business
First Part – Has to be completed the following in the Excel template given.
Part I- SWOT Matrix
- Follow guidelines provided in Chapter 6 of the David text to learn how to complete a SWOT Matrix. Use your Strategic-Planning Template to develop a SWOT Matrix for your company.
- Include two strategies in each of the four (SO, ST, WT, WO) quadrants. Be specific regarding your strategies, avoiding generic terms such as forward integration. Include notation (for example, S4, T3) at the end of each strategy. Utilize the research you have completed on your selected case to date, including the company’s most recent quarterly report as given at the corporate website.
Part II- BCG Matrix
- Follow guidelines provided in Chapter 6 of the David text to learn how to create a BCG Matrix.
- Use your Strategic-Planning Template to develop a BCG Matrix for your company. Use your selected company’s most recent year-end financial data, and other information acquired earlier to assist you.
- Fill in the left Division column of the table with your selected company’s divisions/segments (or whatever terminology applies to your particular company/industry). See an example of Coca-Cola in Chapter 1, and review Table 10.2 in the Colgate-Palmolive case. Utilize the research you have completed on your selected company to date and find information to fill in all the cells in your data table from Chapter 1.
Part III- IE Matrix
Use your Strategic-Planning Template to develop an IE Matrix for your company.Submit all parts of the assignment as one deliverable.
Be sure to cite three to five relevant and credible sources in support of your content. Use only sources found at the GCU Library, corporate websites, or those provided in Topic Materials.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
While APA style is not required for the body of this assignment, solid academic writing is expected, and in-text citations and references should be presented using APA documentation guidelines, which can be found in the APA Style Guide, located in the Student Success Center.
Part 2: Use the work you completed for Parts, I, II, and III for this assignment.
Write a 600-word analysis of the significance of the three Matrices regarding their relevance for strategic planning. Describe the key information for each of the three matrices and how information from each will influence recommendations for strategic plans to improve the position of the company.
Without prematurely determining and formalizing strategic goals and objectives, begin thinking about possible strategies to capitalize and add value to the organization based on the analysis of this information.
Be sure to cite three to five relevant and credible sources in support of your content. Use only sources found at the GCU Library, corporate websites, or those provided in Topic Materials.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required
Rubic_Print_
Format
| Course Code | Class Code | Assignment Title | Total Points | |||||
| MGT-660 | MGT-660-O500 | SWOT, BCG, and IE Matrices Analysis | 40.0 | |||||
| Criteria | Percentage | Unsatisfactory (0.00%) | Less Than Satisfactory (74.00%) | Satisfactory (79.00%) | Good (87.00%) | Excellent (100.00%) | Comments | Points Earned |
| Content | 70.0% | |||||||
| Write a 500-750-word analysis of the significance of the three Matrices regarding their relevance for strategic planning. Describe the key information for each of the three matrices. | 2 | 5.0% | A description of the key information for each of the three Matrices is not present. | Description of the key information for each of the three matrices is inadequate. Explanation is weak and missing many important details. | Description of the key information for each of the three matrices is adequate. Explanation is somewhat limited and lacks some essential details or clarity. | Description of the key information for each of the three matrices is clear and coherent. Explanation is strong with sound details. | Description of the key information for each of the three matrices is expertly presented. Explanation is comprehensive and insightful with exceptional details. | |
| Explain how information from each will influence recommendations for Strategic plans to improve the position of the company. | 30.0% | An explanation of how information from each will influence recommendations for Strategic plans to improve the position of the company is not present. | Explanation of how information from each will influence recommendations for Strategic plans to improve the position of the company is inadequate. Explanation is weak and missing many important details. | Explanation of how information from each will influence recommendations for Strategic plans to improve the position of the company is adequate. Explanation is somewhat limited and lacks some essential details or clarity. | Explanation of how information from each will influence recommendations for Strategic plans to improve the position of the company is clear and coherent. Explanation is strong with sound details. | Explanation of how information from each will influence recommendations for Strategic plans to improve the position of the company is expertly presented. Explanation is comprehensive and insightful with exceptional details. | ||
| Be sure to cite three to five relevant and credible sources in support of your content. Use only sources found at the GCU Library, corporate websites, or those provided in Topic Materials. | 15.0% | No outside sources are cited. | Some sources may be cited but they are not credible and/or relevant. | At least three relevant, credible sources are cited in a loosely connected, vague way. | At least three relevant, credible sources are cited in a well-connected way. | At least three relevant, credible sources are cited and are flawlessly integrated into the essay to support the claims made therein. | ||
