IBC structure. With this question, I am going to identify..with the help of..and how these will impact..of Tsogosun. Key
drivers for change:PESTEL. Corporate Strategic Direction:Ansoff. 6 blocks of BMC;Capabilities = Res & Comp. Business
unit level: Porter generic strategy. Competitive Advantage: VRIO. Change in industry: Life Cycle. Identify
attractiveness: 5Forces. Vision: Our vision is to provide quality hospitality and leisure experiences at every one of our
destinations. Mission: To consistently provide our guests with an experience that exceeds their expectations by offering
a variety of quality hospitality experiences Objectives positively impact society in SA and beyond by leveraging local
resources, experience and geographic presence to develop and implement or support initiatives with the potential to
improve the social, economic and environmental conditions. Long-term goals meeting the reasonable requirements of
our beneficiaries, financial strength and durability, maintaining product relevance to customer experience, regulatory
compliance and having adequately skilled human resources BMC. VP Quality assets, Leading locations in key markets,
Broad portfolio of hotels (particularly in urban centres), Serve a wide range of consumer segments (luxury & Low
budget), brand reputation/experience, dedicated to community development, wide geographic distribution. CR: H:
Loyalty program, satisfaction survey, call-center G: Customer reward programme (80% of gaming revenue is
contributed by active reward club members). CS: H: Leisure, business, corporate, government, individuals G:
Gamblers, leisure, locals Channels: OTA, own website, Social media. CostS: F&B, Employees, operations costs
(continued and discontinued) Interest & Taxes, investment activities, Dividends, Maintenance. RevS: Gaming, Rooms,
F&B, Other revenue, Property rental income. KP: Investors & funding institutions, Government & regulatory bodies,
Customers, Communities, Employees & unions, Suppliers, tenants & business partners. KA: Selling rooms & operating
F&B outlets, innovating and developing, expansion, sustainability practices, managing gaming and entertainment
complexes. KR: Physical: 25000 hotel rooms, 13 casino & entertainment destinations, 23 galaxy sites, 1144 LPM sites,
Financial: Equity/debt funding, internally generated cash flows. Human: 15,800 direct employees, skills and Knowledge
of Staff, engaged workforce. 1nd cap: A high level of hotel guest satisfaction (88%) Resource: Trained employees, respond
dynamically to changing trends, refreshing gaming and hotel offerings to reflect contemporary tastes and embracing
new technologies that will improve customer experience. Maintenance& refurbishment of our properties in order to
keep the experiences attractive and relevant to our customers. Competence: Consistent exceptional guest experience.
V Yes, Opportunity is addressed as means guest value product/service R No. I No. satisfied guests due to.. O Yes, TS
has the exp, staff and res in order to create guest value. Therefore, identified as competitive parity 2rd cap: Loyal
customers, therefore higher profits. Resource: Tsogo Sun Gaming Rewards Programme. Competences: Ability to retain
customers. V Yes. status, benefits and recognition. R No. Reward program -> loyal guest I No. no specific
skills/resources; everyone implement. O Yes. Reward program monitored and update, database -> Competitive parity
3rd cap: Attract a wide range of customers. Competence: Differentiation & segmentation: differentiated brands to meet
different needs. Resource: 153 hotels ranging from budget to luxury V: Yes. Opp.. increase in choice of the
product/service R: Yes. target based on income, and offer H+G I: No. But cost O: Yes. Fin+human-> Temporary
competitive advantage. 5Forces Threat of entry (is analyzed based on..): H: Low -> 1. Scale & experience: High
investment costs, TS has brand reputation. G: 1. Low -> 1. Legislation: Gaming licenses, 2. High equipment costs 3.
Industry is highly regulated. 4. retaliation Threat of subst. H: High->Tsogosun offers hotel in different price segments,
so it is easy replacable. Substitutes can be: Airbnb, Hostels, other hotels. G: Moderate-> Other leisure and
entertainment activities (shopping centres, restaurants, sporting and concert venues). However, some guests come
purely to win money Bpower H: Moderate-> Tsogosun is depended on its guests. Furthermore, switching costs for
hotels are low, however 1 fewer guest doesn’t make huge difference. G: Moderate: Ultimate buyers hold low power.
Gaming rewards makes less attractive to switch. Spower H: Low to moderate-> Easy to switch between suppliers
because there are many. Low differentiation. However, contract? G: Moderate-> specific equipment, few suppliers
(athomic gaming) However, switching costs are high bc long-term contracts-> costly and difficult to annul those
contracts. Comp. rivalry H: High-> Lots of hotels and substitutes to choose from. However only a few direct
competitors that try to serve the same market. Tsogosun distinguishes itself.. G: low/Moderate-> TS has more casino
licenses than competitors. Outside SI& Peermont, there are no competitors in the market which can actually compete
Current strategies Growth (organic: optimal operation of the group’s capitals. Inorganic: building the tangible and
intangible asset base of the group through developing and acquiring new businesses. Will be a combination of capacity
increases in existing businesses, greenfield developments in new markets and acquisitions within the group’s core
competencies.) & sustainability (deliver to..) Ansoff Market penetration: increase market share > inorganic.
Consolidation: organic > Become internally stronger. Keep what you already have. Getting rid of non-profitable
operations > company does by reconsider (ILC) Porter Generic Diff leadership: Tsogosun has similar costs as their
competitors (around 86% of income) no cost dif. They target mid-scale/high-scale income, and have differentiated
product (Integrated gaming and entertainment complexes primarily located in urban areas+quality budget to luxury
hotel properties+broad scope) PESTEL P: Corrupt president replaced=positive change, stands against corruption &
fraud. Political uncertainty; The run up to the 2019 elections resulted in disruption it is hoped that following the
outcome there will be more certainty and growth may return to the country. Trade tensions & Brexit uncertainty
increase volatility E: Unemployment rate 29%= highest since 1st quarter of 2003 and inequality. This affects the
buying power of SA people. Real GDP positive growth of 3.1% in 2nd quarter of 2019, should increase household
spend and fixed investment. The main drivers for this growth: mining, finance, trade and government services.
Weaker Rand -> attract international visitors. Continued power outages and ever-increasing electricity prices. Factors
that impact our international tourism: confusion visa requirements for families travelling to SA; the oversupply of
hotels in certain areas. S: med age 26,5=Low for EU, High SA. The weak economic environment, along with political
factors and energy supply concerns, continues to fuel disruption and uncertainty which discourages investment and
impacts the high-unemployment level and low-growth rate in South Africa. The gaming industry is exposed to anti-
gaming sentiment, which increases the risks of excessive taxation and regulation. Increasing population T: Although
SA is quite well advanced in terms of its information and communications technology, the country encounters issues
