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	<title>MBA Projects &#187; SWOT</title>
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		<title>Strategies of FMCG Companies in Rural Market (Marketing Project)</title>
		<link>http://managementfunda.com/strategies-of-fmcg-companies-in-rural-market-marketing-project/</link>
		<comments>http://managementfunda.com/strategies-of-fmcg-companies-in-rural-market-marketing-project/#comments</comments>
		<pubDate>Wed, 17 Aug 2011 14:54:40 +0000</pubDate>
		<dc:creator>Yogin Vora</dc:creator>
				<category><![CDATA[Advertising]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Marketing mix]]></category>
		<category><![CDATA[Projects]]></category>
		<category><![CDATA[Related to MBA]]></category>
		<category><![CDATA[SWOT]]></category>
		<category><![CDATA[4P's]]></category>
		<category><![CDATA[Britannia]]></category>
		<category><![CDATA[Colgate]]></category>
		<category><![CDATA[FMCG]]></category>
		<category><![CDATA[HLL]]></category>
		<category><![CDATA[Marico]]></category>
		<category><![CDATA[Marketing Project]]></category>
		<category><![CDATA[MBA Projects]]></category>
		<category><![CDATA[Medimix]]></category>
		<category><![CDATA[Nihar Coconut Oil]]></category>
		<category><![CDATA[Nirma]]></category>
		<category><![CDATA[Pamolive]]></category>
		<category><![CDATA[Rural Market]]></category>
		<category><![CDATA[Strategies]]></category>
		<category><![CDATA[Tiger]]></category>

		<guid isPermaLink="false">http://managementfunda.com/?p=7731</guid>
		<description><![CDATA[<p>The Attachment below consist of the following points &#38; explanation</p>
<p><a href="http://managementfunda.com/wp-content/uploads/2011/08/fmcg.gif"></a></p>

Introduction to Fast Moving Consumer Goods
Examples of the companies &#8211; HLL, Colgate, Pamolive, Britannia, Marico.
Marketing Mix (4P&#8217;s) of Nirma
Positioning of Nirma (Internationally &#38; Local)
SWOT Analysis of Nirma
Britannia Tiger
Hoarding for Tiger Biscuit
Marketing Mix (4P&#8217;s) for Britannia Tiger Biscuits
HLL Nihar Coconut Oil &#8211; Introduction
Marketing Mix of Nihar Coconut [...]]]></description>
			<content:encoded><![CDATA[<p>The Attachment below consist of the following points &amp; explanation</p>
<p><a href="http://managementfunda.com/wp-content/uploads/2011/08/fmcg.gif"><img class="aligncenter size-medium wp-image-7733" title="FMCG Companies" src="http://managementfunda.com/wp-content/uploads/2011/08/fmcg-300x122.gif" alt="" width="300" height="122" /></a></p>
<ol>
<li>Introduction to Fast Moving Consumer Goods</li>
<li>Examples of the companies &#8211; HLL, Colgate, Pamolive, Britannia, Marico.</li>
<li>Marketing Mix (4P&#8217;s) of Nirma</li>
<li>Positioning of Nirma (Internationally &amp; Local)</li>
<li>SWOT Analysis of Nirma</li>
<li>Britannia Tiger</li>
<li>Hoarding for Tiger Biscuit</li>
<li>Marketing Mix (4P&#8217;s) for Britannia Tiger Biscuits</li>
<li>HLL Nihar Coconut Oil &#8211; Introduction</li>
<li>Marketing Mix of Nihar Coconut Oil</li>
<li>Problems &amp; Strengths of Nihar</li>
<li>HLL Medimix &#8211; Introduction</li>
<li>Strategies for Medimix</li>
<li>Colgate Pamolive</li>
<li>Marketing Mix (4P&#8217;s) for Colgate Pamolive</li>
<li>Conclusion</li>
</ol>
<p>&nbsp;</p>
<p><a href="http://www.ziddu.com/download/16080984/StrategiesofFMCGCompaniesinRuralMarket.ppt.html "><img class="aligncenter size-full wp-image-7732" title="Strategies of FMCG Companies in Rural Market" src="http://managementfunda.com/wp-content/uploads/2011/08/download-button1-150x1501.jpg" alt="" width="150" height="150" /></a></p>
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		</item>
		<item>
		<title>SWOT Analysis of Adani Power Ltd.</title>
		<link>http://managementfunda.com/swot-analysis-of-adani-power-ltd/</link>
		<comments>http://managementfunda.com/swot-analysis-of-adani-power-ltd/#comments</comments>
		<pubDate>Thu, 14 Apr 2011 19:50:42 +0000</pubDate>
		<dc:creator>Yogin Vora</dc:creator>
				<category><![CDATA[Analysis]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Projects]]></category>
		<category><![CDATA[Related to MBA]]></category>
		<category><![CDATA[SWOT]]></category>
		<category><![CDATA[ADANI Power Ltd]]></category>
		<category><![CDATA[Chinese Equipments]]></category>
		<category><![CDATA[Coal trading]]></category>
		<category><![CDATA[Mundra Port]]></category>
		<category><![CDATA[Opportunities]]></category>
		<category><![CDATA[Stellar]]></category>
		<category><![CDATA[Strength]]></category>
		<category><![CDATA[SWOT Analysis]]></category>
		<category><![CDATA[Threats]]></category>
		<category><![CDATA[Weakness]]></category>

