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P.ACUCAR-CBD PN (PCAR4) SWOT Analysis / TOWS Matrix / MBA Resources

Introduction to SWOT Analysis

SWOT Analysis / TOWS Matrix for P.ACUCAR-CBD PN (Brazil)


Based on various researches at Oak Spring University , P.ACUCAR-CBD PN is operating in a macro-environment that has been destablized by – competitive advantages are harder to sustain because of technology dispersion, increasing government debt because of Covid-19 spendings, there is backlash against globalization, customer relationship management is fast transforming because of increasing concerns over data privacy, wage bills are increasing, banking and financial system is disrupted by Bitcoin and other crypto currencies, geopolitical disruptions, increasing inequality as vast percentage of new income is going to the top 1%, increasing commodity prices, etc



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Introduction to SWOT Analysis of P.ACUCAR-CBD PN


SWOT stands for an organization’s Strengths, Weaknesses, Opportunities and Threats . At Oak Spring University, we believe that P.ACUCAR-CBD PN can use SWOT analysis as a strategic management tool to assess the current internal strengths and weaknesses of the P.ACUCAR-CBD PN, and to figure out the opportunities and threats in the macro environment – technological, environmental, political, economic, social, demographic, etc in which P.ACUCAR-CBD PN operates in.

According to Harvard Business Review, 75% of the managers use SWOT analysis for various purposes such as – evaluating current scenario, strategic planning, new venture feasibility, personal growth goals, new market entry, Go To market strategies, portfolio management and strategic trade-off assessment, organizational restructuring, etc.




SWOT Objectives / Importance of SWOT Analysis and SWOT Matrix


SWOT analysis of P.ACUCAR-CBD PN can be done for the following purposes –
1. Strategic planning of P.ACUCAR-CBD PN
2. Improving business portfolio management of P.ACUCAR-CBD PN
3. Assessing feasibility of the new initiative in Brazil
4. Making a Retail (Grocery) sector specific business decision
5. Set goals for the organization
6. Organizational restructuring of P.ACUCAR-CBD PN




Strengths of P.ACUCAR-CBD PN | Internal Strategic Factors
What are Strengths in SWOT Analysis / TOWS Matrix / Weighted SWOT Analysis

The strengths of P.ACUCAR-CBD PN are -

High switching costs

– The high switching costs that P.ACUCAR-CBD PN has built up over years in its products and services combo offer has resulted in high retention of customers, lower marketing costs, and greater ability of the firm to focus on its customers.

Analytics focus

– P.ACUCAR-CBD PN is putting a lot of focus on utilizing the power of analytics in business decision making. This has put it among the leading players in the Retail (Grocery) industry. The technology infrastructure of Brazil is also helping it to harness the power of analytics for – marketing optimization, demand forecasting, customer relationship management, inventory management, information sharing across the value chain etc.

Strong track record of project management in the Retail (Grocery) industry

– P.ACUCAR-CBD PN is known for sticking to its project targets. This enables the firm to manage – time, project costs, and have sustainable margins on the projects.

Digital Transformation in Retail (Grocery) industry

- digital transformation varies from industry to industry. For P.ACUCAR-CBD PN digital transformation journey comprises differing goals based on market maturity, customer technology acceptance, and organizational culture. P.ACUCAR-CBD PN has successfully integrated the four key components of digital transformation – digital integration in processes, digital integration in marketing and customer relationship management, digital integration into the value chain, and using technology to explore new products and market opportunities.

Innovation driven organization

– P.ACUCAR-CBD PN is one of the most innovative firm in Retail (Grocery) sector.

Diverse revenue streams

– P.ACUCAR-CBD PN is present in almost all the verticals within the Retail (Grocery) industry. This has provided P.ACUCAR-CBD PN a diverse revenue stream that has helped it to survive disruptions such as global pandemic in Covid-19, financial disruption of 2008, and supply chain disruption of 2021.

