Generic Competitive Strategies and Organizational Performance in Manufacturing Industries in Rwanda: A Case of Sulfo Industries Ltd

The business models incur high costs, limited uniqueness of feature of products and fewer resources that present the significant negative effect on organization performance. The overall study of this research is to assess generic competitive strategies and organization performance in Rwanda. The specific objectives were to determine the effect of cost leadership strategy on performance of Sulfo Industries Ltd, to examine the effect of differentiation strategy on performance of Sulfo Industries Ltd and to assess the effect of focus strategy on performance of Sulfo Industry Ltd. In research methodology, researcher used a descriptive research in both quantitative and qualitative. The target population was 135 from which a sample of 100 respondents was selected using formula developed by Slovenes. Therefore, researcher used a simple random sampling technique and data were analyzed using Statistical Package for Social Science version21. Findings and recommendations for this research provided a clear understanding and guidance for better management of Sulfo Industries Ltd. The information collected from respondents showed that 83.2% strongly agreed that Sulfo Industry applies generic competitive strategies where low costs led to desired performance. This was also agreed or confirmed by 13(12.9) of surveyed respondents. Therefore, differentiation strategy shows the uniqueness and premium price of products. This was as strongly agreed by 37(36.6) and 81(60.4) respectively. The information collected also revealed that 64(63.4) of surveyed respondents strongly agreed that the focus strategy aims at increasing the market share in a niche market to achieve performance. This was also agreed by 33(32.7) of surveyed respondents. However, the magnitude of association is indicated by regression of 1.040, which is statistically significant as the p-value is 0.000 as < 0.05. Moreover, it is highly recommended to maintain generic competitive strategies of Porters, which play a great role on organization performance within competitive market. The industry needs to establish code of conducts, undertake training opportunities, reduce unnecessary cost and encourage quality and quantitative products all these will lead to the desired performance. Keywords: Generic Competitive Strategies, Organizational Performance, Manufacturing Industries, Sulfo Industries, Rwanda

A Real-World Exploration of Green Human Resources and Sustainability Education in Hyper-Connected and Technology-Driven Organizations

The early concept of corporate social responsibility (CSR), also frequently described as corporate citizenship or sustainability, grew from the seminal 1987 Brundtland Report, commissioned by the United Nations. CSR has progressed to the standpoint that in organizations necessitates the synchronized fulfillment of the firm's economic, legal, ethical, and philanthropic responsibilities in ways that focus strategy, operations, and behaviors towards the promotion of sustainability from a construct where organizational strategy is concerned with the care of the planet, people, and profit. This paper explores the role of green human resources interventions focused on creating organizational cultures that support sustainability in technical and hyper-connected organizations. The paper is not intended to reconstitute theory. The paper is highly theoretical and practical with the intention of influencing the world practice from practical real-world problem approaches and theories from the literature.

Impact of Porter’s Generic Strategy on Firm Performance with reference to Nepalese Retail Banking Sector

Porter’s generic strategies are the proven and pervasive strategic options in achieving competitiveness and better firm performance. This paper aims in examining the effect of Porter’s generic strategies (low-cost, differentiation, and focus) on firm performance in the context of Nepalese retail banks, a more competitive service industry. This study applies casual comparative research design and the data have been collected through administering questionnaire survey from 75 senior bank managers of 18 Nepalese commercial banks who being engaged in strategic affairs. The econometric model has been constructed to measure the expected effect of the strategies on firm performance. The descriptive analysis, Pearson’s correlation analysis, and multivariate regression analysis were conducted. The empirical results of correlation analysis and multiple regression analysis produced consistent results indicating positive associations between generic strategies and firm performance. The empirical results from regression analysis declared higher positive and significant impact of low-cost on firm performance. Similarly, positive effect of differentiation strategy and focus strategy on firm performance was reported. The findings suggested that pursuing low cost strategy provides more financial returns with comparison to differentiation and focus strategies. The finding also suggested for combination of low-cost and differentiation (and focus) strategies could provide better competitiveness and firm performance. Keywords: Generic Strategy, Low-cost strategy, Differentiation strategy, Focus strategy, Firm performance

Porter’s Generic Strategies and Market Share Growth of Skol Brewery Ltd in Rwanda

