Issues and challenges in strategic repositioning: the case of Cable and Wireless

Abstract

Between 1999 and 2002, Cable and Wireless (C&W) undertook a radical strategic repositioning as it sought to become more focused on key growth markets. Due to a combination of a declining external environment and an inadequate external environment, this process of strategic change failed to establish the company as an Internet powerhouse. ᭹ This article examines the strategic repositioning undertaken by Cable and Wireless throughout the period 1999 to 2002. It scrutinizes how the company has sought to transform itself from an integrated communications provider, covering many segments in many different locations, into a more focused operator targeting a specific commercial segment.᭹ The major problems that the company encountered in this process of change are examined, notably in terms of the limit to strategies based on the perceived benefits of strategic focus. It concludes with an examination of what lessons can be learnt from its experience of strategic change.

Libraries Rebranding and Repositioning: What Can Indonesian Librarians Learn From The Popularity of Online Motorcycle Taxi (Ojek)?

“…Positioning is the part of brand identity and proposition values which actively communicated to the targeted market and demonstrating superiority through competed brands (Aaker D. A., 2002). Repositioning adapted to accommodate the environment changes, which can represent the fundamental changes of company or institution's value (Turner, 2003). There are six elements affecting the successful of repositioning strategy, that are core, deliberate strategic values, strategic flexibility and strong learning capabilities, high customer awareness and sensitivity, critical external orientation, top management commitment and belief in the product and brand (Ryan, Moroney, Geoghegan, & Cunningham, 2007).…”

Successful strategic change: some managerial guidelines

“…Too many directionless organisations waste resources and management time pursuing an unclear agenda (Turner, 2003). Good strategic definition and execution is demanding.…”

Innovative marketing strategies for national industrial flagships: brand repositioning for accessing upscale markets

“…Repositioning is an innovative and creative process which is undoubtedly different from positioning. A strong differentiator is considered to be the element of 'change' inherited in the repositioning process (Porter, 1996;Turner, 2003; Zikmund & D'Amico, 1992;Ryan et al, 2007).Depending on the circumstances, the element of change could redound upon the product design, brand image, brand name, target segment, competitive position of the product in the marketplace etc. Moreover, as Ryan et al (2007) state: 'the repositioning is a feasible means of 6 strategic change which is more intellectual than transformational' (p.81).…”

“…Repositioning is an innovative and creative process which is undoubtedly different from positioning. A strong differentiator is considered to be the element of 'change' inherited in the repositioning process (Porter, 1996;Turner, 2003; Zikmund & D'Amico, 1992;Ryan et al, 2007).…”

“…This policy is necessary for copying with deficiencies occurring at a time, in terms of image and the beliefs of customers regarding a brand by highlighting those attributes of the brand that are appreciated by the buyers, or by developing a new model, with superior performance, that will match the firm's capabilities with the market demand (Hooley et al, 1998;Turner, 2003). This paper will focus specifically on brand repositioning to upscale markets which can be defined as a process that implies a strategic change in a brand's value proposition in order to be able to reach higher-end segments.…”