SURVEY QUESTIONNAIRE

NAME OF RATER :
POSITION :
YEARS OF SERVICE :
BRANCH :

PART I.

Instructions: Assign each factor a weight that ranges from 0.0 to 1.0. The weight indicates the
relative importance of that factors to being successful in the firm’s industry. The sum of all the
weights assigned to the factors must equal to 1.0. Write the weight on the weight column.

Assign a rating between 1 and 4 to each key factors to indicate how effectively the firm’s current
strategies respond to the factor where 4=superior, 3=above average, 2=average and 1=poor. Rating
are thus company-based whereas the weights are industry-based. It is important to note both threats
and opportunities can receive a 1,2,3 and 4. Please check mark your rating.

EXTERNAL FACTORS

KEY EXTERNALFACTORS Weight RATING

OPPORTUNITIES 1 2 3 4
O1 Cultural diversity
O2 Local produce of key ingredients
O3 Increasing Chinese population in the
country by migration/work
O4 Social media advertising
O5 Tourism
O6 Global brand recognition
O7 New products and services
O8 Growth in franchise restaurant

KEY EXTERNALFACTORS Weight RATING

THREATS 1 2 3 4
T1 Pricing issues
T2 Increasing number of competitors
T3 Lifestyle/buying habits of customers
T4 Food safety/Food Borne Illnesses
T5 Legal Challenges
Instructions: Assign each factor a weight that ranges from 0.0 to 1.0. The weight indicates the
relative importance of that factors to being successful in the firm’s industry. The sum of all the
weights assigned to the factors must equal to 1.0. Write the weight on the weight column.

Assign a rating between 1 and 4 to each key factors to indicate how effectively the firm’s current
strategies respond to the factor where 4=superior, 3=above average, 2=average and 1=poor. Rating
are thus company-based whereas the weights are industry-based. It is important to note both threats
and opportunities can receive a 1,2,3 and 4. Please check mark your rating.

KEY INTERNAL FACTORS

KEY INTERNALFACTORS Weight RATING

STRENGTHS 1 2 3 4
S1 Loyal and skilled employees
S2 Strong management team
S3 Expansion
S4 Financial stability and high profits
S5 Brand image
S6 Strategic Location
S7 Corporate culture

KEY INTERNALFACTORS Weight RATING

WEAKNESS 1 2 3 4
W1 Saturated market
W2 High prices of raw materials
W3 Low advertising
W4 No system upgrade
W5 Absence of strategic partner
PART II: PESTEL ANALYSIS (Political, Economic,Social,Technological,Environment,Technological)

RATING
1 = Highest Rate
5 = Lowest Rate

Rating

POLITICAL ECONOMIC
Tax Policies/Government Regulatory Inflation Rate
Corruption Level Prices of Raw Materials
Trade Control Cost of Labor
Government Stability Prices of Fuel
Level of Government Subsidies Economic Down Turns

SOCIAL Rating TECHNOLOGICAL Rating

Lifestyles Social Media
Health Consciousness Customer Services
Educational/Employment Level Access to New Technical
Religion/Beliefs Level of Innovation
Location Technological Incentive/
Awareness

ENVIRONMENTAL Rating LEGAL Rating

Weather/Climate Change Employment Laws
Air/Water Pollution Customer Protection Law
Environmental Policies Health and Safety Law
Recycling Standards/Waste Management Education/Employment
Natural Disaster Copyright/Patent Law
PART III:

3-A COMPETITIVE PROFILE MATRIX (CPM)

Instructions: Assign each factor a weight that ranges from 0.0 (not important) to 1.0 (most
important). Greater weights should be given to those factors which have greater influence on the
organization performance. The sum of all the weights assigned to the factors must equal to 1.0.
Write the weight on the weight column.

The rating refers to strength and weaknesses, where:

4 = major strength, 3 = minor strength, 2 = minor weakness, 1= major weakness

CPM FACTORS WEIGHT NORTHPARK CHOWKING SAVORY HAPCHAN ARMY

BURGER
RATING RATING RATING RATING RATING

Advertising
Price
Competitiveness
Management
Financial
Customer Loyalty
Market Share
Global Expansion
3-B STRATEGIC POSITION AND ACTION EVALUATION (SPACE) MATRIX

