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 CPM
CPM Click The Blue Buttons Below to Navigate Part 1 More Efficiently
Strengths
BCG
BCG Matrix
Opportunities
Opportunities Matrix Threats
Threats
Strengths Weaknesses
Weaknesses
SWOT
SWOT SPACE
SPACE Matrix
Matrix GRAND
IE
IEMatrix
Matrix Perceptual
QSPM
QSPM
PerceptualMaps
Maps
GRAND HOME

Welcome to the Free Excel Student Template Versio

Dear Student,
By using this Template, you hereby agree to the Copyright terms and conditions. This Template should save you considerable ti
more professional. Do not mistake this Template for doing all of the work. Your assignment is to analyze and present strategies
need to do the research and enter key internal and external information into the Template. The Template does not gather or prio
assimilate information you enter in a professional way and does many calculations for you once that critical information is ente
textbook for conceptual guidelines for developing all matrices and analyses included in this Template. Best of luck with your p

Instructions for Using the Template

Please read all Template instructions below carefully before you start each new section of this Template. Only type in the green
textbook for conceptual guidelines for every matrix and analysis in this Template.

This Template is organized into three primary parts:View IFE

Part Matrix
I, Part II, and the respective data output pages for your respective mat
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 i
statements, and projected financial statements. Blue buttons are provided for navigating within and to Part I, yellow buttons are
orange buttons are for navigating to the respective matrices and pink buttons are for navigating to your financial output tables.
Part I and Part II may not be visible for Apple users but all other features should work without any problems.

Strengths and Weaknesses

Enter into the Template exactly 10 strengths and 10 weaknesses, no more and no less. Your factors should be detailed and action
strength: "Sales up nicely" is too vague and not actionable; "Sales were up 15% on women's apparel in China during 2015" is st
terms of divisions when writing strengths and weaknesses. Note women's apparel could be a division for Nike. All divisions do
more coverage for divisions with more revenue and those most pertinent to your strategic plan.

Weights reveal how important a factor is to being successful in the industry. All weights are "industry-based." A factor of 0.10
than a factor of 0.02 for being successful in the industry. Do not be afraid to include factors with lower weights though. To hav
strengths for example out of the 100s the firm likely has), justifies its importance, yet it still may be relatively a lot less importa
include. Also, be mindful with respect to what industry your firm operates. A moderate priced casual hamburger restaurant ma
priced chicken restaurant than with McDonalds. Automatically considering McDonalds, Burger King, and Wendy's as the "indu
hamburgers may not be appropriate. Here, casual moderated priced restaurants may serve better as the "industry." After entering
sum of your weights equals 1.0 for your internal factors. Also, arrange your strengths with highly weighted factors listed first;
highly weighted factors listed first.
In contrast to weights that are industry-based, ratings are company-based and reveal how well your firm is performing. Use the
in an IFE Matrix: If your strengths are being cut off, simply drag your cursor between the two row numbers on the left to wide

1 = "major weaknesses"
2 = "minor weaknesses" View IFE Matrix
3 = "minor strength"
4 = "major strength"

Strengths

View EFE Matrix

Weaknesses

Total Weight (Must Equal 1.00)

Opportunities and Threats

Enter into this Template exactly 10 opportunities and 10 threats, no more no less. Your factors should be detailed and actionable
opportunities and threats should be external in nature. Ask yourself "Does the firm have control over this factor?" If the answer
or threat. For example, as a clothing retailer you may have an opportunity to "start selling clothes in China." This is not an opp
internal control over doing business in China, and 2) the statement is a strategy. The underlying opportunity may be "Women in
apparel in 2015." Note how this opportunity is specific, actionable, divisional, and external (we cannot control the culture or de
divisions do not need to be treatedView
equally,
EFE allow more coverage for divisions with more revenue and those most pertinent to yo
Matrix

Weights reveal how important a factor is to being successful in the industry. Read over the #2 tip under strengths and weakness
the external factors. After entering in the weights, check to make sure your sum of weights equals 1.0 for all 20 external factors
weight items first.

Ratings again are company-based and reflect how well the firm is addressing the particular factor. Use the coding scheme given
your opportunities are being cut off, simply drag your cursor between the two row numbers on the left to widen the row.

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 factorView CPM Matrix
is superior"

Opportunities

Threats

View CPM Matrix

 Total Weight (Must Equal 1.00)

BCG
Competitive Profile Matrix (CPM)
To perform the CPM, enter exactly 12 critical success factors, no more and no less. You may use some of the ones listed below
more pertinent to your company. For example, if your case is Delta Airlines, perhaps include on time arrival, extra fees, and fre
the canned factors below. In a CPM, factors do not need to be overly specific, but they should be divisional in nature to the exte
your factors should be about the firm's soda business, Frito Lay business, bottling business, etc. rather than just general "advert
(business) are you referring to? Frito Lay's advertising, soda marketing, etc. All divisions do not need to be treated equally; allo
revenue and those most pertinent to your strategic plan.

After entering in 12 critical success factors, enter in aBCG

weight for each factor; weights are industry-based. Be sure to check the
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 t

After entering in your weights, type the name of your company and two other competitors in the corresponding boxes.

After entering in the weights and identifying your company and two rival firms, then enter in a Rating (company-based) in the "
organization. DO NOT ASSIGN THE COMPANIES THE SAME RATING; TAKE A STAND; MAKE A CHOICE. In a CPM,
for ratings.