		<guid isPermaLink="false">http://managementfunda.com/?p=6215</guid>
		<description><![CDATA[<p><strong>Adani Power Ltd<a href="http://managementfunda.com/wp-content/uploads/2011/04/Managementfunda2.jpg"></a></strong>
<strong> Strengths</strong></p>
<p>•	Strong execution track record on the back of the huge success of Mundra Port
•	The diversified nature of the Adani Group (especially its presence in ports and coal trading) augurs well for Adani Power
•	Stellar operational efficiency (FY10 average PLF was 85%+ compared with India’s national average of 78%)
•	Minimal exposure to merchant power [...]]]></description>
			<content:encoded><![CDATA[<p><strong><span style="text-decoration: underline;">Adani Power Ltd</span><a href="http://managementfunda.com/wp-content/uploads/2011/04/Managementfunda2.jpg"><img class="alignright size-full wp-image-6216" title="Adani Power ltd. Logo" src="http://managementfunda.com/wp-content/uploads/2011/04/Managementfunda2.jpg" alt="" width="80" height="81" /></a></strong><br />
<strong> Strengths</strong></p>
<p>•	Strong execution track record on the back of the huge success of Mundra Port<br />
•	The diversified nature of the Adani Group (especially its presence in ports and coal trading) augurs well for Adani Power<br />
•	Stellar operational efficiency (FY10 average PLF was 85%+ compared with India’s national average of 78%)<br />
•	Minimal exposure to merchant power (23% compared with JSW’s 56%)</p>
<p><strong>Weakness</strong></p>
<p>•	All of Adani’s power plants use Chinese equipment<br />
•	Conflict of interest given that other promoter owned companies are also in power generation<br />
•	Limited bargaining power vis a vis delays in coal supplies from Adani Enterprises as it is Adani Power’s holding company</p>
<p><strong>Opportunities</strong></p>
<p>•	private sector (this is equivalent to 10x Adani’s installed capacity) and Adani Power will be a relatively strong contender for these UMPPs<br />
•	Given group’s presence in coal mining and India’s rising coal imports, domestic coal mining offers a huge opportunity for Adani Enterprises This in turn will reduce<br />
•	Adani Power’s coal cost as currently Adani Enterprises is the biggest supplier of coal to Adani Power</p>
<p><strong>Threats</strong></p>
<p>•	The 5x increase in private sector generation capacity by FY13 could result in merchant power rates getting compressed.<br />
•	The rising Maoist insurgency (with its greatest influence in states having the largest coal resources) could result in delays and higher costs.<br />
•	The improving trend in T&amp;D losses due to rising investment in T&amp;D could result in the fading of India’s power deficit at a quicker pace than expected.</p>
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		<item>
		<title>SWOT Analysis of Torrent Power Ltd.</title>
		<link>http://managementfunda.com/swot-analysis-of-torrent-power-ltd/</link>
		<comments>http://managementfunda.com/swot-analysis-of-torrent-power-ltd/#comments</comments>
		<pubDate>Mon, 11 Apr 2011 10:14:15 +0000</pubDate>
		<dc:creator>Yogin Vora</dc:creator>
				<category><![CDATA[Analysis]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Projects]]></category>
		<category><![CDATA[Related to MBA]]></category>
		<category><![CDATA[SWOT]]></category>
		<category><![CDATA[Chinese Equipment]]></category>
		<category><![CDATA[Distribution]]></category>
		<category><![CDATA[Financial Position]]></category>
		<category><![CDATA[Franchisee]]></category>
		<category><![CDATA[Generation]]></category>
		<category><![CDATA[India]]></category>
		<category><![CDATA[Integrated]]></category>
		<category><![CDATA[Opportunities]]></category>
		<category><![CDATA[Private Sector]]></category>
		<category><![CDATA[SEBs]]></category>
		<category><![CDATA[Strength]]></category>
		<category><![CDATA[SWOT Analysis]]></category>
		<category><![CDATA[Threats]]></category>
		<category><![CDATA[Torrent Power Ltd.]]></category>
		<category><![CDATA[Transmission]]></category>
		<category><![CDATA[Weakness]]></category>

