BMSW 4001 Johnson & Wales University Management SWOT Analysis

SO Strategies: Uses
a firms Internal
Strengths to take
adavantage of
external
opportunities.
WO Strategies aim at
improving internal
weaknesses by taking
adavantage of
external
opportunites.
ST Strategies use a
firms strengths to
avoid or reduce the
impact of external
threats.
WT Strategies are
defensive tactics
SWOT Analysis
List 5 Strengths
SWOT Analysis
List 5 Weaknesses
SWOT Analysis
List 5 Opportunities
SWOT Analysis
List 5 Threats
WT Strategies are
defensive tactics
directed at reducing
internal weaknesses
and avoiding
external threats.
Pick from List (Click on this cell and use the down arrow to the right)
Forward Integration
Backward Integration
Horizontal Integration
Market Penetration
Market Development
Product Development
Related Diversification
Unrelated Diversification
Cost Leadership
Diferentiation
Focus Cost Leadership
Focus Diferentiation
Matching Strategies
Strength and Opportunity Strategy (SO)
List 1 Strength
List 1 Opportunity
Type of Strategy
Describe the Specific Strategy yoou would Implement (use text box below)
Weakness and Opportunity Strategy (WO)
List 1 Weakness
List 1 Opportunity
Type of Strategy
Describe the Specific Strategy you would Implement (use text box below)
Strength and Threat Strategy (ST)
List 1 Strength
List 1 Threat
Type of Strategy
Describe the Specific Strategy you would Implement (use text box below)
Weakness and Threat Strategy (WT)
List 1 Weakness
List 1 Threat
What Type of Strategy
Describe the Specific Strategy you would Implement (use text box below)
Matching Strategies
Strength and Opportunity Strategy (SO)
Pick from List (Click on this cell and use the down arrow to the right)
Describe the Specific Strategy yoou would Implement (use text box below)
Weakness and Opportunity Strategy (WO)
Pick from List (Click on this cell and use the down arrow to the right)
Describe the Specific Strategy you would Implement (use text box below)
Strength and Threat Strategy (ST)
Pick from List (use down arrow to the right)
Describe the Specific Strategy you would Implement (use text box below)
Weakness and Threat Strategy (WT)
Pick from List (use down arrow to the right)
Describe the Specific Strategy you would Implement (use text box below)
BMSW 4001 May 2021 – Assignment Proposed Structure for Task 2
Task 2
Title page
Table of content
Using the formative feedback received on task 1 Assignment draft
and the feedback received from completing the activities ,
individually produce a reflective report on how the learning in this
module has helped you develop a range of employability skills
Student Name:
Student ID:
Module code:
Assignment section:
Lecturer’s name:
The contents page should list the different headings together with the
page numbers. Your contents page should be presented in such a way
that the reader can quickly scan the list of headings and locate a
particular part of the report. Whatever numbering system you use, be
sure that it is clear and consistent throughout.
Introduction.
-Describe the purpose of Task 2 report
-Define employability skills and explain why it is necessary and/or
useful
-A brief description of Task 2 report structure and the reflective model
(for example the Gibbs reflective circle) you will apply in your
reflection.
Body
Task2
Chose between 3 to 5 employability skills completing the activities and
the learning in this module has helped you develop.
 Time Management skill
 Note taking
 Written Communication skill
 Finding information / Researching skill
 Critical thinking skill
 Presentation skill
 Digital skill
 Team working skill
 Planning and organisation
For each skill:
-Cite and support your citation(s) with content from the source(s) you
read to know more about the skill.
– Apply a reflective model and explain the activity completed and how
the feedback collected through completing the activity is helping you
to develop/improve on the chosen skills using specific examples.
-Explain how you are developing the chosen skill and the tool you are
using. Examples of such tools are: 4D for time management, CRAAP
100 words, with
citation(s)
1800 words, with
citations
test for information search/research etc.
You may consider referring your reader to your Personal Development
Plan (PDP in the appendices section for detail explanation on each skill
(optional).
Conclusion
In the conclusion you should show the overall significance of what has
been covered. You may want to remind the reader of the most
important points that have been made in the report or highlight what
you consider to be the most central issues. However, no new material
should be introduced in the conclusion.
References
Your reference should list in alphabetical order by author, all
published sources cited in your report. Use the Harvard referencing
style.
Bibliography
List in alphabetical order all sources you consulted but did not
cite them directly in your report. Use the Harvard referencing style
Appendices
Under this heading, include your:
-PDP. Please focus on “employability skills” personal
developmental area. (Optional)
-Feedback Template(compulsory)
– Task 1 Assignment Draft Evaluation Form (compulsory)
-All supporting information you have used.
Refer your reader to the appendices in the body of your
report
200 words
Types of Strategies
HOSP4060 Hospitality Design
and Execution Seminar
Table of Contents
• Integration Strategies
– Forward Integration
– Backward Integration
– Horizontal Integration
• Intensive Strategies
– Market Penetration
– Market Development
– Product Development
• Diversification Strategies
– Related Diversification
– Unrelated Diversification
2
• Defensive Strategies
– Retrenchment
– Divesture
• Porter’s Generic Strategies
– Cost Leadership
– Differentiation
– Focus
Integration Strategies
Management controlled strategy. Allows
and organization to gain control over
suppliers, distributers, and/or competitors
• Forward Integration
• Backward Integration
• Horizontal Integration
3
Forward Integration
• Gaining Ownership or Increased Control over Distributers or
Retailers
4
Forward Integration Guidelines
• When an organization’s present distributors are
especially expensive
• When the availability of quality distributors is so
limited as to offer a competitive advantage
5
Backward Integration
• Seeking Ownership or Increased control of a firms suppliers.
