines) of best fit (through
products) and identify areas along the line that do not have (in
this example) frozen food products near the line. In this
analysis, blank areas of the map are typically the most
advantageous for new product creation. Any products that fall
well above or below the line, may be over or under serving
customers and should be examined closely. Do not blindly
follow this rule of thumb however since, for example, a very
expensive product may be well off the projected best fit line and
yet serve its small customer base quite well. You may with this
Template wish to develop several perceptual maps changing
your X and Y dimensions. For example, if you are a large food
processor, you could examine frozen foods on dimensions other
than the ones used here, or you could examine dairy products or
any other related products. Simply cut and paste your existing
map into Power Point then enter your data for a new map.Enter
The Name of the Dimensions on the X-axisEnter The Name of
the Dimensions on the Y-axisEnter in up to 10 productsX - axis
RatingY - axis RatingGrand Strategy Matrix1The Grand
Strategy Matrix allows for entry of your firm and up to 5
divisions2Rank the X axis from 1 (Extremely Weak Competitive
Position) to 9 (Extremely Strong Competitive Position)3Rank
the Y axis from 1 (Extremely Slow Market Growth) to 9
(Extremely Rapid Market Growth)X-axis scoreY-axis
scoreSWOT1Click on the SWOT Hyperlink below and add your
SLOWEST, and WT Strategies.QSPM1.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. In your oral or written project,
you will need to provide a recommendations page(s) on your
own with the expected cost of each recommendation, ie after
performing the QSPM. The recommendations page is followed
by an EPS/EBIT Analysis to reveal where best to obtain the
needed capital (debt vs equity). You should have multiple
recommendations, including perhaps both strategies included in
the QSPM, and other strategies for the firm - but no firm can do

everything that would benefit the firm due to limited
resources.2.In developing a QSPM, after entering in your
strategies, then rate each strategy based on the strengths,
weaknesses, opportunities, and threats (factors). Do not give
two strategies the same rating for a particular strength,
weakness, opportunity, or threat. (the exception is if you enter 0
to signify a factor "not impacting the choice between strategies"
then you MUST enter 0 for both strategies. For example, if
Strategy 1 deserves a rating of 4 on a given factor, but that
factor has little to do with Strategy 2, just assign a rating of 1 to
Strategy 2. (Note QSPM's will have 0's across about one half of
the rows). Across each row in performing QSPM analysis, use
the rating scale below for AS scores.0 = Not applicableStrategy
OneStrategy Two1 = Not attractive2 = Somewhat attractive3 =
Reasonably attractive4 = Highly attractiveAS RatingsAS
RatingsStrengths1Direct owner ship of 51% of stores2Q2 2018
Same store sales increase 2% globally/4% in China, record
profit 6B3Pay employees well, above average pay, Stock
options, Parental leave options4Supply Chain Management
(consistent quality in raw materials, and flow)5Product Quality
and consitency6Ethical Business Values7Brand Equity - Well
known brand8Operational effiicency, and solid Financal
industry avg of 5%)9Customer loyalty programs, and chase visa
rewards program (53% of us corp store sales)10Reinvestment
Strategy, long term stratgeic planning - Multi-faceted strategic
plan per regionAS RatingsAS RatingsWeaknesses1Emea
Market, 11% decline in operating profits 20182SBUX is highly
dependent on the financail performance on North America (77%
of profit)3Higher prices than competition(38% higher)4Products
are not very distinct, other franchises have nearly identical
products - Mcdonalds McCafe, Dunkin Donuts and a greater
varierty to draw in customers5Product Recalls have had
detrimental impact on the brand6Issues with European taxes not
being paid ( UK no taxes on 1.2B pounds in 2011-
2012)7Product Standards - unhealthy products, Starbucks built

