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 CPM
CPM Click The BlueOpportunities
Buttons Below to Navigate Part 1 More Efficiently
Strengths
BCG
BCG Matrix
Opportunities Matrix Threats
Threats
Strengths Weaknesses
Weaknesses
SWOT
SWOT SPACE
SPACE Matrix
Matrix GRAND
IE
IEMatrix
Matrix Perceptual
QSPM
QSPM
PerceptualMaps
Maps
GRAND HOME

Welcome to the Free Excel Student Template Version

Dear Student,
By using this Template, you hereby agree to the Copyright terms and conditions. This Template should save you considerable ti
more professional. Do not mistake this Template for doing all of the work. Your assignment is to analyze and present strategies
need to do the research and enter key internal and external information into the Template. The Template does not gather or prio
assimilate information you enter in a professional way and does many calculations for you once that critical information is ente
textbook for conceptual guidelines for developing all matrices and analyses included in this Template. Best of luck with your p

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
textbook for conceptual guidelines for every matrix and analysis in this Template.

View IFE Matrix

This Template is organized into three primary parts: Part I, Part II, and the respective data output pages for your respective mat
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 i
statements, and projected financial statements. Blue buttons are provided for navigating within and to Part I, yellow buttons are
orange buttons are for navigating to the respective matrices and pink buttons are for navigating to your financial output tables.
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 action
strength: "Sales up nicely" is too vague and not actionable; "Sales were up 15% on women's apparel in China during 2015" is st
terms of divisions when writing strengths and weaknesses. Note women's apparel could be a division for Nike. All divisions do
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
than a factor of 0.02 for being successful in the industry. Do not be afraid to include factors with lower weights though. To hav
strengths for example out of the 100s the firm likely has), justifies its importance, yet it still may be relatively a lot less importa
include. Also, be mindful with respect to what industry your firm operates. A moderate priced casual hamburger restaurant ma
priced chicken restaurant than with McDonalds. Automatically considering McDonalds, Burger King, and Wendy's as the "indu
hamburgers may not be appropriate. Here, casual moderated priced restaurants may serve better as the "industry." After entering
sum of your weights equals 1.0 for your internal factors. Also, arrange your strengths with highly weighted factors listed first;
highly 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
in an IFE Matrix: If your strengths are being cut off, simply drag your cursor between the two row numbers on the left to wide

1 = "major weaknesses" View IFE Matrix

2 = "minor weaknesses"
3 = "minor strength"
4 = "major strength"

Strengths
Revlon manufacturers cosmetics, hair color, skin care, fragrances, deodorants and other beauty products.
Products are sold around the world with sales outside the US accounting for 56% of all revenue.
Revlon has many Top brands for consumer and professional segment in all beauty, skincare, haircolor & care,
deodorant, etc. (i.e. Colorstay, Photoready, Lustrous, Mitchum, Gatineau, etc.)
Revenue in June 30, 2015 were $482 million for an increase of 10% the prior quarter
Revlon increased by 329% in revenue in 2014 from professional segment
View EFE Matrix
Under the direction of new CEO Lorenzo delpani 5,000 jobs were eliminated and divest the firm’s Chinese business,
which saved the company $76 million in 2014.
Revlon spent $32 million on R&D in 2014 employing 200 people on these tasks.
Acquisition of colomer group bolstered Revlon’s offering to professional salon customers and gained geographic
diversity since half of its sales come from Europe, middle east, and africa
Revlon reported to have gained 4.35% increase in revenue in consumer division in 2014.
Employee spokespersons such as Halle Berry, Emma Stone, and Olivia Wilde

Weaknesses
Revlon's sales for Q3 of 2015 was $6.2M, down from $14.6M the prior year Q3
The company's stock price declined 12 percent in 2015 through November
Revlon does not have an executive with the title COO among the top management team
Rate of Sales is 0.02 versus the industry average of 9.89.
Exited business operations in Venezuela
Mission statement is not well developed.
Negative retained earnings because the company has been incurring losses
$Revenue/Employee is 6,900 compared to the Industry Standard of 14,718,929
EBIT ratio of 9.6 is below the 13.3 average ratio for eight of its global peers
Revenues by region for Consumer Division in Asia Pacific, Europe and Latin America slightly decreased

Total Weight (Must Equal 1.00)

Opportunities and Threats

View EFE Matrix
 View
Enter into this Template exactly 10 EFE Matrix
opportunities and 10 threats, no more no less. Your factors should be detailed and actionable
opportunities and threats should be external in nature. Ask yourself "Does the firm have control over this factor?" If the answer
or threat. For example, as a clothing retailer you may have an opportunity to "start selling clothes in China." This is not an opp
internal control over doing business in China, and 2) the statement is a strategy. The underlying opportunity may be "Women in
apparel in 2015." Note how this opportunity is specific, actionable, divisional, and external (we cannot control the culture or de
divisions do not need to be treated equally, allow more coverage for divisions with more revenue and those most pertinent to yo

Weights reveal how important a factor is to being successful in the industry. Read over the #2 tip under strengths and weakness
the external factors. After entering in the weights, check to make sure your sum of weights equals 1.0 for all 20 external factors
weight items first.

