2.From the information provided in the case study above use the SWOT matrix to generate feasible strategies for each of the following categories for strategies:

a)Two Strength -Opportunity (SO) Strategies(10 marks)

b)Two Weakness Opportunity (WO) Strategies (10 marks)

c)Two Strength Threat (ST) Strategies(10 marks)

d)Two Weakness Threat (WT) Strategies(10 marks)

NB. Marks is also awarded for the ability to create a SWOT matrix(10 marks)

Mr Maliyamungu, the new CEO at Vivacious (U) Ltd argues that to be successful, "companies need to accelerate". He adds, "Research shows the world is speeding up and companies need to catch-up, stay competitive or get ahead-well of the competition." His words are a reaction to what has been happening in Vivacious Ltd. The company has been a trend setter in fashion and design industry in Uganda and has been known as one of the market leaders in the up-end market with shops in Uganda house and Grand Imperial along Nile avenue in Kampala. Its success has however attracted serious competition from budding fashion houses in the satellite towns around the city. Competitors such as Marvinics (U) Ltd and Fashionsta (U) Ltd have thrived by copying every new design pioneered by the creative R \& D team at Vivacious. Over the last five years, Vivacious enjoyed an average annual revenue growth rate of 30%. Its location in up-end neighbourhood of Nile Avenue and Uganda House positioned it competitively in the premium fashion and design market. Revenues from the recently introduced bridal products category has been increasing by 20% per annum. In addition, its huge capital accumulated over the years, the company's design team is one of the best in the incustry, trained by the internationally renowned Villioti Fashion Institute in South Africa. They are skilled in garment construction, pattern engineering, fashion editing, styling, costume designing and related competencies. Recently, however, Vivacious has exhibited a number of fragility in its operations. Its limited location in the traditional up-end sites on Nile Avenue and Uganda House on Jinja road has been overtaken by events as new up-end shopping locations have mushroomed in such places as Acacia Mall in Kololo, Kingdom Mall on Dewinton road, and Forest Mall. A significant portion of business has shifted to these new locations. Revenues from some fashion products - such as the "bling-bling night" life fashions - have declined. The huge traffic of cinema-bound youth at the Acacia site had discourage some revellers who seek privacy when shopping. The dressing room at Uganda house are too small and partitioned with canvas fabric thereby creating dumpy gloomy environment that dampens the shine on fashion products been tried therein. By over concentrating on its own products and design, the company loses about UGX 7,000,000,000 annually from potential customers who seeks to purchase genuine fashion products from such internationally acclaimed labels as Gucci, Channel, Louis Vuitton, Versace, etc. It is also significant to note that due to its traditional print media based marketing approaches Vivacious is not well known among the growing middle class. The long queve during weekends have left many customers questioning whether Vivacious is still the preferred fashion house as both ordinary shoppers and bridal shoppers compete for space. In a recent presentation to the Board of Directors, Mr. Maliyamungu also observes that Vivacious should take advantage of what is happening in its environment. The increase in propensity of the population for luxuries and the resulting ostentation culture within Kampala provides an opportunity to be exploited as many Ugandan's appetites for luxury increases. A number of multinational corporations in the fashion industry are seeking to enter the markets in the East African Region, an opportunity the could be exploited by Vivacious. The city population is increasing with a sizeable middle class. New shopping malls are cropping up in middle class neighbourhoods such as Ntinda, Bukoto, Buziga, Munyonyo, etc. Uganda is experiencing high growth in the digitization of the economy with huge potentials for SMEs and fashion industry in particular. It is also significant to note that the appetite for fashion among retirees has been increasing by about 10% per annum. Parliament recently passes a law to promote civil and church marriage and ban co-habitation. On the downside, Vivacious is also facing significant threats in its environments. Ohana, one of the best fashion houses in Nairobi Kenya is considering entering the Ugandan fashion market due to the advantages of the economic integration pursued in EAC. Jupazuba Luke Mall being constructed just next to Acacia mall threatens to attract new players in the industry. Vivacious therefore needs to re-strategize to ensure it remains competitive in this high velocity