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Welcome to the Free Excel Student Template Version 17.5
Dear Student,
By using this Template, you hereby agree to the Copyright terms and conditions. This Template should save you
considerable time and allow for your presentation to be more professional. Do not mistake this Template for doing
all of the work. Your assignment is to analyze and present strategies for the next three years. You will still need to
do the research and enter key internal and external information into the Template. The Template does not gather or
prioritize information. It does however assimilate information you enter in a professional way and does many
calculations for you once that critical information is entered. Refer to the David & David textbook for conceptual
guidelines for developing all matrices and analyses included in this Template. Best of luck with your project.
This Template is designed for Textbook version 17ed. If using a textbook
version other than 17ed, downlaod Template version 16.

Instructions for Using the Template

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 & David 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
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

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 2018" 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.
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 (cheaper fastfood). 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 highest weighted factors listed first.
In contrast to weights that are industry-based, ratings are company-based and reveal how well your firm is
performing. Use the coding scheme given below for ratings in an 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 = "the response is poor"

2 = "the response is average

3 = "the response is above average"

4 = "the response is superior"

Strengths
Thương hiệu McDonald’s được Brand Finance định giá 40,5 tỷ USD
80% người tiêu dùng Việt đã nhận biết McDonald’s, mặc dù gia nhập thị trường muộn
Các dòng sản phẩm “việt hóa” như Pho Burger nhanh chóng cháy hàng
Kết hợp kênh tại cửa hàng, drive-thru, kiosk phục vụ và đối tác giao hàng
Được vinh danh Top 10 Sản phẩm – Dịch vụ Tin Dùng Việt Nam
McDonald’s App cung cấp ưu đãi độc quyền, dễ dàng đặt hàng, tra cứu
Áp dụng mô hình Hamburger University toàn cầu và chương trình đào tạo
Hợp tác với KOL/celebrity (Travis Scott Meal), chương trình Happy Meal
Doanh thu đạt 650 tỷ năm 2022, tăng 94% so với 2021, cho thấy tiềm năng phát triển
Được tiếp tục giữ vững vị trí Top 10 trong nhóm ngành dịch vụ uy tín nhỏ

Weaknesses
McDonald’s Việt Nam lỗ 100 tỷ năm 2022, mặc dù biên lãi gộp dương
Hiện chỉ có 35 cửa hàng (17 tại TP HCM, phần còn lại ở Hà Nội)
Đội ngũ nhân sự mỏng, thiếu đào tạo nguyên liệu và đào tạo đội ngũ quản lý
Thua thiệt với KFC (1997), Lotteria (1998) và Jollibee (2005) về lợi thế người tiên phong
Người Việt chưa thật sự sẵn sàng với McDonald’s vì cao so với thu nhập trung bình
Đối tác đồng ký kết hạn chế triển khai, không đáp ứng kịp của hàng mới và vùng xa
Sự trỗi dậy của GrabFood, ShopeeFood làm giảm biên lợi nhuận
Thương hiệu không thể cạnh tranh trực tiếp các thương hiệu F&B nội địa
Thương hiệu Jollibee tại Việt Nam tăng trưởng mạnh, vượt McDonald’s
Bị Jollibee vượt mặt ngay sau trong bảng thương hiệu thực phẩm

Total Weight (Must Equal 1.00)

Opportunities and Threats

Enter into this Template exactly 10 opportunities and 10 threats, no more no less. Your factors should be detailed
and actionable rather than vague. Keep in mind both opportunities and threats should be external in nature. Ask
yourself "Does the firm have control over this factor?" If the answer is yes, then it cannot be an opportunity or
threat. For example, as a clothing retailer you may have an opportunity to "start selling clothes in China." This is
not an opportunity for two reasons: 1) the firm has internal control over doing business in China, and 2) the
statement is a strategy. The underlying opportunity may be "Women in China spent 20% more on athletic apparel
in 2018." Note how this opportunity is specific, actionable, divisional, and external (we cannot control the culture
or demand for female athletic apparel). All divisions do not need to be treated equally, allow more coverage for
divisions with more revenue and those most pertinent to your strategic plan.
Weights reveal how important a factor is to being successful in the industry. Read over the #2 tip under strengths
and weaknesses above since the same logic applies for the external factors. After entering in the weights, check to
make sure your sum of weights equals 1.0 for all 20 external factors. List factors according with highest weight
items first.
Ratings 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 = the response is poor"

2 = "the response is average"

3 = "the response is above average"

4 = "the response is superior"

Opportunities
1. Rising demand for convenient dining due to rapid urbanization and busy lifestyles

2. Increasing disposable income among the middle class and Gen Z

3. Growth of online food delivery services, projected to reach $4.02 billion by 2029
4. Growing consumer focus on healthy and organic food options

5. Expansion of domestic and international tourism, especially in major cities

6. Development of shopping malls and new urban areas, facilitating location expansion
7. Increased interest in international brands and novel dining experiences among
Vietnamese consumers

8. Advancements in digital technology and digital transformation in the F&B industry

9. Opportunities to partner with delivery platforms to expand market share

10. Growing consumer interest in corporate social responsibility and sustainability

initiatives

Threats

1. Intense competition from both international and local F&B chains

2. Rising operational and ingredient costs impacting profitability

3. Rapid changes in consumer preferences and tastes

4. Market fragmentation due to the proliferation of independent F&B outlets

5. Food safety and hygiene risks affecting brand reputation

6. Economic fluctuations and inflation reducing consumer purchasing power

7. Increasing legal regulations affecting the F&B industry

8. Challenges in recruiting and retaining quality staff

9. Shift in consumer behavior post-pandemic towards more frugal spending

10. Rapid technological advancements requiring continuous investment

Total Weight (Must Equal 1.00)

Competitive Profile Matrix (CPM)

To perform the CPM, enter up to 12 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, 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. (Pepsi Co competes in a lot more than just soda) 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.
After entering in your 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.

