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 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 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 ...

1. 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
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

2. 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
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

3. 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
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

4. this information> It is quite okay to do a BCG/IE for BOTH
geographic and by product revenues/profits. To develop BCG
and IE matrices, Step 1: enter in the corresponding profits you
are prompted for in the boxes (for the corresponding divisions)
below. Also, change the division name to match your case (The
2 division example is for domestic and international.) Pie slices
are automatically calculated and labeled. In the example profits
were 500 million and 800 million. Do not put a M or B to
signal million or billion. If you can not find profit information,
estimate this and explain to the class during your presentation.
At a bare minimum, have the appropriately sized circles (even if
you do not use pie slices). However, an educated profit
estimation is more prudent if divisional profits are not
reported.BCG 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 AmericaAsiaEuropeProfits500800RevenuesScroll
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

5. 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
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)LeverageLiquidity Working Capital Cash FlowIndustry
Position (IP)Growth PotentialFinancial StabilityEase of Entry
into MarketResource UtilizationProfit
PotentialRatingsCompetitive Position (CP)Market ShareProduct
QualityCustomer LoyaltyTechnological know-howControl over
Suppliers and DistributorsStability Position (SP)Rate of
InflationTechnological ChangesPrice Elasticity of
DemandCompetitive PressureBarriers to Entry into
MarketINSTRUCTIONS FOR GRAND Matrix<ONLY ENTER
DATA IN THE LIGHT GREEN BOXES>1.Type your company
in the appropriate quadrant to the right. Click in the remaining
quadrants and press the space bar to avoid Excel placing a 0 in
those respective quadrants. You may also enter a competitor
into the other quadrants, or your firms divisions.Quadrant
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

6. 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 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
RatingsOpportunities1.02.03.04.05.06.07.08.09.010.0ThreatsAS
RatingsAS Ratings1.02.03.04.05.06.07.08.09.010.0StrengthsAS
RatingsAS
Ratings1.02.03.04.05.06.07.08.09.010.0WeaknessesAS
RatingsAS
Ratings1.02.03.04.05.06.07.08.09.010.0INSTRUCTIONS 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)Debt Financing
PercentStock Financing PercentMust Equal 1.0Amounted
NeededInterest Rate (decimal form)0.0Tax Rate (decimal
form)Current Shares OutstandingShare PriceNew Shares
OutstandingDO NOT ENTER DATA IN "NEW SHARES
OUTSTANDING" BOX. THIS IS DONE FOR
YOU.ERROR:#DIV/0!Scroll 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

7. charts to be compared. If your company's year end is (for
example) in July 2014, and the competitors is in December
2013. It is not the end of the world, just enter the most recent
data and tell the class this when you present the charts. All data
should be in millions.2.Do not use the historical percent change
method blindly for determining the respective proforma year.
The respective proforma year information should be estimates
based on the financial numbers from your recommendations.
The template only performs proforma data for your
company.3.Scan the financial charts (click the blue link below)
and select graphs that reveal the most information. It is not
expected nor a wise use of time to discuss every graph.Your
CompanyTop CompetitorClick Here to View Financial
GraphsWarning, 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 30201220132014201520162017RevenueNet
IncomeAssetsLiabilitiesCashGoodwill +
IntangiblesInventoryLong Term DebtStockholders' EquityCost
of Goods SoldCurrent AssetsCurrent LiabilitiesAccounts
ReceivableHistorical Year 1Historical Year 2Historical Year
30201220132014RevenueNet
IncomeAssetsLiabilitiesCashGoodwill +
IntangiblesInventoryLong Term DebtStockholders' EquityCost
of Goods SoldCurrent AssetsCurrent LiabilitiesAccounts
Receivable2The ratios below are calculated for you
automatically using the equations given (there are slightly
different ways to calculate the same ratio.) You may cut and
paste special this into your power point or you may use the
graphs that are also generated for you automatically. If you are
getting a number different from one published online for a ratio,
it is likely the online version used a different equation for the
ratios, rounding, a different year was used, or maybe you just
entered the data wrong (typo). The answers the template
generates are 100% accurate because they come straight from
the data you entered off the financial statements. Just make sure

