1. Brett Wanner Sea Breeze Sports inc.
SWOT & TOWS Analysis
Brett Wanner
Sea Breeze Sports inc.

2. SWOT Strength Weakness
Sea Breeze Sports Inc. (SBS) provides a skydiving experience that veteran skydivers would describe as “perfection.” (fastest climb to 14,000 ft, low prices, best rental gear)
Owns Two Cessna Caravan Aircraft worth over $300,000
Owns Beachfront property worth over $1,000,000
Owns the most advanced jump rigs in the business (20 at $10,000 a piece)
19 World renowned jumpmasters set industry standard for expertise and experience
Weakness
Caters exclusively to veteran skydivers (Small customer pool)
Non-licensed skydivers prohibited (large customer pool)
Employee culture is eccentric/resistant to change
Infamous for bad customer service skills!
Poor marketing strategy overall

3. SWOT Opportunity Threat
Expansion into unlicensed skydiver training/ tandem jumps would provide real opportunity for reinvention and renewed profit
A solid marketing strategy could yield huge dividends(the company currently operates without one)
Cooperating with local businesses in the tourist market of Pensacola could lead to tons of new business
Threat
SBS would have a direct competitor operating in the same niche and local area if it serviced unlicensed skydivers
Servicing unlicensed skydivers would likely be akin to “selling out” to the cult like following of veteran skydivers that the company currently caters to.
Possible safety liability for unlicensed skydivers
Current insurance may not be sufficient

4. TOWS Analysis TOWS Analysis
Strength
Sea Breeze Sports Inc. provides fastest climb to 14,000 ft, low prices, best rental gear.
Owns Two Cessna Caravan Aircraft worth over $300,000, Beachfront property worth over $1,000,000, and the most advanced jump rigs in the business (20 at $10,000 a piece).
19 World renowned jumpmasters set industry standard for expertise and experience.
Weakness
Caters exclusively to veteran skydivers (Small customer pool)
Non-licensed skydivers prohibited (large customer pool)
Employee culture is eccentric/resistant to change.
Infamous for bad customer service skills!
Poor marketing strategy overall.
Opportunity:
Expansion into unlicensed skydiver training/ tandem jumps would provide real opportunity for reinvention and renewed profit
A solid marketing strategy could yield huge dividends(the company currently operates without one)
Cooperating with local businesses in the tourist market of Pensacola could lead to tons of new business
An explosive new marketing plan (surprise attack) could secure a large portion of the potential skydivers in the area:
C. GRAND OPENING: Pro Skydivers do a weekend long demo! Free first timer jumps!
C. Emphasize superior location, superior jumpmasters, superior aircraft, and superior equipment.
A. Team up with travel agencies, cruise liners, hotels in the area, and local restaurants that could cater.
A. The new marketing plan would involve:
B. Initial customer service training and information sharing and cross training with hotels and restaurants in the local area.
A. Crucial that employees have control and ownership of new plan.
B. Must keep base customers (veterans) and potential customers (new skydivers) in mind.
Threat:
SBS would have a direct competitor operating in the same niche and local area if it serviced unlicensed skydivers .
Servicing unlicensed skydivers would likely be akin to “selling out” to the cult like following of veteran skydivers that the company currently caters to.
Possible safety liability for unlicensed skydivers.
Current insurance may not be sufficient .
- SBS can flex its marketing “muscles” in terms of assets human, property, and equipment to out class competition.
SBS should also bring in employees to the cultural change that needs to begin.
- Without a total insurance/liability review the companies enormous potential for drawing customers could soon put it out of business.
A. SBS could lose its veteran skydivers (customers and employees) to other business’s because of loss of exclusivity.
Bad customer service and poor marketing strategy could inhibit SBS’s ability to attract new customers.
Employees could reject new strategy and take it out on new customers, or quit.
Company could pay dearly in litigation and lawsuits with current insurance.
TOWS Analysis
Strength
Sea Breeze Sports Inc. provides fastest climb to 14,000 ft, low prices, best rental gear.
Owns Two Cessna Caravan Aircraft worth over $300,000, Beachfront property worth over $1,000,000, and the most advanced jump rigs in the business (20 at $10,000 a piece).
19 World renowned jumpmasters set industry standard for expertise and experience.
Weakness
Caters exclusively to veteran skydivers (Small customer pool)
Non-licensed skydivers prohibited (large customer pool)
Employee culture is eccentric/resistant to change.
Infamous for bad customer service skills!
Poor marketing strategy overall.
Opportunity:
Expansion into unlicensed skydiver training/ tandem jumps would provide real opportunity for reinvention and renewed profit
A solid marketing strategy could yield huge dividends(the company currently operates without one)
Cooperating with local businesses in the tourist market of Pensacola could lead to tons of new business
An explosive new marketing plan (surprise attack) could secure a large portion of the potential skydivers in the area:
C. GRAND OPENING: Pro Skydivers do a weekend long demo! Free first timer jumps!
C. Emphasize superior location, superior jumpmasters, superior aircraft, and superior equipment.
A. Team up with travel agencies, cruise liners, hotels in the area, and local restaurants that could cater.
A. The new marketing plan would involve:
B. Initial customer service training and information sharing and cross training with hotels and restaurants in the local area.
A. Crucial that employees have control and ownership of new plan.
B. Must keep base customers (veterans) and potential customers (new skydivers) in mind.
Threat:
SBS would have a direct competitor operating in the same niche and local area if it serviced unlicensed skydivers .
Servicing unlicensed skydivers would likely be akin to “selling out” to the cult like following of veteran skydivers that the company currently caters to.
Possible safety liability for unlicensed skydivers.
Current insurance may not be sufficient .
- SBS can flex its marketing “muscles” in terms of assets human, property, and equipment to out class competition.
SBS should also bring in employees to the cultural change that needs to begin.
- Without a total insurance/liability review the companies enormous potential for drawing customers could soon put it out of business.
A. SBS could lose its veteran skydivers (customers and employees) to other business’s because of loss of exclusivity.
Bad customer service and poor marketing strategy could inhibit SBS’s ability to attract new customers.
Employees could reject new strategy and take it out on new customers, or quit.
Company could pay dearly in litigation and lawsuits with current insurance.

