strategic analysis of pepsico

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Welcome to the Free Excel Student Template Version 16.0 Dear Student,

Instructions for Using the Template

Strengths and Weaknesses

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.

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.

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.

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.

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.

Click The Blue Buttons Below to Navigate Part 1 More EfficientlyStrengths

Perceptual Maps

Weaknesses Opportunities Threats

IE MatrixSPACE Matrix GRAND

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

StrengthsKeen interest in demographic realities.It Possess most diversefied product portfolio.Capturing the market by increasing penetration in the markets of developing countries.Pepsico has intense global reach with presence in over 200 countries.Pepsico has an employee strength around 300,000 people.Extensive global distribution network.Excellent branding and advertising with global celebrities as brand ambassadors.Taking initiative to eradicate health harming factors from their beveragesIntense level of managing employee loyalty to the companyStrong water management strategies.

WeaknessesHigh brand switching because of strong competition in the aerated drinks segment from Coca Cola.Low penetration outside the Americas.Pepsico fails to market many of its product to health concious consumers.Pepsico has low market share then Coca ColaFrenchise system in South Asia.low growth strategies then Coca ColaLower distribution network then Coca Cola.High level of dependance on large supermarketsTap water scandal of Aquafina in AmericaAmbigious target marketing

Total Weight (Must Equal 1.00)

Opportunities and Threats

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.

View IFE Matrix

View IFE Matrix

#NAME?

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"

OpportunitiesRoad network upto remoted areas.Good political conditions.Stable security conditions.Cultural diversity of asians from instant drinks towards soft drinks.Awarness of preserved edibles.Nearness of Glass and Tin factory.Coca-Cola's less concentration on varieties of foods.Availiablity of raw material within the country/region.B101Trend of Aluminium alloyed metallic vessels which can help factory from depreciation for a long time.Plain lands away from richter-scale flood, spots can help smoothening production activity.

ThreatsAggressive competition with competitors like Coca Cola.Rapid decline in the sales of carbonated drinks.New product recalls due to quality scandals like Tropicana & acuqafina scandals.High amount of sugar in products being criticised by government health organization.Inflation, economic slowdown and instability causes decline in the purchasing power of customersDifferent norms in different countries.Different government has different laws and regulations that effect the behavior of companies.Raw material sourcing "vast consumption of water"

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.

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.

View EFE Matrix

Risk of developing diseases like diabetes Declining nature of a Product Lifecycle these days.

Total Weight (Must Equal 1.00)

Competitive Profile Matrix (CPM)

After entering in your weights, type the name of your company and two other competitors in the corresponding boxes.

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

Enter 12 Factors Below

AdvertisingMarket Penetration

CustomisationShops and Marts Locations

R&DEmployee Dedication

Financial Profit

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.

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.

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.

View EFE Matrix

View CPM Matrix

Customer LoyaltyMarket Share

Product QualityTop Management

Price Competitiveness

Boston Consulting Group (BCG) MatrixThis 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.

View CPM Matrix

Enter in division names below (If less than 5, leave the other spaces blank and no circles will appear)

AMEAEUROPEPepsiCo Americas Beverage (PAB)PepsiCo Americas Foods (PAF)

Internal - External (IE) Matrix

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.

This Template's IE matrix does not produce pie slices to show profits.

Enter The Name Of Your Firm

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.

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).

BCG

SPACE Matrix

FP and IPPositive 1 (worst) to Positive 7 (best)

CP and SPNegative 1 (best) to Negative 7 (worst)

Enter The Name Of Your Firm

Financial Position (FP)Return on Investment (ROI)LeverageLiquidity Working Capital Cash Flow

Industry Position (IP)Growth Potential

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.

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.

IE

Financial StabilityEase of Entry into MarketResource UtilizationProfit Potential

Competitive Position (CP)Market ShareProduct QualityCustomer LoyaltyTechnological know-howControl over Suppliers and Distributors

Stability Position (SP)Rate of InflationTechnological ChangesPrice Elasticity of DemandCompetitive PressureBarriers to Entry into Market

Your firm's X-axisYour firm's Y-axis

Competitor 1

Estimated FPEstimated IP

Estimated CPEstimated SP

Competitor 1's X-axisCompetitor 1's Y-axis

Competitor 2

Estimated FPEstimated IP

Estimated CPEstimated SP

Competitor 2's X-axisCompetitor 2's Y-axis

Perceptual Map

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

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 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 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.

