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Dish--Strategic direction and CSR.

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In this assignment, consider some key strategies recently implemented by Dish in its effort to succeed and compete in its current competitive environment. Discuss the strategic direction of the company and whether you believe the organization to be on the right track. Make recommendations that you believe would help Dish to gain market share (that is, hypothetically formulate what you think would be useful strategies for Dish to consider). Also comment regarding whether you believe Dish operates in a socially responsible manner and whether their CSR record helps or hinders their success.
References:
Collins, M. K., & Winrow, B. (2010). Porter's generic strategies as applied toward e-tailers post-leegin. The Journal of Product and Brand Management, 19(4), 306-311. doi:http://dx.doi.org/10.1108/10610421011059621

Ormanidhi, O., & Stringa, O. (2008). Porter's model of generic competitive strategies. Business Economics, 43(3), 55-64. Retrieved from

Kukreja, D. (2013). STRATEGIC PLANNING: A ROADMAP TO SUCCESS. Ivey Business Journal Online, , 1. Retrieved from

Murray, J. (2013). Strategic planning missing its mark. Bottom Line, 29(14), 13-13,17. Retrieved from

Salvador, V. L. (2005). Competitive advantage and strategy formulation: The key role of dynamic capabilities. Management Decision, 43(5), 661-669. Retrieved from

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The expert examines dish strategic directions and CSR. The solution is answered in 718 words. Eleven references are cited.

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In 2013, Dish Network Corp. succeeded in becoming the third largest pay-TV operator in the United States, behind its competitors DirecTV and Comcast Corporation. Over the next few years, customers gradually rejected cable TV networks, and are showing a preference for less expensive options such as cheaper Internet-based services. Many of these customers believe that the high prices charged by pay-TV operators such as Dish are not worthwhile, and that they do not watch the shows for which they have paid (1).

Dish's strategy is to become a wireless provider. Charlie Ergen , the founder of the company, believes that by building a wireless broadband network, Dish would be able to compete with cable operators, which use their wired networks to sell both broadband and television service (2). Although Dish was supplying satellite-based broadband service, this service cannot offer the same level of benefits to customers as its competitors who offer land-based broadband because of the lag when customers receive images in their homes (3). Some of Dish's competitors include such companies as Amazon video streaming, Netflix. Hulu and Youtube.

In 2013, as part of its strategy, Dish had tried to acquire Sprint Nextel Corporation, but was unsuccessful, although it did successfully acquire TerreStart Networks Inc. and DBSD North America Inc. from bankruptcy. Through mergers and acquisitions, Dish had hoped to use its increased size to negotiate for better deals when purchasing programs from networks (4). Dish ...

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  • MSc, California State Polytechnic University, Pomona
  • MBA, University of California, Riverside
  • BSc, California State Polytechnic University, Pomona
  • BSc, California State Polytechnic University, Pomona
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