Operational resilience

– The operational resilience strategy of P.ACUCAR-CBD PN comprises – understanding the underlying the factors in the Retail (Grocery) industry, building diversified operations across different geographies so that disruption in one part of the world doesn’t impact the overall performance of the firm, and integrating the various business operations and processes through its digital transformation drive.

High brand equity

– P.ACUCAR-CBD PN has strong brand awareness and brand recognition among both - the exiting customers and potential new customers. Strong brand equity has enabled P.ACUCAR-CBD PN to keep acquiring new customers and building profitable relationship with both the new and loyal customers.

Effective Research and Development (R&D)

– P.ACUCAR-CBD PN has innovation driven culture where significant part of the revenues are spent on the research and development activities. This has resulted in – P.ACUCAR-CBD PN staying ahead in the Retail (Grocery) industry in terms of – new product launches, superior customer experience, highly competitive pricing strategies, and great returns to the shareholders.

Successful track record of launching new products

– P.ACUCAR-CBD PN has launched numerous new products in last few years, keeping in mind evolving customer preferences and competitive pressures. P.ACUCAR-CBD PN has effective processes in place that helps in exploring new product needs, doing quick pilot testing, and then launching the products quickly using its extensive distribution network.

Highly skilled collaborators

– P.ACUCAR-CBD PN has highly efficient outsourcing and offshoring strategy. It has resulted in greater operational flexibility and bringing down the costs in highly price sensitive Retail (Grocery) industry. Secondly the value chain collaborators of P.ACUCAR-CBD PN have helped the firm to develop new products and bring them quickly to the marketplace.

Organizational Resilience of P.ACUCAR-CBD PN

– The covid-19 pandemic has put organizational resilience at the centre of everthing P.ACUCAR-CBD PN does. Organizational resilience comprises - Financial Resilience, Operational Resilience, Technological Resilience, Organizational Resilience, Business Model Resilience, and Reputation Resilience.






Weaknesses of P.ACUCAR-CBD PN | Internal Strategic Factors
What are Weaknesses in SWOT Analysis / TOWS Matrix / Weighted SWOT Analysis

The weaknesses of P.ACUCAR-CBD PN are -

Slow to strategic competitive environment developments

– As P.ACUCAR-CBD PN is one of the leading players in the Retail (Grocery) industry, it takes time to assess the upcoming competitions. This has led to missing out on atleast 2-3 big opportunities in the Retail (Grocery) industry in last five years.

High bargaining power of channel partners in Retail (Grocery) industry

– because of the regulatory requirements in Brazil, P.ACUCAR-CBD PN is facing high bargaining power of the channel partners. So far it has not able to streamline the operations to reduce the bargaining power of the value chain partners in the Retail (Grocery) industry.

Capital Spending Reduction

– Even during the low interest decade, P.ACUCAR-CBD PN has not been able to do capital spending to the tune of the competition. This has resulted into fewer innovations and company facing stiff competition from both existing competitors and new entrants who are disrupting the Retail (Grocery) industry using digital technology.

Skills based hiring in Retail (Grocery) industry

– The stress on hiring functional specialists at P.ACUCAR-CBD PN has created an environment where the organization is dominated by functional specialists rather than management generalist. This has resulted into product oriented approach rather than marketing oriented approach or consumers oriented approach.

Increasing silos among functional specialists

– The organizational structure of P.ACUCAR-CBD PN is dominated by functional specialists. It is not different from other players in the Retail (Grocery) industry, but P.ACUCAR-CBD PN needs to de-silo the office environment to harness the true potential of its workforce. Secondly the de-silo will also help P.ACUCAR-CBD PN to focus more on services in the Retail (Grocery) industry rather than just following the product oriented approach.

High operating costs

– Compare to the competitors, P.ACUCAR-CBD PN has high operating costs in the Retail (Grocery) industry. This can be harder to sustain given the new emerging competition from nimble players who are using technology to attract P.ACUCAR-CBD PN lucrative customers.