| Organization and Effectiveness | 20.0% | |||||||
| Paragraph Development and Transitions | 10.0% | Paragraphs and transitions consistently lack unity and coherence. No apparent connections between paragraphs are established. Transitions are inappropriate to purpose and scope. Organization is disjointed. | Some paragraphs and transitions may lack logical progression of ideas, unity, coherence, and/or cohesiveness. Some degree of organization is evident. | Paragraphs are generally competent, but ideas may show some inconsistency in organization and/or in their relationships to each other. | A logical progression of ideas between paragraphs is apparent. Paragraphs exhibit a unity, coherence, and cohesiveness. Topic sentences and concluding remarks are appropriate to purpose. | There is a sophisticated construction of paragraphs and transitions. Ideas progress and relate to each other. Paragraph and transition construction guide the reader. Paragraph structure is seamless. | ||
| Mechanics of Writing (includes spelling, punctuation, grammar, language use) | Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice and/or sentence construction are used. | Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) and/or word choice are present. Sentence structure is correct but not varied. | Some mechanical errors or typos are present but are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed. | Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech. | Writer is clearly in command of standard, written, academic English. | |||
| Paper Format (use of appropriate style for the major and assignment) | Template is not used appropriately, or documentation format is rarely followed correctly. | Appropriate template is used, but some elements are missing or mistaken. A lack of control with formatting is apparent. | Appropriate template is used. Formatting is correct, although some minor errors may be present. | Appropriate template is fully used. There are virtually no errors in formatting style. | All format elements are correct. | |||
| Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style) | Sources are not documented. | Documentation of sources is inconsistent and/or incorrect, as appropriate to assignment and style, with numerous formatting errors. | Sources are documented, as appropriate to assignment and style, although some formatting errors may be present. | Sources are documented, as appropriate to assignment and style, and format is mostly correct. | Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error. | |||
| Total Weightage | 100% |
Rubic_Print_
Format
| Course Code | Class Code | Assignment Title | Total Points | |||||||
| MGT-660 | MGT-660-O500 | CLC-SWOT Matrix, BCG Matrix, and IE Matrix | 40.0 | |||||||
| Criteria | Percentage | Unsatisfactory (0.00%) | Less Than Satisfactory (74.00%) | Satisfactory (79.00%) | Good (87.00%) | Excellent (100.00%) | Comments | Points Earned | ||
| Content | 70.0% | |||||||||
| Part I- SWOT Matrix Use your Strategic-Planning Template to develop a SWOT Matrix for your company. | 1 | 5.0% | A SWOT Matrix is not present. | The SWOT Matrix is inadequate; it is weak and missing many important details. | The SWOT Matrix is adequate; it is somewhat limited and lacks some essential details or clarity. | The SWOT Matrix is clear and coherent; most of data for the Matrix is present and well-detailed. | The SWOT Matrix is expertly written. All the data for the Matrix is present; it is comprehensive with exceptional details. | |||
| Include two strategies in each of the four (SO, ST, WT, WO) quadrants. Be specific regarding your strategies, avoiding generic terms such as forward integration | 15.0% | Two strategies in each of the four (SO, ST, WT, WO) quadrants of the SWOT Matrix are not present. | The two strategies in each of the four (SO, ST, WT, WO) quadrants of the SWOT Matrix are inadequate; they are weak and missing many important details. | The two strategies in each of the four (SO, ST, WT, WO) quadrants of the SWOT Matrix are adequate; they are somewhat limited and lack some essential details or clarity. | The two strategies in each of the four (SO, ST, WT, WO) quadrants of the SWOT Matrix are clear and coherent; they are strong with sound details. | The two strategies in each of the four (SO, ST, WT, WO) quadrants of the SWOT Matrix are expertly written; they are comprehensive and insightful with exceptional details. | ||||
| Part 2: BCG Matrix Use your Strategic-Planning Template to develop a BCG Matrix for your company | 10.0% | A BCG Matrix is not present. | The BCG Matrix is inadequate; it is weak and missing many important details. | The BCG Matrix is adequate; it is somewhat limited and lacks some essential details or clarity. | The BCG Matrix is clear and coherent; most of data for the Matrix is present and well-detailed. | The BCG Matrix is expertly written. All the data for the Matrix is present; it is comprehensive with exceptional details. | ||||
| Fill in the left Division column of the table with your selected company’s divisions/segments. | The left Division column of the table with your selected company’s divisions/segments is empty. | The left Division column of the table with your selected company’s divisions/segments is inadequate; it is weak and missing many important details. | The left Division column of the table with your selected company’s divisions/segments is adequate; it is somewhat limited and lacks some essential details or clarity. | The left Division column of the table with your selected company’s divisions/segments is clear and coherent; most of data for the table is present and well-detailed. | The left Division column of the table with your selected company’s divisions/segments is expertly written. All the data for the table is present; it is comprehensive with exceptional details. | |||||
