Wynn Resorts

Free Excel Student Template
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. Best of luck,
with your project.
INSTRUCTIONS FOR
Please read all Template TEMPLATE
instructions below carefully before you start each
1 new section of this Template. Only type in the green boxes unless
otherwise noted. Please read the Read ME tab at the bottom of Excel
before you start.
INSTRUCTIONS FOR EXTERNAL AUDIT

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>
1. To perform an External Audit, enter ten opportunities and ten threats. For
purposes of this Template, it is vital you have ten of each, no more, no
less.
2. After entering ten opportunities and ten threats, enter the weight you want
to assign to each factor. Be sure to check the bottom of the "Enter Weight
Below" column, to make sure your entire column sums is equal to 1.00
3. After entering in the weights, then enter in a corresponding rating in the

"Enter Rating Below" column. The coding scheme is provided below.
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"
Enter Ten Opportunities Below
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Enter Ten Threats Below
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Instructions for Competitive Profile Matrix (CPM)
1.
To perform the CPM, enter in twelve critical success factors. You may use
some of the ones listed below if you like but try to use ones that are more
pertinent to your company. For example, if your case is Delta Airlines,
having a) on time arrival b) extra fees c) frequent flyer points, etc may be
better choices than the canned ones below. For purposes of this Template,
it is vital you have twelve factors no more, no less.
2. After entering in twelve critical success factors, enter in the weight you
want to assign each one. Be sure to check the bottom of the "Enter Weight
Below" column, to make sure your sum weight is equal to 1.00
3. After entering in your weights, type the name of your company and two
other competitors in the corresponding boxes.
After entering in the weights and identifying your company and two rival
4. firms, then enter in a corresponding rating in the "Enter Rating Below"
column for each organization. DO NOT ASSIGN THE COMPANIES
THE SAME RATING, TAKE A STAND, MAKE A CHOICE. The coding
scheme is provided below.
CPM Matrix
Advertising
Market Penetration
Customer Service
Store Locations
R&D
Employee Dedication
Financial Profit
Customer Loyalty
Market Share
Product Quality
Top Management
Price Competitiveness
1 = "major weaknesses"
2 = "minor weaknesses"
3 = "minor strength"
4 = "major strength"
INSTRUCTIONS FOR INTERNAL AUDIT

To perform an Internal Audit, enter in ten strengths and ten weaknesses
1. For purposes of this Template, it is vital you have ten of each, no more, no
less.
After entering in ten strengths and ten weaknesses scroll down the page
2. and enter in the weight you want to assign each one. Be sure to check the
bottom of the "Enter Weight Below" column, to make sure your sum
weight is equal to 1.00
3. After entering in the weights, then enter in a corresponding rating in the

"Enter Rating Below" column. The coding scheme is provided below.
Reminder weaknesses must be 1 or 2 and strengths must be 3 or 4
1 = "major weaknesses"
2 = "minor weaknesses"
3 = "minor strength"
4 = "major strength"
Enter Ten Strengths Below
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Enter Ten Weaknesses Below
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
INSTRUCTIONS FOR COMPANY WORTH

1. To perform the company worth, enter in corresponding financial

information you are prompted for in the boxes to the right and press enter.
Everything is calculated automatically and posted into the matrix.
2. Hints are provided below on where to find any particular information. If
you wish to enter data for a competitor or a company you plan to acquire,
scroll over. If acquiring a competitor, this value would constitute a large
portion of your "amount needed" in the EPS/EBIT Analysis.
Stockholders' Equity - Can be found near bottom of Balance Sheet. It

might be called total equity.
Net Income - Can be found on the Income Statement. It might be called
net earnings or net profits.
Share Price - Can be found on Yahoo Finance.
EPS - Can be found on Yahoo Finance.
Shares Outstanding - www.money.msn.com.
INSTRUCTIONS FOR SWOT