Ratings again are company-based and reflect how well the firm is addressing the particular factor. Use the coding scheme given
your opportunities are being cut off, simply drag your cursor between the two row numbers on the left to widen the row.
View CPM Matrix

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

View CPM Matrix

Threats
 BCG
Total Weight (Must Equal 1.00)

Competitive Profile Matrix (CPM)

To perform the CPM, enter exactly 12 critical success factors, no more and no less. You may use some of the ones listed below
more pertinent to your company. For example, if your case is Delta Airlines, perhaps include on time arrival, extra fees, and fre
the canned factors below. In a CPM, factors do not needBCG to be overly specific, but they should be divisional in nature to the exte
your factors should be about the firm's soda business, Frito Lay business, bottling business, etc. rather than just general "advert
(business) are you referring to? Frito Lay's advertising, soda marketing, etc. All divisions do not need to be treated equally; allo
more revenue and those most pertinent to your strategic plan.

After entering in 12 critical success factors, enter in a weight for each factor; weights are industry-based. Be sure to check the
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 t

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 "
organization. DO NOT ASSIGN THE COMPANIES THE SAME RATING; TAKE AIE STAND; MAKE A CHOICE. In a CPM,
for ratings.

1 = "major weaknesses"
2 = "minor weaknesses"
3 = "minor strength"
4 = "major strength"

Enter 12 Factors Below

IE Advertising
Market Penetration
Customer Service
Store Locations
R&D
Employee Dedication
Financial Profit
SPACE
Customer Loyalty
Market Share
 Product Quality
Top Management
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 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)

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
SPACE
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.
Perceptual Map

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

Enter the five factors you wish to use each for FP, SP, CP, and IP and the corresponding rating each factor should
receive. You may use the factors provided here, but try to determine key factors related to your company and industry
in the same manner you did with the CPM. The calculations are done automatically and the rating scale is provided
below.
Perceptual Map

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 originGRAND
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

GRAND

Financial Position (FP)

Return on Investment (ROI)
Leverage SWOT
Liquidity
Working Capital
Cash Flow

Industry Position (IP)

QSPM
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

Your firm's X-axis

Your firm's Y-axis

Competitor 1

Estimated FP
Estimated IP
Estimated CP
Estimated SP

Competitor 1's X-axis

Competitor 1's Y-axis

Competitor 2

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
QSPM
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

Left Side of the X Name (low calorie)

Right Side of the X Name (high calorie)

Enter The Name of the Dimensions on the Y-axis

Bottom Side of the Y Name (low cost)

Top Side of the Y Name (high cost)

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)

Name of your Firm

Name of Division 1
Name of Division 2
Name of Division 3
Name of Division 4
Name of Division 5

SWOT
Click on the SWOT Hyperlink below and add your SO,WO,ST, 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
Revlon manufacturers cosmetics, hair color, skin care, fragrances, deodorants and other beauty products.
Products are sold around the world with sales outside the US accounting for 56% of all revenue.
Revlon has many Top brands for consumer and professional segment in all beauty, skincare, haircolor & care,
deodorant, etc. (i.e. Colorstay, Photoready, Lustrous, Mitchum, Gatineau, etc.)
Revenue in June 30, 2015 were $482 million for an increase of 10% the prior quarter
Revlon increased by 329% in revenue in 2014 from professional segment
Under the direction of new CEO Lorenzo delpani 5,000 jobs were eliminated and divest the firm’s Chinese business,
which saved the company $76 million in 2014.
Revlon spent $32 million on R&D in 2014 employing 200 people on these tasks.
Acquisition of colomer group bolstered Revlon’s offering to professional salon customers and gained geographic
diversity since half of its sales come from Europe, middle east, and africa
Revlon reported to have gained 4.35% increase in revenue in consumer division in 2014.
Employee spokespersons such as Halle Berry, Emma Stone, and Olivia Wilde

Weaknesses
Revlon's sales for Q3 of 2015 was $6.2M, down from $14.6M the prior year Q3
The company's stock price declined 12 percent in 2015 through November
Revlon does not have an executive with the title COO among the top management team
Rate of Sales is 0.02 versus the industry average of 9.89.
Exited business operations in Venezuela
Mission statement is not well developed.
Negative retained earnings because the company has been incurring losses
$Revenue/Employee is 6,900 compared to the Industry Standard of 14,718,929
EBIT ratio of 9.6 is below the 13.3 average ratio for eight of its global peers
Revenues by region for Consumer Division in Asia Pacific, Europe and Latin America slightly decreased

Opportunities
0
0
0
0
0
0
0
0
0
0

Threats
0
0
0
0
0
0
0
0
0
0

You have completed Part 1.

