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Instructions for Using the Template Strengths and Weaknesses Please read all Template instructions below carefully before you start each new section of this Template. Only type in the textbook for conceptual guidelines for every matrix and analysis in this Template. This Template is organized into three primary parts: Part I, Part II, and the respective data output pages for your respectiv Part I or Part II. Part I consists of data entry in developing matrices, where Part II consists of data entry for your financial statements, and projected financial statements. Blue buttons are provided for navigating within and to Part I, yellow butto orange buttons are for navigating to the respective matrices and pink buttons are for navigating to your financial output ta I and Part II may not be visible for Apple users but all other features should work without any problems. Enter into the Template exactly 10 strengths and 10 weaknesses, no more and no less. Your factors should be detailed and strength: "Sales up nicely" is too vague and not actionable; "Sales were up 15% on women's apparel in China during 2015 of divisions when writing strengths and weaknesses. Note women's apparel could be a division for Nike. All divisions do coverage for divisions with more revenue and those most pertinent to your strategic plan. Weights reveal how important a factor is to being successful in the industry. All weights are "industry-based." A factor of a factor of 0.02 for being successful in the industry. Do not be afraid to include factors with lower weights though. To hav example out of the 100s the firm likely has), justifies its importance, yet it still may be relatively a lot less important to th be mindful with respect to what industry your firm operates. A moderate priced casual hamburger restaurant may have m restaurant than with McDonalds. Automatically considering McDonalds, Burger King, and Wendy's as the "industry" just appropriate. Here, casual moderated priced restaurants may serve better as the "industry." After entering in the weights, ch 1.0 for your internal factors. Also, arrange your strengths with highly weighted factors listed first; arrange your Weakness Click The Blue Buttons Below to Navigate Part 1 More Efficiently Strengths Strengths Perceptual Maps Perceptual Maps Weaknesses Weaknesses Opportunities Opportunities Threats Threats SWOT SWOT CPM CPM IE Matrix IE Matrix BCG Matrix BCG Matrix SPACE Matrix SPACE Matrix GRAND GRAND QSPM QSPM View IFE Matrix HOME

Total Weight (Must Equal 1.00) Competitive Profile Matrix (CPM) After entering in your weights, type the name of your company and two other competitors in the corresponding boxes. 1 = "major weaknesses" 2 = "minor weaknesses" 3 = "minor strength" 4 = "major strength" Enter 12 Factors Below Advertising Market Penetration Customer Service Store Locations R&D Employee Dedication Financial Profit Customer Loyalty Market Share To perform the CPM, enter exactly 12 critical success factors, no more and no less. You may use some of the ones listed more pertinent to your company. For example, if your case is Delta Airlines, perhaps include on time arrival, extra fees, a the canned factors below. In a CPM, factors do not need to be overly specific, but they should be divisional in nature to th factors should be about the firm's soda business, Frito Lay business, bottling business, etc. rather than just general "advert are you referring to? Frito Lay's advertising, soda marketing, etc. All divisions do not need to be treated equally; allow mo those most pertinent to your strategic plan. After entering in 12 critical success factors, enter in a weight for each factor; weights are industry-based. Be sure to chec 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 After entering in the weights and identifying your company and two rival firms, then enter in a Rating (company-based) i organization. DO NOT ASSIGN THE COMPANIES THE SAME RATING; TAKE A STAND; MAKE A CHOICE. In a C ratings. BCG BCG IE IE

SPACE Matrix 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 Financial Position (FP) Return on Investment (ROI) Leverage Liquidity Working Capital Cash Flow Industry Position (IP) Growth Potential Financial Stability Ease of Entry into Market Resource Utilization Profit Potential Include five (and only five) factors to assess each SPACE axis: Financial Position (FP), Stability Position (SP), Competitive Position (CP), and Industry Position (IP). Enter the five factors you wish to use each for FP, SP, CP, and IP and the corresponding rating each factor should receive. You may use the factors provided here, but try to determine key factors related to your company and industry in the same manner you did with the CPM. The calculations are done automatically and the rating scale is provided below. 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. Perceptual Map SWOT QSPM GRAND GRAND

Grand Strategy Matrix The Grand Strategy Matrix allows for entry of your firm and up to 5 divisions Rank the X axis from 1 (Extremely Weak Competitive Position) to 9 (Extremely Strong Competitive Position) Rank the Y axis from 1 (Extremely Slow Market Growth) to 9 (Extremely Rapid Market Growth) De Muara Enterprise Related Diversification Unrelated Diversification Joint Ventures SWOT Click on the SWOT Hyperlink below and add your SO,WO,ST, and WT Strategies. QSPM

