PART I
| Welcome to the Free Excel Student Template Version 18.1 | |||||||||
| 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. Refer to the David & David textbook for conceptual guidelines for developing all matrices and analyses included in this Template. Best of luck with your project. This Template is designed for Textbook editions 17ed and 18th. | |||||||||
| Instructions for Using the Template | |||||||||
| 1 | Please read all Template instructions below carefully before you start each new section of this Template. Only type in the green boxes. Refer to the David, David & David textbook for conceptual guidelines for every matrix and analysis in this Template. | ||||||||
| 2 | This Template is organized into three primary parts: Part I, Part II, and the respective data output pages for your respective matrices. All data entered will be entered into Part I or Part II. Part I consists of data entry in developing matrices, where Part II consists of data entry for your financial information, including ratios, financial statements, and projected financial statements. Blue buttons are provided for navigating within and to Part I, yellow buttons are for navigating within and to Part II, orange buttons are for navigating to the respective matrices and pink buttons are for navigating to your financial output tables. The navigation buttons along the top of Part I and Part II may not be visible for Apple users but all other features should work without any problems. | ||||||||
| Strengths and Weaknesses | |||||||||
| 1 | Enter into the Template exactly 10 strengths and 10 weaknesses, no more and no less. Your factors should be detailed and actionable rather than vague. For example, the strength: “Sales up nicely” is too vague and not actionable; “Sales were up 15% on women's apparel in China during 2018” is stated far better. Always be thinking in terms of divisions when writing strengths and weaknesses. Note women's apparel could be a division for Nike. All divisions do not need to be treated equally; allow more coverage for divisions with more revenue and those most pertinent to your strategic plan. | ||||||||
| 2 | Weights reveal how important a factor is to being successful in the industry. All weights are “industry-based.” A factor of 0.10 for example is 5 times more important than a factor of 0.02 for being successful in the industry. Do not be afraid to include factors with lower weights though. To have a factor make your top 10 list (10 strengths for example out of the 100s the firm likely has), justifies its importance, yet it still may be relatively a lot less important to the industry than others factors you include. Also, be mindful with respect to what industry your firm operates. A moderate priced casual hamburger restaurant may have more in common with a moderate priced chicken restaurant than with McDonalds (cheaper fastfood). Automatically considering McDonalds, Burger King, and Wendy's as the “industry” just because they all sell hamburgers may not be appropriate. Here, casual moderated priced restaurants may serve better as the “industry.” After entering in the weights, check to make sure the sum of your weights equals 1.0 for your internal factors. Also, arrange your strengths with highly weighted factors listed first; arrange your Weaknesses also with highest weighted factors listed first. | ||||||||
| 3 | In contrast to weights that are industry-based, ratings are company-based and reveal how well your firm is performing. Use the coding scheme given below for ratings in an IFE Matrix: If your strengths are being cut off, simply drag your cursor between the two row numbers on the left to widen the row. | ||||||||
| 1 = “the response is poor” | |||||||||
| 2 = “the response is average | |||||||||
| 3 = “the response is above average” | |||||||||
| 4 = “the response is superior” | |||||||||
| Strengths | Weight | Rating | |||||||
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| Weaknesses | Weight | Rating | |||||||
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| Total Weight (Must Equal 1.00) | 0.00 | ||||||||
| Opportunities and Threats | |||||||||
| 1 | Enter into this Template exactly 10 opportunities and 10 threats, no more no less. Your factors should be detailed and actionable rather than vague. Keep in mind both opportunities and threats should be external in nature. Ask yourself “Does the firm have control over this factor?” If the answer is yes, then it cannot be an opportunity or threat. For example, as a clothing retailer you may have an opportunity to “start selling clothes in China.” This is not an opportunity for two reasons: 1) the firm has internal control over doing business in China, and 2) the statement is a strategy. The underlying opportunity may be “Women in China spent 20% more on athletic apparel in 2018.” Note how this opportunity is specific, actionable, divisional, and external (we cannot control the culture or demand for female athletic apparel). All divisions do not need to be treated equally, allow more coverage for divisions with more revenue and those most pertinent to your strategic plan. | ||||||||
| 2 | Weights reveal how important a factor is to being successful in the industry. Read over the #2 tip under strengths and weaknesses above since the same logic applies for the external factors. After entering in the weights, check to make sure your sum of weights equals 1.0 for all 20 external factors. List factors according with highest weight items first. | ||||||||
| 3 | Ratings again are company-based and reflect how well the firm is addressing the particular factor. Use the coding scheme given below for ratings in an EFE Matrix. If your opportunities are being cut off, simply drag your cursor between the two row numbers on the left to widen the row. | ||||||||
| 1 = the response is poor” | |||||||||
| 2 = “the response is average” | |||||||||
| 3 = “the response is above average” | |||||||||
| 4 = “the response is superior” | |||||||||
| Opportunities | Weight | Rating | |||||||
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| Threats | Weight | Rating | |||||||
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| Total Weight (Must Equal 1.00) | 0.00 | ||||||||
| Competitive Profile Matrix (CPM) | |||||||||
