PART I Welcome to the Free Excel Student Template Version XXXXXXXXXX Dear Student, By using this Template, you hereby agree to the Copyright terms and conditions. This Template should save you...

PART I
        Welcome to the Free Excel Student Template Version 16.1.11
        Dear Student,
        By using this Template, you hereby agree to the Copyright terms and conditions. This Template should save you considerable time and allow for your presentation to be more professional. Do not mistake this Template for doing all of the work. Your assignment is to analyze and present strategies for the next three years. You will still need to do the research and enter key internal and external information into the Template. The Template does not gather or prioritize information. It does however assimilate information you enter in a professional way and does many calculations for you once that critical information is entered. Refer to the David & David textbook for conceptual guidelines for developing all matrices and analyses included in this Template. Best of luck with your project.
        Instructions for Using the Template
    1    Please read all Template instructions below carefully before you start each new section of this Template. Only type in the green boxes. Refer to the David & David textbook for conceptual guidelines for every matrix and analysis in this Template.
    2    This Template is organized into three primary parts: Part I, Part II, and the respective data output pages for your respective matrices. All data entered will be entered into Part I or Part II. Part I consists of data entry in developing matrices, where Part II consists of data entry for your financial information, including ratios, financial statements, and projected financial statements. Blue buttons are provided for navigating within and to Part I, yellow buttons are for navigating within and to Part II, orange buttons are for navigating to the respective matrices and pink buttons are for navigating to your financial output tables. The navigation buttons along the top of Part I and Part II may not be visible for Apple users but all other features should work without any problems.
        Strengths and Weaknesses
    1    Enter into the Template exactly 10 strengths and 10 weaknesses, no more and no less. Your factors should be detailed and actionable rather than vague. For example, the strength: "Sales up nicely" is too vague and not actionable; "Sales were up 15% on women's apparel in China during 2015" is stated far better. Always be thinking in terms of divisions when writing strengths and weaknesses. Note women's apparel could be a division for Nike. All divisions do not need to be treated equally; allow more coverage for divisions with more revenue and those most pertinent to your strategic plan.
    2    Weights reveal how important a factor is to being successful in the industry. All weights are "industry-based." A factor of 0.10 for example is 5 times more important than a factor of 0.02 for being successful in the industry. Do not be afraid to include factors with lower weights though. To have a factor make your top 10 list (10 strengths for example out of the 100s the firm likely has), justifies its importance, yet it still may be relatively a lot less important to the industry than others factors you include. Also, be mindful with respect to what industry your firm operates. A moderate priced casual hamburger restaurant may have more in common with a moderate priced chicken restaurant than with McDonalds. Automatically considering McDonalds, Burger King, and Wendy's as the "industry" just because they all sell hamburgers may not be appropriate. Here, casual moderated priced restaurants may serve better as the "industry." After entering in the weights, check to make sure the sum of your weights equals 1.0 for your internal factors. Also, arrange your strengths with highly weighted factors listed first; arrange your Weaknesses also with highly weighted factors listed first.
    3    In contrast to weights that are industry-based, ratings are company-based and reveal how well your firm is performing. Use the coding scheme given below for ratings in an IFE Matrix: If your strengths are being cut off, simply drag your cursor between the two row numbers on the left to widen the row.
        1 = "major weaknesses"
        2 = "minor weaknesses"
        3 = "minor strength"
        4 = "major strength"
        Strengths        Weight        Rating
    1    Top Global Brands        0.09        4
    2    Prime Locations        0.09        4
    3    Good Market Share        0.08        3
    4    High Market Value (Of the top in Lebanon)        0.08        4
    5    No Other Retailers upon the brand contracts        0.06        3
    6    10 years in the Market        0.07        3
    7    Strong Marketing        0.09        4
    8
    9
    10
        Weaknesses        Weight        Rating
    1    Recent E commerce (Late ecommerce opening)        0.12        1
    2    Global Marketing calendar not compatible with local marketing calendar        0.08        2
    3    High Costs (marketing, training, vm, packagings)        0.12        1
    4    Small office, only 10 employees, some departments are combined, huge workload)        0.03        2
    5    Not good enough profit compared to the market share and value due to high costs and selling price        0.09        1
    6
    7
    8
    9
    10
        Total Weight (Must Equal 1.00)        1.00
        Opportunities and Threats
    1    Enter into this Template exactly 10 opportunities and 10 threats, no more no less. Your factors should be detailed and actionable rather than vague. Keep in mind both opportunities and threats should be external in nature. Ask yourself "Does the firm have control over this factor?" If the answer is yes, then it cannot be an opportunity or threat. For example, as a clothing retailer you may have an opportunity to "start selling clothes in China." This is not an opportunity for two reasons: 1) the firm has internal control over doing business in China, and 2) the statement is a strategy. The underlying opportunity may be "Women in China spent 20% more on athletic apparel in 2015." Note how this opportunity is specific, actionable, divisional, and external (we cannot control the culture or demand for female athletic apparel). All divisions do not need to be treated equally, allow more coverage for divisions with more revenue and those most pertinent to your strategic plan.
    2    Weights reveal how important a factor is to being successful in the industry. Read over the #2 tip under strengths and weaknesses above since the same logic applies for the external factors. After entering in the weights, check to make sure your sum of weights equals 1.0 for all 20 external factors. List factors according with highest weight items first.
    3    Ratings again are company-based and reflect how well the firm is addressing the particular factor. Use the coding scheme given below for ratings in an EFE Matrix. If your opportunities are being cut off, simply drag your cursor between the two row numbers on the left to widen the row.