brand on flavoured and sweetened items, does not meet some
cultural norms and are high calories, overdependence on coffee
products8Starbucks rely's on foot traffic, not pandemic
friendly9volatile supply costs10Customer base is mid to upper
calls wage earnersAS RatingsAS
RatingsOpportunities1Premium Experience at Reserve stores
with Princi, expand bar service, premium food options2Coffee
subscription (Circle K- 200% increase in foot trffic, 70%
increaseif food sales, 90-95%RenewAL RATE)3Diversification
into more products beyond Coffee and Tea into more food
products4Emerging markets - enter markets with limited
competition, adapt to local markets - ex McDonalds in India
does not sell beef, but has ventured into the vegetarian food
market.5competitive pricing6Follow latest drink trends7steady
forcast for reveune growth/consumption growth8Business
1/3)9Faster Service - Corrective measures to fix long lines -
more advanced Machines?10SelfService MachinesAS RatingsAS
RatingsThreats1Dunkin Donuts 2nd in market shars inUSA, and
growing with coffe adjacent products2McDonalds 2nd in market
share globally3Sales decline due to decline in customer
traffic4Brand Relevance - Business incedents
(Unionization)5evolving consumer preferences and tastes6Cyber
Security and Data Privacy7Pandemic/Global Recession -
2021)8Increased costs to maintain supply chains, and raw
material costs, and high 9Competition from local favourite
brands(incumbents) , EMEA has a different coffee
culture10Executive Changeover - Chief Exceutive (Howard
Shultz) retiring for the 3rd timeYou have completed Part 1.
Click The Blue Buttons Below to Navigate Part 1 More
Efficiently
Strengths
/xl/drawings/drawing1.xml#'PART%20I'!B13

Perceptual Maps
Weaknesses
Opportunities
Threats
SWOT
CPM
IE Matrix
BCG Matrix
SPACE Matrix

GRAND
QSPM
View IFE Matrix/xl/drawings/drawing1.xml#'IFE%20'!A1
View IFE Matrix/xl/drawings/drawing1.xml#'IFE%20'!A1
HOME/xl/drawings/drawing1.xml#'PART%20I'!A2
View EFE Matrix/xl/drawings/drawing1.xml#'EFE%20'!A1
View EFE Matrix/xl/drawings/drawing1.xml#'EFE%20'!A1
View CPM Matrix/xl/drawings/drawing1.xml#CPM!C2
View CPM Matrix/xl/drawings/drawing1.xml#CPM!C2
BCG/xl/drawings/drawing1.xml#BCG!B5
BCG/xl/drawings/drawing1.xml#BCG!B5
IE
/xl/drawings/drawing1.xml#IE!B2
IE
/xl/drawings/drawing1.xml#IE!B2
SPACE
/xl/drawings/drawing1.xml#SPACE!B2
SPACE
/xl/drawings/drawing1.xml#SPACE!B2
Perceptual Map
/xl/drawings/drawing1.xml#'Perceptual%20Map'!B2
Perceptual Map
/xl/drawings/drawing1.xml#'Perceptual%20Map'!B2
SWOT

/xl/drawings/drawing1.xml#SWOT!A2
QSPM
/xl/drawings/drawing1.xml#QSPM!B2
GRAND
/xl/drawings/drawing1.xml#GRAND!B2
GRAND
/xl/drawings/drawing1.xml#GRAND!B2
QSPM
/xl/drawings/drawing1.xml#QSPM!B2
PART IIPreliminary Financial Data1Enter in your preliminary
financial data below for your company. This data is used to
construct financial statements, financial ratios, and much more.
Income Statement InformationEnter all as Dollar Amounts.
Make sure the oldest year is entered into Column 1 throughout
this Template. You may NOT Change this sequence as the
preset equations will not adjust.Read the Note to the left
CAREFULLY Reporting DateRevenueCost of Goods
SoldOperating expensesInterest ExpenseNote: If receiving
interest credit, enter as NEGATIVE numberNon-recurring
EventsNote: If NEGATIVE enter as negative number. Generally
this line is for "discontinued operations" and 90% of the time
you will enter 0TaxNote: If receiving a tax credit, enter as
NEGATIVE numberBalance Sheet InformationCurrent
Assets12/31/9912/31/99Cash and equivalents and Short Term
InvestmentsAccounts ReceivableInventoryOther Current
AssetsLong Term AssetsProperty, plant &
equipmentGoodwillIntangiblesOther Long-term AssetsCurrent
LiabilitiesAccounts PayableOther Current LiabilitiesLong Term
LiabilitiesLong-term DebtOther Long-term LiabilitiesEquity
Common StockRetained EarningsTreasury StockNote: Enter as
negative numberPaid in Capital & OtherCompany

