Strategic Competitiveness and Corporate Performance of Paints Manufacturing Companies Quoted in Nigerian Stock Exchange

Corporate organizations all over the world are continually faced with volatile business conditions, competitive market environments and rapid technological change. Most organizations focus on survive and also find better ways to improve their performance. This study examined the effects of strategic competitiveness on the performance of quoted paints manufacturing companies in Nigerian stock exchange. The research used the descriptive research design method. The study investigated the relationship between cost-leadership strategy, differentiation strategy, focus strategy and performance of companies. This research applied the theory of dynamic capability. The data was collected from one hundred and eighty-seven (187) respondents, these includes directors, management staff and senior staff of the six paint companies quoted in Nigeria. The results showed that a strategic competitiveness (cost leadership strategy, diversification strategy and focus strategy) have a significant impact on corporate performance. These findings reinforce the need for paint manufacturing companies to adopt strategic planning in capitalizing on differentiation strategy, train their staff to gain competitive advantage knowledge and ensure their competitive survival.

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Generic Strategies and Performance of Pharmaceutical Manufacturing Companies in Nairobi County, Kenya

International Journal of Business Management, Entrepreneurship and Innovation ◽

10.35942/jbmed.v3i1.157 ◽

2021 ◽

Vol 3 (1) ◽

pp. 17-35

Author(s):

Grace Wanjiru Ngugi ◽

Esther Gitonga

Keyword(s):

Pharmaceutical Manufacturing ◽

Manufacturing Companies ◽

Differentiation Strategy ◽

Pharmaceutical Firms ◽

Leadership Strategy ◽

And Performance ◽

The Cost ◽

Focus Strategy ◽

Generic Strategies ◽

Cost Leadership Strategy

Pharmaceutical industry has been facing a lot of competition both from the inside and outside the country (importers of raw materials who also manufacture finished product). A report by the Kenya Pharmaceutical Sector Profile in 2018 indicated that imports have been rising sharply and grew by more than 30% between 2017 and 2018 in other sectors but a decline from the pharmaceutical manufacturing sector which could be attributed to the low-quality pharmaceutical products. The aim of this study was to analyze the generic strategies and performance of pharmaceutical manufacturing companies in Nairobi County, Kenya. The specific objectives were to: assess the effect of cost leadership strategy, differentiation strategy and focus strategy on performance of pharmaceutical companies in Nairobi County, Kenya. The study was informed by Porter’s Five Forces Model and Resource Based View theory. The study used descriptive research design. The population of this study was all the 22 pharmaceutical manufacturing companies in Nairobi County. The target population was the managers in the pharmaceutical manufacturing companies. The study was a census of all pharmaceutical manufacturing companies in Nairobi. A structured questionnaire was used for data collection. The questionnaire was pilot tested to determine its validity and reliability. The study used primary data which was gathered from the managers. Data collected was organized in spreadsheets for the purpose of analysis. It was coded and entered in Statistical Package for Social Sciences (SPSS, Version 22.0) for analysis. Correlation and regression analysis were conducted to find the relationship between the independent and dependent variables. The study found that cost leadership strategy, product differentiation strategy and focus strategy positively and significantly influenced performance of pharmaceutical companies in Nairobi County, Kenya. The study concluded that managing the production expenses enhances business performance because of increased profit value. Also, the study concluded that using technology to automate business operations lowers the cost thus increasing profitability. In addition to that, the study concluded that providing high quality products to customers builds customer loyalty which translates to improved performance. Similarly, the research concluded that lowering prices relative to that of competitors attracts more customers leading to increased sales volume. It was recommended that pharmaceutical firms should always aim at lowering the cost of production to reap optimal profits. However, these products should meet the quality demands in the market. It was also recommended that businesses should conduct customer satisfaction surveys to bridge the niche that may be identified. This way, businesses will be able to offer the relevant products and services and gain customer loyalty which eventually leads to increased profitability. In addition, it was recommended that non price competition strategies such as product packaging should be adopted by pharmaceutical firms to increase profitability. Customers would prefer to buy uniquely packaged products as they appear appealing. Future areas of study should focus on other competitive strategies since the three generic strategies that were identified did not account for 100% of the variation in performance of pharmaceutical firms.

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

Jurnal Akuntansi ◽

10.24912/ja.v20i1.78 ◽

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.

