Introduction
There is little doubt that the right choice of strategies becomes the constitute of success. To meet the challenges of the present-day market and satisfy the constantly growing customers’ needs, any company has to consider and reconsider its models of market conduct.
In addition to the income concerns, it is necessary to take into account social responsibility issues: the indicator of the potential opportunities and threats, clients’ intentions, and preferences, the public perception is one of the most powerful instruments that may help achieve one’s goal and generate a substantial profit. In this context, it is necessary to examine how DISH Network manages to face these challenges. In this paper, the key strategies that the company has recently adopted are assessed. Further, the corporate social responsibility of DISH is examined. Finally, the recommendations based on the discovered tendencies are given.
The Strategic Direction of the Company
The fact that DISH Network remains one of the most powerful direct-broadcast satellite service market actors gives ground to suppose that it is the implementation of certain strategies that makes the company more or less successful despite the growing competition. However, the actual situation is quite ambiguous: while some strategies prove to be suitable, other decisions fail to meet this criterion and deteriorate the current state of affairs.
To the competition, the leading strategy is to take the most obvious road and offer the products and services similar to what the rivals offer or, at least, assert itself in the new market. It is only natural that, as the company develops, its technologies also become more sophisticated, but DISH Network seems to be doing it at high speed. The acquisition of innovations is seen as the formula for success, and wireless technologies are introduced.
For instance, the company has brought to the market the Wireless Joey system that allows sharing video materials at any place by means of a Wi-Fi network (Suciu, 2016). In other words, DISH tries to keep pace with its competitors, although the wireless services dimension is relatively new for the company, and it sometimes encounters obstacles when its new products are not as welcomed as the authorities expected (Knutson, 2015).
Under these circumstances, DISH also implements the bidding strategy. In 2015, it turned out to be the object of the company’s rivals’ and some lawmakers’ criticism since DISH itself did not win any licenses, but the two firms bankrolled by DISH Network gained more than $13 billion in winning bids (Knutson, 2015). However, the company argued that such collaboration was not prohibited.
Thus, one can state that the strategies used by DISH provoke different types of reactions. If the company just implements new technologies, it will result only in more intense competition. This strategy seems to be long-term and reliable. Having learned the principles and peculiarities of a new sphere, the company is likely to win better positions and attract more customers. However, if DISH similarly interacts with other companies as it did in the case of the auction, the reputation will be lost. Therefore, this strategy is risk-bearing. Overall, the organization is not always on the right track.
Corporate Social Responsibility
Analyzing the company’s attempts to establish control over the market, one cannot ignore corporate social responsibility (CSR) as the component of success. Taking into account that any business’ purpose is to reap a benefit, it is also significant to be involved in non-profit activities. The first reason for it is connected with personal issues: an individual may want to make a difference and change the world for the better. The second reason is more complex: if some company is known as the almsgiver, the customers will want to buy its products or use its services because of the feeling they transfer their help to the poor by the purchase.
DISH Network presents itself as the company interested in non-commercial activities. For instance, it is emphasized that environmental issues are addressed by the company. The example of cooperation with Reworx is illustrative: it is reported that DISH can have almost all of its materials out of landfills recycled because both companies signed the agreement and cooperate (Johnson, 2015). Another advantage of this approach is underlined: persons with disabilities or other barriers to employment have the opportunities to be hired and trained.
Despite these positive implications, many external sources highlight the lack of CSR activities. Moreover, DISH Network is sometimes accused of cheating and imposing unfavorable conditions. “Long hours, lack of paid holidays, and way too much mandatory overtime” are reportedly the primary complaints of workers, and the company itself is regularly included in the lists of the worst organizations (Galeb, 2013, para. 2). As a result, it is impossible to state that DISH Network operates in a socially responsible manner: the existing limits and restrictions do not give people the opportunities to work in suitable conditions. At the moment, this CSR record is far from being perfect, and it hinders the company’s success. Apparently, it needs more non-profit projects, certificates, and positive responses.
Recommendations
In accordance with the mentioned facts and details, one may suggest two areas in which improvement is the task of paramount importance: changing the general strategy of the company and utilizing the CSR as the signature instrument of the relationships with clients and other people. As long as these issues are addressed, the situation is likely to improve.
First of all, it is necessary to draw attention to the development of new services rather than communicating with other businesses. To meet the requirements, the person may undergo the necessary training. If DISH decides to concentrate on innovations, it will be essential to make use of the little time because the competitors also invent new products and services.
The second idea refers to corporate responsibility. It is vital to restore the image of the company and demonstrate that its employees are valuable. What DISH needs is the staff incentive scheme. It is also recommended to take part in non-profit events of different kinds: it will not only allow being closer to potential partners but also give the experience of solving CSR problems.
Conclusion
To sum it up, businesses should be able to estimate their opportunities and threats and make a corresponding decision. Although DISH Network is a large company, it does not seem to take some issues, such as the bidding strategy and CSR, seriously. Consequently, the risks associated with these spheres grow. The recommendations concerning further development include the necessity to reconsider the company’s strategy and focus on the development of new technologies. As for the CSR influence, it is significant to cooperate with non-profit organizations and gain the reputation of a reliable company that never lets its partners down.
References
Galeb, H. (2013). DISH Network, the meanest company in America. Bloomberg. Web.
Johnson, D. (2013). DISH + Reworx: Environmental meets social responsibility. Web.
Knutson, R. (2015). Dish defends its spectrum auction strategy. The Wall Street Journal. Web.
Suciu, P. (2016). Dish Networks’ Hopper 3 takes a leap and a bound. Web.