2.

3 SWOT Analysis of the company

2.3.1 Strengths

I. Inclusive Plus has a niche destination knowledge across Canada, Alaska, and Pacific
Ocean islands such as Hawaii. This is the unique selling points of Inclusive Plus following
its experienced team of tour operators. Directors of Inclusive Plus have a rich travel
history across the aforementioned regions and have developed partnership and
contacts for favorable deals even in the most remote destinations.

II. Inclusive Plus is also located in the most populous city in Canada, Toronto. Being in
Toronto, Inclusive Plus is in close proximity to the majority of its potential clients. This
means that the company spends less for its marketing and advertising activities
compared to companies in less populous locations. Also, Inclusive Plus location is in
close proximity to major transport hubs such as the Toronto Pearson Airport, UP Express
transit buses, and Toronto Union Station.

III. Also, the directors of Inclusive Plus have adequate financial resources to cater for the
company needs and unexpected financial needs. Further, the company can be able to
cater for clients from different social classes and statutes given the strong financial
backing.

2.3.2 Weakness

I. The company lacks a strong group leader training program. While the team is
experienced in tour activities, a strong team is built on the foundations of strong
leadership. Inclusive Plus lacks a program to train such strong leaders.

II. Also, the official website of the company is uninteresting or eye-catching to the young
travelers. Given that the company mainly targets millennials, the poor website design is
an eyesore.

III. Also, most of Inclusive Plus stuff can only speak English, French, and Spanish fluently.
This means that the team develops difficulties while dealing with a portion of
international tourists, especially from Asia, Middle East, and most of Europe.

2.3.3 Opportunities

I. The local indigenous communities have a long history of positive attitudes towards
tourism (Notzke, 2004). This means that the company can count on Indigenous
community to provide support services such as entertaining and engaging the guests.

II. In 2019, the government of Canada launched the Federal Tourism Growth Strategy
which was pitted to increase the revenue from tourism to 25 percent by 2025
(Innovation, Science, and Economic Development Canada, 2019). The new plan will
bolster growth of tourism activities making it easier for companies like Inclusive Plan to
operate easily.
 III. Sources such Hutchins et al. (2020) predict demand in tourism after the COVID-19
menace. This is an opportunity that the company should watch and utilize it fully
through adequate preparation.

2.3.4 Threats

I. The uncertainty surrounding the COVID-19 epidemic poses a significant threat to the
tourism industry. Given that there is no certain timeline as to when the epidemic will
end, the tourism industry is facing an unknown menace. The epidemic has further
thrown the plans and strategies of tour companies into jeopardy (Hutchins et al, 2020).

II. There is an increase in tour and travel companies in Toronto which build up fierce
competition against Inclusive Plus. Such companies include Comfort Tour Canada, ISX
Tours & Events, and the mega Ontario Group of Touring Companies (OGTC).