0 = Not applicable 1 = Not attractive 2 = Somewhat attractive 3 = Reasonably attractive 4 = Highly attractive Strengths Strong brand name Diversification of product offerings High market development Largest pes production in Johor Maintaining in-house R&D capabilities on par with external options Demonstrating a strong commitment to social responsibility Offering products with exceptional taste 0 0 0 Weaknesses Implementing downsizing measures Having a significant dependency on the Johor market Utilizing outsourcing strategies to reduce costs Relying heavily on brand loyalty Expanding commercial product distribution to every state 0 0 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. 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 0 0 Opportunities Government Stability Local Food Market Growing Consumer demand for local instant Pes Encourages cultural diversity E-commerce Automation Climate Change Safety Standards Industry Specific regulations 0 Threats Government regulations Prices of raw material increased Increased Labor costs Health-conscious consumers/obesity problem Health concerns like seafood allergies Natural disaster affecting the growth of products Rising Legal Minimum Wage 0 0 0 You have completed Part 1.

green boxes. Refer to the David & David ve matrices. All data entered will be entered into l information, including ratios, financial ons are for navigating within and to Part II, ables. The navigation buttons along the top of Part d actionable rather than vague. For example, the 5" is stated far better. Always be thinking in terms not need to be treated equally; allow more f 0.10 for example is 5 times more important than ve a factor make your top 10 list (10 strengths for he industry than others factors you include. Also, more in common with a moderate priced chicken t because they all sell hamburgers may not be heck to make sure the sum of your weights equals ses also with highly weighted factors listed first.

Weight Rating 0.11 4 0.08 3 0.06 3 0.10 4 0.09 3 0.06 3 0.09 4 Weight Rating 0.08 1 0.06 2 0.10 1 0.07 2 0.10 2 1.00 se the coding scheme given below for ratings in widen the row.

Weight Rating 0.05 3 0.10 4 0.07 3 0.04 2 0.06 3 0.06 2 0.05 2 0.06 2 0.04 3 Weight Rating 0.07 2 0.07 2 0.09 3 0.05 2 0.06 1 0.08 2 0.05 2 onable rather than vague. Keep in mind both nswer is yes, then it cannot be an opportunity or opportunity for two reasons: 1) the firm has men in China spent 20% more on athletic apparel mand for female athletic apparel). All divisions do tegic plan. aknesses above since the same logic applies for actors. List factors according with highest e given below for ratings in an EFE Matrix. If

1.00 Weight Demaura Maharani Adami Enter Ratings Below 0.09 4 2 3 0.06 4 2 3 0.10 4 2 4 0.10 3 4 2 0.05 2 4 2 0.08 3 2 3 0.09 2 3 3 0.10 4 2 3 0.10 2 4 3 below if you like but try to use ones that are and frequent flyer points as factors, rather than he extent possible. If Pepsi Co. is your firm, your tising." advertising for what division (business) ore coverage for divisions with more revenue and ck the bottom of the "Enter Weight Below" r two to receive a high weight of say 0.20. n the "Enter Rating Below" column for each CPM, use the coding scheme provided below for

0.10 4 3 3 0.08 3 2 3 0.05 2 4 2 1.00 ix

277,807 551,313 0.15 0.50 70,577 145,405 0.16 0.49 65,700 140,080 0.15 0.47 60,955 177,600 0.18 0.34 #DIV/0! Your Firm's Division Revenues Top Firm in Industry Division Revenues Division Market Growth Rate (Step 4) Relative Market Share Position Your Firm's Division Revenues Estimated IFE Score Estimated EFE Score

Ratings

Ratings 0.0 0.0 0 0 0 0

X - axis Rating Y - axis Rating

X-axis score Y-axis score 9 2 6 6 8 8 4 9

Strategy Two AS Ratings AS Ratings AS Ratings AS Ratings Strategy One

AS Ratings AS Ratings AS Ratings AS Ratings

IFE Matrix 1 2 3 To transfer into Word or Power Point, highlight the matrix, then paste special as "pict Strengths Weight Rating 1 Strong brand name 0.11 4 2 Diversification of product offerings 0.08 3 3 High market development 0.06 3 4 Largest pes production in Johor 0.10 4 5 Maintaining in-house R&D capabilities on par with external options 0.09 3 6 Demonstrating a strong commitment to social responsibility 0.06 3 7 Offering products with exceptional taste 0.09 4 8 0 0.00 0 9 0 0.00 0 10 0 0.00 0 Weaknesses Weight Rating 1 Implementing downsizing measures 0.08 1 2 Having a significant dependency on the Johor market 0.06 2 3 Utilizing outsourcing strategies to reduce costs 0.10 1 4 Relying heavily on brand loyalty 0.07 2 5 Expanding commercial product distribution to every state 0.10 2 6 0 0.00 0 7 0 0.00 0 8 0 0.00 0 9 0 0.00 0 10 0 0.00 0 Total IFE Score 1.00 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. Return to Part I