1 = "major weaknesses"
2 = "minor weaknesses"
3 = "minor strength" IE
4 = "major strength"

Enter 12 Factors Below

Advertising
Market Penetration
Customer Service
Store Locations
R&D
Employee Dedication
IE Financial Profit
 IE
Customer Loyalty
Market Share
Product Quality
Top Management
Price Competitiveness

SPACE

Boston Consulting Group (BCG) Matrix

This 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 data).

In 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.

After 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.

Finally, 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.

Everything 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)

Internal - External (IE) Matrix

This 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.

Company wide EFE and IFE scores are automatically entered once you complete the EFE and IFE Matrices.

Enter in estimated EFE and IFE Scores for your respective divisions.

This Template's IE matrix does not produce pie SPACE

slices to show profits.

Enter The Name Of Your Firm

Perceptual Map

Enter 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).
 SPACE Matrix
Include five (and only five) factors to assess each SPACE axis: Financial Position (FP), Stability Position (SP),
Competitive Position (CP), and Industry Position (IP).

Enter the five factors you wish to use each for FP, SP, CP, and IP and the corresponding rating each factor should
receive. You may use the factors provided here, but try to determine key factors related to your company and industry
in the same manner you did with the CPM. The calculations are done automatically and the rating scale is provided
below.

Enter 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.

Perceptual Map
FP and IP
Positive 1 (worst) to Positive 7 (best)

CP and SP
GRAND
Negative 1 (best) to Negative 7 (worst)

Enter The Name Of Your Firm

Financial Position (FP)

Return on Investment (ROI)
Leverage
Liquidity GRAND
Working Capital
Cash Flow

Industry Position (IP)

Growth Potential
Financial Stability SWOT
Ease of Entry into Market
Resource Utilization
Profit Potential

QSPM

Competitive Position (CP)

Market Share
Product Quality
Customer Loyalty
Technological know-how
Control over Suppliers and Distributors

Stability Position (SP)

Rate of Inflation
Technological Changes
Price Elasticity of Demand
Competitive Pressure
Barriers to Entry into Market

Your firm's X-axis

Your firm's Y-axis

Competitor 1

Estimated FP
Estimated IP
Estimated CP
Estimated SP

Competitor 1's X-axis

Competitor 1's Y-axis

Competitor 2

Estimated FP
Estimated IP
Estimated CP
Estimated SP
 Competitor 2's X-axis
Competitor 2's Y-axis

Perceptual Map
In this Template's Perceptual Map, you may include for up to 10 product categories.

Enter 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."

Enter 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.

To 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 veryQSPMexpensive 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-axis

Left Side of the X Name (low calorie)

Right Side of the X Name (high calorie)

Enter The Name of the Dimensions on the Y-axis

Bottom Side of the Y Name (low cost)

Top Side of the Y Name (high cost)

Enter in up to 10 products

Grand Strategy Matrix

The Grand Strategy Matrix allows for entry of your firm and up to 5 divisions

Rank the X axis from 1 (Extremely Weak Competitive Position) to 9 (Extremely Strong Competitive Position)

Rank the Y axis from 1 (Extremely Slow Market Growth) to 9 (Extremely Rapid Market Growth)

Name of your Firm

Name of Division 1
Name of Division 2
Name of Division 3
Name of Division 4
Name of Division 5

SWOT
Click on the SWOT Hyperlink below and add your SO,WO,ST, and WT Strategies.
 QSPM

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.

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 applicable
1 = Not attractive
2 = Somewhat attractive
3 = Reasonably attractive
4 = Highly attractive

Strengths
0
0
0
0
0
0
0
0
0
0

Weaknesses
0
0
0
0
0
0
0
0
0
0

Opportunities
0
0
0
0
0
0
0
0
0
0

Threats
0
0
0
0
0
0
0
0
0
0
You have completed Part 1.
 More Efficiently

HOME

late Version 16.0

you considerable time and allow for your presentation to be

d present strategies for the next three years. You will still
s not gather or prioritize information. It does however
information is entered. Refer to the David & David
of luck with your project.

mplate
ly type in the green boxes. Refer to the David & David

your respective matrices. All data entered will be entered

for your financial information, including ratios, financial
yellow buttons are for navigating within and to Part II,
cial output tables. The navigation buttons along the top of
.

s
e detailed and actionable rather than vague. For example, the
a during 2015" is stated far better. Always be thinking in
ke. All divisions do not need to be treated equally; allow

." A factor of 0.10 for example is 5 times more important

ghts though. To have a factor make your top 10 list (10
y a lot less important to the industry than others factors you
urger restaurant may have more in common with a moderate
Wendy's as the "industry" just because they all sell
stry." After entering in the weights, check to make sure the
factors listed first; arrange your Weaknesses also with
erforming. Use the coding scheme given below for ratings
on the left to widen the row.

Weight Rating

Weight Rating

0.00

ts
ailed and actionable rather than vague. Keep in mind both
tor?" If the answer is yes, then it cannot be an opportunity
This is not an opportunity for two reasons: 1) the firm has
may be "Women in China spent 20% more on athletic
rol the culture or demand for female athletic apparel). All
most pertinent to your strategic plan.

ngths and weaknesses above since the same logic applies for
20 external factors. List factors according with highest

oding scheme given below for ratings in an EFE Matrix. If

den the row.

