该公司目前的战略促进了该公司在光纤和宽带等任何电信领域的投资。该公司已经投资超过30亿美元，用于在商业、住宅甚至农村地区推广光纤宽带(Arnold et al . 2008)。这是一个独特的能力，该公司已经获得了，因为它能够从竞争对手中脱颖而出。在使用安索夫矩阵的公司，很明显，该公司遵循了1991年至1995年的市场发展战略。这是因为该公司希望通过联盟将其现有的电信产品和服务推广到更新的市场(Prahalad et al 2013)。从那时起，为了在任何情况下都能获得最大的收益，公司不时地改变其战略偏好。收购和结盟是目前BTs成功的两大战略。就公司目前的战略而言，成功的关键因素包括通过网络或移动技术改进和创新实现差异化(Gupta et al . 2015)。
从波特的一般战略来看，公司采用的是广义差异化战略。该公司通过这一战略的目标是通过纵向整合和规模经济(Ghezzi et al 2015)以较低的速度推动其价格。多元化的产品和服务，除了低成本，服务于几个客户的要求。BT的战略地位可以用Bowman的另一种工具即战略时钟来理解和描述。从战略时钟(Porter 1985)来看，该公司显然处于一个混合的位置。混合动力车是非常有趣的组织。他们进一步以较低的价格提供服务和产品，但提供的产品比竞争对手具有更高的价值感知。数量对该公司来说是个问题，但英国电信已经建立了提供合理服务定价的声誉。
The company’s current strategy fosters investments made by the company in any telecommunication domain such as fibre and broadband. The company has invested more than 3 billion dollars for rolling out the broadband through fibre optic in commercial, residential and even rural areas (Arnold et al 2008). This is a distinct ability that the company has gained as it is able to differentiate itself from the competitors. On using Ansoff Matrix for the company, it is evident that the company followed a strategy for market development between 1991 and 1995. This was because the company wanted to promote its present products of telecommunications along with its services into newer markets by alliancing (Prahalad et al 2013). Since then, the company has changed its strategic preferences from time to time in order to gain the maximum under any situation. Acquisitions and alliances are two strategies adding to BTs success presently. The key factors of success with regard to company’s present strategy are inclusive of differentiation by web or mobile technological improvements and innovativeness (Gupta et al 2015).
A broad differentiation strategy is used by the company, when viewed from Porter’s Generic strategies. The aim for the company through this strategy lies in driving their prices at a lower rate by vertical integration as well as by scaling economies (Ghezzi et al 2015). The diversified products and services apart from low costs, serve the requirements of several customers. Strategic position of BT can be understood and described by using another tool namely strategic clock by Bowman. It is evident that the company is in a hybrid position when viewed under strategic clock (Porter 1985). Hybrids are intriguing organizations. They further offer services and products at low prices but offer products with high valuable perception than the competitors. Volume is a problem for the company, but BT has built its reputation to offer reasonable services based pricing.