strategic planning matrices template

8/13/2019 Strategic Planning Matrices Template

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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 problemcell 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 coand paste special into Word or Power Point. If you dont usepaste special then it will

work properly.

5. Paste special will give you several options, be sure to use the MS Excel WorksheetObject Option. You must also check paste or paste link

6. The advantages of using the paste linkoption are as you change the data in Excel itchange in your Word or Power Point file provide both are open. This is a nice feature

if you decide to change some data, you dont have to paste special everything back ov

into Power Point or Word.

7. The advantage of just using paste option isyour file is not linked to Excel. Ifsomething where to happen with Excel or MS Office wants to be temperamental on th

day of your presentation, and you had checked the paste link option, then your data

not show on Word or Power Point.

8. You may also use a program called Jing, found at http://www.techsmith.com/jing.ht to copy the matrices and save as jpeg files for later entry into Power Point. The prograis free.


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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"


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4 = "company's response to the external factor is superior"

Enter Ten Opportunities Below

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Enter Ten Threats Below

1.

2.

3.

4.

5.

6.


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7.

8.

9.

10.

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 youwant 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 codingscheme is provided below.

CPM Matrix


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Advertising

Market Penetration

Customer Service

Store Locations

R&D

Employee DedicationFinancial Profit

Customer Loyalty

Market Share

Product Quality

Top Management

Price Competitiveness

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"


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Enter Ten Strengths Below

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Enter Ten Weaknesses Below

1.

2.

3.

4.

5.

6.

7.


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8.

9.

10.

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.

Stockholders' Equity- Can be found near bottom of Balance Sheet. Itmight 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.


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INSTRUCTIONS FOR SWOT

1

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 notput 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.

2. 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.

3.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.

Profits

Click on the SWOT Hyperlink to the right and add your SO,WO,ST, and WT Strateg


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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

FP and IP

Positive 1 (worst) to Positive 7 (best)

CP and SP

Negative 1 (best) to Negative 7 (worst)

Financial Position (FP)

Return on Investment (ROI)

Leverage

Liquidity

Working CapitalCash Flow

Industry Position (IP)

Growth Potential

Financial Stability

Ease of Entry into Market

Resource Utilization


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Profit Potential

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.

Grand Strategy Matrix

INSTRUCTIONS FOR QSPM Matrix

1. To perform a QSPM, enter two strategies in the corresponding green boxesbelow. 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.


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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)

0 = Not applicable

1 = Not attractive

2 = Somewhat attractive

3 = Reasonably attractive

4 = Highly attractive

Opportunities

1.0

2.0

3.0

4.0

5. 0

6.0

7.0

8.0

9.0

10.0

Threats


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1.0

2.0

3.

0

4.0

5.0

6.0

7.0

8.0

9.0

10.0

Strengths

1. 0

2. 0

3. 0

4. 0

5. 0

6. 0

7. 0

8. 0


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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


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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 stockto 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.

EPS-EBIT Chart


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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'syear 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.

Click Here to View Financial Graphs

Warning, do not change the information below, it will make all your charts wrong!

Inventory

Stockholders' Equity

Cost of Goods Sold

Long Term Debt

Cash

Liabilities

Apple

Revenue

Net Income

Assets

Goodwill + Intangibles


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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 aratio, 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

Long Term Debt

Current Assets

Current Liabilities

Net Income

Assets

Liabilities

Cash

Stockholders' Equity

Cost of Goods Sold

Current Assets

Current Liabilities

Accounts Receivable

Goodwill + Intangibles

Inventory

IBM

Revenue

Accounts Receivable


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Accounts Receivable Turnover

Average Collection Period

Gross Profit Margin

Net Profit Margin

Return on Total Assets (ROA)

Return on Equity (ROE)

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) =


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Enter Weight

Below

Enter Rating

Below

EFE Matrix

Enter Weight

Below

Enter Rating

Below


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0.00

Enter Rating

Below

Enter Rating

Below

Enter Weight

Below Your Company Competitor


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0.00

Enter Weight

Below

Enter Rating

Below


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IFE Matrix

Enter Weight

Below

Enter Rating

Below


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0.00

Stockholders'