Valuation1Enter in the corresponding data below for your firm,
and for a rival firm if you desire. The rival can be a firm you
wish to acquire or simply just to compare to your case
company.Stockholders' Equity0Note: Determined after you
complete the preliminary section.Net Income0Note: Determined
after you complete the preliminary
section.EPSERROR:#DIV/0!Note: Determined after you
complete the preliminary section and enter in # shares
outstanding below.# Shares OutstandingNote: Using Current #
shares outstanding is okay or # of shares outstanding (issued)
on the last day of the fiscal year.Stock PriceNote: Current Stock
price is fine, or the closing price on the last day of the fiscal
year.Goodwill & Intangibles0Note: Determined after you
complete the preliminary section.Rival Firm's
NameStockholders' EquityNet IncomeEPS# Shares
OutstandingStock PriceGoodwill & IntangiblesEPS/EBIT
Analysis1Enter in the corresponding data below for your
firm.2If you notice little to no change in EPS with stock vs debt
financing, the total amount of your recommendations is likely
too low. Unless of course, you are recommending defensive
strategies where you are not acquiring substantial new
capital.PessimisticRealisticOptimisticEBITEPS/EBIT
DataAmounted NeededNote: This number is the total cost of
your recommendations.Interest RateNote: Enter as a
decimal.Tax RateNote: Enter as a decimal.Shares
Outstanding0Note: Enter in under Company Valuation on this
page.# New Shares OutstandingERROR:#DIV/0!Note:
Calculated automaticallyStock Price$0.00Note: Enter in under
Company Valuation on this page.Combination Financing
DataPercent Equity Used to FinanceNote: Enter as a
decimal.Percent Debt Used to Finance Note: Enter as a
decimal.Total Equity and Debt0.00Note: Must equal 1.0. Check
the two line items above.Projected Financial Statements1Start
with the income statement and work your way from top to
bottom. Take extreme care to read and understand all notes
provided by each line item. See Chapter 8 in the David & David

textbook for examples and guidelines in developing projected
financial statements.2After completing the income statement,
begin the balance sheet starting with the "dividends to pay"
line near the bottom; finish the equity section of the balance
sheet first, then work your way up the statement to the
liabilities section, then onto the assets, using the top row (Cash)
as the plug figure. A detailed note beside the cash line item
explains further.3Take care to read all notes to the right of the
line items. Consult Chapter 8 of the David & David textbook for
excellent explanations and tips for constructing projected
statements.Percentages in the Projected Income Statement will
be multiplied by the most recent year. For example, if you
enter in 10% for projected revenues in projected year 2, the
Template will use the equation (1.10 x projected year 1
revenues) = projected year 2 revenues. For line items in the
projected income statement requesting dollar amounts, please
read the note below for the balance sheet. The calculations work
the same way as described there.Projected Years (earliest to
latest)Income StatementHistorical Numbers (see notes)
Projected Reporting DateHistorical Percent Notes Below. Enter
your data in the EXACT same format as the Notes
describe.RevenuesERROR:#DIV/0!Historical Note: Difference
the two most recent years of data. Enter percent increases you
expect based on your recommendations. Do not blindly use the
historical number provided. Enter as percent.Cost of Goods
SoldERROR:#DIV/0!Historical Note: Percent of Sales in the
most recent year. Use a similar percent across all three
projected years unless you believe COGS to sales percent will
change drastically. Enter as percent.Operating
ExpensesERROR:#DIV/0!Historical Note: Percent of Sales in
the most recent year. Use a similar percent across all three
projected years unless you believe Operating Expenses to sales
percent will change drastically. Enter as percent.Interest
Expense$0Historical Note: Dollar amount of interest paid in the
most recent year. Enter in the NEW NET dollar amounts of
interest you will forecasted for each year. If your most recent

interest payment was $500 and you plan on a $20 net increase in
interest for projected year 1, simply enter in $20 for year one. If
financing through debt, the number is more likely to increase
more than if financing through equity. Enter as dollar amount.
If you anticipate less interest expense than the year before,
enter as a negative number.TaxERROR:#DIV/0!Historical Note:
Tax Rate in most recent year. You can likely use the same tax
rate throughout unless you expect a large increase/decrease in
revenues and subsequently EBT. Enter as percent.Non-
Recurring Events0Historical Note: Dollar amount of Non-
Recurring Events for each year, this number is not cumulative.
Safe to forecast this number as $0 in ever year. Enter as dollar
amount.Scroll Down for Balance SheetWork from the bottom of
the Projected Balance Sheet to the top Projected Years (earliest
to latest)Balance Sheet (Start at the bottom)Historical
Dollar Amount PaidThe projected Balance Sheet is designed for
you to enter in the NET ADDITIONAL DOLLAR VALUES (for
PPE, Goodwill, and Intangibles). The Template will add these
values to the existing numbers. For Example, if you are adding
$1,000 in inventory in projected year 1, (but you estimate your
firm used $800 of its existing inventory from the prior year)
just enter in $200 ($1,000-$800) in the corresponding box and
the Template will use the equation ($200 + most recent
historical year Inventory number) = projected year 1
inventory.Read the message to the right, then start at the bottom
with dividends.Assets12/31/9912/31/9912/31/99Cash and
Equivalents$0$0$0$0Historical Note: If your cash number
appears too high or low, consult Chapter 8 of the textbook for
more information. Also, compare your projected ratios to
historical ratios. You may need to make adjustments to your
recommendations and/or your projected statements. It is rare
for any firm to have acceptal projected statements after the first
attempt. Accounts ReceivableERROR:#DIV/0! Historical Note:
Percent of revenues in the most recent year. Use a similar
percent across all three projected years unless you believe the
current assets to revenues percent will change drastically. Enter