8. 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).
00201220132014201520162017201220132014Current
RatioERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR
:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERR
OR:#DIV/0!ERROR:#DIV/0!Quick
RatioERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR
:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERR
OR:#DIV/0!ERROR:#DIV/0!Long Term Debt to
EquityERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERRO
R:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ER
ROR:#DIV/0!ERROR:#DIV/0!Inventory
TurnoverERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERR
OR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!E
RROR:#DIV/0!ERROR:#DIV/0!Total Assets
TurnoverERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERR
OR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!E
RROR:#DIV/0!ERROR:#DIV/0!Accounts Receivable
TurnoverERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERR
OR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!E
RROR:#DIV/0!ERROR:#DIV/0!Average Collection
PeriodERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERRO
R:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ER
ROR:#DIV/0!ERROR:#DIV/0!Gross Profit
MarginERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERRO
R:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ER
ROR:#DIV/0!ERROR:#DIV/0!Net Profit
MarginERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERRO
R:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ER
ROR:#DIV/0!ERROR:#DIV/0!Return on Total Assets
(ROA)ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERRO

9. R:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ER
ROR:#DIV/0!ERROR:#DIV/0!Return on Equity
(ROE)ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERRO
R:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ER
ROR:#DIV/0!ERROR:#DIV/0!Click 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
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

10. 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
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 Position<Go to the IE Matrix Tab for the Revenue/Profit
Table to Inset Into Your Project>High
Medium
Low1.0
.50
0.0High+20StarQuestion Mark
ProfitsDomesticDomestic500International800InternationalIntern

11. ational800Domestic500IndustrySalesGrowthMedium 0Cash
CowDogRate(Percentage)Low -20Relative Market Share
PositionHigh
Medium
Low1.0
.50
0.0High+20StarQuestion MarkMenProfit0Remaning
Profits0WomenIndustryProfit0SalesRemaning
Profits0GrowthMedium 0Cash
CowDogRate(Percentage)ChildrenProfit0Remaning Profits0Low
-20Relative Market Share PositionHigh
Medium
Low1.0
.50
0.0High+20StarQuestion MarkNorth AmericaProfit0Remaning
Profits0South AmericaIndustryProfit0SalesRemaning
Profits0GrowthMedium 0Cash
CowDogRate(Percentage)AsiaProfit0Remaning
Profits0EuropeProfit0Remaning Profits0Low -20
500 800 800 500 0 0 Women Profit Remaning
Profits 0 0 0 0 0 0 0 0 0 0 0
0
IEscroll down for 3 and 4 division IELook to the Right of Each
Matrix for Previously Entered Segment DataDon'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 1.0Adjust
Circles Manually.
4.0IIIIIIDomesticInternationalRevenues00HighProfits5008003.0
IVVVITheEFETotalMediumWeightedScores2.0VIIVIIIIXLow1.
0The Total IFE Weighted ScoresStrong
Average Weak4.0 to 3.0
2.99 to 2.0 1.99 to
1.04.0IIIIIIAdjust Circles