SPACE

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

SWOT

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

Perceptual Map

SWOT

GRAND

QSPM

0 = Not applicable1 = Not attractive2 = Somewhat attractive3 = Reasonably attractive4 = Highly attractive

StrengthsKeen interest in demographic realities.It Possess most diversefied product portfolio.Capturing the market by increasing penetration in the markets of developing countries.Pepsico has intense global reach with presence in over 200 countries.Pepsico has an employee strength around 300,000 people.Extensive global distribution network.Excellent branding and advertising with global celebrities as brand ambassadors.Taking initiative to eradicate health harming factors from their beveragesIntense level of managing employee loyalty to the companyStrong water management strategies.

WeaknessesHigh brand switching because of strong competition in the aerated drinks segment from Coca Cola.

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.

Low penetration outside the Americas.Pepsico fails to market many of its product to health concious consumers.Pepsico has low market share then Coca ColaFrenchise system in South Asia.low growth strategies then Coca ColaLower distribution network then Coca Cola.High level of dependance on large supermarketsTap water scandal of Aquafina in AmericaAmbigious target marketing

OpportunitiesRoad network upto remoted areas.Good political conditions.Stable security conditions.Cultural diversity of asians from instant drinks towards soft drinks.Awarness of preserved edibles.Nearness of Glass and Tin factory.Coca-Cola's less concentration on varieties of foods.Availiablity of raw material within the country/region.B101Trend of Aluminium alloyed metallic vessels which can help factory from depreciation for a long time.Plain lands away from richter-scale flood, spots can help smoothening production activity.

ThreatsAggressive competition with competitors like Coca Cola.Rapid decline in the sales of carbonated drinks.New product recalls due to quality scandals like Tropicana & acuqafina scandals.High amount of sugar in products being criticised by government health organization.Inflation, economic slowdown and instability causes decline in the purchasing power of customersDifferent norms in different countries.Different government has different laws and regulations that effect the behavior of companies.Raw material sourcing "vast consumption of water"Risk of developing diseases like diabetes Declining nature of a Product Lifecycle these days.

QSPM

You have completed Part 1.

Welcome to the Free Excel Student Template Version 16.0

Instructions for Using the Template

Strengths and Weaknesses

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.

Only type in the green boxes. Refer to the David & David

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 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

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

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

Click The Blue Buttons Below to Navigate Part 1 More Efficiently

SWOT

CPM BCG Matrix

QSPM HOME

Weight Rating0.05 30.07 40.06 40.05 30.04 30.03 30.04 30.05 40.06 40.07 4

Weight Rating0.07 10.04 20.05 10.03 20.04 20.05 10.04 20.05 10.07 10.04 2

1.00

Opportunities and Threats

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 If your strengths are being cut off, simply drag your cursor between the two row numbers on the left to widen the row.

#NAME?

Weight Rating0.04 30.05 30.04 30.05 40.04 40.05 30.04 30.06 40.06 30.04 4

Weight Rating0.06 40.07 30.08 40.05 20.06 30.05 40.04 30.03 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

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.

0.07 40.02 3

1.00

Competitive Profile Matrix (CPM)

After entering in your weights, type the name of your company and two other competitors in the corresponding boxes.

Weight PEPSICo. COCA-COLA NESTLE

Enter Ratings Below0.09 3 2 40.07 4 3 40.08 3 2 40.07 2 3 40.09 4 3 20.08 3 2 40.09 3 2 4

You may use some of the ones listed below if you like but try to use ones that are 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

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.

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 DO NOT ASSIGN THE COMPANIES THE SAME RATING; TAKE A STAND; MAKE A CHOICE. In a CPM, use the coding scheme provided below

0.08 3 2 40.09 4 3 10.09 4 3 20.10 3 4 30.07 3 4 2

1.00

Boston Consulting Group (BCG) Matrix

BCG

10.2 #DIV/0!20.5 1.8 11.3932.7 #DIV/0!36.6 17.5 2.09

#DIV/0!

Internal - External (IE) Matrix

PEPSICo's Division Revenues

FRITO_LAY's Division Revenues

Division Market

Growth Rate (Step 4)

Relative Market Share

Position

Your Firm's Division Revenues

Estimated IFE Score

Estimated EFE Score

IE

SPACE Matrix

Ratings

SPACE

Ratings

0.00.0

00

00

Perceptual Map

Perceptual Map

Grand Strategy Matrix

X-axis scoreY-axis score

X - axis Rating

Y - axis Rating

GRAND

Strategy Two

AS Ratings AS Ratings


Strategy One

QSPM

Preliminary Financial Data

1 Enter in your preliminary financial data below for your company. This data is used to construct financial statements, financial ratios, and much more.