		<guid isPermaLink="false">http://managementfunda.com/?p=6211</guid>
		<description><![CDATA[<p style="text-align: justify;"><strong>Strengths</strong>:<a href="http://managementfunda.com/wp-content/uploads/2011/04/Managementfunda1.jpg"></a></p>
<p style="text-align: justify;">•	The integrated player in India across the entire value chain –generation, transmission and distribution
•	The only successful player in the private distribution franchisee business
•	The only power utility company with positive FCFF in FY10
•	Zero reliance on Chinese equipment
•	Stellar operational efficiency (FY10 average PLF was 90%+ and T&#38;D losses were sub-10% compared to [...]]]></description>
			<content:encoded><![CDATA[<p style="text-align: justify;"><strong>Strengths</strong>:<a href="http://managementfunda.com/wp-content/uploads/2011/04/Managementfunda1.jpg"><img class="alignright size-full wp-image-6213" title="Torrent Power Ltd. Logo" src="http://managementfunda.com/wp-content/uploads/2011/04/Managementfunda1.jpg" alt="" width="200" height="71" /></a></p>
<p style="text-align: justify;">•	The integrated player in India across the entire value chain –generation, transmission and distribution<br />
•	The only successful player in the private distribution franchisee business<br />
•	The only power utility company with positive FCFF in FY10<br />
•	Zero reliance on Chinese equipment<br />
•	Stellar operational efficiency (FY10 average PLF was 90%+ and T&amp;D losses were sub-10% compared to the national average of 78% and 25%+ respectively)<br />
•	One of the strongest balance sheets in the sector with FY10net debt: equity of 0.6x compared with ~1.5x for peers<br />
•	Strong Board of Directors with a high profile of independent directors such as Keki Mistry and Kiran Karnik</p>
<p style="text-align: justify;"><strong>Weakness</strong>:</p>
<p style="text-align: justify;">•	Lack of disclosure in the annual report on key items. For example, there is no break up of revenues between generation, transmission and distribution<br />
•	The Kanpur franchisee has still not started functioning as the local state electricity board is creating issues in the light of<br />
•	Torrent having won the distribution contract Fuel tie up and financial closure for the near-term pipeline(1.5GW or ~96% of current installed capacity) is yet to take place</p>
<p style="text-align: justify;"><strong>Opportunities</strong>:</p>
<p style="text-align: justify;">•	There is a huge opportunity for private sector power utilities in India (particularly for those utilities that have Torrent’s battle hardened execution capabilities)<br />
•	Private distribution franchisees is a big (and relatively untapped) opportunity in India given the poor financial position of the state electricity boards<br />
•	Given Torrent’s presence in the T&amp;D segment, the growing scope for private sector participation in this space offers a huge opportunity particularly as the Government’s focus switches from power generation to power T&amp;D</p>
<p style="text-align: justify;"><strong>Threats</strong>:</p>
<p style="text-align: justify;">•	The 5x increase in private sector generation capacity by FY13 could result in merchant power rates getting compressed.<br />
•	Difficult to replicate the success of Bhiwandi in other private distribution franchisees as opposition from the local SEBs (who do not want to see private sector distributors in their area) is very strong<br />
•	Given that the KG Basin gas does not seem to be ramping up and infrastructure bottlenecks in the transportation of imported LNG (and the resultant crunch in the supply of gas) can be a negative for Torrent as 75% of its incremental capacity is gas based, which does not have fuel tie-up.<br />
•	Any delays in the construction of the Dahej SEZ will also delay the upcoming 1.2GW project in Dahej (will account for 37% of Torrent’s total capacity)</p>
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		<item>
		<title>Top Articles for MBA Projects in 2010</title>
		<link>http://managementfunda.com/top-articles-for-mba-projects-in-2010/</link>
		<comments>http://managementfunda.com/top-articles-for-mba-projects-in-2010/#comments</comments>
		<pubDate>Thu, 13 Jan 2011 19:59:32 +0000</pubDate>
		<dc:creator>Yogin Vora</dc:creator>
				<category><![CDATA[Advertising]]></category>
		<category><![CDATA[Analysis]]></category>
		<category><![CDATA[Brand Management]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[Case Study]]></category>
		<category><![CDATA[CAT]]></category>
		<category><![CDATA[CET]]></category>
		<category><![CDATA[Download Projects]]></category>
		<category><![CDATA[Entertainment]]></category>
		<category><![CDATA[Financial Management]]></category>
		<category><![CDATA[GRE and GMAT]]></category>
		<category><![CDATA[Human Resource]]></category>
		<category><![CDATA[Internet Marketing]]></category>
		<category><![CDATA[Logistic management]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Marketing mix]]></category>
		<category><![CDATA[Marketing Research]]></category>
		<category><![CDATA[Production Management]]></category>
		<category><![CDATA[Projects]]></category>
		<category><![CDATA[Related to MBA]]></category>
		<category><![CDATA[Service Sector]]></category>
		<category><![CDATA[Share Market]]></category>
		<category><![CDATA[SWOT]]></category>
		<category><![CDATA[Total quality management]]></category>
		<category><![CDATA[2010]]></category>
		<category><![CDATA[Bajaj Allianz General Insurance Company Limited]]></category>
		<category><![CDATA[Bharati Airtel]]></category>
		<category><![CDATA[Cadbury Bournvita]]></category>
		<category><![CDATA[Cellular Industry]]></category>
		<category><![CDATA[ICICI Prudential]]></category>
		<category><![CDATA[Indian Railways]]></category>
		<category><![CDATA[Maggi]]></category>
		<category><![CDATA[MBA Projects]]></category>
		<category><![CDATA[Nokia]]></category>
		<category><![CDATA[Reliance Mutual Fund]]></category>
		<category><![CDATA[State Bank of India (SBI)]]></category>
		<category><![CDATA[Top Articles]]></category>

		<guid isPermaLink="false">http://managementfunda.com/?p=2288</guid>
		<description><![CDATA[<p><a href="http://managementfunda.com/wp-content/uploads/2011/01/ManagementFunda.jpg"></a></p>
<p>This are some of the <strong>Most </strong>Visited Articles by the Visitors of <strong>Managementfunda.com, </strong>Do go through once and let us know your valuable <strong>FEEDBACK: </strong>-</p>

