Strategic Plan Part 2: SWOT Analysis Paper Douglas Razo BUS/475 July 14, 2016 Dr. Tem Bugarin Running head: STRATEGIC PLAN PART 2: SWOT ANALYSIS PAPER 1 STRATEGIC PLAN PART 2: SWOT ANALYSIS PAPER 9 SWOT Analysis Table External Forces Strength Weakness Opportunity Threat Trend Legal and Regulatory Government laws implemented to help business with goals. Unreliable laws with “loop holes”. An educated society; citizens know laws that can benefit their businesses. Laws to prevent scams become unreliable. Laws may/may not become effective. Global Business stability. The difference in exchange rate and economic standings. Demographic growth. Unforeseeable event; war, natural disaster, economic hurtles. Global stability. Economic Local, national, or international growth. Local, national, or international recession. Additional customers. Lack of growth. GDP Growth. Technological Improved capabilities. Supply and demand of newer products might require a wait time. A higher standard and quality of goods. Become reliant on technology. Technological advancements benefit businesses. Innovation Improved technology. Foreign competition. Constant future growth and improvement. Rise in prices. Creation of new ideas and concepts. Social New and anticipated movie release. Ineffective marketing attributes. Customer’s positive or negative word of mouth. Competition implements effective advertising elements. Connect with Customers. Environmental Weather. Preferred weather from customers. Undesirable weather by customers. Unforeseeable weather. Weather can affect the number of customers. Competitive Analysis Competitors struggling to accomplish their goals and meet quotas. Competitors surpassing Regals goals and quotas. Additional investors within the stock market. Unable to assess competitor’s information. Identify competitor’s abilities and plans. SWOT Analysis Table (Cont.) Internal Forces Strength Weakness Opportunity Threat Trend Strategy Can determine what Regal desires to accomplish. Unable to achieve goals. Assess and create goals based on economic growth, competitor analysis, and demographic growth. Unforeseeable events. Accomplish goals. Structures Good Location. Requires updating and renovation. Expansion or new location. Damage to the building. Reliable buildings. Processes and Systems Motivated and qualified managers who can accomplish tasks. Paperwork difficulties. Separate business interests. Changing the needs of customers. Allows for a stronger foundation for the business to grow. Resources Strong, reliable and affordable supply lines. Price, supply and delivery delays. Expand supply field. Business growth allows suppliers to set higher prices. Establish a strong business relationship with supply businesses. Goals Establish own goals based upon time of year. Unable to accomplish goals. Exceed and create new goals. Unforeseeable events affect Regals ability to achieve goals. Goals are met/ not met. Strateg.

1. Strategic Plan Part 2: SWOT Analysis Paper
Douglas Razo
BUS/475
July 14, 2016
Dr. Tem Bugarin
Running head: STRATEGIC PLAN PART 2: SWOT ANALYSIS
PAPER
1
STRATEGIC PLAN PART 2: SWOT ANALYSIS PAPER
9
SWOT Analysis Table
External Forces
Strength
Weakness
Opportunity
Threat
Trend
Legal and Regulatory
Government laws implemented to help business with goals.
Unreliable laws with “loop holes”.
An educated society; citizens know laws that can benefit their
businesses.

2. Laws to prevent scams become unreliable.
Laws may/may not become effective.
Global
Business stability.
The difference in exchange rate and economic standings.
Demographic growth.
Unforeseeable event; war, natural disaster, economic hurtles.
Global stability.
Economic
Local, national, or international growth.
Local, national, or international recession.
Additional customers.
Lack of growth.
GDP Growth.
Technological
Improved capabilities.
Supply and demand of newer products might require a wait
time.
A higher standard and quality of goods.
Become reliant on technology.
Technological advancements benefit businesses.
Innovation
Improved technology.
Foreign competition.
Constant future growth and improvement.
Rise in prices.
Creation of new ideas and concepts.
Social
New and anticipated movie release.
Ineffective marketing attributes.
Customer’s positive or negative word of mouth.
Competition implements effective advertising elements.
Connect with Customers.
Environmental
Weather.
Preferred weather from customers.