 More Efficiently

HOME

ate Version 16.1.12

you considerable time and allow for your presentation to be

d present strategies for the next three years. You will still
es not gather or prioritize information. It does however
information is entered. Refer to the David & David
of luck with your project.

mplate
ly type in the green boxes. Refer to the David & David

your respective matrices. All data entered will be entered

for your financial information, including ratios, financial
yellow buttons are for navigating within and to Part II,
ncial output tables. The navigation buttons along the top of
.

s
e detailed and actionable rather than vague. For example, the
a during 2015" is stated far better. Always be thinking in
ke. All divisions do not need to be treated equally; allow

d." A factor of 0.10 for example is 5 times more important

ghts though. To have a factor make your top 10 list (10
ly a lot less important to the industry than others factors you
urger restaurant may have more in common with a moderate
Wendy's as the "industry" just because they all sell
stry." After entering in the weights, check to make sure the
factors listed first; arrange your Weaknesses also with
erforming. Use the coding scheme given below for ratings
on the left to widen the row.

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

Weight Rating
0.04 1
0.04 1
0.05 2
0.03 1
0.05 2
0.01 2
0.05 1
0.03 1
0.02 2
0.02 2

1.00

ts
ailed and actionable rather than vague. Keep in mind both
ctor?" If the answer is yes, then it cannot be an opportunity
This is not an opportunity for two reasons: 1) the firm has
may be "Women in China spent 20% more on athletic
rol the culture or demand for female athletic apparel). All
most pertinent to your strategic plan.

ngths and weaknesses above since the same logic applies for
20 external factors. List factors according with highest

oding scheme given below for ratings in an EFE Matrix. If

den the row.

Weight Rating

Weight Rating
 0.00

CPM)
he ones listed below if you like but try to use ones that are
l, extra fees, and frequent flyer points as factors, rather than
in nature to the extent possible. If Pepsi Co. is your firm,
ust general "advertising." advertising for what division
reated equally; allow more coverage for divisions with

e sure to check the bottom of the "Enter Weight Below"

nd a factor or two to receive a high weight of say 0.20.

ing boxes.

pany-based) in the "Enter Rating Below" column for each

HOICE. In a CPM, use the coding scheme provided below

Weight You Competitor Competitor

Enter Ratings Below

 0.00

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

#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!

trix

Your Firm's
Estimated Estimated
Division
IFE Score EFE Score
Revenues
Ratings
Ratings

0.0
0.0

0
0

0
0
X - axis Y - axis
Rating Rating
X-axis Y-axis score
score
 Strategy
Strategy Two
One

AS Ratings AS Ratings

AS Ratings AS Ratings
AS Ratings AS Ratings

AS Ratings AS Ratings
 Projected Financial
EPS/EBIT Analysis
Preliminary Financial Company Valuation Statements
Data

Preliminary Financial Data

1 Enter in your preliminary financial data below for your company. This data is used to construct financial statements, finan

Income Statement Information

Reporting Date 12/31/2016 12/31/2017

Revenue

Cost of Goods Sold

Operating expenses

Interest Expense

Non-recurring Events

Tax

Balance Sheet Information

Current Assets 12/31/2016 12/31/2017

Cash and equivalents

Accounts Receivable

Inventory

Other Current Assets

 Long Term Assets

Property, plant &

equipment

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 corresponding data below for your firm, and for a rival firm if you desire. The rival can be a firm you wish to
compare to your case company.

Your Firm's Name

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

Net Income 0 Note: Determined after you complete the pre

Note: Determined after you complete the pre

EPS #DIV/0!
shares outstanding below.

Note: Using Current # shares outstanding is

# Shares Outstanding
outstanding (issued) on the last day of the fi

Note: Current Stock price is fine, or the clos

Stock Price
fiscal year.

Goodwill & Intangibles 0 Note: Determined after you complete the pre

Rival Firm's Name

Rival Firm Valuation
Stockholders' Equity

Net Income

EPS

# Shares Outstanding

Stock Price

Goodwill & Intangibles

 EPS/EBIT Analysis
1 Enter in the corresponding 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 recommendations is likely to
are recommending defensive strategies where you are not acquiring substantial new capital.

