Free Excel Student Template May 2013

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 TemplateDear Student,

INSTRUCTIONS FOR TEMPLATE1

INSTRUCTIONS FOR EXTERNAL AUDIT<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

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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"

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.

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.

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.

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

After entering in the weights, then enter in a corresponding rating in the "Enter Rating Below" column. The coding scheme is provided below.

Enter Ten Opportunities Below

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Enter Ten Threats Below

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Instructions for Competitive Profile Matrix (CPM)<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

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AdvertisingMarket Penetration

Customer Service

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.

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

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 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.

CPM Matrix

Store LocationsR&D

Employee DedicationFinancial Profit

Customer LoyaltyMarket Share

Product QualityTop Management

Price Competitiveness

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

INSTRUCTIONS FOR INTERNAL AUDIT<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

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

Enter Ten Strengths Below

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.

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

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

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Enter Ten Weaknesses Below

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10.

INSTRUCTIONS FOR COMPANY WORTH<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

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INSTRUCTIONS FOR SWOT1 Click on the SWOT Hyperlink to the right and add your SO,WO,ST, and WT Strategies.

INSTRUCTIONS FOR BCG and IE Matrix

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.

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. 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.

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

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Profits

INSTRUCTIONS FOR SPACE Matrix<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

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

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.

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.

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FP and IP

Positive 1 (worst) to Positive 7 (best)

CP and SPNegative 1 (best) to Negative 7 (worst)

Financial Position (FP)Return on Investment (ROI)LeverageLiquidity Working Capital Cash Flow

Industry Position (IP)Growth PotentialFinancial StabilityEase of Entry into MarketResource UtilizationProfit Potential

Competitive Position (CP)Market ShareProduct Quality

Use five (and only five) factors for each 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

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

Customer LoyaltyTechnological know-howControl over Suppliers and Distributors

Stability Position (SP)Rate of InflationTechnological ChangesPrice Elasticity of DemandCompetitive PressureBarriers to Entry into Market

INSTRUCTIONS FOR GRAND Matrix<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

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INSTRUCTIONS FOR QSPM Matrix<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

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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

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.

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 applicable1 = Not attractive2 = Somewhat attractive3 = Reasonably attractive4 = Highly attractive

Opportunities

1. 0

2. 0

3. 0

4. 0

5.0

6.0

7.0

8.0

9.0

10.0

Threats

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

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<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

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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.

EPS-EBIT Chart

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INSTRUCTIONS FOR Financial Charts<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

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

AppleRevenue

Net IncomeAssets

LiabilitiesCash

Goodwill + IntangiblesInventory

Long Term DebtStockholders' Equity

Cost of Goods SoldCurrent Assets

Current LiabilitiesAccounts Receivable

IBMRevenue

Net IncomeAssets

LiabilitiesCash

Goodwill + Intangibles

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.

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.

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

InventoryLong Term Debt

Stockholders' EquityCost of Goods Sold

Current AssetsCurrent Liabilities

Accounts Receivable

2

Current RatioQuick Ratio

Long Term Debt to EquityInventory Turnover

Total Assets TurnoverAccounts Receivable Turnover

Average Collection PeriodGross Profit Margin

Net Profit MarginReturn on Total Assets (ROA)

Return on Equity (ROE)

Current Ratio =Quick Ratio =

Long Term Debt to Equity =Inventory Turnover =

Total Assets Turnover =Accounts Receivable Turnover =

Average Collection Period =Gross Profit Margin =

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).