Weight Rating

Weight Rating
 0.00

CPM)
e ones listed below if you like but try to use ones that are
l, extra fees, and frequent flyer points as factors, rather than
n nature to the extent possible. If Pepsi Co. is your firm,
ust general "advertising." advertising for what division
reated equally; allow more coverage for divisions with more

e sure to check the bottom of the "Enter Weight Below"

nd a factor or two to receive a high weight of say 0.20.

ing boxes.

pany-based) in the "Enter Rating Below" column for each

HOICE. In a CPM, use the coding scheme provided below

Weight You Competitor Competitor

Enter Ratings Below

 0.00

) Matrix
 Top Firm in Division
Your Firm's Industry Market Relative
Division Division Growth Rate Market Share
Revenues Revenues (Step 4) Position

#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!

trix

Your Firm's
Estimated Estimated
Division
IFE Score EFE Score
Revenues
Ratings
Ratings

0.0
0.0

0
0
0
0
X - axis Y - axis
Rating Rating

X-axis Y-axis score

score
 Strategy
Strategy Two
One

AS Ratings AS Ratings

AS Ratings AS Ratings
AS Ratings AS Ratings

AS Ratings AS Ratings
 EPS/EBIT Analysis
Preliminary Financial Company Valuation
Data

Preliminary Financial Data

1 Enter in your preliminary financial data below for your company. This data is used to construct financial statements, finan

Income Statement Information

Reporting Date 12/31/2012 12/31/2013

Revenue $11,707,000,000 $12,928,000,000

Cost of Goods Sold $7,543,000,000 $8,288,000,000

Operating expenses $3,412,000,000 $3,746,000,000

Interest Expense $0 $0

Non-recurring Events $0 $0

Tax $286,000,000 $343,000,000

Balance Sheet Information

Current Assets 12/31/2012 12/31/2013

Cash and equivalents $448,000,000 $305,000,000

Accounts Receivable $200,000,000 $240,000,000

Inventory $500,000,000 $409,000,000

Other Current Assets $980,000,000 $1,020,000,000

 Long Term Assets

Property, plant &

$2,400,000,000 $2,558,000,000
equipment

Goodwill $491,000,000 $650,000,000

Intangibles $65,000,000 $65,000,000

Other Long-term
$210,000,000 $291,000,000
Assets

Current Liabilities

Accounts Payable $250,000,000 $300,000,000

Other Current
$752,000,000 $782,000,000
Liabilities

Long Term Liabilities

Long-term Debt $24,000,000 $27,000,000

Other Long-term
$0 $0
Liabilities

Equity

Common Stock $3,802,000,000 $3,878,000,000

Retained Earnings $466,000,000 $551,000,000

Treasury Stock $0 $0

Paid in Capital & Other $0 $0

 Company Valuation
1 Enter 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
company.

Whole Foods Market

Stockholders' Equity 4,429,000,000 Note: Determined after you comple

Net Income 551,000,000 Note: Determined after you comple

Note: Determined after you comple

EPS 1.47
outstanding below.

Note: Using Current # shares outsta

# Shares Outstanding 374,500,000
(issued) on the last day of the fiscal

Note: Current Stock price is fine, or

Stock Price 58.50
year.

Goodwill & Intangibles 715,000,000 Note: Determined after you comple

Rival Firm's Name

Rival Firm Valuation
Stockholders' Equity

Net Income

EPS

# Shares Outstanding

Stock Price

Goodwill & Intangibles

 EPS/EBIT Analysis
1 Enter in the corresponding data below for your firm.

2
If you notice little to no change in EPS with stock vs debt financing, the total amount of your recommendations is likely to
recommending defensive strategies where you are not acquiring substantial new capital.

Recession Normal Boom

EBIT $763,200,000 $954,000,000 $1,049,400,000

EPS/EBIT Data

Amount Needed $200,000,000

Interest Rate 0.10

Tax Rate 0.40

Shares Outstanding 374500000

# New Shares Outstanding 3418803

Stock Price $58.50

Combination Financing Data

Percent Equity Used to Finance 60%

Percent Debt Used to Finance 40%

Total Equity and Debt 1.00

Projected Financial Statements

1 Start with the income statement and work your way from top to bottom. Take extreme care to read and understand all note
the David & David textbook for examples and guidelines in developing projected financial statements.
2
After completing the income statement, begin the balance sheet starting with the "dividends to pay" line near the bottom;
first, then work your way up the statement to the liabilities section, then onto the assets, using the top row (Cash) as the pl
item explains further.

3 Take care to read all notes to the right of the line items. Consult Chapter 8 of the David & David textbook for excellent ex
statements.

Enter in Dividends Paid

$0 Note: Enter the total dollar amount
for most recent year
financial statements. For example, i
off 000) or millions (dropped off 00

Projected Years (
Historical
Income Statement Numbers (see
notes)

12/31/14

Revenues 10% 2.00%

Cost of Goods Sold 64% 64.11%

Operating Expenses 29% 28.98%

Interest Expense $0 $3,040,000

 Tax 38% 40%

Non-Recurring Events 0 $0

Scroll Down for Balance Sheet

Work from the bottom of the Projected Balance Sheet to the top

Projected Years (
Balance Sheet (Start at the bottom)Historical Dollar
Amount Paid
Read the message to the right, then