Recession Normal Boom

EBIT

EPS/EBIT Data

Amounted Needed Note: This number is the total cos

Interest Rate Note: Enter as a decimal.

Tax Rate Note: Enter as a decimal.

Shares Outstanding 0 Note: Enter in under Company Va

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

Stock Price $0.00 Note: Enter in under Company Va

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

Projected Financial Statements

1 Start with the income statement and work your way from top to bottom. Take extreme care to read and understand all note
See Chapter 8 in the David & David textbook for examples and guidelines in developing projected financial statements.
2
After completing the income statement, begin the balance sheet starting with the "dividends to pay" line near the bottom;
balance sheet first, then work your way up the statement to the liabilities section, then onto the assets, using the top row (C
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 ex
constructing projected statements.

Note: Enter the total dollar amount in the sa

Enter in Dividends Paid
financial statements. For example, if you en
for most recent year
(dropped off 000) or millions (dropped off 0
same way

Projected Years (earliest to la

Historical
Income Statement Numbers (see
notes)

12/31/18

Revenues #DIV/0!

Cost of Goods Sold #DIV/0!

Operating Expenses #DIV/0!

Interest Expense $0
 Tax #DIV/0!

Non-Recurring Events 0

Scroll Down for Balance Sheet

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

Projected Years (earliest to la

Balance Sheet Historical Dollar
(Start at the bottom)
Amount Paid
Read the message to the right, then start at the

Assets 12/31/18

Cash and Equivalents $0 $0

Accounts Receivable $0

Inventory $0

Other Current Assets $0

Property Plant &

$0
Equipment
 Goodwill $0

Intangibles $0

Other Long-Term
$0
Assets

Liabilities 12/31/2018

Accounts Payable 0

Other Current
0
Liabilities

Long-Term Debt 0

Other Long-Term
0
Liabilities

Equity 12/31/2018

Common Stock 0

Treasury Stock 0

Paid in Capital & Other 0

Retained Earnings 0 0

Total Dividends to Pay START HERE

 Projected Financial HOME
Statements

cial Data
onstruct financial statements, financial ratios, and much more.

ation

Enter all as Dollar Amounts. Make sure the oldest year is entered into
Column 1 throughout this Template. You may NOT Change this sequence
as the preset equations will not adjust.

Income Statement

Note: If receiving interest credit, enter as NEGATIVE number

Note: If NEGATIVE enter as negative number. Generally this line is for

"discontinued operations" and 90% of the time you will enter 0

Note: If receiving a tax credit, enter as NEGATIVE number

on

Balance Sheet
Note: Enter as negative number

Balance Sheet
 Balance Sheet

ation
The rival can be a firm you wish to acquire or simply just to

Company Valuation

ermined after you complete the preliminary section.

ermined after you complete the preliminary section.

ermined after you complete the preliminary section and enter in #

standing below.

ng Current # shares outstanding is okay or # of shares

ng (issued) on the last day of the fiscal year.

rent Stock price is fine, or the closing price on the last day of the
r.

ermined after you complete the preliminary section.

m Valuation
lysis

f your recommendations is likely too low. Unless of course, you

ital.

EPS/EBIT Analysis

Note: This number is the total cost of your recommendations.

Note: Enter as a decimal.

Note: Enter as a decimal.

Note: Enter in under Company Valuation on this page.

Note: Calculated automatically

Note: Enter in under Company Valuation on this page.

Data

Note: Enter as a decimal.

Note: Enter as a decimal.

Note: Must equal 1.0. Check the two line items above.

Statements
are to read and understand all notes provided by each line item.
g projected financial statements.
ends to pay" line near the bottom; finish the equity section of the
nto the assets, using the top row (Cash) as the plug figure. A

& David textbook for excellent explanations and tips for

er the total dollar amount in the same manner you did with your
Percentages in the Projected Income Statement will be m
statements. For example, if you entered numbers in thousands
recent year. For example, if you enter in 10% for projected
off 000) or millions (dropped off 000,000) enter this number the
year 2, the Template will use the equation (1.10 x projecte
projected year 2 revenues. For line items in the projecte
requesting dollar amounts, please read the note below for
calculations work the same way as describe
Projected Years (earliest to latest)

Historical Percent Notes Below. Enter your data in the EXAC

12/31/19 12/31/20
Notes describe.

Historical Note: Difference the two most recent years of data.

you expect based on your recommendations. Do not blindly us
provided. Enter as percent.

