Competitive Advantage and Student Recruitment at a Namibian University

2020 ◽  
Vol 10 (2) ◽  
pp. 1-19
Author(s):  
Booysen Sabeho Tubulingane
Keyword(s):  
Competitive Advantage ◽  
Student Recruitment ◽  
Recruitment Strategy ◽  
Business World ◽  
Cost Leadership ◽  
Global Competitiveness ◽  
Excellent Teaching ◽  
Leadership Strategy ◽  
The Cost ◽  
The University

Business competitive advantage theories when applied to student recruitment processes can assist universities in their goal for global competitiveness. Thus, the benefits of applying marketing theories and concepts which have been effective in the business world are gradually being recognised by researchers in the field of higher education marketing. The competitiveness of the university can be defined by how the cost leadership strategy, differentiated strategy, and student recruitment strategy are integrated. Consequently, this study aimed at examining relationships between cost leadership, differentiated strategies, and student recruitment processes at a Namibian university. This triangulated study applied a sample of 141 (135 students, 6 staff). The study established that the university is below average in terms of providing students with affordable tuition fees. The university has a good reputation of providing quality education to students, a good programmatic diversity, and provides (at above average) excellent teaching, research, and services.

scholarly journals ANALISIS VALUE CHAIN DALAM UPAYA PENINGKATAN COMPETITIVE ADVANTAGE

2020 ◽  
Vol 27 (2) ◽  
pp. 238
Author(s):  
Ratna Christiana Dewi
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Value Chain Analysis ◽  
Cost Leadership ◽  
Analysis Process ◽  
Leadership Strategy ◽  
Chain Analysis ◽  
The Cost ◽  
Cost Leadership Strategy

Introduction: This study aims to identify primary activities in the value chain analysis process to increase competitive advantage (competitive advantage) in order to support the cost leadership strategy of East Java Youth Lodging in order to survive and win with other tourist lodges and inns in Surabaya.Methods: This research uses a qualitative approach with the method chosen is a case study, while the type of this research is exploratory research.Results: The result of this research is that East Java Youth Lodging still has the opportunity to develop and compete in facing business threats because the Youth Lodging currently has a cost leadership strategy. East Java Youth Lodging as one of the accommodation services that offers cheaper prices with services and facilities that are no less than tourist lodges and other inns in Surabaya.Conclusion: Through the indication of primary activities with the value chain analysis process identified cost drivers that create opportunities for cost reduction, especially in logistics, so that the reduction in costs can be used as an increase in competitive advantage for East Java Youth Lodging.

scholarly journals ANALISIS VALUE CHAIN DALAM UPAYA PENINGKATAN COMPETITIVE ADVANTAGE

2020 ◽  
Vol 27 (2) ◽  
pp. 238
Author(s):  
Ratna Christiana Dewi
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Value Chain Analysis ◽  
Cost Leadership ◽  
Analysis Process ◽  
Leadership Strategy ◽  
Chain Analysis ◽  
The Cost ◽  
Cost Leadership Strategy

Introduction: This study aims to identify primary activities in the value chain analysis process to increase competitive advantage (competitive advantage) in order to support the cost leadership strategy of East Java Youth Lodging in order to survive and win with other tourist lodges and inns in Surabaya.Methods: This research uses a qualitative approach with the method chosen is a case study, while the type of this research is exploratory research.Results: The result of this research is that East Java Youth Lodging still has the opportunity to develop and compete in facing business threats because the Youth Lodging currently has a cost leadership strategy. East Java Youth Lodging as one of the accommodation services that offers cheaper prices with services and facilities that are no less than tourist lodges and other inns in Surabaya.Conclusion: Through the indication of primary activities with the value chain analysis process identified cost drivers that create opportunities for cost reduction, especially in logistics, so that the reduction in costs can be used as an increase in competitive advantage for East Java Youth Lodging.

