Hospitality Marketing Course

1. SWOT
Analysis
Week 3
SWOT
Analysis
Week 3
SWOT
Analysis
SWOT
Analysis
Hospitality Marketing
Nur Agustinus
Hospitality Marketing
Nur Agustinus

3. SWOT: DescriptionSWOT: Description
• A SWOT analysis generates
information that is helpful in
matching an organization or
group’s goals, programs,
and capacities to the social
environment in which it
operates.
• It is an instrument within
strategic planning.
• A SWOT analysis generates
information that is helpful in
matching an organization or
group’s goals, programs,
and capacities to the social
environment in which it
operates.
• It is an instrument within
strategic planning.
• A SWOT analysis generates
information that is helpful in
matching an organization or
group’s goals, programs,
and capacities to the social
environment in which it
operates.
• It is an instrument within
strategic planning.
• A SWOT analysis generates
information that is helpful in
matching an organization or
group’s goals, programs,
and capacities to the social
environment in which it
operates.
• It is an instrument within
strategic planning.
• A SWOT analysis generates
information that is helpful in
matching an organization or
group’s goals, programs,
and capacities to the social
environment in which it
operates.
• It is an instrument within
strategic planning.

7. SWOT: Internal FactorsSWOT: Internal Factors
• Strengths
–Positive tangible
and intangible
attributes, internal
to an organization.
–They are within the
organization’s
control.
• Strengths
–Positive tangible
and intangible
attributes, internal
to an organization.
–They are within the
organization’s
control.
• Strengths
–Positive tangible
and intangible
attributes, internal
to an organization.
–They are within the
organization’s
control.
• Strengths
–Positive tangible
and intangible
attributes, internal
to an organization.
–They are within the
organization’s
control.
• Strengths
–Positive tangible
and intangible
attributes, internal
to an organization.
–They are within the
organization’s
control.
• Strengths
–Positive tangible
and intangible
attributes, internal
to an organization.
–They are within the
organization’s
control.

8. A SWOT strength could be:A SWOT strength could be:
• Special marketing (or other) expertise
• A new, innovative product or service
• Location of a business
• Being a market leader
• Quality processes and procedures
• Any other aspect of a business that adds value
to the product or service
• Special marketing (or other) expertise
• A new, innovative product or service
• Location of a business
• Being a market leader
• Quality processes and procedures
• Any other aspect of a business that adds value
to the product or service
• Special marketing (or other) expertise
• A new, innovative product or service
• Location of a business
• Being a market leader
• Quality processes and procedures
• Any other aspect of a business that adds value
to the product or service
• Special marketing (or other) expertise
• A new, innovative product or service
• Location of a business
• Being a market leader
• Quality processes and procedures
• Any other aspect of a business that adds value
to the product or service
• Special marketing (or other) expertise
• A new, innovative product or service
• Location of a business
• Being a market leader
• Quality processes and procedures
• Any other aspect of a business that adds value
to the product or service
• Special marketing (or other) expertise
• A new, innovative product or service
• Location of a business
• Being a market leader
• Quality processes and procedures
• Any other aspect of a business that adds value
to the product or service

9. WeaknessesWeaknesses
• Weaknesses
–Factors that are within
an organization’s
control that detract
from its ability to
attain the core goal.
–Which areas might the
organization improve?
• Weaknesses
–Factors that are within
an organization’s
control that detract
from its ability to
attain the core goal.
–Which areas might the
organization improve?
• Weaknesses
–Factors that are within
an organization’s
control that detract
from its ability to
attain the core goal.
–Which areas might the
organization improve?
• Weaknesses
–Factors that are within
an organization’s
control that detract
from its ability to
attain the core goal.
–Which areas might the
organization improve?
• Weaknesses
–Factors that are within
an organization’s
control that detract
from its ability to
attain the core goal.
–Which areas might the
organization improve?
• Weaknesses
–Factors that are within
an organization’s
control that detract
from its ability to
attain the core goal.
–Which areas might the
organization improve?

10. A SWOT weakness could be:A SWOT weakness could be:
• Lack of marketing (or other) expertise
• Undifferentiated products or services (i.e. in
relation to your competitors)
• Location of your business
• Poor quality goods or services
• Price that is too high
• Damaged reputation
• Lack of marketing (or other) expertise
• Undifferentiated products or services (i.e. in
relation to your competitors)
• Location of your business
• Poor quality goods or services
• Price that is too high
• Damaged reputation
• Lack of marketing (or other) expertise
• Undifferentiated products or services (i.e. in
relation to your competitors)
• Location of your business
• Poor quality goods or services
• Price that is too high
• Damaged reputation
• Lack of marketing (or other) expertise
• Undifferentiated products or services (i.e. in
relation to your competitors)
• Location of your business
• Poor quality goods or services
• Price that is too high
• Damaged reputation
• Lack of marketing (or other) expertise
• Undifferentiated products or services (i.e. in
relation to your competitors)
• Location of your business
• Poor quality goods or services
• Price that is too high
• Damaged reputation