Income Statement Information

Reporting Date 12/31/2014 12/31/2015

Revenue

Cost of Goods Sold

Operating expenses

Interest Expense

Non-recurring Events

Tax

Balance Sheet Information

Current Assets 12/31/2014 12/31/2015

Cash and equivalents

Accounts Receivable

Inventory

Other Current Assets

Long Term Assets

Preliminary Financial Data Company ValuationEPS/EBIT Analysis Projected Financial

Statements

Goodwill

Intangibles

Other Long-term Assets

Current Liabilities

Accounts Payable

Long Term Liabilities

Long-term Debt

Equity

Common Stock

Retained Earnings

Treasury Stock

Paid in Capital & Other

Company Valuation

1

Property, plant & equipment

Other Current Liabilities

Other Long-term Liabilities

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 acquire or simply just to compare to your case company.

Your Firm's Name

Stockholders' Equity 0 Note: Determined after you complete the preliminary section.

Net Income 0 Note: Determined after you complete the preliminary section.

EPS #DIV/0!

# Shares Outstanding

Stock Price

Goodwill & Intangibles 0 Note: Determined after you complete the preliminary section.

Rival Firm's Name

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

Note: Determined after you complete the preliminary section and enter in # shares outstanding below.

Note: Using Current # shares outstanding is okay or # of shares outstanding (issued) on the last day of the fiscal year.

Note: Current Stock price is fine, or the closing price on the last day of the fiscal year.

If you notice little to no change in EPS with stock vs debt financing, the total amount of your recommendations is likely too low. Unless of course, you are recommending defensive strategies where you are not acquiring substantial new capital.

Rival Firm Valuation

Recession Normal Boom

EBIT

EPS/EBIT Data

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

Interest Rate Note: Enter as a decimal.

Tax Rate Note: Enter as a decimal.

Shares Outstanding 0 Note: Enter in under Company Valuation on this page.

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

Stock Price $0.00 Note: Enter in under Company Valuation on this page.

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 two line items above.

Projected Financial Statements

1

2

3

$4,859

Start with the income statement and work your way from top to bottom. Take extreme care to read and understand all notes provided by each line item. See Chapter 8 in the David & David textbook for examples and guidelines in developing projected financial statements.

After completing the income statement, begin the balance sheet starting with the "dividends to pay" line near the bottom; finish the equity section of the balance sheet first, then work your way up the statement to the liabilities section, then onto the assets, using the top row (Cash) as the plug figure. A detailed note beside the cash line item explains further.

Take care to read all notes to the right of the line items. Consult Chapter 8 of the David & David textbook for excellent explanations and tips for constructing projected statements.

Enter in Dividends Paid for most recent year

Note: Enter the total dollar amount in the same manner you did with your financial statements. For example, if you entered numbers in thousands (dropped off 000) or millions (dropped off 000,000) enter this number the same way

Projected Years (earliest to latest)

12/31/15

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


Income StatementHistorical

Numbers (see notes)

Read the message to the right, then start at the bottom with dividends.

Assets 12/31/15

Cash and Equivalents $0

Accounts Receivable $0

Inventory $0

Other Current Assets $0

$0

Goodwill $0

Intangibles $0

$0

Liabilities 12/31/2015

Accounts Payable 0

0

Long-Term Debt 0

0

Balance Sheet (Start at the bottom)Historical Dollar Amount Paid

Property Plant & Equipment

Other Long-Term Assets

Other Current Liabilities

Other Long-Term Liabilities

Equity 12/31/2015

Common Stock 0

Treasury Stock 0

Paid in Capital & Other 0

Retained Earnings 0 0

Total Dividends to Pay START HERE

Preliminary Financial Data

Enter in your preliminary financial data below for your company. This data is used to construct financial statements, financial ratios, and much more.

Income Statement Information

Balance Sheet Information

Enter all as Dollar Amounts. Make sure the oldest year is entered into Column 1 throughout this Template

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

Income Statement

Balance Sheet


HOME

Note: Enter as negative number

Company Valuation

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 acquire or simply just to compare

Balance Sheet

Note: Determined after you complete the preliminary section.



EPS/EBIT Analysis

Enter in the corresponding data below for your firm.

Note: Determined after you complete the preliminary section and enter in # shares outstanding below.