as percentInventoryERROR:#DIV/0!Other Current
AssetsERROR:#DIV/0!Property Plant & Equipment$0
Historical Note: The values are for the most recent year
reported. Enter in the net new (not cumulative) dollar amounts
for each item for each forecasted year (Except for the Cash and
Equivalents line). If you are purchasing $200 of Property, Plant
& Equipment in Projected Year 1, simply enter $200 into the
first projected year. If you plan to also reduce existing PP&E by
$300, then you would enter in a negative $100 into Projected
Year 1 (assuming you still plan to purchase the other $200).
Take care with each line time, it is not how fast you get the
numbers entered. Reread the hints in red writing a few lines
above.Goodwill$0Intangibles$0Other Long-Term
AssetsERROR:#DIV/0!Historical Note: Percent of revenues in
projected years unless you believe the other long-term asets to
revenues percent will change drastically. Enter as
percentLiabilities12/31/9912/31/9912/31/99Accounts
PayableERROR:#DIV/0!Historical Note: Percent of revenues in
projected years unless you believe the current liabilities to
revenues percent will change drastically. Enter as percent.Other
Current LiabilitiesERROR:#DIV/0!Long-Term Debt$0Historical
Note: The values are for the most recent year reported. Enter in
the net new (not cumulative) dollar amounts for each item for
each forecasted year. For example, if you do not plan to take on
any additional long term debt in Projected Year 1, but do plan
to pay off $1,000 in debt in Projected Year 1, enter in ($1,000)
in Projected Year 1 long term debt column. Other Long-Term
LiabilitiesERROR:#DIV/0!Historical Note: Percent of revenues
in the most recent year. Use a similar percent across all three
projected years unless you believe the other long-term liabilities
to revenues percent will change drastically. Enter as
percent.Equity12/31/9912/31/9912/31/99Common
Stock0Historical Note: The values are for the most recent year
reported. Enter in the new (additional, not cumulative) Dollar

amounts for each Item for each forecasted year. If you change
Treasury Stock, you may need to make an adjustment to Paid in
Capital. Enter Treasury Stock as a negative number. Read over
Chapter 8 of the David, David and David textbook.Treasury
Stock0Paid in Capital & Other0Retained
Earnings0000Historical Note: The Retained Earnings value is
for the most recent year reported. The new additional (not
cumulative) Retained Earnings are calculated
automatically.Total Dividends to PaySTART HEREStart HERE.
Enter the total dollar amount you wish to pay in dividends each
forecasted year. If none, enter 0. This line is not cumulative, it
does not add the value to any existing value for dividends. For
example, if the firm paid $1,000 in dividends and you wish to
stop dividend payments, enter $0 in projected year 1 box. If you
wish to increase dividends by 10% enter $1,100 into projected
year 1 box. Check on your own to see historically what the firm
was paying.
Preliminary Financial Data
/xl/drawings/drawing2.xml#'PART%20II'!B2
Income Statement
/xl/drawings/drawing2.xml#'Financial%20Statements'!B5
Balance Sheet
Company Valuation
/xl/drawings/drawing2.xml#'Company%20Valuation'!B3
Rival Firm Valuation
/xl/drawings/drawing2.xml#'Company%20Valuation'!B14
Company Valuation
EPS/EBIT Analysis