1 Click on the SWOT Hyperlink to the right and add your SO,WO,ST, and WT Strategies.
INSTRUCTIONS FOR BCG and IE Matrix

1. The Template allows for a two, three, or a four division company. (If the
company has more than 4 divisions, combine the divisions with the least
amount of revenue and mention the adjustment to the class during your
presentation.) <You will have to read the Annual Report to find this
information> It is quite okay to do a BCG/IE for BOTH geographic and
by product revenues/profits. To develop BCG and IE matrices, Step 1:
enter in the corresponding profits you are prompted for in the boxes (for
the corresponding divisions) below. Also, change the division name to
match your case (The 2 division example is for domestic and
international.) Pie slices are automatically calculated and labeled. In the
example profits were 500 million and 800 million. Do not put a M or B to
signal million or billion. If you can not find profit information, estimate
this and explain to the class during your presentation. At a bare minimum,
have the appropriately sized circles (even if you do not use pie slices).
However, an educated profit estimation is more prudent if divisional
profits are not reported.
After finishing Step 1, click on the BCG hyperlink to the right (Step 2,
2. once there click on the pie slices. Here you can adjust the size of the
circles (which represent revenues). Move the "pies" into the quadrant you
desire. Don't worry about the "light green warning" when adjusting the
pies.
3. After finishing Step 2, click on the IE matrix link to the right. Then
perform the same tasks you performed for the BCG. Also, be sure to type
in your company name in the appropriate quadrant according to your IFE
and EFE scores. These may be found on the EFE-IFE tab at the bottom of
your Excel Spreadsheet. Don't worry about the "light green warning"
when adjusting the pies.
Profits
Revenues
INSTRUCTIONS FOR SPACE Matrix

1. Use five (and only five) factors for each 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.
Next click the SPACE Link to your right. There move the box to the plot
location derived from step two. These numbers will be located to the left
of the SPACE Matrix on the SPACE page. After moving the box to the
corresponding area, then click the arrow portion of the vector and move it
so the arrow goes though the box. Don't worry about the "light green
warning" when adjusting the box and vector
FP and IP
Positive 1 (worst) to Positive 7 (best)
CP and SP
Negative 1 (best) to Negative 7 (worst)
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
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 Demand
Competitive Pressure
Barriers to Entry into Market
INSTRUCTIONS FOR GRAND Matrix

1. Type your company in the appropriate quadrant to the right. Click in the
remaining quadrants and press the space bar to avoid Excel placing a 0 in
those respective quadrants. You may also enter a competitor into the other
quadrants, or your firms divisions.
Grand Strategy Matrix
INSTRUCTIONS FOR QSPM Matrix

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. You will need to provide a
recommendations section on your own with the expected cost after
performing the QSPM. These recommendations and costs lead into the
"amount needed" for the EPS/EBIT Analysis. You may have multiple
recommendations, including both the ones used in the QSPM.
2.
After entering in your strategies, then rate each strategy based on the
strengths, weaknesses, opportunities, and threats (factors). Do not to rate
each strategy the same for a particular strength, weakness, opportunity, or
threat. (the exception is if you enter 0 you MUST enter 0 for the other. For
example, if one strategy deserves a rating of 4 and the other factor has
nothing to do with the strategy, just rate that factor a 1)
0 = Not applicable
1 = Not attractive
2 = Somewhat attractive
3 = Reasonably attractive
4 = Highly attractive
Opportunities
1.
0
2.
0
3.
0
4.
0
5.
0
6.
0
7.
0
8.
0
9.
0
10.
0
Threats
1.
0
2.
0
3.
0
4.
0
5.
0
6.
0
7.
0
8.
0
9.
0
10.
0
Strengths
1. 0
2. 0
3. 0
4. 0
5. 0
6. 0
7. 0
8. 0
9. 0
10. 0
Weaknesses
1. 0
2. 0
3. 0
4. 0
5. 0
6. 0
7. 0
8. 0
9. 0
10. 0
INSTRUCTIONS FOR EPS - EBIT

1. To perform an EPS - EBIT Analysis, enter in the corresponding data in the

light green boxes to your right. Everything else is calculated
automatically. Including the EPS - EBIT Chart. The amount needed
should be the total cost of your recommendations. If you notice little to no
change over stock to debt financing on EPS, the total amount of your
recommendations is likely too low. Unless of course, you are
recommending defensive strategies were you are not acquiring substantial
new capital.
EPS-EBIT Chart
Scroll down
INSTRUCTIONS FOR Financial Charts