Note: Using Current # shares outstanding is okay or # of shares outstanding (issued) on the last day of the fiscal year.

Note: Current Stock price is fine, or the closing price on the last day of the fiscal year.

If you notice little to no change in EPS with stock vs debt financing, the total amount of your recommendations is likely too low. Unless of course, you are

Company Valuation

Rival Firm Valuation

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

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.

Combination Financing Data



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


Start with the income statement and work your way from top to bottom. Take extreme care to read and understand all notes provided by each line item. See Chapter 8 in the David & David textbook for examples and guidelines in developing projected financial statements.

After completing the income statement, begin the balance sheet starting with the "dividends to pay" line near the bottom; finish the equity section of the balance sheet first, then work your way up the statement to the liabilities section, then onto the assets, using the top row (Cash) as the plug figure. A

Take care to read all notes to the right of the line items. Consult Chapter 8 of the David & David textbook for excellent explanations and tips for

Note: Enter the total dollar amount in the same manner you did with your financial statements. For example, if you entered numbers in thousands (dropped off 000) or millions (dropped off 000,000) enter this number the

Percentages in the Projected Income Statement will be multiplied by the most recent year. For example, if you enter in 10% for projected revenues in projected

year 2, the Template will use the equation (1.10 x projected year 1 revenues) = projected year 2 revenues. For line items in the projected income statement

requesting dollar amounts, please read the note below for the balance sheet. The calculations work the same way as described there.

EPS/EBIT Analysis


12/31/17 12/31/18

Scroll Down for Balance Sheet

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





Historical Percent Notes Below. Enter your data in the EXACT same format as the Notes describe.

Historical Note: Difference the two most recent years of data. Enter percent increases you expect based on your recommendations. Do not blindly use the historical number provided. Enter as percent.

Historical Note: Percent of Sales in the most recent year. Use a similar percent across all three projected years unless you believe COGS to sales percent will change drastically. Enter as percent.

Historical Note: Percent of Sales in the most recent year. Use a similar percent across all three projected years unless you believe Operating Expenses to sales percent will change drastically. Enter as percent.

Historical Note: Dollar amount of interest paid in the most recent year. Enter in the NEW NET dollar amounts of new net interest you will forecasted for each year. If your most recent interest payment was $500 and you If financing through debt, the number is more likely to increase more than if financing through equity. Enter as dollar amount. If you anticipate less interest expense than the year before, enter as a negative number.

Historical Note: Tax Rate in most recent year. You can likely use the same tax rate throughout unless you expect a large increase/decrease in revenues and subsequently EBT. Enter as percent.

Historical Note: Dollar amount of Non-Recurring Events. Safe to forecast this number as $0 in ever year. Enter as dollar amount.

Read the message to the right, then start at the bottom with dividends.

12/31/17 12/31/18

12/31/2017 12/31/2018

The projected Balance Sheet is designed for you to enter in the NET ADDITIONAL DOLLAR VALUES (except for Cash and Equivalents). The

Template will add these values to the existing numbers. For Example, if you are adding $1,000 in inventory in projected year 1, (but you estimate your firm used

$800 of its existing inventory from the prior year) just enter in $200 ($1,000-$800) in the corresponding box and the Template will use the equation ($200 + most

recent historical year Inventory number) = projected year 1 inventory.

Historical Note: Cash value in the most recent year reported. On the Projected Statements Tab, take Total Liabilities and Equity and Subtract Total Assets (BEFORE)

adding in Cash and Equivalents and enter the Cash and Equivalents in each of the 3 corresponding boxes to the left. Be sure to do 3 calculations, one for each projected

year. If your cash number appears too high or low, consult Chapter 8 of the textbook for more information.

Historical Note: The values are for the most recent year reported. Enter in the net new (not cumulative) dollar amounts for each item for each forecasted year (Except for the

Cash and Equivalents line). If you are purchasing $200 of Property, Plant & Equipment in Projected Year 1, and keeping existing PP&E the same, simply enter $200 into the

first projected year. If you plan to also reduce existing PP&E by $300, then you would enter in a negative $100 into Projected Year 1. Take care with each line time, it is not

how fast you get the numbers entered. Reread the hints in red writing a few lines above.

Historical Note: The values are for the most recent year reported. Enter in the net new (not cumulative) dollar amounts for each item for each forecasted year. For example, if

you do not plan to take on any additional long term debt in Projected Year 1, but do plan to pay off $1,000 in debt in Projected Year 1, enter in ($1,000) in Projected Year 1

long term debt column.