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 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 = "the response is poor"

2 = "the response is average"

3 = "the response is above average"

4 = "the response is superior"

Enter 12 Factors Below

Brand Awareness & Recognition

Domestic Market Penetration

Customer Service & Experience

Menu Localization (Product Variety)

Digital & Delivery Optimization

Employee Training & Culture

Financial Profitability
Customer Loyalty & Retention

Market Share

Product Quality & Consistency

Top Management & Strategy Execution

Price Competitiveness

Boston Consulting Group (BCG) Matrix

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. <See your firm's Form
10K or Annual Report to find divisional information, and those documents of your rivals> It is excellent to develop
a BCG/IE by geographic region, and construct another one by product (if you have the data).
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.
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.
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.
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)

US market

International Operated Markets

International Dev. Licensed Market

Delivery & digital Channel
Vietnam

Internal - External (IE) Matrix

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.
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

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

US market

International Operated Markets

International Dev. Licensed Market

Delivery & digital Channel
Vietnam

SPACE Matrix

Include up to five factors to assess each SPACE axis: Financial Position (FP), Stability Position (SP), Competitive
Position (CP), and Industry Position (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.

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

Company X

Financial Position (FP)

Current Ratio
Debt to Equity
Net Income
Revenue
Inventory Turnover

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
Variety of Products Offered
Control over Suppliers and Distributors

Stability Position (SP)

Rate of Inflation
Technological Changes
Price Elasticity of Demand
Competitive Pressure
Barriers to Entry into Market

Your firm's X-axis

Your firm's Y-axis

Estimated FP
Estimated IP
Estimated CP
Estimated SP

Competitor 1's X-axis

Competitor 1's Y-axis
Estimated FP
Estimated IP
Estimated CP
Estimated SP

Competitor 2's X-axis

Competitor 2's Y-axis

Perceptual Map

In this Template's Perceptual Map, you may include for up to 10 product categories.
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.

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
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)

SWOT
Click on the SWOT Hyperlink below and add your SLOWEST, and WT Strategies.

QSPM
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 = Not applicable

1 = Not attractive
2 = Somewhat attractive
3 = Reasonably attractive
4 = Highly attractive

Strengths
Thương hiệu McDonald’s được Brand Finance định giá 40,5 tỷ USD

80% người tiêu dùng Việt đã nhận biết McDonald’s, mặc dù gia nhập thị trường muộn

Các dòng sản phẩm “việt hóa” như Pho Burger nhanh chóng cháy hàng

Kết hợp kênh tại cửa hàng, drive-thru, kiosk phục vụ và đối tác giao hàng

Được vinh danh Top 10 Sản phẩm – Dịch vụ Tin Dùng Việt Nam
McDonald’s App cung cấp ưu đãi độc quyền, dễ dàng đặt hàng, tra cứu

Áp dụng mô hình Hamburger University toàn cầu và chương trình đào tạo

Hợp tác với KOL/celebrity (Travis Scott Meal), chương trình Happy Meal

Doanh thu đạt 650 tỷ năm 2022, tăng 94% so với 2021, cho thấy tiềm năng phát triển
Được tiếp tục giữ vững vị trí Top 10 trong nhóm ngành dịch vụ uy tín nhỏ

Weaknesses

McDonald’s Việt Nam lỗ 100 tỷ năm 2022, mặc dù biên lãi gộp dương

Hiện chỉ có 35 cửa hàng (17 tại TP HCM, phần còn lại ở Hà Nội)

Đội ngũ nhân sự mỏng, thiếu đào tạo nguyên liệu và đào tạo đội ngũ quản lý
Thua thiệt với KFC (1997), Lotteria (1998) và Jollibee (2005) về lợi thế người tiên phong

Người Việt chưa thật sự sẵn sàng với McDonald’s vì cao so với thu nhập trung bình

Đối tác đồng ký kết hạn chế triển khai, không đáp ứng kịp của hàng mới và vùng xa

Sự trỗi dậy của GrabFood, ShopeeFood làm giảm biên lợi nhuận
Thương hiệu không thể cạnh tranh trực tiếp các thương hiệu F&B nội địa

Thương hiệu Jollibee tại Việt Nam tăng trưởng mạnh, vượt McDonald’s

Bị Jollibee vượt mặt ngay sau trong bảng thương hiệu thực phẩm

Opportunities

1. Rising demand for convenient dining due to rapid urbanization and busy lifestyles
2. Increasing disposable income among the middle class and Gen Z

3. Growth of online food delivery services, projected to reach $4.02 billion by 2029

4. Growing consumer focus on healthy and organic food options

5. Expansion of domestic and international tourism, especially in major cities

6. Development of shopping malls and new urban areas, facilitating location expansion

7. Increased interest in international brands and novel dining experiences among Vietnamese consumers

8. Advancements in digital technology and digital transformation in the F&B industry

9. Opportunities to partner with delivery platforms to expand market share

10. Growing consumer interest in corporate social responsibility and sustainability initiatives

Threats

1. Intense competition from both international and local F&B chains

2. Rising operational and ingredient costs impacting profitability

3. Rapid changes in consumer preferences and tastes

4. Market fragmentation due to the proliferation of independent F&B outlets

5. Food safety and hygiene risks affecting brand reputation

6. Economic fluctuations and inflation reducing consumer purchasing power

7. Increasing legal regulations affecting the F&B industry

8. Challenges in recruiting and retaining quality staff

9. Shift in consumer behavior post-pandemic towards more frugal spending

10. Rapid technological advancements requiring continuous investment

You have completed Part 1.

