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Strengths Weaknesses Opportunities Threats CPM BCG Matrix

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IE Matrix SPACE Matrix Perceptual Maps GRAND SWOT QSPM

Welcome to the Free Excel Student Template Version 16.1.12

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

Instructions for Using the Template

1 Please read all Template instructions below carefully before you start each new section of this Template. Only type in the green boxes. Refer to the David & David textbook
for conceptual guidelines for every matrix and analysis in this Template.

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.

Strengths and Weaknesses

1 Enter into the Template exactly 10 strengths and 10 weaknesses, no more and no less. Your factors should be detailed and actionable rather than vague. For example, the
strength: "Sales up nicely" is too vague and not actionable; "Sales were up 15% on women's apparel in China during 2015" is stated far better. Always be thinking in terms of
divisions when writing strengths and weaknesses. Note women's apparel could be a division for Nike. All divisions do not need to be treated equally; allow more coverage for
divisions with more revenue and those most pertinent to your strategic plan.

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. 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 highly 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.

1 = "major weaknesses"
2 = "minor weaknesses"
View IFE Matrix
3 = "minor strength"
 4 = "major strength"

Strengths Weight Rating

1 Telkomsel memiliki lebih dari 169.5 juta pelanggan 0,20 3
2 Memiliki rata-rata kecepatan unduh (download) internet di Indonesia mencapai 20.85 megabits per second (Mbps) 0,17 4
3 Memiliki (brand value) mencapai US$ 4.69 miliar dan enterprise value sebesar US$ 30.44 miliar 0,08 3
4 Menjangkau 95% wilayah di Indonesia 0,17 4
5 Memiliki 397 gerai GraPARi yang tersebar di Indonesia 0,10 3
6 Menguasai hampir 60% pangsa pasar telekomunikasi seluler di Indonesia 0,10 4
7
8
9
10

Weaknesses Weight Rating

1 Tarif internet yang relatif mahal dibanding operator lain 0,08 2
2 Jaringan tidak stabil di beberapa wilayah 0,10 1
3
4
5
6
7
8
9
10

View IFE Matrix Total Weight (Must Equal 1.00) 1,00

Opportunities and Threats

1 Enter into this Template exactly 10 opportunities and 10 threats, no more no less. Your factors should be detailed and actionable rather than vague. Keep in mind both
opportunities and threats should be external in nature. Ask yourself "Does the firm have control over this factor?" If the answer is yes, then it cannot be an opportunity or threat.
For example, as a clothing retailer you may have an opportunity to "start selling clothes in China." This is not an opportunity for two reasons: 1) the firm has internal control
over doing business in China, and 2) the statement is a strategy. The underlying opportunity may be "Women in China spent 20% more on athletic apparel in 2015." Note how
this opportunity is specific, actionable, divisional, and external (we cannot control the culture or demand for female athletic apparel). All divisions do not need to be treated
equally, allow more coverage for divisions with more revenue and those most pertinent to your strategic plan.

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 = "company's response to the external factor is poor"
2 = "company's response to the external factor is average"
View EFE Matrix
3 = "company's response to the external factor is above average"
4 = "company's response to the external factor is superior"

Opportunities Weight Rating

1 Laju pertumbuhan penduduk Indonesia akan mencapai 1.17% 0,10 3
2 Pengguna internet di Indonesia meningkat 2.67% mencapai 215.63 juta pengguna 0,20 4
3 Industri teknologi dan informasi sangat berperan penting di masa depan 0,12 4
4 Tercatat 90.54% rumah tangga di Indonesia telah memiliki/menguasai minimal satu nomor telepon seluler 0,18 3
5
6
7
8
9
10

Threats Weight Rating

1 Memiliki pesaing operator seluler yang kuat 0,13 3
2 Keluhan pelanggan mencapai 21% 0,15 2
3 Tercatat 12.74 juta akun yang mengalami kebocoran data di Indonesia 0,12 2
4
5
6
7
8
9
10

View EFE Matrix Total Weight (Must Equal 1.00) 1,00

Competitive Profile Matrix (CPM)

1 To perform the CPM, enter exactly 12 critical success factors, no more and no less. You may use some of the ones listed below if you like but try to use ones that are more
pertinent to your company. For example, if your case is Delta Airlines, perhaps include on time arrival, extra fees, and frequent flyer points as factors, rather than the canned
factors below. In a CPM, factors do not need to be overly specific, but they should be divisional in nature to the extent possible. If Pepsi Co. is your firm, your factors should be
about the firm's soda business, Frito Lay business, bottling business, etc. rather than just general "advertising." advertising for what division (business) are you referring to? Frito
Lay's advertising, soda marketing, etc. All divisions do not need to be treated equally; allow more coverage for divisions with more revenue and those most pertinent to your
strategic plan.

2 After entering in 12 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 = "major weaknesses"
2 = "minor weaknesses" View CPM Matrix
3 = "minor strength"
4 = "major strength"

Enter 12 Factors Below Weight Telkomsel XL Axiata Indosat

Enter Ratings Below

Advertising 0,12 4 3 2
Market Penetration 0,07 3 3 2
Customer Service 0,10 3 2 3
Store Locations 0,13 4 3 2
R&D 0,02 2 3 3
Employee Dedication 0,02 3 3 3
Financial Profit 0,07 3 3 2
Customer Loyalty 0,20 4 3 2
Market Share 0,13 3 2 2
Product Quality 0,10 3 3 2
Top Management 0,02 2 3 3
Price Competitiveness 0,02 2 3 3

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 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 Market BCG
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.