12/31/2017 12/31/2018

0 0

Historical Note: The values are for the most recent year reported. Enter in the new (additional, not cumulative) Dollar amounts for each Item for each forecasted year. If you change Treasury Stock, you may need to make an adjustment to Paid in Capital. Enter Treasury Stock as a negative number. Read over Chapter 8 of the David and

David textbook.

Historical Note: The Retained Earnings value is for the most recent year reported. The new additional (not cumulative) Retained Earnings are calculated automatically.

Start HERE. Enter the total dollar amount you wish to pay in dividends each forecasted year. If none, enter 0. This line is not cumulative, it does not add the value to any

existing value for dividends. For example, if the firm paid $1,000 in dividends and you wish to stop dividend payments, enter $0 in projected year 1 box. If you wish to

increase dividends by 10% enter $1,100 into projected year 1 box. Check on your own to see historically what the firm was paying.




Historical Percent Notes Below. Enter your data in the EXACT same format as the

Historical Note: Difference the two most recent years of data. Enter percent increases you expect based on your recommendations. Do not blindly use the historical number

Historical Note: Percent of Sales in the most recent year. Use a similar percent across all three projected years unless you believe COGS to sales percent will change

Historical Note: Percent of Sales in the most recent year. Use a similar percent across all three projected years unless you believe Operating Expenses to sales percent will

Enter as percent.

Historical Note: Dollar amount of interest paid in the most recent year. Enter in the NEW NET dollar amounts of new net interest you will forecasted for each year. If your most recent interest payment was $500 and you If financing through debt, the number is more likely to increase more than if financing through equity. Enter as dollar amount. If you anticipate less interest expense than the year before, enter as a negative number.

Historical Note: Tax Rate in most recent year. You can likely use the same tax rate throughout unless you expect a large increase/decrease in revenues and subsequently

Historical Note: Dollar amount of Non-Recurring Events. Safe to forecast this number Enter as dollar amount.

The projected Balance Sheet is designed for you to enter in the NET ADDITIONAL DOLLAR VALUES (except for Cash and Equivalents). The

Template will add these values to the existing numbers. For Example, if you are adding $1,000 in inventory in projected year 1, (but you estimate your firm used

$800 of its existing inventory from the prior year) just enter in $200 ($1,000-$800) in the corresponding box and the Template will use the equation ($200 + most

recent historical year Inventory number) = projected year 1 inventory.

Historical Note: Cash value in the most recent year reported. On the Projected Statements Tab, take Total Liabilities and Equity and Subtract Total Assets (BEFORE)

adding in Cash and Equivalents and enter the Cash and Equivalents in each of the 3 corresponding boxes to the left. Be sure to do 3 calculations, one for each projected

year. If your cash number appears too high or low, consult Chapter 8 of the textbook for more information.

Historical Note: The values are for the most recent year reported. Enter in the net new (not cumulative) dollar amounts for each item for each forecasted year (Except for the

Cash and Equivalents line). If you are purchasing $200 of Property, Plant & Equipment in Projected Year 1, and keeping existing PP&E the same, simply enter $200 into the

first projected year. If you plan to also reduce existing PP&E by $300, then you would enter in a negative $100 into Projected Year 1. Take care with each line time, it is not

how fast you get the numbers entered. Reread the hints in red writing a few lines above.

Historical Note: The values are for the most recent year reported. Enter in the net new (not cumulative) dollar amounts for each item for each forecasted year. For example, if

you do not plan to take on any additional long term debt in Projected Year 1, but do plan to pay off $1,000 in debt in Projected Year 1, enter in ($1,000) in Projected Year 1

long term debt column.

Historical Note: The values are for the most recent year reported. Enter in the new (additional, not cumulative) Dollar amounts for each Item for each forecasted year. If you change Treasury Stock, you may need to make an adjustment to Paid in Capital. Enter Treasury Stock as a negative number. Read over Chapter 8 of the David and

David textbook.

Historical Note: The Retained Earnings value is for the most recent year reported. The new additional (not cumulative) Retained Earnings are calculated automatically.

total dollar amount you wish to pay in dividends each forecasted year. If none, enter 0. This line is not cumulative, it does not add the value to any

existing value for dividends. For example, if the firm paid $1,000 in dividends and you wish to stop dividend payments, enter $0 in projected year 1 box. If you wish to

increase dividends by 10% enter $1,100 into projected year 1 box. Check on your own to see historically what the firm was paying.