Assets 12/31/14

Cash and Equivalents $305,000,000 $300,000,000

Accounts Receivable $240,000,000 $20,000,000

Inventory $409,000,000 $50,000,000

Other Current Assets $1,020,000,000 $0

Property Plant &

$2,558,000,000 $100,000,000
Equipment
 Goodwill $650,000,000 $10,000,000

Intangibles $65,000,000 $0

Other Long-Term
$291,000,000 $0
Assets

Liabilities 12/31/2014

Accounts Payable 300,000,000 0

Other Current
782,000,000 0
Liabilities

Long-Term Debt 27,000,000 0

Other Long-Term
0 0
Liabilities

Equity 12/31/2014

Common Stock 3,878,000,000 200,000,000

Treasury Stock 0 0

Paid in Capital & Other 0 0

Retained Earnings 551,000,000 445,304,000

Total Dividends to Pay START HERE $100,000,000

alysis
Projected Financial HOME
Statements

ncial Data
uct financial statements, financial ratios, and much more.

rmation

Enter all as Dollar Amounts. Make sure the oldest year is entered into
12/31/2013 Column 1 throughout this Template

$12,928,000,000

Income Statement
$8,288,000,000

$3,746,000,000

$0 Note: If receiving interest credit, enter as NEGATIVE number

$0 Note: If NEGATIVE enter as negative number. Generally this line is for

"discontinued operations" and 90% of the time you will enter 0

$343,000,000 Note: If receiving a tax credit, enter as NEGATIVE number

mation

12/31/2013
Balance Sheet
$305,000,000

$240,000,000

$409,000,000

$1,020,000,000
$2,558,000,000

$650,000,000

$65,000,000

$291,000,000

$300,000,000

$782,000,000

$27,000,000

$0

$3,878,000,000

$551,000,000

$0 Note: Enter as negative number

$0
Balance Sheet
uation
ival can be a firm you wish to acquire or simply just to compare to your case

Company Valuation

Determined after you complete the preliminary section.

Determined after you complete the preliminary section.

Determined after you complete the preliminary section and enter in # shares
nding below.

Using Current # shares outstanding is okay or # of shares outstanding

d) on the last day of the fiscal year.

Current Stock price is fine, or the closing price on the last day of the fiscal

Determined after you complete the preliminary section.

Firm Valuation
nalysis

r recommendations is likely too low. Unless of course, you are

EPS/EBIT Analysis

Note: This number is the total cost of your recommendations.

Note: Enter as a decimal.

Note: Enter as a decimal.

Note: Enter in under Company Valuation on this page.

Note: Calculated automatically

Note: Enter in under Company Valuation on this page.

g Data

Note: Enter as a decimal.

Note: Enter as a decimal.

Note: Must equal 1.0. Check the two line items above.

Statements
o read and understand all notes provided by each line item. See Chapter 8 in
tatements.
 to pay" line near the bottom; finish the equity section of the balance sheet
ng the top row (Cash) as the plug figure. A detailed note beside the cash line

avid textbook for excellent explanations and tips for constructing projected

Percentages in the Projected Income Statemen

Enter the total dollar amount in the same manner you did with your
recent year. For example, if you enter in 10% fo
ial statements. For example, if you entered numbers in thousands (dropped
year 2, the Template will use the equation (1.10
0) or millions (dropped off 000,000) enter this number the same way
projected year 2 revenues. For line items in th
requesting dollar amounts, please read the note
calculations work the same way a
Projected Years (earliest to latest)

Historical Percent Notes Below. Enter your data in

12/31/15 12/31/16
Notes describe.

Historical Note: Difference the two most recent yea

5% 10% you expect based on your recommendations. Do no
provided. Enter as percent.

Historical Note: Percent of Sales in the most recent

64% 64% all three projected years unless you believe COGS
drastically. Enter as percent.

Historical Note: Percent of Sales in the most recent

29% 29% all three projected years unless you believe Operati
change drastically. Enter as percent.

Historical Note: Dollar amount of interest paid in th

NEW NET dollar amounts of interest you will forec
recent interest payment was $500 and you plan on a
$0 $0 projected year 1, simply enter in $20 for year one. I
number is more likely to increase more than if finan
dollar amount. If you anticipate less interest expens
negative number.
 Historical Note: Tax Rate in most recent year. You
40% 40% throughout unless you expect a large increase/decre
EBT. Enter as percent.

Historical Note: Dollar amount of Non-Recurring E

$0 $0
as $0 in ever year. Enter as dollar amount.

ce Sheet

Balance Sheet to the top

Projected Years (earliest to latest)

The projected Balance Sheet is designed f

the message to the right, then start at the bottom with dividends.
ADDITIONAL DOLLAR VALUES (except fo
Template will add these values to the existing nu
adding $1,000 in inventory in projected year 1,
$800 of its existing inventory from the prior y
$800) in the corresponding box and the Templa
most recent historical year Inventory number

12/31/15 12/31/16

Historical Note: Cash value in the most recent

Statements Tab, take Total Liabilities and Equ
(BEFORE) adding in Cash and Equivalents and
$300,000,000 $300,000,000
each of the 3 corresponding boxes to the left. Be
each projected year. If your cash number appears
of the textbook for more in

$20,000,000 $20,000,000

$50,000,000 $50,000,000

$0 $0
Historical Note: The values are for the most rece
new (not cumulative) dollar amounts for each item
$100,000,000 $100,000,000 for the Cash and Equivalents line). If you are pur
Equipment in Projected Year 1, and keeping exist
$200 into the first projected year. If you plan to al
then you would enter in a negative $100 into Proj
line time, it is not how fast you get the numbers
writing a few lines ab
 Historical Note: The values are for the most rece
new (not cumulative) dollar amounts for each item
for the Cash and Equivalents line). If you are pur
Equipment in Projected Year 1, and keeping exist
$200 into the first projected year. If you plan to al
then you would enter in a negative $100 into Proj
$10,000,000 $10,000,000 line time, it is not how fast you get the numbers
writing a few lines ab