Projected Financial Statements
HOME
/xl/drawings/drawing2.xml#'PART%20II'!A2
Balance Sheet
EPS/EBIT Analysis
/xl/drawings/drawing2.xml#EPS_EBIT!C4
IFE IFE Matrix1 If data is missing here, recheck "Part I"
2Check to make sure your text is not cut off in the matrix.
Double click (or drag) between the Cell Numbers.3To transfer
into Word or Power Point, highlight the matrix, then paste
special as "picture"StrengthsWeightRatingWeighted
Score1Direct owner ship of 51% of stores0.0010.002Q2 2018
Same store sales increase 2% globally/4% in China, record
profit 6B0.0020.003Pay employees well, above average pay,
Stock options, Parental leave options0.0020.004Supply Chain
Management (consistent quality in raw materials, and
flow)0.0020.005Product Quality and
consitency0.0020.006Ethical Business Values0.0020.007Brand
Equity - Well known brand0.0010.008Operational effiicency,
and solid Financal Performance - increasing profits (operating
margin 6.5% vs industry avg of 5%)0.0010.009Customer loyalty
programs, and chase visa rewards program (53% of us corp
store sales)0.0030.0010Reinvestment Strategy, long term
stratgeic planning - Multi-faceted strategic plan per
region0.0010.00WeaknessesWeightRatingWeighted Score1Emea
Market, 11% decline in operating profits 20180.0010.002SBUX
is highly dependent on the financail performance on North

America (77% of profit)0.0000.003Higher prices than
competition(38% higher)0.0000.004Products are not very
distinct, other franchises have nearly identical products -
Mcdonalds McCafe, Dunkin Donuts and a greater varierty to
draw in customers0.0000.005Product Recalls have had
detrimental impact on the brand0.0000.006Issues with European
taxes not being paid ( UK no taxes on 1.2B pounds in 2011-
2012)0.0000.007Product Standards - unhealthy products,
Starbucks built brand on flavoured and sweetened items, does
not meet some cultural norms and are high calories,
overdependence on coffee products0.0010.008Starbucks rely's
on foot traffic, not pandemic friendly0.0000.009volatile supply
costs0.0000.0010Customer base is mid to upper calls wage
earners0.0000.00Total IFE Score0.000.00
Return to Part I/xl/drawings/drawing3.xml#'PART%20I'!B26
EFE EFE Matrix1 If data is missing here, recheck "Part I"
special as "picture"OpportunitiesWeightRatingWeighted
Score1Premium Experience at Reserve stores with Princi,
expand bar service, premium food
options0.0430.10638297872Coffee subscription (Circle K-
200% increase in foot trffic, 70% increaseif food sales, 90-
95%RenewAL RATE)0.0640.22695035463Diversification into
more products beyond Coffee and Tea into more food
products0.0620.11347517734Emerging markets - enter markets
with limited competition, adapt to local markets - ex McDonalds
in India does not sell beef, but has ventured into the vegetarian
food market.0.0530.14893617025competitive
pricing0.0430.10638297876Follow latest drink
trends0.0630.19148936177steady forcast for reveune
growth/consumption growth0.0610.05673758878Business
1/3)0.0330.0851063839Faster Service - Corrective measures to
fix long lines - more advanced

Machines?0.0640.255319148910SelfService
Machines0.0540.1985815603ThreatsWeightRatingWeighted
Score1Dunkin Donuts 2nd in market shars inUSA, and growing
with coffe adjacent products0.0540.202McDonalds 2nd in
market share globally0.0540.203Sales decline due to decline in
customer traffic0.0630.194Brand Relevance - Business
incedents (Unionization)0.0430.135evolving consumer
preferences and tastes0.0630.176Cyber Security and Data
Privacy0.0330.097Pandemic/Global Recession - temporary
clsoed 2K stores in China, 50% of corp stores and 43% ofl
licensed stores-lost 915M+ sofar (June
2021)0.0630.178Increased costs to maintain supply chains, and
raw material costs, and high 0.0440.149Competition from local
favourite brands(incumbents) , EMEA has a different coffee
culture0.0630.1910Executive Changeover - Chief Exceutive
(Howard Shultz) retiring for the 3rd time0.0610.06Total EFE
Score1.003.02
CPMCPM Matrix1If data is missing here, recheck the "Part I"
page.2Check to make sure your text is not cut off in the matrix.
special as "picture"Your FirmRivalRivalCritical Success
Factors WeightRating ScoreRating Score Rating Score
Advertising0.0000.0000.0000.00Domestic Market
Penetration0.0000.0000.0000.00Customer
Service0.0000.0000.0000.00Product
Variety0.0000.0000.0000.00International Market Penetration
0.0000.0000.0000.00Employee
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
Return to Part I/xl/drawings/drawing5.xml#'PART%20I'!D99
BCGBCG1If data is missing here, recheck the "Part I" page and
read step 3.2Highlight the entire matrix (not just the inside
box), and then paste as paste special picture.3If you do not see
your circle, either you did not enter in the information or you
entered a number for the "Top Firm in the Industry Revenues"
smaller than your firm. This number can only be larger or the
same (if your firm's division is the largest revenue generator in
the industry). It is also possible your bubble is behind another
bubble if the information was close to the same, this is unlikely
however.Please Scroll down for the BCG Matrix and Table
Relative Market Share PositionHigh 1.0Low 0.0Industry Sales
Growth RateHigh 0.20Low -0.20DivisionYour Firm's Division
RevenuesTop Firm in Industry Division RevenuesIndustry Sales
Growth Rate Relative Market Share
Position0$0$00.00NA0$0$00.00NA0$0$00.00NA0$0$00.00NA
0$0$00.00NA
NA
NA
NA
NA
NA
NA

