1. Final report case analysis
business case study and need the explanation and answer to help me learn.
Requirements: 2500 words for the main content
The Final Report Case Analysis Suggested Structure Introduction – Summarise where the
company has been and what options its face in the coming future. Signpost what analysis
you plan to do in the rest of the report A potential suggested structure for your Section 2
of the report – Strategic Position Start this section i.e., section 2 and every section with an
opening 1-3 lines about what will happen in the section. Summary discussion of your
external factors making sure you try and identify any connection between your analysis of
these and providing citations for evidence used in your discussion from external
researchers. VRIO Analysis E.g. Strong Brand – sustained competitive advantage
Summary discussion of your internal factors making sure you try and identify any
connection between your analysis of these and providing citations for evidence used in your
discussion from external researchers. Closing summary discussion of your SWOT factors
making sure you try and identify any connection between your analysis of these and
providing citations for evidence used in your discussion from Pestel Factors Porters Five
Forces Factors E.g. - Political - E.g. - Rivalry E.g. - Economic – E.g. Power of Buyers
Strengths Weaknesses Opportunities Threats Pestel – Macro environment – factors Porters
Five Forces – Industry factors External Factors- Opportunities & Threats Step 1 Resources
& Capabilities – VRIO analysis & Culture, Stakeholders & Governance Internal Factors-
Strengths & Weaknesses SWOT Step 2 Step 3
external researchers. Provide a signposting sentence to what will be coming in the next
section i.e. Section 3 A potential suggested structure for your Section 3 of the report –
Strategic Choices Following from the SWOT analysis from Section 2 we can now use a
TOWS analysis to discuss the Strategic Choices You do not have to list again all the elements
of the SWOT outlined above in the table below. Start this section i.e., section 3 with an
opening 1-3 lines about what will happen in the section. Strengths Weaknesses
Opportunities SO – 1) Identify a strength or combination of strengths & an opportunity or a
combination of opportunities and 2) discuss a market option that would utilise the
combined strength(s) and opportunity(s). In your discussion you may want to discussion
the option at 1) a price/cost level by using Porters Generic Strategies/Hybrid
Strategies/Strategy Clock and 2) at a market level using Ansoff Matrix 3) identify any
limitations or special considerations for choosing this option WO – 1) Identify a weakness
2. or combination of weaknesses & an opportunity or a combination of opportunities and 2)
discuss a market option that would utilise the combined weakness (s) and opportunity(s).
In your discussion you may want to discussion the option at 1) a price/cost level by using
Porters Generic Strategies/Hybrid Strategies/Strategy Clock and 2) at a market level using
Ansoff Matrix 3) identify any limitations or special considerations for choosing this option
Threats ST – 1) Identify a strength or combination of strengths & a threat or a combination
of threats and 2) discuss a market option that would utilise the combined strength(s) and
threat(s). In your discussion you may want to discussion the option at 1) a price/cost level
by using Porters Generic Strategies/Hybrid Strategies/Strategy Clock and 2) at a market
level using Ansoff Matrix 3) identify any limitations or special considerations for choosing
this option WT – 1) Identify a weakness or combination of weaknesses & a threat or a
combination of threats and 2) discuss a market option that would utilise the combined
weakness (s) and threats(s). In your discussion you may want to discussion the option at 1)
a price/cost level by using Porters Generic Strategies/Hybrid Strategies/Strategy Clock and
2) at a market level using Ansoff Matrix 3) identify any limitations or special considerations
for choosing this option
As with the discussion in Section 2 providing citations for evidence used in your discussion
from external researchers of each of the discussion of the 4 choices. Closing summary
discussion of your Strategic choices making sure you try and identify any connection
between your analysis of the 4 elements of the TOWS. Provide a signposting sentence to
what will be coming in the next section i.e. Section 4 A potential suggested structure for
your Section 4 of the report – Strategic in Action Drawing on the TOWS table and analysis
from above you can use the SAFe tool to evaluate each option to decide on the best one to
recommend adopting as the strategy. Note below in the number rage 1-5- 5 is the best and 1
the worse Main strategic issues facing ITV from the SWOT analysis: Options | Key Strategic
Issues SUITABLE ACCEPTABLE FEASIBLE Total Score 1. SO - Strategic Choice Allocate a
number between 1-5 to assess how suitable this option is given the key factors identified in
the SWOT Allocate a number between 1-5 to assess how suitable this option is given the
level of risk, level of return and the acceptability of key stakeholders Allocate a number
between 1-5 to assess how suitable this option is given the where the company could afford
it financially, in terms of the people and skills in Add the numbers up and place the result
here
the company now or they can hire. 2. WO - Strategic Choice Allocate a number between 1-
5 to assess how suitable this option is given the key factors identified in the SWOT Allocate
a number between 1-5 to assess how suitable this option is given the level of risk, level of
return and the acceptability of key stakeholders Allocate a number between 1-5 to assess
how suitable this option is given the where the company could afford it financially, in terms
of the people and skills in the company now or they can hire. Add the numbers up and
place the result here 3. ST - Strategic Choice Allocate a number between 1-5 to assess how
suitable this option is given the key factors identified in the SWOT Allocate a number
between 1-5 to assess how suitable this option is given the level of risk, level of return and
the acceptability of key stakeholders Allocate a number between 1-5 to assess how suitable
this option is given the where the company could afford it financially, in terms of the people
3. and skills in the company now or they can hire. Add the numbers up and place the result
here 1. WT - Strategic Choice Allocate a number between 1-5 to assess how suitable this
option is given the key factors identified in the SWOT Allocate a number between 1-5 to
assess how suitable this option is given the level of risk, level of return and the acceptability
of key stakeholders Allocate a number between 1-5 to assess how suitable this option is
given the where the company could afford it financially, in terms of the people and skills in
the company now or they can hire. Add the numbers up and place the result here You can
then explain your scoring above under the headings of Suitability, Acceptability and
Feasibility for the options e.g. Suitability – while Option 1 with a score of 2 is blah blah blah
(in terms of SWOT factors), Option 2 is more with 3 (in terms of SWOT factors) because blah
blah blah and so on for the other 2 options. Evidence used in your discussion from external
researchers. Acceptability – while Option 1 with a score of 4 is blah blah blah (in terms of
risk, return and acceptability by key stakeholders) , Option 2 is more with 1 because blah
blah blah ( in terms of risk, return and acceptability by key stakeholders) and so on for the
other 2 options. Evidence used in your discussion from external researchers. Feasibility –
while Option 3 with a score of 2 is blah blah blah (in terms of financial cost, people and
skills available and ease o integration into the organisation) , Option 3 is more with 3
because blah
blah blah (in terms of financial cost, people and skills available and ease o integration into
the organisation) and so on for the other 2 options. Evidence used in your discussion from
external researchers. Total – The best option and the one that is recommended with a score
of X for the combination of highest of the scoring on Suitability, Acceptability Feasibility.
