(Mt) – BMSW 4001 Johnson & Wales University Management SWOT Analysis

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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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