Weakness of SWOT analysis

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Identify principles weakness of SWOT analysis explain how the TOWS (threats, opportunities, weaknesses, strengths) matrix overcomes the weakness of SWOT.
Describe the four strategic postures associated with strategic position and action evaluation (SPACE).
Describe the Q-sort procedure.
Any strategic choice made by leaders needs to be consistent with other components of the strategic management process. What factors need to be linked when formulating strategy?
Summarize the evaluation of adaptive strategy alternatives.
What is an External/Internal Strategy Matrix and how is it used in arriving at strategic choices?
How can the product life cycle analysis be helpful to the decision maker when thinking about what might be the best market entry/exit strategy?
Why is it important for not-for-profit and public-sector organizations to set program priorities and re-evaluate these priorities on a regular basis?
Under what types of external conditions are the various strategic postures likely to be most successful?
How are market entry/exit strategies related to the adaptive strategies of expansion of scope and maintenance of scope through enhancement?
What is the linkage between directional, adaptive, market entry/exit, competitive and implementation strategies.
What are the alternative strategies available to an organization included in the class of strategies known as adaptive strategies – expand, reduce, or maintain scope?
What are the differences between the market entry strategies of acquisition, merger, and internal development?
Why is it unlikely that a single strategy will be sufficient for an organization?
Why are both the analytical and emergent approaches important to the development of strategic alternatives?
Since related and unrelated diversification are considered risky strategies, why do health care organizations engage in such strategies?
Vertical integration has been a particularly popular strategy in health care. Why has it been popular in this industry?
What is venture capital investment and what is accomplished with this strategy?
How are alliances in health care sometimes thought of in a way that is different from strategic alliances based on an expansion/cooperation strategy?
What is the relationship between competitive strategies and strategic posturing decisions?
Describe what a brand represents for an organization and why branding is important to service organizations.
What are some examples of follow-up activities?
What is meant by market segmentation in health care?
How is personal selling used in health care organizations?
What is contingency planning and why is it particularly important in dynamic, rapidly changing organizational environments?

 

 

 

 

Sample Solution

eforms in order to steer clear.

With regard to Saudi’s domestic oil climate, M.B.S has enacted Vision 2030; a direct attempt to manufacture a complete economic overhaul through ambitious reforms in taxation, the severance of subsidies, and spending. Saudi also plans on creating the world’s largest initial public offering (IPO)through the partial privatization of Saudi Aramco which would bring in an approximated $100 billion of non-oil revenues for Riyadh, however, this plan has been delayed multiple times already (Khan). Because of these reforms and future partial privatization, combined with investments in infrastructure, military, and education, M.B.S is hopeful that this will create an impenetrable division between Saudi Arabia and total oil dependence/Dutch Disease.
One of the most intriguing aspects of Vision 2030 is the blue print for NEOM, a mega-city run on clean renewable energy that will connect Saudi Arabia to Jordan and Egypt (Ellyat). NEOM is intended to be funded through foreign direct investment (which they are aiming to increase through these kinds of attractions) as well as the partial privatization of Saudi Aramco. NEOM aims to be a new and modern technological hub that will embrace the digital era in order to become a major middle-eastern commercial location (Ellyat). The building of NEOM will produce a large amount of jobs for the citizens and create a sustainable environment in which, perhaps, new and old businesses can thrive. However, the question is will the people of Saudi Arabia take advantage of these new job opportunities as well as the growth of their nation? The past says more than likely not.

The government revenue and expenditures of Saudi Arabia rely heavily on oil generated royalties. This is primarily due to the lack of implementation of personal income tax on the citizens of this country. And so, the social contract between the people and government is dominated and dictated by the rentier’ effect; this rentier social contract has a direct negative impact on the power of the people, however, they have silently agreed to its repercussions. With the oil royalties funding the fiscal system, the people of the country acquiesce their government representation for their emancipation from taxation, gift of free education, as well as free health care. As the people and the petro-state rely on economic stability fueled by a steadily depleting resource they remove themselves from any glimpse of change and growth. They become largely removed from government corruption and waste as it has little impact on the

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