Equity Net Income

Share Price EPS

Shares

Outstanding

Company Worth


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BCG Matrix

IE Matrix

Domestic International Men

500 800 20

2 Division Company 3 D

es. Click Here to View SWOT


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Ratings

1

1

1

11

2

2

2

2

Scroll over for 4 division company

Space Matrix


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2

Ratings

-1

-1

-1

-1

-1

-7

-6

-5

-2

-2

Quadrant 1 Quadrant 2 Quadrant 3 Quadrant 4


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QSPM

Strategy One Strategy Two

AS Ratings AS Ratings

1 2

1 2

1 2

1 2

1 2

1 2

1 2

1 2

1 2

1 2



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3 4

3 4

3 4

3 4

3 4

3 4

3 4

3 4

3 4

3 4


3 2

3 2

3 2

3 2

3 2

3 2

3 2

3 2


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3 2

3 2


0 0

3 0

3 0

0 2

0 2

0 2

0 2

0 2

0 2

2 2


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Recession Normal Boom

$2,000 $2,001 $4,000

Debt FinancingPercent

Stock FinancingPercent

Amounted Needed

Interest Rate

(decimal form) 0.80 0.20

$500 0.05

Tax Rate (decimal

form)

Current Shares

Outstanding

0.30 500

Share Price

New Shares

Outstanding

$65.00 508

EBIT

Combination Financing (deci

DO NOT ENTER DATA IN "NE

OUTSTANDING" BOX. THIS I

YOU.


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Your Company Top Competitor

Apple IBM

Historical Year 1 Historical Year 2 Historical Year 3 Proforma Year 1 Proforma Year 2 Proforma Year 3

1990 1991 1992 1993 1994 1995

$1 $1 $1 $1 $1 $1

$2 $2 $2 $2 $2 $2

$3 $3 $3 $3 $3 $3

$4 $4 $4 $4 $4 $4

$5 $5 $5 $5 $5 $5

$6 $6 $6 $6 $6 $6

$7 $7 $7 $7 $7 $7

$8 $8 $8 $8 $8 $8

$9 $9 $9 $9 $9 $9

$11 $11 $11 $11 $11 $11


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$22 $22 $22 $22 $22 $22

$33 $33 $33 $33 $33 $33

$44 $44 $44 $44 $44 $44

Historical Year 1 Historical Year 2 Historical Year 3

1990 1991 1992

$2 $2 $2

$3 $3 $3

$4 $4 $4

$5 $5 $5

$6 $6 $6

$7 $7 $7

$8 $8 $8

$9 $9 $9$11 $11 $11

$22 $22 $22

$33 $33 $33

$44 $44 $44

$55 $55 $55

1990 1991 1992 1993 1994 1995

0.7 0.7 0.7 0.7 0.7 0.7

0.5 0.5 0.5 0.5 0.5 0.5

0.9 0.9 0.9 0.9 0.9 0.9

0.1 0.1 0.1 0.1 0.1 0.1

0.3 0.3 0.3 0.3 0.3 0.3

Apple


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0.0 0.0 0.0 0.0 0.0 0.0

16060.0 16060.0 16060.0 16060.0 16060.0 16060.0

-10.0 -10.0 -10.0 -10.0 -10.0 -10.0

2.0 2.0 2.0 2.0 2.0 2.0

0.7 0.7 0.7 0.7 0.7 0.7

0.2 0.2 0.2 0.2 0.2 0.2

Net Income / Stockholders Equity

Sales / Total Assets

Sales / Accounts Receivable

Accounts Receivable / (Sales/365)

(Sales - Cost of Goods Sold) / Sales

Net Income / Sales

Net Income / Total Assets

Current Assets / Current Liabilities

(Current Assets - Inventory) / Current Liabilities

Long Term Debt / Equity

Sales / Inventory


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Enter Rating

Below

Competitor


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Stockholders'

Equity Net Income

Share Price EPS

Shares

Outstanding

Top competitor or who you wish to acquire.


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Women Children North America South America

70 10 5 5

4ivision Company


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Must Equal 1.0

1.0

al form)

W SHARES

DONE FOR


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1990 1991 1992

0.8 0.8 0.8

0.6 0.6 0.6

0.8 0.8 0.8

0.3 0.3 0.3

0.5 0.5 0.5

IBM


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0.0 0.0 0.0

10037.5 10037.5 10037.5

-10.0 -10.0 -10.0

1.5 1.5 1.5

0.8 0.8 0.8

0.3 0.3 0.3


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Asia Europe

40 70

Division Company


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Weight Rating Score Rating Score Rating Score