3. Undesirable weather by customers.
Unforeseeable weather.
Weather can affect the number of customers.
Competitive Analysis
Competitors struggling to accomplish their goals and meet
quotas.
Competitors surpassing Regals goals and quotas.
Additional investors within the stock market.
Unable to assess competitor’s information.
Identify competitor’s abilities and plans.
SWOT Analysis Table (Cont.)
Internal Forces
Strength
Weakness
Opportunity
Threat
Trend
Strategy
Can determine what Regal desires to accomplish.
Unable to achieve goals.
Assess and create goals based on economic growth, competitor
analysis, and demographic growth.
Unforeseeable events.
Accomplish goals.
Structures
Good Location.
Requires updating and renovation.
Expansion or new location.
Damage to the building.
Reliable buildings.
Processes and Systems
Motivated and qualified managers who can accomplish tasks.
Paperwork difficulties.
Separate business interests.

4. Changing the needs of customers.
Allows for a stronger foundation for the business to grow.
Resources
Strong, reliable and affordable supply lines.
Price, supply and delivery delays.
Expand supply field.
Business growth allows suppliers to set higher prices.
Establish a strong business relationship with supply businesses.
Goals
Establish own goals based upon time of year.
Unable to accomplish goals.
Exceed and create new goals.
Unforeseeable events affect Regals ability to achieve goals.
Goals are met/ not met.
Strategic Capabilities
Plan for the future against competitors.
Decline in the market.
Expand customer’s field of interests.
Competitors lower prices to attract more customers.
Continue business methods while preparing for challenges.
Culture
Effective teamwork.
Cultural differences with employees.
Expand to new locations based on demographics.
Inability to work together or connect with customers.
Ensure that new hires can work with different groups of people.
Technologies
Present higher quality of assets in the entertainment field.
Higher prices for tickets and concessions.
Attract more customers.
Certain rooms might be closed for updates and installations.
Updated theater.
Innovations
Produce uncommon traits or abilities into the businesses.
Exceed allowed budget.
Surpass competition.

5. New traits or abilities are unsuccessful regarding customer
satisfaction.
Propel business into new ideas and concepts.
Intellectual property
Established patents.
Foreign ideas implemented in the business that contradicts
goals.
Able to create new ideas related to the entertainment business.
Accusations of infringement to entertainment assets.
Must assess all legal steps to avoid legal action.
Leadership
Hire and train the most qualified individuals.
Managers and team leaders might not always be available all the
time.
Managers can hire and train future assistant manager or team
leaders
Sudden resignations.
Efficient working team managed by effective leadership.
Strategic Plan Part 2: SWOT Analysis Paper
Internal and external environmental analyses to Regal Cinemas
newly created division will help break down essential steps
regarding unforeseen variables that could enable growth within
the company, customer satisfaction, and competitor standing.
The ability to identify economic, legal, regulatory forces and
trends are the building blocks can make a company stronger and
more successful among competitors. Changing the overall
standard of entertainment is based on the ability to adapt to
changing situations, which is not always in a business’s control.
The lack of local, national, and global economic situations,
technological, and environmental control influences businesses
to be prepared for change, which in comparison can allow some
businesses the opportunity to surpass their competition.
External Forces
Regal Cinemas strategic planning is greatly affected by external
forces and trends resulting in a constant need and effective

6. planning to ensure business continues. External factors,
specifically, legal and regulatory forces are amongst the most
important variables to be considered when running any
business. These factors have been known to benefit and protect
companies from fraud and theft. However, many loopholes and
corruption exist in which larger companies take advantage of.
Tax evasion by transferring money to banks overseas is one of
the leading loopholes that fortune five hundred companies take
advantage of, naturally affecting our countries economy; other
economic challenges is that of international businesses and
economies. Other examples of tax evasion would be to lie or
fail to claim essential information and a tax form. “The State, in
order to reduce evasion and corruption, can use different tools.
It is important to note that tax evasion can be reduced through
greater control by the inspectors and greater social stigma
associated with corruption” (Cerqueti & Coppier, 2015,
Corruptibility and tax evasion, p. 363, para. 3). Laws are
continuously created at such a rapid rate over the years which
have forced businesses and major corporations to hire lawyers
in an attempt to prevent unknown laws from being broken and
avoid any legal action.
A company’s ability to overcome and adapt to any given
situation is crucial if that business wishes to remain open and
competitive within its market. As a business man or woman, it
is important that they be flexible with a willingness to change
within a business; incorporating techniques such as these will
allow these employees to stand out from their peers and make
them a more desirable asset to the business. Adapting to
changing times will ensure that several elements will contribute
to a smoother transition, such as updating systems and
technology, training, and reassessing goals.
New resources and supply chains will be required by
outsourcing the different materials needed to construct and
refurbish the selected theater room. “Inbound logistics,
operations, outbound logistics, marketing and sales, and
service—contribute to the physical creation of the product or