11. Compare with competitors

13. SWOT: External FactorsSWOT: External Factors
Opportunities
– External attractive factors
that represent the reason
for an organization to
exist and develop.
– What opportunities exist
in the environment,
which will propel the
organization?
– Identify them by their
“time frames”
Opportunities
– External attractive factors
that represent the reason
for an organization to
exist and develop.
– What opportunities exist
in the environment,
which will propel the
organization?
– Identify them by their
“time frames”
Opportunities
– External attractive factors
that represent the reason
for an organization to
exist and develop.
– What opportunities exist
in the environment,
which will propel the
organization?
– Identify them by their
“time frames”
Opportunities
– External attractive factors
that represent the reason
for an organization to
exist and develop.
– What opportunities exist
in the environment,
which will propel the
organization?
– Identify them by their
“time frames”
Opportunities
– External attractive factors
that represent the reason
for an organization to
exist and develop.
– What opportunities exist
in the environment,
which will propel the
organization?
– Identify them by their
“time frames”
Opportunities
– External attractive factors
that represent the reason
for an organization to
exist and develop.
– What opportunities exist
in the environment,
which will propel the
organization?
– Identify them by their
“time frames”

14. OpportunitiesOpportunities
• Are there new situations
coming down the road that you
can take advantage of (new
programs being offered, new
faculty joining the department,
new tools available to you)?
• Are there gaps in the “market”
that you can fill?
• Are there partnerships that
might be fruitful?
• Are there new situations
coming down the road that you
can take advantage of (new
programs being offered, new
faculty joining the department,
new tools available to you)?
• Are there gaps in the “market”
that you can fill?
• Are there partnerships that
might be fruitful?
• Are there new situations
coming down the road that you
can take advantage of (new
programs being offered, new
faculty joining the department,
new tools available to you)?
• Are there gaps in the “market”
that you can fill?
• Are there partnerships that
might be fruitful?
• Are there new situations
coming down the road that you
can take advantage of (new
programs being offered, new
faculty joining the department,
new tools available to you)?
• Are there gaps in the “market”
that you can fill?
• Are there partnerships that
might be fruitful?
• Are there new situations
coming down the road that you
can take advantage of (new
programs being offered, new
faculty joining the department,
new tools available to you)?
• Are there gaps in the “market”
that you can fill?
• Are there partnerships that
might be fruitful?
• Are there new situations
coming down the road that you
can take advantage of (new
programs being offered, new
faculty joining the department,
new tools available to you)?
• Are there gaps in the “market”
that you can fill?
• Are there partnerships that
might be fruitful?

15. A SWOT opportunity could be:A SWOT opportunity could be:
• A developing market such as the Internet
• Mergers, joint ventures or strategic
alliances
• Moving into new market segments that
offer improved profits
• A new international market
• A market vacated by an ineffective
competitor
• Technology
• A developing market such as the Internet
• Mergers, joint ventures or strategic
alliances
• Moving into new market segments that
offer improved profits
• A new international market
• A market vacated by an ineffective
competitor
• Technology
• A developing market such as the Internet
• Mergers, joint ventures or strategic
alliances
• Moving into new market segments that
offer improved profits
• A new international market
• A market vacated by an ineffective
competitor
• Technology
• A developing market such as the Internet
• Mergers, joint ventures or strategic
alliances
• Moving into new market segments that
offer improved profits
• A new international market
• A market vacated by an ineffective
competitor
• Technology
• A developing market such as the Internet
• Mergers, joint ventures or strategic
alliances
• Moving into new market segments that
offer improved profits
• A new international market
• A market vacated by an ineffective
competitor
• Technology
• A developing market such as the Internet
• Mergers, joint ventures or strategic
alliances
• Moving into new market segments that
offer improved profits
• A new international market
• A market vacated by an ineffective
competitor
• Technology

16. ThreatsThreats
• Who is your competition and what do
they offer that you can’t do as well or at
all?
• Are there “environmental” changes or
situations that could cause problems for
you and your programs?
• What other roadblocks are being thrown
in your path?
• Who is your competition and what do
they offer that you can’t do as well or at
all?
• Are there “environmental” changes or
situations that could cause problems for
you and your programs?
• What other roadblocks are being thrown
in your path?
• Who is your competition and what do
they offer that you can’t do as well or at
all?
• Are there “environmental” changes or
situations that could cause problems for
you and your programs?
• What other roadblocks are being thrown
in your path?
• Who is your competition and what do
they offer that you can’t do as well or at
all?
• Are there “environmental” changes or
situations that could cause problems for
you and your programs?
• What other roadblocks are being thrown
in your path?
• Who is your competition and what do
they offer that you can’t do as well or at
all?
• Are there “environmental” changes or
situations that could cause problems for
you and your programs?
• What other roadblocks are being thrown
in your path?