| Part III- IE Matrix Use your Strategic-Planning Template to develop an IE Matrix for your company. | An IE Matrix is not present. | The IE Matrix is inadequate; it is weak and missing many important details. | The IE Matrix is adequate; it is somewhat limited and lacks some essential details or clarity. | The IE Matrix is clear and coherent; most of data for the Matrix is present and well-detailed. | The IE Matrix is expertly written. All the data for the Matrix is present; it is comprehensive with exceptional details. | |||||
| Be sure to cite three to five relevant and credible sources in support of your content. Use only sources found at the GCU Library, corporate websites, or those provided in Topic Materials. | No outside sources are cited. | Some sources may be cited but they are not credible and/or relevant. | At least three relevant, credible sources are cited in a loosely connected, vague way. | At least three relevant, credible sources are cited in a well-connected way. | At least three relevant, credible sources are cited and are flawlessly integrated into the essay to support the claims made therein. | |||||
| Organization and Effectiveness | 20.0% | |||||||||
| Paragraph Development and Transitions | Paragraphs and transitions consistently lack unity and coherence. No apparent connections between paragraphs are established. Transitions are inappropriate to purpose and scope. Organization is disjointed. | Some paragraphs and transitions may lack logical progression of ideas, unity, coherence, and/or cohesiveness. Some degree of organization is evident. | Paragraphs are generally competent, but ideas may show some inconsistency in organization and/or in their relationships to each other. | A logical progression of ideas between paragraphs is apparent. Paragraphs exhibit a unity, coherence, and cohesiveness. Topic sentences and concluding remarks are appropriate to purpose. | There is a sophisticated construction of paragraphs and transitions. Ideas progress and relate to each other. Paragraph and transition construction guide the reader. Paragraph structure is seamless. | |||||
| Mechanics of Writing (includes spelling, punctuation, grammar, language use) | Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice and/or sentence construction are used. | Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) and/or word choice are present. Sentence structure is correct but not varied. | Some mechanical errors or typos are present but are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed. | Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech. | Writer is clearly in command of standard, written, academic English. | |||||
| Paper Format (use of appropriate style for the major and assignment) | Template is not used appropriately, or documentation format is rarely followed correctly. | Appropriate template is used, but some elements are missing or mistaken. A lack of control with formatting is apparent. | Appropriate template is used. Formatting is correct, although some minor errors may be present. | Appropriate template is fully used. There are virtually no errors in formatting style. | All format elements are correct. | |||||
| Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style) | Sources are not documented. | Documentation of sources is inconsistent and/or incorrect, as appropriate to assignment and style, with numerous formatting errors. | Sources are documented, as appropriate to assignment and style, although some formatting errors may be present. | Sources are documented, as appropriate to assignment and style, and format is mostly correct. | Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error. | |||||
| Total Weightage | 100% |
>PART I
. 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 version 17ed. If using a textbook version other than 17ed, downlaod Template version 1 .
Refer to the David, David & David textbook for conceptual guidelines for every matrix and analysis in this Template.
and strengths and 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 201 ” 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.
s reveal how important a factor is to being successful in the industry. All weights are “industry-based.” A factor of for example is 5 times more important than a factor of 2
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. 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 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.
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 Matrix: If your strengths are being cut off, simply drag your cursor between the two row numbers on the left to widen the row. = “the response is superior”
0.10 over 2016, and 540% over last 5 years
0.10 3 4 3 0.05 4 3 4 3 0.01 3 0.07 2 decreased 6.5 in 2017 over the previous year
3 0.05 0.05 1 0.05 3 0.04 3 2 0.02 3 0.01 1 0
)
1.00 and 3 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 Matrix. If your opportunities are being cut off, simply drag your cursor between the two row numbers on the left to widen the row. 3 = “the response is above average” 0.09 1 0.08 3 0.07 2 0.06 1 0.05 4 0.05 1 0.04 4 0.03 3 0.02 2 0.01 4 in the domestic airlines industry has droped 3 9% due to COVID-19
0.10 2 0.09 2 0.08 3 0.06 1 0.05 4 0.04 3 0.03 2 0.02 3 0.02 4 0.01 3 1.00 Competitive Profile Matrix ( ) 0
.
