Analysis

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Weights reveal how important a factor is to being successful in the industry. Read over the #2 tip under strengths and wea 1 = the response is poor" 2 = "the response is average" 3 = "the response is above average" 4 = "the response is superior" Opportunities Emerging Markets Penetration Technological Advancements Strategic Partnerships Mergers & Acquisitions Advisory Threats Regulatory Changes Cybersecurity Risks Economic Downturns Geopolitical Instability Enter into this Template exactly 10 opportunities and 10 threats, no more no less. Your factors should be detailed and actio retailer you may have an opportunity to "start selling clothes in China." This is not an opportunity for two reasons: 1) the divisional, and external (we cannot control the culture or demand for female athletic apparel). All divisions do not need to Ratings again are company-based and reflect how well the firm is addressing the particular factor. Use the coding scheme View EFE Matrix View CPM Matrix

Enter in division names below (If less than 5, leave the other spaces blank and no circles will appear) Consumer & Community Banking Corporate & Investment Banking Commercial Banking Asset & Wealth Management Company wide EFE and IFE scores are automatically entered once you complete the EFE and IFE Matrices. Enter in estimated EFE and IFE Scores for your respective divisions. This Template's IE matrix does not produce pie slices to show profits. Enter The Name Of Your Firm JPMORGAN & CHASE CO. Consumer & Community Banking Corporate & Investment Banking Commercial Banking Asset & Wealth Management 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. 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. 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).

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 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." 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. 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.

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) SWOT Click on the SWOT Hyperlink below and add your SLOWEST, and WT Strategies. QSPM 0 = Not applicable 1 = Not attractive 2 = Somewhat attractive 3 = Reasonably attractive 4 = Highly attractive Strengths Diverse Service Portfolio 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. 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. QSPM

Industry Expertise Global Reach Financial Expertise 0 0 0 0 0 0 Weaknesses Regulatory Compliance Market Voliability Sensivity Operational Complexity High Competition 0 0 0 0 0 0 Opportunities Emerging Markets Penetration Technological Advancements Strategic Partnerships Mergers & Acquisitions Advisory 0 0 0 0 0 0 Threats Regulatory Changes Cybersecurity Risks Economic Downturns

Geopolitical Instability 0 0 0 0 0 0 You have completed Part 1.

Welcome to the Free Excel Student Template Version Instructions for Using the Template Strengths and Weaknesses able time and allow for your presentation to be more professional. Do not mistake this Template for doing all of however assimilate information you enter in a professional way and does many calculations for you once that crit version 17ed. If using a textbook version other than 17ed, downlaod Temp green boxes. Refer to the David, David & David textbook for conceptual guidelines for every matrix and analy ve matrices. All data entered will be entered into Part I or Part II. Part I consists of data entry in developing matri Part II, orange buttons are for navigating to the respective matrices and pink buttons are for navigating to your fi d actionable rather than vague. For example, the strength: "Sales up nicely" is too vague and not actionable; "Sale ally; allow more coverage for divisions with more revenue and those most pertinent to your strategic plan. HOME

Weight 0.18 0.18 0.18 0.18 Weight 0.08 0.08 0.08 0.07 1.00 f 0.10 for example is 5 times more important than a factor of 0.02 for being successful in the industry. Do not be s you include. Also, be mindful with respect to what industry your firm operates. A moderate priced casual ham propriate. Here, casual moderated priced restaurants may serve better as the "industry." After entering in the weig se the coding scheme given below for ratings in an IFE Matrix: If your strengths are being cut off, simply drag y

Opportunities and Threats aknesses above since the same logic applies for the external factors. After entering in the weights, check to make Weight 0.17 0.16 0.16 0.17 Weight 0.13 0.12 0.05 0.05 onable rather than vague. Keep in mind both opportunities and threats should be external in nature. Ask yourself firm has internal control over doing business in China, and 2) the statement is a strategy. The underlying opport o be treated equally, allow more coverage for divisions with more revenue and those most pertinent to your strate e given below for ratings in an EFE Matrix. If your opportunities are being cut off, simply drag your cursor betwe

1.00 Competitive Profile Matrix (CPM) ck the bottom of the "Enter Weight Below" column, to make sure your sum weight is equal to 1.00. It is okay for s Weight 0.11 0.10 0.07 0.11 0.10 below if you like but try to use ones that are more pertinent to your company. For example, if your case is Delta r firm, your factors should be about the firm's soda business, Frito Lay business, bottling business, etc. rather tha nt to your strategic plan. n the "Enter Rating Below" column for each organization. DO NOT ASSIGN THE COMPANIES THE SAME R