Click Here To View Financial Ratio Graphs

Net Profit Margin =Return on Total Assets (ROA) =

Return on Equity (ROE) =

Enter Weight Below

Enter Rating Below

EFE Matrix

Enter Weight Below

Enter Rating Below

0.00

Enter Rating Below

Your Company Competitor

Enter Rating Below

Enter Weight Below

0.00

Enter Weight Below

Enter Rating Below

IFE Matrix

Enter Weight Below

Enter Rating Below

0.00

Net Income

Share Price EPS

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

Stockholders' Equity

Company Worth

Shares Outstanding

Click Here to View SWOT

2 Division Company 3 Division Company

Domestic International Men

500 800 20

Scroll over for 4 division company

BCG Matrix

IE Matrix

Ratings

11111

22222

Ratings

-1-1

Space Matrix

-1-1-1

-7-6-5-2-2

Quadrant 1 Quadrant 2 Quadrant 3 Quadrant 4

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


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

3 2

3 2


0 0

3 0

3 0

0 2

0 2

0 2

0 2

0 2

0 2

2 2

EBIT

Recession Normal Boom

Combination Financing (decimal form)$2,000 $2,001 $4,000

Amounted Needed 0.80 0.20

$500 0.05

0.30 500

Share Price

$65.00 508

Debt Financing Percent

Stock Financing Percent

Interest Rate (decimal form)

Tax Rate (decimal form)

Current Shares Outstanding

New Shares Outstanding

DO NOT ENTER DATA IN "NEW SHARES OUTSTANDING" BOX. THIS IS DONE FOR

YOU.

Your Company Top CompetitorApple 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$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

Apple1990 1991 1992 1993 1994 19950.7 0.7 0.7 0.7 0.7 0.70.5 0.5 0.5 0.5 0.5 0.50.9 0.9 0.9 0.9 0.9 0.90.1 0.1 0.1 0.1 0.1 0.10.3 0.3 0.3 0.3 0.3 0.30.0 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 -10.02.0 2.0 2.0 2.0 2.0 2.00.7 0.7 0.7 0.7 0.7 0.70.2 0.2 0.2 0.2 0.2 0.2

Current Assets / Current Liabilities(Current Assets - Inventory) / Current LiabilitiesLong Term Debt / EquitySales / InventorySales / Total AssetsSales / Accounts ReceivableAccounts Receivable / (Sales/365)(Sales - Cost of Goods Sold) / Sales

Net Income / SalesNet Income / Total AssetsNet Income / Stockholders Equity

Competitor

Enter Rating Below

Top competitor or who you wish to acquire.

Net Income

Share Price EPS

Stockholders' Equity

Shares Outstanding

3 Division Company 4 Division Company

Women Children North America South America

70 10 5 5

Combination Financing (decimal form)

Must Equal 1.0

1.0

DO NOT ENTER DATA IN "NEW SHARES OUTSTANDING" BOX. THIS IS DONE FOR

YOU.

IBM1990 1991 19920.8 0.8 0.80.6 0.6 0.60.8 0.8 0.80.3 0.3 0.30.5 0.5 0.50.0 0.0 0.0

10037.5 10037.5 10037.5-10.0 -10.0 -10.01.5 1.5 1.50.8 0.8 0.80.3 0.3 0.3

4 Division Company

Asia Europe

40 70

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Competitive Profile Matrix (CPM)

Competitor Competitor

Critical Success Factors Rating Score Rating Score Rating ScoreAdvertising 0.00 0 0.00 0 0.00 0 0.00Market Penetration 0.00 0 0.00 0 0.00 0 0.00Customer Service 0.00 0 0.00 0 0.00 0 0.00Store Locations 0.00 0 0.00 0 0.00 0 0.00R&D 0.00 0 0.00 0 0.00 0 0.00Employee Dedication 0.00 0 0.00 0 0.00 0 0.00Financial Profit 0.00 0 0.00 0 0.00 0 0.00Customer Loyalty 0.00 0 0.00 0 0.00 0 0.00Market Share 0.00 0 0.00 0 0.00 0 0.00Product Quality 0.00 0 0.00 0 0.00 0 0.00Top Management 0.00 0 0.00 0 0.00 0 0.00Price Competitiveness 0.00 0 0.00 0 0.00 0 0.00

Totals 0.00 0.00 0.00 0.00

Your Company

Weight

Return to Start

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 Weight Rating Weighted Score

1. 0 0.00 0 0.002. 0 0.00 0 0.003. 0 0.00 0 0.004. 0 0.00 0 0.005. 0 0.00 0 0.006. 0 0.00 0 0.007. 0 0.00 0 0.008. 0 0.00 0 0.009. 0 0.00 0 0.0010. 0 0.00 0 0.00

Threats Weight Rating Weighted Score1. 0 0.00 0 0.002. 0 0.00 0 0.003. 0 0.00 0 0.004. 0 0.00 0 0.005. 0 0.00 0 0.006. 0 0.00 0 0.007. 0 0.00 0 0.008. 0 0.00 0 0.009. 0 0.00 0 0.0010. 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 0.002. 0 0.00 0 0.003. 0 0.00 0 0.004. 0 0.00 0 0.005. 0 0.00 0 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.

