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BSNS7340 Organisational Strategies - Recommendation of Strategic Option

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BSNS7340 Organisational Strategies (BSNS7340)

   

Added on  2019-10-30

BSNS7340 Organisational Strategies - Recommendation of Strategic Option

   

BSNS7340 Organisational Strategies (BSNS7340)

   Added on 2019-10-30

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Running Head: ORGANISATIONAL STRATEGIES 1Organisational Strategies<Student ID><Student Name><University Name>
BSNS7340 Organisational Strategies - Recommendation of Strategic Option_1
ORGANISATIONAL STRATEGIES2Part 4: Recommendation of Strategic OptionThe review of the recommendations for strategic options accessible for SparksNZ could provide an impression of the validity of two most probable choices. The twochoices should be reviewed carefully in order to derive inferences into theopportunities and disadvantages associated with the individual option. The reviewcould be explicitly beneficial for determining the most feasible option for Sparks to gainthe required competitive advantage. The two distinct strategic options would first of allrefer to the differentiation strategy of Sparks which would enable it to venture into awide assortment of other product ranges such as online television (Baumann, 2013). This strategic option can be associated profoundly with the promisingimplications of transforming the brand image of Sparks from a conventionaltelecommunications company to a digital service provider. The differentiation strategycould also be observed in the existing approaches followed by the organization forimprovement of its services and products such as in the example of replacing phonebooths with free Wi-Fi hotspots across New Zealand. (Browning, et al., 2016) Thepartnership of Sparks with Netflix can be accounted as a formidable strategic option toensure differentiation in the strategy of the enterprise and it should be fostered in thefuture to ensure higher customer engagement. From a critical perspective on theexternal factors presented for Sparks in the current market environment, the increasingprominence of the ‘Digital Consumer’ requires crucial strategic attention (Dima, 2013). Therefore, the involvement of customers on an online video streaming servicethrough Spark would not only enhance the outreach of its other products amongcustomers through advertisements but also ensure its reputation as a majorentertainment service provider. The emphasis of Spark on its ‘Digital First’ Strategycould also be accounted as a noted example of the differentiation approach followed bySparks. The Digital First strategy would enable Sparks to cater the long term scenariosin the telecommunication industry (Soban, et al., 2016). Another strategic option that can be leveraged by Sparks to acquire strategic advantagerefers to the implementation of monitoring and evaluation frameworks pertaining tothe services and novel features implemented by the organization. The examples ofadditional services such as free Wi-fi zones and free Spotify services could be accounted
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