<a title="7 P's of ICICI Prudential" href="http://managementfunda.com/7-ps-of-marketing-mix-of-icici-prudential/" target="_blank"><strong>7 P&#8217;s of ICICI Prudential</strong></a>
<strong><a title="SWOT Analysis of Reliance Mutual Fund" href="http://managementfunda.com/swot-analysis-of-reliance-mutual-fund/" target="_blank">SWOT Analysis of Reliance Mutual Fund</a></strong>
<strong><a title="SWOT Analysis of Nokia" href="http://managementfunda.com/swot-analysis-of-nokia/" [...]]]></description>
			<content:encoded><![CDATA[<p><a href="http://managementfunda.com/wp-content/uploads/2011/01/ManagementFunda.jpg"><img class="aligncenter size-full wp-image-2296" title="Best Management Articles" src="http://managementfunda.com/wp-content/uploads/2011/01/ManagementFunda.jpg" alt="" width="168" height="126" /></a></p>
<p>This are some of the <strong>Most </strong>Visited Articles by the Visitors of <strong>Managementfunda.com, </strong>Do go through once and let us know your valuable <strong>FEEDBACK: </strong>-</p>
<ol>
<li><a title="7 P's of ICICI Prudential" href="http://managementfunda.com/7-ps-of-marketing-mix-of-icici-prudential/" target="_blank"><strong>7 P&#8217;s of ICICI Prudential</strong></a></li>
<li><strong><a title="SWOT Analysis of Reliance Mutual Fund" href="http://managementfunda.com/swot-analysis-of-reliance-mutual-fund/" target="_blank">SWOT Analysis of Reliance Mutual Fund</a></strong></li>
<li><strong><a title="SWOT Analysis of Nokia" href="http://managementfunda.com/swot-analysis-of-nokia/" target="_blank">SWOT Analysis of Nokia</a></strong></li>
<li><strong><a title="Monopoly of Indian Railways" href="http://managementfunda.com/monopoly-of-indian-railways-iim-case-study/" target="_blank">Monopoly of Indian Railways</a></strong></li>
<li><strong><a title="4 P's for Cadbury Bournvita" href="http://managementfunda.com/marketing-mix-4ps-for-cadbury-bournvita/" target="_blank">4 P&#8217;s for Cadbury Bournvita</a></strong></li>
<li><strong><a title="Future of Cellular Industry" href="http://managementfunda.com/future-of-cellular-industry/" target="_blank">Future of Cellular Industry</a></strong></li>
<li><strong><a title="SWOT Analysis of Maggi" href="http://managementfunda.com/swot-analysis-of-maggi/" target="_blank">SWOT Analysis of Maggi</a></strong></li>
<li><strong><a title="State Bank of India (SBI)" href="http://managementfunda.com/state-bank-of-india/" target="_blank">State Bank of India</a></strong></li>
<li><a title="bajaj allianz general insurance company limited" href="http://managementfunda.com/bajaj-allianz-general-insurance-company-limited/" target="_blank"><strong>Bajaj Allianz General Insurance Company Limited</strong></a></li>
<li><a title="SWOT Analysis of Bharati Airtel" href="http://managementfunda.com/swot-analysis-of-bharti-airtel/" target="_blank"><strong>SWOT Analysis of Bharati Airtel</strong></a></li>
</ol>
<p>Please Suggest if anything you found useful and it is the best but it is not on the list ???</p>
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		<title>SWOT Analysis for ACC Cement</title>
		<link>http://managementfunda.com/swot-analysis-for-acc-cement/</link>
		<comments>http://managementfunda.com/swot-analysis-for-acc-cement/#comments</comments>
		<pubDate>Sat, 04 Sep 2010 08:23:19 +0000</pubDate>
		<dc:creator>Yogin Vora</dc:creator>
				<category><![CDATA[Advertising]]></category>
		<category><![CDATA[Analysis]]></category>
		<category><![CDATA[Brand Management]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[Case Study]]></category>
		<category><![CDATA[Logistic management]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Marketing Research]]></category>
		<category><![CDATA[Projects]]></category>
		<category><![CDATA[Related to MBA]]></category>
		<category><![CDATA[Service Sector]]></category>
		<category><![CDATA[SWOT]]></category>
		<category><![CDATA[ACC Cement]]></category>
		<category><![CDATA[Awareness]]></category>
		<category><![CDATA[Birla Samrat]]></category>
		<category><![CDATA[Brand Loyalty]]></category>
		<category><![CDATA[Discount]]></category>
		<category><![CDATA[FDI]]></category>
		<category><![CDATA[Government]]></category>
		<category><![CDATA[Jaypee Cement]]></category>
		<category><![CDATA[Opportunities]]></category>
		<category><![CDATA[Price]]></category>
		<category><![CDATA[Prism Cement]]></category>
		<category><![CDATA[Service]]></category>
		<category><![CDATA[Strength]]></category>
		<category><![CDATA[SWOT Analysis]]></category>
		<category><![CDATA[Threats]]></category>
		<category><![CDATA[Weakness]]></category>

		<guid isPermaLink="false">http://managementfunda.com/?p=2070</guid>
		<description><![CDATA[<p style="text-align: justify;"><strong>SWOT of ACC Cement<a href="http://managementfunda.com/wp-content/uploads/2010/09/ManagementFunda.jpg"></a>
</strong></p>
<p><strong>STRENGTHS.</strong></p>
<p style="text-align: justify;"><strong> </strong></p>

It is having a good image and brand loyalty among consumers.
Service is good
â€œDhalai karne ke liyeâ€ people ask for ACC
They have same price prevailing for wholesale at dealers/stockiest retailers end.

<p style="text-align: justify;"><strong>WEAKNESS.</strong></p>
<p style="text-align: justify;"><strong> </strong></p>

