Professional Documents
Culture Documents
Strategic - Management - Template FORD PART 1
Strategic - Management - Template FORD PART 1
Strengths Weaknesses
Opportunities Threats BCG Matrix
SPACE Matrix GRAND SWOT
IE Matrix
Perceptual Maps
QSPM HOME
2 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.
2 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.
3 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.
2 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.
3 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"
View EFE Matrix
3 = "the response is above average"
4 = "the response is superior"
9
10
2 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.
3 After entering in your weights, type the name of your company and two other competitors in the corresponding boxes.
4 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.
1.00
View CPM Matrix
Boston Consulting Group (BCG) Matrix
1 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).
2 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.
3 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.
4 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.
5 Everything is calculated and positioned for you (Other than Industry Growth Rate in Step 4) including the Relative BCG
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.
BCG
Internal - External (IE) Matrix
1 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.
2 Company wide EFE and IFE scores are automatically entered once you complete the EFE and IFE Matrices.
3 Enter in estimated EFE and IFE Scores for your respective divisions.
4 This Template's IE matrix does not produce pie slices to show profits.
IE
Ford Motor Company
Your Firm's
Enter in division names below. If less than 5, leave the other spaces blank and no circles will appear. Remember you Estimated Estimated EFE
Division
could use divisions by geographic region for the BCG and by product/service type for the IE (or vice versa). IFE Score Score
Revenues
IE
SPACE Matrix
1
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.
SPACE
2 You may use the factors provided here, but try to determine key factors related to your company and industry in the
same manner you did with the CPM. The calculations are done automatically and the rating scale is provided below.
3 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)
FORD
Ratings
Financial Position (FP)
Earnings Before Interest and Taxes 1
Net Income 1
Revenue 1
1
1
Ratings
Competitive Position (CP)
Market Share -2
Product Quality -2
Customer Loyalty -1
Variety of Products Offered -1
TOYOTA
Estimated FP 5
Estimated IP 5
Estimated CP -3
Estimated SP -4
GM
Estimated FP 6
Estimated IP 4
Estimated CP -5
Estimated SP -3
Perceptual Map
1 In this Template's Perceptual Map, you may include for up to 10 product categories.
Perceptual Map
2 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."
3 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.
4 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.
Perceptual Map
Grand Strategy Matrix
1 The Grand Strategy Matrix allows for entry of your firm and up to 5 divisions GRAND
2 Rank the X axis from 1 (Extremely Weak Competitive Position) to 9 (Extremely Strong Competitive Position)
3 Rank the Y axis from 1 (Extremely Slow Market Growth) to 9 (Extremely Rapid Market Growth) X-axis score Y-axis score
GRAND
SWOT
1 Click on the SWOT Hyperlink below and add your SLOWEST, and WT Strategies.
SWOT
QSPM
1.
To perform a QSPM, enter two strategies in the corresponding green boxes below. These two strategies should be
derived from your BCG, IE, SPACE, GRAND, and SWOT. 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.
QSPM
2.
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.
Strategy Strategy
0 = Not applicable One Two
1 = Not attractive
2 = Somewhat attractive
3 = Reasonably attractive
4 = Highly attractive
AS Ratings AS Ratings
Strengths
1 market share
2 safety
3 #REF!
4 variety ( ford motor cradit company )
5 standardization
6 technologically
7 spare parts availability
8 Brand image
9 human resources
10 over 200 markets across 6 continents
AS Ratings AS Ratings
Weaknesses
1 Price Competitiveness
2 unique
3 financial position
4 interior features
5 Innovation
6 marketing
7 0
8 0
9 0
10 0
AS Ratings AS Ratings
Opportunities
1 competitors make loss ( gm make loss & toyota make loss for frist time )
2 competitors in bad economy (companys have bad economy but ford on track )
3 Competition to buy a division of the company ( three companes want to puy volvo )
4 Good Neighbor Committee
5 Car loans
6 Economy growth in some markets outside US
7 Demand on trucks
cash for clunkers program (The program, launched by the U.S. government in July 2009, enabled qualifying consumers
to trade in their old gas-guzzling cars and trucks with a mileage of 18 miles per gallon (mpg) or less for a value of up to
8 $3,500–$4,500. Ford had two models in the top-10 buy list of the Cash for Clunkers program )
9 0
10 0
AS Ratings AS Ratings
Threats
1 global economic situation
2 High level of competition
3 hight taxex rate
4 competitors alliance
5 0
6 0
7 0
8 0
9 0
10 0
QSPM
Reporting Date
Revenue
Operating expenses
Interest Expense
Non-recurring Events
Tax
Accounts Receivable
Inventory
Goodwill
Intangibles
Current Liabilities
Accounts Payable
Other Current
Liabilities
Long-term Debt
Other Long-term
Liabilities
Equity
Common Stock
Retained Earnings
Treasury Stock
Net Income
EPS
# Shares Outstanding
Stock Price
2
If you notice little to no change in EPS with stock vs debt financing, the total amount of your recommendations is likely t
recommending defensive strategies where you are not acquiring substantial new capital.