0.00 0 0.00 0 0.00 0 0.00

0.00 0 0.00 0 0.00 0 0.00

0.00 0 0.00 0 0.00 0 0.00

0.00 0 0.00 0 0.00 0 0.000.00 0 0.00 0 0.00 0 0.00

0.00 0 0.00 0 0.00 0 0.00

0.00 0 0.00 0 0.00 0 0.00

0.00 0 0.00 0 0.00 0 0.00

0.00 0 0.00 0 0.00 0 0.00

0.00 0 0.00 0 0.00 0 0.00

0.00 0 0.00 0 0.00 0 0.00

0.00 0 0.00 0 0.00 0 0.00

0.00 0.00 0.00 0.00

Financial Profit

Advertising

Market Penetration

Customer Service

Store LocationsR&D

Totals

Price Competitiveness

This sheet is protected

Customer Loyalty

Market Share

Product Quality

Top Management

Critical Success Factors

Your

Company

Competitive Profile Matrix (CPM)

Competitor Competitor

Employee Dedication


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Return to Start


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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.

External Factor Evaluation Matrix (EFE)

Opportunities 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

Threats Weight Rating Weighted Score

1. 0 0.00 0 0.002. 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

TOTALS 0.00 0.00

Internal Factor Evaluation Matrix (IFE)

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

If your text is not showing highlight it (be careful not to click), use the text wrap option under the "home"


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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 0.00TOTALS 0.00 0.00


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Return to Start

ab on Excel 2007. You may have to click it three times. Then expand the rows with your mouse if needed.


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Return to Start


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Return to Start

Company Worth Analysis

Stockholders' Equity $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!

Competitor Information Below

Company Worth Analysis

Stockholders' Equity $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!

This sheet is protected


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High +20 Star

Industry

Sales

Growth Medium 0 Cash Cow

Rate

(Percentage)

Low -20

Scroll down for 3

Don't worry about the axis spacing here. This

High Me

1.0

Relative Marke


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High +20 Star

Industry

Sales

Growth Medium 0 Cash CowRate

(Percentage)

Low -20

High +20 Star

High Me

1.0

Relative Marke

High Me

1.0

Relative Marke


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Industry

Sales

Growth Medium 0 Cash Cow

Rate

(Percentage)

Low -20


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Return to START

Question Mark

Profits

Domestic

Domestic 500

International 800

International

International 800

Domestic 500

Dog


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Question Mark

Men

Profit

Remaning Profits

Women

Profit

Remaning Profits

Dog

Children

Profit

Remaning Profits

Question Mark

North America

Profit

Remaning Profits

South America

ium Lo

.50

Share Position

ium Lo

.50

Share Position


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Profit

Remaning Profits

Dog

Asia

Profit

Remaning Profits

Europe

Profit

Remaning Profits


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t protected so be careful>


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20

80

70

30

10

90

5

115


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5

115

40

80

70

50


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Return to START

4.0 I II III

High

3.0 IV V VI

The

EFE

Total Medium

Weighted

Scores

2.0 VII VIII IX

Low

1.0

4.0 I II III

High

scroll down for 3 and 4 division IE

Don't worry about axis spacing here. This will look perfect in Word and PowerPoint.

Strong Average Weak

4.0 to 3.0 2.99 to 2.0 1.99 to 1.0

Strong Average Weak

4.0 to 3.0 2.99 to 2.0 1.99 to 1.0

The Total IFE Weighted Scores



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3.0 IV V VI

The

EFE

Total MediumWeighted

Scores

2.0 VII VIII IX

Low

1.0

4.0 I II III

High

3.0 IV V VI

The

EFETotal Medium

Weighted

Scores

2.0 VII VIII IX

Low


Strong Average Weak

4.0 to 3.0 2.99 to 2.0 1.99 to 1.0


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1.0


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IF they are Blank Click The Link Below. This page is not protected, so

7

6

5

4

3

2

1

-7 -6 -5 -4 -3 -2 -1 1 2 3 4 5

-1

-2

-3

-4

-5

-6

-7

Internal Analysis: External Analysis:

Financial Position (FP) Stability Position (SP)1

1

1

1

1

Financial Position (FP) Average 1.0 Stability Position (SP) Average

Internal Analysis: External Analysis:

Competitive Position (CP) Industry Position (IP)

-1

Rate of Inflation

Technological Changes

Price Elasticity of Demand

Competitive Pressure

Barriers to Entry into Market

Growth PotentialMarket Share

Return on Investment (ROI)