| 1 | To perform the CPM, enter up to 12 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, perhaps include on time arrival, extra fees, and frequent flyer points as factors, rather than the canned factors below. In a CPM, factors do not need to be overly specific, but they should be divisional in nature to the extent possible. If Pepsi Co. is your firm, your factors should be about the firm's soda business, Frito Lay business, bottling business, etc. (Pepsi Co competes in a lot more than just soda) rather than just general “advertising.” Advertising for what division (business) are you referring to? Frito Lay's advertising, soda marketing, etc. All divisions do not need to be treated equally; allow more coverage for divisions with more revenue and those most pertinent to your strategic plan. | ||||||||
| 2 | After entering in your critical success factors, enter in a weight for each factor; weights are industry-based. Be sure to check the bottom of the “Enter Weight Below” column, to make sure your sum weight is equal to 1.00. It is okay for some factors to receive a low weight and a factor or two to receive a high weight of say 0.20. | ||||||||
| 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 Rating (company-based) in the “Enter Rating Below” column for each organization. DO NOT ASSIGN THE COMPANIES THE SAME RATING; TAKE A STAND; MAKE A CHOICE. In a CPM, use the coding scheme provided below for ratings. | ||||||||
| 1 = “the response is poor” | |||||||||
| 2 = “the response is average” | |||||||||
| 3 = “the response is above average” | |||||||||
| 4 = “the response is superior” | |||||||||
| Enter 12 Factors Below | Weight | Chick-Fil-A | McDonald's | Popeye's | |||||
| Enter Ratings Below | |||||||||
| Customer Service | 0.15 | 3 | 4 | 3 | |||||
| Customer Loyalty | 0.15 | 3 | 4 | 4 | |||||
| Organization Structure | 0.05 | 3 | 2 | 1 | |||||
| Advertising | 0.05 | 4 | 2 | 2 | |||||
| Delivery Time & Cost | 0.05 | 3 | 3 | 4 | |||||
| Global Expansion | 0.05 | 4 | 4 | 3 | |||||
| Sustainability | 0.05 | 3 | 4 | 4 | |||||
| Sales Growth | 0.10 | 3 | 4 | 4 | |||||
| Price Competitiveness | 0.10 | 3 | 4 | 4 | |||||
| Product Quality | 0.10 | 4 | 4 | 3 | |||||
| E-Commerce | 0.15 | 2 | 3 | 4 | |||||
| 1.00 | |||||||||
| Boston Consulting Group (BCG) Matrix | |||||||||
| 1 | This Template allows for up to 5 divisions. If your company has more than 5 divisions, combine the divisions with the least amount of revenue into division 5, and mention the adjustment to the class during your presentation, or simply focus on the 5 divisions your 3-year plan centers around; check with your professor. |
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| 2 | In each division, enter a name, followed by the dollar amount in revenues for that division. Do not include M or B for millions or billions, but do drop off zeros. For example, for $100,000,000, you could enter $100,000 or $100, just be consistent. | ||||||||
| 3 | After completing Step 2 in developing a BCG, enter in the dollar amount in revenues for the top rival firm for each division. Note, the top rival may be you and in this situation enter in your company's revenue for that division. Also, note the top rival may be different for different divisions. For example, if your firm is Avon, Avon's top rival in its lipstick division may be Revlon, but for nail polish, the top rival in the industry may be L'Oréal, and in makeup, Avon may be the market leader. There is no need to label the top rival by name, but you could mention in class as part of your presentation. Be sure to enter in all numbers in the same $ format you used in Step 2 above. If you do not have a perfect apples to apples comparison, (possibly a rival firm combines lipstick and makeup, where your firm separates the two) then estimate as best you can and make note in your presentation. | ||||||||
| 4 | Finally, enter in the industry growth rate (IGR) for each division. Generally, taking the top 2 or 3 rivals for each division (along with your firm), adding their numbers together for the current year and the previous year and using the equation (Current Year – Previous Year) / Previous Year is sufficient to estimate guess of the industry growth rate. This is because generally the top 3 players dominate an industry. Note, using this process also weights larger firms more, which is exactly what you desire. Do not use total revenues; instead, use divisional revenues. Division industry growth rates (IGR) must be between -0.20 and 0.20. If outside these ranges, simply use -0.20 or 0.20 and mention during your presentation. | ||||||||
| 5 | Everything is calculated and positioned for you (Other than Industry Growth Rate in Step 4) including the Relative Market Share Position (RMSP). The BCG matrix in this Template does not produce pie slices to show profits. You may wish to discuss divisional profits in your presentation. | ||||||||
| Enter in division names below (If less than 5, leave the other spaces blank and no circles will appear) | Your Firm's Division Revenues | Top Firm in Industry Division Revenues | Division Market Growth Rate (Step 4) | Relative Market Share Position | |||||
| NA | |||||||||
| NA | |||||||||
| NA | |||||||||
| NA | |||||||||
| NA | |||||||||
| Internal – External (IE) Matrix | |||||||||
| 1 | This Template allows for up to 5 divisions. If the company has more than 5 divisions, combine the divisions with the least amount of revenue into division 5, and mention the adjustment to the class during your presentation, or simply focus on the 5 divisions that your 3-year plan centers around; check with your professor. | ||||||||
| 2 | Company wide EFE and IFE scores are automatically entered once you complete the EFE and IFE Matrices. | ||||||||
| 3 | Enter in estimated EFE and IFE Scores for your respective divisions. | ||||||||
| 4 | This Template's IE matrix does not produce pie slices to show profits. | ||||||||
| Enter The Name Of Your Firm | |||||||||
| Chick-Fil-A | |||||||||
| Enter in division names below. If less than 5, leave the other spaces blank and no circles will appear. Remember you could use divisions by geographic region for the BCG and by product/service type for the IE (or vice versa). | Your Firm's Division Revenues | Estimated IFE Score | Estimated EFE Score | ||||||
| Chicken Sandwich Division | $600 | 3.8 | 3.9 | ||||||
| Catering Division | $570 | 2.8 | 3.2 | ||||||
| Licensing Division | $42 | 2.2 | 2.9 | ||||||
| International Division | $180 | 3.2 | 3.0 | ||||||
| Digital Division | $350 | 3.0 | 3.2 | ||||||
| SPACE Matrix | |||||||||
| 1 | Include up to five factors to assess each SPACE axis: Financial Position (FP), Stability Position (SP), Competitive Position (CP), and Industry Position (IP) and the corresponding rating each factor should receive. | ||||||||
