Competitive strategies adopted by Kenyan cement firms in a turbulent business environment

Abstract

ABSTRACT This study focused on the competitive strategies adopted by Kenyan cement firms in a turbulent business environment. The study sought to investigate competitive strategies adopted by Kenyan cement firms to deal with the turbulent business environment. For purposes of the study, it was assumed that extensive competition did exist in the oligopolistic market and that there was no collusion among the firms. The study adopted survey research design method and population of the study comprised of five companies from the cement manufacturing industry. Primary data was collected by use of the questionnaires and was complemented by that obtained from various secondary sources. The study found that the business environment in the cement industry in Kenya is moderately changing and is characterized by a few dominant firms. This informs the kind of competitive strategies adopted. It was also found that the most important strategies in use among cement firms in Kenya are: Investing in new technology, marketing of products, rapidly responding to customer needs, selling new range of products and improving employee morale. Finally, it was concluded that the competitive strategies that have been put in place by cement firms have been moderately effective. The study recommends that further research could be carried out to establish the specific drivers that lead to adoption of certain strategies since the study failed to link specific drivers with corresponding strategies. Another possible area for further research is on the impact of the competitive strategies on the firm performance.