SUDERLAND BUSINESS SCHOOL
Global telecommunications providers - BT's strategy
Module Code: PGBM16
Student Name: Ziheng Zhang
Student No: 129046112
British Telecom Group was founded in 1984.It is the UK's largest telecommunications provider. From the beginning of the 1990s, BT's ambition is to become the world's leading telecommunications companies. BT in the development process, through a series of innovative measures enabled enterprises to get out from the traditional business, thus changing the earnings slowdown. This report analyzes the globalization strategy of BT. Through a series of measures, BT in many parts of the world established innovative organizations. Through these measures, BT not only enhance the ability to innovate, but also make the BT in the world to establish a connection, so as to lay the foundation for BT to become a global enterprise. This article from three aspects commented BT's global strategy. First of all, this article through the analysis of the innovative ability of BT, evaluates its competitiveness. BT should strengthen internal and external innovation to enhance the competitiveness. Secondly, in the process of globalization, the enterprise also should expand the globalization process through a series of enterprise integration. Finally, the article describes the introduction of external technologies for enterprise development in the future importance. BT as a global enterprise should pay attention to the importance of innovation from the strategies.
Table of content
2.0 BT's external innovation and competitiveness
3.0 BT's vertical integration and competitiveness
3.1 Global business alliances and mergers
3.2 BT's global venture with AT&T
4.0 BT's Organizational Structure and Strategy
After a hundred years of development, the telecommunications industry is facing a new crossroads. Technology, products, services or customers, which is the main driving force for future development, this is a global telecom companies are agonizing problem. In the coming years, the next generation network will provide more colorful by a new generation of personalized services, thereby changing the mode of operation of personal life and business public. In the era of rapid development of information, communication increasingly diversified manner. Particularly in the telecommunications industry, competition among suppliers becomes more and more fierce. How to enable enterprises to better meet customer needs, enhance the company's position in the world, which is particularly important for Britain's main telecommunications provider BT is. BT's goal is through its own power to make a better world. This article will analyze BT's global strategy from three aspects. First, the article analyzes, since 2005, BT external innovation strategy, to illustrate how companies should strengthen global competitiveness. Secondly, this article will be analyzed from vertical integration and competitiveness. By analyzing in 2000 BT and AT & T established enterprises to illustrate the importance of a business combination. Finally, this article will analyze BT's organizational structure and strategy. These areas of development for the future of BT business are essential. 2.0 BT's external innovation and competitiveness
Since 2005, BT invested a lot of capital in innovation. In 2005 and 2006, BT has invested 727millon years for research and development. BT in innovation implemented a series of measures (Wardlaw, 2005). BT scientists come from academic institutions, blue-chip companies or other institutions. Although BT in technological innovation has a long tradition, but BT management considers technological innovation efforts should be more commercially, rather than technology-driven (Blake, 2006). Technical innovation should serve the...
References: Agarwal, R., Croson, R., & Mahoney, J. T. (2010) ‘The role of incentives and communication in strategic alliances: an experimental investigation’, Strategic Management Journal, 31(4), pp.413-437.
Athukorala, P. C., & Kohpaiboon, A. (2010) ‘Globalization of R&D by US-based multinational enterprises’, Research Policy, 39(10), pp.1335-1347.
Blake, J. (2006) ‘From protection to innovation: BT 's journey in corporate social responsibility’, Global Business and Organizational Excellence, 26(1), pp.7-17.
Da Xu, L. (2011) ‘Enterprise systems: state-of-the-art and future trends’, Industrial Informatics, IEEE Transactions on, 7(4), pp.630-640.
Das, T. K., & Rahman, N. (2010) ‘Determinants of partner opportunism in strategic alliances: a conceptual framework’, Journal of Business and Psychology, 25(1), pp.55-74.
Das, T. K., & Kumar, R. (2011) ‘Regulatory focus and opportunism in the alliance development process’, Journal of Management, 37(3), pp.682-708.
De Wit, B. and Meyer, R. (2010) Strategy Process, Content, and Context International Perspective, 4th Edition, Croatia: Cengage Learning.
Ehrhardt, D. W., & Frommer, W. B. (2012) ‘New technologies for 21st century plant science’, The Plant Cell Online, 24(2), pp.374-394.
Ergün, S., Tilki, D., & Klein, D. (2011) ‘Vascular wall as a reservoir for different types of stem and progenitor cells’, Antioxidants & redox signaling, 15(4), pp.981-995.
Frigo, M. L., & Anderson, R. J. (2011) ‘Strategic risk management: a foundation for improving enterprise risk management and governance’, Journal of Corporate Accounting & Finance, 22(3), pp.81-88.