| 2 | 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 | Enter in the estimated FP, SP, CP, and IP numbers for up to two competitors. Or, instead of a competitor, you could show the estimated SPACE values for your firm after your proposed recommendations are implemented, ie a Before and After analysis. Or you could do both, just cut and paste the SPACE into PowerPoint then refill in the new data. It is important you fill in all information or Excel will place a circle(s) at the origin of the SPACE since the default will be (0,0) plot, which is the origin. | ||||||||
| FP and IP | |||||||||
| Positive 1 (worst) to Positive 7 (best) | |||||||||
| CP and SP | |||||||||
| Negative 1 (best) to Negative 7 (worst) | |||||||||
| Enter The Name Of Your Firm | |||||||||
| Ratings | |||||||||
| Financial Position (FP) | |||||||||
| Current Ratio | |||||||||
| Debt to Equity | |||||||||
| Net Income | |||||||||
| Revenue | |||||||||
| Inventory Turnover | |||||||||
| Industry Position (IP) | |||||||||
| Growth Potential | |||||||||
| Financial Stability | |||||||||
| Ease of Entry into Market | |||||||||
| Resource Utilization | |||||||||
| Profit Potential | |||||||||
| Ratings | |||||||||
| Competitive Position (CP) | |||||||||
| Market Share | |||||||||
| Product Quality | |||||||||
| Customer Loyalty | |||||||||
| Variety of Products Offered | |||||||||
| Control over Suppliers and Distributors | |||||||||
| Stability Position (SP) | |||||||||
| Rate of Inflation | |||||||||
| Technological Changes | |||||||||
| Price Elasticity of Demand | |||||||||
| Competitive Pressure | |||||||||
| Barriers to Entry into Market | |||||||||
| Your firm's X-axis | 0.0 | ||||||||
| Your firm's Y-axis | 0.0 | ||||||||
| Estimated FP | |||||||||
| Estimated IP | |||||||||
| Estimated CP | |||||||||
| Estimated SP | |||||||||
| Competitor 1's X-axis | 0.0 | ||||||||
| Competitor 1's Y-axis | 0.0 | ||||||||
| Estimated FP | |||||||||
| Estimated IP | |||||||||
| Estimated CP | |||||||||
| Estimated SP | |||||||||
| Competitor 2's X-axis | 0.0 | ||||||||
| Competitor 2's Y-axis | 0.0 | ||||||||
| Perceptual Map | |||||||||
| 1 | In this Template's Perceptual Map, you may include for up to 10 product categories. | ||||||||
| 2 | Enter in the X axis and Y axis dimensions. For example, if developing a map for frozen foods your X axis could range from “low calorie” to “high calorie,” while the Y axis ranges from “low cost” to “high cost.” | ||||||||
| 3 | Enter in the products you wish to compare (up to 10); in the example, these products would be different brands of frozen foods available for purchase. After entering in the products, rate each factor on a scale of 1 to 9. In our example, extremely low calorie would receive a score of 1 or 2, and likewise extremely high calorie should receive a score of 8 or 9. | ||||||||
| 4 | To enhance this analysis, you could mentally draw a line (or two lines) of best fit (through products) and identify areas along the line that do not have (in this example) frozen food products near the line. In this analysis, blank areas of the map are typically the most advantageous for new product creation. Any products that fall well above or below the line, may be over or under serving customers and should be examined closely. Do not blindly follow this rule of thumb however since, for example, a very expensive product may be well off the projected best fit line and yet serve its small customer base quite well. You may with this Template wish to develop several perceptual maps changing your X and Y dimensions. For example, if you are a large food processor, you could examine frozen foods on dimensions other than the ones used here, or you could examine dairy products or any other related products. Simply cut and paste your existing map into Power Point then enter your data for a new map. | ||||||||
| Enter The Name of the Dimensions on the X-axis | |||||||||
| Enter The Name of the Dimensions on the Y-axis | |||||||||
| Enter in up to 10 products | X – axis Rating | Y – axis Rating | |||||||
| Grand Strategy Matrix | |||||||||
| 1 | The Grand Strategy Matrix allows for entry of your firm and up to 5 divisions | ||||||||
| 2 | Rank the X axis from 1 (Extremely Weak Competitive Position) to 9 (Extremely Strong Competitive Position) | ||||||||
| 3 | Rank the Y axis from 1 (Extremely Slow Market Growth) to 9 (Extremely Rapid Market Growth) | X-axis score | Y-axis score | ||||||
| SWOT | |||||||||
| 1 | Click on the SWOT Hyperlink below and add your SLOWEST, and WT Strategies. | ||||||||
| QSPM | |||||||||
| 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. In your oral or written project, you will need to provide a recommendations page(s) on your own with the expected cost of each recommendation, ie after performing the QSPM. The recommendations page is followed by an EPS/EBIT Analysis to reveal where best to obtain the needed capital (debt vs equity). You should have multiple recommendations, including perhaps both strategies included in the QSPM, and other strategies for the firm – but no firm can do everything that would benefit the firm due to limited resources. | ||||||||
| 2. | In developing a QSPM, after entering in your strategies, then rate each strategy based on the strengths, weaknesses, opportunities, and threats (factors). Do not give two strategies the same rating for a particular strength, weakness, opportunity, or threat. (the exception is if you enter 0 to signify a factor “not impacting the choice between strategies” then you MUST enter 0 for both strategies. For example, if Strategy 1 deserves a rating of 4 on a given factor, but that factor has little to do with Strategy 2, just assign a rating of 1 to Strategy 2. (Note QSPM's will have 0's across about one half of the rows). Across each row in performing QSPM analysis, use the rating scale below for AS scores. | ||||||||
| 0 = Not applicable | Strategy One | Strategy Two | |||||||
| 1 = Not attractive | |||||||||
| 2 = Somewhat attractive | |||||||||
| 3 = Reasonably attractive | |||||||||
| 4 = Highly attractive | |||||||||
| AS Ratings | AS Ratings | ||||||||
| Strengths | |||||||||
| 1 | 0 | ||||||||
| 2 | 0 | ||||||||
| 3 | 0 | ||||||||
| 4 | 0 | ||||||||
| 5 | 0 | ||||||||
| 6 | 0 | ||||||||
| 7 | 0 | ||||||||
| 8 | 0 | ||||||||
| 9 | 0 | ||||||||
| 10 | 0 | ||||||||
| AS Ratings | AS Ratings | ||||||||
| Weaknesses | |||||||||
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| 10 | 0 | ||||||||
| AS Ratings | AS Ratings | ||||||||
| Opportunities | |||||||||
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| AS Ratings | AS Ratings | ||||||||
| Threats | |||||||||
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| 9 | 0 | ||||||||
| 10 | 0 | ||||||||
| You have completed Part 1. | |||||||||
