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EFE and IFE Matrices Outline

EFE and IFE Matrices Outline

Use the outline below to answer:

1. You only need to work on the red text portions in the outline. The rest is already finished and uploaded as the attachment.

2. The additional pages should be at least 4 pages


EFE Matrix IFE Matrix
Key External Factors Weight Rating Weighted Score Key Internal Factors Weight Rating Weighted Score
Opportunities Strengths
5 1. The increase in climate change increases the demand for innovation and technology in handling environmental projects 0.04 4 0.16 1 – 0
2 2. Partnerships with other companies are required in enhancing adoption of sustainable projects. 0.07 2 0.14 2 – 0
1 3. The growth of new markets in different parts of the industry enhances the ability of the company to enhance its performance. 0.08 4 0.32 3 – 0
2 4. The changing policies in different sectors show that the company should prepare for changes in the governance priorities since many governments are focusing on climate change. 0.07 2 0.14 4 – 0
4 5. WSP has benefited from the taxation policies where it has enjoyed the lower tax rates in the some of the nations. This has resulted to an increase in the company profits and spending in aspects of technology research and development. 0.05 2 0.10 5 – 0
6 6. The changes in societal norms and hierarchy has increased the societal attitude towards the environmental friendly projects. 0.03 3 0.09 6 – 0
1 7. The increase in the demand for access to essential services over the last decade has resulted to wider demand for essential services provided by WSP. The governments have increased the investments in public services and this is an opportunity for revenue growth for WSP. 0.08 3 0.24 7 – 0
3 8. WSP can optimize the digital asset data in the transport and infrastructure sector to enhance the performance of the company in the industries and to improve revenue performance 0.06 2 0.12 8 – 0
7 9. Technological advancements can be used to avoid bridge failures by effective transmission of data on structural integrity. 0.02 2 0.04 10 – 0
Threats Weaknesses
7 1. The changes in environmental norms are altering the priorities on the service innovation. The services need to be designed in line with the environmental standards and the company has to keep up with the changes in environmental standards. 0.02 2 0.04 1 – 0
2 2. The downward pressure on tight budget due to inflation rates has reduced the profit margian and hence negatively affecting the revenue. 0.08 2 0.16 2 – 0
2 3. The increased liquidity rate in the market has resulted to a rise of inflation in the world economy and thus negatively affects the clients' spending on major projects. 0.08 3 0.24 3 – 0
6 4. The growing regulatory standards for some areas increases the need for adherence to strict policy compliance, such as waste management especially in the urban areas. 0.03 3 0.09 5 – 0
3 5. The US-China trade wars have negatively impacted the company performance due to supply-chain disruptions. 0.07 2 0.14 6 – 0
5 6. The fluctuations in the foreign exchange and the currency impacts WSP’s net earnings and overall performance. 0.05 2 0.10 7 – 0
1 7. The recruitment of skilled and qualified engineers and scientists to deliver efficient projects is becoming an increasing challenge in the company. 0.1 3 0.30 8 – 0
4 8. The company is subject to complex public and procurement laws and regulations which makes the procurement process more complex and difficult. 0.06 2 0.12 9 – 0
8 9. The rising privacy and cybersecurity risks increases the risk of successful cyber threats. The data privacy and cybersecurity laws such as the General Data Protection Regulation must be adhered to. 0.01 2 0.02 10 – 0
Total 1 2.56 Total 0 0
All the weights must add up to 1.00, and no weight > 1.0 All the weights must add up to 1.00, and no weight > 1.0
Ratings: 4 = Company response is superior Ratings*: 1 = Major weakness
3 = Company respone is above average 2 = Minor weakness
2 = Company response is average 3 = Minor strength
1 = Company response is poor 4 = Major strength
Weighted Scores range from 1.0 to 4.0; anything Weighted Scores range from 1.0 to 4.0; anything
< 2.5 (the midpoint) is a problem. < 2.5 (the midpoint) is a problem.
Above 2.5 is starting to look good. Above 2.5 is starting to look good.
*Note: The weight assigned to a given factor indicates the relative
importance of the factor to being successful in the firm’s industry.


This is the strategic planning study for an Engineering/Planning/Design consulting company – WSP. Use the outline below to answer.

Resource links:

We are WSP – Engineers, Designers, Planners, Researchers | WSP

Investor Relations | WSP


· Introduction

· Environmental research

· Background

· Issues and challenges

· Business analysis

· Comparison of client’s services with competitors

(Comparison of client’s services with competitors in terms of the four Product Attributes: Utility to client, price, quality, service. With which competitors did you make the comparison? Why?)

Please pick AECOM as the competitor company. Both WSP and AECOM are public listed company in stock market.

· SWOT analysis

(Do a SWOT analysis and make sure this is supported by research, not just a series of opinions.)

· External analysis

· External Factor Evaluation Matrix

(See attachment reading, Think of 20 external factors for WSP)

· Internal Analysis

· Summary of Client interview

(Please summarize the interview from the attachment)

· Internal Factor Evaluation Matrix

(See attachment reading, Think of 20 internal factors for WSP, 10 for strengths, 10 for weaknesses. Write a brief summary of the matrix you created.