6. 0 0.00 0 0.007. 0 0.00 0 0.008. 0 0.00 0 0.009. 0 0.00 0 0.0010. 0 0.00 0 0.00

Weaknesses Weight Rating Weighted Score1. 0 0.00 0 0.002. 0 0.00 0 0.003. 0 0.00 0 0.004. 0 0.00 0 0.005. 0 0.00 0 0.006. 0 0.00 0 0.007. 0 0.00 0 0.008. 0 0.00 0 0.009. 0 0.00 0 0.0010. 0 0.00 0 0.00

TOTALS 0.00 0.00


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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!

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.

Relative Market Share PositionHigh Medium L1.0 .50

Star

IndustrySalesGrowth Cash CowRate(Percentage)

High+20

Medium 0

Low -20


Star

IndustrySalesGrowth Cash CowRate(Percentage)


Star

IndustrySalesGrowth Cash Cow

High+20

Medium 0

Low -20

High+20

Medium 0

Rate(Percentage)

Low -20

Scroll down for 3 and 4 division BCG

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

<Don't type in the red boxes below, this sheet is not protected so be careful>Relative Market Share Position

High Medium L1.0 .50

Question Mark Profits

DomesticDomestic 500International 800

InternationalInternational 800Domestic 500

Dog

Return to START


Question Mark

MenProfitRemaning Profits

WomenProfitRemaning Profits

Dog

ChildrenProfitRemaning Profits


Question Mark

North AmericaProfitRemaning Profits

South AmericaProfitRemaning Profits

Dog

AsiaProfitRemaning Profits

EuropeProfitRemaning Profits

<Don't type in the red boxes below, this sheet is not protected so be careful>

2080

7030

1090

5115

5115

4080

7050

scroll down for 3 and 4 division IE

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

<This sheet is not protected so be careful>

The Total IFE Weighted ScoresStrong Average Weak4.0 to 3.0 2.99 to 2.0 1.99 to 1.0

4.0 I II III

High

3.0 IV V VI

TheEFETotal MediumWeightedScores

2.0 VII VIII IX

Low

1.0


4.0 I II III

High

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3.0 IV V VI


2.0 VII VIII IX

Low

1.0


4.0 I II III

High

3.0 IV V VI


2.0 VII VIII IX

Low

<Do Not Type In The Red Boxes Below> IF they are Blank Click The Link Below. This page is not protected, so you can really mess up the info in the red boxes. This page must be left unprotected so you can move the vector and box.

Move the Arrow and the box with your mouse.

FPConservative Aggressive7

6

5

4

3

2

1

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

-1

-2

-3

-4

-5

-6

-7Defensive

SPCompetitive

Internal Analysis: External Analysis:Financial Position (FP) Stability Position (SP)Return on Investment (ROI) 1 Rate of InflationLeverage 1 Technological ChangesLiquidity 1 Price Elasticity of DemandWorking Capital 1 Competitive PressureCash Flow 1 Barriers to Entry into Market

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

Internal Analysis: External Analysis:Competitive Position (CP) Industry Position (IP)Market Share -1 Growth PotentialProduct Quality -1 Financial StabilityCustomer Loyalty -1 Ease of Entry into MarketTechnological know-how -1 Resource UtilizationControl over Suppliers and Distributors -1 Profit Potential

Competitive Position (CP) Average -1.0 Industry Position (IP) Average


Aggressive

X-axis 1.0

IP Y-axis -3.46 7

Competitive

Rate of Inflation -7Technological Changes -6Price Elasticity of Demand -5Competitive Pressure -2Barriers to Entry into Market -2

Stability Position (SP) Average -4.4

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Growth Potential 2Financial Stability 2Ease of Entry into Market 2Resource Utilization 2Profit Potential 2

2.0

This page is protected.