1.
Enter the data in the cells below. You need to use the same years for your
company and competitor for the charts to be compared. If your company's
year end is (for example) in July 2014, and the competitors is in December
2013. It is not the end of the world, just enter the most recent data and tell
the class this when you present the charts. All data should be in millions.
Do not use the historical percent change method blindly for determining
2. the respective proforma year. The respective proforma year information
should be estimates based on the financial numbers from your
recommendations. The template only performs proforma data for your
company.
3. Scan the financial charts (click the blue link below) and select graphs that
reveal the most information. It is not expected nor a wise use of time to
discuss every graph.
Click Here to View Financial Graphs
Warning, do not change the information below, it will make all your charts wrong!
0
Revenue
Net Income
Assets
Liabilities
Cash
Goodwill + Intangibles
Inventory
Long Term Debt
Stockholders' Equity
Cost of Goods Sold
Current Assets
Current Liabilities
Accounts Receivable
0
Revenue
Net Income
Assets
Liabilities
Cash
Goodwill + Intangibles
Inventory
Long Term Debt
Stockholders' Equity
Cost of Goods Sold
Current Assets
Current Liabilities
Accounts Receivable
2 The ratios below are calculated for you automatically using the
equations given (there are slightly different ways to calculate the same
ratio.) You may cut and paste special this into your power point or you
may use the graphs that are also generated for you automatically. If
you are getting a number different from one published online for a
ratio, it is likely the online version used a different equation for the
ratios, rounding, a different year was used, or maybe you just entered
the data wrong (typo). The answers the template generates are 100%
accurate because they come straight from the data you entered off the
financial statements. Just make sure you are using the same equations
for your company and the competitor. For example. Debt/Equity can
be calculated Total Debt/Equity or Total Liabilities/Equity. They are
both correct and both called Debt/Equity but will generate quite
different numbers. If you are going to compare your company to a
competitor, make sure you are using the same equation for both
(obviously, the Template accomplishes this for you).
Current Ratio
Quick Ratio
Long Term Debt to Equity
Inventory Turnover
Total Assets Turnover
Accounts Receivable Turnover
Average Collection Period
Gross Profit Margin
Net Profit Margin
Return on Total Assets (ROA)
Return on Equity (ROE)
Click Here To View Financial Ratio Graphs
Current Ratio =
Quick Ratio =
Long Term Debt to Equity =
Inventory Turnover =
Total Assets Turnover =
Accounts Receivable Turnover =
Average Collection Period =
Gross Profit Margin =
Net Profit Margin =
Return on Total Assets (ROA) =
Return on Equity (ROE) =
Enter Weight Enter Rating
Below Below
EFE Matrix

Below Below
0.00
Enter Rating Enter Rating

Below Below
Enter Weight
Below Your Company Competitor
0.00

Below Below
IFE Matrix

Below Below
0.00
Stockholders'
Equity Net Income
$7,043,713 $6,445,435
Company Worth
Share Price EPS
$9.30 $36.23
Shares
Outstanding
13,832,029
WT Strategies. Click Here to View SWOT

BCG Matrix
IE Matrix
2 Division Company 3 Division Company
Domestic International Men
500 800
Scroll over for 4 division company

Space Matrix
Ratings
Ratings
Quadrant 1 Quadrant 2 Quadrant 3 Quadrant 4
QSPM
Strategy One Strategy Two

AS Ratings AS Ratings
EBIT
Recession Normal Boom

Combination Financing (decimal form)
Debt Financing Stock Financing

Percent Percent
Interest Rate
Amounted Needed (decimal form)
Tax Rate (decimal Current Shares
form) Outstanding
New Shares
Share Price Outstanding
DO NOT ENTER DATA IN "NEW SHARES

OUTSTANDING" BOX. THIS IS DONE FOR
YOU.
#DIV/0!
Your Company Top Competitor
Historical Year 1 Historical Year 2 Historical Year 3 Proforma Year 1 Proforma Year 2 Proforma Year 3
2012 2013 2014 2015 2016 2017
Historical Year 1 Historical Year 2 Historical Year 3
2012 2013 2014

0
2012 2013 2014 2015 2016 2017
#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
Current Assets / Current Liabilities

(Current Assets - Inventory) / Current Liabilities
Long Term Debt / Equity
Sales / Inventory
Sales / Total Assets
Sales / Accounts Receivable
Accounts Receivable / (Sales/365)
(Sales - Cost of Goods Sold) / Sales
Net Income / Sales
Net Income / Total Assets
Net Income / Stockholders Equity
Enter Rating
Below
Competitor
MGM Grand
Stockholders'
Equity Net Income
$7,764,427 $1,039,649
Share Price EPS
$9.84 $18.42
Shares
Outstanding
5,268,600
3 Division Company 4 Division Compan
Women Children North America South America

