You’ll need at least 5 legitimate business sources, of of which must be the annual report for the company BUS 4060 Q-SWOT 2022.xls? Final Project Paper Guidelines Deliverables: You’ll turn
You'll need at least 5 legitimate business sources, of of which must be the annual report for the company
Final Project Paper Guidelines
Deliverables: You'll turn in a completed copy of the Q-SWOT spreadsheet and an 8-10 page paper.
Instructions: For this assignment you'll use a variety of sources to learn about your selected company. You'll complete a full strategic analysis using the Q-SWOT spreadsheet, fully develop a forward looking strategy, you'll also run all the numbers on the Pro-Forma tabs, and then you'll summarize your findings and pitch your strategy to me in an 8-10 page paper.
I selected Subway
Tutorial Videos
Internal factors https://vsc.yuja.com/V/Video?v=4831583&a=891769679&classPID=508091&cim=false&from=2
External factors https://vsc.yuja.com/V/Video?v=4831569&a=1138312307&classPID=508091&cim=false&from=2
Strategies tab – https://vsc.yuja.com/V/Video?v=4831595&a=2097737298&classPID=508091&cim=false&from=2
Strategy Summary tab – https://vsc.yuja.com/V/Video?v=4831551&a=1973753955&classPID=508091&cim=false&from=2
Financial Analysis https://vsc.yuja.com/V/Video?v=4831516&a=181449080&classPID=508091&cim=false&from=2
Pro Forma– https://vsc.yuja.com/V/Video?v=4831523&a=653041448&classPID=508091&cim=false&from=2
Internal
| Internal Factor Evaluation | ||||||
| Internal Key Factors | Rate | Weight | Total | |||
| 1 – 4 | .01 – .99 | FACTOR RATING SCALE | ||||
| 0.00 | ||||||
| 0.00 | 1. Major Weakness 3. Minor Strength | |||||
| 0.00 | 2. Minor Weakness 4. Major Strength | |||||
| 0.00 | ||||||
| 0.00 | Factor Weighting Scale – 0.01 = Low importance 0.99 = High importance | |||||
| 0.00 | All Factor Weights must sum to 1.0. | |||||
| 0.00 | ||||||
| 0.00 | INTERNAL FACTOR CODE: | |||||
| 0.00 | FN = FINANCE | |||||
| 0.00 | MG = MANAGEMENT | |||||
| 0.00 | MK = MARKETING | |||||
| 0.00 | IS = INFORMATION SYSTEMS | |||||
| 0.00 | PR = PRODUCTION OF A PRODUCT | |||||
| 0.00 | RD = RESEARCH AND DEVELOPMENT | |||||
| 0.00 | SV = THE PROVIDING OF A SERVICE | |||||
| 0.00 | ||||||
| 0.00 | ||||||
| 0.00 | ||||||
| 0.00 | ||||||
| Total Weight must equal 1.0 = | 0.00 | 0.00 | Internal Score Analysis | |||
| 1.0 – 2.0 = Weak internal structure and execution. | ||||||
| 2.0 – 3.0 = Moderate to Average internal strength is seen in the in the analysis of the busienss. | ||||||
| 3.0 – 4.0 = Internal factors are primarily very strong and can be used to advantage over competitors. |
External
| External Factor Evaluation | ||||||
| External Key Factors | Rate | Weight | Total | |||
| 1 – 4 | .01 – .99 | |||||
| 0.00 | FACTOR RATING SCALE | |||||
| 0.00 | ||||||
| 0.00 | 1. Major Threat 3. Minor Opportunity | |||||
| 0.00 | 2. Minor Threat 4. Major Opportunity | |||||
| 0.00 | ||||||
| 0.00 | Factor Weight Scale – 0.01 = low importance 0.99 = high importance | |||||
| 0.00 | ||||||
| 0.00 | EXTERNAL FACTOR CODE: | |||||