$0 $0

$0 $0

12/31/2015 12/31/2016

0 0

0 0 Historical Note: The values are for the most recent

(not cumulative) dollar amounts for each item for
if you do not plan to take on any additional long te
0 0 plan to pay off $1,000 in debt in Projected Year 1,
1 long term debt colu

0 0

12/31/2015 12/31/2016

200,000,000 200,000,000
Historical Note: The values are for the most recen
0 0 (additional, not cumulative) Dollar amounts for ea
you change Treasury Stock, you may need to mak
Enter Treasury Stock as a negative number. Read
David textbook.
0 0

472,660,400 530,108,840 Historical Note: The Retained Earnings value is for

new additional (not cumulative) Retained Earnings

Start HERE. Enter the total dollar amount you

forecasted year. If none, enter 0. This line is not cu
to any existing value for dividends. For example, i
$100,000,000 $100,000,000
and you wish to stop dividend payments, enter $0 i
to increase dividends by 10% enter $1,100 into pr
own to see historically what the
e Projected Income Statement will be multiplied by the most
ample, if you enter in 10% for projected revenues in projected
ate will use the equation (1.10 x projected year 1 revenues) =
revenues. For line items in the projected income statement
mounts, please read the note below for the balance sheet. The
ulations work the same way as described there.

otes Below. Enter your data in the EXACT same format as the

erence the two most recent years of data. Enter percent increases
your recommendations. Do not blindly use the historical number
ercent.

cent of Sales in the most recent year. Use a similar percent across
ears unless you believe COGS to sales percent will change
percent.

cent of Sales in the most recent year. Use a similar percent across
ears unless you believe Operating Expenses to sales percent will
nter as percent.

lar amount of interest paid in the most recent year. Enter in the
mounts of interest you will forecasted for each year. If your most
ent was $500 and you plan on a $20 net increase in interest for
ply enter in $20 for year one. If financing through debt, the
y to increase more than if financing through equity. Enter as
u anticipate less interest expense than the year before, enter as a
 Rate in most recent year. You can likely use the same tax rate
u expect a large increase/decrease in revenues and subsequently
nt.

lar amount of Non-Recurring Events. Safe to forecast this number

nter as dollar amount.

d Balance Sheet is designed for you to enter in the NET

DOLLAR VALUES (except for Cash and Equivalents). The
these values to the existing numbers. For Example, if you are
ventory in projected year 1, (but you estimate your firm used
ng inventory from the prior year) just enter in $200 ($1,000-
sponding box and the Template will use the equation ($200 +
orical year Inventory number) = projected year 1 inventory.

Cash value in the most recent year reported. On the Projected

b, take Total Liabilities and Equity and Subtract Total Assets
g in Cash and Equivalents and enter the Cash and Equivalents in
sponding boxes to the left. Be sure to do 3 calculations, one for
. If your cash number appears too high or low, consult Chapter 8
of the textbook for more information.

The values are for the most recent year reported. Enter in the net
e) dollar amounts for each item for each forecasted year (Except
quivalents line). If you are purchasing $200 of Property, Plant &
ected Year 1, and keeping existing PP&E the same, simply enter
rojected year. If you plan to also reduce existing PP&E by $300,
ter in a negative $100 into Projected Year 1. Take care with each
t how fast you get the numbers entered. Reread the hints in red
writing a few lines above.
 values are for the most recent year reported. Enter in the net new
llar amounts for each item for each forecasted year. For example,
take on any additional long term debt in Projected Year 1, but do
00 in debt in Projected Year 1, enter in ($1,000) in Projected Year
1 long term debt column.

he values are for the most recent year reported. Enter in the new
ulative) Dollar amounts for each Item for each forecasted year. If
y Stock, you may need to make an adjustment to Paid in Capital.
ck as a negative number. Read over Chapter 8 of the David and
David textbook.

Retained Earnings value is for the most recent year reported. The
cumulative) Retained Earnings are calculated automatically.

ter the total dollar amount you wish to pay in dividends each
one, enter 0. This line is not cumulative, it does not add the value
e for dividends. For example, if the firm paid $1,000 in dividends
dividend payments, enter $0 in projected year 1 box. If you wish
ds by 10% enter $1,100 into projected year 1 box. Check on your
wn to see historically what the firm was paying.
 IFE Matrix

1 If data is missing here, recheck "Part I"

2 Check to make sure your text is not cut off in the matrix. Return to Part I
Double click (or drag) between the Cell Numbers.
3 To transfer into Word or Power Point, highlight the matrix, then paste special as "picture"

Strengths Weight Rating Weighted Score

1 0 0.00 0 0.00
2 0 0.00 0 0.00
3 0 0.00 0 0.00
4 0 0.00 0 0.00
5 0 0.00 0 0.00
6 0 0.00 0 0.00
7 0 0.00 0 0.00
8 0 0.00 0 0.00
9 0 0.00 0 0.00
10 0 0.00 0 0.00