Interest costs

– Compare to the competition, P.ACUCAR-CBD PN has borrowed money from the capital market at higher rates. It needs to restructure the interest payment and costs so that it can compete better and improve profitability.

High cash cycle compare to competitors

P.ACUCAR-CBD PN has a high cash cycle compare to other players in the Retail (Grocery) industry. It needs to shorten the cash cycle by 12% to be more competitive in the marketplace, reduce inventory costs, and be more profitable.

High dependence on P.ACUCAR-CBD PN ‘s star products

– The top 2 products and services of P.ACUCAR-CBD PN still accounts for major business revenue. This dependence on star products in Retail (Grocery) industry has resulted into insufficient focus on developing new products, even though P.ACUCAR-CBD PN has relatively successful track record of launching new products.

No frontier risks strategy

– From the 10K / annual statement of P.ACUCAR-CBD PN, it seems that company is thinking out the frontier risks that can impact Retail (Grocery) industry. But it has very little resources allocation to manage the risks emerging from events such as natural disasters, climate change, melting of permafrost, tacking the rise of artificial intelligence, opportunities and threats emerging from commercialization of space etc.

Compensation and incentives

– The revenue per employee of P.ACUCAR-CBD PN is just above the Retail (Grocery) industry average. It needs to redesign the compensation structure and incentives to increase the revenue per employees. Some of the steps that it can take are – hiring more specialists on project basis, etc.




P.ACUCAR-CBD PN Opportunities | External Strategic Factors
What are Opportunities in the SWOT Analysis / TOWS Matrix / Weighted SWOT Analysis


The opportunities of P.ACUCAR-CBD PN are -

Manufacturing automation

– P.ACUCAR-CBD PN can use the latest technology developments to improve its manufacturing and designing process in Retail (Grocery) sector. It can use CAD and 3D printing to build a quick prototype and pilot testing products. It can leverage automation using machine learning and artificial intelligence to do faster production at lowers costs, and it can leverage the growth in satellite and tracking technologies to improve inventory management, transportation, and shipping.

Lowering marketing communication costs

– 5G expansion will open new opportunities for P.ACUCAR-CBD PN in the field of marketing communication. It will bring down the cost of doing business, provide technology platform to build new products in the Retail (Grocery) industry, and it will provide faster access to the consumers.

Using analytics as competitive advantage

– P.ACUCAR-CBD PN has spent a significant amount of money and effort to integrate analytics and machine learning into its operations in Retail (Grocery) sector. This continuous investment in analytics has enabled P.ACUCAR-CBD PN to build a competitive advantage using analytics. The analytics driven competitive advantage can help P.ACUCAR-CBD PN to build faster Go To Market strategies, better consumer insights, developing relevant product features, and building a highly efficient supply chain.

Building a culture of innovation

– managers at P.ACUCAR-CBD PN can make experimentation a productive activity and build a culture of innovation using approaches such as – mining transaction data, A/B testing of websites and selling platforms, engaging potential customers over various needs, and building on small ideas in the Retail (Grocery) industry.

Developing new processes and practices

– P.ACUCAR-CBD PN can develop new processes and procedures in Retail (Grocery) industry using technology such as automation using artificial intelligence, real time transportation and products tracking, 3D modeling for concept development and new products pilot testing etc.

Creating value in data economy

– The success of analytics program of P.ACUCAR-CBD PN has opened avenues for new revenue streams for the organization in Retail (Grocery) industry. This can help P.ACUCAR-CBD PN to build a more holistic ecosystem for P.ACUCAR-CBD PN products in the Retail (Grocery) industry by providing – data insight services, data privacy related products, data based consulting services, etc.

Reforming the budgeting process

- By establishing new metrics that will be used to evaluate both existing and potential projects P.ACUCAR-CBD PN can not only reduce the costs of the project but also help it in integrating the projects with other processes within the organization.