EBIT
EPS/EBIT Data
Total Equity and Debt 0.00 Note: Must equal 1.0. Check
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
projected statements.
Revenues #DIV/0! 7%
Interest Expense $0
Tax #DIV/0!
Non-Recurring Events 0
Work from the bottom of the Projected Balance Sheet to the top
Assets 12/31/06
Inventory #DIV/0!
Intangibles $0
Other Long-Term
#DIV/0!
Assets
Liabilities 12/31/2006
Other Current
#DIV/0!
Liabilities
Long-Term Debt $0
Other Long-Term
#DIV/0!
Liabilities
Equity 12/31/2006
Common Stock 0
Treasury Stock 0
Retained Earnings 0 0
Total Dividends to Pay START HERE
Projected Financial HOME
Statements
ial Data
ruct financial statements, financial ratios, and much more.
ion
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
Balance Sheet
Note: Enter as negative number
Balance Sheet
Balance Sheet
tion
ival can be a firm you wish to acquire or simply just to compare to
Company Valuation
nt Stock price is fine, or the closing price on the last day of the
Valuation
ysis
EPS/EBIT Analysis
ata
Note: Must equal 1.0. Check the two line items above.
tatements
to read and understand all notes provided by each line item. See
ed financial statements.
s to pay" line near the bottom; finish the equity section of the
the assets, using the top row (Cash) as the plug figure. A detailed
heet
12/31/07 12/31/08
Historical Note: The values are for the most recent year re
(not cumulative) dollar amounts for each item for each fore
Cash and Equivalents line). If you are purchasing $200 of P
in Projected Year 1, simply enter $200 into the first projec
reduce existing PP&E by $300, then you would enter in a n
Year 1 (assuming you still plan to purchase the other $200
time, it is not how fast you get the numbers entered. Rerea
few lines above.
Historical Note: The values are for the most recent year re
(not cumulative) dollar amounts for each item for each fore
Cash and Equivalents line). If you are purchasing $200 of P
in Projected Year 1, simply enter $200 into the first projec
reduce existing PP&E by $300, then you would enter in a n
Year 1 (assuming you still plan to purchase the other $200
time, it is not how fast you get the numbers entered. Rerea
few lines above.
12/31/2007 12/31/2008
Historical Note: The values are for the most recent year rep
(not cumulative) dollar amounts for each item for each fore
you do not plan to take on any additional long term debt in P
to pay off $1,000 in debt in Projected Year 1, enter in ($1,0
term debt column.
12/31/2007 12/31/2008
Historical Note: The values are for the most recent year r
(additional, not cumulative) Dollar amounts for each Item
you change Treasury Stock, you may need to make an adj
Enter Treasury Stock as a negative number. Read over Ch
and David textbook.
for the most recent year reported. Enter in the net new
s for each item for each forecasted year (Except for the
ou are purchasing $200 of Property, Plant & Equipment
er $200 into the first projected year. If you plan to also
then you would enter in a negative $100 into Projected
n to purchase the other $200). Take care with each line
the numbers entered. Reread the hints in red writing a
few lines above.
for the most recent year reported. Enter in the net new
s for each item for each forecasted year (Except for the
ou are purchasing $200 of Property, Plant & Equipment
er $200 into the first projected year. If you plan to also
then you would enter in a negative $100 into Projected
n to purchase the other $200). Take care with each line
the numbers entered. Reread the hints in red writing a
few lines above.