| 0.00 | CP = COMPETITIVE | |||||
| 0.00 | CL = CULTURAL | |||||
| 0.00 | DM = DEMOGRAPHIC | |||||
| 0.00 | EC = ECONOMIC | |||||
| 0.00 | GE = GEOGRAPHIC | |||||
| 0.00 | GV = GOVERNMENT | |||||
| 0.00 | IN = INDUSTRY | |||||
| 0.00 | LG = LEGAL | |||||
| 0.00 | PL = POLITICAL | |||||
| 0.00 | SC = SOCIAL | |||||
| 0.00 | TC = TECHNOLOGICAL | |||||
| Total Weight must equal 1.0 = | 0.00 | 0.00 | External Score Analysis | |||
| 1.0 – 2.0 = External environment is hostile and threatening. Will require definsive strategies for success. | ||||||
| 2.0 – 3.0 = External environment is average and may contain pockets of opportunity. | ||||||
| 3.0 – 4.0 = External environment is primarily loaded with opportunity. |
SWOT
| S W O T | |||||||
| STRENGTHS (S) | Rating | Weight | WEAKNESSES (W) | Rating | Weight | ||
| 1 | 0 | 0 | 0.00 | 1 | 0 | 9 | 9.00 |
| 2 | 0 | 0 | 0.00 | 2 | 0 | 9 | 9.00 |
| 3 | 0 | 0 | 0.00 | 3 | 0 | 9 | 9.00 |
| 4 | 0 | 0 | 0.00 | 4 | 0 | 9 | 9.00 |
| 5 | 0 | 0 | 0.00 | 5 | 0 | 9 | 9.00 |
| 6 | 0 | 0 | 0.00 | 6 | 0 | 9 | 9.00 |
| 7 | 0 | 0 | 0.00 | 7 | 0 | 9 | 9.00 |
| 8 | 0 | 0 | 0.00 | 8 | 0 | 9 | 9.00 |
| 9 | 0 | 0 | 0.00 | 9 | 0 | 9 | 9.00 |
| 10 | 0 | 0 | 0.00 | 10 | 0 | 9 | 9.00 |
| 11 | 0 | 0 | 0.00 | 11 | 0 | 9 | 9.00 |
| 12 | 0 | 0 | 0.00 | 12 | 0 | 9 | 9.00 |
| 13 | 0 | 0 | 0.00 | 13 | 0 | 9 | 9.00 |
| 14 | 0 | 0 | 0.00 | 14 | 0 | 9 | 9.00 |
| 15 | 0 | 0 | 0.00 | 15 | 0 | 9 | 9.00 |
| 16 | 0 | 0 | 0.00 | 16 | 0 | 9 | 9.00 |
| 17 | 0 | 0 | 0.00 | 17 | 0 | 9 | 9.00 |
| 18 | 0 | 0 | 0.00 | 18 | 0 | 9 | 9.00 |
| 19 | 0 | 0 | 0.00 | 19 | 0 | 9 | 9.00 |
| OPPORTUNITIES (O) | Rating | Weight | THREATS (T) | Rating | Weight | ||
| 1 | 0 | 0 | 0.00 | 1 | 0 | 9 | 9.00 |
| 2 | 0 | 0 | 0.00 | 2 | 0 | 9 | 9.00 |
| 3 | 0 | 0 | 0.00 | 3 | 0 | 9 | 9.00 |
| 4 | 0 | 0 | 0.00 | 4 | 0 | 9 | 9.00 |
| 5 | 0 | 0 | 0.00 | 5 | 0 | 9 | 9.00 |
| 6 | 0 | 0 | 0.00 | 6 | 0 | 9 | 9.00 |
| 7 | 0 | 0 | 0.00 | 7 | 0 | 9 | 9.00 |
| 8 | 0 | 0 | 0.00 | 8 | 0 | 9 | 9.00 |
| 9 | 0 | 0 | 0.00 | 9 | 0 | 9 | 9.00 |
| 10 | 0 | 0 | 0.00 | 10 | 0 | 9 | 9.00 |
| 11 | 0 | 0 | 0.00 | 11 | 0 | 9 | 9.00 |
| 12 | 0 | 0 | 0.00 | 12 | 0 | 9 | 9.00 |
| 13 | 0 | 0 | 0.00 | 13 | 0 | 9 | 9.00 |
| 14 | 0 | 0 | 0.00 | 14 | 0 | 9 | 9.00 |
| 15 | 0 | 0 | 0.00 | 15 | 0 | 9 | 9.00 |
| 16 | 0 | 0 | 0.00 | 16 | 0 | 9 | 9.00 |
| 17 | 0 | 0 | 0.00 | 17 | 0 | 9 | 9.00 |
| 18 | 0 | 0 | 0.00 | 18 | 0 | 9 | 9.00 |
| 19 | 0 | 0 | 0.00 | 19 | 0 | 9 | 9.00 |
I&E Matrix
| THE INTERNAL AND EXTERNAL FACTOR MATRIX (I/E) | |||||||
| IFEM TOTAL WEIGHTED SCORES | |||||||
| INTERNAL FACTOR SPACE | |||||||
| HIGH | LOW | ||||||
| EFEM | 3 | 2 | 1 | ||||
| TOTAL | |||||||
| WEIGHTED | HIGH | ||||||
| SCORES | |||||||
| EXTERNAL | |||||||
| FACTOR | |||||||
| FAVORABLENESS | |||||||
| EFEM Total: | 0.00 | ||||||
| LOW | |||||||
| IFEM Total: | 0.00 | ||||||
| STRATEGY AREA: | |||||||
| 0.00 | |||||||
| *NOTE: DIVESTITURE, LIQUIDATION, RETRENCHMENT, | |||||||
| AND RESTRUCTURING SHOULD BE ONGOING STRATEGIES, | |||||||
| REGARDLESS OF THE ORGANIZATION'S STRATEGIC POSTURE. | |||||||