Click The Blue Buttons Below to Navigate Part 1 More Efficiently
Strengths
Perceptual Maps
Weaknesses
Opportunities
Threats
SWOT
CPM
IE Matrix
BCG Matrix
SPACE Matrix
GRAND
QSPM
View IFE Matrix
View IFE Matrix
HOME
View EFE Matrix
View EFE Matrix
View CPM Matrix
View CPM Matrix
BCG
BCG
IE
IE
SPACE
SPACE
Perceptual Map
Perceptual Map
SWOT
QSPM
GRAND
GRAND
QSPM
PART II
| Preliminary Financial Data | |||||||||||||||||||
| 1 | Enter in your preliminary financial data below for your company. This data is used to construct financial statements, financial ratios, and much more. | ||||||||||||||||||
| Income Statement Information | |||||||||||||||||||
| Enter all as Dollar Amounts. Make sure the oldest year is entered into Column 1 throughout this Template. You may NOT Change this sequence as the preset equations will not adjust. | Read the Note to the left CAREFULLY | ||||||||||||||||||
| Reporting Date | |||||||||||||||||||
| Revenue | |||||||||||||||||||
| Cost of Goods Sold | |||||||||||||||||||
| Operating expenses | |||||||||||||||||||
| Interest Expense | Note: If receiving interest credit, enter as NEGATIVE number | ||||||||||||||||||
| Non-recurring Events | Note: If NEGATIVE enter as negative number. Generally this line is for “discontinued operations” and 90% of the time you will enter 0 | ||||||||||||||||||
| Tax | Note: If receiving a tax credit, enter as NEGATIVE number | ||||||||||||||||||
| Balance Sheet Information | |||||||||||||||||||
| Current Assets | 12/31/99 | 12/31/99 | |||||||||||||||||
| Cash and equivalents and Short Term Investments | |||||||||||||||||||
| Accounts Receivable | |||||||||||||||||||
| Inventory | |||||||||||||||||||
| Other Current Assets | |||||||||||||||||||
| Long Term Assets | |||||||||||||||||||
| Property, plant & equipment | |||||||||||||||||||
| Goodwill | |||||||||||||||||||
| Intangibles | |||||||||||||||||||
| Other Long-term Assets | |||||||||||||||||||
| Current Liabilities | |||||||||||||||||||
| Accounts Payable | |||||||||||||||||||
| Other Current Liabilities | |||||||||||||||||||
| Long Term Liabilities | |||||||||||||||||||
| Long-term Debt | |||||||||||||||||||
| Other Long-term Liabilities | |||||||||||||||||||
| Equity | |||||||||||||||||||
| Common Stock | |||||||||||||||||||
| Retained Earnings | |||||||||||||||||||
| Treasury Stock | Note: Enter as negative number | ||||||||||||||||||
| Paid in Capital & Other | |||||||||||||||||||
| Company Valuation | |||||||||||||||||||
| 1 | Enter in the corresponding data below for your firm, and for a rival firm if you desire. The rival can be a firm you wish to acquire or simply just to compare to your case company. | ||||||||||||||||||
| Stockholders' Equity | 0 | Note: Determined after you complete the preliminary section. | |||||||||||||||||
| Net Income | 0 | Note: Determined after you complete the preliminary section. | |||||||||||||||||
| EPS | ERROR:#DIV/0! | Note: Determined after you complete the preliminary section and enter in # shares outstanding below. | |||||||||||||||||
| # Shares Outstanding | Note: Using Current # shares outstanding is okay or # of shares outstanding (issued) on the last day of the fiscal year. | ||||||||||||||||||
| Stock Price | Note: Current Stock price is fine, or the closing price on the last day of the fiscal year. | ||||||||||||||||||
| Goodwill & Intangibles | 0 | Note: Determined after you complete the preliminary section. | |||||||||||||||||
| Rival Firm's Name | |||||||||||||||||||
| Stockholders' Equity | |||||||||||||||||||
| Net Income | |||||||||||||||||||
| EPS | |||||||||||||||||||
| # Shares Outstanding | |||||||||||||||||||
| Stock Price | |||||||||||||||||||
| Goodwill & Intangibles | |||||||||||||||||||
| EPS/EBIT Analysis | |||||||||||||||||||
| 1 | Enter in the corresponding data below for your firm. | ||||||||||||||||||
| 2 | If you notice little to no change in EPS with stock vs debt financing, the total amount of your recommendations is likely too low. Unless of course, you are recommending defensive strategies where you are not acquiring substantial new capital. | ||||||||||||||||||
| Pessimistic | Realistic | Optimistic | |||||||||||||||||
| EBIT | |||||||||||||||||||
| EPS/EBIT Data | |||||||||||||||||||
| Amounted Needed | Note: This number is the total cost of your recommendations. | ||||||||||||||||||
| Interest Rate | Note: Enter as a decimal. | ||||||||||||||||||
| Tax Rate | Note: Enter as a decimal. | ||||||||||||||||||
| Shares Outstanding | 0 | Note: Enter in under Company Valuation on this page. | |||||||||||||||||
| # New Shares Outstanding | ERROR:#DIV/0! | Note: Calculated automatically | |||||||||||||||||
| Stock Price | $0.00 | Note: Enter in under Company Valuation on this page. | |||||||||||||||||
| Combination Financing Data | |||||||||||||||||||
| Percent Equity Used to Finance | Note: Enter as a decimal. | ||||||||||||||||||
| Percent Debt Used to Finance | Note: Enter as a decimal. | ||||||||||||||||||
| Total Equity and Debt | 0.00 | Note: Must equal 1.0. Check the two line items above. | |||||||||||||||||
| Projected Financial Statements | |||||||||||||||||||
| 1 | Start with the income statement and work your way from top to bottom. Take extreme care to read and understand all notes provided by each line item. See Chapter 8 in the David & David textbook for examples and guidelines in developing projected financial statements. | ||||||||||||||||||
| 2 | After completing the income statement, begin the balance sheet starting with the “dividends to pay” line near the bottom; finish the equity section of the balance sheet first, then work your way up the statement to the liabilities section, then onto the assets, using the top row (Cash) as the plug figure. A detailed note beside the cash line item explains further. | ||||||||||||||||||
| 3 | Take care to read all notes to the right of the line items. Consult Chapter 8 of the David & David textbook for excellent explanations and tips for constructing projected statements. | ||||||||||||||||||
| Percentages in the Projected Income Statement will be multiplied by the most recent year. For example, if you enter in 10% for projected revenues in projected year 2, the Template will use the equation (1.10 x projected year 1 revenues) = projected year 2 revenues. For line items in the projected income statement requesting dollar amounts, please read the note below for the balance sheet. The calculations work the same way as described there. | |||||||||||||||||||
| Projected Years (earliest to latest) | |||||||||||||||||||
| Income Statement | Historical Numbers (see notes) | ||||||||||||||||||
