A survey of competitive strategies adopted by mission hospitals in Kenya

Abstract

Firms respond to competition in different ways. Some may opt to move into product improvement, some into divesture and diversification, while others enter into new markets and others merge or buyout competitors. Porter (1980) postulates that, the essence of strategy formulation is coping with competition. Porter (1985) is of the view that as the operating environment changes; a more pronounced transformation of the business landscape lies ahead. Therefore, competitive strategy is vital to the adaptation to the changing business The objectives of the study were to establish Competitive Strategies adopted by Mission hospitals in Kenya and also to establish factors influencing the choice of competitive strategies in Mission hospitals. The research was a census survey. The target population was the CEOs of mission hospitals in Kenya. The researcher sampled 58 respondents although the respondents that responded and returned the questionnaire were 49. Data was collected using semi-structured questionnaires and was analyzed using descriptive statistics. The data was coded and entered into a spreadsheet and analyzed using SPSS (Statistical Package for Social Sciences) and excel packages. It was presented using frequency tables, percentages and mean scores, bar graphs, pie charts and factor analysis matrices. The study found that the competitive strategies adopted by mission hospitals in Kenya in response to changes in the market were; offering high quality services, providing superior customer service, offering services not offered by competitors, introducing new services to the market and use of latest technology, regular market surveys of eastomer needs, customized services to niche market, better service attributes to niche and also market segmentation, new service features in response to demand, keeping overheads same as industry, keeping charges lower than competition and staff reduction.