Current and historical Financial Statements (Income Statement (I/S), Balance Sheet (B/S) and Statement of Cash Flows) from the three most current years for the firm The financial statements must include changes (deltas) between years. Ratios from the most current and available three years with deltas and analysis Alternative strategies (giving advantages and alternatives for each) Pro-Forma Financial Statements (I/S, B/S and Statement of Cash Flows) with deltas out three years and analysis Each year must have two columns: one with your strategy and one without your strategy.Include Pro-Forma ratios for the first year out with deltas contrasting from the most current year?s ratios. Net Present Value analysis of proposed strategy?s new cash flow and EPS/EBIT analysis NOTE: To construct the first cash flow (cf1) at the very minimum, the new revenue from your strategy(s) must be discounted back to the present value by calculating EBIT and that figure will be your cfn for each year. cf0 (initial cost of your strategy), cf1 (discounted cash flow first year), r (opportunity cost of capital, the rate of the next best alternative use of cash/debt/equity resources). I guess I just want to ensure I understand what they are asking for. Attached is a document that I am using to get historical financial statements etc. I need help understanding how to get EBIT and NPV
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 twice (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 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. Free Excel Student Template Dear 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 TEMPLATE 1 Please 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
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 1.00 3. 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 Below Enter Rating Below Enter Ten Opportunities Below 1. 2. 3. EFE Matrix 4. 5. 6. 7. 8. 9. 10. Enter Weight Below Enter Ten Threats Below Enter Rating Below 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 0.00 Instructions for Competitive Profile Matrix (CPM) 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 1.00 3. 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 Below Enter Rating Below Enter Rating Below Your Company Enter Weight Below CPM Matrix Competitor Competitor Advertising Market Penetration Customer Service Store Locations R&D Employee Dedication Financial Profit Customer Loyalty Market Share Product Quality Top Management Price Competitiveness 0.00 1 = "major weaknesses" 2 = "minor weaknesses" 3 = "minor strength" 4 = "major strength" INSTRUCTIONS FOR INTERNAL AUDIT 1. To perform an Internal Audit, enter in ten strengths and ten weaknesses For purposes of this Template, it is vital you have ten of each, no more, no less. 2. After entering in ten strengths and ten weaknesses scroll down the page and enter in the weight you want to assign each one. Be sure to check the bottom of the "Enter Weight Below" column, to make sure your sum weight is equal to 1.00 3. 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 4 1 = "major weaknesses" 2 = "minor weaknesses" 3 = "minor strength" 4 = "major strength" Enter Weight Below Enter Rating Below Enter Weight Below Enter Rating Below Enter Ten Strengths Below 1. 2. 3. 4. 5. 6. 7. 8. IFE Matrix 9. 10. Enter Ten Weaknesses Below 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 0.00 INSTRUCTIONS FOR COMPANY WORTH 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' Equity Net Income Stockholders' Equity $48,647,000,000 ### $71,301,000,0 00 Share Price EPS Share Price EPS $60.44 Stockholders' 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. $4.12 $34.41 $1.44 Net Income ### Company Worth Shares Outstanding Shares Outstanding 2,830,000,000 6,160,000,000 INSTRUCTIONS FOR SWOT 1 Click Here to View SWOT Click on the SWOT Hyperlink to the right and add your SO,WO,ST, and WT Strategies. INSTRUCTIONS FOR BCG and IE Matrix 1. 2. 3. 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.) 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 Matrix 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 Matrix 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 Company 3 Division Company Domestic International 500 Profits Men 4 Division Company 800 Women Children North America Revenues Scroll over for 4 division company INSTRUCTIONS FOR SPACE Matrix 1. Use five (and only five) factors for each Financial Position (FP), Stability Position (SP), Competitive Position (CP), and Industry Position (IP). 