Strategic Management Analysis of Spark

This report provides a strategic management analysis of Spark New Zealand, a telecommunications organization. It includes a critique of the vision and mission statement, analysis of implemented strategies, SWOT analysis, PEST analysis, leadership and ethics analysis, and more. The report also discusses the relevance of strategic planning and staff engagement. Study material and solved assignments on Spark can be found on Desklib.

Running head: STRATEGIC MANAGEMENT ANALYSIS OF SPARK
STRATEGIC MANAGEMENT ANALYSIS OF SPARK
Name of the Student
Name of the University
Author Note

1STRATEGIC MANAGEMENT ANALYSIS OF SPARK
Table of Contents
Introduction....................................................................................................................2
1. Vision, Mission, Strategy and SWOT........................................................................2
(a) Critique of the vision and mission statement and relevant theory........................2
(b) Analysis of strategies implemented by Spark......................................................3
(c) SWOT analysis of Spark......................................................................................4
2. PEST analysis.............................................................................................................5
(a) PEST analysis of Spark........................................................................................5
(b) Utilising the critical skills and discussion of four examples based on PEST
factors.....................................................................................................................................6
3. Leadership, culture and ethics....................................................................................6
(a) Analysis of organizational culture of Spark NZ...................................................6
(b) Implementation of one leadership theory and roles of CEO................................7
(c) Ethical perspective................................................................................................7
(d) Four procedures recommended to CEO...............................................................7
4. Relevance of the strategic planning...........................................................................8
Description of strategic planning process..................................................................8
5. Mission and staff engagement................................................................................8
(a) Job description and alignment to mission.............................................................8
(b) Understanding of vision or mission by recommendation of three changes..........9
(c) Recommended changes to job description...........................................................9
References....................................................................................................................11

2STRATEGIC MANAGEMENT ANALYSIS OF SPARK
Introduction
Spark New Zealand is a telecommunications based organization that aims at
providing fixed line based telephone services, a service provider of internet, a mobile based
network and major ICT based provider to the business organizations in New Zealand. Spark
has developed its position as one of the biggest organizations with respect to the value that
has been gained with the help of its operations in the country. The organization was
previously known as Telecom New Zealand and was established in the year 1987. The name
of Telecom New Zealand was further named as Spark in the year 2014 (Spark.co.nz 2019).
The report will be based on the analysis of different aspects or parts of the
organization. The internal environment of Spark New Zealand will be analysed with the help
of SWOT framework and external environment analysis will be based on PEST framework.
Leadership and ethics based factors related to Spark are also an important part of the analysis.
Strategic planning based analysis is also a major part of the report.
1. Vision, Mission, Strategy and SWOT
(a) Critique of the vision and mission statement and relevant theory
Vision statement – “To help all of New Zealand win big in a digital world.”
(Spark.co.nz 2019).
Mission statement – “Spark's success is dependent on our customers in one key
market: New Zealand. That's why we're passionate about using technology to be truly useful
to our customers, helping make our country better and enriching the lives of all New
Zealanders. We want to be the most valued brand in the home, and the most trusted partner
for business.” (Spark.co.nz 2019).
Mission objectives –

3STRATEGIC MANAGEMENT ANALYSIS OF SPARK
1. Increasing share in the telecommunications industry.
Strategies – Providing better products.
Improving the services.
Improving promotional activities.
Increasing customer engagement.
Marketing to the niche customers.
Acquiring the competitive companies.
2. Developing a positive culture.
Strategies – Coordination between the managers and employees.
Providing training based on diversity.
Increasing the levels of inclusion.
Providing equal opportunities.
Increasing the types of ideas.
Improving creativity levels.
3. Increasing the levels of customer satisfaction.
Strategies – Providing better experiences.
Improving the product line.
Developing effective relationships.
Increasing the presence of organization.
Improving the loyalty levels.
Improving the revenues of the organization.
The mission statement of an organization is considered to be an effective explanation
that is based on reasons behind its existence and its purpose as well. The mission based
statement of the company is able to support the vision and serve effectively in order to
communicate the direction and purpose to the employees, vendors, customers and different