| Projected Reporting Date | Historical Percent Notes Below. Enter your data in the EXACT same format as the Notes describe. | ||||||||||||||||||
| Revenues | ERROR:#DIV/0! | Historical Note: Difference the two most recent years of data. Enter percent increases you expect based on your recommendations. Do not blindly use the historical number provided. Enter as percent. | |||||||||||||||||
| Cost of Goods Sold | ERROR:#DIV/0! | Historical Note: Percent of Sales in the most recent year. Use a similar percent across all three projected years unless you believe COGS to sales percent will change drastically. Enter as percent. | |||||||||||||||||
| Operating Expenses | ERROR:#DIV/0! | Historical Note: Percent of Sales in the most recent year. Use a similar percent across all three projected years unless you believe Operating Expenses to sales percent will change drastically. Enter as percent. | |||||||||||||||||
| Interest Expense | $0 | Historical Note: Dollar amount of interest paid in the most recent year. Enter in the NEW NET dollar amounts of interest you will forecasted for each year. If your most recent interest payment was $500 and you plan on a $20 net increase in interest for projected year 1, simply enter in $20 for year one. If financing through debt, the number is more likely to increase more than if financing through equity. Enter as dollar amount. If you anticipate less interest expense than the year before, enter as a negative number. | |||||||||||||||||
| Tax | ERROR:#DIV/0! | Historical Note: Tax Rate in most recent year. You can likely use the same tax rate throughout unless you expect a large increase/decrease in revenues and subsequently EBT. Enter as percent. | |||||||||||||||||
| Non-Recurring Events | 0 | Historical Note: Dollar amount of Non-Recurring Events for each year, this number is not cumulative. Safe to forecast this number as $0 in ever year. Enter as dollar amount. | |||||||||||||||||
| Scroll Down for Balance Sheet | |||||||||||||||||||
| Work from the bottom of the Projected Balance Sheet to the top | |||||||||||||||||||
| Projected Years (earliest to latest) | |||||||||||||||||||
| Balance Sheet (Start at the bottom) | Historical Dollar Amount Paid | The projected Balance Sheet is designed for you to enter in the NET ADDITIONAL DOLLAR VALUES (for PPE, Goodwill, and Intangibles). The Template will add these values to the existing numbers. For Example, if you are adding $1,000 in inventory in projected year 1, (but you estimate your firm used $800 of its existing inventory from the prior year) just enter in $200 ($1,000-$800) in the corresponding box and the Template will use the equation ($200 + most recent historical year Inventory number) = projected year 1 inventory. | |||||||||||||||||
| Read the message to the right, then start at the bottom with dividends. | |||||||||||||||||||
| Assets | 12/31/99 | 12/31/99 | 12/31/99 | ||||||||||||||||
| Cash and Equivalents | $0 | $0 | $0 | $0 | Historical Note: If your cash number appears too high or low, consult Chapter 8 of the textbook for more information. Also, compare your projected ratios to historical ratios. You may need to make adjustments to your recommendations and/or your projected statements. It is rare for any firm to have acceptal projected statements after the first attempt. | ||||||||||||||
| Accounts Receivable | ERROR:#DIV/0! | Historical Note: Percent of revenues in the most recent year. Use a similar percent across all three projected years unless you believe the current assets to revenues percent will change drastically. Enter as percent | |||||||||||||||||
| Inventory | ERROR:#DIV/0! | ||||||||||||||||||
| Other Current Assets | ERROR:#DIV/0! | ||||||||||||||||||
| Property Plant & Equipment | $0 | Historical Note: The values are for the most recent year reported. Enter in the net new (not cumulative) dollar amounts for each item for each forecasted year (Except for the Cash and Equivalents line). If you are purchasing $200 of Property, Plant & Equipment in Projected Year 1, simply enter $200 into the first projected year. If you plan to also reduce existing PP&E by $300, then you would enter in a negative $100 into Projected Year 1 (assuming you still plan to purchase the other $200). Take care with each line time, it is not how fast you get the numbers entered. Reread the hints in red writing a few lines above. | |||||||||||||||||
| Goodwill | $0 | ||||||||||||||||||
| Intangibles | $0 | ||||||||||||||||||
| Other Long-Term Assets | ERROR:#DIV/0! | Historical Note: Percent of revenues in the most recent year. Use a similar percent across all three projected years unless you believe the other long-term asets to revenues percent will change drastically. Enter as percent | |||||||||||||||||
| Liabilities | 12/31/99 | 12/31/99 | 12/31/99 | ||||||||||||||||
| Accounts Payable | ERROR:#DIV/0! | Historical Note: Percent of revenues in the most recent year. Use a similar percent across all three projected years unless you believe the current liabilities to revenues percent will change drastically. Enter as percent. | |||||||||||||||||
| Other Current Liabilities | ERROR:#DIV/0! | ||||||||||||||||||
| Long-Term Debt | $0 | Historical Note: The values are for the most recent year reported. Enter in the net new (not cumulative) dollar amounts for each item for each forecasted year. For example, if you do not plan to take on any additional long term debt in Projected Year 1, but do plan to pay off $1,000 in debt in Projected Year 1, enter in ($1,000) in Projected Year 1 long term debt column. | |||||||||||||||||
| Other Long-Term Liabilities | ERROR:#DIV/0! | Historical Note: Percent of revenues in the most recent year. Use a similar percent across all three projected years unless you believe the other long-term liabilities to revenues percent will change drastically. Enter as percent. | |||||||||||||||||
| Equity | 12/31/99 | 12/31/99 | 12/31/99 | ||||||||||||||||
| Common Stock | 0 | Historical Note: The values are for the most recent year reported. Enter in the new (additional, not cumulative) Dollar amounts for each Item for each forecasted year. If you change Treasury Stock, you may need to make an adjustment to Paid in Capital. Enter Treasury Stock as a negative number. Read over Chapter 8 of the David, David and David textbook. | |||||||||||||||||
| Treasury Stock | 0 | ||||||||||||||||||
| Paid in Capital & Other | 0 | ||||||||||||||||||
| Retained Earnings | 0 | 0 | 0 | 0 | Historical Note: The Retained Earnings value is for the most recent year reported. The new additional (not cumulative) Retained Earnings are calculated automatically. | ||||||||||||||