7. service, its sale and transfer to the buyer, and its service after
the sale (Dess, Eisner, Lumpkin, & McNamara, 2014, Value-
Chain Analysis, para. 2). Engineers, maintenance, and operating
personal will work closely with construction crews to ensure
that everything is assembled to the exact specifications to allow
the equipment to work effectively and safely, in hopes that
minimal maintenance will be required. Some different personnel
will be required to set up this theater room during construction
and before each showing to ensure that everything is placed
correctly. Additional materials will be required that are not
often found in theaters, such as hydraulic fluid for the platform
which resides under the audience and props that will be
strategically placed throughout the theater to add that finishing
touch. These additional resources will present a clear
demonstration to guests, employees, and stakeholders that Regal
is willing to take entertainment to the next level in the unknown
and experiences that no other theater has gone to before, in
hopes of establishing a clear leap in front of its competitors.
Issues and/or Opportunities
Issues and opportunities have risen when evaluating every
aspect of planning and development of these new attributes
within a movie theater. Closing several of the major theater
rooms for reconstruction will hinder much of the profits Regal
has anticipated throughout the fiscal year. Additional theater
closer will be required for technicians to reconfigure the new
special effects based on the films effects, which will take time
to complete. Maintenance and inspections will be required on a
regular basis to ensure the safety of the customers, which will
cost the theater and require a theater room shut down. Safety is
the number one concern regarding construction workers and
customers alike. Yilmaz & Çelebi, (2015) stated:
Eye, finger, foot and hand injuries are the most common results
of the accidents. The majority of occupational accidents occur
on Mondays, in summer months and between the hours 16.00-
18.00. The most important reason of occupational accidents is
'unsafe behaivours' [sic] with a ratio of 62 %, which is defined

8. as not to obey the rules although the necessary occupational
safety measures are provided. (para. 29)
Opportunities for a theater to incorporate special effects that no
existing theater possesses will peak the public’s eye as to how
this will change their overall experience while watching a film.
Competitors have constantly addressed interest in surpassing
their rival in an attempt to draw a larger crowd, however, new
ideas that hold substantial importance has not been included in
theaters in recent years. Installing physical effects into the
theater will allow the audience to experience realistic sensations
as if they were included in the film; ultimately thrilling the
audience and giving Regal a competitive edge that other
theaters will lack. It is hypothesized that Regal Cinemas with
exceed the expectations of guests encounters with the new
abilities that will be experienced in the theater.
Conclusion
Internal and external environmental analyses to Regal Cinemas
newly created division will help break down essential steps
regarding unforeseen variables that could enable growth within
the company, customer satisfaction, and competitor standing.
Identifying economic, legal, regulatory forces and trends are the
building blocks of what can make a company stronger and more
successful among competitors. Changing the overall standard of
entertainment should be based on the ability to adapt to
changing situations. The lack of local, national, and global
economic situations, technological and environmental control
can influence businesses to prepare for change.
References
Cerqueti, R., & Coppier, R. (2015). Corruptibility and tax
evasion. European Journal of Law and Economics, 39(2), 355-
373. doi:http://dx.doi.org/10.1007/s10657-013-9406-z
Dess, G., Eisner, A., Lumpkin, G.T., & McNamara, G. (2014).
Strategic management: Creating competitive advantages (7th
ed). New York, NY: McGraw-Hill

9. Yilmaz, F., & Çelebi, U. B. (2015). The importance of safety in
construction sector: Costs of occupational accidents in
construction sites. Business and Economics Research Journal,
6(2), 25-37. Retrieved from
http://search.proquest.com/docview/1678889067?accountid=458