Weight Rating
0.1 4
0.08 4
0.07 4
0.06 4
0.06 4
0.05 3
0.05 3
0.05 3
0.03 4
0.03 3

Weight Rating
0.07 2
0.06 2
0.05 2
0.04 2
0.04 2
0.03 2
0.03 2
0.03 2
0.02 2
0.01 2

0.96
Weight Rating
0.08 4

0.07 4

0.08 3
0.07 3

0.06 3

0.06 3
0.05 4

0.05 3
0.04 3

0.04 3

Weight Rating

0.08 2
0.07 2

0.07 3

0.06 2
0.06 3

0.05 2

0.05 3
0.05 2

0.06 2

0.05 3

0.00
Your
Weight Rival Rival
Firm
Enter Ratings Below

0.10 4 3 2

0.09 2 4 3

0.10 4 3 3

0.09 4 3 2

0.09 3 4 2

0.08 4 3 3

0.08 2 4 3
0.08 3 3 3

0.07 2 4 3

0.08 4 4 3

0.07 3 3 3

0.07 2 4 3

0.00
Top Firm Division
Your in Market Relative
Firm's Industry Growth Market
Division Division Rate Share
Revenues Revenues (Step 4) Position

9.6 9.6 -0.014 1.00

11.3 11.3 0.001 1.00

5 5 0.041 1.00
3.5 3.5 0.10 1.00
30 60 0.03 0.50
Your
Estimated
Firm's Estimated
EFE
Division IFE Score
Score
Revenues

9.6 3.4 2.8

11.3 3.2 3.0

5 2.8 2.6

3.5 3.1 3.4

30 2.5 3.2
Ratings

Ratings

0.0
0.0

0.0
0.0
0.0
0.0
X - axis Y - axis
Rating Rating
X-axis Y-axis
score score
Strategy Strategy
One Two

AS AS
Ratings Ratings
AS AS
Ratings Ratings
AS AS
Ratings Ratings
AS AS
Ratings Ratings
Preliminary Financial Data
1 Enter in
your
preliminar
y
financial
data
below for
your
company.
This data
is used to
construct
financial
statement
s,
financial
ratios, and
much
more.

Income Statement Information

Reporting
Date

Revenue

Cost of Goods Sold

Operating expenses

Interest Expense Note: If receiving interest credit, enter as NE

Non-
recurring
Events

Tax Note: If receiving a tax credit, enter as NEG

Balance Sheet Information

Current Assets ### ###

Cash and
equivalent
s and
Short
Term
Investmen
ts

Accounts Receivable

Inventory

Other Current Assets

Long Term Assets

Property,
plant &
equipmen
t

Goodwill
Intangibles

Other
Long-
term
Assets

Current Liabilities

Accounts Payable

Other
Current
Liabilities

Long Term Liabilities

Long-term Debt

Other
Long-
term
Liabilities

Equity

Common Stock

Retained Earnings

Treasury Stock

Paid in
Capital &
Other

Company Valuation
1 Enter in
the
correspon
ding data
below for
your firm,
and for a
rival firm
if you
desire.
The rival
can be a
firm you
wish to
acquire or
simply
just to
compare
to your
case
company.

Your Firm's Name

Stockholders' Equity 0 Note: Determined after you complete the prelimina

Net Income 0 Note: Determined after you complete the prelimina

Note:
Determin
ed after
you
complete
the
EPS #DIV/0! preliminar
y section
and enter
in #
shares
outstandin
g below.
Note:
Using
Current #
shares
outstandin
g is okay
# Shares
or # of
Outstandi
shares
ng
outstandin
g (issued)
on the last
day of the
fiscal
year.

Note:
Current
Stock
price is
fine, or
the
Stock Price
closing
price on
the last
day of the
fiscal
year.

Note:
Determin
Goodwill ed after
& you
0
Intangible complete
s the
preliminar
y section.

Rival Firm's Name

Stockholders' Equity

Net Income
EPS

# Shares
Outstandi
ng

Stock Price

Goodwill
&
Intangible
s

EPS/EBIT Analysis
1 Enter in
the
correspon
ding data
below for
your firm.
2

If you
notice
little to no
change in
EPS with
stock vs
debt
financing,
the total
amount of
your
recomme
ndations
is likely
too low.
Unless of
course,
you are
recomme
nding
defensive
strategies
where
you are
not
acquiring
substantia
l new
capital.

Pessimistic Realistic Optimistic

EBIT

EPS/EBIT Data

Note:
This
number is
the total
Amounted Needed
cost of
your
recomme
ndations.

Interest Rate Note: Enter as a decimal.

Tax Rate Note: Enter as a decimal.

Shares Outstanding 0 Note: Enter in under Company Valuatio

# New Shares Outstanding #DIV/0! Note: Calculated automatically

Stock Price $0.00 Note: Enter in under Company Valuatio

Combination Financing Data

Percent Equity Used to Finance Note: Enter as a decimal.

Percent Debt Used to Finance Note: Enter as a decimal.

Total Equity and Debt 0.00 Note: Must equal 1.0. Check the two lin

Projected Financial Statements

1 Start with
the
income
statement
and work
your way
from top
to bottom.
Take
extreme
care to
read and
understan
d all notes
provided
by each
line item.
See
Chapter 8
in the
David &
David
textbook
for
examples
and
guidelines
in
developin
g
projected
financial
statement
s.
with the
2 "dividend
s to pay"
line near
the
bottom;
finish the
equity
section of
the
balance
sheet
first, then
work your
way up
the
statement
to the
liabilities
section,
then onto
the assets,
using the
top row
(Cash) as
the plug
figure. A
detailed
note
beside the
cash line
item
explains
further.
3 Take care
to read all
notes to
the right
of the line
items.
Consult
Chapter 8
of the
David &
David
textbook
for
excellent
explanatio
ns and
tips for
constructi
ng
projected
statement
s.
Projected Years (earliest to latest)
Historical
Income Statement Numbers
(see
notes)

Projected
Reporting
Date
Revenues #DIV/0! 2%
Cost of Goods Sold #DIV/0! 2% 4%
Operating Expenses #DIV/0! 4% 2%
Interest Expense $0 $2 $4
Tax #DIV/0! 2% 4%

Non-Recurring Events 0 $2 $2
Scroll Down for Balance Sheet

Work from the bottom of the Projected Balance Sheet to the top

Projected Years (earliest to latest)

Balance
Sheet
(Start at
the
bottom)

Historical
Dollar
Amount
Paid
Read the message to the right, then start at the bottom with dividends.