Leverage

Liquidity

Working Capital

Cash Flow

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CP

Defensive

AggressiveConservativeFP

CompetitiveSP


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X-axis 1.0

Y-axis -3.4

6 7

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-5

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-2

-4.4

2

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IP


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0

0

0

Rapid Market Growth

Quadrant II Quadrant

Slow Market Growth

Weak

Competitive

Position

Quadrant III Quadrant I


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I

0

Strong

Competitive

Position


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Opportunities Weight AS TAS AS TAS

1. 0 0.00 1 0.00 2 0.00

2. 0 0.00 1 0.00 2 0.00

3. 0 0.00 1 0.00 2 0.00

4. 0 0.00 1 0.00 2 0.00

5. 0 0.00 1 0.00 2 0.00

6. 0 0.00 1 0.00 2 0.00

7. 0 0.00 1 0.00 2 0.00

8. 0 0.00 1 0.00 2 0.00

9. 0 0.00 1 0.00 2 0.00

10. 0 0.00 1 0.00 2 0.00

Threats Weight AS TAS AS TAS

1. 0 0.00 3 0.00 4 0.00

2. 0 0.00 3 0.00 4 0.00

3. 0 0.00 3 0.00 4 0.00

4. 0 0.00 3 0.00 4 0.00

5. 0 0.00 3 0.00 4 0.00

6. 0 0.00 3 0.00 4 0.007. 0 0.00 3 0.00 4 0.00

8. 0 0.00 3 0.00 4 0.00

9. 0 0.00 3 0.00 4 0.00

10. 0 0.00 3 0.00 4 0.00

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Strengths Weight AS TAS AS TAS

1. 0 0.00 3 0.00 2 0.00

2. 0 0.00 3 0.00 2 0.00

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00

0 0

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3. 0 0.00 3 0.00 2 0.00

4. 0 0.00 3 0.00 2 0.00

5. 0 0.00 3 0.00 2 0.00

6. 0 0.00 3 0.00 2 0.00

7. 0 0.00 3 0.00 2 0.00

8. 0 0.00 3 0.00 2 0.00

9. 0 0.00 3 0.00 2 0.00

10. 0 0.00 3 0.00 2 0.00

Weaknesses Weight AS TAS AS TAS

1. 0 0.00 0 0.00 0 0.00

2. 0 0.00 3 0.00 0 0.00

3. 0 0.00 3 0.00 0 0.00

4. 0 0.00 0 0.00 2 0.00

5. 0 0.00 0 0.00 2 0.00

6. 0 0.00 0 0.00 2 0.00

7. 0 0.00 0 0.00 2 0.00

8. 00.00 0 0.00 2 0.009. 0 0.00 0 0.00 2 0.00

10. 0 0.00 2 0.00 2 0.00

TOTALS 0.00 0.00


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1

2

3

4

1

2

3

4

12

3

4

1

2

3

4

SO Strategies

ST Strategies

Add your information below.

WO Strategies

WT Strategies


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Recession Normal Boom Recession Normal Boom

EBIT $2,000 $2,001 $4,000 $2,000 $2,001 $4,000

Interest 0 0 0 25 25 25

EBT 2,000 2,001 4,000 1,975 1,976 3,975

Taxes 600 600 1,200 593 593 1,193

EAT 1,400 1,401 2,800 1,383 1,383 2,783# Shares 508 508 508 500 500 500

EPS 2.76 2.76 5.52 2.77 2.77 5.57

20 Percent Stock 80 Percent Stock

Recession Normal Boom Recession Normal Boom

EBIT $2,000 $2,001 $4,000 $2,000 $2,001 $4,000

Interest 20 20 20 5 5 5

EBT 1,980 1,981 3,980 1,995 1,996 3,995

Taxes 594 594 1,194 599 599 1,199

EAT 1,386 1,387 2,786 1,397 1,397 2,797

# Shares 502 502 502 506 506 506EPS 2.76 2.76 5.55 2.76 2.76 5.53

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Common Stock Financing Debt Financing


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1.00

2.00

3.00

4.00

5.00

6.00

$2,000 $2,001 $4,000

EPS-EBIT Graph

Common Stock Financing Debt Financing


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$0

$1

$1

$2

$2

$3

1990 1991 1992 1993 1994 1995

Revenue (in millions)

Apple IBM

$0

$1

$1

$2

$2

$3

$3

$4

1990 1991 1992 1993 1994 1995

Net Income (in millions)

Apple IBM

$0

$1

$1

$2

$2

$3

$3$4

$4

$5

1990 1991 1992 1993 1994 1995

Assets (in millions)