Rapid Market Growth

Quadrant II Quadrant I

0

0

00

Quadrant III Quadrant IV

Slow Market Growth

Weak Competitive

Position

Quadrant I

0

Quadrant IV

Return to Start

Strong Competitive

Position


This page is not protected, so be careful.

0 0

Opportunities Weight AS TAS AS TAS1. 0 0.00 1 0.00 2 0.002. 0 0.00 1 0.00 2 0.003. 0 0.00 1 0.00 2 0.004. 0 0.00 1 0.00 2 0.005. 0 0.00 1 0.00 2 0.006. 0 0.00 1 0.00 2 0.007. 0 0.00 1 0.00 2 0.008. 0 0.00 1 0.00 2 0.009. 0 0.00 1 0.00 2 0.0010. 0 0.00 1 0.00 2 0.00

Threats Weight AS TAS AS TAS1. 0 0.00 3 0.00 4 0.002. 0 0.00 3 0.00 4 0.003. 0 0.00 3 0.00 4 0.004. 0 0.00 3 0.00 4 0.005. 0 0.00 3 0.00 4 0.006. 0 0.00 3 0.00 4 0.007. 0 0.00 3 0.00 4 0.008. 0 0.00 3 0.00 4 0.009. 0 0.00 3 0.00 4 0.0010. 0 0.00 3 0.00 4 0.00

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0 0

Strengths Weight AS TAS AS TAS1. 0 0.00 3 0.00 2 0.002. 0 0.00 3 0.00 2 0.003. 0 0.00 3 0.00 2 0.004. 0 0.00 3 0.00 2 0.00

Click here to Return to Start

5. 0 0.00 3 0.00 2 0.006. 0 0.00 3 0.00 2 0.007. 0 0.00 3 0.00 2 0.008. 0 0.00 3 0.00 2 0.009. 0 0.00 3 0.00 2 0.0010. 0 0.00 3 0.00 2 0.00

Weaknesses Weight AS TAS AS TAS1. 0 0.00 0 0.00 0 0.002. 0 0.00 3 0.00 0 0.003. 0 0.00 3 0.00 0 0.004. 0 0.00 0 0.00 2 0.005. 0 0.00 0 0.00 2 0.006. 0 0.00 0 0.00 2 0.007. 0 0.00 0 0.00 2 0.008. 0 0.00 0 0.00 2 0.009. 0 0.00 0 0.00 2 0.0010. 0 0.00 2 0.00 2 0.00

TOTALS 0.00 0.00

Add your information below.

SO Strategies1234

ST Strategies1234

WO Strategies1234

WT Strategies1234

SO Strategies

ST Strategies

WO Strategies

WT Strategies

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Common Stock Financing Debt FinancingRecession Normal Boom Recession Normal Boom

EBIT $2,000 $2,001 $4,000 $2,000 $2,001 $4,000Interest 0 0 0 25 25 25EBT 2,000 2,001 4,000 1,975 1,976 3,975Taxes 600 600 1,200 593 593 1,193EAT 1,400 1,401 2,800 1,383 1,383 2,783# Shares 508 508 508 500 500 500EPS 2.76 2.76 5.52 2.77 2.77 5.57

20 Percent Stock 80 Percent StockRecession Normal Boom Recession Normal Boom

EBIT $2,000 $2,001 $4,000 $2,000 $2,001 $4,000Interest 20 20 20 5 5 5EBT 1,980 1,981 3,980 1,995 1,996 3,995Taxes 594 594 1,194 599 599 1,199EAT 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

$2,000 $2,001 $4,0000.00

1.00

2.00

3.00

4.00

5.00

6.00

EPS-EBIT Graph

Common Stock Financing Debt Financing

1990 1991 1992 1993 1994 1995$0

$1

$2

$3

Revenue (in millions)

Apple IBM

1990 1991 1992 1993 1994 1995$0

$1

$2

$3

$4

Net Income (in millions)