Assets 12/30/99 12/30/99

Cash and
Equivalen $0 -$4 -$12
ts
Accounts
Receivabl #DIV/0!
e

Inventory #DIV/0!

Other
Current #DIV/0!
Assets
Property
Plant &
$0
Equipmen
t

Goodwill $0

Intangible
$0
s
Other
Long-
#DIV/0!
Term
Assets

Liabilitie ### ###

s
Accounts
#DIV/0!
Payable

Other
Current #DIV/0!
Liabilities
Long-
Term $0
Debt
Other
Long-
#DIV/0!
Term
Liabilities

Equity ### ###

0

Common
Stock

Treasury 0
Stock

Paid in
Capital & 0
Other
Retained Earnings 0 (4) (8)
Total
Dividends START HERE
to Pay
Enter all
as Dollar
Amounts.
Make
sure the
oldest
year is
entered
into
Column 1
throughou
t this
Template.
You may
NOT
Change
this
sequence
as the
preset
equations
will not
adjust.

Read the Note to

ving interest credit, enter as NEGATIVE number

Note: If
NEGATI
VE enter
as
negative
number.
Generally
this line is
for
"discontin
ued
operations
" and
90% of
the time
you will
enter 0

iving a tax credit, enter as NEGATIVE number

Note: Enter as negative number
ter you complete the preliminary section.

ter you complete the preliminary section.

er as a decimal.

er as a decimal.
er in under Company Valuation on this page.

culated automatically

er in under Company Valuation on this page.

er as a decimal.

er as a decimal.

st equal 1.0. Check the two line items above.

example,
if you
enter in
10% for
projected
revenues
in
projected
year 2,
the
Template
will use
the
equation
(1.10 x
projected
year 1
revenues)
=
projected
year 2
revenues.
For line
items in
the
projected
income
statement
requestin
g dollar
amounts,
please
read the
note

Historical
Percent
Notes
Below.
Enter
your data
in the
EXACT
same
format as
the Notes
describe.
Historical
Note:
Differenc
e the two
most
recent
years of
data.
Enter
percent
increases
you
expect
based on
your
recomme
ndations.
Do not
blindly
use the
historical
number
provided.
Enter as
percent.
Historical
Note:
Percent of
Sales in
the most
recent
year. Use
a similar
percent
across all
three
projected
years
unless
you
believe
COGS to
sales
percent
will
change
drastically
. Enter as
percent.
Historical
Note:
Percent of
Sales in
the most
recent
year. Use
a similar
percent
across all
three
projected
years
unless
you
believe
Operating
Expenses
to sales
percent
will
change
drastically
. Enter as
percent.
of interest
you will
forecasted
for each
year. If
your most
recent
interest
payment
was $500
and you
plan on a
$20 net
increase
in interest
for
projected
year 1,
simply
enter in
$20 for
year one.
If
financing
through
debt, the
number is
more
likely to
increase
more than
if
financing
through
equity.
Historical
Note: Tax
Rate in
most
recent
year. You
can likely
use the
same tax
rate
throughou
t unless
you
expect a
large
increase/d
ecrease in
revenues
and
subsequen
tly EBT.
Enter as
percent.

Historical
Note:
Dollar
amount of
Non-
Recurring
Events for
each year,
this
number is
not
cumulativ
e. Safe to
forecast
this
number as
$0 in ever
year.
Enter as
dollar
amount.
Template
will add
these
values to
the
existing
numbers.
For
Example,
if you are
adding
$1,000 in
inventory
in
projected
year 1,
(but you
estimate
your firm
used
$800 of
its
existing
inventory
from the
prior
year) just
enter in
$200
($1,000-
$800) in
the
correspo
nding
box and

12/30/99
number
appears
too high
or low,
consult
Chapter 8
of the
textbook
for more
informati
on. Also,
compare
your
projected
ratios to
historical
ratios.
-$18 You may
need to
make
adjustmen
ts to your
recomme
ndations
and/or
your
projected
statement
s. It is
rare for
any firm
to have
acceptal
projected
statement
Historical
Note:
Percent
of
revenues
in the
most
recent
year. Use
a similar
percent
across all
three
projected
years
unless
you
believe
the
current
assets to
revenues
percent
will
change
drastically
. Enter as
percent
(Except
for the
Cash and
Equivalen
ts line).
If you are
purchasin
g $200 of
Property,
Plant &
Equipmen
t in
Projected
Year 1,
simply
enter
$200 into
the first
projected
year. If
you plan
to also
reduce
existing
PP&E by
$300,
then you
would
enter in a
negative
$100 into
Projected
Year 1
(assuming
Historical
Note:
Percent of
revenues
in the
most
recent
year. Use
a similar
percent
across all
three
projected
years
unless
you
believe
the other
long-term
asets to
revenues
percent
will
change
drastically
. Enter as
percent

###
Historical
Note:
Percent of
revenues
in the
most
recent
year. Use
a similar
percent
across all
three
projected
years
unless
you
believe
the
current
liabilities
to
revenues
percent
will
change
drastically
. Enter as
percent.
recent
year
reported.
Enter in
the net
new (not
cumulativ
e) dollar
amounts
for each
item for
each
forecasted
year. For
example,
if you do
not plan
to take on
any
additional
long term
debt in
Projected
Year 1,
but do
plan to
pay off
$1,000 in
debt in
Projected
Year 1,
enter in
($1,000)
in
Historical
Note:
Percent of
revenues
in the
most
recent
year. Use
a similar
percent
across all
three
projected
years
unless
you
believe
the other
long-term
liabilities
to
revenues
percent
will
change
drastically
. Enter as
percent.

