Competitive strategies adopted by pharmaceutical firms in Kenya

Abstract

The primary purpose of the study was to study competitive entry strategies adopted by pharmaceutical companies in Kenya. The target population was managers, head of departments and top management of pharmaceutical companies in Kenya. The results of the study were both qualitative and quantitative. Quantitative data collected using a questionnaire were also analyzed by the use of descriptive statistics using the Statistical Package for Social Sciences (SPSS) and presented through percentages, means, standard deviations and frequencies. The information was also represented by use of bar charts, graphs and pie charts and in prose-form. This was done by tallying up responses, computing percentages of variations in response as well as describing and interpreting the data in line with the study objectives through use of SPSS. In assessing competitive forces and the context within which a company operates, choice of strategy can indeed seem like a search for a myriad forces pushing and pulling an organization to change and little by way of established principles to determine what the choice should be. However, the choice of strategy is fundamental to a company for a number of reasons. The study recommends further research on governments need to develop effective marketing systems in the pharmaceutical sector by providing political and social economic changes in the efforts to give priority for the sector to be effective. There is need for initiatives to be taken for us to create a sustained and stable competitive strategy and for regional demand to be able to adjust to foreign technologies needed in the industry. From the study there is need for competitive advantage as an entry strategy for competitive strategies on pharmaceutical industry.