Reconfiguring business model

– The expansion of digital payment system, the bringing down of international transactions costs using Bitcoin and other blockchain based currencies, etc can help P.ACUCAR-CBD PN to reconfigure its entire business model. For example it can used blockchain based technologies to reduce piracy of its products in the big markets such as China. Secondly it can use the popularity of e-commerce in various developing markets to build a Direct to Customer business model rather than the current Channel Heavy distribution network.

Finding new ways to collaborate

– Covid-19 has not only transformed business models of companies in Retail (Grocery) industry, but it has also influenced the consumer preferences. P.ACUCAR-CBD PN can tie-up with other value chain partners to explore new opportunities regarding meeting customer demands and building a rewarding and engaging relationship.

Harnessing reconfiguration of the global supply chains

– As the trade war between US and China heats up in the coming years, P.ACUCAR-CBD PN can build a diversified supply chain model across various countries in - South East Asia, India, and other parts of the world. This reconfiguration of global supply chain can help P.ACUCAR-CBD PN to buy more products closer to the markets, and it can leverage its size and influence to get better deal from the local markets.

Remote work and new talent hiring opportunities

– The widespread usage of remote working technologies during Covid-19 has opened opportunities for P.ACUCAR-CBD PN to expand its talent hiring zone. According to McKinsey Global Institute, 20% of the high end workforce in fields such as finance, information technology, can continously work from remote local post Covid-19. This presents a really great opportunity for P.ACUCAR-CBD PN to hire the very best people irrespective of their geographical location.

Leveraging digital technologies

– P.ACUCAR-CBD PN can leverage digital technologies such as artificial intelligence and machine learning to automate the production process, customer analytics to get better insights into consumer behavior, realtime digital dashboards to get better sales tracking, logistics and transportation, product tracking, etc.

Use of Bitcoin and other crypto currencies for transactions in Retail (Grocery) industry

– The popularity of Bitcoin and other crypto currencies as asset class and medium of transaction has opened new opportunities for P.ACUCAR-CBD PN in the Retail (Grocery) industry. Now P.ACUCAR-CBD PN can target international markets with far fewer capital restrictions requirements than the existing system.




Threats P.ACUCAR-CBD PN External Strategic Factors
What are Threats in the SWOT Analysis / TOWS Matrix / Weighted SWOT Analysis


The threats of P.ACUCAR-CBD PN are -

Learning curve for new practices

– As the technology based on artificial intelligence and machine learning platform is getting complex, P.ACUCAR-CBD PN may face longer learning curve for training and development of existing employees. This can open space for more nimble competitors in the field of Retail (Grocery) sector.

Technology acceleration in Forth Industrial Revolution

– P.ACUCAR-CBD PN has witnessed rapid integration of technology during Covid-19 in the Retail (Grocery) industry. As one of the leading players in the industry, P.ACUCAR-CBD PN needs to keep up with the evolution of technology in the Retail (Grocery) sector. According to Mckinsey study top managers believe that the adoption of technology in operations, communications is 20-25 times faster than what they planned in the beginning of 2019.

Increasing international competition and downward pressure on margins

– Apart from technology driven competitive advantage dilution, P.ACUCAR-CBD PN can face downward pressure on margins from increasing competition from international players. The international players have stable revenue in their home market and can use those resources to penetrate P.ACUCAR-CBD PN prominent markets.

Aging population

– As the populations of most advanced economies are aging, it will lead to high social security costs, higher savings among population, and lower demand for goods and services in the economy. The household savings in US, France, UK, Germany, and Japan are growing faster than predicted because of uncertainty caused by pandemic.

New competition

– After the dotcom bust of 2001, financial crisis of 2008-09, the business formation in US economy had declined. But in 2020 alone, there are more than 1.5 million new business applications in United States. This can lead to greater competition for P.ACUCAR-CBD PN in the Retail (Grocery) sector and impact the bottomline of the organization.