4STRATEGIC MANAGEMENT ANALYSIS OF SPARK
stakeholders (Bonnafous-Boucher & Rendtorff, 2016). The vision statement on the other
hand is based on the objectives that have been developed by the organization in order to
continue its operations in the telecommunications industry (Buckley, 2016).
(b) Analysis of strategies implemented by Spark
As discussed by Chernev (2018), the strategies that are implemented by Spark New
Zealand are based on the ways by which different challenges faced by the company can be
mitigated in an effective manner. The company has pursued high levels of digital
transformation in order to drive the growth and increase the levels of business agility as well
this is able to play a major role in providing opportunities to the people of New Zealand to
become digital. Spark New Zealand has aim at improving the experiences that are provided to
the customers with the help of new levels of efficiencies in the service delivery, strong
wireless offerings, and automated operations as well. The performance of the network is
considered to be a critical factor that had an impact on the operations and services that are
offered as well (Calof, Richards & Santilli, 2017). The network that has been developed by
Spark New Zealand is able to provide support and increase the value of the customers as
well. This is a major part of the mission statement that is developed by Spark.
As discussed by Demir, Wennberg & McKelvie (2017), the transformational changes
that have taken place in the external environment have an impact on Spark New Zealand. The
organization has increased levels of data collection in order to understand the customers. The
visibility of the network has been increased and the company has improved the infrastructure
as well. The reports and information that are provided to the customers based on the services
have been made more accurate and detailed in nature. The strategies based on automation of
operations that have been implemented by Vodafone New Zealand have been able to play a
major role in the improvement of the operations (David & David, 2016). However, the

5STRATEGIC MANAGEMENT ANALYSIS OF SPARK
organization has also faced some major issues related to the implementation of these
strategies.
(c) SWOT analysis of Spark
Strengths
 The levels of reach and distribution
of Spark are high with the help of
huge number of stores.
 The cost structure that has been
developed for providing services to
customers is low.
 Spark has been successful in
developing a strong financial
position in telecommunications
industry (Durand, Grant & Madsen,
2017).
 The asset base of Spark is large and
has been able to provide high levels
of solvency as well.
 The labour force of Spark is highly
skilled and has provided best levels
of services to customers.
 Social media has been used by Spark
effectively in order to communicate
with the customers (Ethiraj,
Gambardella & Helfat, 2017).
Weaknesses
 Spark has started spending huge
amounts in the research and
development based activities.
 The inventory of day sales in Spark
is high due to the time that is
required for purchase.
 The culture and structure that has
been implemented in Spark currently
has an impact on the operations
(Hitt, Ireland & Hoskisson, 2016).
 The workforce diversification levels
have to be increased in Spark.
 Research of the market has not been
implemented by Spark in order to
develop the products.
 The turnover rates of employees in
Spark are high due to presence of
huge number of competitors
(Kenworthy & Verbeke, 2015).
Opportunities
 The increase in number of internet
users is considered to be an
important opportunity that is
provided to Spark.
 E-commerce usage is also
considered to be a huge growth
opportunity for Spark.
 Technological development is also a
major factor that can lead to the
reduction of operation costs (Hanson
et al., 2016).
 Tax based policies of governments
of different countries have an impact
on the prices of services offered by
Spark.
 The growth that has been depicted in
levels of consumer spending is able
to increase the levels of profitability.
 Increase in levels of globalisation is
considered to be a huge growth
Threats
 Technological developments have
been increased by competitors and
this has provided a major threat to
Spark.
 The power that has been depicted by
the suppliers is a significant threat
for Spark.
 The entry of new organizations in
the telecommunications industry is a
major threat to Spark (Lasserre,
2017).
 The levels of competition in the
industry have increased and has
affected the revenues.
 The promotional levels have been
increase rapidly by the competitors
in the industry.
 Political instabilities in a country are
important threats to the operations of
Spark (Leiblein & Reuer, 2019).

6STRATEGIC MANAGEMENT ANALYSIS OF SPARK
opportunity for Spark (He &
Balmer, 2017).
2. PEST analysis
(a) PEST analysis of Spark
Political factors
 The governance system of the
country is considered to be an
important factor that has affected the
revenues of Spark (Michael, Storey
& Thomas, 2017).
Economic factors
 The market of the US lacks huge
number of skilled labour and the
services developed by Spark have
been affected (Morschett, Schramm-
Klein & Zentes, 2015).
Social factors
 The levels of inequality that exist in
the income among the consumers in
a country like US affects the services
and experiences offered to them
(Phillips & Moutinho, 2017).
Technological factors
 The potential of the development if
5G in the future needs to be
considered by Spark in order to
remain competitive in the industry
(Schoemaker, 2015).
(b) Utilising the critical skills and discussion of four examples based on PEST factors
The first example of political influence that has been discussed previously is based on
the impact that the governance system of a country like the US can have on the policies that
are followed in Spark. The prices of services are also affected by this factor. The second
example is based on the lack of skilled labour in the US that can affect services which are
provided to the customers (Wheelen et al., 2017). The third example is based on the
inequality that has been experienced in the income levels of consumers and the ways by
which this has affected the purchase behaviour. The fourth example is based on the potential

