FCEDA MarComm Session SWOT Workshop. September 18, 2012

Transcription

1 FCEDA MarComm Session SWOT Workshop September 18, 2012

2 Agenda Introductions and discussion How to conduct a SWOT analysis Assignment The Metro SWOT exercise Break SWOT continued Conclusions

3 What is the Value of SWOT?

4 How is it Helpful? SWOT analysis is a strategic planning tool used to define Strengths, Weaknesses, Opportunities, and Threats involved in any business venture. It involves identifying the internal and external factors that are favorable and unfavorable to a business objective.

5 Steps to Analysis Internal factors The strengths and weaknesses internal to the organization. External factors The opportunities and threats presented by the external environment to the organization.

6 Internal and External Internal Environment the situation inside the company or organization Strengths and Weaknesses factors relating to products, pricing, costs, profitability, performance, quality, people, skills, adaptability, brands, services, reputation, processes, infrastructure, etc. Present Factors External Environment the situation outside the company or organization Opportunities and Threats factors relating to markets, sectors, audience, seasonality, trends, competition, economics, politics, society, culture, technology, environment media, law, etc. Future Factors

7 Define SWOT terms Strengths: present characteristics of the business that give it an advantage over others Weaknesses : present characteristics that place the business at a disadvantage Opportunities: external chances to improve performance (e.g. increase ridership) in the DC market Threats: external elements that could reduce performance for METRO

8 1. Strengths What are METRO s advantages? What does METRO do that s better than its competitors? What unique or low-cost resources does METRO have that others don t? What do commuters and visitors see as METRO s strengths?

9 2. Weaknesses What can METRO improve? What do commuters and visitors perceive as METRO s weaknesses? What should METRO avoid?

10 3. Opportunities Can METRO benefit from changes in markets and technology? Changes in government policy? Changes in social patterns, population profiles, lifestyle changes? Local and national events?

11 4. Threats What are METRO s obstacles to success? What are competitors able to do? Are evolving technology, services, or ideas challenging METRO s position? Does METRO have financial or credit pressures? Could any of these weaknesses seriously threaten METRO?

12 External Origin (attributes of the environment) Internal Origin (attributes of the system) Matrix Helpful To Achieving the Goal Harmful To Achieving the Goal S Strengths W Weaknesses O Opportunities T Threats

13 Assignment: The Washington D.C. Metro

14 About the Washington D.C. Metro The Washington Metropolitan Area Transit Authority (Metro) was created by an interstate compact in 1967 to plan, develop, build, finance, and operate a balanced regional transportation system in the national capital area. The Authority began building its rail system in 1969, acquired four regional bus systems in 1973, and began operating the first phase of Metrorail in Today, Metrorail serves 86 stations and has 106 miles of track. Metrobus serves the nation's capital 24 hours a day, seven days a week with 1,500 buses. Metrorail and Metrobus serve a population of 3.4 million within a 1,500-square mile jurisdiction. Metro began its paratransit service, MetroAccess, in 1994; it provides about 1.5 million trips per year.

15 Revenue Metro and the federal government are partners in transportation. 35 Metrorail stations serve federal facilities and nearly half of Metro s peak period commuters are federal employees. Since WMATA s inception, the federal government has contributed 65 percent of the capital costs. Fares and other revenue fund 57.6 percent of the daily operations while state and local governments fund the remaining 42.4 percent. Customers receive a discount on their fare when using SmarTrip cards instead of cash (on Metrobus) and paper farecards (on Metrorail).

16 Metro Facts 20 percent of all rush-hour trips are on Metro 40 percent of all rush-hour trips to the center of the city are on Metro More than $25 billion in development potential near Metrorail stations More than 325,000 vehicles removed from the roads daily More than 10,000 tons of pollution eliminated annually Overall, 42 percent of those working in D.C and the surrounding areas use mass transit. 47 percent of Metrorail s peak-period riders are federal employees. More than 50 federal agencies or employment centers are adjacent to a Metro station. Each year, Metro serves many of the 22 million people who visit the nation s capital Ridership: Rail 217,052,000 trips Bus 124,173,000 trips

17 Metrorail System Size: miles, 86 stations Subway: 50.5 miles, 47 stations Surface: miles, 33 stations Aerial: 9.22 miles, 6 stations All stations and trains are accessible to people with disabilities Service hours Opens: 5 a.m. weekdays 7 a.m. weekends Closes: midnight Sunday Thursday 3 a.m. Friday Saturday nights Number of Lines 5 Blue, Green, Orange, Red and Yellow

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19 Metro Comes to Tysons Corner Project will: extend rail line 23 miles from Arlington County to the Washington Dulles International Airport and beyond into Loudoun County Construction is active and divided into two phases Phase 1 start date: March 2009 Estimated Phase 1 completion: 2013

20 What s Being Done East Falls Church to Wiehle Avenue (Reston) The 11.7-mile Phase 1 will extend service from East Falls Church through five new stations four in Tysons Corner, and one at Wiehle Avenue on the eastern edge of Reston. Wiehle Avenue to Route 772 (Ashburn) The 11.5-mile Phase 2 will include construction of six additional stations, from Wiehle Avenue to Route 772 (Ashburn), serving Reston Town Center, Herndon, Dulles Airport and eastern Loudoun County. When both phases are complete, the new line will provide a one-seat (no transfer) ride from Washington D.C. to Tysons Corner, Reston, Dulles Airport and beyond.

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22 Links to Find out More:

23 Business Objective for Exercise 1. Increase Metro Ridership

24 SWOT Exercise 1. Break into four groups 2. You will have 10 minutes to organize your thoughts 3. Record your data on work pads 4. Choose a leader to present your comments 5. Teams will have 3 minutes to present

25 Break

26 SWOT Prioritization Prioritize list based upon which of the ideas can increase ridership through marketing and communications List in descending order Present priorities in three minutes We will plot them on a final matrix.

27 Summary Business SWOT Analysis What makes SWOT powerful is that it can help you uncover opportunities that you can exploit. By understanding the weaknesses of your business, you can manage or eliminate threats that would otherwise catch you unawares. By using the SWOT framework, you can craft a strategy that helps you distinguish yourself from your competitors, and compete successfully in your market.

28 Thank you! Contact us! Alan Fogg, Fairfax County EDA Mary Ann Davies, Siddall John Siddall, Siddall --