0.09 0.09 0.07 0.07 0.07 0.07 0.05 1.00 Boston Consulting Group (BCG) Matrix

Your Firm's Division Revenues $46,485 $34,493 $8,605 $12,918 Internal - External (IE) Matrix Your Firm's Division Revenues $46,485 $34,493 $8,605 $12,918

SPACE Matrix Ratings 5 6 7 7 7 7 7 4 6 7

Ratings -1 -2 -1 -2 -1 -5 -1 -4 -3 -2 4.8 3.4 4 6 -2 -3 3.2 1.4 6 5 -3 -3 2.0 3.0 Perceptual Map GRAND

X - axis Rating

Grand Strategy Matrix X-axis score Strategy One Expanding market share in its key markets like Philadelphia, Boston, Washington etc., AS Ratings 2

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5 work. Your assignment is to analyze and present strategies for the next three years. You will still need to do the research and ent nformation is entered. Refer to the David & David textbook for conceptual guidelines for developing all matrices and analyses e version 16. this Template. where Part II consists of data entry for your financial information, including ratios, financial statements, and projected financial ial output tables. The navigation buttons along the top of Part I and Part II may not be visible for Apple users but all other featu e up 15% on women's apparel in China during 2018" is stated far better. Always be thinking in terms of divisions when writing

Rating 4 4 4 4 Rating 2 2 2 2 d to include factors with lower weights though. To have a factor make your top 10 list (10 strengths for example out of the 100s r restaurant may have more in common with a moderate priced chicken restaurant than with McDonalds. Automatically heck to make sure the sum of your weights equals 1.0 for your internal factors. Also, arrange your strengths with highly weigh cursor between the two row numbers on the left to widen the row.

your sum of weights equals 1.0 for all 20 external factors. List factors according with highest weight items first. Rating 3 3 3 3 Rating 3 3 2 2 s the firm have control over this factor?" If the answer is yes, then it cannot be an opportunity or threat. For example, as a cloth may be "Women in China spent 20% more on athletic apparel in 2018." Note how this opportunity is specific, actionable, an. e two row numbers on the left to widen the row.

factors to receive a low weight and a factor or two to receive a high weight of say 0.20. JPM Enter Ratings Below 4 2 4 4 3 nes, perhaps include on time arrival, extra fees, and frequent flyer points as factors, rather than the canned factors below. In a C general "advertising." advertising for what division (business) are you referring to? Frito Lay's advertising, soda marketing, etc NG; TAKE A STAND; MAKE A CHOICE. In a CPM, use the coding scheme provided below for ratings.

3 3 4 4 3 3 4

$34,521 $18,590 $19,999 $15,951 Estimated IFE Score 3.0 3.4 3.2 3.0 ` Top Firm in Industry Division Revenues

Y - axis Rating

Y-axis score Strategy Two Acquiring fintech companies to enhance its technological capabilities and expand its digital banking services. AS Ratings 4

3 3 2 AS Ratings 2 3 1 4 AS Ratings 2 4 2 4 AS Ratings 3 2 3

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4 2 2 4 3 2 3 2 4 2 4 2 3 2

0.10 1.35 -0.12 1.86 0.20 0.43 0.09 0.81 NA 3.1 2.9 2.8 3.0 Growth Rate (Step 4) Market Share Position Estimated EFE Score

Preliminary Financial Data 1 Enter in your preliminary financial data below for your company. This data is used to construct financial Income Statement Information Reporting Date 31/12/2016 31/12/2017 Revenue $95,668 $99,624 Cost of Goods Sold $0 $0 Operating expenses $61,132 $63,724 Interest Expense $0 $0 Non-recurring Events $0 $0 Tax $9,803 $11,459 Balance Sheet Information Current Assets 31/12/2016 31/12/2017 $880,989 $917,093 Accounts Receivable $52,330 $67,729 Inventory $0 $0 Other Current Assets $0 $0 Cash and equivalents and Short Term Investments Preliminary Financial Data Company Valuation EPS/EBIT Analysis