Weaknesses Weight Rating Weighted Score

1 0 0.00 0 0.00
2 0 0.00 0 0.00
3 0 0.00 0 0.00
4 0 0.00 0 0.00
5 0 0.00 0 0.00
6 0 0.00 0 0.00
7 0 0.00 0 0.00
8 0 0.00 0 0.00
9 0 0.00 0 0.00
10 0 0.00 0 0.00
Total IFE Score 0.00 0.00
 EFE Matrix

1 If data is missing here, recheck "Part I"

Return
ReturntotoPart
PartI I
2 Check to make sure your text is not cut off in the matrix.
Double click (or drag) between the Cell Numbers.
3 To transfer into Word or Power Point, highlight the matrix, then paste special as "picture"

Opportunities Weight Rating Weighted Score

1 0 0.00 0 0
2 0 0.00 0 0
3 0 0.00 0 0
4 0 0.00 0 0
5 0 0.00 0 0
6 0 0.00 0 0
7 0 0.00 0 0
8 0 0.00 0 0
9 0 0.00 0 0
10 0 0.00 0 0

Threats Weight Rating Weighted Score

1 0 0.00 0 0.00
2 0 0.00 0 0.00
3 0 0.00 0 0.00
4 0 0.00 0 0.00
5 0 0.00 0 0.00
6 0 0.00 0 0.00
7 0 0.00 0 0.00
8 0 0.00 0 0.00
9 0 0.00 0 0.00
10 0 0.00 0 0.00
Total EFE Score 0.00 0.00
 CPM Matrix

1 If data is missing here, recheck the "Part I" page.

Return to Part I
2 Check to make sure your text is not cut off in the matrix.
Double click (or drag) between the Cell Numbers.
3 To transfer into Word or Power Point, highlight the matrix, then paste special as "picture"

You Competitor Competitor

Critical Success Factors Weight Rating Score Rating Score Rating Score
Advertising 0.00 0 0.00 0 0.00 0 0.00
Market Penetration 0.00 0 0.00 0 0.00 0 0.00
Customer Service 0.00 0 0.00 0 0.00 0 0.00
Store Locations 0.00 0 0.00 0 0.00 0 0.00
R&D 0.00 0 0.00 0 0.00 0 0.00
Employee Dedication 0.00 0 0.00 0 0.00 0 0.00
Financial Profit 0.00 0 0.00 0 0.00 0 0.00
Customer Loyalty 0.00 0 0.00 0 0.00 0 0.00
Market Share 0.00 0 0.00 0 0.00 0 0.00
Product Quality 0.00 0 0.00 0 0.00 0 0.00
Top Management 0.00 0 0.00 0 0.00 0 0.00
Price Competitiveness 0.00 0 0.00 0 0.00 0 0.00
Totals 0.00 0.00 0.00 0.00
 BCG Return to Part I

1 If data is missing here, recheck the "Part I" page and read step 3.

2 Highlight the entire matrix (not just the inside box), and then paste as paste special picture

3 If 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

Relative Market Share Position

High 1.0 Low 0.0
Stars Question Marks
High 0.20
Industry Sales Growth Rate

Low -0.20 Cash Cows Dogs

s
 paste special picture

on or you entered a
ur firm. This number
venue generator in
if the information

Return to Part I
 IE Return to Part I

1 If data is missing here, recheck the "Part I" page and read step 3.

2 Highlight the entire matrix (not just the inside box), and then paste as paste special picture

3 If 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.

THE IFE TOTAL WEIGHTED SCORES

Strong Weak
4.0 1.0

High
4.0
THE EFE WEIGHTED SCORES

Low
1.0
 SPACE Return to Part I

1 If data is missing here, recheck the "Part I" page and read step 3.

2 Highlight 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.

3 If 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.
FP
Conservative 7.0 Aggressive

5.0

3.0

1.0
CP IP
-7.0 -5.0 -3.0 -1.0
-1.0 1.0 3.0 5.0 7.0
IPI
P
-3.0

-5.0

Defensive -7.0 Competitive

SP

Internal Analysis: External Analysis:

Financial Position (FP) Stability Position (SP)
Return on Investment (ROI) 0 Rate of Inflation
Leverage 0 Technological Changes
Liquidity 0 Price Elasticity of Demand
Working Capital 0 Competitive Pressure
Cash Flow 0 Barriers to Entry into Market
Financial Position (FP) Average 0 Stability Position (SP) Average

Internal Analysis: External Analysis:

Competitive Position (CP) Industry Position (IP)
Market Share 0 Growth Potential
Product Quality 0 Financial Stability
Customer Loyalty 0 Ease of Entry into Market
Technological know-how 0 Resource Utilization
Control over Suppliers and Distributors 0 Profit Potential
Competitive Position (CP) Average 0.0 Industry Position (IP) Average
0
0
0
0
0
0.0

0
0
0
0
0
0.0
 Perceptual Return to Part I
Maps

1 If data is missing here, recheck the "Part I" page and read Step 3.

2 Highlight the entire matrix (not just the inside box), and then paste as paste special pictu

3 If 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.

Top Side of the Y Name (high cost)

Lef Side of the X Name (low calorie)

Bottom Side of the Y Name (low cost)

