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STARTFree 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 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

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 BelowEnter Rating BelowEnter Ten Opportunities Below

1.2.3.EFE Matrix4.5.6.7.8.9.10.

Enter Ten Threats BelowEnter Weight BelowEnter Rating Below

1.2.3.4.5.6.7.8.9.10.

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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 BelowEnter Rating BelowEnter Rating Below

CPM MatrixEnter Weight BelowYour CompanyCompetitorCompetitor

AdvertisingMarket PenetrationCustomer ServiceStore LocationsR&DEmployee DedicationFinancial ProfitCustomer LoyaltyMarket ShareProduct QualityTop ManagementPrice Competitiveness

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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 BelowEnter Rating BelowEnter Ten Strengths Below

1.2.3.4.5.6.7.8.IFE Matrix9.10.

Enter Ten Weaknesses BelowEnter Weight BelowEnter Rating Below

1.2.3.4.5.6.7.8.9.10.

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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' 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 PriceEPS

Shares OutstandingShares Outstanding

INSTRUCTIONS FOR SWOT1Click on the SWOT Hyperlink to the right and add your SO,WO,ST, and WT Strategies.Click Here to View SWOT

INSTRUCTIONS FOR BCG and IE Matrix

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.) 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 Company

VERIZONAT&TMenWomenChildrenNorth AmericaSouth AmericaAsiaEurope

Profits500800207010554070

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 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)5Leverage3Liquidity 4Working Capital 1Cash Flow4

Industry Position (IP)Growth Potential5Financial Stability6Ease of Entry into Market4Resource Utilization5Profit Potential5

RatingsCompetitive Position (CP)Market Share-1Product Quality-1Customer Loyalty-1Technological know-how-1Control over Suppliers and Distributors-1

Stability Position (SP)Rate of Inflation-4Technological Changes-1Price Elasticity of Demand-1Competitive Pressure-2Barriers to Entry into Market-2

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.Quadrant 1Quadrant 2Quadrant 3Quadrant 4Grand 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.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 Ratings

Opportunities

1.0122.0123.0124.0125.0126.0127.0128.0129.01210.012

ThreatsAS RatingsAS Ratings

1.0342.0343.0344.0345.0346.0347.0348.0349.03410.034

StrengthsAS RatingsAS Ratings

1.0322.0323.0324.0325.0326.0327.0328.0329.03210.032

WeaknessesAS RatingsAS Ratings

1.0002.0303.0304.0025.0026.0027.0028.0029.00210.022

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

RecessionNormalBoomEPS-EBIT ChartCombination Financing (decimal form)$2,000$2,001$4,000

Debt Financing PercentStock Financing PercentMust Equal 1.0Amounted NeededInterest Rate (decimal form)0.800.201.0

$5000.05

Tax Rate (decimal form)Current Shares Outstanding

0.30500

Share PriceNew Shares OutstandingDO NOT ENTER DATA IN "NEW SHARES OUTSTANDING" BOX. THIS IS DONE FOR YOU.$65.00508

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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 2009, and the competitors is in December 2008. 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 GraphsAppleIBM

Warning, 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 3

Apple199019911992199319941995Revenue$1$1$1$1$1$1Net Income$2$2$2$2$2$2Assets$3$3$3$3$3$3Liabilities$4$4$4$4$4$4Cash$5$5$5$5$5$5Goodwill + Intangibles$6$6$6$6$6$6Inventory$7$7$7$7$7$7Long Term Debt$8$8$8$8$8$8Stockholders' Equity$9$9$9$9$9$9Cost of Goods Sold$11$11$11$11$11$11Current Assets$22$22$22$22$22$22Current Liabilities$33$33$33$33$33$33Accounts Receivable$44$44$44$44$44$44

Historical Year 1Historical Year 2Historical Year 3

IBM199019911992Revenue$2$2$2Net Income$3$3$3Assets$4$4$4Liabilities$5$5$5Cash$6$6$6Goodwill + Intangibles$7$7$7Inventory$8$8$8Long Term Debt$9$9$9Stockholders' Equity$11$11$11Cost of Goods Sold$22$22$22Current Assets$33$33$33Current Liabilities$44$44$44Accounts Receivable$55$55$55

2The 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). VerizonAT&T201019911992199319941995201019911992Current Ratio0.70.70.70.70.70.70.80.80.8Quick Ratio0.50.50.50.50.50.50.60.60.6Long Term Debt to Equity0.90.90.90.90.90.90.80.80.8Inventory Turnover0.10.10.10.10.10.10.30.30.3Total Assets Turnover0.30.30.30.30.30.30.50.50.5Accounts Receivable Turnover0.00.00.00.00.00.00.00.00.0Average Collection Period16060.016060.016060.016060.016060.016060.010037.510037.510037.5Gross Profit Margin-10.0-10.0-10.0-10.0-10.0-10.0-10.0-10.0-10.0Net Profit Margin2.02.02.02.02.02.01.51.51.5Return on Total Assets (ROA)0.70.70.70.70.70.70.80.80.8Return on Equity (ROE)0.20.20.20.20.20.20.30.30.3

Click Here To View Financial Ratio Graphs

Current 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

CPM This sheet is protected

Return to StartCompetitive Profile Matrix (CPM)Your CompanyCompetitorCompetitorCritical Success FactorsWeight RatingScoreRatingScoreRatingScoreAdvertising0.0000.0000.0000.00Market Penetration0.0000.0000.0000.00Customer Service0.0000.0000.0000.00Store Locations0.0000.0000.0000.00R&D0.0000.0000.0000.00Employee Dedication0.0000.0000.0000.00Financial Profit0.0000.0000.0000.00Customer Loyalty0.0000.0000.0000.00Market Share0.0000.0000.0000.00Product Quality0.0000.0000.0000.00Top Management0.0000.0000.0000.00Price Competitiveness0.0000.0000.0000.00Totals0.000.000.000.00

EFE-IFE

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)OpportunitiesWeightRatingWeighted ScoreReturn to Start1.00.0000.002.00.0000.003.00.0000.004.00.0000.005.00.0000.006.00.0000.007.00.0000.008.00.0000.009.00.0000.0010.00.0000.00

ThreatsWeightRatingWeighted Score1.00.0000.002.00.0000.003.00.0000.004.00.0000.005.00.0000.006.00.0000.007.00.0000.008.00.0000.009.00.0000.0010.00.0000.00TOTALS0.000.00

Internal Factor Evaluation Matrix (IFE)StrengthsWeightRatingWeighted Score1.00.0000.002.00.0000.003.00.0000.004.00.0000.005.00.0000.006.00.0000.007.00.0000.00Return to Start8.00.0000.009.00.0000.0010.00.0000.00

WeaknessesWeightRatingWeighted Score1.00.0000.002.00.0000.003.00.0000.004.00.0000.005.00.0000.006.00.0000.007.00.0000.008.00.0000.009.00.0000.0010.00.0000.00TOTALS0.000.00

CompanyWorth

This sheet is protected

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Company 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 Below

Company 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!

BCG

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Scroll down for 3 and 4 division BCGDon't worry about the axis spacing here. This will look perfect in Word and PowerPoint.