Historical Note: Percent of Sales in the most recent year. Use

all three projected years unless you believe COGS to sales per
drastically. Enter as percent.

Historical Note: Percent of Sales in the most recent year. Use

all three projected years unless you believe Operating Expense
change drastically. Enter as percent.

Historical Note: Dollar amount of interest paid in the most rec

NEW NET dollar amounts of interest you will forecasted for e
recent interest payment was $500 and you plan on a $20 net in
projected year 1, simply enter in $20 for year one. If financing
number is more likely to increase more than if financing throu
dollar amount. If you anticipate less interest expense than the
negative number.
 Historical Note: Tax Rate in most recent year. You can likely u
throughout unless you expect a large increase/decrease in reve
EBT. Enter as percent.

Historical Note: Dollar amount of Non-Recurring Events. Safe

as $0 in ever year. Enter as dollar amount.

Sheet

alance Sheet to the top

Projected Years (earliest to latest)

The projected Balance Sheet is designed for you to e

ADDITIONAL DOLLAR VALUES (except for dividends).
ssage to the right, then start at the bottom with dividends. these values to the existing numbers. For Example, if you
inventory in projected year 1, (but you estimate your fi
existing inventory from the prior year) just enter in $200
corresponding box and the Template will use the equation
historical year Inventory number) = projected yea

12/31/19 12/31/20

Historical Note: If your cash number appears too high or low

the textbook for more information. Also, compare your proje
$0 $0 ratios. You may need to make adjustments to your recomme
projected statements. It is rare for any firm to have accepta
after the first attempt.

Historical Note: The values are for the most recent year rep
new (not cumulative) dollar amounts for each item for each f
for the Cash and Equivalents line). If you are purchasing $2
Equipment in Projected Year 1, and keeping existing PP&E
$200 into the first projected year. If you plan to also reduce e
then you would enter in a negative $100 into Projected Year
line time, it is not how fast you get the numbers entered. R
writing a few lines above.
 new (not cumulative) dollar amounts for each item for each f
for the Cash and Equivalents line). If you are purchasing $2
Equipment in Projected Year 1, and keeping existing PP&E
$200 into the first projected year. If you plan to also reduce e
then you would enter in a negative $100 into Projected Year
line time, it is not how fast you get the numbers entered. R
writing a few lines above.

12/31/2019 12/31/2020

Historical Note: The values are for the most recent year report
(not cumulative) dollar amounts for each item for each foreca
if you do not plan to take on any additional long term debt in
plan to pay off $1,000 in debt in Projected Year 1, enter in ($1
1 long term debt column.

12/31/2019 12/31/2020

Historical Note: The values are for the most recent year repo
(additional, not cumulative) Dollar amounts for each Item for
you change Treasury Stock, you may need to make an adjustm
Enter Treasury Stock as a negative number. Read over Chap
David textbook.

0 0 Historical Note: The Retained Earnings value is for the most r

new additional (not cumulative) Retained Earnings are calcul

Start HERE. Enter the total dollar amount you wish to pa

forecasted year. If none, enter 0. This line is not cumulative, i
to any existing value for dividends. For example, if the firm p
and you wish to stop dividend payments, enter $0 in projected
to increase dividends by 10% enter $1,100 into projected yea
own to see historically what the firm was pa
Read the Note to the left CAREFULLY
d Income Statement will be multiplied by the most
ou enter in 10% for projected revenues in projected
the equation (1.10 x projected year 1 revenues) =
For line items in the projected income statement
lease read the note below for the balance sheet. The
ork the same way as described there.

. Enter your data in the EXACT same format as the

two most recent years of data. Enter percent increases

mmendations. Do not blindly use the historical number

s in the most recent year. Use a similar percent across

you believe COGS to sales percent will change

s in the most recent year. Use a similar percent across

you believe Operating Expenses to sales percent will
cent.

of interest paid in the most recent year. Enter in the

nterest you will forecasted for each year. If your most
00 and you plan on a $20 net increase in interest for
n $20 for year one. If financing through debt, the
se more than if financing through equity. Enter as
less interest expense than the year before, enter as a
ost recent year. You can likely use the same tax rate
large increase/decrease in revenues and subsequently

of Non-Recurring Events. Safe to forecast this number

ar amount.