Right Side of the X Name (high calorie)
 GRAND Return to Part I

1 If data is missing here, recheck the "Part I" page and read Step 3.

2 Highlight the entire matrix (not just the inside box), and then paste as paste special picture

3 If 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.

Rapid Market Growth

Quadrant II Quadrant I

Weak Competitive
Position

Quadrant III Quadrant IV

I
Slow Market Growth
Quadrant I

Strong Competitive
Position

Quadrant IV
SWOT Return to Part I

SO Strategies
1
2
3
4

ST Strategies
1
2
3
4

WO Strategies
1
2
3
4

WT Strategies
1
2
3
4
 QSPM

1 If data is missing here, recheck the "Part I" page.

Return to Part I

3 Check to make sure your text is not cut off in the matrix.
Double click (or drag) between the Cell Numbers.

0 0

Strengths Weight AS TAS AS

1 0 0.00 0 0.00 0
2 0 0.00 0 0.00 0
3 0 0.00 0 0.00 0
4 0 0.00 0 0.00 0
5 0 0.00 0 0.00 0
6 0 0.00 0 0.00 0
7 0 0.00 0 0.00 0
8 0 0.00 0 0.00 0
9 0 0.00 0 0.00 0
10 0 0.00 0 0.00 0

0 0

Weaknesses Weight AS TAS AS

1 0 0.00 0 0.00 0
2 0 0.00 0 0.00 0
3 0 0.00 0 0.00 0
4 0 0.00 0 0.00 0
5 0 0.00 0 0.00 0
6 0 0.00 0 0.00 0
7 0 0.00 0 0.00 0
8 0 0.00 0 0.00 0
9 0 0.00 0 0.00 0
10 0 0.00 0 0.00 0
 0 0

Opportunities Weight AS TAS AS

1 0 0.00 0 0.00 0
2 0 0.00 0 0.00 0
3 0 0.00 0 0.00 0
4 0 0.00 0 0.00 0
5 0 0.00 0 0.00 0
6 0 0.00 0 0.00 0
7 0 0.00 0 0.00 0
8 0 0.00 0 0.00 0
9 0 0.00 0 0.00 0
10 0 0.00 0 0.00 0

0 0

Threats Weight AS TAS AS

1 0 0.00 0 0.00 0
2 0 0.00 0 0.00 0
3 0 0.00 0 0.00 0
4 0 0.00 0 0.00 0
5 0 0.00 0 0.00 0
6 0 0.00 0 0.00 0
7 0 0.00 0 0.00 0
8 0 0.00 0 0.00 0
9 0 0.00 0 0.00 0
10 0 0.00 0 0.00 0
TOTALS 0.00
0

TAS
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

TAS
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0

TAS
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

TAS
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1 Complete Part II to Construct the Financial Statements.

Income Statement 12/31/2012 12/31/2013 Percent Change

Revenues $11,707,000,000 $12,928,000,000 10.43%
Cost of Goods Sold 7,543,000,000 8,288,000,000 9.88%
Gross Profit 4,164,000,000 4,640,000,000 11.43%
Operating Expenses 3,412,000,000 3,746,000,000 9.79%
EBIT 752,000,000 894,000,000 18.88%
Interest Expense 0 0 #DIV/0!
EBT 752,000,000 894,000,000 18.88%
Tax 286,000,000 343,000,000 19.93%
Non-Recurring Events 0 0 #DIV/0!
Net Income 466,000,000 551,000,000 18.24%

Balance Sheet 12/31/2012 12/31/2013 Percent Change

Assets
Cash and Equivalents $448,000,000 $305,000,000 -32%
Accounts Receivable 200,000,000 240,000,000 20%
Inventory 500,000,000 409,000,000 -18%
Other Current Assets 980,000,000 1,020,000,000 4%
Total Current Assets 2,128,000,000 1,974,000,000 -7%
Property Plant & Equipment 2,400,000,000 2,558,000,000 7%
Goodwill 491,000,000 650,000,000 32%
Intangibles 65,000,000 65,000,000 0%
Other Long-Term Assets 210,000,000 291,000,000 39%
Total Assets 5,294,000,000 5,538,000,000 5%

Liabilities
Accounts Payable 250,000,000 300,000,000 20%
Other Current Liabilities 752,000,000 782,000,000 4%
Total Current Liabilities 1,002,000,000 1,082,000,000 8%
Long-Term Debt 24,000,000 27,000,000 13%
Other Long-Term Liabilities 0 0 #DIV/0!
Total Liabilities 1,026,000,000 1,109,000,000 8%

Equity
Common Stock 3,802,000,000 3,878,000,000 2%
Retained Earnings 466,000,000 551,000,000 18%
Treasury Stock 0 0 #DIV/0!
Paid in Capital & Other 0 0 #DIV/0!
Total Equity 4,268,000,000 4,429,000,000 4%

Total Liabilities and Equity 5,294,000,000 5,538,000,000 5%

Return to Part II
1 Complete Part II to Construct the Company Valuation

Return to Pa
Whole Foods Market
Stockholders' Equity ­ (Goodwill + Intangibles) $3,714,000,000
Net Income x 5 $2,755,000,000
(Share Price/EPS) x Net Income $21,908,250,000
Number of Shares Outstanding x Share Price $21,908,250,000 
Method Average $12,571,375,000 

Rival Firm's Name
Stockholders' Equity ­ (Goodwill + Intangibles) $0
Net Income x 5 $0
(Share Price/EPS) x Net Income #DIV/0!
Number of Shares Outstanding x Share Price $0 
Method Average #DIV/0!
Return to Part II
1 Complete Part II to Construct the EPS/EBIT Charts

