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Strategic Analysis of Muscat Diving and Adventure Centre

Number of Words : 2405

Number of References : 10

Contents

 Introduction 1
 Analysis of the Business Environment 2
 External Analysis 2
 Internal Analysis 3
 Identification and Evaluation of the Current Strategy 4
 Conclusion 7
 References 8

Description

Success or failure of an organization depends on the effectiveness of its strategy formulation and implementation process. Strategic decisions and actions depend on the external and internal environment and its regular analysis is very important for every organization in order to adapt to the changes the environment brings. Travel and tourism is one of the fastest growing industry in Oman and with increasing demand the supply is also on rise, which requires the company to focus on reducing the impact of external forces and also enhance the internal environment to sustain in the market (Times of Oman, 2014). Adventurous holidays and tours is one such activity wherein travellers get to experience local cultures, scenery and take up challenging treks and activities with the guidance of the tour operators (Hall, 2010). Muscat Diving and Adventure Centre was established in 1997 when Rob Gardner the founder of the company moved to Oman from Bahrain (MDAC, 2014). The company has increased its business since then and currently have three booking agents helping the tourists in planning their holiday in Oman and also have many tourist guides and instructors to guide the tourists throughout the adventure tour. The company offers adventure activities, which includes high wires, caving and also have tours to scenic and historical places (MDAC, 2014). The company also offers team building programs as well as individual travels and have sufficient assets from camels to boats. The report carries out the analysis of external and internal environment and also evaluates the strategy of Muscat Diving and Adventure Centre to understand if the existing strategy would enable it to sustain in the market for longer period.<br />

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