nancing (decimal form)
Must Equal 1.0
0.0
DATA IN "NEW SHARES
OX. THIS IS DONE FOR
YOU.
0
2012 2013 2014
#DIV/0! #DIV/0! #DIV/0!
#DIV/0! #DIV/0! #DIV/0!
#DIV/0! #DIV/0! #DIV/0!
#DIV/0! #DIV/0! #DIV/0!
#DIV/0! #DIV/0! #DIV/0!
#DIV/0! #DIV/0! #DIV/0!
#DIV/0! #DIV/0! #DIV/0!
#DIV/0! #DIV/0! #DIV/0!
#DIV/0! #DIV/0! #DIV/0!
#DIV/0! #DIV/0! #DIV/0!
#DIV/0! #DIV/0! #DIV/0!
4 Division Company
Asia Europe
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CompetitiveProfileMatrix(CPM)
Your
Competitor Competitor
Company
CriticalSuccessFactors Weight Rating Score Rating Score Rating Score
Advertising 0.00 0 0.00 0 0.00 0 0.00
MarketPenetration 0.00 0 0.00 0 0.00 0 0.00
CustomerService 0.00 0 0.00 0 0.00 0 0.00
StoreLocations 0.00 0 0.00 0 0.00 0 0.00
R&D 0.00 0 0.00 0 0.00 0 0.00
EmployeeDedication 0.00 0 0.00 0 0.00 0 0.00
FinancialProfit 0.00 0 0.00 0 0.00 0 0.00
CustomerLoyalty 0.00 0 0.00 0 0.00 0 0.00
MarketShare 0.00 0 0.00 0 0.00 0 0.00
ProductQuality 0.00 0 0.00 0 0.00 0 0.00
TopManagement 0.00 0 0.00 0 0.00 0 0.00
PriceCompetitiveness 0.00 0 0.00 0 0.00 0 0.00
Totals 0.00 0.00 0.00 0.00
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here,recheckthe"START"page..Thispageisnot
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ExternalFactorEvaluationMatrix(EFE)
Opportunities Weight Rating WeightedScore
1. 0 0.00 0 0.00
2. 0 0.00 0 0.00
3. 0 0.00 0 0.00
4. 0 0.00 0 0.00
5. 0 0.00 0 0.00
6. 0 0.00 0 0.00
7. 0 0.00 0 0.00
8. 0 0.00 0 0.00
9. 0 0.00 0 0.00
10. 0 0.00 0 0.00
Threats Weight Rating WeightedScore

1. 0 0.00 0 0.00
2. 0 0.00 0 0.00
3. 0 0.00 0 0.00
4. 0 0.00 0 0.00
5. 0 0.00 0 0.00
6. 0 0.00 0 0.00
7. 0 0.00 0 0.00
8. 0 0.00 0 0.00
9. 0 0.00 0 0.00
10. 0 0.00 0 0.00
TOTALS 0.00 0.00
InternalFactorEvaluationMatrix(IFE)
Strengths Weight Rating WeightedScore
1. 0 0.00 0 0.00
2. 0 0.00 0 0.00
3. 0 0.00 0 0.00
4. 0 0.00 0 0.00
5. 0 0.00 0 0.00
6. 0 0.00 0 0.00
7. 0 0.00 0 0.00
8. 0 0.00 0 0.00
9. 0 0.00 0 0.00
10. 0 0.00 0 0.00
Weaknesses Weight Rating WeightedScore

1. 0 0.00 0 0.00
2. 0 0.00 0 0.00
3. 0 0.00 0 0.00
4. 0 0.00 0 0.00
5. 0 0.00 0 0.00
6. 0 0.00 0 0.00
7. 0 0.00 0 0.00
8. 0 0.00 0 0.00
9. 0 0.00 0 0.00
10. 0 0.00 0 0.00
TOTALS 0.00 0.00
erthe"home"TabonExcel2007.Youmayhavetoclickitthreetimes.Thenexpandtherowswithyourmouseifneeded.
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useifneeded.
Thissheetisprotected
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CompanyWorthAnalysis
Stockholders'Equity $7,043,713
NetIncomex5 $32,227,175
(SharePrice/EPS)xNetIncome $1,654,500
NumberofSharesOutstandingxSharePrice $128,637,870
MethodAverage $42,390,814
CompetitorInformationBelow
CompanyWorthAnalysis
Stockholders'Equity $7,764,427
NetIncomex5 $5,198,245
(SharePrice/EPS)xNetIncome $555,383
NumberofSharesOutstandingxSharePrice $51,843,024
MethodAverage $16,340,270
Scroll down for 3 and 4 division BCG
Don'tworryabouttheaxisspacinghere.ThiswilllookperfectinWordandPowerPoint.
RelativeMarketSharePosition
HighMedium
1.0.50
High+20 Star
Industry
Sales
Growth Medium 0 CashCow
Rate
(Percentage)
Low -20
HighMedium
1.0.50
High+20 Star
Industry
Sales
Rate
(Percentage)
Low -20
HighMedium
1.0.50
High+20 Star
Industry
Sales
Rate
(Percentage)
Low -20
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own for 3 and 4 division BCG
here.ThiswilllookperfectinWordandPowerPoint.
<Don'ttypeintheredboxesbelow,thissheetisnotprotectedsob
lativeMarketSharePosition <Go to the IE Matrix Tab for the Revenue/Profit Table to In
Medium
.50
QuestionMark
Profits
Domestic
Domestic 500
International 800
International
International 800
Domestic 500
Dog
lativeMarketSharePosition
Medium
.50
QuestionMark