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 SIGN THE COMPAN S 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” Weight Rival Boston Consulting Group ( ) Matrix – 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. industry growth rates (IGR) must be between – and 0.20. If outside these ranges, simply use -0.20 or 0.20 and mention during your presentation.
(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.
Relative Market Share Position NA s for your respective divisions.
Matrix , , , and .
CP and SP
Enter The Name Of Your Firm to Turnover
Ratings Market Share 0.0 0.0 Estimated FP
Estimated CP
0.0 0.0 Estimated IP Estimated SP 0.0 0.0 Competitive Position) to 9 (Extremely Competitive Position)
.
2
Welcome to the Free Excel Student Template Version
1
7
5
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.
6
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.
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
Weaknesses
1
Enter into the Template exactly
1
0
10
8
2
Weight
0.10
0.0
1.
3
IFE
1 = “the response is poor”
2 = “the response is average
3 = “the response is above average”
4
Strengths Weight
Rating
1
In 2017, net income increased by 55.4
4%
3
2
In 2017, stock price is up 3
0%
4
3
In 2017, revenues increased 3.65%
0.08
4
In 2018, Southwest awarded $543 million in profit sharing to its employees
0.07
5
In the J.D. Power 2017 report, Southwest ranked highest for customer satisfaction (807/1000)
0.05
6
In 2017, Southwest increased international revenue by 55%
7
76% of flights are nonstop
0.04
8
Southwest was named the largest carrier in the US in 2017
0.02
9
Southwest allows passengers to check 2 bags for free
0.01
10
Southwest only flies Boeing 737 planes
2
Weaknesses Weight Rating
1
On-time performance is 78.7%, below goal of 80%
0.09
2
There are no divisions in upper management- everyone reports to CEO
3
EBIT
2%
0.06
4
Dependent on Boeing as sole supplier for aircraft
1
5
Lack of diverity in revenue sources
6
In 2017, international revenues account for 3% of total revenues
7
Southwest has a limited amount of long haul flights in the US.
8
Fuel costs are highly unpredictable, account for 22% of operating expenses in 2017
0.03
9
Industry is sensitive to economic changes
10
No assigned seating on flights
Total Weight (Must Equal
1.0
Opportunities
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.
Ratings
EFE
1 = the response is poor”
2 = “the response is average”
4 = “the response is superior”
Opportunities Weight Rating
1
There is a high demand for international flights among Americans.
2
The population of Americans at or near retirement age is 16%.
3
Americans prefer nonstop flights across the country.
4
The freight industry is rapidly growing and there is high demand for freight carriers.
5
Southwest is ranked 3rd in US marketshare at 16.8%
6
South America has an unsaturated market for airlines
7
Shift to electronic payments and the ease and speed of internet purchasing among Americans
8
Safety and cleanliness are becoming top priorpities for consumers around the globe
9
Multiple domestic and international airlines that could be strong partners with Southwest
10
Loyalty programs are increasingly popular and in demand
Threats Weight Rating
1
Revenue
2.
2
Consumer demand is anticipated to continue to drop due to COVID-19 pandemic
3
Fuel costs are highly volatile and unpredictable
4
Boeing 737 Max was grounded (Southwest has 31 Max aircrafts in their fleet)
5
Intense competition in the airline industry and with other modes of transportation
6
Southwest is highly dependent on domestic flights
7
Global recession is becoming more likely in light of the pandemic
8
Recent negative publicity regarding poor maintenance records for air crafts
9
93% of revenue comes from passenger ticket sales (<1% from freight)
10
The unenployment rate in the US is 6.7%
Total Weight (Must Equal 1.00)
CPM
1
To perform the CPM, enter exactly 12 critical success factors, no more and no less. 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. 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 12 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
0.2
3
After entering in your weights, type the name of your company and two other competitors in the corresponding boxes.
AS
IE
2 = “the response is average”
3 = “the response is above average”
4 = “the response is superior”
Enter 12 Factors Below
Your Firm
Rival
Enter Ratings Below
Advertising
Domestic Market Penetration
Customer Service
Product Variety
International Market Penetration
Employee Dedication
Financial Profit
Customer Loyalty
Market Share
Product Quality
Top Management
Price Competitiveness
0.00
BCG
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.