| POSSIBLE STRATEGIES: | GROW & | HOLD & | HARVEST & | ||||
| BUILD | MAINTAIN | DIVEST | |||||
| BACKWARD INTEGRATION……………. | X | ||||||
| CONCENTRIC DIVERSIFICATION……… | X | X | X(?) | ||||
| CONGLOMERATE DIVERSIFICATION……. | X | X(?) | |||||
| DIVESTITURE…………………….. | X* | X* | X* | ||||
| FORWARD INTEGRATION…………… | X | ||||||
| HORIZONTAL DIVESIFICATION……….. | X | X(?) | |||||
| HORIZONTAL INTEGRATION……….. | X | X(?) | |||||
| LIQUIDATION……………….. | X* | X* | X* | ||||
| MARKET DEVELOPMENT……………. | X | X(?) | |||||
| MARKET PENETRATION……………. | X | X | |||||
| PRODUCT DEVELOPMENT………………… | X | X(?) | |||||
| RESTRUCTURING………………… | X* | X* | X* | ||||
| RETRENCHMEMT…………………. | X* | X* | X* | ||||
| (?) DEPENDS ON THE FINANCIAL CONDITION OF THE ORGANIZATION |
I&E Matrix
STRATEGIES
| THE SWOT MATRIX STRATEGIES |
| Use this tab to brainstorm 3-4 strategies for each of the four possible factor pairings. |
| Please watch the tutorial video for this tab so that you are certain to be writing your factors correctly. |
| STRENGTH/OPPORTUNITY (SO) STRATEGIES |
| WEAKNESS/OPPORTUNITY (WO) STRATEGIES |
| STRENGTH/THREAT (ST) STRATEGIES |
| WEAKNESS/THREAT (WT) STRATEGIES |
Strategy – Summary
| This tab is called the "Strategy Summary" tab. |
| Please type of a description of the forward looking strategy that you have decided to go with. |
| This should be detailed, and it must contain the following information: |
| 1. How much money are you willing to spend on your strategy? What will it cost? |
| 2. What is the source of these funds? Are you using cash, selling stock, getting personal investors to contribute? |
| 3. What is the expected return on this investment? |
| 4. What is the timing of both the expenses and the return? |
| Important considerations: |
| Most strategies play out over several years, so I want to see your thinking out 2-3 years on both expenses and revenue. |
| "Keep doing what you are doing" is NOT a strategy. That usually leads to failure. |
| Show me HOW you estimated your costs, and your revenue. Online research is very helpful here – show me your sources. |
| Make sure you are using a strategy that was generated and recorded on the Strategies tab. That insures proper analysis. |
| Think boldly. Most daring strategies are not conservative in nature. |
| Type the summary of your strategy here: |
Financial Analysis
| Place your financial ratio and trend analysis on this tab. | ||||||||||||||
| Please look back 2-3 years, and also do the same ratios | ||||||||||||||
| and trends in the forward-looking three years so that you | ||||||||||||||
| can see the affect of your strategy on the financial performance | ||||||||||||||
| of the business. | ||||||||||||||
| You may adjust this template to your liking, and add/remove items as necessary | ||||||||||||||
| Year 3 | Year 2 | Current | Future Yr 1 | Future Yr 2 | Future Yr 3 | Describe what each ratio and trend is telling you about the company performance | ||||||||
| Year | ||||||||||||||
| Gross Profit Margin | ||||||||||||||