Men
Profit
Remaning Profits
Women
Profit
Remaning Profits
Dog
Children
Profit
Remaning Profits
lativeMarketSharePosition
Medium
.50
QuestionMark

North America
Profit
Remaning Profits
South America
Profit
Remaning Profits
Dog
Asia
Profit
Remaning Profits
Europe
Profit
Remaning Profits
issheetisnotprotectedsobecareful>
evenue/Profit Table to Inset Into Your Project>
0
0
0
0
0
0
0
0
0
0
0
0
0
0
scroll down for 3 and 4 division IE
Look to the Right of Each Matrix for Previously Entered Se
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TheTotalIFEWeightedScores
StrongAverageWeak
4.0to3.02.99to2.01.99to1.0
4.0 I II
High
3.0 IV V
The
EFE
Total Medium
Weighted
Scores
2.0 VII VIII
Low
1.0
StrongAverageWeak
4.0to3.02.99to2.01.99to1.0
4.0 I II
High
3.0 IV V
The
EFE
Total Medium
Weighted
Scores
2.0 VII VIII
Low
1.0
StrongAverageWeak
4.0to3.02.99to2.01.99to1.0
4.0 I II
High
3.0 IV V
The
EFE
Total Medium
Weighted
Scores
2.0 VII VIII
Low
1.0
scroll down for 3 and 4 division IE
t of Each Matrix for Previously Entered Segment Data
llookperfectinWordandPowerPoint.
ghtedScores
eWeak
2.01.99to1.0 Adjust Circles Manually.
III
Domestic International
Revenues 0 0
Profits 500 800
VI
IX
ghtedScores
eWeak
2.01.99to1.0
III Adjust Circles Manually
Men Women
Revenues 0 0
Profits 0 0
VI
IX
ghtedScores
eWeak
2.01.99to1.0
III Adjust Circles Manually
North America South America

Revenues 0 0
Profits 0 0
VI
IX
Children
0
0
Asia Europe
0 0
0 0
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Move the Arrow and the box with your mouse.
FP
Conservative Aggressive
7
CP
7 6 5 4 3 2 1 1 2 3 4 5 6
1
7
Defensive Competitive
SP
Internal Analysis: External Analysis:

Financial Position (FP) Stability Position (SP)
Return on Investment (ROI) 0 Rate of Inflation
Leverage 0 Technological Changes
Liquidity 0 Price Elasticity of Demand
Working Capital 0 Competitive Pressure
Cash Flow 0 Barriers to Entry into Market
Financial Position (FP) Average 0.0 Stability Position (SP) Average

Internal Analysis: External Analysis:
Competitive Position (CP) Industry Position (IP)
Market Share 0 Growth Potential
Product Quality 0 Financial Stability
Customer Loyalty 0 Ease of Entry into Market
Technological know-how 0 Resource Utilization
Control over Suppliers and Distributors 0 Profit Potential
Competitive Position (CP) Average 0.0 Industry Position (IP) Average

ted,soyoucanreallymessuptheinfointheredboxes.Thispagemustbeleftunprotectedsoyoucanmovethevectorandbox.
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X-axis 0.0
Y-axis 0.0
IP
7
0
0
0
0
0
0.0
0
0
0
0
0
0.0
vectorandbox.
This page is protected.
RapidMarketGrowth
QuadrantII QuadrantI
Weak
Competitive
Position
0
0
QuadrantIII QuadrantIV
SlowMarketGrowth
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Strong
Competitive
Position
Ifyourtextisnotshowinghighlightit(becarefulnottoclick),usethetextwrapoptionunderthe"home"TabonExcel2007
This page is not protected, so be careful. Click here to Return
0 0
Opportunities Weight AS TAS AS TAS

1. 0 0.00 0 0.00 0 0.00
2. 0 0.00 0 0.00 0 0.00
3. 0 0.00 0 0.00 0 0.00
4. 0 0.00 0 0.00 0 0.00
5. 0 0.00 0 0.00 0 0.00
6. 0 0.00 0 0.00 0 0.00
7. 0 0.00 0 0.00 0 0.00
8. 0 0.00 0 0.00 0 0.00
9. 0 0.00 0 0.00 0 0.00
10. 0
0.00 0 0.00 0 0.00
Threats Weight AS TAS AS TAS