| Total Dividends to Pay | START HERE | Start HERE. Enter the total dollar amount you wish to pay in dividends each forecasted year. If none, enter 0. This line is not cumulative, it does not add the value to any existing value for dividends. For example, if the firm paid $1,000 in dividends and you wish to stop dividend payments, enter $0 in projected year 1 box. If you wish to increase dividends by 10% enter $1,100 into projected year 1 box. Check on your own to see historically what the firm was paying. | |||||||||||||||||
Preliminary Financial Data
Income Statement
Balance Sheet
Company Valuation
Rival Firm Valuation
Company Valuation
EPS/EBIT Analysis
Projected Financial Statements
HOME
Balance Sheet
EPS/EBIT Analysis
IFE
| IFE Matrix | ||||
| 1 | If data is missing here, recheck “Part I” | |||
| 2 | Check to make sure your text is not cut off in the matrix. Double click (or drag) between the Cell Numbers. | |||
| 3 | To transfer into Word or Power Point, highlight the matrix, then paste special as “picture” | |||
| Strengths | Weight | Rating | Weighted Score | |
| 1 | 0 | 0.00 | 0 | 0.00 |
| 2 | 0 | 0.00 | 0 | 0.00 |
| 3 | 0 | 0.00 | 0 | 0.00 |
| 4 | 0 | 0.00 | 0 | 0.00 |
| 5 | 0 | 0.00 | 0 | 0.00 |
| 6 | 0 | 0.00 | 0 | 0.00 |
| 7 | 0 | 0.00 | 0 | 0.00 |
| 8 | 0 | 0.00 | 0 | 0.00 |
| 9 | 0 | 0.00 | 0 | 0.00 |
| 10 | 0 | 0.00 | 0 | 0.00 |
| Weaknesses | Weight | Rating | Weighted Score | |
| 1 | 0 | 0.00 | 0 | 0.00 |
| 2 | 0 | 0.00 | 0 | 0.00 |
| 3 | 0 | 0.00 | 0 | 0.00 |
| 4 | 0 | 0.00 | 0 | 0.00 |
| 5 | 0 | 0.00 | 0 | 0.00 |
| 6 | 0 | 0.00 | 0 | 0.00 |
| 7 | 0 | 0.00 | 0 | 0.00 |
| 8 | 0 | 0.00 | 0 | 0.00 |
| 9 | 0 | 0.00 | 0 | 0.00 |
| 10 | 0 | 0.00 | 0 | 0.00 |
| Total IFE Score | 0.00 | 0.00 |
Return to Part I
EFE
| EFE Matrix | ||||
| 1 | If data is missing here, recheck “Part I” | |||
| 2 | Check to make sure your text is not cut off in the matrix. Double click (or drag) between the Cell Numbers. | |||
| 3 | To transfer into Word or Power Point, highlight the matrix, then paste special as “picture” | |||
| Opportunities | Weight | Rating | Weighted Score | |
| 1 | 0 | 0.00 | 0 | 0 |
| 2 | 0 | 0.00 | 0 | 0 |
| 3 | 0 | 0.00 | 0 | 0 |
| 4 | 0 | 0.00 | 0 | 0 |
| 5 | 0 | 0.00 | 0 | 0 |
| 6 | 0 | 0.00 | 0 | 0 |
| 7 | 0 | 0.00 | 0 | 0 |
| 8 | 0 | 0.00 | 0 | 0 |
| 9 | 0 | 0.00 | 0 | 0 |
| 10 | 0 | 0.00 | 0 | 0 |
| Threats | Weight | Rating | Weighted Score | |
| 1 | 0 | 0.00 | 0 | 0.00 |
| 2 | 0 | 0.00 | 0 | 0.00 |
| 3 | 0 | 0.00 | 0 | 0.00 |
| 4 | 0 | 0.00 | 0 | 0.00 |
| 5 | 0 | 0.00 | 0 | 0.00 |
| 6 | 0 | 0.00 | 0 | 0.00 |
| 7 | 0 | 0.00 | 0 | 0.00 |
| 8 | 0 | 0.00 | 0 | 0.00 |
| 9 | 0 | 0.00 | 0 | 0.00 |
| 10 | 0 | 0.00 | 0 | 0.00 |
| Total EFE Score | 0.00 | 0.00 |
Return to Part I
Return to Part I
CPM
| CPM Matrix | |||||||||
| 1 | If data is missing here, recheck the “Part I” page. | ||||||||
| 2 | Check to make sure your text is not cut off in the matrix. Double click (or drag) between the Cell Numbers. | ||||||||
| 3 | To transfer into Word or Power Point, highlight the matrix, then paste special as “picture” | ||||||||
| Chick-Fil-A | McDonald's | Popeye's | |||||||
| Critical Success Factors | Weight | Rating | Score | Rating | Score | Rating | Score | ||
| Customer Service | 0.15 | 3 | 0.45 | 4 | 0.60 | 3 | 0.45 | ||
| Customer Loyalty | 0.15 | 3 | 0.45 | 4 | 0.60 | 4 | 0.60 | ||
| Organization Structure | 0.05 | 3 | 0.15 | 2 | 0.10 | 1 | 0.05 | ||
| Advertising | 0.05 | 4 | 0.20 | 2 | 0.10 | 2 | 0.10 | ||
| Delivery Time & Cost | 0.05 | 3 | 0.15 | 3 | 0.15 | 4 | 0.20 | ||
| Global Expansion | 0.05 | 4 | 0.20 | 4 | 0.20 | 3 | 0.15 | ||
| Sustainability | 0.05 | 3 | 0.15 | 4 | 0.20 | 4 | 0.20 | ||
| Sales Growth | 0.10 | 3 | 0.30 | 4 | 0.40 | 4 | 0.40 | ||
| Price Competitiveness | 0.10 | 3 | 0.30 | 4 | 0.40 | 4 | 0.40 | ||
| Product Quality | 0.10 | 4 | 0.40 | 4 | 0.40 | 3 | 0.30 | ||
| E-Commerce | 0.15 | 2 | 0.30 | 3 | 0.45 | 4 | 0.60 | ||
| 0 | 0.00 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 | ||
| Totals | 1.00 | 3.05 | 3.60 | 3.45 |
Return to Part I
BCG
| BCG | ||||||||
| 1 | If data is missing here, recheck the “Part I” page and read step 3. | |||||||
| 2 | Highlight the entire matrix (not just the inside box), and then paste as paste special picture. | |||||||
| 3 | If you do not see your circle, either you did not enter in the information or you entered a number for the “Top Firm in the Industry Revenues” smaller than your firm. This number can only be larger or the same (if your firm's division is the largest revenue generator in the industry). It is also possible your bubble is behind another bubble if the information was close to the same, this is unlikely however. | |||||||
| Please Scroll down for the BCG Matrix and Table | ||||||||
| Relative Market Share Position | ||||||||
| High 1.0 | Low 0.0 | |||||||
| Industry Sales Growth Rate | ||||||||
| High 0.20 | ||||||||
| Low -0.20 | ||||||||
| Division | Your Firm's Division Revenues | Top Firm in Industry Division Revenues | Industry Sales Growth Rate | Relative Market Share Position | ||||
| 0 | $0 | $0 | 0.00 | NA | ||||
| 0 | $0 | $0 | 0.00 | NA | ||||
| 0 | $0 | $0 | 0.00 | NA | ||||
| 0 | $0 | $0 | 0.00 | NA | ||||
| 0 | $0 | $0 | 0.00 | NA |
NA
NA
NA
NA
NA
NA
Question Marks
Stars
Cash Cows
Dogss
Return to Part I
Return to Part I
IE
| IE | ||||||||
| 1 | If data is missing here, recheck the “Part I” page and read step 3. | |||||||
| 2 | Highlight the entire matrix (not just the inside box), and then paste as paste special picture. | |||||||
| 3 | If you do not see your circle, either you did not enter in the corresponding EFE or IFE information. It is also possible your bubble is behind another bubble if the EFE and IFE information was close to the same. | |||||||
| Scroll down for IE Matrix and Table | ||||||||
| THE IFE TOTAL WEIGHTED SCORES | ||||||||
| Strong | Weak | |||||||
| 4.0 | 1.0 | |||||||
| High | ||||||||
| 4.0 | ||||||||
| THE EFE WEIGHTED SCORES | ||||||||
| Low | ||||||||
| 1.0 | ||||||||
| Division | Firm's Division Revenues | Estimated IFE Score | Estimated EFE Score | |||||
| Chicken Sandwich Division | $600 | 3.8 | 3.9 | |||||
| Catering Division | $570 | 2.8 | 3.2 | |||||
| Licensing Division | $42 | 2.2 | 2.9 | |||||
| International Division | $180 | 3.2 | 3.0 | |||||
| Digital Division | $350 | 3.0 | 3.2 | |||||
Chick-Fil-A001Chicken Sandwich Division
3.83.9600Catering Division
2.83.2570Licensing Division
2.20000000000000022.942International Division
3.23180Digital Division
33.2350
Return to Part I
SPACE
| SPACE | ||||||||||||||
| 1 | If data is missing here, recheck the “Part I” page and read step 3. | |||||||||||||
