Swot analysis case of small enterprises

Through benchmarking, we clearly realize that Nanjing Boao Hotel is in the initial stage of its establishment. Facing the challenge of strong market competitors, it is at an obvious disadvantage in terms of financial strength, research and development technology, talent team, access channels, brand reputation, customer relations and so on. What should enterprises do at this time? The strategic team of our OKBU Dream Team agrees that when enterprises are obviously at a disadvantage in technology and relationship and have no competitive advantage, enterprises must consider finding a way out at the strategic level if they want to break through. Through the analysis of the above aspects, we have made a SWOT strategic analysis of Boao Hotel, and its SWOT strategic analysis elements are designed as follows: internal conditions 1, strategic objectives 2, service capabilities 3, marketing capabilities 4, management capabilities 5, human resources external conditions 1, Victoria Harbour economic environment 2, Victoria Harbour hotel industry environment 3, customer environment 4, SWOT analysis of regional environment Boao Hotel is as follows: internal environmental factors, external environmental factors, leading factors (S) ① Company positioning ② Software service ③ Marketing model ④ Organizational structure ⑧ Manager quality ⑧ Work analysis ⑧ Performance management ⑧ Employee sense of belonging, inferior factors (W) ① Company culture ② Service concept ③ Service innovation ④ Hardware service facilities ⑧ Organization communication ⑧ Organization system ⑧ Talent selection. ⑨ Training and development ⑩ Opportunity factors of employees' ability and quality (O) SO Countermeasures ① Regional advantages are obvious ② Sufficient sources of funds ③ Better urban development WO Countermeasures ① Accelerating development speed ② Promoting hotel expansion ③ Learning advanced hotel experience ④ Introducing senior management talents (T) ST Countermeasures ① Industry competitive pressure ② Low threshold for foreign entrants ③ Unstable customers ① Accelerating the formation of core competitiveness. ② Cultivate a good customer relationship ③ Form a better service brand WT Countermeasures ① Shrinking development ② Avoiding rivals countermeasures: ① Formulating talent strategy, forming a market-oriented talent training, selection and elimination mechanism ② Innovating services ③ Enlarging and strengthening hardware construction ④ Perfecting the company's internal system ⑤ Creating a boutique company culture ⑤ Strengthening the company's human resources management. Our strategy team of OKBU Dream Team unanimously agreed that Boao Hotel should adopt WO strategy, that is, focus on disadvantages and opportunities, and strive to minimize the adverse effects of the former and maximize the beneficial effects of the latter. Boao Hotel should seize opportunities and overcome weaknesses in the process of competition. First of all, in terms of talent strategy, a market-oriented talent training, selection and elimination mechanism is formed to provide talent protection for bigger and stronger hotels. Strengthen the company's human resources management, do a good job in talent selection, salary management, employee training and development, and strive to improve the ability and quality of Ang. Secondly, establish the concept of hotel service, intensify service innovation, strive to meet the service needs of customers at different levels, and ensure that customers will not choose Boao Hotel for service reasons. Of course, it is also helpful to strengthen the construction of hardware service facilities, which can further satisfy customers' activities. In addition, building a strong corporate culture ensures that employees have a harmonious working and living environment, and strive to communicate with superiors. Also, as a newly established hotel, improve the internal organizational structure, organizational system and mechanism of the hotel, such as strengthening the implementation of the security system, improving the control mechanism of strategy and plan, such as: 1, and formulating strategic plans and strategic implementation plans. At this stage, the top management is mainly responsible for discussion, deliberation and approval, the planning department presides over the specific discussion and formulation, and the finance department and other functional departments participate in the discussion, analysis and formulation of relevant parts. 2. Budget preparation stage. At this stage, the top management is mainly responsible for discussion, deliberation and approval. In addition to formulating departmental budgets, the planning department is also responsible for preparing the overall budget plan, while the financial department and other functional departments are required to submit the departmental budget draft and modify it as required. 3. In the stage of strategy implementation and execution, during the process of strategy implementation and execution, the top management should review the implementation of monthly/quarterly plans, the planning department should regularly know the implementation of the overall plan of the enterprise and report to the top management in time, and the financial department and other functional departments should ensure the smooth implementation of their own plans/budgets, and explain the difficulties and problems in time. 4. In the stage of strategic evaluation and analysis, when evaluating and analyzing the strategic plan, the top management is responsible for reviewing the implementation status of the plan and making corresponding instructions. The planning department assists in drafting the monthly/quarterly/annual plan execution deviation analysis report, and the financial department and other functional departments analyze the plan execution of their own departments and submit the analysis report. Finally, our strategic team unanimously hopes that Boao Hotel can continue to make good use of its own advantages, such as accurate company positioning, good software service, influential marketing model, suitable organizational structure and excellent manager quality, and must continue to do a good job analysis, performance management and employee sense of belonging. Only on this basis can these advantages develop into their own core competitiveness factors, and only in this way can hotels stay in the highly competitive Wei Gang area.