Using Swot method to analyze the development strategy of tourist attractions?

SWOT analysis is used to determine the strengths, weaknesses, opportunities and threats of the enterprise itself, thus organically combining the company's strategy with the company's internal resources and external environment. Therefore, it is of great significance to clearly determine the advantages and disadvantages of the company's resources and understand the opportunities and challenges facing the company for formulating the company's future development strategy.

Steps of SWOT analysis:

1. List the strengths and weaknesses, possible opportunities and threats of the enterprise.

2. Advantages, disadvantages, opportunities and threats combine to form SO, ST, WO and WT strategies.

3. Identify and select the strategies of SO, ST, WO and WT, and determine the specific strategies and tactics that enterprises should adopt at present.

SWOT matrix:

merits and demerits

Opportunity so strategy (growth strategy) wo strategy (reversal strategy)

Threat st strategy (diversification strategy) wt strategy (defensive strategy)

Competitive advantage refers to the ability of an enterprise to surpass its competitors, or the uniqueness of a company to improve its competitiveness. For example, when two enterprises are in the same market or they both have the ability to provide products and services to the same customer group, if one of them has a high profit rate or profit potential, then we think that this enterprise has a competitive advantage over the other enterprise.

Competitive advantage can be the following aspects:

● Advantages of technical skills: unique production technology, low-cost production mode, leading innovation ability, strong technical strength, perfect quality control system, rich marketing experience, excellent customer service and excellent large-scale purchasing skills.

Advantages of tangible assets: advanced production lines, modern factories and equipment, rich natural resources reserves, attractive real estate location, sufficient funds and complete information.

● Advantages of intangible assets: excellent brand image, good commercial credit and aggressive corporate culture.

● Advantages of human resources: employees with professional knowledge in key fields have high work enthusiasm, strong organizational learning ability and rich experience.

Advantages of organizational system: high-quality management and control system, perfect information management system, loyal customer base and strong financing ability.

● Competitive advantage: short product development cycle, strong dealer network, good cooperative relationship with suppliers, sensitive response to changes in market environment and leading market share.

Competitive disadvantage (W) refers to what a company lacks or does badly, or what will put the company at a disadvantage.

Factors that may lead to internal defects are:

Lack of competitive skills and technology

Lack of competitive tangible assets, intangible assets, human resources and organizational assets.

● Competitiveness in key areas is being lost.

Potential opportunities for the company:

Market opportunity is the main factor affecting the company's strategy. Company managers should identify every opportunity, evaluate the growth and profit prospects of every opportunity, and choose the best opportunity that can match the company's financial and organizational resources and make the company have the greatest competitive advantage potential.

The potential development opportunities may be:

● The expanding trend of customer base or product market segment.

● Transfer skills and technologies to new products and businesses to serve a larger customer base.

● Forward or backward integration

The market entry threshold is low.

● Ability to acquire competitors.

● Strong market demand growth and rapid expansion.

● Have the opportunity to expand to other geographical regions and expand market share.

External threats endangering the company (t):

In the external environment of the company, there are always some factors that threaten the profitability and market position of the company. Company managers should identify threats that endanger the future interests of the company in time, make assessments and take corresponding strategic actions to offset or mitigate its impact.

The external threats of the company may be:

Strong new competitors will enter the market.

● Substitutes seize the company's sales.

● The market growth rate of major products declined.

● Adverse changes in exchange rate and foreign trade policies.

● Adverse changes in demographic characteristics and social consumption patterns.

● The negotiation ability of customers or suppliers is improved.

● Reduced market demand

● Vulnerable to economic depression and business cycle.

Because of the integrity of enterprises and the extensive sources of competitive advantages, when analyzing advantages and disadvantages, we must make a detailed comparison between enterprises and competitors from every link of the whole value chain. For example, whether the products are novel, whether the manufacturing process is complex, whether the sales channels are smooth and whether the prices are competitive.

If an enterprise's advantages in one aspect or several aspects are the key success factors that enterprises in this industry should have, then its comprehensive competitive advantage may be stronger. It should be pointed out that whether an enterprise and its products have competitive advantages can only be measured from the perspective of existing potential users, not from the perspective of enterprises.

In the process of maintaining competitive advantage, enterprises must deeply understand their own resources and capabilities and take corresponding measures. Because once an enterprise has a competitive advantage in a certain aspect, it will inevitably attract the attention of competitors. Generally speaking, after a period of efforts, enterprises have established a certain competitive advantage; Then, while maintaining this competitive advantage, competitors began to react gradually; Then, if competitors directly attack the advantages of enterprises or adopt other more powerful strategies, this advantage will be weakened. Therefore, enterprises should ensure the lasting competitive advantage of their resources.

The lasting competitive advantage of resources is influenced by two factors: the competitive value of enterprise resources and the duration of competitive advantage.

To evaluate the competitive value of enterprise resources, four tests must be conducted:

1. Is this resource easy to copy? The greater the cost and difficulty of imitating a resource, the greater its potential competitive value.

2. How long can this resource last? The longer a resource lasts, the greater its value.

3. Can this kind of resource really maintain its superior value in the competition? In the competition, a resource should be able to create a competitive advantage for the company.

4. Will this resource be offset by other resources or capabilities of competitors?

There are three main factors that affect the duration of an enterprise's competitive advantage:

(1) How long will it take to build this advantage?

(2) What advantages can be gained?

(3) How long does it take for competitors to react strongly?

If the enterprise analyzes these three factors clearly, it can make clear its position in establishing and maintaining competitive advantage.

Of course, SWOT analysis is more than just four lists. The most important thing is to evaluate the company's strengths, weaknesses, opportunities and threats, and finally draw the following conclusions: (1) How to maximize the use of its own resources under the company's existing internal and external environment; (2) How to establish the company's future resources.