| 2 | Highlight the entire matrix (not just the inside box), and then paste as paste special picture. Be sure to also include the table below the chart also in your presentation. | |||||||||||||
| 3 | If you do not see your bubble either you did not enter in the information or, it is also possible your bubble is behind another bubble if the X and Y information were close to the same. | |||||||||||||
| 0 | 0 | 0 | ||||||||||||
| X Axis | 0.0 | 0.0 | 0.0 | |||||||||||
| Y Axis | 0.0 | 0.0 | 0.0 | |||||||||||
| Internal Analysis: | External Analysis: | |||||||||||||
| Financial Position (FP) | Stability Position (SP) | |||||||||||||
| Current Ratio | 0 | Rate of Inflation | 0 | |||||||||||
| Debt to Equity | 0 | Technological Changes | 0 | |||||||||||
| Net Income | 0 | Price Elasticity of Demand | 0 | |||||||||||
| Revenue | 0 | Competitive Pressure | 0 | |||||||||||
| Inventory Turnover | 0 | Barriers to Entry into Market | 0 | |||||||||||
| Financial Position (FP) Average | ERROR:#DIV/0! | Stability Position (SP) Average | ERROR:#DIV/0! | |||||||||||
| Internal Analysis: | External Analysis: | |||||||||||||
| Competitive Position (CP) | Industry Position (IP) | |||||||||||||
| Market Share | 0 | Growth Potential | 0 | |||||||||||
| Product Quality | 0 | Financial Stability | 0 | |||||||||||
| Customer Loyalty | 0 | Ease of Entry into Market | 0 | |||||||||||
| Variety of Products Offered | 0 | Resource Utilization | 0 | |||||||||||
| Control over Suppliers and Distributors | 0 | Profit Potential | 0 | |||||||||||
| Competitive Position (CP) Average | ERROR:#DIV/0! | Industry Position (IP) Average | ERROR:#DIV/0! | |||||||||||
Return to Part I
001001
001
FP
SP
CP
IPIPIP
Defensive
Conservative
Aggressive
Competitive
GRAND
| GRAND | |
| 1 | If data is missing here, recheck the “Part I” page and read Step 3. |
| 2 | Highlight the entire matrix (not just the inside box), and then paste as paste special picture. |
| 3 | If you do not see your circle, either you did not enter in the corresponding information or it is also possible your bubble is behind another bubble if the axis information was close to the same. |
Return to Part I
111111
Quadrant II
Quadrant I
Quadrant IIII
Quadrant IV
Rapid Market Growth
Slow Market Growth
Strong Competitive Position
Weak Competitive Position
Perceptual Map
| Perceptual Maps | |||||||||||
| 1 | If data is missing here, recheck the “Part I” page and read Step 3. | ||||||||||
| 2 | Highlight the entire matrix (not just the inside box), and then paste as paste special picture. | ||||||||||
| 3 | If you do not see your circle, either you did not enter in the corresponding information or it is also possible your bubble is behind another bubble if the axis information was close to the same. | ||||||||||
| 0 | |||||||||||
| 0 | 0 | ||||||||||
| 0 | |||||||||||
1111111111
Return to Part I
Financial Statements
| 1 | Complete Part II to Construct the Financial Statements. | ||||||
| Income Statement | 12/31/99 | 12/31/99 | Percent Change | ||||
| Revenue (Sales) | $0 | $0 | NA | NA | |||
| Cost of Goods Sold | 0 | 0 | NA | NA | |||
| Gross Profit | 0 | 0 | NA | NA | |||
| Operating Expenses | 0 | 0 | NA | NA | |||
| EBIT (Operating Income) | 0 | 0 | NA | NA | |||
| Interest Expense | 0 | 0 | NA | NA | |||
| EBT | 0 | 0 | NA | NA | |||
| Tax | 0 | 0 | NA | NA | |||
| Non-Recurring Events | 0 | 0 | NA | NA | |||
| Net Income | 0 | 0 | NA | NA | |||
| Balance Sheet | 12/31/99 | 12/31/99 | Percent Change | ||||
| Assets | |||||||
| Cash and Short Term Investments | $0 | $0 | NA | NA | |||
| Accounts Receivable | 0 | 0 | NA | NA | |||
| Inventory | 0 | 0 | NA | NA | |||
| Other Current Assets | 0 | 0 | NA | NA | |||
| Total Current Assets | 0 | 0 | NA | NA | |||
| Property Plant & Equipment | 0 | 0 | NA | NA | |||
| Goodwill | 0 | 0 | NA | NA | |||
| Intangibles | 0 | 0 | NA | NA | |||
| Other Long-Term Assets | 0 | 0 | NA | NA | |||
| Total Assets | 0 | 0 | NA | NA | |||
| Liabilities | |||||||
| Accounts Payable | 0 | 0 | NA | NA | |||
| Other Current Liabilities | 0 | 0 | NA | NA | |||
| Total Current Liabilities | 0 | 0 | NA | NA | |||
| Long-Term Debt | 0 | 0 | NA | NA | |||
| Other Long-Term Liabilities | 0 | 0 | NA | NA | |||
| Total Liabilities | 0 | 0 | NA | NA | |||
| Equity | |||||||
| Common Stock | 0 | 0 | NA | NA | |||
| Retained Earnings | 0 | 0 | NA | NA | |||
| Treasury Stock | 0 | 0 | NA | NA | |||
| Paid in Capital & Other | 0 | 0 | NA | NA | |||
| Total Equity | 0 | 0 | NA | NA | |||
| Total Liabilities and Equity | 0 | 0 | NA | NA |
Return to Part II
SWOT
| SWOT | |
| SO Strategies | |
| 1 | |
| 2 | |
| 3 | |
| 4 | |
| ST Strategies | |
| 1 | |
| 2 | |
| 3 | |
| 4 | |
| WO Strategies | |
| 1 | |
| 2 | |
| 3 | |
| 4 | |
| WT Strategies | |
| 1 | |
| 2 | |
| 3 | |
| 4 |
Return to Part I
QSPM
| QSPM | ||||||
| 1 | If data is missing here, recheck the “Part I” page. | |||||
| 3 | Check to make sure your text is not cut off in the matrix. Double click (or drag) between the Cell Numbers. | |||||
| 0 | 0 | |||||
| Strengths | Weight | AS | TAS | AS | TAS | |
| 1 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 2 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 3 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 4 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 5 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 6 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 7 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 8 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 9 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 10 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 0 | 0 | |||||
| Weaknesses | Weight | AS | TAS | AS | TAS | |
| 1 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 2 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 3 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 4 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 5 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 6 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 7 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 8 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 9 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 10 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 0 | 0 | |||||
| Opportunities | Weight | AS | TAS | AS | TAS | |
| 1 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 2 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 3 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 4 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 5 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 6 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 7 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 8 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 9 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 10 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 0 | 0 | |||||