Long Term Assets $14,131 $14,159 Goodwill $47,288 $47,288 Intangibles $6,958 $7,164 Other Long-term Assets $1,489,276 $1,480,167 Current Liabilities Accounts Payable $190,543 $189,383 $1,575,288 $1,654,720 Long Term Liabilities Long-term Debt $295,245 $284,080 $175,706 $149,724 Equity Common Stock $4,105 $4,105 Retained Earnings $162,440 $177,676 Treasury Stock ($28,854) ($42,595) Paid in Capital & Other $116,499 $116,507 Property, plant & equipment Other Current Liabilities Other Long-term Liabilities

Company Valuation 1 JPMorgan & Chase Co. Stockholders' Equity 255,693 Note: Determined after y Net Income 24,441 Note: Determined after y EPS 6.83 # Shares Outstanding 3,577 Stock Price 106.94 Goodwill & Intangibles 54,452 Note: Determined after y Bank of America Stockholders' Equity 267,146 Net Income 18,200 EPS 1.56 # Shares Outstanding 10,778 Stock Price 29.52 Goodwill & Intangibles $71,253 Enter in the corresponding data below for your firm, and for a rival firm if you desire. The rival can be a your case company. Note: Determined after y shares outstanding below Note: Using Current # sh (issued) on the last day o Note: Current Stock pric fiscal year. Rival Firm Valuation

EPS/EBIT Analysis 1 Enter in the corresponding data below for your firm. 2 Pessimistic Realistic Optimistic EBIT $34,536 $35,900 EPS/EBIT Data Amounted Needed Note: This Interest Rate Note: Enter Tax Rate Note: Enter Shares Outstanding 3577 Note: Enter # New Shares Outstanding 0 Note: Calcu Stock Price $106.94 Note: Enter Combination Financing Data Percent Equity Used to Finance Note: Enter Percent Debt Used to Finance Note: Enter Total Equity and Debt 0.00 Note: Must Projected Financial Statemen 1 If you notice little to no change in EPS with stock vs debt financing, the total amount of your recommend recommending defensive strategies where you are not acquiring substantial new capital. Start with the income statement and work your way from top to bottom. Take extreme care to read and un Chapter 8 in the David & David textbook for examples and guidelines in developing projected financial s

2 3 Project Income Statement Year 1 Revenues 4% Cost of Goods Sold 0% 2% Operating Expenses 64% 4% Interest Expense $0 $2 After completing the income statement, begin the balance sheet starting with the "dividends to pay" line balance sheet first, then work your way up the statement to the liabilities section, then onto the assets, usi note beside the cash line item explains further. Take care to read all notes to the right of the line items. Consult Chapter 8 of the David & David textbook projected statements. Numbers (see notes) Projected Reporting Date

Tax 32% 2% Non-Recurring Events 0 $2 Scroll Down for Balance Sheet Work from the bottom of the Projected Balance Sheet to Project Read the message to the Assets Year 1 Cash and Equivalents $917,093 $573,041 Accounts Receivable 68% Inventory 0% Other Current Assets 0% $14,159 Balance Sheet (Start at the bottom) Historical Dollar Amount Paid Property Plant & Equipment

Goodwill $47,288 Intangibles $7,164 1486% Liabilities Year 1 Accounts Payable 190% 1661% Long-Term Debt $284,080 150% Equity Year 1 Common Stock 4,105 Treasury Stock (42,595) Paid in Capital & Other 116,507 Retained Earnings 177,676 101,879 Other Long-Term Assets Other Current Liabilities Other Long-Term Liabilities

Total Dividends to Pay START HERE ($10,109)

a statements, financial ratios, and much more. 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. Note: If receiving interest credit, enter as NEGATIVE number Note: If NEGATIVE enter as negative number. Generally this line is for "discontinued operations" and 90% of the time you will enter 0 Note: If receiving a tax credit, enter as NEGATIVE number Income Statement Balance Sheet Projected Financial Statements HOME

