Effects of Adopted Competitve Strategies on the Performance of Davis & Shirtliff in East Africa

Abstract

The operating environment for businesses has become very dynamic following increased effects of globalization, developments in information, communication and technology and internationalization of firms. In order to outperform other companies in a given industry, organizations need to craft appropriate strategies that align their operations to the changes taking place in the operating environment. Therefore this study sought to investigate the Effects of Adopted Competitive Strategies on the Performance of Davis & Shirtliff limited in East Africa. The objective and purpose of this study was to establish the Effects of Adopted Competitive Strategies on the Performance of Davis & Shirtliff limited in East Africa. The study adopted a case study descriptive research design because the unit of analysis was one organization. The study used primary data collected by the use of an interview guide administered to employees of Davis and Shirtliff Data collected was qualitative in nature as it was collected using an interview guide. Content analysis was used to analyze data collected from the interviewees. The study found that among company had adopted the cost leadership strategy, the differentiation strategy and the market positioning strategy. However the study established that the differentiation strategy was effective to a very great extent while the market positioning strategy was effective to a great extent and the cost leadership strategy was effective to a moderate extent.