Apple IBM

1990 1991 1992 1993 1994 1995$0

$1

$2

$3

$4

$5

Assets (in millions)

Apple IBM

1990 1991 1992 1993 1994 1995$0

$1

$2

$3

$4

$5

$6

Liabilities (in millions)

Apple IBM

1990 1991 1992 1993 1994 1995$0

$1

$2

$3


Apple IBM

1990 1991 1992 1993 1994 1995$0

$1

$2

$3

$4


Apple IBM

1990 1991 1992 1993 1994 1995$0

$1

$2

$3

$4

$5


Apple IBM

1990 1991 1992 1993 1994 1995$0

$1

$2

$3

$4

$5

$6


Apple IBM

1990 1991 1992 1993 1994 1995$0

$1

$2

$3

$4

$5

$6


Apple IBM

1990 1991 1992 1993 1994 1995$4

$6

$8

Cash (in millions)

Apple IBM

1990 1991 1992 1993 1994 1995$4

$6

$8

Goodwill + Intangibles (in millions)

Apple IBM

1990 1991 1992 1993 1994 1995$6

$8

$10

Inventory (in millions)

Apple IBM

1990 1991 1992 1993 1994 1995$4

$6

$8


Apple IBM

1990 1991 1992 1993 1994 1995$0

$1

$2

$3

$4

$5

$6


Apple IBM

1990 1991 1992 1993 1994 1995$4

$6

$8

Cash (in millions)

Apple IBM

1990 1991 1992 1993 1994 1995$6

$8

$10


Apple IBM

1990 1991 1992 1993 1994 1995$6

$8

$10


Apple IBM

1990 1991 1992 1993 1994 1995$6

$8

$10

Long Term Debt (in millions)

Apple IBM

1990 1991 1992 1993 1994 1995$6

$8

$10


Apple IBM

1990 1991 1992 1993 1994 1995$6

$8

$10


Apple IBM

1990 1991 1992 1993 1994 1995$0

$2

$4

$6

$8

$10

$12

Stockholders' equity (in millions)

Apple IBM

1990 1991 1992 1993 1994 1995$0

$2

$4

$6

$8

$10

$12


Apple IBM

1990 1991 1992 1993 1994 1995$0

$5

$10

$15

$20

$25

Cost of Goods Sold (in millions)

Apple IBM

1990 1991 1992 1993 1994 1995$0

$5

$10

$15

$20

$25


Apple IBM

1990 1991 1992 1993 1994 1995$0

$5

$10

$15

$20

$25


Apple IBM

1990 1991 1992 1993 1994 1995$0

$5

$10

$15

$20

$25


Apple IBM

1990 1991 1992 1993 1994 1995$0

$5

$10

$15

$20

$25

$30

$35

Current Assets (in millions)

Apple IBM

1990 1991 1992 1993 1994 1995$0

$5

$10

$15

$20

$25

$30

$35


Apple IBM

1990 1991 1992 1993 1994 1995$0$5

$10$15$20$25$30$35$40$45$50

Current Liabilities (in millions)

Apple IBM

1990 1991 1992 1993 1994 1995$0$5

$10$15$20$25$30$35$40$45$50


Apple IBM

1990 1991 1992 1993 1994 1995$0

$10

$20

$30

$40

$50

$60

Accounts Receivable (in millions)

Apple IBM

1990 1991 1992 1993 1994 1995$0

$10

$20

$30

$40

$50

$60


Apple IBM

1990 1991 1992 1993 1994 1995$0

$10

$20

$30

$40

$50

$60


Apple IBM

1990 1991 1992 1993 1994 1995$0

$10

$20

$30

$40

$50

$60


Apple IBM


1990 1991 1992 1993 1994 1995$0

$1

$2

$3


Apple IBM

1990 1991 1992 1993 1994 1995$0

$1

$2

$3

$4


Apple IBM

1990 1991 1992 1993 1994 1995$0

$1

$2

$3

$4

$5


Apple IBM

1990 1991 1992 1993 1994 1995$0

$1

$2

$3

$4

$5

$6


Apple IBM

1990 1991 1992 1993 1994 1995$4

$6

$8


Apple IBM

1990 1991 1992 1993 1994 1995$0

$1

$2

$3

$4

$5

$6


Apple IBM

1990 1991 1992 1993 1994 1995$4

$6

$8

Cash (in millions)