Question Marks
Stars
Cash Cows
Dogs
s
Return to Part I/xl/drawings/drawing6.xml#'PART%20I'!D132
IEIE1If data is missing here, recheck the "Part I" page and read
step 3.2Highlight the entire matrix (not just the inside box), and
then paste as paste special picture.3If you do not see your
circle, either you did not enter in the corresponding EFE or IFE
information. It is also possible your bubble is behind another
bubble if the EFE and IFE information was close to the
same.Scroll down for IE Matrix and Table THE IFE TOTAL
WEIGHTED SCORESStrongWeak 4.01.0High4.0THE EFE
WEIGHTED SCORESLow1.0Division Firm's Division
RevenuesEstimated IFE ScoreEstimated EFE
Score0$00.00.00$00.00.00$00.00.00$00.00.00$00.00.0
0 3.0212765957446805 1
SPACESPACE1If data is missing here, recheck the "Part I"

page and read step 3.2Highlight the entire matrix (not just the
inside box), and then paste as paste special picture. Be sure to
also include the table below the chart also in your
presentation.3If you do not see your bubble either you did not
enter in the information or, it is also possible your bubble is
behind another bubble if the X and Y information were close to
the same.000X Axis0.00.00.0Y Axis0.00.00.0Internal Analysis:
External Analysis:Financial Position (FP)Stability Position
(SP)Current Ratio0Rate of Inflation0Debt to
Equity0Technological Changes0Net Income0Price Elasticity of
Demand0Revenue0Competitive Pressure0Inventory
Turnover0Barriers to Entry into Market0Financial Position (FP)
Average ERROR:#DIV/0!Stability Position (SP)
AverageERROR:#DIV/0!Internal Analysis: External
Analysis:Competitive Position (CP)Industry Position (IP)Market
Share0Growth Potential0Product Quality0Financial
Stability0Customer Loyalty0Ease of Entry into Market0Variety
of Products Offered0Resource Utilization0Control over
Suppliers and Distributors0Profit Potential0Competitive
Position (CP) AverageERROR:#DIV/0!Industry Position (IP)
AverageERROR:#DIV/0!
0 1 0 0 1
0 0 1
FP
SP
CP
IP

IPIP
Defensive
Conservative
Aggressive
Competitive
GRANDGRAND1 If data is missing here, recheck the "Part I"
page and read Step 3.2Highlight the entire matrix (not just the
inside box), and then paste as paste special picture.3If you do
not see your circle, either you did not enter in the corresponding
information or it is also possible your bubble is behind another
bubble if the axis information was close to the same.
1 1 1 1 1
Quadrant II
Quadrant I
Quadrant III
I
Quadrant IV
Rapid Market Growth
Slow Market Growth
Strong Competitive Position
Weak Competitive Position
Perceptual MapPerceptual Maps1If data is missing here, recheck
the "Part I" page and read Step 3.2Highlight the entire matrix
(not just the inside box), and then paste as paste special
picture.3If you do not see your circle, either you did not enter
in the corresponding information or it is also possible your
bubble is behind another bubble if the axis information was
close to the same.0000
1 1 1 1 1 1 1 1 1 1

