Business and the Business Environment

This presentation outlines the SWOT and PESTLE analysis of Cadbury to evaluate the positive and negative impacts that influence business operations. It also frames the interrelation between SWOT and PESTLE.

BUSINESS
AND
THE BUSINESS ENVIRONMENT

TABLE OF CONTENTS
• INTRODUCTION
• PESTLE ANALYSIS OF CADBURY
• SWOT ANALYSIS OF CADBURY
• INTERRELATION OF SWOT AND PESTLE ANALYSIS
• CONCLUSION
• REFERENCES

INTRODUCTION
• Business environment refers to process and procedure which held in organisation to achieve the objectives within
specified time.
• Business objectives help organisation to increase their market share and productivity.
• Present study lay emphasis on Cadbury.
• Cadbury is a British multinational confectionery company which has headquartered in London. This presentation
outlines Swot and Pestle analysis of Cadbury to evaluate positive and negative impacts that influence business
operations.
• It also frames the interrelation between swot and Pestle.

PESTEL ANALYSIS OF CADBURY
• Business operations refers to have effective and stable operations in organisation which lead to have
sustainable growth and stability in earning money.
• There are some factors that impact upon these business operations which are evaluated by PESTLE
analysis.
• Pestle gives detailed analysis of positive and negatives impacts that influence business operations.
• Pestle stands for political, economic, social, technological, legal and environmental.

CONTINUE
• Political factors
• This factor refers to policies made by government for welfare of citizens of nations so that products of
different organisation do not harm people and free to use.

CONTINUE
• Economic factors
• This factor refers to analysis of economic news of competitive market against favourable brands which will
help organisation to make strategies to gain competitive advantage

CONTINUE
• Social factors
• This factor refers to evaluate customer behaviour towards the product of organisation and its helps to get
information regarding customer demands, expectations and needs.

CONTINUE
• Technological factors
• This factor refers to innovations researched by scientist for better productivity.

CONTINUE
• Legal factors
• This factor refers to legal laws made by government of every nation. Legal laws are mandatory and need to
be followed by every organisation.

CONTINUE
• Environmental factors
• This factor refers to climatic changes that made naturally or man made but affect organisation productivity
and market share.

SWOT ANALYSIS OF CADBURY
• To evaluate strength and weakness of organisation, SWOT analysis has to be done.
• It considers internal and external factors that affect business operations.
• It focuses on both positive and negative impacts and distribute them among strength, weakness, threats and
opportunities.

CONTINUE
• Strength
• Weakness
• Threat
• Opportunities

CONTINUE
• Strength, weakness, threats, opportunities have been evaluated which will affect decision making which
indirectly influence productivity and market share of Cadbury.
• While analysis weakness of Cadbury, its give opportunity to improve those weaknesses and spread market
to every corner of world and have market share In top most level.
• It will make the organisation in top brands and gains customer trust and loyalty towards their products
which will be advantageous for future purpose.

INTERRELATION BETWEEN PESTLE AND SWOT
ANALYSIS
• Interrelation of strength with macro factors
• Interrelation of weaknesses with macro factors

CONCLUSION
• This presentation concluded the positive and negative impacts analysed through political, social,
environmental, technological, legal and economic factors.
• These factors helped Cadbury to evaluate strength and weakness in their business operations.
• These factors helped to make strategies for Cadbury for better productivity and market share.

REFERENCES
• Kraus, M. and et.al., 2018. Deep learning in business analytics and operations research: Models,
applications and managerial implications. arXiv preprint arXiv:1806.10897.
• Piercy, N. and et.al., 2015. The relationship between lean operations and sustainable
operations. International Journal of Operations & Production Management. 35(2). pp.282-315.
• Slack, N. and et.al., 2018. Operations and process management: principles and practice for strategic
impact. Pearson UK.