| Threats | Weight | AS | TAS | AS | TAS | |
| 1 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 2 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 3 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 4 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 5 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 6 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 7 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 8 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 9 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| 10 | 0 | 0.00 | 0 | 0.00 | 0 | 0.00 |
| TOTALS | 0.00 | 0.00 | ||||
Return to Part I
Company Valuation
| 1 | Complete Part II to Construct the Company Valuation | |
| 0 | ||
| Stockholders' Equity – (Goodwill + Intangibles) | $0 | |
| Net Income x 5 | $0 | |
| (Share Price/EPS) x Net Income | ERROR:#DIV/0! | |
| Number of Shares Outstanding x Share Price | $0 | |
| Method Average | ERROR:#DIV/0! | |
| Rival Firm's Name | ||
| Stockholders' Equity – (Goodwill + Intangibles) | $0 | |
| Net Income x 5 | $0 | |
| (Share Price/EPS) x Net Income | ERROR:#DIV/0! | |
| Number of Shares Outstanding x Share Price | $0 | |
| Method Average | ERROR:#DIV/0! |
Return to Part II
EPS_EBIT
| 1 | Complete Part II to Construct the EPS/EBIT Charts | |||||||||||||||
| Common Stock Financing | Debt Financing | |||||||||||||||
| Pessimistic | Realistic | Optimistic | Pessimistic | Realistic | Optimistic | |||||||||||
| EBIT | $0 | $0 | $0 | $0 | $0 | $0 | ||||||||||
| Interest | 0 | 0 | 0 | 0 | 0 | 0 | ||||||||||
| EBT | 0 | 0 | 0 | 0 | 0 | 0 | ||||||||||
| Taxes | 0 | 0 | 0 | 0 | 0 | 0 | ||||||||||
| EAT | 0 | 0 | 0 | 0 | 0 | 0 | ||||||||||
| # Shares | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | 0 | 0 | 0 | ||||||||||
| EPS | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||||||
| Amount Needed | $0 | |||||||||||||||
| Interest Rate | 0% | |||||||||||||||
| Stock | 0% | Debt | 0% | Tax Rate | 0% | |||||||||||
| Pessimistic | Realistic | Optimistic | # Shares Outstanding | 0.0 | ||||||||||||
| EBIT | $0 | $0 | $0 | Additional Shares Outstanding Needed | NA | |||||||||||
| Interest | 0 | 0 | 0 | Stock Price | $0.00 | |||||||||||
| EBT | 0 | 0 | 0 | |||||||||||||
| Taxes | 0 | 0 | 0 | |||||||||||||
| EAT | 0 | 0 | 0 | |||||||||||||
| # Shares | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | |||||||||||||
| EPS | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! |
Common Stock Financing000000Debt Financing000000
Return to Part II
Retained Earnings Table
| Complete Part II to Construct the RE Table | ||||||
| Dividend Information | Balance Sheet Information | |||||
| Steps | 1 | 2 | 3 | 4 | 5 | |
| Year | Current Year's Net Income | Less Current Year's Dividends Paid | New RE | Plus Prior Year's RE | Current Year's Balance Sheet RE | |
| 12/31/99 | $0 | $0 | $0 | $0 | $0 | |
| 12/31/99 | $0 | $0 | $0 | $0 | $0 | |
| 12/31/99 | $0 | $0 | $0 | $0 | $0 |
Projected Statements
| 1 | Complete Part II to Construct the Projected Financial Statements. | ||||
| Projected Income Statement | 12/31/99 | 12/31/99 | 12/31/99 | ||
| Revenues (Sales) | $0 | $0 | $0 | ||
| Cost of Goods Sold | 0 | 0 | 0 | ||
| Gross Profit | 0 | 0 | 0 | ||
| Operating Expenses (Operating Income) | 0 | 0 | 0 | ||
| EBIT | 0 | 0 | 0 | ||
| Interest Expense | 0 | 0 | 0 | ||
| EBT | 0 | 0 | 0 | ||
| Tax | 0 | 0 | 0 | ||
| Non-Recurring Events | 0 | 0 | 0 | ||
| Net Income | 0 | 0 | 0 | ||
| Projected Balance Sheet | 12/31/99 | 12/31/99 | 12/31/99 | ||
| Assets | |||||
| Cash and Equivalents | $0 | $0 | $0 | ||
| Accounts Receivable | 0 | 0 | 0 | ||
| Inventory | 0 | 0 | 0 | ||
| Other Current Assets | 0 | 0 | 0 | ||
| Total Current Assets | 0 | 0 | 0 | ||
| Property Plant & Equipment | 0 | 0 | 0 | ||
| Goodwill | 0 | 0 | 0 | ||
| Intangibles | 0 | 0 | 0 | ||
| Other Long-Term Assets | 0 | 0 | 0 | ||
| Total Assets | 0 | 0 | 0 | ||
| Liabilities | |||||
| Accounts Payable | 0 | 0 | 0 | ||
| Other Current Liabilities | 0 | 0 | 0 | ||
| Total Current Liabilities | 0 | 0 | 0 | ||
| Long-Term Debt | 0 | 0 | 0 | ||
| Other Long-Term Liabilities | 0 | 0 | 0 | ||
| Total Liabilities | 0 | 0 | 0 | ||
| Equity | |||||
| Common Stock | 0 | 0 | 0 | ||
| Retained Earnings | 0 | 0 | 0 | ||
| Treasury Stock | 0 | 0 | 0 | ||
| Paid in Capital & Other | 0 | 0 | 0 | ||
| Total Equity | 0 | 0 | 0 | ||
| Total Liabilities and Equity | 0 | 0 | 0 |
Return to Part II
Ratios
| 1 | Complete Part II to Construct the Ratios | |||||||||||
| Historical Ratios | Projected Ratios | |||||||||||
| 12/31/99 | 12/31/99 | 12/31/99 | 12/31/99 | 12/31/99 | ||||||||
| Current Ratio | ERROR:#DIV/0! | ERROR:#DIV/0! | Current Ratio | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||
| Quick Ratio | ERROR:#DIV/0! | ERROR:#DIV/0! | Quick Ratio | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||
| Total Debt-to-Total-Assets Ratio | ERROR:#DIV/0! | ERROR:#DIV/0! | Debt-to-Total-Assets Ratio | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||
| Total Debt-to-Equity Ratio | ERROR:#DIV/0! | ERROR:#DIV/0! | Debt-to-Equity Ratio | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||
| Times-Interest-Earned Ratio | NA | NA | Times-Interest-Earned Ratio | NA | NA | NA | ||||||
| Inventory Turnover | ERROR:#DIV/0! | ERROR:#DIV/0! | Inventory Turnover | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||
| Fixed Assets Turnover | ERROR:#DIV/0! | ERROR:#DIV/0! | Fixed Assets Turnover | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||
| Total Assets Turnover | NA | NA | Total Assets Turnover | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||
| Accounts Receivable Turnover | NA | NA | Accounts Receivable Turnover | NA | NA | NA | ||||||
| Average Collection Period | ERROR:#DIV/0! | ERROR:#DIV/0! | Average Collection Period | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||
| Gross Profit Margin % | ERROR:#DIV/0! | ERROR:#DIV/0! | Gross Profit Margin % | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||
| Operating Profit Margin % | ERROR:#DIV/0! | ERROR:#DIV/0! | Operating Profit Margin % | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||
| ROA % | ERROR:#DIV/0! | ERROR:#DIV/0! | ROA % | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ||||||
| ROE % | ERROR:#DIV/0! | ERROR:#DIV/0! | ROE % | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! |
Return to Part II
