C714 Task 2.docx C714 Task 2 Western Governors University A SWOT analysis is a framework for a company, like EZ-Pleeze, to identify and analyze internal and external factors that can have a direct impact on the comp
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C714 Task 2.docx C714 Task 2 Western Governors University A SWOT analysis is a framework for a company, like EZ-Pleeze, to identify and analyze internal and external factors that can have a direct impact on the company. It is a tool for the company to be able to easily view its strengths, weaknesses, opportunities and threats and assess how to best reach its vision and goals. When working through a SWOT analysis, the company will be able to see which areas they may need to focus or invest in more than others. EZ-Pleeze is showing three main internal strengths on the SWOT analysis: Investment in their technology, their research and development department and their investment in their employees. By investing in their technology, EZ-Pleeze will be able to better develop their corn and potato products. This also makes them more competitive and helps to meet consumer demands. The research and development department is a great strength for EZ-Pleeze. This department is what will keep the company on track for what the consumers are wanting and looking for. Also, EZ-Pleeze believes its biggest asset is its employees. By investing health and wellness programs, they expect a return on their invest through productivity and performance of its employees. This also helps create lower turnover, loyalty and quality customer service. There are also a few internal weaknesses that EZ-Pleeze has. Such as, their CEO Tim Burnes is stepping down, theyve laid off 10% of their workforce and theyve had to inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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