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
Division
0.20
5
Everything is calculated and positioned for you (Other than Industry Growth Rate in Step 4) including the
Relative Market Share Position
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)
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
Score
4
This Template’s IE matrix does not produce pie slices to show profits.
Enter The Name Of Your Firm
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
SPACE
1
Include five (and only five) factors to assess each SPACE axis:
Financial Position (FP)
Stability Position (SP)
Competitive Position (CP)
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
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)
Negative 1 (best) to Negative 7 (worst)
Ratings
Financial Position (FP)
Current Ratio
Debt
Equity
Net Income
Revenue
Inventory
Industry Position (IP)
Growth Potential
Financial Stability
Ease of Entry into Market
Resource Utilization
Profit Potential
Competitive Position (CP)
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
Your firm’s Y-axis
Estimated IP
Estimated SP
Competitor 1’s X-axis
Competitor 1’s Y-axis
Estimated FP
Estimated CP
Competitor 2’s X-axis
Competitor 2’s Y-axis
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
Strong
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
/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.
ly attractive
AS Ratings
Strengths
AS Ratings AS Ratings
AS Ratings AS Ratings
AS Ratings AS Ratings
Click The Blue Buttons Below to Navigate Part 1 More Efficiently
Strengths
/xl/drawings/drawing1.xml#’PART%20I’!B13
/xl/drawings/drawing1.xml#’PART%20I’!B255
Weaknesses
/xl/drawings/drawing1.xml#’PART%20I’!B39
Opportunities
/xl/drawings/drawing1.xml#’PART%20I’!B55
Threats
/xl/drawings/drawing1.xml#’PART%20I’!B81
SWOT
/xl/drawings/drawing1.xml#’PART%20I’!B311
CPM
/xl/drawings/drawing1.xml#’PART%20I’!B99
IE Matrix
/xl/drawings/drawing1.xml#’PART%20I’!B155
BCG Matrix
/xl/drawings/drawing1.xml#’PART%20I’!B131
/xl/drawings/drawing1.xml#’PART%20I’!B181
GRAND
/xl/drawings/drawing1.xml#’PART%20I’!B294
QSPM
/xl/drawings/drawing1.xml#’PART%20I’!B317
View
/xl/drawings/drawing1.xml#’IFE%20′!A1
View IFE Matrix
/xl/drawings/drawing1.xml#’IFE%20′!A1
HOME
/xl/drawings/drawing1.xml#’PART%20I’!A2
View
/xl/drawings/drawing1.xml#’EFE%20′!A1
View EFE Matrix
/xl/drawings/drawing1.xml#’EFE%20′!A1
View
/xl/drawings/drawing1.xml#CPM!C2
View CPM Matrix
/xl/drawings/drawing1.xml#CPM!C2
BCG
/xl/drawings/drawing1.xml#BCG!B5
BCG
/xl/drawings/drawing1.xml#BCG!B5
IE
/xl/drawings/drawing1.xml#IE!B2
IE
/xl/drawings/drawing1.xml#IE!B2
SPACE
/xl/drawings/drawing1.xml#SPACE!B2
SPACE
/xl/drawings/drawing1.xml#SPACE!B2
Perceptual Map
/xl/drawings/drawing1.xml#’Perceptual%20Map’!B2
Perceptual Map
/xl/drawings/drawing1.xml#’Perceptual%20Map’!B2
SWOT
/xl/drawings/drawing1.xml#SWOT!A2
QSPM
/xl/drawings/drawing1.xml#QSPM!B2
GRAND
/xl/drawings/drawing1.xml#GRAND!B2
GRAND
/xl/drawings/drawing1.xml#GRAND!B2
QSPM
/xl/drawings/drawing1.xml#QSPM!B2
PART II
Information
Revenue
Expense
Information
12/31/99
Company Valuation
0
0 Note: Determined after you complete the preliminary section.
Net Income
Outstanding
Note: Enter as a decimal.
ERROR:#DIV/0!
.00
Note: Enter in under Company Valuation on this page.
Note: Enter as a decimal.
Note: Enter as a decimal.
and Debt
0.00
Projected
Financial Statements
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.
ERROR:#DIV/0! 4% 2%
$0
. Enter as percent.