12. ManuallyMenWomenChildrenRevenues000HighProfits0003.0IV
VVITheEFETotalMediumWeightedScores2.0VIIVIIIIXLow1.0T
he Total IFE Weighted ScoresStrong
Average Weak4.0 to 3.0
2.99 to 2.0 1.99 to
1.04.0IIIIIIAdjust Circles ManuallyNorth AmericaSouth
AmericaAsiaEuropeRevenues0000HighProfits00003.0IVVVIThe
EFETotalMediumWeightedScores2.0VIIVIIIIXLow1.0
800 500
500 800
0 0 0 0 Women Profit Remaning Profits 0
0 0 0 0 0
0 0 0 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-axis0.0CPIPY-axis0.0-
7-6-5-4-3-2-11234567-1-2-3-4-5-6-
7DefensiveSPCompetitiveInternal Analysis: External
Analysis:Financial Position (FP)Stability Position (SP)Return
on Investment (ROI)0Rate of Inflation0Leverage0Technological
Changes0Liquidity 0Price Elasticity of Demand0Working
Capital 0Competitive Pressure0Cash Flow0Barriers to Entry
into Market0Financial Position (FP) Average0.0Stability
Position (SP) Average 0.0Internal Analysis: External
Analysis:Competitive Position (CP)Industry Position (IP)Market
Share0Growth Potential0Product Quality0Financial
Stability0Customer Loyalty0Ease of Entry into
Market0Technological know-how0Resource Utilization0Control
over Suppliers and Distributors0Profit Potential0Competitive
Position (CP) Average0.0Industry Position (IP) Average0.0

13. 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
Start00OpportunitiesWeightASTASASTAS1.00.0000.0000.002.
00.0000.0000.003.00.0000.0000.004.00.0000.0000.005.00.0000.
0000.006.00.0000.0000.007.00.0000.0000.008.00.0000.0000.00
9.00.0000.0000.0010.00.0000.0000.00ThreatsWeightASTASAS
TAS1.00.0000.0000.002.00.0000.0000.003.00.0000.0000.004.00
.0000.0000.005.00.0000.0000.006.00.0000.0000.007.00.0000.00
00.008.00.0000.0000.009.00.0000.0000.0010.00.0000.0000.00sc
roll
down00StrengthsWeightASTASASTAS1.00.0000.0000.002.00.0
000.0000.003.00.0000.0000.004.00.0000.0000.005.00.0000.000
0.006.00.0000.0000.007.00.0000.0000.008.00.0000.0000.009.00
.0000.0000.0010.00.0000.0000.00WeaknessesWeightASTASAS
TAS1.00.0000.0000.002.00.0000.0000.003.00.0000.0000.004.00
.0000.0000.005.00.0000.0000.006.00.0000.0000.007.00.0000.00
00.008.00.0000.0000.009.00.0000.0000.0010.00.0000.0000.00T
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$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!0Percent Stock0Percent

14. StockRecessionNormalBoomRecessionNormalBoomEBIT$0$0$
0$0$0$0Interest 000000EBT000000Taxes000000EAT000000#
SharesERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERRO
R:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!EPSERROR:#DIV/0
!ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DI
V/0!ERROR:#DIV/0!
EPS-EBIT Graph
EPS-EBIT Graph
Common Stock Financing0 0 0 0 0 0 Debt
Financing 0 0 0 0 0 0
Financial ChartsClick Here to Return to Start Page
Revenue (in millions)
2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016 2017
Net Income (in millions)
2012 2013 2014 2015 2016 2017 2012 2013 2014 201 5 2016
2017
Assets (in millions)
2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016 2017
Goodwill + Intangibles (in millions)
0 2012 2013 2014 2015 2016 2017 0 2012 2013 2014 2015
2016 2017
Liabilities (in millions)
2012 2013 2014 2015 2016 2017 2012 2013 2014 20 15 2016
2017
Cash (in millions)
2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016 2017
Inventory (in millions)
0 2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016
2017
Long Term Debt (in millions)
0 2012 2013 2014 2015 2016 2017 2012 2013 20 14 2015
2016 2017
Stockholders' equity (in millions)
0 2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016
2017
Stockholders' equity (in millions)

