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A SWOT Analysis

2020-09-01 来源: 51Due教员组 类别: Essay范文

商科Business,essay代写,作业代写,北美代写,代写

下面为大家整理一篇优秀的Business analysis essay代写范文 -- A SWOT Analysis,文章讲述SWOT分析是一种结构化的计划方法,用于评估项目或企业风险涉及的优势,劣势,机会和威胁。可以对产品,地点,行业或个人进行SWOT分析。优势是指业务或项目的特征,使其比其他优势。弱点是指使业务或项目相对于其他项目处于不利地位的特征。机会意味着项目可以利用其优势的要素。威胁是指环境中可能对业务或项目造成麻烦的要素

A SWOT Analysis

A SWOT analysis is a structured planning method used to evaluate the strengths, weaknesses, opportunities and threats involved in a project or in a business venture. A SWOT analysis can be carried out for a product, place, industry or person. Strengths mean characteristics of the business or project that give it an advantage over others. Weakness means the characteristics that place the business or project at a disadvantage relative to others. Opportunities mean the elements that the project could exploit to its advantage. Threats mean the elements in the environment that could cause trouble for the business or project


In this case, there are some strengths for the Estonian Air. To begin with, the key success factors for the Estonian air’s future included increasing efficiency, ensuring high productivity of flight operations and maintaining a competitive cost base. Also, it includes increase the frequency of flights to existing destinations and add new routes and increase general reliability as well as limit the carrier’s vulnerability to unplanned technical problems.  


In terms of the weaknesses, some important factors should be considered. To begin with, one key operating cost of all airlines was fuel, which was a function of oil prices on world markets, changes to jet and aircraft fuel prices which depended on refining capacity and decisions made by refiners, the types of fleet an airline operated(older planes were generally less fuel efficient than newer models)takeoffs and landings consumed more fuel than longer routes involving fewer takeoffs and lands).,and the nature of an airline’s route structure(generally shorter, more frequent routes involving fewer takeoff  and landings). That is to say, if the Estonian Air could not control the costs very well and make it to become a competition compared with others , it is easy for Estonian Air to become a failure in this industry.


In addition, the net loss for 2006 is troubling from the selected company financial data. That is to say, there were several factors contributing to the fact including escalating fuel prices. It is obvious that the most notable factor is the extraordinary costs due to the unplanned technical problems leading to unscheduled downtime. That is to say, the lack of sufficient techniques support is a very significant factor leading to the increasing loss.


Moreover, even though the Estonian Air should not be regarded as the low income employer, it could not and did not try to match the salary scales of the large international carriers. And average crew member salaries, based on the last few years’ financial statements, increased about 2% each year, resulting in an average salary of 33000dollars expected for 2008. That is to say, the fewer salary means less motivation for the employers to put more efforts on working and creating new techniques.


In terms of the opportunities, some factors should be considered as well. To begin with, globalization also has had a tremendous impact on the demand for regional aircraft. Aircraft manufacturers have been supplying more regional aircraft to buyers outside of the US. That is to say, many developments show a tendency of  longer order backlogs for Bombardier and corres  pondingly, higher list prices for buyers such as Estonian Air.  Also, it could bring a lot of benefits for the Estonian air as a result.

 

 Furthermore, another opportunity is that airplanes were generally considered to have a 25 year useful life . though many airlines pushed their planes beyond this point, the consensus in the industry was that added maintenance cost made this increasingly uneconomic , especially for short-haul carriers. The most important is that Kalda observed that the used Saab had ten years remaining in its useful life. That is to say, there might be a large amount of demand in terms of flights and it is beneficial for the profits of the Estonian Air.


In addition, Estonian Air’s internal analysis assumed that the air transport market in Estonia would continue to grow at a healthy 10 to 15% per year over the next several years. These growth expectations were based on a positive economic outlook for the Estonian economy., market forecasts for intra- European regional flights, and the increasing popularity of Estonia as a tourist destination. That is to say, with the increasing popularity of the place for the travelling purpose , the  accordingly increasing frequency could increase as well which means the demand could increase accordingly. It could bring a bright future for the Estonian Air and can be regarded as a good opportunity for the Estonian Air.



In terms of the treathens, many factors should be considered. To begin with, even though with the increasing popularity of the place for the travelling purpose, the accordingly increasing frequency could increase as well, unfortunately, the trend of competing carriers entering the Estonian air transport market was expcted to continue. That is to say, the growing market on the one hand and the toughening competition on the other hand raised challenges for the Estonian air.


 In addition, due to the meeting of financial conditions, some questions are suggested about the development of the company. For example, Alijas unveiled the gist for the meeting” I must confess I am getting a bit anxious about this. How confident are we about the growth projections? What if they are too conservative? Could we end up outgrowing a smaller plane quite quickly? These questions showed the worries of the company, and it also showed the trentends of the company.


In conclusion, it is important to realize these strengths, weaknesses, opportunities and threats involved in a project or in a business venture because they can inform later steps in planning to achieve the objective. First, the decision makers in the Estonian AIR should consider whether the objective is attainable, given the SWOTs. If the objective is not attainable a different objective must be selected and the process repeated. It is also important for the decision-maker in the Estonian Air to ask and answer questions that generate meaningful information for each category (strengths, weaknesses, opportunities, and threats) to make the analysis useful and find their competitive advantage.


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