Organisational Strategies for Competitive Advantage

The assignment content discusses organisational strategies for Sparks NZ, focusing on two probable strategic options: differentiation and monitoring/evaluation frameworks. The differentiation strategy involves venturing into new product ranges, such as online television, and partnering with Netflix to ensure customer engagement. The emphasis is on Spark's 'Digital First' Strategy, which enables the company to cater to long-term scenarios in the telecommunication industry. The second option involves implementing monitoring and evaluation frameworks for novel features and services, including free Wi-Fi zones and Spotify services.

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Organisational Strategies
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Part 4: Recommendation of Strategic Option
The review of the recommendations for strategic options accessible for Sparks
NZ could provide an impression of the validity of two most probable choices. The two
choices should be reviewed carefully in order to derive inferences into the
opportunities and disadvantages associated with the individual option. The review
could be explicitly beneficial for determining the most feasible option for Sparks to gain
the required competitive advantage. The two distinct strategic options would first of all
refer to the differentiation strategy of Sparks which would enable it to venture into a
wide assortment of other product ranges such as online television (Baumann, 2013).
This strategic option can be associated profoundly with the promising
implications of transforming the brand image of Sparks from a conventional
telecommunications company to a digital service provider. The differentiation strategy
could also be observed in the existing approaches followed by the organization for
improvement of its services and products such as in the example of replacing phone
booths with free Wi-Fi hotspots across New Zealand. (Browning, et al., 2016) The
partnership of Sparks with Netflix can be accounted as a formidable strategic option to
ensure differentiation in the strategy of the enterprise and it should be fostered in the
future to ensure higher customer engagement. From a critical perspective on the
external factors presented for Sparks in the current market environment, the increasing
prominence of the ‘Digital Consumer’ requires crucial strategic attention (Dima, 2013).
Therefore, the involvement of customers on an online video streaming service
through Spark would not only enhance the outreach of its other products among
customers through advertisements but also ensure its reputation as a major
entertainment service provider. The emphasis of Spark on its ‘Digital First’ Strategy
could also be accounted as a noted example of the differentiation approach followed by
Sparks. The Digital First strategy would enable Sparks to cater the long term scenarios
in the telecommunication industry (Soban, et al., 2016).
Another strategic option that can be leveraged by Sparks to acquire strategic advantage
refers to the implementation of monitoring and evaluation frameworks pertaining to
the services and novel features implemented by the organization. The examples of
additional services such as free Wi-fi zones and free Spotify services could be accounted

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as profitable strategic options for Sparks only with the references towards lack of data
related to their acceptability by customers.
Furthermore, the organization’s proposed initiatives for transitioning majority of
its landline operations into mobile and data based services also depict formidable lack
of information analysis. The outcomes of this strategy would involve the proliferation of
feasible opportunities for decision makers to acquire market research regarding the
new products and services launched by the enterprise (Soban, et al., 2016).
However, the preferred strategic option would be to focus on its differentiation
strategy and ensure large scale transformation of the existing services of Sparks into the
digital domain. The focus on a Digital First strategy would be liable for providing
additional benefits such as addressing the external factors pertaining to environmental
aspects. Furthermore, the company could be able to make the most out of leveraging the
benefits provided by technology and succeed over competitors.
References
Baumann, S. (2013). Adapting to the brave new world. Innovative organisational strategies
for media companies. Media Innovation. A Multidisciplinary Study of Change, 77-92.
Browning, L., Browning, L., Thompson, K., Thompson, K., Dawson, D., & Dawson, D.
(2016). It takes a village to raise an ECR: Organisational strategies for building
successful academic research careers. International Journal for Researcher
Development, 7(2), 192-197.
Dima, I. C. (2013). Organisational Strategies-a Systemic Approach: On the Example of the
Automotive Industry. LAP LAMBERT Academic Publishing.
Soban, L. M., Kim, L., Yuan, A. H., & Miltner, R. S. (2016). Organisational strategies to
implement hospital pressure ulcer prevention programmes: findings from a national
survey. Journal of nursing management.

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