Note: Enter as negative number Balance Sheet

you complete the preliminary section. you complete the preliminary section. you complete the preliminary section. firm you wish to acquire or simply just to compare to you complete the preliminary section and enter in # w. hares outstanding is okay or # of shares outstanding of the fiscal year. ce is fine, or the closing price on the last day of the Company Valuation

number is the total cost of your recommendations. r as a decimal. r as a decimal. r in under Company Valuation on this page. ulated automatically r in under Company Valuation on this page. r as a decimal. r as a decimal. t equal 1.0. Check the two line items above. nts dations is likely too low. Unless of course, you are nderstand all notes provided by each line item. See statements. EPS/EBIT Analysis

ted Years (earliest to latest) Year 2 Year 3 2% 4% 2% $4 near the bottom; finish the equity section of the ing the top row (Cash) as the plug figure. A detailed k for excellent explanations and tips for constructing Percentages in the Projected Income St recent year. For example, if you enter in year 2, the Template will use the equatio projected year 2 revenues. For line ite requesting dollar amounts, please read t calculations work the sam Historical Percent Notes Below. Enter your d Notes describe. Historical Note: Difference the two most rec you expect based on your recommendations. provided. Enter as percent. Historical Note: Percent of Sales in the most three projected years unless you believe COG Enter as percent. Historical Note: Percent of Sales in the most three projected years unless you believe Ope drastically. Enter as percent. Historical Note: Dollar amount of interest pa NEW NET dollar amounts of interest you wi recent interest payment was $500 and you pl projected year 1, simply enter in $20 for year is more likely to increase more than if financ If you anticipate less interest expense than th

4% $2 o the top ted Years (earliest to latest) right, then start at the bottom with dividends. Year 2 Year 3 $677,075 $791,375 Historical Note: Tax Rate in most recent year throughout unless you expect a large increase EBT. Enter as percent. Historical Note: Dollar amount of Non-Recu not cumulative. Safe to forecast this number The projected Balance Sheet is designed fo DOLLAR VALUES (for PPE, Goodwill, these values to the existing numbers. Fo inventory in projected year 1, (but you es inventory from the prior year) just corresponding box and the Template wi historical year Inventory numbe Historical Note: If your cash number appea textbook for more information. Also, compa You may need to make adjustments to you statements. It is rare for any firm to have a attem Historical Note: Percent of revenues in th across all three projected years unless yo percent will change dras Historical Note: The values are for the mos (not cumulative) dollar amounts for each ite Cash and Equivalents line). If you are purch in Projected Year 1, simply enter $200 into

Year 2 Year 3 Year 2 Year 3 104,034 114,300 in Projected Year 1, simply enter $200 into reduce existing PP&E by $300, then you wo Year 1 (assuming you still plan to purchase time, it is not how fast you get the numbers few lines Historical Note: Percent of revenues in th across all three projected years unless you b percent will change dras Historical Note: Percent of revenues in th across all three projected years unless you percent will change dras Historical Note: The values are for the mos (not cumulative) dollar amounts for each ite you do not plan to take on any additional lon to pay off $1,000 in debt in Projected Year 1 term debt Historical Note: Percent of revenues in th across all three projected years unless you revenues percent will change Historical Note: The values are for the mo (additional, not cumulative) Dollar amount you change Treasury Stock, you may need Enter Treasury Stock as a negative number. R textb Historical Note: The Retained Earnings value new additional (not cumulative) Retained Ea

($12,343) ($12,690) Start HERE. Enter the total dollar amount y year. If none, enter 0. This line is not cum existing value for dividends. For example, i wish to stop dividend payments, enter $0 in p dividends by 10% enter $1,100 into projec historically what th

Read the Note to the left CAREFULLY

atement will be multiplied by the most 10% for projected revenues in projected on (1.10 x projected year 1 revenues) = ems in the projected income statement the note below for the balance sheet. The me way as described there. data in the EXACT same format as the cent years of data. Enter percent increases . Do not blindly use the historical number t recent year. Use a similar percent across all GS to sales percent will change drastically. t recent year. Use a similar percent across all erating Expenses to sales percent will change aid in the most recent year. Enter in the ill forecasted for each year. If your most lan on a $20 net increase in interest for r one. If financing through debt, the number cing through equity. Enter as dollar amount. he year before, enter as a negative number.