Financial Statements1Complete Part II to Construct the
Financial Statements. Income
Statement12/31/9912/31/99Percent ChangeRevenue
(Sales)$0$0NANACost of Goods Sold00NANAGross
Profit00NANAOperating Expenses00NANAEBIT (Operating
Income)00NANAInterest
Expense00NANAEBT00NANATax00NANANon-Recurring
Events00NANANet Income00NANABalance
Sheet12/31/9912/31/99Percent ChangeAssetsCash and Short
Term Investments$0$0NANAAccounts
Receivable00NANAInventory00NANAOther Current
Assets00NANATotal Current Assets00NANAProperty Plant &
Equipment00NANAGoodwill00NANAIntangibles00NANAOther
Long-Term Assets00NANATotal
Assets00NANALiabilitiesAccounts Payable00NANAOther
Current Liabilities00NANATotal Current
Liabilities00NANALong-Term Debt00NANAOther Long-Term
Liabilities00NANATotal Liabilities00NANAEquityCommon
Stock00NANARetained Earnings00NANATreasury
Stock00NANAPaid in Capital & Other00NANATotal
Equity00NANATotal Liabilities and Equity00NANA
Return to Part II/xl/drawings/drawing14.xml#'PART%20II'!B2
SWOTSWOTSO Strategies1234ST Strategies1234WO
Strategies1234WT Strategies1234
QSPMQSPM1If data is missing here, recheck the "Part I" page.
Double click (or drag) between the Cell
Numbers.00StrengthsWeightASTASAS TAS 1Direct owner
ship of 51% of stores0.0000.0000.002Q2 2018 Same store sales
increase 2% globally/4% in China, record profit
6B0.0000.0000.003Pay employees well, above average pay,
Stock options, Parental leave options0.0000.0000.004Supply
Chain Management (consistent quality in raw materials, and
flow)0.0000.0000.005Product Quality and

consitency0.0000.0000.006Ethical Business
Values0.0000.0000.007Brand Equity - Well known
brand0.0000.0000.008Operational effiicency, and solid Financal
industry avg of 5%)0.0000.0000.009Customer loyalty programs,
and chase visa rewards program (53% of us corp store
sales)0.0000.0000.0010Reinvestment Strategy, long term
stratgeic planning - Multi-faceted strategic plan per
region0.0000.0000.0000WeaknessesWeightASTASAS TAS
1Emea Market, 11% decline in operating profits
20180.0000.0000.002SBUX is highly dependent on the financail
performance on North America (77% of
profit)0.0000.0000.003Higher prices than competition(38%
higher)0.0000.0000.004Products are not very distinct, other
franchises have nearly identical products - Mcdonalds McCafe,
Dunkin Donuts and a greater varierty to draw in
customers0.0000.0000.005Product Recalls have had detrimental
impact on the brand0.0000.0000.006Issues with European taxes
not being paid ( UK no taxes on 1.2B pounds in 2011-
2012)0.0000.0000.007Product Standards - unhealthy products,
Starbucks built brand on flavoured and sweetened items, does
not meet some cultural norms and are high calories,
overdependence on coffee products0.0000.0000.008Starbucks
rely's on foot traffic, not pandemic
friendly0.0000.0000.009volatile supply
costs0.0000.0000.0010Customer base is mid to upper calls wage
earners0.0000.0000.0000OpportunitiesWeightASTASAS TAS
1Premium Experience at Reserve stores with Princi, expand bar
service, premium food options0.0400.0000.002Coffee
subscription (Circle K- 200% increase in foot trffic, 70%
increaseif food sales, 90-95%RenewAL
RATE)0.0600.0000.003Diversification into more products
beyond Coffee and Tea into more food
products0.0600.0000.004Emerging markets - enter markets with
limited competition, adapt to local markets - ex McDonalds in
India does not sell beef, but has ventured into the vegetarian

food market.0.0500.0000.005competitive
pricing0.0400.0000.006Follow latest drink
trends0.0600.0000.007steady forcast for reveune
growth/consumption growth0.0600.0000.008Business
1/3)0.0300.0000.009Faster Service - Corrective measures to fix
long lines - more advanced
Machines?0.0600.0000.0010SelfService
Machines0.0500.0000.0000ThreatsWeightASTASAS TAS
1Dunkin Donuts 2nd in market shars inUSA, and growing with
coffe adjacent products0.0500.0000.002McDonalds 2nd in
market share globally0.0500.0000.003Sales decline due to
decline in customer traffic0.0600.0000.004Brand Relevance -
Business incedents (Unionization)0.0400.0000.005evolving
consumer preferences and tastes0.0600.0000.006Cyber Security
and Data Privacy0.0300.0000.007Pandemic/Global Recession -
2021)0.0600.0000.008Increased costs to maintain supply chains,
and raw material costs, and high 0.0400.0000.009Competition
from local favourite brands(incumbents) , EMEA has a different
coffee culture0.0600.0000.0010Executive Changeover - Chief
Exceutive (Howard Shultz) retiring for the 3rd
time0.0600.0000.00TOTALS0.000.00
Company Valuation1Complete Part II to Construct the Company
Valuation 0Stockholders' Equity - (Goodwill +
Intangibles)$0Net Income x 5$0(Share Price/EPS) x Net
IncomeERROR:#DIV/0!Number of Shares Outstanding x Share
Price$0Method AverageERROR:#DIV/0!Rival Firm's
NameStockholders' Equity - (Goodwill + Intangibles)$0Net
Income x 5$0(Share Price/EPS) x Net
IncomeERROR:#DIV/0!Number of Shares Outstanding x Share
Price$0Method AverageERROR:#DIV/0!
Return to Part II