0 $2 $2
Scroll Down for
Balance Sheet
to the top
Projected Years (earliest to latest)
00) in the corresponding box and the Template will use the equation ($200 + most recent historical year Inventory number) = projected year 1 inventory.
$0
$0
ERROR:#DIV/0!
$0
ERROR:#DIV/0!
0
Preliminary Financial Data
/xl/drawings/drawing2.xml#’PART%20II’!B2
Income Statement
/xl/drawings/drawing2.xml#’Financial%20Statements’!B5
Balance Sheet
/xl/drawings/drawing2.xml#’Financial%20Statements’!B18
Company Valuation
/xl/drawings/drawing2.xml#’Company%20Valuation’!B3
Rival Firm Valuation
/xl/drawings/drawing2.xml#’Company%20Valuation’!B14
Company Valuation
/xl/drawings/drawing2.xml#’PART%20II’!B71
EPS/EBIT Analysis
/xl/drawings/drawing2.xml#’PART%20II’!B107
/xl/drawings/drawing2.xml#’PART%20II’!B139
HOME
/xl/drawings/drawing2.xml#’PART%20II’!A2
Balance Sheet
/xl/drawings/drawing2.xml#’Financial%20Statements’!B18
EPS/EBIT Analysis
/xl/drawings/drawing2.xml#
EPS_EBIT
!C4
IFE
| If data is missing here, recheck “Part I” | |||
| Check to make sure your text is not cut off in the matrix. Double click (or drag) between the Cell Numbers. | |||
| To transfer into Word or Power Point, highlight the matrix, then paste special as “picture” | |||
| Weighted Score | |||
| 0.30 | |||
| 0.40 | |||
| 0.24 | |||
| 0.28 | |||
| 0.15 | |||
| 0.12 | |||
| 0.27 | |||
| 0.14 | |||
| 0.18 | |||
| Total IFE Score | 2.91 |
Return to Part I
/xl/drawings/drawing3.xml#’PART%20I’!B26
EFE
| 0.16 | |
| Total EFE Score | 2.34 |
Return to Part I
/xl/drawings/drawing4.xml#’PART%20I’!B68
Return to Part I
/xl/drawings/drawing4.xml#’PART%20I’!B66
CPM
| If data is missing here, recheck the “Part I” page. | ||||
| Critical Success Factors | Rating | Score | Rating | |
| Totals |
Return to Part I
/xl/drawings/drawing5.xml#’PART%20I’!D99
BCG
| If data is missing here, recheck the “Part I” page and read step 3. | |||
| Highlight the entire matrix (not just the inside box), and then paste as paste special picture. | |||
| 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 | ||
| Industry Sales Growth Rate | |||
| High 0.20 | |||
| Low -0.20 | |||
| Industry Sales Growth Rate | |||
NA
NA
NA
NA
NA
NA NA
NA
NA
NA
NA
NA NA
NA
NA
NA
NA
NA NA
NA
NA
NA
NA
NA
Question Marks
NA
NA
NA
NA
NA
NA
Stars
NA
NA
NA
NA
NA
NA
Cash Cows
NA
NA
NA
NA
NA
NA
Dogs
s
NA
NA
NA
NA
NA
NA NA
NA
NA
NA
NA
NA Return to Part I
/xl/drawings/drawing6.xml#’PART%20I’!D132
NA
NA
NA
NA
NA
NA Return to Part I
/xl/drawings/drawing6.xml#’PART%20I’!B144
NA
NA
NA
NA
NA
NA
IE
| 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 | |
| 4.0 | |
| THE EFE WEIGHTED SCORES | |
| Percent of Firm’s Division Revenues | |
2.91 2.34 1
2.91 2.34 1
2.91 2.34 1
2.91 2.34 1
Return to Part I
/xl/drawings/drawing8.xml#’PART%20I’!B171
2.91 2.34 1
SPACE
| 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. | |||
| 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. | |||
| X Axis | |||
| Y Axis | |||
| Internal Analysis: | External Analysis: | ||
| Debt to Equity | |||
| Inventory Turnover | |||
| Financial Position (FP) Average | Stability Position (SP) Average | ||
| Competitive Position (CP) Average | Industry Position (IP) Average |
Return to Part I
/xl/drawings/drawing10.xml#’PART%20I’!B182
0 0 1 0 0 1
0 0 1
0 0 1 0 0 1
0 0 1 FP
0 0 1 0 0 1
0 0 1 SP
0 0 1 0 0 1
0 0 1 CP
0 0 1 0 0 1
0 0 1