The competitors are doing much promotional activity rather than ACC Limited thatâ€™s [...]]]></description>
			<content:encoded><![CDATA[<p style="text-align: justify;"><strong>SWOT of ACC Cement<a href="http://managementfunda.com/wp-content/uploads/2010/09/ManagementFunda.jpg"><img class="alignright size-thumbnail wp-image-2072" title="ACC Cement Ltd logo" src="http://managementfunda.com/wp-content/uploads/2010/09/ManagementFunda-150x72.jpg" alt="" width="150" height="72" /></a><br />
</strong></p>
<p><strong>STRENGTHS.</strong></p>
<p style="text-align: justify;"><strong> </strong></p>
<ol>
<li style="text-align: justify;">It is having a good image and brand loyalty among consumers.</li>
<li>Service is good</li>
<li>â€œDhalai karne ke liyeâ€ people ask for ACC</li>
<li style="text-align: justify;">They have same price prevailing for wholesale at dealers/stockiest retailers end.</li>
</ol>
<p style="text-align: justify;"><strong>WEAKNESS.</strong></p>
<p style="text-align: justify;"><strong> </strong></p>
<ol>
<li style="text-align: justify;">The competitors are doing much promotional activity rather than ACC Limited thatâ€™s why it facing more problems in selling of product in the market.</li>
<li>Lack of awareness program for consumers.</li>
</ol>
<p style="text-align: justify;"><strong>OPPORTUNITY.</strong></p>
<p style="text-align: justify;"><strong> </strong></p>
<ol>
<li>Rapid growth is taking place in Bihar and Madhya Pradesh.</li>
<li style="text-align: justify;">People are opting for more stable structures and intensive use of cement is taking place, even government is spending heavily on infrastructure projects. Thus, this is the right time to fully tap these markets.</li>
<li style="text-align: justify;"> As Indian core industry is also growing at rate of nearly 10% per annum,it is having a good future.</li>
<li style="text-align: justify;"> Foreign direct investment in infrastructure sector going to increase in coming years, which will increase the demand of cement.</li>
<li style="text-align: justify;"> Roads are undergoing through the transformation process through which the traditional method of road building will be replaced by modern concrete roads.</li>
</ol>
<p style="text-align: justify;"><strong>THREATS:</strong></p>
<p style="text-align: justify;"><strong> </strong></p>
<ol>
<li style="text-align: justify;">Large number of players in cement industry makes it more competitive for ACC to carefully price its product and at the same time satisfy its dealers and customers.</li>
<li style="text-align: justify;">Players such as Jaypee Cement, Prism Cement, and Birla Samrat are eating up considerable market share.</li>
<li style="text-align: justify;">Due to Indiaâ€™s exponential growth many new international cement companies are expected in coming years which will bring a tide of change and can start price war.</li>
<li style="text-align: justify;"> The emergence of small players in this market may increase the competition and start the malpractices, and heavy discounts to retailers. They can also influence many retailers by giving better profit margin, and other Benefits.</li>
</ol>
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		<title>SWOT ANALYSIS of the Indian Tourism Industry</title>
		<link>http://managementfunda.com/swotanalysisindiantourismindustry/</link>
		<comments>http://managementfunda.com/swotanalysisindiantourismindustry/#comments</comments>
		<pubDate>Thu, 22 Jul 2010 17:05:28 +0000</pubDate>
		<dc:creator>Yogin Vora</dc:creator>
				<category><![CDATA[Advertising]]></category>
		<category><![CDATA[Analysis]]></category>
		<category><![CDATA[Brand Management]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[Case Study]]></category>
		<category><![CDATA[Human Resource]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Marketing mix]]></category>
		<category><![CDATA[Marketing Research]]></category>
		<category><![CDATA[Projects]]></category>
		<category><![CDATA[Related to MBA]]></category>
		<category><![CDATA[Service Sector]]></category>
		<category><![CDATA[SWOT]]></category>
		<category><![CDATA[Abroad]]></category>
		<category><![CDATA[Attitude]]></category>
		<category><![CDATA[Australia]]></category>
		<category><![CDATA[Beaches]]></category>
		<category><![CDATA[Deserts]]></category>
		<category><![CDATA[Economic]]></category>
		<category><![CDATA[Forests]]></category>
		<category><![CDATA[Indian]]></category>
		<category><![CDATA[Infrastructure]]></category>
		<category><![CDATA[MNCs]]></category>
		<category><![CDATA[Mountains]]></category>
		<category><![CDATA[Opportunities]]></category>
		<category><![CDATA[Singapore]]></category>
		<category><![CDATA[Snake]]></category>
		<category><![CDATA[Strength]]></category>
		<category><![CDATA[Threats]]></category>
		<category><![CDATA[Tourism Industry]]></category>
		<category><![CDATA[Turmoil]]></category>
		<category><![CDATA[Weakness]]></category>
		<category><![CDATA[Xenophobic]]></category>

		<guid isPermaLink="false">http://managementfunda.com/?p=1968</guid>
		<description><![CDATA[<p><strong>Incredible India</strong> : <a href="http://managementfunda.com/wp-content/uploads/2010/07/Managementfunda3.jpg"></a></p>
<p><strong>STRENGTHS :
</strong></p>
<p><strong> </strong>Indiaâ€™s geographical location is  a culmination of forests, deserts, and mountains ands beaches. Diversity  of culture i.e. a blend of various civilizations and their traditions.  A wealth of archeological sites and historical monuments.</p>
<p><strong>WEAKNESSES</strong></p>
<p> Lack of adequate infrastructure. A xenophobic attitude among certain  sections of the [...]]]></description>
			<content:encoded><![CDATA[<p><strong>Incredible India</strong> : <a href="http://managementfunda.com/wp-content/uploads/2010/07/Managementfunda3.jpg"><img class="alignright size-thumbnail wp-image-1969" title="Incredible India Logo" src="http://managementfunda.com/wp-content/uploads/2010/07/Managementfunda3-150x150.jpg" alt="" width="150" height="150" /></a></p>
<p><strong>STRENGTHS :<br />
</strong></p>
<p><span style="font-family: Times New Roman; color: #ff00ff; font-size: small;"><strong> </strong></span><span style="font-family: Times New Roman; font-size: small;">Indiaâ€™s geographical location is  a culmination of forests, deserts, and mountains ands beaches. Diversity  of culture i.e. a blend of various civilizations and their traditions.  A wealth of archeological sites and historical monuments.</span></p>
<p><strong>WEAKNESSES</strong></p>
<p><span style="font-family: Times New Roman; font-size: small;"> Lack of adequate infrastructure. A xenophobic attitude among certain  sections of the people. No proper marketing of Indiaâ€™s tourism abroad.  Foreigners still think of India as a land of snake charmers. </span></p>
<p><strong>OPPORTUNITIES</strong></p>
<p><span style="font-family: Times New Roman; color: #339966; font-size: small;"><strong> </strong></span><span style="font-family: Times New Roman; font-size: small;">More proactive role from the government  of India in terms of framing policies. Allowing entry of more multinational  companies into the country giving us a global perspective. As well as  growth of domestic tourism is one of the factors of the development  of the tourism industry. </span></p>
<p><strong>THREATS</strong></p>
<p><span style="font-family: Times New Roman; font-size: small;"> Economic conditions and political turmoil in other countries affects  tourism. Aggressive strategies adopted by other countries like Australia,  Singapore in promoting their tourism affects Indian tourism. </span></p>
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		<title>SWOT Analysis of Maruti Udyog Limited</title>
		<link>http://managementfunda.com/swot-analysis-of-maruti-udyog-limited/</link>
		<comments>http://managementfunda.com/swot-analysis-of-maruti-udyog-limited/#comments</comments>
		<pubDate>Sun, 02 May 2010 08:20:11 +0000</pubDate>
		<dc:creator>Yogin Vora</dc:creator>
				<category><![CDATA[Advertising]]></category>
		<category><![CDATA[Analysis]]></category>
		<category><![CDATA[Brand Management]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Marketing Research]]></category>
		<category><![CDATA[Projects]]></category>
		<category><![CDATA[Related to MBA]]></category>
		<category><![CDATA[Service Sector]]></category>
		<category><![CDATA[SWOT]]></category>
		<category><![CDATA[Abroad]]></category>
		<category><![CDATA[Alto]]></category>
		<category><![CDATA[Brand]]></category>
		<category><![CDATA[Car]]></category>
		<category><![CDATA[China]]></category>
		<category><![CDATA[Customer]]></category>
		<category><![CDATA[Diesel]]></category>
		<category><![CDATA[Esteem]]></category>
		<category><![CDATA[Fuel]]></category>
		<category><![CDATA[GOI]]></category>
		<category><![CDATA[HMIL]]></category>
		<category><![CDATA[Limited]]></category>
		<category><![CDATA[LPG]]></category>
		<category><![CDATA[Market]]></category>
		<category><![CDATA[Maruti]]></category>
		<category><![CDATA[Maruti 800]]></category>
		<category><![CDATA[Motors]]></category>
		<category><![CDATA[MUL]]></category>
		<category><![CDATA[Opportunities]]></category>
		<category><![CDATA[R & D]]></category>
		<category><![CDATA[Sales]]></category>
		<category><![CDATA[Service]]></category>
		<category><![CDATA[Strength]]></category>
		<category><![CDATA[TATA]]></category>
		<category><![CDATA[Threats]]></category>
		<category><![CDATA[Udyog]]></category>
		<category><![CDATA[Wagon R]]></category>
		<category><![CDATA[Weakness]]></category>
		<category><![CDATA[Zen]]></category>