7STRATEGIC MANAGEMENT ANALYSIS OF SPARK
of the development of 5G and the ways by which this can affect the future operations of
Spark (Morschett, Schramm-Klein & Zentes, 2015).
3. Leadership, culture and ethics
(a) Analysis of organizational culture of Spark NZ
As discussed by Michael, Storey and Thomas (2017), the organizational culture is
considered to be an important factor that has an impact on the proper achievement of goals.
The market culture needs to be developed and followed by the employees in Spark New
Zealand (Phillips & Moutinho, 2017). The development of market culture is considered to be
an important factor that will help in the formation of a positive work environment. This is
considered to be a major factor that can help in increasing the productivity of employees.
However, a huge challenge for the leaders of Spark in this case is based on the demanding
nature that is required for the developed of proper market culture. This will lead to issues that
can be developed between the employees and the senior leaders. The accomplishment of
goals is an important factor that can affect the relationship between the leaders and
employees of Spark NZ (Leiblein & Reuer, 2019).
(b) Implementation of one leadership theory and roles of CEO
The strategic leadership style can be implemented by the CEO of Spark NZ in order
to ensure levels of operations ion an effective manner. This leadership style will be able to
affect the strategic thinking of the leaders which is able to support the multiple employees.
The process of strategic thinking will be able to provide a direction to the employees in order
to achieve the goals and objectives. The working based conditions in the organization will be
developed with respect to the needs of employees (Hitt, Ireland & Hoskisson, 2016). The
strategic leadership will be much more effective in comparison to autocratic style of

8STRATEGIC MANAGEMENT ANALYSIS OF SPARK
leadership. A collaborative work environment can be developed with the help of proper
leadership activities that are performed by the organization.
(c) Ethical perspective
The key areas that need to be considered by Spark New Zealand in order to refocus
the priorities include,
Personal benefits and gifts include, accommodation, services and goods will
not be offered by the employees from third parties.
The legitimate interests need to be considered by the employees when
opportunities arise.
The protection of confidentiality is an important part of the ethical guidelines
that have been developed by Spark.
The actions and behaviours of employees are important for providing services
to the customers and maintaining the suppliers as well (Durand, Grant &
Madsen, 2017).
(d) Four procedures recommended to CEO
The four major procedures that need to be implemented by the CEO of Spark New
Zealand in order to ensure the high levels of employee commitment are as follows,
The remuneration that is to be provided to the employees needs to be taken
into consideration by the CEO in order to maintain their performance and
commitment levels. This will help the CEO to increase motivation levels of
the employees in order to enhance the productivity levels.
Development of a diverse employee base in order to ensure that they are able
to communicate with the local communities in an effective manner (Demir,

9STRATEGIC MANAGEMENT ANALYSIS OF SPARK
Wennberg & McKelvie, 2017). The diversity of employee base will be able to
increase the ideas and opinions that are provided based on different situations.
The CEO needs to ensure that the employees have the right skills in order to
provide their performance. The development of skills is an important part of
the effectiveness of services that are provided by employees to the customers.
The work environment that is provided to the employees needs to be safe and
healthy in order to improve the performance of employees and commitment as
well (David & David, 2016). A safe work environment is considered to be a
major factor that has an impact on the behaviour of the employees.
4. Relevance of the strategic planning
Description of strategic planning process
As opined by Demir, Wennberg and McKelvie (2017), strategic planning process can
be defined as the methods that can be used by an organization in order to define the strategy
and the direction in an effective manner. The decisions related to proper allocation of
resources can also be made with the help of strategic plans. The strategic planning process
can be implemented by the CEO of Spark in order to provide a specific direction to the
employees. This will also play a major role in the ways by which the organization is able to
achieve the trading results that are desired by Spark (Durand, Grant & Madsen, 2017).
Clarify the vision – The vision of Spark New Zealand is to help the people of the
country to win big in the digital world.
Gathering and analysing information – Information based on the needs and demands
of people needs to be gathered.

10STRATEGIC MANAGEMENT ANALYSIS OF SPARK
Formulating a strategy – The transformation strategy needs to be implemented is
based on increasing the revenues of the organization.
Implementation of strategy – This strategy has to be applied for fulfilling the needs
and demands of customers.
Evaluation and control – The number of customers and revenues gained by Spark
needs to be evaluated in order to examine the strategy.
5. Mission and staff engagement
(a) Job description and alignment to mission
The jobs that are offered by Spark New Zealand that include the positions like, Part-
time Spark Retail Sales Support, Spark Administration Support, Spark Business Hub
Manager, Part-time Spark Consultant and many more. The mission that has been developed
by the organization in order to communicate and provide support to the customers can be
fulfilled with the help of the jobs that have been designed by the company (David & David,
2016). The jobs offered by the company are based on the mission and objectives that have
been formed by Spark New Zealand.
(b) Understanding of vision or mission by recommendation of three changes
The two major job descriptions that can be considered for recommendation of changes
are as follows,
Full time Spark Consultant – The job responsibilities that are provided to the
full time job consultants are based on different live and play based solutions
that are offered to the consumers. The changes are mainly based on the ways
by which the more diverse levels of people can be included as a part of the
workforce (Calof, Richards & Santilli, 2017).

