Competitive Strategies and Organizational Performance at East African Portland Cement Company

Abstract

The aim of this study was to find out the effect of competitive strategies on organizational performance at East African Portland Cement Company. Competitive strategies refer to the distinctive approaches that organization use or intend to use to succeed in the market. These strategies are usually more skill-based and involve strategic thinking, innovation and execution, critical thinking and positioning. Achieving competitive advantage is one of the top priorities of virtually all organization. Cement companies also operate in an extremely competitive environment where most of their products are differentiated regulated and have different distribution channels. Lack of efficient and effective competitive advantage in many organizations often culminates to low productivity. In Kenya today, cement companies are becoming many thus providing a stiff competitive environment. This competition has prompted cement companies to adopt mechanisms to help in maximizing profits compete against each other. The objective of the study was to investigate the competitive strategies adopted by East African Portland Cement Company Limited. The research design was a case study. The data collection tool was an interview guide. Content analysis was used to analyze the qualitative primary data which had been collected by conducting interviews and secondary information from the organization. The study established that EAPCC was using differentiation, cost leadership strategy and, focus strategy as competitive strategies. The usage of the strategies resulted to formulation of policies and procedures which enhance the strategy, business plans formulated on low cost strategy, continuous innovation of new customer friendly product.