2. Enter the five factors you wish to use each for FP, SP, CP, and IP and the corresponding rating each factor should receive. You may use the factors provided here, but try to determine key factors related to your company and industry in the same manner you did with the CPM. The calculations are done automatically and the rating scale is provided below 3. 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 vector Space Matrix FP and IP Positive 1 (worst) to Positive 7 (best) CP and SP Negative 1 (best) to Negative 7 (worst) Rating s Financial Position (FP) Return on Investment (ROI) Leverage Liquidity Working Capital Cash Flow Industry Position (IP) Growth Potential Financial Stability Ease of Entry into Market Resource Utilization Profit Potential Rating s 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 INSTRUCTIONS FOR GRAND Matrix 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 1 Quadrant 2 Quadrant 3 Quadrant 4 Grand Strategy Matrix INSTRUCTIONS FOR QSPM Matrix 1. To perform a QSPM, enter two strategies in the corresponding green boxes below. These two strategies should be derived from your BCG, IE, SPACE, GRAND, and SWOT. You will need to provide a recommendations section on your own with the expected cost after performing the QSPM. These recommendations and costs lead into the "amount needed" for the EPS/EBIT Analysis. You may have multiple recommendations, including both the ones used in the QSPM. 2. 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) QSPM Strategy One Strategy Two AS Rating s AS Rating s AS Rating s AS Rating s AS Rating s AS Rating s AS Rating s 0 = Not applicable 1 = Not attractive 2 = Somewhat attractive 3 = Reasonably attractive 4 = Highly attractive AS Rating s Opportunities 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 0 0 0 0 0 0 0 0 0 0 Threats 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 0 0 0 0 0 0 0 0 0 0 Strengths 1. 0 2. 0 3. 0 4. 0 5. 0 6. 0 7. 0 8. 0 9. 0 10. 0 Weaknesses 1. 0 2. 0 3. 0 4. 0 5. 0 6. 0 7. 0 8. 0 9. 0 10. 0 INSTRUCTIONS FOR EPS - EBIT 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. EBIT Recession Normal Boom EPSEBIT Chart Combination Financing (decimal form) Debt Financing Percent Amounted Needed Tax Rate (decimal form) Stock Financing Percent Must Equal 1.0 Interest Rate (decimal form) Current Shares Outstanding 0.31 2,830,000,000 Share Price New Shares Outstanding $60.44 0.0 2,830,000,000 DO NOT ENTER DATA IN "NEW SHARES OUTSTANDING" BOX. THIS IS DONE FOR YOU. Scroll down INSTRUCTIONS FOR Financial Charts 1. Enter the data in the cells below. You need to use the same years for your company and competitor for the charts to be compared. If your company's year end is (for example) in July 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 Company Top Competitor Merck Pfizer Click Here to View Financial Graphs Warning , do not chang e the information below, it will make all your charts wrong ! Historical Year 1 Historical Year 2 Historical Year 3Proforma Year 1 Proforma Year 2 Proforma Year 3 Merck 2012 $47,267 $6,168 $106,132 $53,112 $13,451 $41,217 $6,535 $16,254 $53,020 $16,446 $34,857 $18,348 $7,672 Revenue Net Income Assets Liabilities Cash Goodwill + Intang ibles Inventory Long T erm Debt Stockholders' Equity Cost of Goods Sold Current Assets Current Liabilities Accounts Receivable 2013 $44,033 $4,404 $105,645 $55,880 $15,621 $36,102 $6,226 $20,539 $49,765 $16,954 $35,685 $17,868 $7,184 2014 $42,237 $11,920 $98,335 $49,688 $7,441 $33,378 $5,571 $18,699 $48,647 $16,768 $33,173 $18,766 $6,626 2015 2016 2017 2015 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 2016 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 2017 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Historical Year 1 Historical Year 2 Historical Year 3 Pfizer 2012 $54,657 $14,570 $185,798 $104,538 $10,081 $88,807 $6,076 $31,036 $81,260 $9,821 $64,831 $29,186 $10,675 2 2013 $51,584 $22,003 $172,101 $95,794 $2,183 $81,904 $6,166 $30,462 $76,307 $9,586 $56,244 $23,366 $9,357 2014 $49,605 $9,135 $169,274 $97,973 $3,343 $77,235 $5,663 $31,541 $71,301 $9,577 $57,702 $21,631 $8,669 2012 1.9 1.5 0.3 7.2 0.4 6.2 59.2 0.7 0.1 0.1 0.1 Revenue Net Income Assets Liabilities Cash Goodwill + Intang ibles Inventory Long T erm Debt Stockholders' Equity Cost of Goods Sold Current Assets Current Liabilities Accounts Receivable 2013 2.0 1.6 0.4 7.1 0.4 6.1 59.5 0.6 0.1 0.0 0.1 2014 1.8 1.5 0.4 7.6 