Sheet is designed for you to enter in the NET

LUES (except for dividends). The Template will add
numbers. For Example, if you are adding $1,000 in
ar 1, (but you estimate your firm used $800 of its
prior year) just enter in $200 ($1,000-$800) in the
Template will use the equation ($200 + most recent
tory number) = projected year 1 inventory.

number appears too high or low, consult Chapter 8 of

tion. Also, compare your projected ratios to historical
e adjustments to your recommendations and/or your
re for any firm to have acceptal projected statements
after the first attempt.

are for the most recent year reported. Enter in the net
mounts for each item for each forecasted year (Except
ine). If you are purchasing $200 of Property, Plant &
1, and keeping existing PP&E the same, simply enter
ear. If you plan to also reduce existing PP&E by $300,
ative $100 into Projected Year 1. Take care with each
you get the numbers entered. Reread the hints in red
writing a few lines above.
 for the most recent year reported. Enter in the net new
ts for each item for each forecasted year. For example,
y additional long term debt in Projected Year 1, but do
n Projected Year 1, enter in ($1,000) in Projected Year
long term debt column.

re for the most recent year reported. Enter in the new

ollar amounts for each Item for each forecasted year. If
ou may need to make an adjustment to Paid in Capital.
gative number. Read over Chapter 8 of the David and
David textbook.

Earnings value is for the most recent year reported. The

) Retained Earnings are calculated automatically.

l dollar amount you wish to pay in dividends each

0. This line is not cumulative, it does not add the value
nds. For example, if the firm paid $1,000 in dividends
payments, enter $0 in projected year 1 box. If you wish
enter $1,100 into projected year 1 box. Check on your
storically what the firm was paying.
 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 Weighted Score

1 Revlon manufacturers cosmetics, hair color, skin care, fragrances, 0.08 4 0.32
2 deodorants
Products areand other
sold beauty
around the products.
world with sales outside the US 0.08 4 0.32
accounting
3 Revlon has for 56%
many Topofbrands
all revenue.
for consumer and professional segment in 0.07 4 0.28
all beauty, skincare, haircolor
4 Revenue in June 30, 2015 were &$482
care, million
deodorant, etc.increase
for an (i.e. Colorstay,
of 10% 0.05 3 0.15
5 the priorincreased
Revlon quarter by 329% in revenue in 2014 from professional
0.05 4 0.20
6 segment
Under the direction of new CEO Lorenzo delpani 5,000 jobs were 0.05 4 0.20
7 eliminated
Revlon spentand$32
divest the firm’s
million on R&D Chinese business,
in 2014 which
employing 200saved theon
people 0.06 4 0.24
company $76 million in 2014.
8 these tasks. of colomer group bolstered Revlon’s offering to
Acquisition
professional salon customers and gained geographic diversity since 0.08 4
half of its sales come from Europe, middle east, and africa 0.32
9 Revlon reported to have gained 4.35% increase in revenue in consumer 0.08 3 0.24
10 division
Employee in spokespersons
2014. such as Halle Berry, Emma Stone, and Olivia 0.06 4 0.24
Wilde

Weaknesses Weight Rating Weighted Score

1 Revlon's sales for Q3 of 2015 was $6.2M, down from $14.6M the prior 0.04 1 0.04
2 year Q3
The company's stock price declined 12 percent in 2015 through 0.04 1 0.04
November
3 Revlon does not have an executive with the title COO among the top
management team 0.05 2
0.10
4 Rate of Sales is 0.02 versus the industry average of 9.89. 0.03 1 0.03
5 Exited business operations in Venezuela 0.05 2 0.10
6 Mission statement is not well developed. 0.01 2 0.02
7 Negative retained earnings because the company has been incurring
losses 0.05 1
0.05
8 $Revenue/Employee is 6,900 compared to the Industry Standard of
14,718,929 0.03 1
0.03
9 EBIT ratio of 9.6 is below the 13.3 average ratio for eight of its global
peers 0.02 2
0.04
10 Revenues by region for Consumer Division in Asia Pacific, Europe and
Latin America slightly decreased 0.02 2
0.04
Total IFE Score 1.00 3.00
 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 0 0.00 0 0
2 0 0.00 0 0
3 0 0.00 0 0
4 0 0.00 0 0
5 0 0.00 0 0
6 0 0.00 0 0
7 0 0.00 0 0
8 0 0.00 0 0
9 0 0.00 0 0
10 0 0.00 0 0

Threats Weight Rating Weighted Score

1 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
Total EFE Score 0.00 0.00
 CPM Matrix

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

Return to Part 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"