1. 0 0.00 0 0.00 0 0.00
2. 0 0.00 0 0.00 0 0.00
3. 0 0.00 0 0.00 0 0.00
4. 0 0.00 0 0.00 0 0.00
5. 0 0.00 0 0.00 0 0.00
6. 0 0.00 0 0.00 0 0.00
7. 0 0.00 0 0.00 0 0.00
8. 0 0.00 0 0.00 0 0.00
9. 0 0.00 0 0.00 0 0.00
10. 0
0.00 0 0.00 0 0.00
scrolldown
0 0
Strengths Weight AS TAS AS TAS

1. 0 0.00 0 0.00 0 0.00
2. 0 0.00 0 0.00 0 0.00
3. 0 0.00 0 0.00 0 0.00
4. 0 0.00 0 0.00 0 0.00
5. 0 0.00 0 0.00 0 0.00
6. 0 0.00 0 0.00 0 0.00
7. 0 0.00 0 0.00 0 0.00
8. 0 0.00 0 0.00 0 0.00
9. 0 0.00 0 0.00 0 0.00
10. 0
0.00 0 0.00 0 0.00
Weaknesses Weight AS TAS AS TAS

1. 0 0.00 0 0.00 0 0.00
2. 0 0.00 0 0.00 0 0.00
3. 0 0.00 0 0.00 0 0.00
4. 0 0.00 0 0.00 0 0.00
5. 0 0.00 0 0.00 0 0.00
6. 0 0.00 0 0.00 0 0.00
7. 0 0.00 0 0.00 0 0.00
8. 0 0.00 0 0.00 0 0.00
9. 0 0.00 0 0.00 0 0.00
10. 0 0.00 0 0.00 0 0.00
TOTALS 0.00 0.00
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SO Strategies
1
2
3
4
ST Strategies
1
2
3
4
WO Strategies
1
2
3
4
WT Strategies
1
2
3
4
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CommonStockFinancing DebtFinancing
Recession Normal Boom Recession Normal Boom
EBIT $0 $0 $0 $0 $0 $0
Interest 0 0 0 0 0 0
EBT 0 0 0 0 0 0
Taxes 0 0 0 0 0 0
EAT 0 0 0 0 0 0
#Shares #DIV/0! #DIV/0! #DIV/0! 0 0 0
EPS #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
0 PercentStock 0 PercentStock
Recession Normal Boom Recession Normal Boom
EBIT $0 $0 $0 $0 $0 $0
Interest 0 0 0 0 0 0
EBT 0 0 0 0 0 0
Taxes 0 0 0 0 0 0
EAT 0 0 0 0 0 0
#Shares #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
EPS #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
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EPS-EBIT Graph
12.00
10.00
8.00
6.00
4.00
2.00
0.00
$0 $0 $0
Common Stock Financing Debt Financing
Revenue (in millions) Rev
$12 $12
$10 $10
$8 $8
$6 $6
$4 $4
$2 $2
$0 $0
2012 2013 2014 2015 2016 2017 2012 2013
Row 363 Row 383
Net Income (in millions) Net I

$12 $12
$10 $10
$8 $8
$6 $6
$4 $4
$2 $2
$0 $0
2012 2013 2014 2015 2016 2017 2012 2013
Row 364 Row 384
Assets (in millions) As

$12 $12
$10 $10
$8 $8
$6 $6
$4 $4
$2 $2
$0 $0
2012 2013 2014 2015 2016 2017 2012 2013
Row 365 Row 385
$4 $4
$2 $2
$0 $0
2012 2013 2014 2015 2016 2017 2012 2013
Row 365 Row 385
Liabilities (in millions) Liab

$12 $12
$10 $10
$8 $8
$6 $6
$4 $4
$2 $2
$0 $0
2012 2013 2014 2015 2016 2017 2012 2013
Row 366 Row 386
Cash (in millions) C

$12
$12
$10
$10
$8
$8
$6
$6
$4
$4
$2
$2
$0
2012 2013 2014 2015 2016 2017 $0
2012 2013
Row 367 Row 387
Goodwill + Intangibles (in millions) Goodwill

$12 $12
$10 $10
$8 $8
$6 $6
$4 $4
$2 $2
$0 $0
2012 2013 2014 2015 2016 2017 2012 2013
0 0
$8 $8
$6 $6
$4 $4
$2 $2
$0 $0
2012 2013 2014 2015 2016 2017 2012 2013
0 0
Inventory (in millions) Inve