0.4 6.4 57.3 0.6 0.3 0.1 0.2 The 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 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). Current Ratio Quick Ratio Long Term Debt to Equity Inventory Turnover Total Assets Turnover Accounts Receivable Turnover Average Collection Period Gross Profit Margin Net Profit Margin Return on Total Assets (ROA) Return on Equity (ROE) Merck Click Here To View Financial Ratio Graphs Current Ratio Quick Ratio Long Term Debt to Equity Inventory Turnover Total Assets Turnover Accounts Receivable Turnover Average Collection Period Gross Profit Margin Net Profit Margin Return on Total Assets (ROA) Return on Equity (ROE) = = = = = = = = = = = Current Assets / Current Liabilities (Current Assets Inventory) / Current Liabilities Long Term Debt / Equity Sales / Inventory Sales / Total Assets Sales / Accounts Receivable Accounts Receivable / (Sales/365) (Sales Cost of Goods Sold) / Sales Net Income / Sales Net Income / Total Assets Net Income / Stockholders Equity 2012 2.2 2.0 0.4 9.0 0.3 5.1 71.3 0.8 0.3 0.1 0.2 Pfizer 2013 2.4 2.1 0.4 8.4 0.3 5.5 66.2 0.8 0.4 0.1 0.3 2014 2.7 2.4 0.4 8.8 0.3 5.7 63.8 0.8 0.2 0.1 0.1 South America Asia Europe This sheet is protected Return to Start Competitive Profile Matrix (CPM) Critical Success Factors Your Company Competitor Competitor Weight Rating Score Rating Score Rating Score Advertising Market Penetration Customer Service Store Locations R&D Employee Dedication Financial Profit Customer Loyalty Market Share Product Quality Top Management Price Competitiveness 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Totals 0.00 0 0 0 0 0 0 0 0 0 0 0 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 0 0 0 0 0 0 0 0 0 0 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 0 0 0 0 0 0 0 0 0 0 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Do not enter any data on this page. If data is missing here, recheck the "START" page.. This page is not protected so be careful. If your text is not showing highlight it (be careful not to click), use the text wrap option under the "home" Tab on Excel 2007. You may have to click it three times. Then expand the rows with your mouse if needed. External Factor Evaluation Matrix (EFE) Opportunities 1. 0 2. 0 3. 0 4. 0 5. 0 6. 0 7. 0 8. 0 9. 0 10. 0 Weight Rating 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 Weighted Score 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Threats 1. 0 2. 0 3. 0 4. 0 Weight Rating 0.00 0 0.00 0 0.00 0 Weighted Score 0.00 0.00 0.00 5. 0 6. 0 7. 0 8. 0 9. 0 10. 0 TOTALS 0.00 0 0.00 0.00 0 0.00 0.00 0 0.00 0.00 0.00 0.00 0.00 0.00 0 0 0 0 Return to Start 0.00 0.00 0.00 0.00 0.00 Internal Factor Evaluation Matrix (IFE) Strengths 0 0 0 0 0 0 0 0 0 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 0 Weaknesses 1. 0 2. 0 3. 0 4. 0 5. 0 6. 0 7. 0 8. 0 9. 0 10. 0 TOTALS Weight Rating 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 Weight Rating 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 Weighted Score 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Weighted Score 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Return to Start This sheet is protected Return to Start Company Worth Analysis Stockholders' Equity Net Income x 5 (Share Price/EPS) x Net Income Number of Shares Outstanding x Share Price Method Average $48,647,000,000 $59,600,000,000 $174,865,242,718 $171,045,200,000 $113,539,360,680 Competitor Information Below Company Worth Analysis Stockholders' Equity Net Income x 5 (Share Price/EPS) x Net Income Number of Shares Outstanding x Share Price Method Average $71,301,000,000 $45,675,000,000 $218,288,437,500 $211,965,600,000 $136,807,509,375 Return to START Scroll down for 3 and 4 division BCG Don't worry about the axis spacing here. This will look perfect in Word and PowerPoint. High 1.0 High+20 Low 0.0 Relative Market Share Position Medium .50 Star Question Mark Domestic Domestic International International International Domestic Industry Sales Medium 0 Growth Rate (Percentage) Cash Cow Profits 500 800 800 500 Dog Low 20 Relative Market Share Position Medium .50 High 1.0 High+20 Star Low 0.0 Question Mark Men Profit Remaning Profits Women Profit Remaning Profits 0 0 North America Profit Remaning Profits 0 0 South America Profit Remaning Profits 0 0 Asia Profit Remaning Profits 0 0 Europe Profit Remaning Profits Cash Cow 0 0 Children Profit Remaning Profits Industry Sales Medium 0 Growth Rate (Percentage) 0 0 0 0 Dog Low 20 Relative Market Share Position Medium .50 High 1.0 High+20 Industry Sales Medium 0 Growth Rate (Percentage) Low 20 Star Cash Cow Low 0.0 Question Mark Dog scroll down for 3 and 4 division IE Look to the Right of Each Matrix for Previously Entered Segment Data Don't worry about axis spacing here. This will look perfect in Word and PowerPoint. Return to START The Total IFE Weighted Scores Strong 4.0 to 3.0 4.0 Average 2.99 to 2.0 I II Weak Adjust Circles Manually. 