Gambardella, A., & McGahan, A. M. (2010) ‘Business-model innovation: General purpose technologies and their implications for industry structure’, Long Range Planning, 43(2), pp.262-271.
Gassmann, O., Enkel, E., & Chesbrough, H. (2010) ‘The future of open innovation’, R&d Management, 40(3), pp.213-221.
Glass, W. G. (2008) ‘BT 's Matrix Architecture’, BT technology journal, 26(1), pp.86-96.
Haeussler, C., Patzelt, H., & Zahra, S. A. (2012) ‘Strategic alliances and product development in high technology new firms: The moderating effect of technological capabilities’, Journal of Business Venturing, 27(2), pp.217-233.
Han, S., Kuruzovich, J., & Ravichandran, T. (2013) ‘Service Expansion of Product Firms in the Information Technology Industry: An Empirical Study’, Journal of Management Information Systems, 29(4), pp.127-158.
Hess, A. M., & Rothaermel, F. T. (2011) ‘When are assets complementary? Star scientists, strategic alliances, and innovation in the pharmaceutical industry’, Strategic Management Journal, 32(8), pp.895-909.
Holme, C. (2010) ‘Corporate social responsibility: a strategic issue or a wasteful distraction’, Industrial and Commercial Training, 42(4), pp.179-185.
Johnson, G., Scholes, K. and Whittington, R. (2005) Exploring Corporate Strategy: Text and Cases. Financial Times Prentice Hall.
Kenney, M., Massini, S., & Murtha, T. P. (2009) ‘INTRODUCTIONOffshoring administrative and technical work: New fields for understanding the global enterprise’, Journal of International Business Studies, 40(6), pp.887-900.
Mention, A. L. (2011) ‘Co-operation and co-opetition as open innovation practices in the service sector: Which influence on innovation novelty’, Technovation, 31(1), pp.44-53.
Narula, R., & Dunning, J. H. (2010) ‘Multinational enterprises, development and globalization: some clarifications and a research agenda’, Oxford Development Studies, 38(3), pp.263-287.
Paim, J., ... & Barros, F. C. (2011) ‘Health conditions and health-policy innovations in Brazil: the way forward’, The Lancet, 377(9782), pp.2042-2053.
Prashant, K., & Harbir, S. (2009) ‘Managing strategic alliances: what do we know now, and where do we go from here’, The Academy of Management Perspectives, 23(3), pp.45-62.
Riviello, R., Ozgediz, D., Hsia, R. Y., Azzie, G., Newton, M., & Tarpley, J. (2010) ‘Role of collaborative academic partnerships in surgical training, education, and provision’, World journal of surgery, 34(3), pp.459-465.
Rothaermel, F. T. (2001) ‘Incumbent 's advantage through exploiting complementary assets via interfirm cooperation’, Strategic Management Journal,22(6‐7), pp.687-699.
Shapira, P., Youtie, J., & Kay, L. (2011) ‘National innovation systems and the globalization of nanotechnology innovation’, The Journal of Technology Transfer,36(6), pp.587-604.
Shi, J., Xiao, Z., Kamaly, N., & Farokhzad, O. C. (2011) ‘Self-assembled targeted nanoparticles: evolution of technologies and bench to bedside translation’, Accounts of Chemical Research, 44(10), pp.1123-1134.
Storrud-Barnes, S. F., Reed, R., & Jessup, L. M. (2010) ‘Uncertainty, risk preference, and new-venture strategies’, Journal of Strategy and Management,3(3), pp.273-284.
Stucky, E. R., Ottolini, M. C., & Maniscalco, J. (2010) ‘Pediatric hospital medicine core competencies: Development and methodology’, Journal of Hospital Medicine, 5(6), pp.339-343.
Teece, D. J. (2010) ‘Business models, business strategy and innovation’, Long range planning, 43(2), pp.172-194.
Teece, D. J. (2010) ‘Technological innovation and the theory of the firm: the role of enterprise-level knowledge, complementarities, and (dynamic) capabilities’, Handbook of the Economics of Innovation, 1, pp.679-730.
Wardlaw, M. I. (2005) ‘Intelligence and mobility for BT’s next generation networks’, BT technology journal, 23(1), pp.28-47.
Weterings, A., & Boschma, R. (2009) ‘Does spatial proximity to customers matter for innovative performance?: Evidence from the Dutch software sector’, Research Policy, 38(5), pp.746-755.
Zhang, J., & Baden‐Fuller, C. (2010) ‘The influence of technological knowledge base and organizational structure on technology collaboration’, Journal of Management Studies, 47(4), pp.679-704.
Zott, C., Amit, R., & Massa, L. (2011) ‘The business model: recent developments and future research’, Journal of Management, 37(4), pp.1019-1042.
Please join StudyMode to read the full document