Every Organisation has to manage its strategy against, the internal resources, external resources (organisation operations) and the organisation’s ability to add value to what it does. The Organisation’s decision makers have to realise that strategy is not only about having a plan in place but to ensure sustainable decisions, develop processes to deliver the strategy, offer competitive advantage and have a long term vision. (Lynch, 2006). I would suggest that, BT should not just think of the present but should try and build its reputation amongst its customers by providing them good service prior to the sale as well as post sales.
BT leads the fixed line market and should cash on this advantage. BT’s major areas of concern are its lacklustre mobile business and underdeveloped fixed-mobile convergence, lack of promotion of its various cheap call schemes, occasional payphone problem and high ratings on customer dissatisfaction on post sales service. BT should take utmost care of product quality and post sales customer service for its future product launches. Since BT has all the infrastructural means to provide a superior broadband service than its competitors, the efforts must now be focused on facilitating uninterrupted internet services at much better speeds.
The testing of BT products and services should be done extensively before offering it to the customers, this would ensure a better quality product being given out in market thus help BT get a better reputation as customer service provider which is often a key resource in customer centric businesses.
BT has to realise that its sustainability in the market is only possible if the strategy adopted delivers sustainable competitive advantages over its actual or potential competitors. BT’s ability to grow forward in a significant way beyond the current environment will require a major revival of their existing operational and promotional strategies
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