scholarly journals Influence of Cost Leadership Strategy on Performance of Deposit Taking Savings and Credit Cooperative Societies in Uasin Gishu County, Kenya

2021 ◽  
Keyword(s):  
Cost Leadership ◽  
Leadership Strategy ◽  
Cost Leadership Strategy

The Impact of Strategic Relevance and Assurance of Sustainability Indicators on Investors' Decisions

2014 ◽  
Vol 34 (1) ◽  
pp. 131-162 ◽  
Author(s):  
Mandy M. Cheng ◽  
Wendy J. Green ◽  
John Chi Wa Ko
Keyword(s):  
Strategic Alignment ◽  
Investment Decisions ◽  
Company Strategy ◽  
Cost Leadership ◽  
Nonprofessional Investors ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
Strategy Versus ◽  
The Impact ◽  
Cost Leadership Strategy

SUMMARY In this study, we report two 2 × 2 between-subjects experiments that investigate the effect of strategic relevance of reported sustainability information and its assurance on nonprofessional investors' investment decisions. The first experiment manipulates strategic relevance of reported environmental, social, and governance (ESG) indicators between “high” and “low” by varying the company strategy (sustainability-based differentiation strategy versus cost leadership strategy unrelated to sustainability). The second experiment manipulates the strategic alignment of the ESG indicators (holding strategy constant). We also manipulate the presence (absence) of assurance in both experiments. Results from both experiments document that investors perceive ESG indicators to be more important, and are more willing to invest in the company if ESG indicators have higher strategic relevance. Experiment one also provides evidence that assurance increases investors' willingness to invest to a greater extent when ESG indicators have high relevance to the company strategy. Our findings suggest that the assurance of ESG indicators has a beneficial signaling role in communicating the importance of this reported information to investors.

FATMOLS lodges of Zambia: reaching international travelers

2017 ◽  
Vol 7 (1) ◽  
pp. 1-18
Author(s):  
Marlene M. Reed ◽  
Steven Sikobela
Keyword(s):  
Customer Service ◽  
Low Cost ◽  
First Century ◽  
Content Type ◽  
Cost Leadership ◽  
Differentiation Strategy ◽  
Original Intention ◽  
Leadership Strategy ◽  
General Business ◽  
Cost Leadership Strategy

Study level/applicabilityUndergraduate.Case overviewThis case deals with a Zambian entrepreneur named Frank Ngambi who had developed several lodges in Ndola and Lusaka, Zambia. His original intention had been to build lodges that would provide inexpensive lodging for domestic travelers. That strategy had succeeded, and the lodges had been so successful that Frank had been able to increase the size of his lodges in both cities. However, by the summer of 2015, Frank had decided to seek the patronage of international travelers. He knew that this change in strategy would be difficult to achieve. After analyzing one of his competitors, the Intercontinental Hotel in Lusaka, he realized that he needed to increase his product offerings and also offer outstanding customer service. One problem in attaining that goal was the fact that there was very little training for human resources involved in the hospitality industry in Ndola where two of his lodges were located. Another problem he faced was figuring out how to market his lodges to international travelers, as he had never sought that segment of the market before.Expected learning outcomesAt the conclusion of the case discussion, the student should be able to apply Michael Porter’s General Business-Level Strategy to the present and anticipated strategies for the FATMOLS Lodges; to identify tactics that would apply to a low cost leadership strategy; to identify tactics that would apply to a differentiation strategy; to discuss reasons tourism has increased in Zambia in the twenty-first century; to analyze the financial strategy used in developing the FATMOLS Lodges; and to develop a plan for moving a company from a low-cost leadership strategy to one of differentiation.Supplementary materialsTeaching notes are available for educators only. Please contact your library to gain login details or [email protected] request teaching notes.Subject codeCSS 11: Strategy.