Common Stock Financing Debt Financing
Recession Normal Boom Recession
EBIT $763,200,000 $954,000,000 ### $763,200,000
Interest  0 0 0 20,000,000
EBT 763,200,000 954,000,000 1,049,400,000 743,200,000
Taxes 305,280,000 381,600,000 419,760,000 297,280,000
EAT 457,920,000 572,400,000 629,640,000 445,920,000
# Shares 377,918,803 377,918,803 377,918,803 374,500,000
EPS $1.21  $1.51  $1.67  $1.19 

 Stock 60% Debt 40%

Recession Normal Boom
EBIT $763,200,000 $954,000,000 ###
Interest  8,000,000 8,000,000 8,000,000
EBT 755,200,000 946,000,000 1,041,400,000
Taxes 302,080,000 378,400,000 416,560,000
EAT 453,120,000 567,600,000 624,840,000
# Shares 376,551,282 376,551,282 376,551,282
EPS $1.20  $1.51  $1.66 

$1.80

$1.60

$1.40

$1.20

$1.00
Common Stock Financing
$0.80 Debt Financing
$0.60

$0.40

$0.20

$0.00
$763,200,000 $954,000,000 $1,049,400,000
 Debt Financing
Normal Boom
Return to Part II
$954,000,000 $1,049,400,000
20,000,000 20,000,000
934,000,000 1,029,400,000
373,600,000 411,760,000
560,400,000 617,640,000
374,500,000 374,500,000
$1.50  $1.65 

Common Stock Financing

Debt Financing
1 Complete Part II to Construct the Projected Financial Statements.

Projected Income Statement 12/31/2014 12/31/2015

Revenues $13,186,560,000 $13,845,888,000
Cost of Goods Sold 8,453,760,000 8,876,448,000
Gross Profit 4,732,800,000 4,969,440,000
Operating Expenses 3,820,920,000 4,011,966,000
EBIT 911,880,000 957,474,000
Interest Expense 3,040,000 3,040,000
EBT 908,840,000 954,434,000
Tax 363,536,000 381,773,600
Non-Recurring Events 0 0
Net Income 545,304,000 572,660,400

Projected Balance Sheet 12/31/2014 12/31/2015

Assets
Cash and Equivalents $300,000,000 $300,000,000
Accounts Receivable 260,000,000 280,000,000
Inventory 459,000,000 509,000,000
Other Current Assets 1,020,000,000 1,020,000,000
Total Current Assets 2,039,000,000 2,109,000,000
Property Plant & Equipment 2,658,000,000 2,758,000,000
Goodwill 660,000,000 670,000,000
Intangibles 65,000,000 65,000,000
Other Long-Term Assets 291,000,000 291,000,000
Total Assets 5,713,000,000 5,893,000,000

Liabilities
Accounts Payable 300,000,000 300,000,000
Other Current Liabilities 782,000,000 782,000,000
Total Current Liabilities 1,082,000,000 1,082,000,000
Long-Term Debt 27,000,000 27,000,000
Other Long-Term Liabilities 0 0
Total Liabilities 1,109,000,000 1,109,000,000

Equity
Common Stock 4,078,000,000 4,278,000,000
Retained Earnings 996,304,000 1,468,964,400
Treasury Stock 0 0
Paid in Capital & Other 0 0
Total Equity 5,074,304,000 5,746,964,400
Total Liabilities and Equity 6,183,304,000 6,855,964,400
 12/31/2016
$15,230,476,800 0.02
9,764,092,800 Return to Part II
5,466,384,000
4,413,162,600
1,053,221,400
3,040,000
1,050,181,400
420,072,560
0
630,108,840

12/31/2016

$300,000,000
300,000,000
559,000,000
1,020,000,000
2,179,000,000
2,858,000,000
680,000,000
65,000,000
291,000,000
6,073,000,000

300,000,000
782,000,000
1,082,000,000
27,000,000
0
1,109,000,000

4,478,000,000
1,999,073,240
0
0
6,477,073,240
7,586,073,240
1 Complete Part II to Construct the Ratios

Return to Part II

Historical Ratios
12/31/2012 12/31/2013
Current Ratio 2.12 1.82
Quick Ratio 1.62 1.45
Total Debt-to-Total-Assets Ratio 0.19 0.20
Total Debt-to-Equity Ratio 0.24 0.25
Times-Interest-Earned Ratio #DIV/0! #DIV/0!
Inventory Turnover 23.41 31.61
Fixed Assets Turnover 4.88 5.05
Total Assets Turnover 2.21 2.33
Accounts Receivable Turnover 59 54
Average Collection Period 6.24 6.78
Gross Profit Margin % 36% 36%
Operating Profit Margin % 6% 7%
ROA % 9% 10%
ROE % 11% 12%
Return to Part II

Projected Ratios
12/31/2014 12/31/2015 12/31/2016
Current Ratio 1.88 1.95 2.01
Quick Ratio 1.46 1.48 1.50
Debt-to-Total-Assets Ratio 0.19 0.19 0.18
Debt-to-Equity Ratio 0.22 0.19 0.17
Times-Interest-Earned Ratio 300 315 346
Inventory Turnover 28.73 27.20 27.25
Fixed Assets Turnover 4.96 5.02 5.33
Total Assets Turnover 2.31 2.35 2.51
Accounts Receivable Turnover 51 49 51
Average Collection Period 7.20 7.38 7.19
Gross Profit Margin % 36% 36% 36%
Operating Profit Margin % 7% 7% 7%
ROA % 10% 10% 10%
ROE % 11% 10% 10%