###
for the
most
recent
year
reported.
Enter in
the new
(additiona
l, not
cumulativ
e) Dollar
amounts
for each
Item for
each
forecasted
year. If
you
change
Treasury
Stock,
you may
need to
make an
adjustmen
t to Paid
in Capital.
Enter
Treasury
Stock as a
negative
number.
Read over
Chapter 8
of the
Historical
Note: The
Retained
Earnings
value is
for the
most
(6) recent
year
reported.
The new
additional
(not
cumulativ
e)
Retained
Earnings
are
calculated
automatic
ally.
none,
enter 0.
This line
is not
cumulativ
e, it does
not add
the value
to any
existing
value for
dividends.
For
example,
if the firm
paid
$1,000 in
dividends
and you
wish to
stop
dividend
payments,
enter $0
in
projected
year 1
box. If
you wish
to
increase
dividends
by 10%
enter
Read the Note to the left CAREFULLY
IFE Matrix

1 If data is missing here, recheck "Part I"

2 Check to make sure your text is not cut off in the matrix. Return to Part I
Double click (or drag) between the Cell Numbers.
3 To transfer into Word or Power Point, highlight the matrix, then paste special as "picture"

Strengths Weight Rating

1 Thương hiệu McDonald’s được Brand Finance định giá 40,5 tỷ USD 0.10 4
2 80% người tiêu dùng Việt đã nhận biết McDonald’s, mặc dù gia nhập
thị trường muộn 0.08 4
3 Các dòng sản phẩm “việt hóa” như Pho Burger nhanh chóng cháy hàng 0.07 4
4 Kết hợp kênh tại cửa hàng, drive-thru, kiosk phục vụ và đối tác giao
hàng 0.06 4
5 Được vinh danh Top 10 Sản phẩm – Dịch vụ Tin Dùng Việt Nam 0.06 4
6 McDonald’s App cung cấp ưu đãi độc quyền, dễ dàng đặt hàng, tra cứu 0.05 3
7 Áp dụng mô hình Hamburger University toàn cầu và chương trình đào
tạo 0.05 3
8 Hợp tác với KOL/celebrity (Travis Scott Meal), chương trình Happy
Meal 0.05 3
9 Doanh thu đạt 650 tỷ năm 2022, tăng 94% so với 2021, cho thấy tiềm
năng phát triển 0.03 4
10 Được tiếp tục giữ vững vị trí Top 10 trong nhóm ngành dịch vụ uy tín
nhỏ 0.03 3

Weaknesses Weight Rating

1 McDonald’s Việt Nam lỗ 100 tỷ năm 2022, mặc dù biên lãi gộp dương 0.07 2
2 Hiện chỉ có 35 cửa hàng (17 tại TP HCM, phần còn lại ở Hà Nội) 0.06 2
3 Đội ngũ nhân sự mỏng, thiếu đào tạo nguyên liệu và đào tạo đội ngũ
quản lý 0.05 2
4 Thua thiệt với KFC (1997), Lotteria (1998) và Jollibee (2005) về lợi thế
người tiên phong 0.04 2
5 Người Việt chưa thật sự sẵn sàng với McDonald’s vì cao so với thu
nhập trung bình 0.04 2
6 Đối tác đồng ký kết hạn chế triển khai, không đáp ứng kịp của hàng
mới và vùng xa 0.03 2
7 Sự trỗi dậy của GrabFood, ShopeeFood làm giảm biên lợi nhuận 0.03 2
8 Thương hiệu không thể cạnh tranh trực tiếp các thương hiệu F&B nội
địa 0.03 2
9 Thương hiệu Jollibee tại Việt Nam tăng trưởng mạnh, vượt McDonald’s
0.02 2
10 Bị Jollibee vượt mặt ngay sau trong bảng thương hiệu thực phẩm 0.01 2
Total IFE Score 0.96
o Part I

cial as "picture"

Weighted Score
0.40

0.32

0.28

0.24

0.24
0.15

0.15

0.15

0.12

0.09

Weighted Score
0.14
0.12

0.10

0.08

0.08

0.06

0.06

0.06

0.04

0.02
2.90
EFE Matrix

1 If data is missing here, recheck "Part I"

Return
ReturntotoPart
PartI I
2 Check to make sure your text is not cut off in the matrix.
Double click (or drag) between the Cell Numbers.
3 To transfer into Word or Power Point, highlight the matrix, then paste special as "picture"

Opportunities Weight Rating Weighted Score

1 1. Rising demand for convenient dining due to rapid urbanization and
busy lifestyles 0.08 4 0.32
2 2. Increasing disposable income among the middle class and Gen Z 0.07 4 0.28
3 3. Growth of online food delivery services, projected to reach $4.02
billion by 2029 0.08 3 0.24
4 4. Growing consumer focus on healthy and organic food options 0.07 3 0.21
5 5. Expansion of domestic and international tourism, especially in
major cities 0.06 3 0.18
6 6. Development of shopping malls and new urban areas, facilitating
location expansion 0.06 3 0.18
7 7. Increased interest in international brands and novel dining
experiences among Vietnamese consumers 0.05 4 0.2
8 8. Advancements in digital technology and digital transformation in
the F&B industry 0.05 3 0.15
9 9. Opportunities to partner with delivery platforms to expand market
share 0.04 3 0.12
10 10. Growing consumer interest in corporate social responsibility and
sustainability initiatives 0.04 3 0.12