scholarly journals COST LEADERSHIP STRATEGY, COMPETITIVE ADVANTAGE, AND PERFORMANCE: A CROSS-SECTIONAL STUDY IN THE CONTEXT OF MILK PROCESSING FIRMS IN KENYA

2020 ◽  
Vol 6 (2) ◽  
pp. 64-76
Author(s):  
Paul G. Kimiti ◽  
Stephen M. A. Muathe ◽  
Elishiba M. Murigi
Keyword(s):  
Competitive Advantage ◽  
Economies Of Scale ◽  
Scale Economies ◽  
Economies Of Scope ◽  
Cost Leadership ◽  
Milk Processing ◽  
Leadership Strategy ◽  
And Performance ◽  
The Relationship ◽  
Cost Leadership Strategy

Purpose of the study: Cost leadership strategy is driven by economies of scale, economies of scope, and operational efficiency is a remedy to a performance where firms are facing high costs. This study sought to investigate the influence of cost leadership strategy on the performance of milk processing firms in Kenya through the lens of competitive advantage as a mediator. Methodology: The study adopted descriptive and explanatory non-experimental research designs. It was a census of all 29 milk processing firms registered with Kenya Dairy Board as of June 2019. Sampling was done using proportionate stratified random sampling technique and data was collected using self-administered semi-structured questionnaires. The analysis was done using means, standard deviations, and regression. Main Findings: The findings showed that a cost leadership strategy had a positive and significant effect on the performance of milk processing firms in Kenya with a competitive advantage partially mediating the relationship. The constituent measures of cost leadership strategy namely economies of scale, economies of scope, and operational efficiency accounted for 40.1% of the variation in firm performance. Applications of this study: This study provides suggestions for firms to manage costs and therefore improve performance. This is by increasing the size of operations, expanding into related business areas, and improving operational processes. Novelty/originality of this study: The study examines the influence of cost leadership strategy in a new context of milk processing firms in Kenya. It also incorporates a competitive advantage as a significant variable affecting the relationship between costs and performance.  

scholarly journals Competitive Strategy Analysis from Entrepreneurship Stories

2019 ◽  
Author(s):  
Şeyma Gün Eroğlu ◽  
Ayşe İrmiş
Keyword(s):  
Production Process ◽  
Local Market ◽  
Competitive Strategies ◽  
Strategy Analysis ◽  
Cost Leadership ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
The Cost ◽  
Focus Strategy ◽  
Cost Leadership Strategy

Organizations apply two basic competitive strategies in general. These are the cost leadership strategy and the differentiation strategy. The application of any of the mentioned strategies by focusing on a smaller field in the market is called a focus strategy. Companies gain value in the eyes of customer with the strategy they choose. The aim of this study is to analyze the competitive strategies applied by the enterprises and the results of these strategies. A semi-configured interview on the entrepreneurs of two firms which open to a wider market from local market in Denizli with their own brands, was conducted. The first enterprise, which has been maintaining its existence for 80 years and has many branches in the different provinces, is a firm producing sugar and sugar products (Firm A). The second, which has been maintaining its existence for 84 years and has branches in close neighbor cities and provinces, is a firm producing soft drinks (Firm B). The common feature of both firms is that they keep their local characteristics and take their competitive power from the local people. In the research, the competitive strategies of entrepreneurs have been defined and analyzed by benefiting from the entrepreneurship stories that have been brought up to the present day. It was concluded that firm A applied differentiation strategy in the product, production process, and market, while firm B differentiated in the production process without any differentiation in the product and used the focus strategy in the market.