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PENGARUH BUSINESS STRATEGY DAN BUSINESS RISK TERHADAP GOING CONCERN PADA PERUSAHAAN MANUFAKTUR YANG TERDAFTAR DI BEI TAHUN 2010-2014

Jurnal Akuntansi Trisakti ◽

10.25105/jat.v3i2.4962 ◽

2016 ◽

Vol 3 (2) ◽

pp. 177

Author(s):

Sefira Yovalia ◽

Wibowo Wibowo

Keyword(s):

Business Strategy ◽

Stock Exchange ◽

Sampling Technique ◽

Manufacturing Companies ◽

Business Risk ◽

Cost Leadership ◽

Going Concern ◽

Differentiation Strategy ◽

Leadership Strategy ◽

Cost Leadership Strategy

<span class="fontstyle0">The purpose of this study was to determine the effect of business strategy and business risk of the company's going concern in manufacturing companies in BEI 2010-2014. Going Concern is defined as the continuity of an entities. Business Strategy is divided into two, cost leadership strategy and differentiation strategy. The research data obtained from the annual financial statements and the company on the Stock Exchange website Indonsia. The samples used were 144 companies manufacturing sector listed on the Stock Exchange in 2010-2014. The sampling technique used was purposive sampling. This study uses logistic regression analysis. The analytical tools used to test the hypothesis is SPSS 22. The results showed that the cost leadership strategy, differentiation strategy and business risk does not affect the going concern. However, cost leadership strategy,<br />differentiation strategy and business risk simultanelously can affect the going concern.</span>

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Competitive Strategy Analysis from Entrepreneurship Stories

International Conference on Eurasian Economies 2019 ◽

10.36880/c11.02287 ◽

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.

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IS SMEs ABLE TO CONSTRUCT BUSINESS STRATEGY TO IMPROVE ITS PERFORMANCE USING ITS OWN ABILITY? (STUDY ON SMEs KARAWO HANDICRAFT IN CITY OF GORONTALO, INDONESIA)

10.31219/osf.io/5htmj ◽

2017 ◽

Author(s):

Ariawan ◽

Made Sudarma ◽

Djumahir ◽

Ghozali Maskie

Keyword(s):

Human Capital ◽

Business Strategy ◽

Capital Investment ◽

Structural Equation ◽

The Body ◽

Cost Leadership ◽

Differentiation Strategy ◽

Leadership Strategy ◽

Focus Strategy ◽

Cost Leadership Strategy

Status: Preprint (belum di terbitkan pada Jurnal manapun)The objectives of this study were to analyze and investigate the human capital resource of SMEs to achieve the expected level of performance and to see if the quality of human capital had been appropriate enough to be able to apply certain business strategy. This study also intended to see if the cost leadership strategy, differentiation strategy, as well as appropriate focus strategy to improve the performance of SMEs. This study employed a survey design in which researcher conducted a survey to managers or owner of 68 SMEs of Karawo handicraft in Gorontalo city. This study also employed the structural equation or PLS approach using warpPLS application to analyze the data. The finding of this study showed that the ability of the human capital owned by the SMEs had not yet maximized in improving its performance. The role of the mediation business strategy (cost leadership strategy and differentiation strategy) have been appropriate and matched the ability of the human capital to improve the performance of SMEs. The result of this study enriches the body of knowledge related to the resource based theory and the development of strategic management of the human capital investment for the implementation of business strategy to achieve good performance and system. This study also offers practical benefit for managers or owners of SMEs, and government in developing the business. The data were collected using cross sectional strategy by analyzing the opinions and perception of the managers or owners of the business. Future researchers are encouraged to expand this by involving bigger number of sample and broader scope of study. Future researcher may also develop this study using mix method research design to verify and take action on the interesting result of this study related to the implementation of focus strategy based on the ability of the human capital which has been confirmed to have the highest coefficient path, yet did not have significant effect to the improvement of the performance without the involvement of mediational variables such as the combination of focus-cost strategy or focus-differentiation strategy.