$12 $12
$10 $10
$8 $8
$6 $6
$4 $4
$2 $2
$0 $0
2012 2013 2014 2015 2016 2017 2012 2013
0 Row 389
Long Term Debt (in millions) Long T

$12
$12
$10
$10
$8
$8
$6
$6
$4
$4
$2
$2
$0
2012 2013 2014 2015 2016 2017 $0
2012 2013
0 Row 390
Stockholders' equity (in millions) Stockhol

$12
$12
$10
$10
$8
$8
$6
$6
$4
$4
$2
$2
$0
$10
$10
$8
$8
$6
$6
$4
$4
$2
$2
$0
2012 2013 2014 2015 2016 2017 $0
2012 2013
0 Row 391
Cost of Goods Sold (in millions) Cost of

$12 $12
$10 $10
$8 $8
$6 $6
$4 $4
$2 $2
$0 $0
2012 2013 2014 2015 2016 2017 2012 2013
0 Row 392
Current Assets (in millions) Curren

$12
$12
$10
$10
$8
$8
$6
$6
$4
$4
$2
$2
$0
2012 2013 2014 2015 2016 2017 $0
2012 2013
0 Row 393
Current Liabilities (in millions) Current

$12 $12
$10 $10
$8 $8
$6 $6
$4 $4
$12 $12
$10 $10
$8 $8
$6 $6
$4 $4
$2 $2
$0 $0
2012 2013 2014 2015 2016 2017 2012 2013
0 Row 394
Accounts Receivable (in millions) Accounts

$12 $12
$10 $10
$8 $8
$6 $6
$4 $4
$2 $2
$0 $0
2012 2013 2014 2015 2016 2017 2012 2013
0 Row 395
Revenue (in millions)
$12
$10
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$8
$6
$4
$2
$0
2012 2013 2014 2015 2016 2017
Row 363 Row 383
Net Income (in millions)

12
10
$8
$6
$4
$2
$0
2012 2013 2014 2015 2016 2017
Row 364 Row 384
Assets (in millions)

12
10
$8
$6
$4
$2
$0
2012 2013 2014 2015 2016 2017
Row 365 Row 385
$4
$2
$0
2012 2013 2014 2015 2016 2017
Row 365 Row 385
Liabilities (in millions)

$12
$10
$8
$6
$4
$2
$0
2012 2013 2014 2015 2016 2017
Row 366 Row 386
Cash (in millions)

$12
$10
$8
$6
$4
$2
$0
2012 2013 2014 2015 2016 2017
Row 367 Row 387
Goodwill + Intangibles (in millions)

$12
$10
$8
$6
$4
$2
$0
2012 2013 2014 2015 2016 2017
$8
$6
$4
$2
$0
2012 2013 2014 2015 2016 2017
0 0
Inventory (in millions)

$12
$10
$8
$6
$4
$2
$0
2012 2013 2014 2015 2016 2017
0 Row 389
Long Term Debt (in millions)

$12
$10
$8
$6
$4
$2
$0
2012 2013 2014 2015 2016 2017
0 Row 390
Stockholders' equity (in millions)

$12
$10
$8
$6
$4
$2
$10
$8
$6
$4
$2
$0
2012 2013 2014 2015 2016 2017
0 Row 391
Cost of Goods Sold (in millions)

$12
$10
$8
$6
$4
$2
$0
2012 2013 2014 2015 2016 2017
0 Row 392
Current Assets (in millions)

$12
$10
$8
$6
$4
$2
$0
2012 2013 2014 2015 2016 2017
0 Row 393
Current Liabilities (in millions)

$12
$10
$8
$6
$4
$12
$10
$8
$6
$4
$2
$0
2012 2013 2014 2015 2016 2017
0 Row 394
Accounts Receivable (in millions)

$12
$10
$8
$6
$4
$2
$0
2012 2013 2014 2015 2016 2017
0 Row 395
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Current Ratio
12.0 12.0
10.0 10.0
8.0 8.0
6.0 6.0
4.0 4.0
2.0 2.0
0.0 0.0
2012 2013 2014 2015 2016 2017 2012 2013
0 0
Long Term Debt to Equity Ratio Inven

12.0 12.0
10.0 10.0
8.0 8.0
6.0 6.0
4.0 4.0
2.0 2.0
0.0 0.0
2012 2013 2014 2015 2016 2017 2012 2013
0 0
Total Assets Turnover Ratio Accounts R