PORTER'S GENERIC STRATEGIES AND FIRM PERFORMANCE IN PETROLEUM MARKETING COMPANIES: A CASE STUDY OF VIVO ENERGY, NAIROBI, KENYA

2021 ◽  
pp. 98-112
Author(s):  
Novah Omboga ◽  
Paul Machoka
Keyword(s):  
Firm Performance ◽  
Competitive Advantage ◽  
Cost Leadership ◽  
Leadership Strategy ◽  
Focus Strategy ◽  
Generic Strategies ◽  
The Relationship ◽  
Porter's Generic Strategies ◽  
Cost Leadership Strategy

ABSTRACT The main objective of the study was to establish the influence of Porter's generic strategies and firm performance in petroleum marketing companies using Vivo Energy Limited as a case study. The business environment in emerging economies has witnessed intense competition among firms. Petroleum marketing companies in Kenya have had to face such conditions in a competitive environment prompting the firms to develop strategies that match their capabilities to market demands. The specific objectives of the study were: to examine how leadership cost strategy and; focus strategy affect the firm performance of Vivo Energy Limited. The study was premised on the; resource-based view, competitive advantage and contingency theories. This study adopted a descriptive research design. The target population was 237 employees at Vivo Energy Limited. Stratified proportion sampling was used to obtain a sample of 108 respondents. Questionnaires were used for data collection. Data was analyzed using descriptive and inferential statistics to determine the relationship between the study variables. Pearson correlation analysis was carried out to establish the relationship between dependent and independent variables. The analysis of variance (ANOVA) was checked to reveal the overall model significance. The study established that there was a positive relationship between the cost leadership strategy and firm performance. Analysis also revealed that focus strategy had a substantial positive correlation, establishing that focus strategy and firm performance are fundamentally related, and that the variation in firm performance can be explained by a unit change in focus strategy. The study recommended that the management of Vivo Energy Limited should adopt cost leadership strategy that is focused on gaining competitive advantage byselling their products at average prices to earn higher profits than competitors in the sector or below the average industry prices to gain market share. It also recommends that Vivo Energy should consider employing focus strategies that are concentrated on narrow segment aimed at achieving cost advantage or differentiation. Keyword: Cost leadership, Firm Performance, Focus strategy, Generic Strategies

scholarly journals Benchmarking CEO compensation: Developing a model for different business strategies

2016 ◽  
Vol 14 (1) ◽  
pp. 96-104
Author(s):  
Merwe Oberholzer
Keyword(s):  
Best Practices ◽  
Best Practice ◽  
Ceo Compensation ◽  
Business Strategies ◽  
Data Envelopment ◽  
Cost Leadership ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
Two Stages ◽  
The Cost

Porter’s generic business strategies of cost leadership and differentiation were adjusted to make them applicable to CEO compensation strategies. The cost leadership strategy equates to a firm that attempts to signal that their CEO is not over paid, not reaping off much of the profits, but is compensated according to best practices. The differentiation strategy relates to a firm that believes it is important to signal that their CEO is above average and therefore should earn an above average compensation. The purpose of the study was to develop a data envelopment analysis (DEA) model with two stages. The first provides a best practice frontier to benchmark segments of CEO compensation against determiners thereof, including firm-, CEO- and governance characteristics. Firms with different strategies will then position themselves differently to the best practice frontier. Irrespective of the strategy chosen at the first stage, the second stage estimates how efficient firms are to convert the above-mentioned determiners into multiple performance measures. The contribution of the study is that employing such a model may change the philosophy of how firms look at CEO compensation, for example firms whose CEOs are at the bottom half are not necessarily below average or underpaid, but signal that their CEOs are compensated according to best practices.

scholarly journals PENGARUH PEMILIHAN STRATEGI DEFERENSIASI TERHADAP KINERJA KEUANGAN1 (Studi Empiris Pada Perusahaan Manufaktur Food & Beverages terdaftar di BEI)

2017 ◽  
Vol 20 (1) ◽  
pp. 104
Author(s):  
Antonius Singgih Setiawan
Keyword(s):  
Financial Performance ◽  
Stock Exchange ◽  
Manufacturing Companies ◽  
Cost Leadership ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
The Cost ◽  
Cost Leadership Strategy

