1 2 1 2 # Caterpillar: Confidential Green 3 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 # Caterpillar: Confidential Green 1 2 3 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 # Caterpillar: Confidential Green 9 10 1 2 3 4 # Caterpillar: Confidential Green 1 2 3 4 5 # Caterpillar: Confidential Green 1 2 3 4 # Caterpillar: Confidential Green 1 2 3 # Caterpillar: Confidential Green 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 # Caterpillar: Confidential Green 1 2 3 4 # Caterpillar: Confidential Green 1 2 3 1 1. # Caterpillar: Confidential Green 2. 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 # Caterpillar: Confidential Green 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 # Caterpillar: Confidential Green # Caterpillar: Confidential Green # Caterpillar: Confidential Green # Caterpillar: Confidential Green # Caterpillar: Confidential Green # Caterpillar: Confidential Green # Caterpillar: Confidential Green # Caterpillar: Confidential Green # Caterpillar: Confidential Green # Caterpillar: Confidential Green # Caterpillar: Confidential Green # Caterpillar: Confidential Green # Caterpillar: Confidential Green # Caterpillar: Confidential Green Click The Blue Buttons Below to Navigate Part 1 More Efficiently Strengths Weaknesses Opportunities Threats IE Matrix SPACE Matrix Perceptual Maps GRAND Welcome to the Free Excel Student Template Versio Dear Student, By using this Template, you hereby agree to the Copyright terms and conditions. This Template should save you considerable t be more professional. Do not mistake this Template for doing all of the work. Your assignment is to analyze and present strate still need to do the research and enter key internal and external information into the Template. The Template does not gather o however assimilate information you enter in a professional way and does many calculations for you once that critical informati David textbook for conceptual guidelines for developing all matrices and analyses included in this Template. Best of luck with is designed for Textbook version 17ed. If using a textbook version other than 17ed, 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 gree 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 ma 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. 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 actio the strength: "Sales up nicely" is too vague and not actionable; "Sales were up 15% on women's apparel in China during 2018" thinking in terms of divisions when writing strengths and weaknesses. Note women's apparel could be a division for Nike. All 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 important than a factor of 0.02 for being successful in the industry. Do not be afraid to include factors with lower weights thou 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 factors you include. Also, be mindful with respect to what industry your firm operates. A moderate priced casual hamburger r with a moderate priced chicken restaurant than with McDonalds. Automatically considering McDonalds, Burger King, and W they all sell hamburgers may not be appropriate. Here, casual moderated priced restaurants may serve better as the "industry." A make sure the sum of your weights equals 1.0 for your internal factors. Also, arrange your strengths with highly weighted facto Weaknesses also with highest weighted factors listed first. # Caterpillar: Confidential Green In contrast to weights that are industry-based, ratings are company-based and reveal how well your firm is performing. Use the ratings in an IFE Matrix: If your strengths are being cut off, simply drag your cursor between the two row numbers on the left 1 = "the response is poor" 2 = "the response is average 3 = "the response is above average" 4 = "the response is superior" View IFE Matrix Strengths Net Income increased 668.39% from 2016 to 2017 Gross profit increased 51.79% from 2016 to 2017 Revenue increased 14.65% from 2016 to 2017 2400 restaurants as of 2018 "Food with Integreity" mission statement in 2001 Door-dash available in more than 1,500 restaurants Locations in Germany, Canada, United Kingdom, and France Mostly organic produce Pature-raised dairy GMO-Free Weaknesses Limited Menu offering only 22 items 23 Regional distribution Ceneters Average sodium in one burrito is 2,000 mg while the daily recommended intake is less than 2,300mg Most restaurants are open designed but can only seat 56 guests No dollar menu Equity decreased by 3% from 2016 to 2017 Other Long-Term Assets decreased by 69% from 2016 to 2017 There was no change between 2016 and 2017 in Goodwill Only 391 of 2400 stores are free standing There are only 37 locations outside of the United States View IFE Matrix Total Weight (Must Equal 1.00) Opportunities and Threats # Caterpillar: Confidential Green Enter into this Template exactly 10 opportunities and 10 threats, no more no less. Your factors should be detailed and actionab both opportunities and threats should be external in nature. Ask yourself "Does the firm have control over this factor?" If the an opportunity or threat. For example, as a clothing retailer you may have an opportunity to "start selling clothes in China." This i 1) the firm has internal control over doing business in China, and 2) the statement is a strategy. The underlying opportunity ma more on athletic apparel in 2018." Note how this opportunity is specific, actionable, divisional, and external (we cannot contro athletic apparel). All divisions do not need to be treated equally, allow more coverage for divisions with more revenue and thos Weights reveal how important a factor is to being successful in the industry. Read over the #2 tip under strengths and weaknes for the external factors. After entering in the weights, check to make sure your sum of weights equals 1.0 for all 20 external fac 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 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" View EFE Opportunities 60% of U.S. Customers order delivery once a week 34% of customers spend at least $50 per order when ordering online Customers who place online orders will visit the restaurant 67% more frequently 16.7% of resturaunts in Texas are Mexican In 2015 the number of mexican restaurants rose by 71% in the UK Average industry growth of 4.8% from 2014-2019 Brian Niccol transformed Taco Bell into a social media leader Yum! Has 39,000 locations outside of the U.S. 68% of American bought organic foods in 2016 Americans believe GMO-free/organic, locally sourced food is better Threats Chipotle agreed to pay a $1.3 million fine for more than 13,000 child labor violations at several Massachusetts locations In 2015 there was an E.Coli outbreak in 11 states that infected 55 people Having employees cook with traditional means instead of automation increases food born illness Competition such as McDonalds, Wendy's, and Taco Bell have value menu options Stock Fell over 60% while competitors stock prices increased. McDonalds 80%, Wendy's 90%, Yum! 50% There are millions of rival businesses trying to take away market share Meat Shortages are dangerously close due to COVID-19 with almost 1/3 of the U.S. pork capacity down Most dishes average 2,000 mg of sodium which the recommended daily consumption is 2,300 mg # Caterpillar: Confidential Green One burrito can contain over 1,000 calories, half of the USDA recommended allowance, and contains more fat, cholesterol, carbohydrates, and sodium than a big mac Fast food Mexican differs substantially from traditional Mexican-style restaurants View EFE Matrix 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 fr than the canned factors below. In a CPM, factors do not need to be overly specific, but they should be divisional in nature to th firm, your factors should be about the firm's soda business, Frito Lay business, bottling business, etc. rather than just general "a division (business) are you referring to? Frito Lay's advertising, soda marketing, etc. All divisions do not need to be treated equ divisions with 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 A STAND; MAKE A CHOICE. In a CPM below for ratings. 1 = "the response is poor" 2 = "the response is average" 3 = "the response is above average" 4 = "the response is superior" View CPM Matrix Enter 12 Factors Below Advertising Domestic Market Penetration Customer Service Product Variety International Market Penetration Employee Dedication Financial Profit Customer Loyalty # Caterpillar: Confidential Green Market Share Product Quality Top Management Price Competitiveness View CPM Matrix 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.
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