5. Recommendation
Reason
Expected Outcome
Potential Risk
Mitigation
An explosive new marketing plan (surprise attack) could secure a large portion of the potential skydivers in the area
Expanding into a new competitive niche
Needs to establish self as the premier skydiving venue
-Needs to get employees and base customers involved
Employee buy-in, base customer buy-in, and new customer pool opened for new revenue
Loss of exclusivity leads to loss of world class employees and base customers. The new customers may not fill slots fast enough to save the resulting plunge in profit.
Set up exclusive rates and areas for licensed skydivers. Let the employees control the more sensitive parts of the change.
Grand Opening Weekend Extravaganza
SBS needs to blow the doors off of Pensacola! Needs to advertise, network with local businesses, and establish their dominant position.
Short term: immediate draw of free dives for licensed divers is free advertising.
Long term: Jump start for the business/growth of customer base
Monetarily SBS would be making a huge commitment.
SBS could charge rates to local vendors that would be allowed to sell at their event, recouping some of the loss.
Begin Networking extensively with local hotels, businesses, and travel agencies.
Tourism is the biggest pool of potential customers in Pensacola. The networking would pay off in huge dividends.
Increased business from vacationers in the Pensacola area. Possibly some mutually beneficial agreements with local businesses.
Quantity vs. Quality
SBS could possibly grow too quickly and lose its prestige
Maintain the current skydiving instructors at no more than 20 allowed. If business ever got that good they would have to make appointments.
Perform a comprehensive insurance review
New business, including new skydivers, brings with it a new set of liabilities.
Greater understanding of what coverage is the best for the company. The insurance would then be purchased protecting the company.
SBS would be putting its interests in the hands of a private insurance agency. The potential risks are: exorbitant prices and
SBS should get quotes and do research to select a firm that is offering a respectable price and is reputable.
Start a process improvement process that involves the staff. Give them all additional duties that involve the transformation of the business.
Veteran jumpmasters must be onboard with the change.
Great ideas and buy in from staff and current clients.
Employees and staff see it as “selling out” and are not able to be swayed from their positions, they quit and client base moves on.
Explain extensively that monetarily SBS needs it to continue to exist. Create a team that is involved in retaining the prestige and perks of the old system in the new system for the pro skydivers.