Conduct a SWOT Analysis on the following case. Doug Brown started college on sports scholarships at the University of Denver, but moved home to St. Louis and took jobs to pay his way through Saint Louis University. One of those jobs was selling new and used cars, and Doug networked that opportunity to connect with a new start-up in the leasing business, Executive Leasing. Doug became their 13th employee, preparing cars for leasees. He got a promotion and came on full time, changing to night school in order to graduate.

Executive Leasing became Enterprise Leasing and Enterprise Rent-A-Car, and as the company's fortunes grew, so did Doug's. As an executive, Doug pioneered Enterprise's hiring new college graduates around 13,000 a year nationally these days) because he recognized the value of newly graduated learning machines" with virtually no "bad" business habits to break as the way to staff a rapidly growing company. That decision made Enterprise's phenomenal growth possible.

After 30 years at Enterprise, Doug took early retirement. Not one to sit around, he started consulting to firms and donating his consulting fees to charities) and becoming an entrepreneur and investor in real estate projects and a multistate chain of car washes.

Thirteen years into retirement, Doug partnered with Saint Louis University and the University of Missouri-St. Louis to create a retail incubator to help anchor and develop The Ville Neighborhood, a once vibrant area fallen on hard times. Called the Habitat for Neighborhood Business, the incubator provides subsidized space and business help, such as mentoring, networking, and education by volunteer business professionals and students, to house and grow businesses that can help the community be more self-sufficient. A social venture, Habitat raises funds through for-profit and charitable activities to keep going. And while Doug's friends don't know what will happen next, they are sure Doug has some sort of entrepreneurial venture in mind.