You Competitor Competitor

Critical Success Factors Weight Rating Score Rating Score Rating Score
Advertising 0.00 0 0.00 0 0.00 0 0.00
Market Penetration 0.00 0 0.00 0 0.00 0 0.00
Customer Service 0.00 0 0.00 0 0.00 0 0.00
Store Locations 0.00 0 0.00 0 0.00 0 0.00
R&D 0.00 0 0.00 0 0.00 0 0.00
Employee Dedication 0.00 0 0.00 0 0.00 0 0.00
Financial Profit 0.00 0 0.00 0 0.00 0 0.00
Customer Loyalty 0.00 0 0.00 0 0.00 0 0.00
Market Share 0.00 0 0.00 0 0.00 0 0.00
Product Quality 0.00 0 0.00 0 0.00 0 0.00
Top Management 0.00 0 0.00 0 0.00 0 0.00
Price Competitiveness 0.00 0 0.00 0 0.00 0 0.00
Totals 0.00 0.00 0.00 0.00
 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 for the "Top Firm in the Industry Revenues" smaller than your firm. This number
can only be larger or the same (if your firm's division is the largest revenue generator in
the industry). It is also possible your bubble is behind another bubble if the information
was close to the same, this is unlikely however.

Please Scroll down for the BCG Matrix

Relative Market Share Position

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

Low -0.20 Cash Cows Dogs

s
 paste special picture

on or you entered a
ur firm. This number
venue generator in
if the information

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.

THE IFE TOTAL WEIGHTED SCORES

Strong Weak
4.0 1.0

High
4.0
THE EFE WEIGHTED SCORES

Low
1.0
 SPACE 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.
Be sure to also include the table below the chart also in your presentation.

3 If you do not see your bubble either you did not enter in the information or, it is also
possible your bubble is behind another bubble if the X and Y information were close to the
same.
FP
Conservative 7.0 Aggressive

5.0

3.0

1.0
CP IP
-7.0 -5.0 -3.0 -1.0
-1.0 1.0 3.0 5.0 7.0
IPI
-3.0 P

-5.0

Defensive -7.0 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 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
0
0
0
0
0
0.0

0
0
0
0
0
0.0
 Perceptual
Return to Part I
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 pictu

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.

Top Side of the Y Name (high cost)

Lef Side of the X Name (low calorie)

Bottom Side of the Y Name (low cost)

Right Side of the X Name (high calorie)
 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
Revlon manufacturers cosmetics, hair color, skin care, fragrances, Weight AS TAS AS
1 deodorants
Products areand
soldother beauty
around the products.
world with sales outside the US 0.08 0 0.00 0
2 accounting for 56% of all revenue.
segment in all beauty, skincare, haircolor & care, deodorant, etc. 0.08 0 0.00 0
3 (i.e. Colorstay, Photoready, Lustrous, Mitchum,
Revenue in June 30, 2015 were $482 million forGatineau, etc.)
an increase of 10% 0.07 0 0.00 0
4 the prior quarter
Revlon increased by 329% in revenue in 2014 from professional 0.05 0 0.00 0
5 segment 0.05 0 0.00 0
Under the direction of new CEO Lorenzo delpani 5,000 jobs were
eliminated and divest the firm’s Chinese business, which saved the 0.05 0 0.00 0
6 company $76 $32
Revlon spent million in 2014.
million on R&D in 2014 employing 200 people
7 on these tasks. 0.06 0 0.00 0
Acquisition of colomer group bolstered Revlon’s offering to
professional salon customers and gained geographic diversity since 0.08 0 0.00 0
8 half of its
Revlon sales come
reported from
to have Europe,
gained middle
4.35% east, in
increase and africa in
revenue
9 consumer division in 2014.
Employee spokespersons such as Halle Berry, Emma Stone, and 0.08 0 0.00 0
10 Olivia Wilde 0.06 0 0.00 0

0 0

Weaknesses
Revlon's sales for Q3 of 2015 was $6.2M, down from $14.6M the Weight AS TAS AS
1 prior year Q3 stock price declined 12 percent in 2015 through
The company's 0.04 0 0.00 0
2 November
Revlon does not have an executive with the title COO among the 0.04 0 0.00 0
3 top management team 0.05 0 0.00 0
4 Rate of Sales is 0.02 versus the industry average of 9.89. 0.03 0 0.00 0
5 Exited business operations in Venezuela 0.05 0 0.00 0
6 Mission
Negativestatement is not well
retained earnings developed.
because the company has been incurring 0.01 0 0.00 0
7 losses
$Revenue/Employee is 6,900 compared to the Industry Standard of 0.05 0 0.00 0
8 14,718,929
EBIT ratio of 9.6 is below the 13.3 average ratio for eight of its 0.03 0 0.00 0
9 global peers
Revenues by region for Consumer Division in Asia Pacific, Europe 0.02 0 0.00 0
10 and Latin America slightly decreased 0.02 0 0.00 0
 0 0

