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 operations 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 accounting 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 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.
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 business 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.