Threats Weight Rating Weighted Score

1 1. Intense competition from both international and local F&B chains 0.08 2 0.16
2 2. Rising operational and ingredient costs impacting profitability 0.07 2 0.14
3 3. Rapid changes in consumer preferences and tastes 0.07 3 0.21
4 4. Market fragmentation due to the proliferation of independent F&B
outlets 0.06 2 0.12
5 5. Food safety and hygiene risks affecting brand reputation 0.06 3 0.18
6 6. Economic fluctuations and inflation reducing consumer purchasing
power 0.05 2 0.10
7 7. Increasing legal regulations affecting the F&B industry 0.05 3 0.15
8 8. Challenges in recruiting and retaining quality staff 0.05 2 0.10
9 9. Shift in consumer behavior post-pandemic towards more frugal
spending 0.06 2 0.12
10 10. Rapid technological advancements requiring continuous
investment 0.05 3 0.15
Total EFE Score 0.00 3.43
CPM Matrix

1 If data is
missing
here,
recheck
the "Part
I" page.

2 Check to
make
sure your
text is
not cut
off in the
matrix.
Double
click (or
drag)
between
the Cell
Numbers
.

3 To transfer into Word or Power Point, highlight the matrix, then paste special as "picture"

Your Firm Rival Rival

Critical Suc Weight Rating Score Rating Score Rating Score
Brand
Awareness
& 0.10 4 0.40 3 0.30 2 0.20
Recognitio
n

Domestic
Market
Penetration 0.09 2 0.18 4 0.36 3 0.27

Customer
Service &
Experience 0.10 4 0.40 3 0.30 3 0.30

Menu
Localizatio
n (Product 0.09 4 0.36 3 0.27 2 0.18
Variety)
Digital &
Delivery
Optimizati 0.09 3 0.27 4 0.36 2 0.18
on
Employee
Training & 0.08 4 0.32 3 0.24 3 0.24
Culture
Financial
Profitabilit 0.08 2 0.16 4 0.32 3 0.24
y
Customer
Loyalty & 0.08 3 0.24 3 0.24 3 0.24
Retention
Market
Share 0.07 2 0.14 4 0.28 3 0.21
Product
Quality &
Consistenc 0.08 4 0.32 4 0.32 3 0.24
y
Top
Manageme
nt & 0.07 3 0.21 3 0.21 3 0.21
Strategy
Execution

Price
Competitiv 0.07 2 0.14 4 0.28 3 0.21
eness
Totals 0.00 3.14 3.48 2.72
e special as "picture"
BCG Return to Part I

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 information or you entered a number fo
Firm in the Industry Revenues" smaller than your firm. This number can only be larger or the same
firm's division is the largest revenue generator in the industry). It is also possible your bubble is beh
bubble if the information was close to the same, this is unlikely however.

Please Scroll down for the BCG Matrix and Table

Relative Market Share Position

High 1.0 Stars Low 0.0
Question Marks
High 0.20
Industry Sales Growth Rate

Low -0.20 Cash Cows Dogs

s
Top Firm in Relative
Your Firm's Industry
Division Industry Market
Division Sales
Division Share
Revenues Growth Rate
Revenues Position

US market $10 $10 -0.014 1.00

International Operated Markets $11 $11 0.001 1.00
International Dev. Licensed Market $5 $5 0.041 1.00
Delivery & digital Channel $4 $4 0.10 1.00
Vietnam $30 $60 0.03 0.50
to Part I

special picture.

you entered a number for the "Top

ly be larger or the same (if your
ssible your bubble is behind another

Return to Part I
IE Return to Part I

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 EFE or IFE
information. It is also possible your bubble is behind another bubble if the EFE and IFE
information was close to the same.
Scroll down for IE Matrix and Table

THE IFE TOTAL WEIGHTED SCORES

Strong Weak
4.0 1.0

High
4.0
THE EFE WEIGHTED SCORES

Low
1.0

Percent of
Estimated
Division Firm's Estimated
EFE
Division IFE Score
Score
Revenues

Your Firm's Division Revenues $10 3.4 2.8

US market $11 3.2 3.0
International Operated Markets $5 2.8 2.6
International Dev. Licensed Market $4 3.1 3.4
Delivery & digital Channel $30 2.5 3.2
and Table
SPACE

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.
Be sure
to also
include
the table
below
the chart
also in
your
presentat
ion.
3 If you do
not see
your
bubble
either
you did
not enter
in the
informati
on or, it
is also
possible
your
bubble is
behind
another
bubble if
the X
and Y
informati
on were
close to
the same.

Internal Analysis: External Analysis:

Financial Position (FP) Stability Position (SP)
Current Ratio 0 Rate of Inflation
Debt to Equity 0 Technological Changes
Net Income 0 Price Elasticity of Demand
Revenue 0 Competitive Pressure
Inventory Turnover 0 Barriers to Entry into Market
Financial Position (FP) Average #DIV/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
Variety of Products Offered 0 Resource Utilization
Control over Suppliers and Distributors
0 Profit Potential
Competitive Position (CP) Average #DIV/0! Industry Position (IP) Average
Company X 0 0
X Axis 0.0 0.0 0.0
Y Axis 0.0 0.0 0.0
0
0
0
0
0
#DIV/0!

0
0
0
0
0
#DIV/0!
Perceptu
al Maps

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
correspo
nding
informati
on or it is
also
possible
your
bubble is
behind
another
bubble if
the axis
informati
on was
close to
the same.
0

0
cial picture.
0
GRAND
Return to Part I

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.