6
Backward Integration Guidelines
• When an organization’s present suppliers are
especially expensive or unreliable
• When the number of suppliers is small and the
number of competitors is large
• When an organization has both capital and human
resources
7
Horizontal Integration
• Seeking Ownership or Increased Control over Competitors.
8
Horizontal Integration Guidelines
• When an organization can gain monopolistic
characteristics in a particular area or region
without being challenged by the federal
government.
• When an organization competes in a growing
industry.
9
Intensive Strategies
Business plans designed to improve the business performance of
a company, bringing the highest gains with the least amount of
effort and risk.
• Market Penetration
• Market Development
• Product Development Strategy
10
Market Penetration
• Seeking increased Market Share for present products or
services in present markets through greater marketing
efforts.
11
Market Penetration Guidelines
• When current markets are not saturated with a
particular product or service
• When the usage rate of present customers
could be increased significantly
12
Market Development
• Introducing Present Products or Services into a new
geographic area.
13
Market Development Guidelines
• When new channels of distribution are available
that are reliable, inexpensive, and of good
quality
• When an organization is very successful at what
it does
• When new untapped or unsaturated markets
exist
14
Product Development
• Seeking Increased Sales by Improving Present Products or
Services or developing new ones.
15
Product Development Guidelines
When an organization has successful products that are in the
maturity stage of the product life cycle
When an organization competes in an industry characterized
by rapid technological developments
When major competitors offer better-quality products at
comparable prices
16
Diversification Strategies
Entering into a new market or industry which the business is
not currently in.
• Related Diversification
• Unrelated Diversification
17
Related Diversification
• Adding New but Related Products or Services
18
Related Diversification Guidelines
• When an organization competes in a nogrowth or a slow-growth industry
• When adding new, but related, products
would significantly enhance the sales of
current products
19
Unrelated Diversification
• Adding new, unrelated products or services
20
Unrelated Diversification Guidelines
• When revenues derived from an organization’s
current products would increase significantly by
adding the new, unrelated products
• When an organization’s present channels of
distribution can be used to market the new products
to current customers
21
Defensive Strategies
• Refer to the actions of a market leader to protect its
market share, profitability, product positioning, and
mind share against an emerging competitor.
• Retrenchment
• Divesture
• Liquidation
22
Retrenchment
• Regrouping through cost and asset reduction to reverse
declining sales and profit.
23
Retrenchment Guidelines
When an organization has a distinctive competence
but has failed consistently to meet its goals
When an organization is one of the weaker
competitors in a given industry
When an organization is plagued by inefficiency, low
profitability, and poor employee morale
24
Divesture
• Selling a Division or part of an Organization
25
Divesture Guidelines
• When an organization has pursued a retrenchment
strategy and failed to accomplish needed improvements.
• When a division needs more resources to be competitive
than the company can provide.
• When a division is responsible for an organizations poor
performance.
26
Liquidation
• Selling all of a company’s assets, in parts, for their Tangible
worth.
27
Liquidation Guidelines
• When an organization has pursued both a retrenchment
and a divesture strategy and neither has been successful.
• When an organizations only alternative is bankruptcy
• When stockholders of a firm can minimize their losses by
selling the organizations assets.
28
Michael Porter’s
Generic Strategies
According to Porter, strategies allow organizations to
gain competitive advantage from three different
basis; cost leadership, differentiation, and focus.
These are referred to as, generic strategies.
29
Cost Leadership – Low Cost
• Emphasizes producing standardized products a low perunit cost for consumers who are price sensitive.
30
Cost Leadership – Low Cost
• Striving to be the low-cost producer in an industry can be
especially effective when the market is composed of
many price-sensitive buyers.
31
Differentiation
• A strategy aimed at producing products and services
considered unique industrywide and directed at
consumers who are relatively price-insensitive.
32
Differentiation
• A successful differentiation strategy allows an
organization to charge a higher price for its product and
to gain customer loyalty because consumers may become
strongly attached to the differentiation features.
33
Focus
• Producing products and services that fulfill the needs of
small groups of consumers.
34
Focus
• Focus strategies can be especially attractive when:
• The target market niche is large, profitable, and growing.
• When industry leaders do not consider the niche to be
crucial to their own success
• When the industry has many different niches and
segments.
35
HOSP4060
TOWS MATRIX
“When a crisis forces choosing
among alternatives, most people
chose the worst possible one.”
– Rudins law
Nature of Strategy and Analysis and
Choice
Determine alternative strategies of action that
could best enable the firm to achieve its
mission and objectives.
The Basis of Strategy and Analysis and
Choice
Present Strategies, Objectives, Vision, and
Mission.
External and Internal Audit Information
Who Should Participate in this Process?
Involvement allows employees to understand
what and why the firm is doing what it is
doing.
◦ Managers and Employees who helped develop
vision and mission statements (if applicable).
◦ Representatives from all departments.
SWOT Matrix
Develops four types of strategies
1.
SO (Strengths and Opportunities)
1.
2.
Uses strengths to take advantage of external
opportunities
WO (Weaknesses and Opportunities)
1.
3.
Improve internal weakness by taking advantage
of external opportunities.
ST (Strengths and Threats)
1.
4.
Use strengths to avoid the impact of external
threats.
WT (Weaknesses and Threats)
1.
Reduces Internal weaknesses and avoid
external threats.
SWOT Matrix
Limitations
It is a static assessment in time. As
circumstances change the dynamics of a
competitive environment may not be revealed.
May lead a firm to overemphasize a single or
external factor.
The SWOT Matrix should be the starting point
in strategy discussion.

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