ture" Weighted Score 0.44 0.24 0.18 0.40 0.27 0.18 0.36 0.00 0.00 0.00 Weighted Score 0.08 0.12 0.10 0.14 0.20 0.00 0.00 0.00 0.00 0.00 2.71

EFE Matrix 1 2 3 To transfer into Word or Power Point, highlight the matrix, then paste special as "picture" Opportunities Weight Rating Weighted Score 1 Government Stability 0.05 3 0.15 2 Local Food Market Growing 0.10 4 0.4 3 Consumer demand for local instant Pes 0.07 3 0.21 4 Encourages cultural diversity 0.04 2 0.08 5 E-commerce 0.06 3 0.18 6 Automation 0.06 2 0.12 7 Climate Change 0.05 2 0.1 8 Safety Standards 0.06 2 0.12 9 Industry Specific regulations 0.04 3 0.12 10 0 0.00 0 0 Threats Weight Rating Weighted Score 1 Government regulations 0.07 2 0.14 2 Prices of raw material increased 0.07 2 0.14 3 Increased Labor costs 0.09 3 0.27 4 Health-conscious consumers/obesity problem 0.05 2 0.10 5 Health concerns like seafood allergies 0.06 1 0.06 6 Natural disaster affecting the growth of products 0.08 2 0.16 7 Rising Legal Minimum Wage 0.05 2 0.10 8 0 0.00 0 0.00 9 0 0.00 0 0.00 10 0 0.00 0 0.00 Total EFE Score 1.00 2.45 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. Return to Part I Return to Part I

CPM Matrix 1 If data is missing here, recheck the "Part I" page. 2 3 To transfer into Word or Power Point, highlight the matrix, then paste special as "picture" Demaura Maharani Adami Critical Success Factors Weight Rating Score Rating Score Rating Score Advertising 0.09 4 0.36 2 0.18 3 0.27 Market Penetration 0.06 4 0.24 2 0.12 3 0.18 Customer Service 0.10 4 0.40 2 0.20 4 0.40 Store Locations 0.10 3 0.30 4 0.40 2 0.20 R&D 0.05 2 0.10 4 0.20 2 0.10 Employee Dedication 0.08 3 0.24 2 0.16 3 0.24 Financial Profit 0.09 2 0.18 3 0.27 3 0.27 Customer Loyalty 0.10 4 0.40 2 0.20 3 0.30 Market Share 0.10 2 0.20 4 0.40 3 0.30 Product Quality 0.10 4 0.40 3 0.30 3 0.30 Top Management 0.08 3 0.24 2 0.16 3 0.24 Price Competitiveness 0.05 2 0.10 4 0.20 2 0.10 Totals 1.00 3.16 2.79 2.90 Check to make sure your text is not cut off in the matrix. Double click (or drag) between the Cell Numbers. Return to Part I

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 THE IFE TOTAL WEIGHTED SCORES Strong Weak 4.0 1.0 High 4.0 THE EFE WEIGHTED SCORES Low 1.0 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. Return to Part I

SWOT SO Strategies 1 Leverage strong brand name and government stability to expand into new markets 2 Utilize a variety of products to cater to the growing local food market's demands. 3 Expand the market and meet increasing consumer demand for local instant pes. 4 Maintain as the leading Pes provider and ecourage cultural diversity 5 Invest in in-house R&D to innovate and meet the growing e-commerce trend. ST Strategies 1 Use the strong brand name to navigate and comply with government regulations e 2 Maximize the diverse product range to offset rising labor costs and maintain profi 3 Highlight social responsibility efforts to address concerns related to seafood allerg 4 WO Strategies 1 Reevaluate downsizing measures in light of the growing local food market's poten 2 Reduce dependency by actively exploring new markets and expanding commercia 3 Adapt outsourcing strategies to align with the growing e-commerce trend and mai 4 WT Strategies 1 Adapt outsourcing strategies to align with the growing e-commerce trend and mai 2 Reevaluate commercial product distribution in response to rising legal minimum w 3 4 Return to Part I

s. effectively itability gies and gain consumer trust ntial. al product distribution. intain competitiveness intain competitiveness wages.