Rapid Market Growth

Quadrant II Quadrant I

Weak Competitive
Position

Quadrant III Quadrant IV

I
Slow Market Growth
Quadrant I

Strong Competitive
Position

Quadrant IV
SWOT Return to Part I

SO Strategies
1
2
3
4

ST Strategies
1
2
3
4

WO Strategies
1
2
3
4

WT Strategies
1
2
3
4
QSPM

1 If data is missing here, recheck the "Part I" page.

Return to Part I

3 Check to make sure your text is not cut off in the matrix.
Double click (or drag) between the Cell Numbers.

0 0

Strengths Weight AS TAS AS

1
0.10 0 0.00 0
Thương hiệu McDonald’s được Brand Finance định giá 40,5 tỷ USD
2 80% người tiêu dùng Việt đã nhận biết McDonald’s, mặc dù gia 0.08 0 0.00 0
nhập thị trường muộn
3 Các dòng sản phẩm “việt hóa” như Pho Burger nhanh chóng cháy 0.07 0 0.00 0
hàng
4 Kết hợp kênh tại cửa hàng, drive-thru, kiosk phục vụ và đối tác giao 0.06 0 0.00 0
hàng
5 Được vinh danh Top 10 Sản phẩm – Dịch vụ Tin Dùng Việt Nam 0.06 0 0.00 0
6 McDonald’s App cung cấp ưu đãi độc quyền, dễ dàng đặt hàng, tra 0.05 0 0.00 0
cứu
7 Áp dụng mô hình Hamburger University toàn cầu và chương trình 0.05 0 0.00 0
đào tạo
8 Hợp tác với KOL/celebrity (Travis Scott Meal), chương trình Happy 0.05 0 0.00 0
Meal
9 Doanh thu đạt 650 tỷ năm 2022, tăng 94% so với 2021, cho thấy 0.03 0 0.00 0
tiềm năng phát triển
10 Được tiếp tục giữ vững vị trí Top 10 trong nhóm ngành dịch vụ uy 0.03 0 0.00 0
tín nhỏ

0 0

Weaknesses Weight AS TAS AS

1 McDonald’s Việt Nam lỗ 100 tỷ năm 2022, mặc dù biên lãi gộp 0.07 0 0.00 0
dương
2 Hiện chỉ có 35 cửa hàng (17 tại TP HCM, phần còn lại ở Hà Nội) 0.06 0 0.00 0
3 Đội ngũ nhân sự mỏng, thiếu đào tạo nguyên liệu và đào tạo đội ngũ 0.05 0 0.00 0
quản lý
4 Thua thiệt với KFC (1997), Lotteria (1998) và Jollibee (2005) về lợi 0.04 0 0.00 0
thế người tiên phong
5 Người Việt chưa thật sự sẵn sàng với McDonald’s vì cao so với thu 0.04 0 0.00 0
nhập trung bình
6 Đối tác đồng ký kết hạn chế triển khai, không đáp ứng kịp của hàng 0.03 0 0.00 0
mới và vùng xa
7 Sự trỗi dậy của GrabFood, ShopeeFood làm giảm biên lợi nhuận 0.03 0 0.00 0
8 Thương hiệu không thể cạnh tranh trực tiếp các thương hiệu F&B 0.03 0 0.00 0
nội địa
9 Thương hiệu Jollibee tại Việt Nam tăng trưởng mạnh, vượt 0.02 0 0.00 0
McDonald’s
10 Bị Jollibee vượt mặt ngay sau trong bảng thương hiệu thực phẩm 0.01 0 0.00 0

0 0

Opportunities Weight AS TAS AS

1 1. Rising demand for convenient dining due to rapid urbanization 0.08 0 0.00 0
and busy lifestyles
2 2. Increasing disposable income among the middle class and Gen Z 0.07 0 0.00 0
3 3. Growth of online food delivery services, projected to reach $4.02 0.08 0 0.00 0
billion by 2029
4 4. Growing consumer focus on healthy and organic food options 0.07 0 0.00 0
5 5. Expansion of domestic and international tourism, especially in 0.06 0 0.00 0
major cities
6 6. Development of shopping malls and new urban areas, facilitating 0.06 0 0.00 0
location expansion
7 7. Increased interest in international brands and novel dining 0.05 0 0.00 0
experiences among Vietnamese consumers
8 8. Advancements in digital technology and digital transformation in 0.05 0 0.00 0
the F&B industry
9 9. Opportunities to partner with delivery platforms to expand market 0.04 0 0.00 0
share
10 10. Growing consumer interest in corporate social responsibility and 0.04 0 0.00 0
sustainability initiatives

0 0

Threats Weight AS TAS AS

1 1. Intense competition from both international and local F&B chains 0.08 0 0.00 0
2 2. Rising operational and ingredient costs impacting profitability 0.07 0 0.00 0
3 3. Rapid changes in consumer preferences and tastes 0.07 0 0.00 0
4 4. Market fragmentation due to the proliferation of independent F&B 0.06 0 0.00 0
outlets
5 5. Food safety and hygiene risks affecting brand reputation 0.06 0 0.00 0
6 6. Economic fluctuations and inflation reducing consumer 0.05 0 0.00 0
purchasing power
7 7. Increasing legal regulations affecting the F&B industry 0.05 0 0.00 0
8 8. Challenges in recruiting and retaining quality staff 0.05 0 0.00 0
9 9. Shift in consumer behavior post-pandemic towards more frugal 0.06 0 0.00 0
spending
10 10. Rapid technological advancements requiring continuous 0.05 0 0.00 0
investment
TOTALS 0.00
0

TAS
0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

TAS

0.00

0.00

0.00

0.00
0.00

0.00

0.00

0.00

0.00

0.00

TAS

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

TAS
0.00
0.00
0.00

0.00

0.00

0.00

0.00
0.00

0.00
0.00

0.00
1 Complete Part II to Construct the Financial Statements.