Penelitian ini bertujuan menguji apakah strategi deferensiasi akan memberikan kinerja keuangan yang lebih baik dari pada strategi cost leadership. Menggunakan 85 sampel pengamatan dari 17 perusahaan manufaktur Food & Beverages terdaftar di BEI 2009–2013, hipotesis penelitian diuji menggunakan analisis regreasi. Hasil penelitian menunjukkan bahwa perusahaan yang memilih strategi defensiasi akan menghasilkan kinerja keuangan yang lebih baik dari pada perusahaan yang menerapkan strategi cost leadership.This study aims to test whether differentiation strategy will deliver a better financial performance than cost leadership strategy. Using a sample of 85 observations of 17 Food & Beverages manufacturing companies listed on the Indonesian Stock Exchange from 2009 to 2013, research hypotheses are tested using regresion analysis. The result shows that companies that choose differentiation strategy will produce better financial performance than companies that implement the cost leadership strategy.

scholarly journals Open innovation in the context of organisational strategy

2019 ◽  
Vol 11 (3) ◽  
pp. 86-95 ◽  
Author(s):  
Katarzyna Walecka-Jankowska ◽  
Joanna Zimmer
Keyword(s):  
Open Innovation ◽  
Corporate Strategy ◽  
Cost Leadership ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
The Cost ◽  
Operational Range ◽  
The Relationship ◽  
Cost Leadership Strategy ◽  
Innovation Processes

Abstract The paper aims to analyse the relationship between different types of corporate strategy and open innovation in the contexts of the age, size and the operational range of enterprises. The research targeted companies in Poland that were surveyed from January to April, using traditional and electronic forms of a questionnaire. The questionnaire was developed based on a 5-point Likert scale. The level of “openness” of innovation processes in an enterprise was determined according to a 3-point scale, namely, a closed innovator, a hybrid or semi-open innovator, and an open innovator. The strategy implemented by an enterprise was classed into main three types used to achieve a competitive advantage, i.e. cost leadership, differentiation or diversification. There is a strong correlation between open innovations, the cost leadership strategy and the differentiation strategy (negative correlation). The relationship between the age, size and the range of a company and the opening of innovative processes was also observed. The research aims to fill the knowledge gap existing in the literature regarding the links between a particular type of strategy and the opening of innovation processes.

scholarly journals INFLUENCE OF COST LEADERSHIP STRATEGY ON PERFORMANCE OF THE INSURANCE COMPANIES IN KENYA

2021 ◽  
Vol 6 (3) ◽  
pp. 44-56
Author(s):  
Edwin Kubai ◽  
Patrick Karanja ◽  
Allan Kihara
Keyword(s):  
Design Method ◽  
Insurance Companies ◽  
Primary Data ◽  
Unique Contribution ◽  
Market Segment ◽  
Cost Leadership ◽  
Leadership Strategy ◽  
Maturity Period ◽  
The Cost ◽  
Cost Leadership Strategy

Purpose: The study sought to determine the influence of cost leadership strategy on performance of the insurance companies in Kenya. Specifically, the study aimed at establishing the influence of price of premiums, maturity period, market segment and nature of products. Methodology: The study adopted the descriptive research design method to ascertain and describe the characteristics of the variables. A sample size of 55 insurance companies was reached, and a semi-structured questionnaire was used to collect primary data from the respondents. Data was analyzed using the SPSS software, from which appropriate findings were presented. Findings: The study findings showed that the cost leadership strategy was largely applied in the insurance companies in Kenya, and most of them have realized great performance. Nonetheless, the study found that most insurance companies’ distribution channels for products are moderately entrenched and hence firms may not have been perfectly efficient in reducing associated costs. Unique Contribution to Theory, Practice and Policy: The study recommends that insurance firms should devote more resources to execution of cost leadership programs, adoption of effective premium pricing, and enhanced use of proprietary technology in enhancing the products’ quality. The study as well recommends that insurance forms should come up with effective strategies that will help them to gain a large market segment in Kenya in order to enhance their performance, as this will effectively help them in overcoming competition in their industry.

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