12.0 12.0
10.0 10.0
8.0 8.0
6.0 6.0
4.0 4.0
2.0 2.0
0.0 0.0
2012 2013 2014 2015 2016 2017 2012 2013
8.0 8.0
6.0 6.0
4.0 4.0
2.0 2.0
0.0 0.0
2012 2013 2014 2015 2016 2017 2012 2013
0 0
Average Collection Period Ratio Gross

12.0 12.0
10.0 10.0
8.0 8.0
6.0 6.0
4.0 4.0
2.0 2.0
0.0 0.0
2012 2013 2014 2015 2016 2017 2012 2013
0 0
Net Profit Margin Ratio

12.0 12.0
10.0 10.0
8.0 8.0
6.0 6.0
4.0 4.0
2.0 2.0
0.0 0.0
2012 2013 2014 2015 2016 2017 2012 2013
0 0
ROE
12.0
10.0
8.0
6.0
4.0
ROE
12.0
10.0
8.0
6.0
4.0
2.0
0.0
2012 2013 2014 2015 2016 2017
0 0
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Quick Ratio
12.0
10.0
8.0
6.0
4.0
2.0
0.0
2012 2013 2014 2015 2016 2017
0 0
Inventory Turnover Ratio

12.0
10.0
8.0
6.0
4.0
2.0
0.0
2012 2013 2014 2015 2016 2017
0 0
Accounts Receivable Turnover Ratio

12.0
10.0
8.0
6.0
4.0
2.0
0.0
2012 2013 2014 2015 2016 2017
8.0
6.0
4.0
2.0
0.0
2012 2013 2014 2015 2016 2017
0 0
Gross Profit Margin Ratio

12.0
10.0
8.0
6.0
4.0
2.0
0.0
2012 2013 2014 2015 2016 2017
0 0
ROA
12.0
10.0
8.0
6.0
4.0
2.0
0.0
2012 2013 2014 2015 2016 2017
0 0

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Free Excel Student Template

INSTRUCTIONS FOR EXTERNAL AUDIT

3. After entering in the weights, then enter in a corresponding rating in the

1 = "company's response to the external factor is poor"

Enter Ten Opportunities Below

Enter Ten Threats Below

INSTRUCTIONS FOR INTERNAL AUDIT

3. After entering in the weights, then enter in a corresponding rating in the

Enter Ten Strengths Below

Enter Ten Weaknesses Below

INSTRUCTIONS FOR COMPANY WORTH

1. To perform the company worth, enter in corresponding financial

Stockholders' Equity - Can be found near bottom of Balance Sheet. It

INSTRUCTIONS FOR SWOT

INSTRUCTIONS FOR BCG and IE Matrix

INSTRUCTIONS FOR SPACE Matrix

Positive 1 (worst) to Positive 7 (best)

Financial Position (FP)

Industry Position (IP)

Competitive Position (CP)

INSTRUCTIONS FOR GRAND Matrix

Grand Strategy Matrix

INSTRUCTIONS FOR QSPM Matrix

1. To perform a QSPM, enter two strategies in the corresponding green boxes

INSTRUCTIONS FOR EPS - EBIT

1. To perform an EPS - EBIT Analysis, enter in the corresponding data in the

INSTRUCTIONS FOR Financial Charts

Click Here To View Financial Ratio Graphs

Enter Weight Enter Rating

Enter Rating Enter Rating

Enter Weight Enter Rating

Enter Weight Enter Rating

WT Strategies. Click Here to View SWOT

2 Division Company 3 Division Company

Domestic International Men

Scroll over for 4 division company

Strategy One Strategy Two

Recession Normal Boom

Debt Financing Stock Financing

DO NOT ENTER DATA IN "NEW SHARES

2012 2013 2014 2015 2016 2017

Historical Year 1 Historical Year 2 Historical Year 3

2012 2013 2014

Current Assets / Current Liabilities

Share Price EPS

Women Children North America South America

Must Equal 1.0

Threats Weight Rating WeightedScore

Weaknesses Weight Rating WeightedScore

own for 3 and 4 division BCG

Look to the Right of Each Matrix for Previously Entered Se

2.0 VII VIII

2.0 VII VIII

2.0 VII VIII

t of Each Matrix for Previously Entered Segment Data

North America South America

Move the Arrow and the box with your mouse.

Internal Analysis: External Analysis:

Financial Position (FP) Average 0.0 Stability Position (SP) Average

Competitive Position (CP) Average 0.0 Industry Position (IP) Average

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Opportunities Weight AS TAS AS TAS

Threats Weight AS TAS AS TAS

Strengths Weight AS TAS AS TAS