Tag Archives: Cost Leadership

Competitive Strategies on Firm Growth. A Survey of Medium Enterprises in the Manufacturing Sector in Kigali City (Published)

This study entitled “An evaluation of the effect of competitive strategies on firm growth. A survey of medium enterprises in the manufacturing sector in Kigali city” aimed at evaluating competitive strategies within Medium companies and their effect on firm growth. The objectives of the study were to: evaluate the effect of cost leadership strategy practices on Medium companies’ growth, assess the influence of differentiated strategy on firm growth, examine the impact of innovative strategies on the firm growth and establish the relationship between customer service practices and growth of the Medium companies. The study used descriptive survey through correlation design and sampled 57 medium manufacturing companies located in Kigali City province by distributing questionnaires to either their owner or a manger. The data collected was analysed mainly through multiple regression and presented tables and charts. The relationships under investigation were regressed and the Pearson correlation coefficients calculated. The findings showed that Cost leadership affected growth at 62.3%, differentiation at 62.6% and innovation at 33.4%. However the effect of customer service on growth was very weak and not significant. It was recommended that more emphasis be put on improving these strategies by creatively combining them for better results. There is also need to strengthen customer care practices so as to reap from its strength. Suggestions for further studies were forwarded by the author.

Keywords: Competitive Strategies, Cost Leadership, Firm Growth, Innovative Strategy, Leadership Strategy, Manufacturing sector, SMEs

GENERIC STRATEGIES EMPLOYED BY FOOD AND BEVERAGE FIRMS IN KENYA AND THEIR EFFECTS ON SUSTAINABLE COMPETITIVE ADVANTAGE (Published)

The focus of this study was on competitive strategies that firms adopt in the Kenya beverage industry in order to create above average performance. The fundamental basis of above industry performance is sustainable competitive advantage which is either created by low cost or differentiation strategy. The study aimed at establishing the generic strategies food and beverage firms in Kenya employ for sustainable competitive advantage. This research entailed a descriptive study design. Descriptive design uses a set of scientific methods to collect raw data and create data structures that are used to describe the existing characteristics of a defined target population. This study sought to do that among the F & B firms in Kenya. The study population consisted of 138 food and beverage manufacturing firms in Kenya registered with the Kenya Association of Manufacturers (KAM) by 2011. The data was tested for central tendency and dispersion after confirmation of normal distribution by appropriate tests of normality. Since the sample size was 32 (over the minimum 30 required for statistical analysis), regression analysis was carried out and interpretation of results of tests of hypothesis done. The research showed that 56.2 percent of the firms embrace duo strategies of cost leadership and differentiation simultaneously while 25 percent were exclusively on cost leadership and 18.8 percent were exclusively using differentiation. The use of dual strategies is a company survival tactic in terms of diversification of risks especially in very competitive environments like that of the Kenyan F&B industry. Results from Pearson’s rank correlation coefficient between the dependent variable Y and the independent variables X1 and X2 gave coefficients of 0.653 and 0.279 respectively which was an indication of positive correlation.

Keywords: Competitive Advantage, Cost Leadership, Differentiation, Generic Strategies