		<guid isPermaLink="false">http://managementfunda.com/?p=1784</guid>
		<description><![CDATA[<p><strong> </strong></p>
<p><a href="http://managementfunda.com/wp-content/uploads/2010/05/business-school-sarah-ann-lee01-credit-1024x682.jpg"></a><strong>Strength</strong></p>
<p><strong> </strong></p>

MUL is in a leadership position in the market.
Major strength of MUL is having largest network of dealers and after      sales service caters in the country.
Self competing product range in small car segment

Maruti 800
Omni
Alto
Zen
Wagon R


Good promotional strategy is adopted by MUL to transform its    [...]]]></description>
			<content:encoded><![CDATA[<p><strong> </strong></p>
<p><a href="http://managementfunda.com/wp-content/uploads/2010/05/business-school-sarah-ann-lee01-credit-1024x682.jpg"><img class="aligncenter size-full wp-image-1786" title="Maruti Logo" src="http://managementfunda.com/wp-content/uploads/2010/05/business-school-sarah-ann-lee01-credit-1024x682.jpg" alt="Maruti Logo" width="87" height="96" /></a><strong>Strength</strong></p>
<p><strong><span style="text-decoration: underline;"> </span></strong></p>
<ul>
<li>MUL is in a leadership position in the market.</li>
<li>Major strength of MUL is having largest network of dealers and after      sales service caters in the country.</li>
<li>Self competing product range in small car segment
<ul>
<li>Maruti 800</li>
<li>Omni</li>
<li>Alto</li>
<li>Zen</li>
<li>Wagon R</li>
</ul>
</li>
<li>Good promotional strategy is adopted by MUL to transform its      thoughts to the people about its products
<ul>
<li>Baleno: â€œMissed the flight catch Balenoâ€ The most comfortable Car       even in long drives.</li>
<li>Esteem: â€œMy Daddyâ€™s Big Carâ€ Affordable mid size car</li>
<li>Alto: â€œLets Goâ€ The fuel efficient and affordable car</li>
<li>After Sales Service â€œKya yanha Maruti Service Station haiâ€       Availibility of service stations even in the remotest place in the       country.</li>
</ul>
</li>
<li>Refurbished Cars: MUL has also entered into second hand car market      with a brand name â€œMaruti True Valueâ€.</li>
<li>Loyal Customer Base is another big strength of MUL. In JD Power      survey, MUL has been awarded consequently 5<sup>th</sup> year for best      customer satisfaction.</li>
<li>Strong Brand Value</li>
<li>Availability of raw material</li>
</ul>
<p><strong>Weakness</strong></p>
<ul>
<li>Lack of having products in mid size car segment could      result in shifting of loyal customers who has a desire to upgrade their      cars.</li>
<li>Low interior quality in side the cars.</li>
<li>Labour Laws and Labour Unions are not in a good form      in India.</li>
<li>Government intervention due to having share in MUL.</li>
</ul>
<p><strong>Opportunity</strong><strong> </strong></p>
<ul>
<li>MUL may encash the opportunity to enter again into      the diesel segment of the cars to compete its nearest competitor TATA in      diesel segment of small cars. Though MUL launched Zen in diesel version      but it was not successful.</li>
<li>MUL has launched its LPG version of Wagon R and it      was a good move simultaneously MUL can start R&amp;D onÂ  electric cars for a much better      substitute of the fuel.</li>
<li>Economic growth of the country is sound and promising      in future.</li>
<li>Liberal policies of GOI.</li>
<li>Big Market: Domestic and Abroad</li>
</ul>
<p><strong>Threat</strong></p>
<ul style="text-align: justify;">
<li>Tata Motors is planning to launch a car with a price      tag of Rs. 1 Lac and that could give a big impact on sales of MUL</li>
<li>HMIL is a challenger and trying hard to achieve      number one position in the market.</li>
<li>China      may give a good competition as they are also planning to enter into car      segment.</li>
</ul>
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		<title>Happy April Fool Day</title>
		<link>http://managementfunda.com/happy-april-fool-day/</link>
		<comments>http://managementfunda.com/happy-april-fool-day/#comments</comments>
		<pubDate>Thu, 01 Apr 2010 10:06:18 +0000</pubDate>
		<dc:creator>Yogin Vora</dc:creator>
				<category><![CDATA[Advertising]]></category>
		<category><![CDATA[Analysis]]></category>
		<category><![CDATA[Brand Management]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[Case Study]]></category>
		<category><![CDATA[Entertainment]]></category>
		<category><![CDATA[Financial Management]]></category>
		<category><![CDATA[Human Resource]]></category>
		<category><![CDATA[Logistic management]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Marketing mix]]></category>
		<category><![CDATA[Marketing Research]]></category>
		<category><![CDATA[Production Management]]></category>
		<category><![CDATA[Projects]]></category>
		<category><![CDATA[Related to MBA]]></category>
		<category><![CDATA[Service Sector]]></category>
		<category><![CDATA[Share Market]]></category>
		<category><![CDATA[SWOT]]></category>
		<category><![CDATA[Total quality management]]></category>
		<category><![CDATA[April Fool]]></category>