for the most recent year reported. Enter in the net new
for each item for each forecasted year. For example, if
dditional long term debt in Projected Year 1, but do plan
ected Year 1, enter in ($1,000) in Projected Year 1 long
term debt column.
cial as "picture"
Weighted Score
0.56
0.15
0.10
0.20
0.15
0.24
0.16
0.09
0.14
0.12
Weighted Score
0.30
0.10
0.12
0.12
0.15
0.10
0.00
0.00
0.00
0.00
2.80
EFE Matrix
9 0 0.00 0 0
10 0 0.00 0 0
FORD GM TOYOTA
Critical Success Factors Weight Rating Score Rating Score Rating Score
Err:509 0.10 3 0.30 2 0.20 4 0.40
Customer Service 0.10 4 0.40 3 0.30 2 0.20
Product Variety 0.10 2 0.20 2 0.20 3 0.30
Employee no. 0.15 3 0.45 2 0.30 2 0.30
Financial Profit 0.10 4 0.40 2 0.20 4 0.40
Customer Loyalty 0.15 2 0.30 4 0.60 3 0.45
Market Share 0.10 3 0.30 2 0.20 2 0.20
Product Quality 0.10 2 0.20 4 0.40 3 0.30
Top Management 0.10 3 0.30 4 0.40 3 0.30
Price Competitiveness 0.00 0 0.00 0 0.00 0 0.00
0 0.00 0 0.00 0 0.00 0 0.00
0 0.00 0 0.00 0 0.00 0 0.00
Totals 1.00 2.85 2.80 2.85
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.
NORTH AMER-
ICA SOTH AMERICA
ASIA PACIFIC /
AFRICA
EUROPE
special picture.
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
High
4.0
THE EFE WEIGHTED SCORES
Low
1.0
Firm's
Division Estimated Estimated
Division
IFE Score EFE Score
Revenues
0 $0 0.0 0.0
0 $0 0.0 0.0
0 $0 0.0 0.0
0 $0 0.0 0.0
0 $0 0.0 0.0
and Table
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
-4
-3
-5
-6
-4
-4.4
6
4
5
5
0
5.0
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.
Quadrant II Quadrant I
Weak Competitive
Position
Strong Competitive
Position
Quadrant IV
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 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.
0
0
0
0
QSPM
3 Check to make sure your text is not cut off in the matrix.
Double click (or drag) between the Cell Numbers.
0 0
0 0
0 0
Opportunities Weight AS TAS AS
1 competitors make loss ( gm make loss & toyota make loss for frist 0.06 0 0.00 0
time )
2 competitors in bad economy (companys have bad economy but ford 0.05 0 0.00 0
on track )
3 Competition to buy a division of the company ( three companes want 0.07 0 0.00 0
to puy volvo )
4 Good Neighbor Committee 0.10 0 0.00 0
5 Car loans 0.12 0 0.00 0
6 Economy growth in some markets outside US 0.10 0 0.00 0
7 Demand on trucks 0.07 0 0.00 0
8
0 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 P
Income Statement 12/30/1899 12/30/1899 Percent Change
Revenue (Sales) $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 (Operating Income) 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
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
SO Strategies
1 S3 &O5 = offering lower interest rates or zero percent financing to lure buyers
2 S10&O8= increased production some what driven by strong sales in the Cash for Clunkers program
3 S9 &O7= added shifts at its truck plants due to increased demand for its trucks and SUVs
4
ST Strategies
1
2
3
4
WO Strategies
1
2
3
4
WT Strategies
1 W3&T1= cut 40,000 jobs and closed 17 plants
2
3
4
rs
lunkers program
SUVs
1 Complete Part II to Construct the Company Valuation
0
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!
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
Steps 1 2 3 4
12/31/2006 $0 $0 $0 $0
12/31/2007 $0 $0 $0 $0
12/31/2008 $0 $0 $0 $0
Balance Sheet Information
Current Year's
Balance Sheet RE
$0
$0
$0
1 Complete Part II to Construct the Projected Financial Statements.
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
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
12/31/2006 12/31/2007 12/31/2008
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 NA NA NA
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 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 % #DIV/0! #DIV/0! #DIV/0!
ROE % #DIV/0! #DIV/0! #DIV/0!