r. You can likely use the same tax rate e/decrease in revenues and subsequently urring Events for each year, this number is as $0 in ever year. Enter as dollar amount. or you to enter in the NET ADDITIONAL and Intangibles). The Template will add or Example, if you are adding $1,000 in stimate your firm used $800 of its existing t enter in $200 ($1,000-$800) in the ill use the equation ($200 + most recent er) = projected year 1 inventory. ars too high or low, consult Chapter 8 of the are your projected ratios to historical ratios. ur recommendations and/or your projected acceptal projected statements after the first mpt. he most recent year. Use a similar percent ou believe the current assets to revenues stically. Enter as percent st recent year reported. Enter in the net new em for each forecasted year (Except for the hasing $200 of Property, Plant & Equipment o the first projected year. If you plan to also

he most recent year. Use a similar percent believe the other long-term asets to revenues stically. Enter as percent he most recent year. Use a similar percent u believe the current liabilities to revenues stically. Enter as percent. st recent year reported. Enter in the net new em for each forecasted year. For example, if ng term debt in Projected Year 1, but do plan 1, enter in ($1,000) in Projected Year 1 long t column. he most recent year. Use a similar percent u believe the other long-term liabilities to e drastically. Enter as percent. ost recent year reported. Enter in the new ts for each Item for each forecasted year. If d to make an adjustment to Paid in Capital. Read over Chapter 8 of the David and David book. e is for the most recent year reported. The arnings are calculated automatically.

you wish to pay in dividends each forecasted mulative, it does not add the value to any if the firm paid $1,000 in dividends and you projected year 1 box. If you wish to increase cted year 1 box. Check on your own to see he firm was paying.

IFE Matrix 1 2 3 To transfer into Word or Power Point, highlight the matrix, then paste special as "pict Strengths Weight Rating 1 Diverse Service Portfolio 0.18 4 2 Industry Expertise 0.18 4 3 Global Reach 0.18 4 4 Financial Expertise 0.18 4 5 0 0.00 0 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 Weaknesses Weight Rating 1 Regulatory Compliance 0.08 2 2 Market Voliability Sensivity 0.08 2 3 Operational Complexity 0.08 2 4 High Competition 0.07 2 5 0 0.00 0 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 0.70 0.70 0.70 0.70 0.00 0.00 0.00 0.00 0.00 0.00 Weighted Score 0.15 0.15 0.15 0.14 0.00 0.00 0.00 0.00 0.00 0.00 3.39

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 Emerging Markets Penetration 0.17 3 0.495 2 Technological Advancements 0.16 3 0.48 3 Strategic Partnerships 0.16 3 0.4875 4 Mergers & Acquisitions Advisory 0.17 3 0.51 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 Regulatory Changes 0.13 3 0.38 2 Cybersecurity Risks 0.12 3 0.36 3 Economic Downturns 0.05 2 0.10 4 Geopolitical Instability 0.05 2 0.10 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 1.00 2.91 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" JPM Bank of America Wells Fargo Critical Success Factors Weight Rating Score Rating Score Rating Score 0.11 4 0.44 3 0.33 2 0.22 Business Segmentation 0.10 2 0.20 3 0.30 4 0.40 0.07 4 0.28 3 0.21 2 0.14 Financial Performance 0.11 4 0.44 3 0.33 2 0.22 Segment Data 0.10 3 0.30 4 0.40 2 0.20 Competitor Analysis 0.09 3 0.27 4 0.36 2 0.18 External Industry Trends 0.09 3 0.27 2 0.18 4 0.36 Historical Significance 0.07 4 0.28 3 0.21 2 0.14 0.07 4 0.28 3 0.21 2 0.14 Future Strategies 0.07 3 0.21 4 0.28 2 0.14 Regulatory Environment 0.07 3 0.21 4 0.28 2 0.14 Technology Investments 0.05 4 0.20 3 0.15 2 0.10 Totals 1.00 3.38 3.24 2.38 Check to make sure your text is not cut off in the matrix. Double click (or drag) between the Cell Numbers. Market Capitalization and Assets ‘Mergers & Acquisitions Strategy Leadership and Organizational Structure Return to Part I

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 pict 3 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 If you do not see your circle, either you did not enter in the information or you entered Firm in the Industry Revenues" smaller than your firm. This number can only be larger firm's division is the largest revenue generator in the industry). It is also possible your b bubble if the information was close to the same, this is unlikely however. 0.00 0.05 0.10 0.15 0.20 0.25 0.30 0.35 Question Marks Stars Cash Cows Dogs s Return to Part I