Top Firm in Division

Your Firm's Industry Market Relative
Enter in division names below (If less than 5, leave the other spaces blank and no circles will appear) Division Division Growth Rate Market Share
Revenues Revenues (Step 4) Position

Prabayar 1,497E+14 1,497E+14 0,20 1,00

Pascabayar 7,111E+12 7,111E+12 0,10 1,00
Layanan WiFi 2,8E+13 2,8E+13 0,18 1,00
#DIV/0!
#DIV/0!

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
 IE
Enter The Name Of Your Firm

Telkomsel

Your Firm's
Enter in division names below. If less than 5, leave the other spaces blank and no circles will appear. Remember you could Estimated Estimated EFE
Division
use divisions by geographic region for the BCG and by product/service type for the IE (or vice versa). IFE Score Score
Revenues

Prabayar 1,497E+14 3,16 3,05

Pascabayar 7,111E+12 2,65 2,4
Layanan WiFi 2,8E+13 2,9 2,6

IE

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

2 Enter the five factors you wish to use each for FP, SP, CP, and IP and the corresponding rating each factor should receive. SPACE
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)

Enter The Name Of Your Firm

Telkomsel

Ratings
Financial Position (FP)
Return on Investment (ROI) 6
Leverage 6
Liquidity 4
Working Capital 5
Cash Flow 6

Industry Position (IP)

Growth Potential 7
Financial Stability 6
Ease of Entry into Market 6
Resource Utilization 4
Profit Potential 5

Ratings
Competitive Position (CP)
Market Share -1
Product Quality -2
Customer Loyalty -1
Technological know-how -1
Control over Suppliers and Distributors -3

Stability Position (SP)

Rate of Inflation -2
Technological Changes -2
Price Elasticity of Demand -3
Competitive Pressure -2
Barriers to Entry into Market -2

Your firm's X-axis 4,0

Your firm's Y-axis 3,2

XL Axiata

Estimated FP 4
Estimated IP 5
Estimated CP -2
Estimated SP -2

Competitor 1's X-axis 3

Competitor 1's Y-axis 2

Indosat

Estimated FP 3
Estimated IP 3
Estimated CP -3
Estimated SP -4

Competitor 2's X-axis 0

 Competitor 2's Y-axis -1

SPACE

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

2 Enter in the X axis and Y axis dimensions. For example, if developing a map for frozen foods your X axis could range Perceptual Map
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.

Enter The Name of the Dimensions on the X-axis

Low Internet Speed

High Internet Speed

Enter The Name of the Dimensions on the Y-axis

Low Price

High Price

X - axis Y - axis
Enter in up to 10 products Rating Rating

Prabayar 8 7
Pascabayar 8 6
Layanan WiFi 7 6
 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

Prabayar 9 8
Pascabayar 7 7
Layanan WiFi 8 8

GRAND

SWOT
1 Click on the SWOT Hyperlink below and add your SO,WO,ST, 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.

2. In developing a QSPM, after entering in your strategies, then rate each strategy based on the strengths, weaknesses, QSPM
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
0 = Not applicable Strategy Two
One
1 = Not attractive

Meningkatk Memperluas
an promosi target pasar
2 = Somewhat attractive
3 = Reasonably attractive
4 = Highly attractive
AS Ratings AS Ratings
Strengths
1 Telkomsel memiliki lebih dari 169.5 juta pelanggan 4 4
2 Memiliki rata-rata kecepatan unduh (download) internet di Indonesia mencapai 20.85 megabits per second (Mbps) 3 4
3 Memiliki (brand value) mencapai US$ 4.69 miliar dan enterprise value sebesar US$ 30.44 miliar 3 3
4 Menjangkau 95% wilayah di Indonesia 4 4
5 Memiliki 397 gerai GraPARi yang tersebar di Indonesia 3 3
6 Menguasai hampir 60% pangsa pasar telekomunikasi seluler di Indonesia 3 4
7 0
8 0
9 0
10 0

AS Ratings AS Ratings
Weaknesses
1 Tarif internet yang relatif mahal dibanding operator lain 4 3
2 Jaringan tidak stabil di beberapa wilayah 2 3
3 0
4 0
5 0
6 0
7 0
8 0
9 0
10 0

AS Ratings AS Ratings

Opportunities
1 Laju pertumbuhan penduduk Indonesia akan mencapai 1.17% 3 4
2 Pengguna internet di Indonesia meningkat 2.67% mencapai 215.63 juta pengguna 4 4
3 Industri teknologi dan informasi sangat berperan penting di masa depan 3 3
4 Tercatat 90.54% rumah tangga di Indonesia telah memiliki/menguasai minimal satu nomor telepon seluler 4 4
5 0
6 0
7 0
8 0
9 0
10 0

AS Ratings AS Ratings
 Threats
1 Memiliki pesaing operator seluler yang kuat 4 3
2 Keluhan pelanggan mencapai 21% 3 2
3 Tercatat 12.74 juta akun yang mengalami kebocoran data di Indonesia 2 2
4 0
5 0
6 0
7 0
8 0
9 0
10 0

QSPM

You have completed Part 1.