Evaluation of Cost Leadership Strategy in Shipping Enterprises with Simulation Model

2009 ◽  
Author(s):  
Maria V. Ferfeli ◽  
Anthi Z. Vaxevanou ◽  
Sakas P. Damianos ◽  
George Maroulis ◽  
Theodore E. Simos
Keyword(s):  
Simulation Model ◽  
Cost Leadership ◽  
Leadership Strategy ◽  
Cost Leadership Strategy

scholarly journals Management Strategies and The Performance of Youth Agri-Businesses in Kenya: A Case of Farm Africa

2020 ◽  
Vol 5 (1) ◽  
pp. 59-83
Author(s):  
Michelle Wambui Muiruri ◽  
Fr. Paul Mathenge ◽  
Dr. Joseph Ntale
Keyword(s):  
Interest Rates ◽  
Pearson Correlation ◽  
Management Strategies ◽  
Case Study Research ◽  
Market Price ◽  
Statistical Tool ◽  
Cost Leadership ◽  
Leadership Strategy ◽  
Focus Strategy ◽  
Cost Leadership Strategy

Purpose: The general objective of the study is to assess management strategies and performance of youth agribusinesses in Kenya: case of Farm Africa. Three research objectives were used; to find out the effect of differentiation strategy on the performance of youth led agribusiness at Farm Africa, to establish the effect of cost leadership strategy on the performance of youth led agribusiness at Farm Africa, and to assess the effect of focus strategy on the performance of youth led agribusiness at Farm Africa.Methodology: This study adopted a case study research design. The study population was all the 30 youth who participates in agribusinesses. Census method was then used since the population was manageable. This research study used questionnaires as the primary research instruments for data collection. A statistical tool known as Statistical Packages for Social Sciences (SPSS version 20) (Park, 2015) were used for the process of data analysis. The data that was collected was analyzed by use of descriptive statistics and Pearson Correlation analysis method as well as regression analysis.Findings: The study concludes that differentiation costs had positive significant relationship with the performance of agribusinesses at Farm Africa. The study concludes that cost leadership strategy led in the improvement of performance of agribusinesses at Farm Africa. The study concludes that majority of the farmers that were studied adhered to focus strategy because it helped them in improving overall performance of agribusinesses at Farm Africa. The study concludes that finance was a key determining factor in the performance of agribusinesses.Unique contribution to theory, practice and policy: The study recommends that farmers at Farm Africa need to adhere to product differentiation such that they cannot easily be copied by rivals. The study recommends that farmers should have flexible product costs together with water tight market price strategies that could promote performance. The study recommends that in order to enhance focus strategy, farmers should strive to exploit differences in cost behavior in market segments in order to improve agribusiness performance. The study recommends that policy makers should come up with farmer friendly financial policies that will cushion farmers from high interest rates charged by financial institutions such as MFIs and commercial banks.

scholarly journals Market Orientation And Performance: Does Organizational Strategy Matter?

2011 ◽  
Vol 18 (1) ◽  
Author(s):  
Kamalesh Kumar ◽  
Ram Subramanian ◽  
Karen Strandholm
Keyword(s):  
Firm Performance ◽  
Market Orientation ◽  
Customer Orientation ◽  
Positive Impact ◽  
Low Cost ◽  
Cost Leadership ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
Competitor Orientation ◽  
Cost Leadership Strategy

Data from a survey of 159 hospitals was used to test the relationship between market orientation and firm performance for low cost and differentiation strategies. Hospitals pursuing a differentiation strategy had stronger market orientation than those pursuing a cost leadership strategy. Market orientation had a more positive impact on the performance of organizations pursuing a differentiation strategy than on those pursuing a cost leadership strategy. In the cost leader group, the inter-functional coordination component of market orientation significantly affected firm performance, while in the differentiator group the customer orientation and competitor orientation components of market orientation had significant impact on performance. The implications of these findings for managers also are discussed.

scholarly journals The Impact of Cost Leadership Strategy and Financial Management Control Systems on Organizational Performance in Pakistan’s Services Sector

2017 ◽  
Vol 6 (1) ◽  
pp. 1-19
Author(s):  
Ahmed Imran Hunjra ◽  
Farida Faisal ◽  
Faiza Gulshion
Keyword(s):  
Financial Performance ◽  
Control Systems ◽  
Financial Management ◽  
Management Control ◽  
Management Control Systems ◽  
Cost Leadership ◽  
Services Sector ◽  
Leadership Strategy ◽  
The Impact ◽  
Cost Leadership Strategy

This study gauges the impact of cost leadership strategy and financial management controls on financial performance of firms in Pakistan’s services sector. Drawing on a sample of banking, insurance and investment firms listed on the Karachi Stock Exchange, we find that cost leadership strategy and financial management control systems have a significant and positive impact on financial performance. This implies that both factors should be aligned in the long term.

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