11STRATEGIC MANAGEMENT ANALYSIS OF SPARK
Spark Business Hub Manager – The responsibilities that are a part of the job
description are based on the cutting edge services that are offered to the
consumers. The changes based on the job description are related to the ways
by which the manager can increase the knowledge levels based on strong
relationships between the teams and trust on the brand as well (Demir,
Wennberg & McKelvie, 2017).
(c) Recommended changes to job description
The major recommendations that can be provided based on the ways by which
changes can be implemented in the job description include,
 The job description that has been developed for the Full Time Spark
Consultant is related to increasing the levels of attractiveness and needs to
provide more details related to the responsibilities that is provided to the
employees. The inclusion of diverse employees is also considered to be an
important part of development of the job description of Spark.
 The changes that need to be implemented in the job description of Spark
Business Hub Manager is based on providing details related to the
requirements that are related to the post and the skills that are required by the
employees for joining the organization in the described position.

12STRATEGIC MANAGEMENT ANALYSIS OF SPARK
References
Bonnafous-Boucher, M., & Rendtorff, J.D. (2016). Stakeholder Theory in Strategic
Management. In Stakeholder Theory (pp. 21-39). Springer, Cham.
Buckley, P. J. (2016). International strategic management and government policy. Springer.
Calof, J., Richards, G., & Santilli, P. (2017). Integration of business intelligence with
corporate strategic management. Journal of Intelligence Studies in Business, 7(3).
Chernev, A., 2018. Strategic marketing management. Cerebellum Press.
David, F. R., & David, F. R. (2016). Strategic management: A competitive advantage
approach, concepts and cases. Pearson.
Demir, R., Wennberg, K., & McKelvie, A. (2017). The strategic management of high-growth
firms: A review and theoretical conceptualization. Long Range Planning, 50(4), 431-
456.
Durand, R., Grant, R. M., & Madsen, T. L. (2017). The expanding domain of strategic
management research and the quest for integration. Strategic Management
Journal, 38(1), 4-16.
Ethiraj, S. K., Gambardella, A., & Helfat, C. E. (2017). Reviews of strategic management
research. Strategic Management Journal, 38(1), 3-3.
Hanson, D., Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2016). Strategic management:
Competitiveness and globalisation. Cengage AU.
He, H. W., & Balmer, J. M. (2017). Alliance Brands: Building Corporate Brands through
Strategic Alliances?. In Advances in Corporate Branding (pp. 72-90). Palgrave
Macmillan, London.

13STRATEGIC MANAGEMENT ANALYSIS OF SPARK
Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2016). Strategic management: Concepts and
cases: Competitiveness and globalization. Cengage Learning.
Kenworthy, T.P., & Verbeke, A. (2015). The future of strategic management research:
Assessing the quality of theory borrowing. European Management Journal, 33(3),
pp.179-190.
Lasserre, P. (2017). Global strategic management. Macmillan International Higher
Education.
Leiblein, M. J., & Reuer, J. J. (2019). Foundations and Futures of Strategic
Management. Management Review, 1, 1.
Michael, S., Storey, D., & Thomas, H. (2017). Discovery and coordination in strategic
management and entrepreneurship. Strategic entrepreneurship: Creating a new
mindset, 45-65.
Morschett, D., Schramm-Klein, H., & Zentes, J. (2015). Strategic international
management (pp. 978-3658078836). Springer.
Phillips, P., & Moutinho, L. (2017). Contemporary issues in strategic management.
Routledge.
Schoemaker, P. J. (2015). Strategic approaches to managing uncertainty. Decision Strategies
& Wharton, 19.
Spark.co.nz (2019). Spark | Samsung S10 Available Now!. [online] Spark.co.nz. Available at:
https://www.spark.co.nz/ [Accessed 1 Apr. 2019].
Wheelen, T. L., Hunger, J. D., Hoffman, A. N., & Bamford, C. E. (2017). Strategic
management and business policy (p. 55). Boston: pearson.

14STRATEGIC MANAGEMENT ANALYSIS OF SPARK