C714 Business Strategy Task 2 C714 Business Strategy Task 2 The SWOT analysis considers four significant areas and gives an impartial perspective of each in the beginning phase of the strategic planning process. The (S
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C714 Business Strategy Task 2 C714 Business Strategy Task 2 The SWOT analysis considers four significant areas and gives an impartial perspective of each in the beginning phase of the strategic planning process. The (S) Strengths and (W) Weaknesses are an internal assessment of the positive and negative aspects currently in the company as well as (O) Opportunities and (T) Threats which are external assessments of the positive and negative aspects of possible things to come. (Laidre, 2011) It is vital for the Senior Executive Leadership Team to work together in this process and to consider all perspectives to ensure sound business decisions result. Poor business decisions can result if one area is left behind and not included in the decision-making process. The strengths for Eze-Pleeze include currently supplying more than 50% of the major fast-food chains in the United States. Many of these same companies are looking to expand into foreign markets. If they do so, presumably, they will want to continue to use their current product suppliers. As each fast food restaurant chain expands, so will Eze-Pleeze. Once they have established themselves in the international market, they will begin to gain international customers for their products. Another significant advantage is its expanded range of products. During the market downturn, Eze-Pleeze focused on the expansion of products in the processed food market. While developing these products, consumer research showed that what consumers really wanted, was gre. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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