Using appropriate frameworks, theories and models introduced in the Essay

Using appropriate frameworks, theories and models introduced in the course of the strategic module, identify the strategic challenges faced by the target organi - Essay Example While this move should enhance NTL’s short-term financial outlook and may generate a measure of excitement for customers and investors, the gains may not outweigh the long-term strategic liabilities inherent in both companies pre-merger and likely, post-merger. Fiscally, growth may prove to be a risky strategy for a company that has dealt with financial difficulty in the recent past. Yet, market conditions may have left NTL with little alternative but to seize growth opportunities when they are possible. This study will analyze how NTL’s recent acquisition of TeleWest fits and contrasts with the outline Bob de Wit and Ron Meyer present in their book Strategy Synthesis (2005). The book creates a fundamental framework for scrutinizing the strategic coherence from business, corporate, and network levels, the industry and international contexts, as well as the organizational context and organizational purpose. Because NTL is such a large and diversified organization, the unit of analysis will be mostly limited to NTL’s residential cable, digital television, and pay TV services within the U.K, all under the umbrella unit, NTL Cable PLC. It will begin by providing a general overview of NTL, and its recent acquisitions. The study will then analyze how actual events and strategies from NTL’s brain trust compare with the topical outline from de Wit and Meyer. Finally, this study will discuss the results of this analysis and provide a prognosis for the future of this grow ing company. A brainchild of the new global economy, NTL Incorporated (NTLD) is a U.S. company, founded in Delaware in 1993, as International CableTel, and headquartered in New York. The business opportunity was created in 1991, with British deregulation of cable and telecommunications services, and founder George Blumenthal’s 1993 acquisition of Insight UK’s cable systems and its roughly one million household customersi. Changing its