IFE Matrix

12

3 To transfer into Word or Power Point, highlight the matrix, then paste special as "picture"

Strengths Weight Rating1 Keen interest in demographic realities. 0.05 32 It Possess most diversefied product portfolio. 0.07 43 0.06 44 Pepsico has intense global reach with presence in over 200 countries. 0.05 35 Pepsico has an employee strength around 300,000 people. 0.04 36 Extensive global distribution network. 0.03 37 0.04 38 0.05 49 Intense level of managing employee loyalty to the company 0.06 410 Strong water management strategies. 0.07 4

Weaknesses Weight Rating1 0.07 1

2 Low penetration outside the Americas. 0.04 23 0.05 1

4 Pepsico has low market share then Coca Cola 0.03 25 Frenchise system in South Asia. 0.04 26 low growth strategies then Coca Cola 0.05 17 Lower distribution network then Coca Cola. 0.04 28 High level of dependance on large supermarkets 0.05 19 Tap water scandal of Aquafina in America 0.07 110 Ambigious target marketing 0.04 2

Total IFE Score 1.00

If data is missing here, recheck "Part I" Check to make sure your text is not cut off in the matrix. Double click (or drag) between the Cell Numbers.

Capturing the market by increasing penetration in the markets of developing countries.

Excellent branding and advertising with global celebrities as brand ambassadors.Taking initiative to eradicate health harming factors from their beverages

High brand switching because of strong competition in the aerated drinks segment from Coca Cola.

Pepsico fails to market many of its product to health concious consumers.

Return to Part I

To transfer into Word or Power Point, highlight the matrix, then paste special as "picture"

Weighted Score

0.140.280.240.150.120.090.120.200.24

0.28

Weighted Score

0.07

0.08

0.050.060.080.050.080.050.07

0.08

2.53

Return to Part I

EFE Matrix

12


Opportunities Weight Rating Weighted Score1 Road network upto remoted areas. 0.04 3 0.122 Good political conditions. 0.05 3 0.153 Stable security conditions. 0.04 3 0.124 Cultural diversity of asians from instant drinks towards soft drinks. 0.05 4 0.25 Awarness of preserved edibles. 0.04 4 0.166 Nearness of Glass and Tin factory. 0.05 3 0.157 Coca-Cola's less concentration on varieties of foods. 0.04 3 0.128 Availiablity of raw material within the country/region.B101 0.06 4 0.249 0.06 3 0.1810 0.04 4 0.16

Threats Weight Rating Weighted Score1 Aggressive competition with competitors like Coca Cola. 0.06 4 0.242 Rapid decline in the sales of carbonated drinks. 0.07 3 0.213 0.08 4 0.324 0.05 2 0.105 0.06 3 0.186 Different norms in different countries. 0.05 4 0.207 0.04 3 0.128 Raw material sourcing "vast consumption of water" 0.03 2 0.069 Risk of developing diseases like diabetes 0.07 4 0.2810 Declining nature of a Product Lifecycle these days. 0.02 3 0.06

Total EFE Score 1.00 3.37

If data is missing here, recheck "Part I" Check to make sure your text is not cut off in the matrix. Double click (or drag) between the Cell Numbers.

Trend of Aluminium alloyed metallic vessels which can help factory from depreciation for a long time.Plain lands away from richter-scale flood, spots can help smoothening production activity.

New product recalls due to quality scandals like Tropicana & acuqafina scandals.High amount of sugar in products being criticised by government health organization.Inflation, economic slowdown and instability causes decline in the purchasing power of customers

Different government has different laws and regulations that effect the behavior of companies.

Return to Part IReturn to Part I

CPM Matrix

1 If data is missing here, recheck the "Part I" page.2


PEPSICo. COCA-COLA NESTLE

Critical Success Factors Weight Rating Score Rating Score Rating Score Advertising 0.09 3 0.27 2 0.18 4 0.36Market Penetration 0.07 4 0.28 3 0.21 4 0.28Customisation 0.08 3 0.24 2 0.16 4 0.32Shops and Marts Locations 0.07 2 0.14 3 0.21 4 0.28R&D 0.09 4 0.36 3 0.27 2 0.18Employee Dedication 0.08 3 0.24 2 0.16 4 0.32Financial Profit 0.09 3 0.27 2 0.18 4 0.36Customer Loyalty 0.08 3 0.24 2 0.16 4 0.32Market Share 0.09 4 0.36 3 0.27 1 0.09Product Quality 0.09 4 0.36 3 0.27 2 0.18Top Management 0.10 3 0.30 4 0.40 3 0.30Price Competitiveness 0.07 3 0.21 4 0.28 2 0.14

Totals 1.00 3.27 2.75 3.13

Check to make sure your text is not cut off in the matrix. Double click (or drag) between the Cell Numbers.