| Operating Profit Margin | ||||||||||||||
| Net Profit Margin | ||||||||||||||
| Current Ratio | ||||||||||||||
| Quick Ratio | ||||||||||||||
| Debt to Equity ratio | ||||||||||||||
| Average Collection Period | ||||||||||||||
| Return on Equity | ||||||||||||||
| Inventory Turns | ||||||||||||||
| Days of Inventory | ||||||||||||||
| Trends: | ||||||||||||||
| Annual % increase in sales | ||||||||||||||
| annaul % increase in Net Income | ||||||||||||||
| Annual % change in Cash | ||||||||||||||
| Annual % change in short term liabilities | ||||||||||||||
| Annual % change in Long term Liabilities |
Pro Forma Income Statement
| Please watch the tutorial video regarding the |
| pro-forma statements before you tackle this part of |
| the sprreadsheet. It's important that you predict |
| the next three years without your strategy, and then |
| add the financials of your strategy into that plan – |
| and the tutorial video will walk you through that process. |
Pro Forma Balance Sheet
| Please watch the tutorial video regarding the |
| pro-forma statements before you tackle this part of |
| the sprreadsheet. It's important that you predict |
| the next three years without your strategy, and then |
| add the financials of your strategy into that plan – |
| and the tutorial video will walk you through that process. |
,
We have a series of case studies in this class where we are learning about strategic analysis and decision making. The cases require you to complete a copy of the Q-SWOT spreadsheet and a 2-3 page paper summarizing your findings.
Here is the basic outline that you case study papers must follow: 1. Short introduction about the company 2. Review of the Key Internal Factors (1-3 factors that you believe are critical) 3. Review of the Key External Factors (1-3 factors that you believe are critical) 4. Review of the Internal and External Scores, and what they are telling you. (from the spreadsheet) 5. Review of the I&E Matrix Plot, and whether or not you agree with the location. (from the spreadsheet) 6. Identify the Generic Strategy that you feel your company is using. (from the text – Porter's Generic Strategy Model) 7. Talk briefly about the 5 forces model for the industry this company is in. (from the text – Porter's Five Forces Model) 8. Provide written financial analysis of the key ratios you identified (If the case or annual report contains financials) 9. Brief statement on where the company stands today. (You're overall outlook on how the company is doing) 10. Briefly list 2-3 possible future strategies that could be employed. (from your Strategies Tab in the spreadsheet) 11. Provide a complete detailed outline of the strategy you have selected (From your Strategy Summary Tab) 12. Include discussion around forward looking financials (How much will you spend, what is the source of funding, what is the return, and when will that happen) 13. Tell my why this strategy will be successful, in your view 14. Summary and conclusion
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