1) Critically analyse RQL, its markets, and its competitors. a) RQL (internal analysis): What is its “real” purpose for existing? What points of difference does RQL offer to its stakeholders? b) Market (external market analysis): What are the overall trends in, and size of, the market? Which segments are declining and which offer growth opportunities? What are the key forces RQL will need to deal with to achieve success in national and international competition, and to increase the participation of communities throughout Queensland in recreational and competitive rowing? c) Competitors (external competitor analysis): Who are RQL’s traditional and new competitors? What are they doing better than RQL? What is RQL doing better than its competitors? 2) Identify the key strategic issues you need to take into account when developing a strategy for RQL. At this stage, you are not required to develop a new strategy for RQL, which will be the core of the Business Strategy Report (Assignment 2). a) Use step 1 to create a list of key strategic issues that RQL needs to address if it is to achieve success in competition and increase community participation in rowing. Strategic issues are events, developments, trends or characteristics in either the internal or external environment that have the potential to affect organisational performance. Strategic issues may emanate from: (a) the external environment (e.g. changes to available resources or changes in social behaviours and needs); (b) the internal environment (e.g. loss of specialist capability and knowledge); or (c) interaction between the external and internal environments (e.g. relationships with key stakeholders are not adequate to emerging needs). By implication strategic issues demand organisational response to one or more of the following: (i) mission, vision or mandate; (ii) mix of products and services; (iii) how products or services are positioned in the market; (iv) clients or users; or (v) internal factors such as cost, strategic resources, financing, organisation, or management. 3) Prioritise these issues. a) It is impossible to address all strategic issues to the same extent. It is therefore critical that you prioritise the issues in terms of the impact that you believe their resolution will have on achieving success in competitions and increase community participation.
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