1.99 to 1.0 III Domestic Revenues Profits High 3.0 IV V VIII 0 500 0 800 Men 0 0 Women 0 0 Children 0 0 North America 0 0 South America 0 0 Asia 0 0 VI VII International IX The EFE Total Medium Weighted Scores 2.0 Low 1.0 The Total IFE Weighted Scores Strong 4.0 to 3.0 4.0 Average 2.99 to 2.0 I II III Weak 1.99 to 1.0 Adjust Circles Manually Revenues Profits High 3.0 IV V VI VII VIII IX The EFE Total Medium Weighted Scores 2.0 Low 1.0 The Total IFE Weighted Scores Strong 4.0 to 3.0 4.0 Average 2.99 to 2.0 I II III Weak 1.99 to 1.0 Adjust Circles Manually Revenues Profits High 3.0 IV V VI VII VIII IX The EFE Total Medium Weighted Scores 2.0 Low 1.0 Europe 0 0 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. Return to Start FP Conservative Aggressive 7 6 5 4 3 2 1 CP -7 -6 -5 -4 -3 -2 -1 1 2 3 4 5 6 7 IP -1 -2 -3 -4 -5 -6 -7 Defensive Internal Analysis: Financial Position (FP) Return on Investment (ROI) Leverage Liquidity Working Capital Cash Flow Financial Position (FP) Average Internal Analysis: Competitive Position (CP) Market Share Product Quality Customer Loyalty Technological knowhow Control over Suppliers and Distributors Competitive Position (CP) Average SP 0 0 0 0 0 Competitive External Analysis: Stability Position (SP) Rate of Inflation Technological Changes Price Elasticity of Demand Competitive Pressure Barriers to Entry into Market 0.0 Stability Position (SP) Average 0 0 0 0 0 External Analysis: Industry Position (IP) Growth Potential Financial Stability Ease of Entry into Market Resource Utilization Profit Potential 0.0 Industry Position (IP) Average 0 0 0 0 0 0.0 0 0 0 0 0 0.0 Xaxis Yaxis 0.0 0.0 This page is protected. Return to Start Rapid Market Growth Quadrant II Quadrant I 0 0 Weak Competitive Position Strong Competitive Position 0 0 Quadrant III Quadrant IV Slow Market Growth 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. This page is not protected, so be careful. Click here to Return to Start 0 1. 2. 3. 4. Opportunities 0 0 0 0 Weight 0.00 0.00 0.00 0.00 0.00 Threats 0 0 0 0 0 0 0 0 0 0 TAS 0.00 0.00 0.00 0.00 0.00 AS 0 0 0 0 0 TAS 0.00 0.00 0.00 0.00 0.00 0 0.00 0 0.00 0.00 0.00 0.00 0.00 7. 0 8. 0 9. 0 10. 0 AS 0 0 0 0 0 0.00 5. 0 6. 0 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 0 0 0 0 0 0.00 0.00 0.00 0.00 0 0 0 0 0.00 0.00 0.00 0.00 Weight 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 AS 0 0 0 0 0 0 0 0 0 0 TAS 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 AS 0 0 0 0 0 0 0 0 0 0 TAS 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 scroll down 0 0 Strengths 1. 0 2. 0 3. 0 4. 0 5. 0 6. 0 7. 0 8. 0 9. 0 10. 0 Weight 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 AS 0 0 0 0 0 0 0 0 0 0 TAS 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Weaknesses 1. 0 2. 0 3. 0 4. 0 5. 0 6. 0 7. 0 8. 0 9. 0 10. 0 Weight 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 AS 0 0 0 0 0 0 0 0 0 0 TAS 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 TOTALS 0.00 AS 0 0 0 0 0 0 0 0 0 0 TAS 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 AS TAS 0 0 0 0 0 0 0 0 0 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Add your information below. Click Here to Return to Start Page SO Strategies 1 2 3 4 ST Strategies 1 2 3 4 WO Strategies 1 2 3 4 WT Strategies 1 2 3 4 This page is protected. EBIT Interest EBT Taxes EAT # Shares EPS Common Stock Financing Debt Financing Recession Normal Boom Recession Normal Boom $0 $0 $0 $0 $0 $0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,830,000,000 2,830,000,000 2,830,000,000 2,830,000,000 2,830,000,000 2,830,000,000 0.00 0.00 0.00 0.00 0.00 0.00 EBIT Interest EBT Taxes EAT # Shares EPS 0 Percent Stock 0 Percent Stock Recession Normal Boom Recession Normal Boom $0 $0 $0 $0 $0 $0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,830,000,000 2,830,000,000 2,830,000,000 2,830,000,000 2,830,000,000 2,830,000,000 0.00 0.00 0.00 0.00 0.00 0.00 Click here to Return to Start Click Here to Return to Start Page Click here to Return to Start Page