17. A SWOT threat could be:A SWOT threat could be:
• A new competitor in your home market
• Price wars with competitors
• A competitor has a new, innovative product or
service
• Competitors with superior access to channels
of distribution
• Taxation is introduced on your product or
service
• Changes in technology
• Weather
• Regulation & deregulation
• A new competitor in your home market
• Price wars with competitors
• A competitor has a new, innovative product or
service
• Competitors with superior access to channels
of distribution
• Taxation is introduced on your product or
service
• Changes in technology
• Weather
• Regulation & deregulation
• A new competitor in your home market
• Price wars with competitors
• A competitor has a new, innovative product or
service
• Competitors with superior access to channels
of distribution
• Taxation is introduced on your product or
service
• Changes in technology
• Weather
• Regulation & deregulation
• A new competitor in your home market
• Price wars with competitors
• A competitor has a new, innovative product or
service
• Competitors with superior access to channels
of distribution
• Taxation is introduced on your product or
service
• Changes in technology
• Weather
• Regulation & deregulation
• A new competitor in your home market
• Price wars with competitors
• A competitor has a new, innovative product or
service
• Competitors with superior access to channels
of distribution
• Taxation is introduced on your product or
service
• Changes in technology
• Weather
• Regulation & deregulation
• A new competitor in your home market
• Price wars with competitors
• A competitor has a new, innovative product or
service
• Competitors with superior access to channels
of distribution
• Taxation is introduced on your product or
service
• Changes in technology
• Weather
• Regulation & deregulation

20. Simple Rules SWOT AnalysisSimple Rules SWOT Analysis
• Be realistic about the strengths
and weaknesses of your
organization or group
• Keep your SWOT short and
simple.
• Avoid complexity and over
analysis
• Distinguish between where your
organization is today, and where
it could be in the future
• Be specific: Avoid gray areas.
• Be realistic about the strengths
and weaknesses of your
organization or group
• Keep your SWOT short and
simple.
• Avoid complexity and over
analysis
• Distinguish between where your
organization is today, and where
it could be in the future
• Be specific: Avoid gray areas.
• Be realistic about the strengths
and weaknesses of your
organization or group
• Keep your SWOT short and
simple.
• Avoid complexity and over
analysis
• Distinguish between where your
organization is today, and where
it could be in the future
• Be specific: Avoid gray areas.
• Be realistic about the strengths
and weaknesses of your
organization or group
• Keep your SWOT short and
simple.
• Avoid complexity and over
analysis
• Distinguish between where your
organization is today, and where
it could be in the future
• Be specific: Avoid gray areas.
• Be realistic about the strengths
and weaknesses of your
organization or group
• Keep your SWOT short and
simple.
• Avoid complexity and over
analysis
• Distinguish between where your
organization is today, and where
it could be in the future
• Be specific: Avoid gray areas.
• Be realistic about the strengths
and weaknesses of your
organization or group
• Keep your SWOT short and
simple.
• Avoid complexity and over
analysis
• Distinguish between where your
organization is today, and where
it could be in the future
• Be specific: Avoid gray areas.

21. Exercise
Make a SWOT
Analysis from:
1. McDonalds
2. Burger King
3. Dunkin Donuts
Make a SWOT
Analysis from:
1. McDonalds
2. Burger King
3. Dunkin Donuts
Make a SWOT
Analysis from:
1. McDonalds
2. Burger King
3. Dunkin Donuts
Make a SWOT
Analysis from:
1. McDonalds
2. Burger King
3. Dunkin Donuts
Make a SWOT
Analysis from:
1. McDonalds
2. Burger King
3. Dunkin Donuts

22. AssignmentAssignment
Watch the video "Focusing On Strengths: Eva
Katharina Herber at TEDxIEUniversityMadrid" on
youtube
https://www.youtube.com/watch?v=t9ED7t2VeJI
Watch the video "Focusing On Strengths: Eva
Katharina Herber at TEDxIEUniversityMadrid" on
youtube
https://www.youtube.com/watch?v=t9ED7t2VeJI
Watch the video "Focusing On Strengths: Eva
Katharina Herber at TEDxIEUniversityMadrid" on
youtube
https://www.youtube.com/watch?v=t9ED7t2VeJI
Make an essay from what
the speaker says that you
think is important to
share. (300 - 600 words)
Make an essay from what
the speaker says that you
think is important to
share. (300 - 600 words)
Make an essay from what
the speaker says that you
think is important to
share. (300 - 600 words)