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Group Project Presntation

The document presents a SWOT analysis of Emaar Properties, highlighting its strengths such as a strong brand and vertical integration, while noting weaknesses like high market dependence and capital intensity. Opportunities for growth include global expansion and rising demand for sustainable living, whereas threats involve market volatility and increased competition. Recommendations include accelerating digital transformation, diversifying globally, and enhancing sustainability practices.

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mehwishkhaaan2003
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58 views3 pages

Group Project Presntation

The document presents a SWOT analysis of Emaar Properties, highlighting its strengths such as a strong brand and vertical integration, while noting weaknesses like high market dependence and capital intensity. Opportunities for growth include global expansion and rising demand for sustainable living, whereas threats involve market volatility and increased competition. Recommendations include accelerating digital transformation, diversifying globally, and enhancing sustainability practices.

Uploaded by

mehwishkhaaan2003
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

Presentation: SWOT Analysis of Emaar Properties

Slide 1 – Title Slide

 Course: Principles of Management (MGMT111)

 Project Title: SWOT Analysis of Emaar Properties PJSC

 Semester: Fall 2025

 Instructor: [Instructor Name]

 Group Members & IDs

 Date of Submission: 15 Nov 2025

Slide 2 – Summary

 Purpose: Analyze Emaar’s internal and external environment using management concepts.

 Method: Secondary research & case study review.

 Key Findings: Strong brand and integration, but vulnerable to market fluctuations.

 Recommendations: Accelerate digital transformation, expand globally, enhance sustainability.

Slide 3 – Company Overview

 Founded 1997 in Dubai; global real estate leader.

 Iconic projects: Burj Khalifa, Dubai Mall, Dubai Marina.

 Core sectors: Residential, Retail, Hospitality, Commercial.

 Vision aligned with Dubai’s Smart City and Sustainability Agenda 2030.
Slide 4 – Internal Environment (Strengths & Weaknesses)
Strengths

 Vertically integrated operations.

 Reputable brand and strong financial base.

 Skilled workforce and innovative culture.

Weaknesses

 High dependence on UAE market.

 Capital-intensive operations.

 Need for greater digital efficiency.

Slide 5 – External Environment (Opportunities & Threats)


Opportunities

 Expanding into emerging markets (Egypt, India, KSA).

 Government reforms attracting foreign investment.

 Rising demand for sustainable living and smart homes.

Threats

 Market volatility due to oil price fluctuations.

 Increasing competition in UAE real estate.

 Regulatory and environmental compliance costs.

Slide 6 – SWOT Matrix Chart (1 Mark)

Strengths Weaknesses

Strong brand image Market dependence on


UAE

Vertical integration High operational costs

Opportunities Threats

Global expansion, sustainability Market volatility, regulation

Slide 7 – Discussion & Conclusion

 Emaar balances its strengths with market challenges.

 The Resource-Based View explains its long-term advantage.

 Strong alignment between internal capabilities and external trends.

 Learning outcome: understanding how management theory applies in real-world Dubai


organizations.

Slide 8 – Recommendations

1. Digital Transformation: Adopt AI and data analytics for forecasting and operations.

2. Global Diversification: Reduce UAE market dependency via foreign projects.

3. Sustainability: Integrate ESG and green construction standards.

4. Agility: Adopt lean project systems and continuous environmental scanning.

Slide 9 – References

 Al Armoti et al. (2022) – Asian Management and Business Review.

 Gupta & Agarwal (2022) – EJBM Research.

 Abuzanjal & Bashir (2024) – JOITMC.

 Atuahene et al. (2023) – IJRSI.

 Petratos (2020); Emaar Properties (2021); Kero & Bogale (2023); Oria et al. (2021).

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