		<guid isPermaLink="false">http://managementfunda.com/?p=1663</guid>
		<description><![CDATA[<p>Nothing in the world is for FREE!! Keep patience</p>
<p>SORRY for Making a fool enjoy your day and make others fool!</p>
<p><a href="http://managementfunda.com/wp-content/uploads/2010/04/April-Fool1.JPG"></a></p>
<p><a href="http://managementfunda.com/wp-content/uploads/2010/04/April-Fool.JPG"></a></p>
]]></description>
			<content:encoded><![CDATA[<p>Nothing in the world is for FREE!! Keep patience</p>
<p>SORRY for Making a fool enjoy your day and make others fool!</p>
<p><a href="http://managementfunda.com/wp-content/uploads/2010/04/April-Fool1.JPG"><img class="aligncenter size-full wp-image-1665" title="Gotcha Fool" src="http://managementfunda.com/wp-content/uploads/2010/04/April-Fool1.JPG" alt="Gotcha Fool" width="538" height="512" /></a></p>
<p><a href="http://managementfunda.com/wp-content/uploads/2010/04/April-Fool.JPG"><img class="aligncenter size-full wp-image-1664" title="April Fool" src="http://managementfunda.com/wp-content/uploads/2010/04/April-Fool.JPG" alt="April Fool" width="299" height="304" /></a></p>
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		<title>SWOT Analysis of Paramount Airlines</title>
		<link>http://managementfunda.com/swot-analysis-of-paramount-airlines/</link>
		<comments>http://managementfunda.com/swot-analysis-of-paramount-airlines/#comments</comments>
		<pubDate>Sun, 28 Feb 2010 07:07:09 +0000</pubDate>
		<dc:creator>arshi</dc:creator>
				<category><![CDATA[Advertising]]></category>
		<category><![CDATA[Analysis]]></category>
		<category><![CDATA[Brand Management]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Projects]]></category>
		<category><![CDATA[Related to MBA]]></category>
		<category><![CDATA[Service Sector]]></category>
		<category><![CDATA[SWOT]]></category>
		<category><![CDATA[Aircraft]]></category>
		<category><![CDATA[Competitors]]></category>
		<category><![CDATA[Debt]]></category>
		<category><![CDATA[Demand]]></category>
		<category><![CDATA[Fluctuation]]></category>
		<category><![CDATA[Investment]]></category>
		<category><![CDATA[M Thiagarajan]]></category>
		<category><![CDATA[Opportunities]]></category>
		<category><![CDATA[Paramount Airlines]]></category>
		<category><![CDATA[Personnel]]></category>
		<category><![CDATA[Players]]></category>
		<category><![CDATA[Private]]></category>
		<category><![CDATA[Service]]></category>
		<category><![CDATA[Strength]]></category>
		<category><![CDATA[Threats]]></category>
		<category><![CDATA[Weakness]]></category>

		<guid isPermaLink="false">http://managementfunda.com/?p=1582</guid>
		<description><![CDATA[<p><strong>Paramount Airlines<a href="http://managementfunda.com/wp-content/uploads/2010/02/Management-Funda2.JPG"></a></strong></p>
<p><strong>Strength : -</strong></p>

Zero Debt Company
Better Customer Service

<p><strong>Weakness : -</strong></p>

Low Investment in Advertising
Operated only in South India
Less number of aircraft in hand

