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SWOT analysis involves various steps. The first step is to decide the objectives of SWOT; the second is to research the business. The third step is to list the business strengths. The next step is to list the business weakness; this involves listing all the things considered to be disadvantages to the business. The next step is to list the potential opportunities, such as internal strengths (Maulima & Raharja, 2018). The next step is to identify and list the potential threats that may negatively impact the business. It is followed by establishing priorities from the SWOT analysis and finally developing a strategy to address issues in the SWOT analysis. A SWOT analysis determines the three types of planning by identifying the strength of the business, the weakness, the opportunities and the possible threats that may face a business. These results are then used for planning processes, including strategic, tactical or operations planning.

It includes four strategies, including the cost leadership strategy, which includes increasing profits by reducing costs by charging the industry-average prices. It creates a competitive advantage over other businesses, attracting more clients than other businesses (Seifzadeh & Rowe, 2019). Cost leadership strategy includes being the leader in terms of cost in the market. The business determines the cost of goods and services and, therefore, has a competitive advantage over other businesses. The differential strategy involves making the products and services more attractive than those of the competitor to gain a competitive market advantage. A differential focus strategy involves focusing on a particular niche market. Cost focus strategies involve focusing on the cost of the products and manipulating the price to attract customers while ensuring the cost of the products is less than the selling price. The company pursues the differential focus strategy; the strategy provides a competitive advantage by ensuring the company understands the market's needs and produces goods and services that have high market demand (Seifzadeh & Rowe, 2019). An example includes; Bamba's business which produced socks at the time of Covid 19, while other companies focused on masks that had a great competition.

It includes; diversification, a strategy that involves a company that develops new products or services or entering into new markets that are different from the existing ones. This strategy aims to kickstart a struggling business or improve the performance of a successful business. The divestment strategy includes selling a portion of business assets to improve the value of the business and increase its efficiencies if the business (Seifzadeh & Rowe, 2019). This enables the business to regain focus and gain the strength of operation through focused management and running of the business using the funds from the sold business items. Horizontal integration business strategy involves merging a business with others that operate at the same level in the industry to grow in size and revenues, leading to better performance. Restructuring, on the hand, is the reorganization of a business to improve performance. It includes relocating operations, outsourcing some functions, and reorganizing duties for staff members. The specific corporate-level strategy in this company is diversification. A diversification strategy helps the business grow by ensuring the market is steady, and there is reduced competition from other businesses (Seifzadeh & Rowe, 2019). An example includes when an auto company diversifies its business by making a new car model that is different from the known models or expanding the business into a related market. Coco cola company has diversified its business and produces a range of products, including juice, which is different from the known soda products.

The opportunities include favourable political and legal demographics. The country's social environment and economic status are also opportunities for the organization to thrive. Few legal requirements can affect the operation and, therefore, an opportunity to expand. The social environment is suitable with low cases of theft or criminal activities that may threaten the company's existence. The external threats include competition from other companies, natural risks such as landslides and political instability (Seifzadeh & Rowe, 2019). The company produces unique goods with unique brands and reduced costs and offers unique after-sale services that attract clients. I would recommend the company focus on producing unique goods with reduced costs and raising the barriers to market entrants.