Instruction: Assign a numerical value ranging from +1 (worst) to +7 (best) to each of the variables
that make up the Financial Position (FP) and Industry Position (IP).
SPACE MATRIX FACTORS Rating
Cultural diversity
Local produce of key ingredients
Increasing Chinese population in the country by migration/work
Social media advertising
Tourism
Global brand recognition
New products and services
Growth in franchise restaurant
Pricing issues
Increasing number of competitors
Lifestyle/buying habits of customers
Food safety/Food Borne Illnesses
Legal Challenges
Loyal and skilled employees
Strong management team
Expansion
Financial stability and high profits
Brand image
Strategic Location
Corporate culture
Saturated market
High prices of raw materials
Low advertising
No system upgrade
Absence of strategic partner
Return on Investment Skip this
Leverage Skip this
Liquidity Skip this
Working capital Skip this
Cash flow Skip this
Inventory turn-over Skip this
Earnings per share Skip this
Price earnings ratio Skip this
Growth potential
Profit potential
Financial stability
Extend leveraged
Resource utilization
Ease of entry into market
Productivity, capacity utilization
3-C STRATEGIC POSITION AND ACTION EVALUATION(SPACE) MATRIX
Instruction: Assign a numerical value ranging from -1 (best) highly stable to -7 (worst) highly
unstable to each of the variables that make up the Stability Position (SP) and Competitive Position
(CP).
SPACE MATRIX FACTORS Rating
Cultural diversity
Local produce of key ingredients
Increasing Chinese population in the country by migration/work
Social media advertising
Tourism
Global brand recognition
New products and services
Growth in franchise restaurant
Pricing issues
Increasing number of competitors
Lifestyle/buying habits of customers
Food safety/Food Borne Illnesses
Legal Challenges
Loyal and skilled employees
Strong management team
Expansion
Financial stability and high profits
Brand image
Strategic Location
Corporate culture
Saturated market
High prices of raw materials
Low advertising
No system upgrade
Absence of strategic partner
Technological changes
Rate of inflation
Demand variability
Price range of competing products
Barriers to entry into market
Competitive pressure
Ease of exit from market
Risk involved in business
Market share
Product quality
Product life cycle
Customer loyalty
Capacity utilization
Technological know-how
Control over suppliers and distributors
PART IV : PORTER’S FIVE FORCES MODEL

1= Not Important 4= Important

2= Somewhat Important 5=Very Important
3= Neutral

RIVALRY AMONG EXISTING 1 2 3 4 5

COMPETITORS:
Number of competitors
Diversity of competitors
Industry concentration
Industry qrowth
Quality differences
Brand loyalty
Barriers to exit
Switching costs

BARGAINING POWER OF 1 2 3 4 5
SUPPLIERS:
Number and size of suppliers
Uniqueness of each supplier’s
product
Focal company’s ability to substitute

THREAT OF SUBSTITUTE 1 2 3 4 5
PRODUCTS:
Number of substitute products
available
Buyer propensity to substitute
Relative price performance of
substitute
Perceived level of product
differentiation
Switching costs

THREAT OF NEW ENTRANTS: 1 2 3 4 5

Barriers to entry
Economies of scale
Brand loyalty
Capital requirements
Cumulative experience
Government policies
Access to distribution channels
Switching costs

BARGAINING POWER OF 1 2 3 4 5
BUYERS:
Number of customers
Size of each customer order
Differences between competitors
Price sensitivity
Buyer’s ability to substitute
Buyer’s information availability
Switching costs

PART V : SWOT ANALYSIS ( QUESTIONNAIRE)

STRENGTHS NORTHPARK

What are your business or

selling advantages?

What do you do better than

anyone else?

Where are you making the

most money?

What do others see as your

strengths?

What unique or low cost

resources can you draw
upon?
Other Strengths

WEAKNESSES
What areas are you
avoiding?
Where do you lack
resources?
Where are you losing
money?
What needs improvement?

What do customers or
employees complain
about?
Other Weaknesses

OPPORTUNITIES

What opportunities are

available to you?

What new trends or

emerging markets have
possibilities?
What product or service
niches are competitors
missing?
What strengths could you
turn into opportunities?

What are some new needs

or desires of customers?

How could you take

advantage of new
technologies?
Other Opportunities

THREATS

What obstacles do you

face?
What internally or
externally could harm you?

Are competitors getting

stronger or more
aggressive?
Are any of your
weaknesses making you
vulnerable?
Do you have serious debt
or cash flow problems?

Do you have weak

business systems or
processes?
Are economic conditions or
business climate
worsening?
Could changing
technologies or
government regulation
threaten?
Other Threats