SWOT Analysis
Strengths (Internal)
Weaknesses (Internal)
The basis on which continued success can be
made and continued/sustained.
The qualities which prevent the company from
accomplishing their mission and achieving full
potential.
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Advantages of organization?
Capabilities of mgmt. & staff?
Competitive advantages?
USP's (unique selling points)?
Resources, Assets, People?
Experience, knowledge, data?
Financial reserves, likely returns?
Marketing - reach, distribution,
awareness?
Innovative aspects?
Location and geographical?
Price, value, quality?
Processes, systems, IT,
communications?
Cultural, attitudinal, behavioral
strengths?
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Disadvantages of organization?
Gaps in capabilities?
Lack of competitive strength?
Reputation, presence and reach?
Financials?
Recognize vulnerabilities?
Seasonality?
Cash flow, start-up cash-drain?
Distractions from core activities?
Reliability of data, plan
predictability?
Morale, commitment, leadership?
Processes and systems, etc?
Management?
Opportunities (External)
Threats (External)
Situations and conditions in the business
environment upon which the company can
capitalize.
Uncontrollable conditions in the business
environment that jeopardize the reliability and
profitability of the company’s business.
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Market strength?
Competitors' vulnerabilities?
Industry or lifestyle trends?
Technology advancement?
Global influences?
New markets, vertical, horizontal?
Niche target markets?
Geographical, export, import?
Product/service development?
Information and research?
Partnerships, agencies, distribution?
Volumes, production, economies?
Seasonal, weather, fashion
influences?
Lifestyle changes, consumer trends?
SWOT Analysis & Advt & Piratz Notes.docx
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Political effects?
Environmental effects?
IT developments?
Competitor’s intentions & actions?
Market demand?
New technologies, services, ideas?
Vital contracts and partners?
Insurmountable problems?
Sustainable financial backing?
Economy - home, abroad?
Seasonality, weather effects?
Social/Cultural trends?
1
Bar Rescue: Yo-Ho-Ho and a Bottle of Dumb
Notes for Piratz Tavern, Silver Spring Maryland
www.piratztavern.com
Tracy Rebello, owner (no business ownership experience before opening Piratz)
“Being a pirate is the ultimate Peter Pan syndrome; to live like a child, yet be an adult. It’s the ultimate adult fantasy.”
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Part 1
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The bar has attracted Renaissance fair actors and career pirate
actors, “who live most of their lives in-character.”
Hired husband, Juciano, to manage the kitchen. (No previous
experience)
Bar is staffed with pirate customers. “We don’t really have a
captain, we drink and party all the time.”
Pirates act as customers as real customers leave, never to return.
Bar has not profited in five years – months from shutting down.
Tracy is $900,000 in debt. Lost her house; living with family in
parent’s basement. Credit is “shot.”
Yelp reviews are horrible: horrible food, service and décor.
Silver Spring (close to Washington DC)
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The bar is located in a business canyon of the central business
district. There are 15,000 workers within a two-block radius of the
bar. The potential for lunch and happy hour trade is substantial.
Population (day) 246,000
Average Income (day): $94,000
Population (night): 71,000 (-71%)
Average Income (night) $32,000 (-66%)
During recon, the “pirate” customers
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are not greeted at the door
were made to feel uncomfortable by the staff
dislike the house special drink, Grog.
are lied to about “fresh” fish
are compensated for a portion of the bill after complaining about
their experience
According to Tracy, the owner, “the people who ‘get’ the bar, love it
can come back.” But she admits that not a lot of people come back. “I
know I’m losing money, but we’re a niche market and when people do
come in here, they love us.”
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Tracy also admits that she has not made money for six years.
When asked if she was ashamed of the food that she was serving
at the bar, Tracy replied, “No.”
When told that his food “stinks” and is unacceptable, Juciano, the
cook, replies, “the food is good, the customer is a f***king assh**le.”
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Two experts are brought in to help with the food and
beverage service.
On average, customers spend 109 minutes reading a
menu and making a choice. Offering too many choices
beyond this cause customer fatigue and they buy less.
The Piratz menu is 18 pages long with over 140 choices.
It’s discovered that Juciano believes that it is okay to
serve food that he has never tasted. “Why I have to taste?
I see is good.”
When Jon unveils his plan to dump the Pirate theme for the
bar, in order to attract a business clientele to the bar, the owner
replies, “I don’t believe we have to throw the baby out with the
bath water.” She believes that she can attract the corporate
trade while retaining the pirate theme. “I don’t believe the
essence [of this bar] needs to be changed.” She laments that
the soul of the bar will lost in the quest for profitability.
Jon replies that if the bar was in St. Petersburg Florida, a pirate
theme might work as a family attraction but in Silver Springs,
there’s no pirates. He also informs her that there is no soul in a
business. She expresses dismay. He asks her if she wants to
continue to be a pirate or be able to send her daughter to
college.
The owner finally concedes that Pirates has to change. One of
her staff quits because of it.
Part 2: Improvements by Taffer
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Jon Taffer believes that he cannot fix this bar until the people accept
that they are failing.
Three experts brought in to improve staff in the kitchen,
bar and restaurant.
Create a place where business community can meet to
network for lunch and after work.
Added a trained line cook to the kitchen staff
Introduced a new menu featuring fresh ingredients and
plated so that everything can be shared.
Introduced a new bar menu featuring drinks that focus on
less-sweet taste and promote added consumption.
Rebranded the bar as “Corporate Bar and Grill.” Attempts
to attract an upscale clientele.
Cleaned and remodeled the interior and patio bar.
Added a automated bar and draft master table to promote
self-service to front section of the bar.
At the grand opening, both Tracy and her husband,
Juciano, express their displeasure with the new changes.
Results
Taffer meets with staff to try to make them realize that their behavior is
sinking the ship:
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The bartenders pour drinks people complain about
The cook serves food that people can’t eat
The owner is sinking into debt because of it.
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Members of the staff are insulted when Jon tells them that they’re
dressed like six-year-olds.
SWOT Analysis & Advt & Piratz Notes.docx
Corporate Bar and Grill remained open for only a few
days. Tracy closed it and reopened as Piratz a few weeks
afterwards.
Rebelo says she spent more than $60,000 restoring Piratz
Tavern to its former vibe, and made some changes so that
the new Piratz wouldn't have the same problems in food
and service that plagued the bar before the show.
2
Part 1: Major-Item SWOT Analysis for Piratz Tavern
Names:
Major Internal Strength Upon
Which to Capitalize
Major Internal Weakness to
Overcome
Major External Opportunity Upon
Which to Capitalize
Major External Threat to Overcome
Based on this SWOT Analysis, we recommend this marketing strategy that when
implemented, will increase business:
SWOT Analysis & Advt & Piratz Notes.docx
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Part 2: Print Ad
Design a concept draft of a print advertisement for Piratz, based upon your SWOT
analysis.
Your draft should include a headline, a graphic and whatever other specific information
is important. You may just sketch in the relevant information and explain it in more detail
when you present the ad to the class.
Be prepared to explain:
1. What target market are you trying to reach?
2. What’s the main message you’re trying to communicate to your target market?
3. What are you trying to get the members of your target market to do?
4. How does this advertisement tie to your SWOT analysis/stated marketing goal?
SWOT Analysis & Advt & Piratz Notes.docx
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