<p><strong>Opportunities : -</strong></p>

Personnel Aircraft Service
Focus on Acquiring Small Private Players

<p><strong>Threats : -</strong></p>

Competitors
Demand Fluctuation

]]></description>
			<content:encoded><![CDATA[<p><strong>Paramount Airlines<a href="http://managementfunda.com/wp-content/uploads/2010/02/Management-Funda2.JPG"><img class="alignright size-thumbnail wp-image-1583" title="Paramount Airlines" src="http://managementfunda.com/wp-content/uploads/2010/02/Management-Funda2-150x150.jpg" alt="Paramount Airlines" width="150" height="150" /></a></strong></p>
<p><strong>Strength : -</strong></p>
<ol>
<li>Zero Debt Company</li>
<li>Better Customer Service</li>
</ol>
<p><strong>Weakness : -</strong></p>
<ol>
<li>Low Investment in Advertising</li>
<li>Operated only in South India</li>
<li>Less number of aircraft in hand<span id="more-1582"></span></li>
</ol>
<p><strong>Opportunities : -</strong></p>
<ol>
<li>Personnel Aircraft Service</li>
<li>Focus on Acquiring Small Private Players</li>
</ol>
<p><strong>Threats : -</strong></p>
<ol>
<li>Competitors</li>
<li>Demand Fluctuation</li>
</ol>
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		<title>SWOT Analysis of Hotel Marketing</title>
		<link>http://managementfunda.com/swot-analysis-of-hotel-marketing/</link>
		<comments>http://managementfunda.com/swot-analysis-of-hotel-marketing/#comments</comments>
		<pubDate>Mon, 15 Feb 2010 20:33:22 +0000</pubDate>
		<dc:creator>Yogin Vora</dc:creator>
				<category><![CDATA[Advertising]]></category>
		<category><![CDATA[Analysis]]></category>
		<category><![CDATA[Brand Management]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[Human Resource]]></category>
		<category><![CDATA[Management]]></category>
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		<category><![CDATA[Projects]]></category>
		<category><![CDATA[Related to MBA]]></category>
		<category><![CDATA[Service Sector]]></category>
		<category><![CDATA[SWOT]]></category>
		<category><![CDATA[Bill]]></category>
		<category><![CDATA[Customers]]></category>
		<category><![CDATA[Demand]]></category>
		<category><![CDATA[Economic]]></category>
		<category><![CDATA[Expenditure Tax]]></category>
		<category><![CDATA[Guesthouse]]></category>
		<category><![CDATA[Hotel]]></category>
		<category><![CDATA[International]]></category>
		<category><![CDATA[Jammu Kashmir]]></category>
		<category><![CDATA[Luxury Tax]]></category>
		<category><![CDATA[Oberoi]]></category>
		<category><![CDATA[Opportunities]]></category>
		<category><![CDATA[Peak Season]]></category>
		<category><![CDATA[Sales Tax]]></category>
		<category><![CDATA[Services]]></category>
		<category><![CDATA[Strength]]></category>
		<category><![CDATA[Taj]]></category>
		<category><![CDATA[Threats]]></category>
		<category><![CDATA[Tourist]]></category>
		<category><![CDATA[Trends]]></category>
		<category><![CDATA[Weakness]]></category>

		<guid isPermaLink="false">http://managementfunda.com/?p=1551</guid>
		<description><![CDATA[<p>Hotels form one of the most important support service that affect the arrival of tourist to a country. There are around 1000 classified hotels and the total room availability is pegged at 60,000 rooms.</p>
<p>To find out the present status of this industry we have done a strength, weakness, opportunity and threat (SWOT) analysis. This will [...]]]></description>
			<content:encoded><![CDATA[<p>Hotels form one of the most important support service that affect the arrival of tourist to a country. There are around 1000 classified hotels and the total room availability is pegged at 60,000 rooms.</p>
<p>To find out the present status of this industry we have done a strength, weakness, opportunity and threat (SWOT) analysis. This will help us in understanding this industry and also identify the weak spots.</p>
<h4>Strengths</h4>
<ol>
<li>A very wide variety of hotels are present in the country that can fulfill the demand of the tourists.</li>
<li>There are international players in the market such as Taj and Oberoi. Thus, the needs of the international tourists travelers are seen to while they are on a visit to India.</li>
<li>Manpower costs in the Indian hotel industry is one of the lowest in the world. This provides better margins for Indian hotel industry.</li>
<li>India offers a readymade tourist destination with the resources it has. Thus the magnet to pull customers already exists</li>
</ol>
<h4>Weaknesses</h4>
<ol>
<li>The cost of land in India is high at 50% of total project cost as against 15% abroad. This acts as a major deterrent to the Indian hotel industry.</li>
<li>The hotel industry in India is heavily staffed. This can be gauged from the facts that while Indian hotel companies have a staff to room ratio of 3:1, this ratio is 1:1 for international hotel companies.</li>
<li>High tax structure in the industry makes the industry worse off than its international equivalent. In India the expenditure tax, luxury tax and sales tax inflate the hotel bill by over 30%. Effective tax in the South East Asian countries works out to only 4-5%.</li>
<li>Only 58,000 hotel rooms are available in India today, which is less than the Bangkok hotel capacity.</li>
<li>The services currently offered by the hotels in India are only limited value added services. It is not comparable to the existing world standards.</li>
</ol>
<h4>Opportunities</h4>
<ol>
<li>Demand between the national and the inbound tourists can be easily managed due to difference in the period of holidays. For international tourists the peak season for arrival is between September to March when the climatic conditions are suitable where as the national tourist waits for school holidays, generally the summer months.</li>
<li>In the long-term the hotel industry in India has latent potential for growth. This is because India is an ideal destination for tourists as it is the only country with the most diverse topography. For India, the inbound tourists are a mere 0.4% of the global figures. This number is expected to increase at a phenomenal rate thus pushing up the demand for the hotel industry.</li>
</ol>
<h4>Threats</h4>
<ol>
<li>Guesthouses replace the hotels. This is a growing trend in the west and is now catching up in India also, thus diverting the hotel traffic.</li>
<li>Political turbulence in the area reduces tourist traffic and thus thee business of the hotels. In India examples of the same are Insurgency in Jammu Kashmir and the Kargil war.</li>
<li>Changing trends in the west demand similar changes in India, which here are difficult to implement due to high project costs.</li>
<li>The economic conditions of a country have a direct impact on the earnings in hotel industry. We can see that the present economic slowdown in India has let to a 51.6% fall in the industry average net profits for the second quarter of the current financial year, 2000.</li>
</ol>
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