Apple IBM

1990 1991 1992 1993 1994 1995$6

$8

$10


Apple IBM

1990 1991 1992 1993 1994 1995$6

$8

$10


Apple IBM

1990 1991 1992 1993 1994 1995$6

$8

$10


Apple IBM

1990 1991 1992 1993 1994 1995$0

$2

$4

$6

$8

$10

$12


Apple IBM

1990 1991 1992 1993 1994 1995$0

$5

$10

$15

$20

$25


Apple IBM

1990 1991 1992 1993 1994 1995$0

$5

$10

$15

$20

$25


Apple IBM

1990 1991 1992 1993 1994 1995$0

$5

$10

$15

$20

$25

$30

$35


Apple IBM

1990 1991 1992 1993 1994 1995$0$5

$10$15$20$25$30$35$40$45$50


Apple IBM

1990 1991 1992 1993 1994 1995$0

$10

$20

$30

$40

$50

$60


Apple IBM

1990 1991 1992 1993 1994 1995$0

$10

$20

$30

$40

$50

$60


Apple IBM

Click here to Return to Start Page

1990 1991 1992 1993 1994 19950.6

0.7

0.8

Current Ratio

Apple IBM

1990 1991 1992 1993 1994 19950.0

0.1

0.2

0.3

0.4

0.5

0.6

Quick Ratio

Apple IBM

1990 1991 1992 1993 1994 19950.7

0.8

0.9

Long Term Debt to Equity Ratio

Apple IBM

1990 1991 1992 1993 1994 19950.0

0.1

0.2

0.3

Inventory Turnover Ratio

Apple IBM

1990 1991 1992 1993 1994 19950.0

0.1

0.2

0.3

0.4

0.5

0.6

Total Assets Turnover Ratio

Apple IBM

1990 1991 1992 1993 1994 19950.0

0.0

0.0

Accounts Receivable Turnover Ratio

Apple IBM

1990 1991 1992 1993 1994 19950.0

0.1

0.2

0.3

0.4

0.5

0.6

Total Assets Turnover Ratio

Apple IBM

1990 1991 1992 1993 1994 19950.0

0.0

0.0


Apple IBM

1990 1991 1992 1993 1994 19950.0

2000.04000.06000.08000.0

10000.012000.014000.016000.018000.0

Average Collection Period Ratio

Apple IBM

1990 1991 1992 1993 1994 1995

-12.0

-10.0

-8.0

-6.0

-4.0

-2.0

0.0

Gross Profit Margin Ratio

Apple IBM

1990 1991 1992 1993 1994 19950.0

0.5

1.0

1.5

2.0

2.5

Net Profit Margin Ratio

Apple IBM

1990 1991 1992 1993 1994 19950.6

0.7

0.8

ROA

Apple IBM

1990 1991 1992 1993 1994 19950.0

0.1

0.2

0.3

ROE

Apple IBM

1990 1991 1992 1993 1994 19950.0

0.1

0.2

0.3

ROE

Apple IBM

Click here to Return to Start Page

1990 1991 1992 1993 1994 19950.0

0.1

0.2

0.3

0.4

0.5

0.6

Quick Ratio

Apple IBM

1990 1991 1992 1993 1994 19950.0

0.1

0.2

0.3

Inventory Turnover Ratio

Apple IBM

1990 1991 1992 1993 1994 19950.0

0.0

0.0


Apple IBM

1990 1991 1992 1993 1994 19950.0

0.0

0.0


Apple IBM

1990 1991 1992 1993 1994 1995

-12.0

-10.0

-8.0

-6.0

-4.0

-2.0

0.0

Gross Profit Margin Ratio

Apple IBM

1990 1991 1992 1993 1994 19950.6

0.7

0.8

ROA

Apple IBM

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