Return to Part I

BCG

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

Please Scroll down for the BCG Matrix

Relative Market Share PositionHigh 1.0 Low 0.0

Indu

stry

Sal

es G

row

th R

ate

High 0.20

Low -0.20

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.

Question MarksStars

Cash Cows Dogss

Return to Part I

If data is missing here, recheck the "Part I" page and read step 3.

Highlight the entire matrix (not just the inside box), and then paste as paste special picture.

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

Return to Part I

IE



3

THE IFE TOTAL WEIGHTED SCORESStrong Weak

4.0 1.0

High4.0

THE

EFE

WEI

GHTE

D SC

ORE

S

Low1.0

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.

Return to Part I

SPACE


2

3

Internal Analysis: External Analysis:Financial Position (FP) Stability Position (SP)Return on Investment (ROI) 0 Rate of InflationLeverage 0 Technological ChangesLiquidity 0 Price Elasticity of DemandWorking Capital 0 Competitive PressureCash 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 PotentialProduct Quality 0 Financial StabilityCustomer Loyalty 0 Ease of Entry into MarketTechnological know-how 0 Resource UtilizationControl over Suppliers and Distributors 0 Profit Potential

Competitive Position (CP) Average 0.0 Industry Position (IP) Average

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.

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.

Return to Part I

-7.0 -5.0 -3.0 -1.0 1.0 3.0 5.0 7.0

-7.0

-5.0

-3.0

-1.0

1.0

3.0

5.0

7.0

FP

SP

CP IP

IPIP

Defensive

Conservative Aggressive

Competitive

If data is missing here, recheck the "Part I" page and read step 3.

Rate of Inflation 0Technological Changes 0Price Elasticity of Demand 0Competitive Pressure 0Barriers to Entry into Market 0

Stability Position (SP) Average 0.0

00000

Industry Position (IP) Average 0.0

Highlight the entire matrix (not just the inside box), and then paste as paste special picture. Be

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.

IP

IPIP

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

Top Side of the Y Name (high cost)

Left

Side

of t

he X

Nam

e (lo

w c

alor

ie)

Bottom Side of the Y Name (low cost)

Perceptual Maps

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.

Return to Part I

Righ

t Sid

e of

the

X N

ame

(hig

h ca

lorie

)

GRAND

1 If data is missing here, recheck the "Part I" page and read Step 3.


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.

Return to Part I

Quadrant II Quadrant I

Quadrant IIII

Quadrant IV

Rapid Market Growth

Slow Market Growth

Weak Competitive Position

Quadrant I

Quadrant IV

Strong Competitive Position

SWOT

SO Strategies1234

ST Strategies1234

WO Strategies1234

WT Strategies1234

Return to Part I

SO Strategies

ST Strategies

WO Strategies

WT Strategies

QSPM

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

3

0 0

Strengths Weight AS TAS AS 1 Keen interest in demographic realities. 0.05 0 0.00 02 It Possess most diversefied product portfolio. 0.07 0 0.00 03 0.06 0 0.00 04 Pepsico has intense global reach with presence in over 200 countries. 0.05 0 0.00 05 Pepsico has an employee strength around 300,000 people. 0.04 0 0.00 06 Extensive global distribution network. 0.03 0 0.00 0

70.04 0 0.00 0

80.05 0 0.00 0

9 Intense level of managing employee loyalty to the company 0.06 0 0.00 0

10 Strong water management strategies. 0.07 0 0.00 0

0 0

Weaknesses Weight AS TAS AS

10.07 0 0.00 0

2 Low penetration outside the Americas. 0.04 0 0.00 0

30.05 0 0.00 0

4 Pepsico has low market share then Coca Cola 0.03 0 0.00 05 Frenchise system in South Asia. 0.04 0 0.00 06 low growth strategies then Coca Cola 0.05 0 0.00 07 Lower distribution network then Coca Cola. 0.04 0 0.00 08 High level of dependance on large supermarkets 0.05 0 0.00 09 Tap water scandal of Aquafina in America 0.07 0 0.00 0

Check to make sure your text is not cut off in the matrix. Double click (or drag) between the Cell Numbers.