For the combination of the factors of Sustainability, Acceptability and Feasibility and the
limitations and special considerations in terms of ’ m m , structure, systems and
what might need to change. Conclusion – Summarise what you have done in the report and
the recommendation and put one personal takeaway about what this might mean for the
future of AIE
Final Report. The task for the assignment is to conduct a strategic analysis of Greek Tourism
Industry: Improving the Tourist Product Case using the Exploring Strategy - Strategy
Checklist. The case puts students into the position of a strategy consultant hired by the
Greek government to evaluate the internal and external environment of the Greek tourism
industry and to propose a strategic plan to guide Greek policymakers in improving the
Greek tourist product and achieve stable and healthy growth rates of the Greek tourism
industry. The total wordcount for the report is 2,500 words +/- 10% and there is penalty of
a deduction of 5 points from your final mark if you go outside the wordcount limits. Task
guidelines and tips: Please arrange your final report according to the following sections and
suggested wording for each section: 1. Introduction – 150 words 2. Strategic Position –
What does the case tell you about the strategic position of the Greek Tourism Industry?
(1,000 words) Consider these Strategic Position questions we covered in the tutorials
(What are the environmental opportunities and threats? • What are the organisation’s
strengths and weaknesses? • What is the basic purpose of the organisation? • How does
culture fit the strategy? Who are the stakeholders?) when answering the question. (Make
use of any of the strategic position’s models or tools to evidence your discussion PESTEL,
10. Greece, Spain, or Italy, which have developed economies, the tourist product is
complementary to other industries, such as construction, agriculture, banking, trade, retail,
and wholesale. In employment, on the global level, tourism professionals create more jobs
than the combined total in the automotive industry, the chemical manufacturing sector, the
banking sector, the mining sector, and the higher education sector. Global tourism
contributes to five times the employment of the automotive industry, five times the jobs of
the chemical industry, two times the employment of the communication sector, and about
as many jobs as the financial services sector (Lemma, 2014). In the case of Greece, the
main sectors that mostly benefited from tourism in 2016 were trade, real estate, and
banking. In the hospitality industry, internal competitors provided hospitality services, such
as accommodation services; food and beverage services; travel agency services; and air,
maritime, and land transportation services (Ikkos & Koutsos, 2017). The most important
subsector of the hospitality industry included individuals and corporate entities (foreign or
domestic), which provided accommodation services to national and international visitors.
These entities were professionals, who provided traditional bed and breakfast services and
hotel rooms for rent (9,730 hotels) (SETE, 2016); individuals, who used their property for a
medium term – a season (such as villas for a summer), or a year (Bellos, 2018); and
individuals or corporate entities that used their properties (such as holiday cottages,
apartments, homestays, hostel beds and hotel rooms) for a short term through online
renting or leasing platforms, such as Airbnb (Roussanoglou, 2017). Catherine observed
that in 2016 professionals of the hospitality industry in Greece were providing, on average,
low to medium quality housing to travelers, while their main objective was mostly to meet
the seasonal demand of visitors for accommodation. The typical hotel firms were small
(annual revenues 2.1–4.8 million euros), with competitive companies being generally
smaller than non-competitive ones (PwC, 2016). Nonetheless, during the recent years, many
accommodation providers have started to prioritize sustainability and quality, searching for
accreditation, awards, or EU certification or other recognized and approved labels and
standards, as well as improving their relative position. For example, in 2016, approximately
240 hotels in Greece held awards or certifications regarding sustainability, such as
Travelife, EU Ecolabel, and Green Globe (Pappas, 2016), while, from 2009 to 2013, hotel
companies showed an improvement in competitiveness, with more than 67% retaining or
improving their relative position and moving to a higher category (PwC, 2016). Finally,
Catherine noticed that the domestic and foreign direct investment (FDI) in the tourism
industry, especially in the hospitality sector, in 2016 was 3.2 billion euros (Papadoyiannis &
Roussanoglou, 2017). Still, industry experts stress that Greece needs investments worth at
least 6 billion euros per year in accommodation and infrastructure in order to increase the
number of tourist arrivals and tourism revenues (Nikas, 2018). Now What? Upon
finishing her assessment of the Greek tourism industry, Catherine reflected on the strengths
and weaknesses of this industry and what actions and policies should be implemented to
improve the tourism sector. She believed that in assessing the structural problems of the
sector, she could devise a strategic plan to help government officials improve the tourist
product. To develop her suggestions, Catherine contemplated a few key questions: How can
the country improve the quality of the tourist product? What are the necessary steps to
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