15. 0 2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016
2017
Cost of Goods Sold (in millions)
0 2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016
2017
Net Income (in millions)
2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016 2017
Cost of Goods Sold (in millions)
0 2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016
2017
Current Assets (in millions)
0 2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016
2017
Current Assets (in millions)
0 2012 2013 2014 2015 2016 2017 2012 2013 20 14 2015
2016 2017
Current Liabilities (in millions)
0 2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016
2017
Current Liabilities (in millions)
0 2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016
2017
Accounts Receivable (in millions)
0 2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016
2017
Accounts Receivable (in millions)
0 2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016
2017
Assets (in millions)
2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016 2017
Liabilities (in millions)
2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016 2017
Cash (in millions)
2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016 2017
Goodwill + Intangibles (in millions)
0 2012 2013 2014 2015 2016 2017 0 2012 2013 2014 2015

16. 2016 2017
Inventory (in millions)
0 2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016
2017
Long Term Debt (in millions)
0 2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016
2017
Revenue (in millions)
2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016 2017
Financial RatiosClick here to Return to Start Page
Current Ratio
0 2012 2013 2014 2015 2016 2017 0 0 0 0 0 0
0 0 0 0
ROA
0 2012 2013 2014 2015 2016 2017 0 0 0 0 0 0
0 2012 2013 2014 2015 2016 2017 0 0 0
ROE
0 2012 2013 2014 2015 2016 2017 0 0 0 0 0 0
0 2012 2013 2014 2015 2016 2017 0 0 0
Quick Ratio
0 2012 2013 2014 2015 2016 2017 0 0 0 0 0 0
0 2012 2013 2014 2015 2016 2017 0 0 0
Long Term Debt to Equity Ratio
0 2012 2013 2014 2015 2016 2017 0 0 0 0 0 0
0 2012 2013 2014 2015 2016 2017 0 0 0
Inventory Turnover Ratio
0 2012 2013 2014 2015 2016 2017 0 0 0 0 0 0
0 2012 2013 2014 2015 2016 2017 0 0 0
Total Assets Turnover Ratio
0 2012 2013 2014 2015 2016 2017 0 0 0 0 0 0
0 2012 2013 2014 2015 2016 2017 0 0 0
Accounts Receivable Turnover Ratio
0 2012 2013 2014 2015 2016 2017 0 0 0 0 0 0
0 2012 2013 2014 2015 2016 2017 0 0 0
Average Collection Period Ratio
0 2012 2013 2014 2015 2016 2017 0 0 0 0 0 0

17. 0 2012 2013 2014 2015 2016 2017 0 0 0
Gross Profit Margin Ratio
0 2012 2013 2014 2015 2016 2017 0 0 0 0 0 0
0 2012 2013 2014 2015 2016 2017 0 0 0
Net Profit Margin Ratio
0 2012 2013 2014 2015 2016 2017 0 0 0 0 0 0
0 2012 2013 2014 2015 2016 2017 0 0 0
Template Instructions
1. Read all instructions on the Template for detailed advice and
tips.
2. Never type in a red area unless otherwise noted. Save
frequent backup copies of this
Template in case you do this by mistake.
3. If you have a problem viewing any of your text on a long
sentence, select the problem
cell and use the text wrap feature. It can be found under the
“home” tab on Excel 2007.
You may have to click wrap text tw ice (just a bug in Excel).
4. To get your matrices and charts into Excel or Power Point,
highlight them and then copy
and paste special into Word or Power Point. If you don’t use
paste special then it will not
work properly.
5. Paste special will give you several options, be sure to use the
“MS Excel Worksheet
Object” Option. You must also check “paste” or “paste link”
6. The advantages of using the “paste link” option are as you
change the data in Excel it will
change in your Word or Power Point file provide both are open.
This is a nice feature as
if you decide to change some data, you don’t have to paste
special everything back over
into Power Point or Word.
7. The advantage of just using “paste” option is your file is not
linked to Excel . If

18. something where to happen with Excel or MS Office wants to
be temperamental on the
day of your presentation, and you had checked the “paste link”
option, then your data will
not show on Word or Power Point.
8. You may also use a program called Jing, found at
http://www.techsmith.com/jing.html
to copy the matrices and save as jpeg files for later entry into
Power Point. The program
is free.