Division Consumer & Community Banking $46,485 $34,521 0.10 1.35 Corporate & Investment Banking $34,493 $18,590 -0.12 1.86 Commercial Banking $8,605 $19,999 0.20 0.43 Asset & Wealth Management $12,918 $15,951 0.09 0.81 0 $0 $0 0.00 NA Division Revenues Industry Division Sales Growth Rate Market Share 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00 1.10 1.20 0.00 s

ture. a number for the "Top r or the same (if your bubble is behind another 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 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 Consumer & Community Banking $46,485 3.0 3.1 Corporate & Investment Banking $34,493 3.4 2.9 Commercial Banking $8,605 3.2 2.8 Asset & Wealth Management $12,918 3.0 3.0 0 $0 0.0 0.0 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. Firm's Division Estimated IFE Score EFE Score 3.30 3.50 3.70 3.90 4.10 4.30 4.50 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 JPMORGAN & CHASE CO. Return to Part I

e

SPACE 1 If data is missing here, recheck the "Part I" page and read step 3. 2 3 JPMO X Axis Y Axis Internal Analysis: External Analysis: Financial Position (FP) Stability Position (SP) 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. 4.5 5.0 5.5 6.0 6.5 7.0 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 JPMORGAN & CHASE CO. Return to Part I FP SP CP IP IPI P Defensive Conservative Aggressive Competitive

Current Ratio 5 Rate of Inflation -5 Debt to Equity 6 Technological Changes -1 Net Income 7 Price Elasticity of Demand -4 Revenue 7 Competitive Pressure -3 Earnings per share 7 Barriers to Entry into Market -2 Financial Position (FP) Average 6.4 Stability Position (SP) Average -3.0 Internal Analysis: External Analysis: Competitive Position (CP) Industry Position (IP) Market Share -1 Growth Potential 7 Product Quality -2 Financial Stability 7 Customer Loyalty -1 Ease of Entry into Market 4 Variety of Products Offered -2 Resource Utilization 6 Technological know-how -1 Profit Potential 7 Competitive Position (CP) Average -1.4 Industry Position (IP) Average 6.2

ORGAN & CHASE Bank of America Wells Fargo 4.8 3.2 2.0 3.4 1.4 3.0

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 0 0 0 Perceptual Maps 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 1 2 3 4 5 6 7 8 9 1 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 Return to Part I

0 10

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. 0 1 2 3 4 5 6 7 8 9 10 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 Return to Part I Quadrant II Quadrant I Quadrant III I Quadrant IV Rapid Market Growth Strong Competitive Position Weak Competitive Position

0 1 2 3 4 5 6 7 8 9 10 Slow Market Growth

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 1 If data is missing here, recheck the "Part I" page. 3 Strengths Weight AS TAS AS 1 Diverse Service Portfolio 0.18 3 0.53 4 2 Industry Expertise 0.18 3 0.53 3 3 Global Reach 0.18 4 0.70 3 4 Financial Expertise 0.18 3 0.53 2 5 0 0.00 0 0.00 0 6 0 0.00 0 0.00 0 7 0 0.00 0 0.00 0 8 0 0.00 0 0.00 0 9 0 0.00 0 0.00 0 10 0 0.00 0 0.00 0 Weaknesses Weight AS TAS AS 1 Regulatory Compliance 0.08 1 0.08 2 2 Market Voliability Sensivity 0.08 2 0.15 3 3 Operational Complexity 0.08 2 0.15 1 4 High Competition 0.07 1 0.07 4 5 0 0.00 0 0.00 0 6 0 0.00 0 0.00 0 7 0 0.00 0 0.00 0 8 0 0.00 0 0.00 0 9 0 0.00 0 0.00 0 10 0 0.00 0 0.00 0 Check to make sure your text is not cut off in the matrix. Double click (or drag) between the Cell Numbers. Expanding market share in its key markets like Philadelphia, Boston, Washington etc., companies its techn capabilities its digital Expanding market share in its key markets like Philadelphia, Boston, Washington etc., companies its techn capabilities its digital Expanding market share in its key markets like Philadelphia, Boston, companies its techn capabilities Return to Part I