You must include the financial performance from the 2021 Annual Report and 2022-2024 Strategic Action Plan, including a calculation and comparison of the 2021 and 2020 NET EARNING, NET REVENUE, EBITDA, etc.)

· SWOT Matrix

(Create a SWOT Matrix based on initial SWOT analysis and both external and internal factor evaluation matrix you just created, include the SO, ST, WO, and WT pairing like the red typed entries in the table from the attachment , with strategic suggestions for improving competitive advantage)

· Conclusion

· Findings

· Recommendations

(As a staff engineer, what would you do to help achieve the company’s goal and strategy?)


Use WSP’s website and the attachment as the main study resource. Include all attachments as reference.

12-page in total, not including reference and title page


Interview with upper management of WSP

Gray highlights are answers to the questions

· Where are we going? – Vision

· Where do you see your organization/ regional office in 3-5 years?

· Expand capabilities on environmental contaminated sites, not just chlorinated, but other emerging chemicals.

· Expand more in different ways of remediation projects such as oil and gas sectors.

· What about in 10-25 years?

· Petroleum sites are no longer exists in the future, we will explore more necessary business needs.

· What is a big goal that could polarize your team?

· Have smooth work towards sustainable work.

· Profit from more sustainable practices.

· Cleaner energy-based transition in our business and projects.

· One BIG target that everyone in the organization can contribute to?

· Strengthen project management skills

· Enforce client-facing structure

· Mission

· Why do you exist?

· Provide advice, intellectual property and services/compliance for environmental industry.

· Who do you do it for?

· All phase of society, including public, federal, and military.

· Who is your main customer?

· Industrial clients

· What do you do for them?

· Answers/advise services, resource reuse

· Values

· What is in the DNA of our organization

· Project management experience

· Service to clients

· Human resources

· What do you value?

· Project management

· Inclusion/diversity

· What are the cultures and norms of your organization?

· Inclusion of problem solving in all aspects.

· Understanding the value and skill that the staff can provide

· Where we are now?

· What do operations look like?

· Strong – financial/inclusivity/diversity/delivery

· What do staff look like?

· Most of the staff come with technical background, diverse disciplines/cultural background

· What do clients look like?

· Corporate/governmental,

· How else does your organization look different?

· Young/experienced staff population are balanced, in terms of age, cultural and locality.

· What is going to get in our way?

· HR

· Lack of potential candidates/talents, technical staff pool

· Political

· Politically controversial, still some policy is not adapted for the scientifically

· What do we need to do to get to where we want to go?

· Recruiting

· At local, not a national level

· Act earlier

· Time of training/resource to spend on new hires

· Recruiting – know business well to find the best fit, know the expertise, know how to perform as a team

· Learn to say yes or no, answer would be different based on time passed.

· Retaining talent

· Incentives/bonus for referral

· Mentoring bonus internally for helping other staff and retain

· LinkedIn/Online – counting resumes

· Hire outside recruiter – 3-months pay back, most beneficial way. 90% effective with desired candidates overall. 70% effective on principal/senior level. Competitive market within the industry using outside recruiter



Consolidated Financial

Statements For year ended December 31, 2021

WSP Global Inc.

ABOUT US As one of the world’s leading professional services firms, WSP provides strategic advisory, engineering and design services to clients in the Transportation & Infrastructure, Earth & Environment, Property & Buildings, Power & Energy, Resources, and Industry sectors. WSP's global experts include advisors, engineers, environmental specialists, scientists, technicians, architects and planners, in addition to other design and program management professionals. Our talented people are well positioned to deliver successful and sustainable projects, wherever our clients need us.


PricewaterhouseCoopers LLP/s.r.l./s.e.n.c.r.l. 1250 René-Lévesque Boulevard West, Suite 2500, Montréal, Quebec, Canada H3B 4Y1 T: +1 514 205 5000, F: +1 514 876 1502

“PwC” refers to PricewaterhouseCoopers LLP/s.r.l./s.e.n.c.r.l., an Ontario limited liability partnership.

Independent auditor’s report

To the Shareholders of WSP Global Inc.

Our opinion

In our opinion, the accompanying consolidated financial statements present fairly, in all material respects, the financial position of WSP Global Inc. and its subsidiaries (together, the Corporation) as at December 31, 2021 and 2020, and its financial performance and its cash flows for the years then ended in accordance with International Financial Reporting Standards as issued by the International Accounting Standards Board (IFRS).

What we have audited The Corporation’s consolidated financial statements comprise:

 the consolidated statements of earnings for the years ended December 31, 2021 and 2020;

 the consolidated statements of comprehensive income for the years ended December 31, 2021 and 2020;

 the consolidated statements of financial position as at December 31, 2021 and 2020;

 the consolidated statements of changes in equity for the years ended December 31, 2021 and 2020;

 the consolidated statements of cash flows for the years ended December 31, 2021 and 2020; and

 the notes to the consolidated financial statements, which include significant accounting policies and other explanatory information.

Basis for opinion

We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the consolidated financial statements section of our report.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Independence We are independent of the Corporation in accordance with the ethical requirements that are relevant to our audit of the consolid

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