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Intentional Cannibalization, Radical Innovation, and Performance: A Comparison of Chinese and Western Enterprises in China

Journal of International Marketing ◽

10.1177/1069031x19866832 ◽

2019 ◽

Vol 28 (2) ◽

pp. 40-58

Author(s):

Saeed Samiee ◽

Maria Sääksjärvi ◽

Nükhet Harmancioǧlu ◽

Erik Jan Hultink

Keyword(s):

Radical Innovation ◽

Marketing Strategies ◽

Chinese Firms ◽

Chinese Enterprises ◽

Cost Leadership ◽

Subsequent Performance ◽

Differentiation Strategy ◽

Leadership Strategy ◽

And Performance ◽

Cost Leadership Strategy

Research contrasting the marketing strategies of foreign and domestic firms within local markets is scarce but is of critical importance to both types of firms. This research examines how intentional cannibalization (IC) functions in Western and Chinese enterprises operating in China and evaluates IC’s impact on radical innovation and subsequent performance while accounting for the moderating effects of cost leadership and differentiation strategies. The investigation uncovers important marketing strategy concerns for firms competing in emerging markets such as China. The results demonstrate that IC on its own correlates with radical innovation for Western firms, but not for Chinese firms. For Chinese firms, the link between IC and radical innovation becomes significant only in combination with a cost leadership strategy. For Western firms, the link between IC and radical innovation is strengthened when these firms pursue a differentiation strategy and, in contrast to Chinese firms, radical innovation mediates the effect between IC and performance. Thus, the way IC and radical innovation affect performance varies across Western and Chinese enterprises. These findings bolster and extend research regarding strategies of local and nonlocal firms in home markets.

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Analisis SWOT terhadap Strategi Penjualan Smartphone Xiaomi dan Vivo

Organum: Jurnal Saintifik Manajemen dan Akuntansi ◽

10.35138/organum.v3i1.78 ◽

2020 ◽

Vol 3 (1) ◽

pp. 50-63

Author(s):

Eriana Afnan ◽

Sam'un Jaja Raharja

Keyword(s):

Swot Analysis ◽

Descriptive Analysis ◽

Cost Leadership ◽

Differentiation Strategy ◽

Leadership Strategy ◽

Generic Strategy ◽

Market Needs ◽

Focus Strategy ◽

Cost Leadership Strategy ◽

Sales Strategies

The growth of smartphone users every year continues to grow and is a necessity for its users. Every smartphone company competes for generous consumers and competes to provide the technology and features needed by its users. This research was conducted to see a SWOT analysis of sales strategies on Xiaomi smartphones and Vivo smartphones in terms of differentiation strategy, focus strategy, cost leadership strategy. This study uses a digital use database to find articles relevant to the SWOT analysis of sales strategies on Xiaomi smartphones and Vivo smartphones. This type of research used in this research is descriptive analysis with a qualitative approach. The analysis method used is the SWOT analysis and Porter's Generic Strategy. The results showed that in total, this smartphone company had implemented the generic porter strategy well. However, the Vivo company's focus strategy is only applied so that the Vivo company can focus on marketing efforts on one or two market segments and create a marketing mix that is specific to that market so that the company can find better market needs.

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Porter's Generic Strategies: An Exploratory Study of Their Use In Japan

Journal of Business Strategies ◽

10.54155/jbs.24.1.69-90 ◽

1970 ◽

Vol 24 (1) ◽

pp. 69-90

Author(s):

Richard Allen ◽

Marilyn Helms ◽

Margaret Takeda ◽

Charles White

Keyword(s):

Exploratory Study ◽

Cost Leadership ◽

Differentiation Strategy ◽

Japanese Firms ◽

Leadership Strategy ◽

Japanese Companies ◽

Focus Strategy ◽

Generic Strategies ◽

Porter's Generic Strategies ◽

Cost Leadership Strategy

While the use of Porter's generic strategies have been well documented inAmerica and Europe, no studies have assessed their use in Japan. This researchinvestigates if Japanese companies are indeed following Porter's genericstrategies or continuing to follow more traditional "Japanese" managementstrategies. Using a survey to operationalize Porter's generic strategies, Japanesemanagers were questioned about their firm's current strategic practices. Afactor analysis revealed Japanese firms are following only two strategies thatcould be identified as those of Porter. A cost leadership strategy was the mostfrequently used strategy, and the differentiation strategy was used the least.There was no evidence of organizations using a focus strategy. Interestingly,two additional strategies emerged that did not fit Porter's research but are inline with traditional Japanese strategies including a supply chain focus and atraining based strategy.