Return to P
Income Statement 12/30/1899 12/30/1899 Percent Change
Revenues $0 $0 NA NA
Cost of Goods Sold 0 0 NA NA
Gross Profit 0 0 NA NA
Operating Expenses 0 0 NA NA
EBIT 0 0 NA NA
Interest Expense 0 0 NA NA
EBT 0 0 NA NA
Tax 0 0 NA NA
Non-Recurring Events 0 0 NA NA
Net Income 0 0 NA NA

Balance Sheet 12/30/1899 12/30/1899 Percent Change

Assets
Cash and Short Term Investments $0 $0 NA NA
Accounts Receivable 0 0 NA NA
Inventory 0 0 NA NA
Other Current Assets 0 0 NA NA
Total Current Assets 0 0 NA NA
Property Plant & Equipment 0 0 NA NA
Goodwill 0 0 NA NA
Intangibles 0 0 NA NA
Other Long-Term Assets 0 0 NA NA
Total Assets 0 0 NA NA

Liabilities
Accounts Payable 0 0 NA NA
Other Current Liabilities 0 0 NA NA
Total Current Liabilities 0 0 NA NA
Long-Term Debt 0 0 NA NA
Other Long-Term Liabilities 0 0 NA NA
Total Liabilities 0 0 NA NA

Equity
Common Stock 0 0 NA NA
Retained Earnings 0 0 NA NA
Treasury Stock 0 0 NA NA
Paid in Capital & Other 0 0 NA NA
Total Equity 0 0 NA NA

Total Liabilities and Equity 0 0 NA NA

Return to Part II
1 Complete Part II to Construct the Company Valuation

Your Firm's Name

Stockholders' Equity - (Goodwill + Intangibles) $0
Net Income x 5 $0
(Share Price/EPS) x Net Income #DIV/0!
Number of Shares Outstanding x Share Price $0
Method Average #DIV/0!

Rival Firm's Name

Stockholders' Equity - (Goodwill + Intangibles) $0
Net Income x 5 $0
(Share Price/EPS) x Net Income #DIV/0!
Number of Shares Outstanding x Share Price $0
Method Average #DIV/0!
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 $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!

Stock 0% Debt 0%
Pessimistic Realistic Optimistic
EBIT $0 $0 $0
Interest 0 0 0
EBT 0 0 0
Taxes 0 0 0
EAT 0 0 0
# Shares #DIV/0! #DIV/0! #DIV/0!
EPS #DIV/0! #DIV/0! #DIV/0!

$1.00
$0.90
$0.80
$0.70
$0.60
$0.50 Common Stock Financing
Debt Financing
$0.40
$0.30
$0.20
$0.10
$0.00
$0 $0 $0
Return to Part II

Amount Needed $0
Interest Rate 0%
Tax Rate 0%
# Shares Outstanding 0.0
Additional Shares Outstanding Needed NA
Stock Price $0.00
Complete Part II to Construct the RE Table

Dividend Information Balance Sheet Information

Steps 1 2 3 4

Current Year's Less Current Year's Plus Prior Year's

Year New RE
Net Income Dividends Paid RE

12/30/1899 -$4 $0 -$4 $0

12/30/1899 -$8 $0 -$8 -$4
12/30/1899 -$6 $0 -$6 -$12
Balance Sheet Information

Current Year's
Balance Sheet RE

-$4
-$12
-$18
1 Complete
Part II to
Construct
the
Projected
Financial
Statemen
ts.

Projected Income St ### ### ###

Revenues $0 $0 $0
Cost of Goods Sold 0 0 0
Gross Profit 0 0 0
Operating Expenses 0 0 0
EBIT 0 0 0
Interest Expense 2 6 6
EBT (2) (6) (6)
Tax (0) (0) 0
Non-Recurring Event 2 2 0
Net Income (4) (8) (6)

Projected Balance Sh ### ### ###

Assets
Cash and Equivalents ($4) ($12) ($18)
Accounts Receivable 0 0 0
Inventory 0 0 0
Other Current Assets 0 0 0
Total Current Assets (4) (12) (18)
Property Plant & Equ 0 0 0
Goodwill 0 0 0
Intangibles 0 0 0
Other Long-Term Ass 0 0 0
Total Assets (4) (12) (18)

Liabilities
Accounts Payable 0 0 0
Other Current Liabilit 0 0 0
Total Current Liabilit 0 0 0
Long-Term Debt 0 0 0
Other Long-Term Liabi 0 0 0
Total Liabilities 0 0 0

Equity
Common Stock 0 0 0
Retained Earnings (4) (12) (18)
Treasury Stock 0 0 0
Paid in Capital & Oth 0 0 0
Total Equity (4) (12) (18)

Total Liabilities and (4) (12) (18)

1 Complete Part II to Construct the Ratios

Return to Part II

Historical Ratios
12/30/1899 12/30/1899
Current Ratio #DIV/0! #DIV/0!
Quick Ratio #DIV/0! #DIV/0!
Total Debt-to-Total-Assets Ratio #DIV/0! #DIV/0!
Total Debt-to-Equity Ratio #DIV/0! #DIV/0!
Times-Interest-Earned Ratio NA NA
Inventory Turnover #DIV/0! #DIV/0!
Fixed Assets Turnover #DIV/0! #DIV/0!
Total Assets Turnover NA NA
Accounts Receivable Turnover NA NA
Average Collection Period #DIV/0! #DIV/0!
Gross Profit Margin % #DIV/0! #DIV/0!
Operating Profit Margin % #DIV/0! #DIV/0!
ROA % #DIV/0! #DIV/0!
ROE % #DIV/0! #DIV/0!
Return to Part II

Projected Ratios
12/30/1899 12/30/1899 12/30/1899
Current Ratio #DIV/0! #DIV/0! #DIV/0!
Quick Ratio #DIV/0! #DIV/0! #DIV/0!
Debt-to-Total-Assets Ratio 0.00 0.00 0.00
Debt-to-Equity Ratio 0.00 0.00 0.00
Times-Interest-Earned Ratio 0 0 0
Inventory Turnover #DIV/0! #DIV/0! #DIV/0!
Fixed Assets Turnover #DIV/0! #DIV/0! #DIV/0!
Total Assets Turnover 0.00 0.00 0.00
Accounts Receivable Turnover NA NA NA
Average Collection Period #DIV/0! #DIV/0! #DIV/0!
Gross Profit Margin % #DIV/0! #DIV/0! #DIV/0!
Operating Profit Margin % #DIV/0! #DIV/0! #DIV/0!
ROA % 100% 66% 34%
ROE % 100% 66% 34%