Opportunities Weight AS TAS AS

1 0 0.00 0 0.00 0
2 0 0.00 0 0.00 0
3 0 0.00 0 0.00 0
4 0 0.00 0 0.00 0
5 0 0.00 0 0.00 0
6 0 0.00 0 0.00 0
7 0 0.00 0 0.00 0
8 0 0.00 0 0.00 0
9 0 0.00 0 0.00 0
10 0 0.00 0 0.00 0

0 0

Threats Weight AS TAS AS

1 0 0.00 0 0.00 0
2 0 0.00 0 0.00 0
3 0 0.00 0 0.00 0
4 0 0.00 0 0.00 0
5 0 0.00 0 0.00 0
6 0 0.00 0 0.00 0
7 0 0.00 0 0.00 0
8 0 0.00 0 0.00 0
9 0 0.00 0 0.00 0
10 0 0.00 0 0.00 0
STAS 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
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
0.00
1 Complete Part II to Construct the Financial Statements.

Return to Part
Income Statement 12/31/2016 12/31/2017 Percent Change
Revenues $0 $0 #DIV/0!
Cost of Goods Sold 0 0 #DIV/0!
Gross Profit 0 0 #DIV/0!
Operating Expenses 0 0 #DIV/0!
EBIT 0 0 #DIV/0!
Interest Expense 0 0 #DIV/0!
EBT 0 0 #DIV/0!
Tax 0 0 #DIV/0!
Non-Recurring Events 0 0 #DIV/0!
Net Income 0 0 #DIV/0!

Balance Sheet 12/31/2016 12/31/2017 Percent Change

Assets
Cash and Equivalents $0 $0 #DIV/0!
Accounts Receivable 0 0 #DIV/0!
Inventory 0 0 #DIV/0!
Other Current Assets 0 0 #DIV/0!
Total Current Assets 0 0 #DIV/0!
Property Plant & Equipment 0 0 #DIV/0!
Goodwill 0 0 #DIV/0!
Intangibles 0 0 #DIV/0!
Other Long-Term Assets 0 0 #DIV/0!
Total Assets 0 0 #DIV/0!

Liabilities
Accounts Payable 0 0 #DIV/0!
Other Current Liabilities 0 0 #DIV/0!
Total Current Liabilities 0 0 #DIV/0!
Long-Term Debt 0 0 #DIV/0!
Other Long-Term Liabilities 0 0 #DIV/0!
Total Liabilities 0 0 #DIV/0!

Equity
Common Stock 0 0 #DIV/0!
Retained Earnings 0 0 #DIV/0!
Treasury Stock 0 0 #DIV/0!
Paid in Capital & Other 0 0 #DIV/0!
Total Equity 0 0 #DIV/0!
Total Liabilities and Equity 0 0 #DIV/0!
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
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!

 Stock 0% Debt 0%
Recession Normal Boom
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!

$12.00

$10.00

$8.00

$6.00 Common Stock Financing

Debt Financing
$4.00

$2.00

$0.00
$0 $0 $0
Return to Part II
1 Complete Part II to Construct the Projected Financial Statements.

Projected Income Statement 12/31/2018 12/31/2019 12/31/2020

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 0 0 0
EBT 0 0 0
Tax 0 0 0
Non-Recurring Events 0 0 0
Net Income 0 0 0

Projected Balance Sheet 12/31/2018 12/31/2019 12/31/2020

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

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

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

Total Liabilities and Equity 0 0 0

Return to Part II
1 Complete Part II to Construct the Ratios

Return to Part II

Historical Ratios
12/31/2016 12/31/2017
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 #DIV/0! #DIV/0!
Inventory Turnover #DIV/0! #DIV/0!
Fixed Assets Turnover #DIV/0! #DIV/0!
Total Assets Turnover #DIV/0! #DIV/0!
Accounts Receivable Turnover #DIV/0! #DIV/0!
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
12/31/2018 12/31/2019 12/31/2020
Current Ratio #DIV/0! #DIV/0! #DIV/0!
Quick Ratio #DIV/0! #DIV/0! #DIV/0!
Debt-to-Total-Assets Ratio #DIV/0! #DIV/0! #DIV/0!
Debt-to-Equity Ratio #DIV/0! #DIV/0! #DIV/0!
Times-Interest-Earned Ratio #DIV/0! #DIV/0! #DIV/0!
Inventory Turnover #DIV/0! #DIV/0! #DIV/0!
Fixed Assets Turnover #DIV/0! #DIV/0! #DIV/0!
Total Assets Turnover #DIV/0! #DIV/0! #DIV/0!
Accounts Receivable Turnover #DIV/0! #DIV/0! #DIV/0!
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 % #DIV/0! #DIV/0! #DIV/0!
ROE % #DIV/0! #DIV/0! #DIV/0!