Opportunities Weight AS TAS AS 1 Emerging Markets Penetration 0.17 4 0.66 2 2 Technological Advancements 0.16 2 0.32 4 3 Strategic Partnerships 0.16 2 0.33 2 4 Mergers & Acquisitions Advisory 0.17 1 0.17 4 5 0 0.00 0 0.00 0 6 0 0.00 0 0.00 0 7 0 0.00 0 0.00 0 8 0 0.00 0 0.00 0 9 0 0.00 0 0.00 0 10 0 0.00 0 0.00 0 Threats Weight AS TAS AS 1 Regulatory Changes 0.13 4 0.50 3 2 Cybersecurity Risks 0.12 0 0.00 2 3 Economic Downturns 0.05 2 0.10 3 4 Geopolitical Instability 0.05 3 0.15 2 5 0 0.00 0 0.00 0 6 0 0.00 0 0.00 0 7 0 0.00 0 0.00 0 8 0 0.00 0 0.00 0 9 0 0.00 0 0.00 0 10 0 0.00 0 0.00 0 TOTALS 4.95 Philadelphia, Boston, Washington etc., capabilities its digital Expanding market share in its key markets like Philadelphia, Boston, Washington etc., companies its techn capabilities its digital

TAS 0.70 0.53 0.53 0.35 0.00 0.00 0.00 0.00 0.00 0.00 TAS 0.15 0.23 0.08 0.28 0.00 0.00 0.00 0.00 0.00 0.00 to enhance nological and expand l banking to enhance nological and expand l banking to enhance nological and expand

TAS 0.33 0.64 0.33 0.68 0.00 0.00 0.00 0.00 0.00 0.00 TAS 0.38 0.24 0.15 0.10 0.00 0.00 0.00 0.00 0.00 0.00 4.03 and expand l banking to enhance nological and expand l banking

1 Complete Part II to Construct the Financial Statements. Income Statement 31/12/2016 31/12/2017 Percent Change Revenues $95,668 $99,624 1 4% Cost of Goods Sold 0 0 NA NA Gross Profit 95,668 99,624 1 4% Operating Expenses 61,132 63,724 1 4% EBIT 34,536 35,900 1 4% Interest Expense 0 0 NA NA EBT 34,536 35,900 1 4% Tax 9,803 11,459 1 17% Non-Recurring Events 0 0 NA NA Net Income 24,733 24,441 -1 -1% Balance Sheet 31/12/2016 31/12/2017 Percent Change Assets Cash and Short Term Investments $880,989 $917,093 1 4% Accounts Receivable 52,330 67,729 1 29% Inventory 0 0 NA NA Other Current Assets 0 0 NA NA Total Current Assets 933,319 984,822 1 6% Property Plant & Equipment 14,131 14,159 1 0% Goodwill 47,288 47,288 0 0% Intangibles 6,958 7,164 1 3% Other Long-Term Assets 1,489,276 1,480,167 -1 -1% Total Assets 2,490,972 2,533,600 1 2% Liabilities Accounts Payable 190,543 189,383 -1 -1% Other Current Liabilities 1,575,288 1,654,720 1 5% Total Current Liabilities 1,765,831 1,844,103 1 4% Long-Term Debt 295,245 284,080 -1 -4% Other Long-Term Liabilities 175,706 149,724 -1 -15% Total Liabilities 2,236,782 2,277,907 1 2% Equity Common Stock 4,105 4,105 0 0% Retained Earnings 162,440 177,676 1 9% Treasury Stock (28,854) (42,595) 1 48% Paid in Capital & Other 116,499 116,507 1 0%

Total Equity 254,190 255,693 1 1% Total Liabilities and Equity 2,490,972 2,533,600 1 2%

Return to Part II

1 Complete Part II to Construct the Company Valuation JPMorgan & Chase Co. Stockholders' Equity - (Goodwill + Intangibles) $201,241 Net Income x 5 $122,205 (Share Price/EPS) x Net Income $382,524 Number of Shares Outstanding x Share Price $382,524 Method Average $272,124 Bank of America Stockholders' Equity - (Goodwill + Intangibles) $195,893 Net Income x 5 $91,000 (Share Price/EPS) x Net Income $344,400 Number of Shares Outstanding x Share Price $318,167 Method Average $237,365

Return to Part II

1 Complete Part II to Construct the EPS/EBIT Charts Common Stock Financing Debt Financing Pessimistic Realistic Optimistic Pessimistic Realistic Optimistic EBIT $34,536 $35,900 $0 $34,536 $35,900 $0 Interest 0 0 0 0 0 0 EBT 34,536 35,900 0 34,536 35,900 0 Taxes 0 0 0 0 0 0 EAT 34,536 35,900 0 34,536 35,900 0 # Shares 3,577 3,577 3,577 3,577 3,577 3,577 EPS $9.66 $10.04 $0.00 $9.66 $10.04 $0.00 Stock 0% Debt 0% Pessimistic Realistic Optimistic EBIT $34,536 $35,900 $0 Interest 0 0 0 EBT 34,536 35,900 0 Taxes 0 0 0 EAT 34,536 35,900 0 # Shares 3,577 3,577 3,577 EPS $9.66 $10.04 $0.00 $34,536 $35,900 $0 $0.00 $2.00 $4.00 $6.00 $8.00 $10.00 $12.00 Common Stock Financing Debt Financing