Capturing the market by increasing penetration in the markets of developing countries.

Excellent branding and advertising with global celebrities as brand ambassadors.Taking initiative to eradicate health harming factors from their beverages

High brand switching because of strong competition in the aerated drinks segment from Coca Cola.

Pepsico fails to market many of its product to health concious consumers.

Return to Part I

10 Ambigious target marketing 0.04 0 0.00 0

0 0

Opportunities Weight AS TAS AS 1 Road network upto remoted areas. 0.04 0 0.00 02 Good political conditions. 0.05 0 0.00 03 Stable security conditions. 0.04 0 0.00 04

Cultural diversity of asians from instant drinks towards soft drinks.0.05 0 0.00 0

5 Awarness of preserved edibles. 0.04 0 0.00 06 Nearness of Glass and Tin factory. 0.05 0 0.00 07 Coca-Cola's less concentration on varieties of foods. 0.04 0 0.00 08 Availiablity of raw material within the country/region.B101 0.06 0 0.00 09

0.06 0 0.00 0

100.04 0 0.00 0

0 0

Threats Weight AS TAS AS 1 Aggressive competition with competitors like Coca Cola. 0.06 0 0.00 02 Rapid decline in the sales of carbonated drinks. 0.07 0 0.00 0

30.08 0 0.00 0

40.05 0 0.00 0

50.06 0 0.00 0

6 Different norms in different countries. 0.05 0 0.00 0

70.04 0 0.00 0

8 Raw material sourcing "vast consumption of water" 0.03 0 0.00 09 Risk of developing diseases like diabetes 0.07 0 0.00 0

10 Declining nature of a Product Lifecycle these days. 0.02 0 0.00 0

TOTALS 0.00

Trend of Aluminium alloyed metallic vessels which can help factory from depreciation for a long time.Plain lands away from richter-scale flood, spots can help smoothening production activity.

New product recalls due to quality scandals like Tropicana & acuqafina scandals.High amount of sugar in products being criticised by government health organization.Inflation, economic slowdown and instability causes decline in the purchasing power of customers

Different government has different laws and regulations that effect the behavior of companies.

0

TAS 0.000.000.000.000.000.00

0.00

0.00

0.000.00

0

TAS

0.00

0.00

0.00

0.000.000.000.000.000.00

0.00

0

TAS 0.000.000.00

0.00

0.000.000.000.00

0.00

0.00

0

TAS 0.000.00

0.00

0.00

0.00

0.00

0.00

0.000.000.000.00

1 Complete Part II to Construct the Financial Statements.

Income Statement 12/31/2014 12/31/2015 Percent ChangeRevenues $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 12/31/2014 12/31/2015 Percent ChangeAssetsCash 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!

LiabilitiesAccounts 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!

EquityCommon 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!

Return to Part II

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 NameStockholders' 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 NameStockholders' 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 FinancingRecession Normal Boom Recession Normal Boom

EBIT $0 $0 $0 $0 $0 $0Interest 0 0 0 0 0 0EBT 0 0 0 0 0 0Taxes 0 0 0 0 0 0EAT 0 0 0 0 0 0# Shares #DIV/0! #DIV/0! #DIV/0! 0 0 0EPS #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Stock 0% Debt 0%Recession Normal Boom

EBIT $0 $0 $0Interest 0 0 0EBT 0 0 0Taxes 0 0 0EAT 0 0 0# Shares #DIV/0! #DIV/0! #DIV/0!EPS #DIV/0! #DIV/0! #DIV/0!

$0 $0 $0$0.00

$0.10

$0.20

$0.30

$0.40

$0.50

$0.60

$0.70

$0.80

$0.90

$1.00

Common Stock FinancingDebt Financing

Return to Part II

1 Complete Part II to Construct the Projected Financial Statements.

Projected Income Statement 12/31/2015 12/31/2017 12/31/2018Revenues $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 12/31/2015 12/31/2017 12/31/2018AssetsCash 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

LiabilitiesAccounts 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

EquityCommon 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

Historical Ratios12/31/2014 12/31/2015

Current Ratio #DIV/0! #DIV/0!Quick Ratio #DIV/0! #DIV/0!Debt-to-Total-Assets Ratio #DIV/0! #DIV/0!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 Ratios12/31/2015 12/31/2017 12/31/2018

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!

Return to Part II

strategic analysis of pepsico

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