Backlash against dominant players

– US Congress and other legislative arms of the government are getting tough on big business especially technology companies. The digital arm of P.ACUCAR-CBD PN business can come under increasing regulations regarding data privacy, data security, etc.

Capital market disruption

– During the Covid-19, Dow Jones has touched record high. The valuations of a number of companies are way beyond their existing business model potential. This can lead to capital market correction which can put a number of suppliers, collaborators, value chain partners in great financial difficulty. It will directly impact the business of P.ACUCAR-CBD PN.

Instability in the European markets

– European Union markets are facing three big challenges post Covid – expanded balance sheets, Brexit related business disruption, and aggressive Russia looking to distract the existing security mechanism. P.ACUCAR-CBD PN will face different problems in different parts of Europe. For example it will face inflationary pressures in UK, France, and Germany, balance sheet expansion and demand challenges in Southern European countries, and geopolitical instability in the Eastern Europe.

Trade war between China and United States

– The trade war between two of the biggest economies can hugely impact the opportunities for P.ACUCAR-CBD PN in Retail (Grocery) industry. The Retail (Grocery) industry is already at various protected from local competition in China, with the rise of trade war the protection levels may go up. This presents a clear threat of current business model in Chinese market.

High level of anxiety and lack of motivation

– the Great Resignation in United States is the sign of broader dissatisfaction among the workforce in United States. P.ACUCAR-CBD PN needs to understand the core reasons impacting the Retail (Grocery) industry. This will help it in building a better workplace.

Stagnating economy with rate increase

– P.ACUCAR-CBD PN can face lack of demand in the market place because of Fed actions to reduce inflation. This can lead to sluggish growth in the economy, lower demands, lower investments, higher borrowing costs, and consolidation in the Retail (Grocery) industry.

High dependence on third party suppliers

– P.ACUCAR-CBD PN high dependence on third party suppliers can disrupt its processes and delivery mechanism. For example -the current troubles of car makers because of chip shortage is because the chip companies started producing chips for electronic companies rather than car manufacturers.

Environmental challenges

– P.ACUCAR-CBD PN needs to have a robust strategy against the disruptions arising from climate change and energy requirements. EU has identified it as key priority area and spending 30% of its 880 billion Euros European post Covid-19 recovery funds on green technology. P.ACUCAR-CBD PN can take advantage of this fund but it will also bring new competitors in the Retail (Grocery) industry.




Weighted SWOT Analysis of P.ACUCAR-CBD PN Template, Example


Not all factors mentioned under the Strengths, Weakness, Opportunities, and Threats quadrants in the SWOT Analysis are equal. Managers at P.ACUCAR-CBD PN needs to zero down on the relative importance of each factor mentioned in the Strengths, Weakness, Opportunities, and Threats quadrants. We can provide the relative importance to each factor by assigning relative weights. Weighted SWOT analysis process is a three stage process –

First stage for doing weighted SWOT analysis of P.ACUCAR-CBD PN is to rank the strengths and weaknesses of the organization. This will help you to assess the most important strengths and weaknesses of the firm and which one of the strengths and weaknesses mentioned in the initial lists are marginal and can be left out.

Second stage for conducting weighted SWOT analysis of P.ACUCAR-CBD PN is to give probabilities to the external strategic factors thus better understanding the opportunities and threats arising out of macro environment changes and developments.

Third stage of constructing weighted SWOT analysis of P.ACUCAR-CBD PN to provide strategic recommendations includes – joining likelihood of external strategic factors such as opportunities and threats to the internal strategic factors – strengths and weaknesses. You should start with external factors as they will provide the direction of the overall industry. Secondly by joining probabilities with internal strategic factors can help the company not only strategic fit but also the most probably strategic trade-off that P.ACUCAR-CBD PN needs to make to build a sustainable competitive advantage.



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