Amount Needed $0 Interest Rate 0% Tax Rate 0% # Shares Outstanding 3577.0 Additional Shares Outstanding Needed 0.00 Stock Price $106.94 Return to Part II

Complete Part II to Construct the RE Table Dividend Information Balance Sheet Information Steps 1 2 3 4 5 Year New RE Year 1 $91,770 ($10,109) $101,879 $177,676 $279,555 Year 2 $91,691 ($12,343) $104,034 $279,555 $383,589 Year 3 $101,610 ($12,690) $114,300 $383,589 $497,889 Current Year's Net Income Less Current Year's Dividends Paid Plus Prior Year's RE Current Year's Balance Sheet RE

1 Complete Part II to Construct the Projected Financial Statements. Projected Income Statement Year 1 Year 2 Year 3 Revenues $99,624 $101,616 $101,616 Cost of Goods Sold 1,992 4,065 0 Gross Profit 97,632 97,552 101,616 Operating Expenses 3,985 2,032 0 EBIT 93,647 95,519 101,616 Interest Expense 2 6 6 EBT 93,645 95,513 101,610 Tax 1,873 3,821 0 Non-Recurring Events 2 2 0 Net Income 91,770 91,691 101,610 Projected Balance Sheet Year 1 Year 2 Year 3 Assets Cash and Equivalents $573,041 $677,075 $791,375 Accounts Receivable 0 0 0 Inventory 0 0 0 Other Current Assets 0 0 0 Total Current Assets 573,041 677,075 791,375 Property Plant & Equipment 14,159 14,159 14,159 Goodwill 47,288 47,288 47,288 Intangibles 7,164 7,164 7,164 Other Long-Term Assets 0 0 0 Total Assets 641,652 745,686 859,986 Liabilities Accounts Payable 0 0 0 Other Current Liabilities 0 0 0 Total Current Liabilities 0 0 0 Long-Term Debt 284,080 284,080 284,080 Other Long-Term Liabilities 0 0 0 Total Liabilities 284,080 284,080 284,080 Equity Common Stock 4,105 4,105 4,105 Retained Earnings 279,555 383,589 497,889 Treasury Stock (42,595) (42,595) (42,595) Paid in Capital & Other 116,507 116,507 116,507 Total Equity 357,572 461,606 575,906

Total Liabilities and Equity 641,652 745,686 859,986

Return to Part II

1 Complete Part II to Construct the Ratios Historical Ratios 31/12/2016 31/12/2017 Year 1 Current Ratio 0.53 0.53 Current Ratio #DIV/0! Quick Ratio 0.53 0.53 Quick Ratio #DIV/0! Total Debt-to-Total-Assets Ratio 0.90 0.90 Debt-to-Total-Assets Ratio 0.44 Total Debt-to-Equity Ratio 8.80 8.91 Debt-to-Equity Ratio 0.79 Times-Interest-Earned Ratio NA NA Times-Interest-Earned Ratio 46823 Inventory Turnover #DIV/0! #DIV/0! Inventory Turnover #DIV/0! Fixed Assets Turnover 6.77 7.04 Fixed Assets Turnover 7.04 Total Assets Turnover 0.04 0.04 Total Assets Turnover 0.16 Accounts Receivable Turnover 2 1 Accounts Receivable Turnover NA Average Collection Period 199.65 248.14 Average Collection Period 0.00 Gross Profit Margin % 100% 100% Gross Profit Margin % 98% Operating Profit Margin % 36% 36% Operating Profit Margin % 94% ROA % 1% 1% ROA % 14% ROE % 10% 10% ROE % 26% Return to Part II

Projected Ratios Year 2 Year 3 #DIV/0! #DIV/0! #DIV/0! #DIV/0! 0.38 0.33 0.62 0.49 15920 16936 #DIV/0! #DIV/0! 7.18 7.18 0.14 0.12 NA NA 0.00 0.00 96% 100% 94% 100% 12% 12% 20% 18%