$0

$1

$1

$2

$2

$3

19

$0

$1

$1

$2

$2

$3

$3

$4

199

$0

$1

$1

$2

$2

$3

$3$4

$4

$5

199


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Apple IBM

$0

$1

$2

$3

$4

$5

$6

1990 1991 1992 1993 1994 1995

Liabilities (in millions)

Apple IBM

$4

$5

$5

$5$5

$5

$6

$6

$6

$6

1990 1991 1992 1993 1994 1995

Cash (in millions)

Apple IBM

$6

$6

$6

$6

$7

$7

$7

$7

Goodwill + Intangibles (in millions)

$6

$6

$6

$7

$7

$7

$7

$0

$1

$2

$3

$4

$5

$6

19

$4

$5

$5

$5

$5

$5

$6

$6

$6

$6

19


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$5

$6

1990 1991 1992 1993 1994 1995

Apple IBM

$6

$7

$7

$7

$7

$7

$8

$8

$8

$8

1990 1991 1992 1993 1994 1995

Inventory (in millions)

Apple IBM

$7

$8

$8

$8

$8

$8$9

$9

$9

$9

1990 1991 1992 1993 1994 1995

Long Term Debt (in millions)

Apple IBM

$5

$6

19

$6

$7

$7

$7

$7

$7

$8

$8

$8

$8

19

$7

$8

$8

$8

$8

$8

$9

$9

$9

$9

19

$6

$8

$10

$12

Stockholders' equity (in millions)

$6

$8

$10

$12


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0 1991 1992 1993 1994 1995

Revenue (in millions)

Apple IBM

0 1991 1992 1993 1994 1995

Net Income (in millions)

Apple IBM

0 1991 1992 1993 1994 1995

Assets (in millions)


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Apple IBM

Goodwill + Intangibles (in millions)

0 1991 1992 1993 1994 1995

Liabilities (in millions)

Apple IBM

0 1991 1992 1993 1994 1995

Cash (in millions)

Apple IBM


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0 1991 1992 1993 1994 1995

Apple IBM

0 1991 1992 1993 1994 1995

Inventory (in millions)

Apple IBM

0 1991 1992 1993 1994 1995

Long Term Debt (in millions)

Apple IBM

Stockholders' equity (in millions)


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90 1991 1992 1993 1994 1995

Apple IBM

990 1991 1992 1993 1994 1995

Cost of Goods Sold (in millions)

Apple IBM

90 1991 1992 1993 1994 1995

Current Assets (in millions)

Apple IBM

Current Liabilities (in millions)


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90 1991 1992 1993 1994 1995

Apple IBM

90 1991 1992 1993 1994 1995

Accounts Receivable (in millions)

Apple IBM


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age


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0.6

0.6

0.7

0.7

0.7

0.7

0.7

0.8

1990 1991 1992 1993 1994 1995

Current Ratio

Apple IBM

0.0

0.1

0.2

0.3

0.4

0.5

0.6

19

0.8

0.8

0.8

0.8

0.9

0.9

0.9

1990 1991 1992 1993 1994 1995

Long Term Debt to Equity Ratio

Apple IBM

0.0

0.1

0.1

0.2

0.2

0.3

0.3

19

0.2

0.3

0.4

0.5

0.6Total Assets Turnover Ratio

0.0

0.0

0.0

0.0

0.0

0.0

0.0


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0.0

0.1

1990 1991 1992 1993 1994 1995

Apple IBM

0.0

0.0

19

0.0

2000.0

4000.0

6000.0

8000.0

10000.0

12000.0

14000.0

16000.0

18000.0

1990 1991 1992 1993 1994 1995

Average Collection Period Ratio

Apple IBM

-12.0

-10.0

-8.0

-6.0

-4.0

-2.0

0.0

1

0.0

0.5

1.0

1.5

2.0

2.5

1990 1991 1992 1993 1994 1995

Net Profit Margin Ratio

Apple IBM

0.6

0.6

0.7

0.7

0.7

0.7

0.7

0.8

19

0.3

0.3

ROE


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0.0

0.1

0.1

0.2

0.2

1990 1991 1992 1993 1994 1995

Apple IBM


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90 1991 1992 1993 1994 1995

Quick Ratio

Apple IBM

90 1991 1992 1993 1994 1995

Inventory Turnover Ratio

Apple IBM

ccounts Receivable Turnover Ratio


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90 1991 1992 1993 1994 1995

Apple IBM

990 1991 1992 1993 1994 1995

Gross Profit Margin Ratio

Apple IBM

ROA

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