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Target Costing: Adoption and its Relationships with Competition Intensity, Intended Strategy and Firm Size

Asia-Pacific Management Accounting Journal ◽

10.24191/apmaj.v14i3-10 ◽

2019 ◽

Vol 14 (3) ◽

pp. 223-250

Author(s):

Helmi Hammami ◽

◽

Mohammed Al-Omiri ◽

Taoufik Bouraoui ◽

A. A. Ousama ◽

...

Keyword(s):

Saudi Arabia ◽

Firm Size ◽

Developing Economies ◽

Manufacturing Companies ◽

Target Costing ◽

Competition Intensity ◽

Cost Leadership ◽

Differentiation Strategy ◽

Leadership Strategy ◽

Cost Leadership Strategy

The paper aims to examine the level of the adoption of the target costing (TC) system by Saudi manufacturing companies and its relationships with competition intensity, intended strategy and firm size. The paper used a questionnaire survey to measure the adoption of TC and the effect of competition intensity and intended strategy on this adoption. Descriptive statistic and regression analysis were preformed to analyse the data and obtain the results. This study found that Saudi manufacturing companies were interested to adopt the TC system. In addition, it found that the competition intensity positively affects TC adoption. Moreover, the study found that companies that used a differentiation strategy were more inclined to adopt the TC than those that used a cost leadership strategy. Finally, it found that large manufacturing companies tend to adopt TC more than small ones. This is among the pioneer studies to study the TC system in Saudi Arabia, introducing a new area of investigation. Moreover, the study contributes to managerial accounting research in developing economies by providing new insights into the underexplored Saudi Arabia market. The findings of this paper could elucidate the importance of adoption of TC as a technique with a potential to support the economic growth of the country. Keywords: target costing, competitive environment, cost leadership strategy, differentiation strategy, emerging markets, Saudi Arabia

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Competitive Strategies and Performance of Commercial Banks in Mombasa County, Kenya

International Journal of Business Management, Entrepreneurship and Innovation ◽

10.35942/jbmed.v2i1.109 ◽

2020 ◽

Vol 2 (1) ◽

pp. 65-74

Author(s):

Joseph Mariga Nyachwaya ◽

James Maina Rugami

Keyword(s):

Commercial Banks ◽

Target Population ◽

Superior Performance ◽

Successful Implementation ◽

Competitive Strategies ◽

Cost Leadership ◽

Differentiation Strategy ◽

Leadership Strategy ◽

Focus Strategy ◽

Cost Leadership Strategy

Commercial banks in Kenya and especially Mombasa County are facing firm rivalry demanding the use of competitive strategies so as to improve their performance. Most of the commercial banks are deliberating on ways to enhance their performance, with competitive strategies being one of them to arrive a market and afterwards make sense of and ensure its aggressive position. Therefore, this study aimed at establishing the effect of competitive strategies on the performance of commercial banks in Mombasa County. The specific objectives were to determine the effect of cost leadership strategy, differentiation strategy and focus strategy on the performance of commercial banks in Mombasa County. The study was anchored on the theory of resource-based view, strategic balancing and game theory. A descriptive research design was employed in this study. The target population of this study was 280 commercial banks staff in Mombasa County. The sample size was eighty-four after adopting a stratified random sampling technique to select 30% of the target population. The study made use of primary data collection using questionnaires. The data was analyzed using the Statistical Package for Social Sciences (SPSS) Version 24.0 and presented using tables. The study established that despite the challenges in implementation, competitive strategies are very important for banks to remain competitive in the market. The study further concluded that understanding the market structure is a key determinant for the successful implementation of competitive strategies. Banks following a cost leadership strategy realize statistically significant superior performance compared to those that pursue broad differentiation and focus strategy which reports above-average returns. The researcher highly recommends that commercial banks consider shifting more of their focus on the cost leadership strategy in order to realize superior performance. To succeed at offering the lowest price while still achieving profitability and a high return on investment, commercial banks are recommended to operate at a lower cost than its rivals, this could be possible through some fairly unique capabilities to achieve and sustain their low-cost position. The study also recommends strategy planners to integrate and embrace the differentiation strategy which will enable them to differentiate in various methods such as new technology, brand image, design, network customer service or the number of features. Further, commercial banks are recommended to centre on the existing markets and products or services; they can create competitive edge by getting the best mix between existing products and existing markets.

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