IP
IPIP
0 0 1 0 0 1
0 0 1
Defensive
0 0 1 0 0 1
0 0 1
Conservative
0 0 1 0 0 1
0 0 1
Aggressive
0 0 1 0 0 1
0 0 1 Competitive
0 0 1 0 0 1
0 0 1
Perceptual Map
| If data is missing here, recheck the “Part I” page and read Step 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. |
1 1 1 1 1 1 1 1 1 1 Return to Part I
/xl/drawings/drawing11.xml#’PART%20I’!B256
1 1 1 1 1 1 1 1 1 1
GRAND
| If data is missing here, recheck the “Part I” page and read Step 3. |
Return to Part I
/xl/drawings/drawing13.xml#’PART%20I’!B299
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Quadrant I
I
1 1 1 1 1 1 Quadrant I
1 1 1 1 1 1
Quadrant III
I
1 1 1 1 1 1
Quadrant IV
1 1 1 1 1 1
Rapid Market Growth
1 1 1 1 1 1
Slow Market Growth
1 1 1 1 1 1
Strong Competitive Position
1 1 1 1 1 1
Weak Competitive Position
1 1 1 1 1 1
SWOT
| SO Strategies |
| ST Strategies |
| WO Strategies |
Return to Part I
/xl/drawings/drawing14.xml#’PART%20I’!B296
QSPM
| If data is missing here, recheck the “Part I” page. | |||||||||
| TAS | AS | T | AS | ||||||
| TAS | |||||||||
| TOTALS |
Return to Part I
/xl/drawings/drawing15.xml#’PART%20I’!B317
Financial Statements
| Complete Part II to Construct the Financial Statements. | |
| Percent Change | |
| Gross Profit | |
| Cash and Short Term Investments | |
| Total Current Assets | |
| Total Assets | |
| Total Current Liabilities | |
| Total Liabilities | |
| Total Liabilities and Equity |
Return to Part II
/xl/drawings/drawing16.xml#’PART%20II’!B2
Company Valuation
| Complete Part II to Construct the Company Valuation | |
| Stockholders’ Equity – (Goodwill + Intangibles) | |
| Net Income x 5 | |
| (Share Price/EPS) x Net Income | |
| Number of Shares Outstanding x Share Price | |
| Method Average |
Return to Part II
/xl/drawings/drawing17.xml#’PART%20II’!B71
EPS_EBIT
| Complete Part II to Construct the EPS/EBIT Charts | |
| Common Stock Financing | Debt Financing |
| Taxes | |
| EAT | |
| Amount Needed | |
| # Shares Outstanding | |
| Additional Shares Outstanding Needed | |
| $0.00 | |
Common Stock Financing 0 0 0 0 0 0 Debt Financing 0 0 0 0 0 0 Return to Part II
/xl/drawings/drawing18.xml#’PART%20II’!B107
Common Stock Financing 0 0 0 0 0 0 Debt Financing 0 0 0 0 0 0
Retained Earnings Table
| Complete Part II to Construct the RE Table | ||||
| Dividend Information | Balance Sheet Information | |||
| Steps | ||||
| Current Year’s Net Income | Less Current Year’s Dividends Paid | New RE | Plus Prior Year’s RE | Current Year’s Balance Sheet RE |
| -$6 |
Projected Statements
| Complete Part II to Construct the Projected Financial Statements. | |||||||||
| (2) | |||||||||
| (0) | |||||||||
| ($4) | ($12) | ($18) | |||||||
| (12) | (18) | ||||||||
Return to Part II
/xl/drawings/drawing19.xml#’PART%20II’!B139
Ratios
| Complete Part II to Construct the Ratios | |||||||
| Historical Ratios | Projected Ratios | ||||||
| Quick Ratio | |||||||
| Total | Debt-to-Total-Assets Ratio | ||||||
| Total | Debt-to-Equity Ratio | ||||||
| Times-Interest-Earned Ratio | |||||||
| Fixed Assets Turnover | |||||||
| Total Assets Turnover | |||||||
| Accounts Receivable Turnover | |||||||
| Average Collection Period | |||||||
| Gross Profit Margin % | |||||||
| Operating Profit Margin % | |||||||
| ROA % | 100% | 66% | 34% | ||||
| ROE % |
Return to Part II
/xl/drawings/drawing20.xml#’PART%20II’!A1