EPS_EBIT1Complete Part II to Construct the EPS/EBIT Charts
Common Stock FinancingDebt
FinancingPessimisticRealisticOptimisticPessimisticRealisticOpt
imisticEBIT$0$0$0$0$0$0Interest
000000EBT000000Taxes000000EAT000000#
SharesERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!000EP
SERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DI
V/0!ERROR:#DIV/0!ERROR:#DIV/0!Amount Needed$0Interest
Rate0% Stock0%Debt0%Tax
Rate0%PessimisticRealisticOptimistic# Shares
Outstanding0.0EBIT$0$0$0Additional Shares Outstanding
NeededNAInterest 000Stock
Price$0.00EBT000Taxes000EAT000#
SharesERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!EPSER
ROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!
Common Stock Financing0 0 0 0 0 0 Debt
Financing 0 0 0 0 0 0
Return to Part
II/xl/drawings/drawing18.xml#'PART%20II'!B107
Retained Earnings TableComplete Part II to Construct the RE
TableDividend InformationBalance Sheet
InformationSteps12345YearCurrent Year's Net IncomeLess
Current Year's Dividends PaidNew REPlus Prior Year's
RECurrent Year's Balance Sheet
RE12/31/99$0$0$0$0$012/31/99$0$0$0$0$012/31/99$0$0$0$0
$0
Projected Statements1Complete Part II to Construct the
Projected Financial Statements.Projected Income
Statement12/31/9912/31/9912/31/99Revenues
(Sales)$0$0$0Cost of Goods Sold000Gross Profit000Operating
Expenses (Operating Income)000EBIT000Interest
Expense000EBT000Tax000Non-Recurring Events000Net
Income000Projected Balance
Sheet12/31/9912/31/9912/31/99AssetsCash and
Equivalents$0$0$0Accounts Receivable000Inventory000Other

Current Assets000Total Current Assets000Property Plant &
Equipment000Goodwill000Intangibles000Other Long-Term
Assets000Total Assets000LiabilitiesAccounts Payable000Other
Current Liabilities000Total Current Liabilities000Long-Term
Debt000Other Long-Term Liabilities000Total
Liabilities000EquityCommon Stock000Retained
Earnings000Treasury Stock000Paid in Capital & Other000Total
Equity000Total Liabilities and Equity000
Return to Part II
Ratios1Complete Part II to Construct the Ratios Historical
RatiosProjected
Ratios12/31/9912/31/9912/31/9912/31/9912/31/99Current
RatioERROR:#DIV/0!ERROR:#DIV/0!Current
RatioERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!Quick
RatioERROR:#DIV/0!ERROR:#DIV/0!Quick
RatioERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!Total
Debt-to-Total-Assets
RatioERROR:#DIV/0!ERROR:#DIV/0!Debt-to-Total-Assets
RatioERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!Total
Debt-to-Equity RatioERROR:#DIV/0!ERROR:#DIV/0!Debt-to-
Equity
RatioERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!Times-
Interest-Earned RatioNANATimes-Interest-Earned
RatioNANANAInventory
TurnoverERROR:#DIV/0!ERROR:#DIV/0!Inventory
TurnoverERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!Fixe
d Assets TurnoverERROR:#DIV/0!ERROR:#DIV/0!Fixed
Assets
TurnoverERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!Tota
l Assets TurnoverNANATotal Assets
TurnoverERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!Acc
ounts Receivable TurnoverNANAAccounts Receivable
TurnoverNANANAAverage Collection
PeriodERROR:#DIV/0!ERROR:#DIV/0!Average Collection
PeriodERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!Gross

Profit Margin %ERROR:#DIV/0!ERROR:#DIV/0!Gross Profit
Margin
%ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!Operating
Profit Margin %ERROR:#DIV/0!ERROR:#DIV/0!Operating
Profit Margin
%ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ROA
%ERROR:#DIV/0!ERROR:#DIV/0!ROA
%ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ROE
%ERROR:#DIV/0!ERROR:#DIV/0!ROE
%ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!
Return to Part II
/xl/drawings/drawing20.xml#'PART%20II'!A1

Module 9Talk MovesDue October 24, 2022, 1159 PM.docx

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Module 9Talk MovesDue October 24, 2022, 1159 PM.docx