        1 = "company's response to the external factor is poor"
        2 = "company's response to the external factor is average"
        3 = "company's response to the external factor is above average"
        4 = "company's response to the external factor is superior"
        Opportunities        Weight        Rating
    1    Increase of online shopping where current situations are encouraging it even more        0.11        2
    2    Many Markets can be reached online        0.10        3
    3    Almost all people are getting familiar with the global brands        0.11        3
    4
    5
    6
    7
    8
    9
    10
        Threats        Weight        Rating
    1    Revolution whichh led to less sales        0.08        2
    2    Economic crisis (Dollar and banking sector are unstable)        0.12        2
    3    Corona virus quarantine leads to closing shops and online shopping        0.11        2
    4    Online shopping is still restricted for essential products and not elementary        0.11        3
    5    Average basket of clients dropped by almost 30% and Lebanon's market by 40%        0.10        2
    6    Increase of rents        0.10        2
    7    Competitors selling copy brands for lowewr prices        0.06        4
    8
    9
    10
        Total Weight (Must Equal 1.00)        1.00
        Competitive Profile Matrix (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 0.20.
    3    After entering in your weights, type the name of your company and two other competitors in the corresponding boxes.
    4    After entering in the weights and identifying your company and two rival firms, then enter in a Rating (company-based) in the "Enter Rating Below" column for each organization. DO NOT ASSIGN THE COMPANIES THE SAME RATING; TAKE A STAND; MAKE A CHOICE. In a CPM, use the coding scheme provided below for ratings.
        1 = "major weaknesses"
        2 = "minor weaknesses"
        3 = "minor strength"
        4 = "major strength"
        Enter 12 Factors Below         Weight        You        Competitor         Competitor
                        Enter Ratings Below
        Advertising
        Market Penetration
        Customer Service
        Store Locations
        R&D
        Employee Dedication
        Financial Profit
        Customer Loyalty
        Market Share
        Product Quality
        Top Management
        Price Competitiveness
                0.00
        Boston Consulting Group (BCG) Matrix
    1    This Template allows for up to 5 divisions. If your company has more than 5 divisions, combine the divisions with the least amount of revenue into division 5, and mention the adjustment to the class during your presentation, or simply focus on the 5 divisions your 3-year plan centers around; check with your professor. It is excellent to develop a BCG/IE by geographic region, and construct another one by product (if you have data).
    2    In each division, enter a name, followed by the dollar amount in revenues for that division. Do not include M or B for millions or billions, but do drop off zeros. For example, for $100,000,000, you could enter 100,000 or 100 just be consistent.
    3    After completing Step 2 in developing a BCG, enter in the dollar amount in revenues for the top rival firm for each division. Note, the top rival may be you and in this situation enter in your company's revenue for that division. Also, note the top rival may be different for different divisions. For example, if your firm is Avon, Avon's top rival in its lipstick division may be Revlon, but for nail polish, the top rival in the industry may be L'Oréal, and in makeup, Avon may be the market leader. There is no need to label the top rival by name, but you could mention in class as part of your presentation. Be sure to enter in all numbers in the same $ format you used in Step 2 above. If you do not have a perfect apples to apples comparison, (possibly a rival firm combines lipstick and makeup, where your firm separates the two) then estimate as best you can and make note in your presentation.
    4    Finally, enter in the industry growth rate (IGR) for each division. Generally, taking the top 2 or 3 rivals for each division (along with your firm), adding their numbers together for the current year and the previous year and using the equation (Current Year - Previous Year) / Previous Year is sufficient to estimate guess of the industry growth rate. This is because generally the top 3 players dominate an industry. Note, using this process also weights larger firms more, which is exactly what you desire. Do not use total revenues; instead, use divisional revenues. Division industry growth rates (IGR) must be between -0.20 and 0.20. If outside these ranges, simply use -0.20 or 0.20 and mention during your presentation.
    5    Everything is calculated and positioned for you (Other than Industry Growth Rate in Step 4) including the Relative Market Share Position (RMSP). The BCG matrix in this Template does not produce pie slices to show profits. You may wish to discuss divisional profits in your presentation.
        Enter in division names below (If less than 5, leave the other spaces blank and no circles will appear)        Your Firm's Division Revenues        Top Firm in Industry Division Revenues        Division Market Growth Rate (Step 4)        Relative Market Share Position
                                        ERROR:#DIV/0!
                                        ERROR:#DIV/0!
                                        ERROR:#DIV/0!
                                        ERROR:#DIV/0!
                                        ERROR:#DIV/0!
        Internal - External (IE) Matrix
    1    This Template allows for up to 5 divisions. If the company has more than 5 divisions, combine the divisions with the least amount of revenue into division 5, and mention the adjustment to the class during your presentation, or simply focus on the 5 divisions that your 3-year plan centers around; check with your professor.
    2    Company wide EFE and IFE scores are automatically entered once you complete the EFE and IFE Matrices.
    3    Enter in estimated EFE and IFE Scores for your respective divisions.
    4    This Template's IE matrix does not produce pie slices to show profits.
        Enter The Name Of Your Firm
        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 Matrix
    1    Include five (and only five) factors to assess each SPACE axis: Financial Position (FP), Stability Position (SP), Competitive Position (CP), and 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)
        CP and SP
        Negative 1 (best) to Negative 7 (worst)
        Enter The Name Of Your Firm
                Ratings
        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
                Ratings
        Competitive Position (CP)
        Market Share
        Product Quality
        Customer Loyalty
        Technological know-how
        Control over Suppliers and Distributors
        Stability Position (SP)
        Rate of Inflation
        Technological Changes
        Price Elasticity of...