The purpose of this study was to examine porter’s generic strategies and market share growth of Skol Brewery in Rwanda. The specific objectives were to: determine effect of cost leadership, differentiation, and market focus on market share growth of Skol Brewery in Rwanda. The target population consists of 287 staff members of Skol Brewery Ltd. The study used simple random and purposive sampling techniques to select a sample of 167 employees. Quantitative data was obtained using questionnaire while a documentary checklist was used to obtain secondary data. Descriptive and inferential statistics were used for quantitative data analysis while content analysis was used for qualitative analysis. Results on cost leadership show a tight cost in all business activities (mean of 4.333), economies of scale (mean of 3.666), and efficient cost saving for designs (means of 4.000) and effective operational cost reduction (mean of 3.666) were used as a cost leadership component. A positive correlation was found between cost leadership and sales (r=231**, p=0.006), investment rise (r=.159**, p=0.043) and profit margin (r=.174**=0.014).Results on differentiation felt that cost allocated to the control of quality of goods and services (mean of 4.333), effort in reputation management (mean of 4.000), names (mean of 4.833). A positive correlation was between differentiation and sales (r=.274**, p=0.039), investment rise (r=.187, p=0.035) and profit margin (r=.324, p=0.032).Results on market focus found that marketing specification for products (mean of 3.833) is the measurement that has the highest level of application. A positive correlation was between market focus strategy and sales (r=.854**, p=0.018), investment (r=.873**, p=0.035) and profit margin (r=.750**, p=.0.036). The study concludes that there is no significant relationship between porter strategies and market share growth. The study recommends that management of the brewery company should evaluate implementation of cost leadership, conduct a study on market focus to respond to market niches as any gap in customer centric products would yield customer non responsiveness, benchmark differentiation, and hire competent staff to achieve its success. Keywords: Porter’s Generic Strategies, Cost Leadership Strategy, Differentiation Strategy, Market Focus Strategy, Market Share Growth

Financial control and business strategy in start-up companies: An empirical analysis

This article focuses on the relationship between financial control (FC) techniques and business strategies (BSs). The context of the study is start-up companies in Italy, and the main motivation to consider this context is the very limited extant literature. The authors performed a survey to collect quantitative data from start-up companies, and they also complemented the survey with a series of interviews to collect qualitative data. Results show that the use of different FC techniques does not depend on BSs. As a strategic risk factor, the authors also show that reputation risk differs significantly between the two strategy-based groups, differentiation strategy group and focus strategy group. The interviews conducted with expert entrepreneurs aimed at determining the importance of specific FC techniques and the benefits of adopting them in start-up companies. Overall, the article provides new evidence for the debate about the role of FC techniques in the BSs of the firm.

Antecedents of University Performance: Does Strategy Matter?

In a bid to contribute to the increasing body of extant interdisciplinary research within the antecedents of university performance and strategic management domains, this study investigates the role of generic strategies in the perceived performance of universities. Using a case study of eight Nigerian universities and survey responses from 380 academics and administrative staff from these universities, the study tested four succinct hypotheses using the covariance structural equation modeling (CB-SEM) technique. Findings revealed that while there was a limited link between differentiation strategy and performance, there was a substantially strong link between focus strategy and performance according to the findings. Similarly, findings revealed that respondents from public-private universities perceived their institutions as having the strongest generic strategy-performance connection, followed by respondents from the public sector. The cost leadership-performance path demonstrated no significant effect.

Design of measures to increase the competitiveness of agricultural enterprises

The functioning of enterprises is possible while ensuring the competitiveness of products produced by enterprises, this is especially true for various forms of ownership of agricultural enterprises, because it is their economic activity and, accordingly, their products is one of the most important strategic vectors of Ukraine's economy. It is extremely important to design measures that are based on a strategic approach, and in the application of which it will be possible to increase the competitiveness of agricultural products that will ensure high economic efficiency and enable them to take a leading competitive position in the long perspectives. The most effective strategies for ensuring the competitiveness of agricultural products will be the use of strategies to minimize costs, differentiation and focus. The cost of agricultural products can be reduced through the introduction of energy-saving and advanced production technologies; application of the most effective forms of organization of production and expansion of scales of production; improvement of logistics, etc. We propose to use the differentiation strategy when limiting land or material resources by offering services or goods that have no analogues in terms of consumer characteristics on the market, which can be realized through the production of products with high quality consumer characteristics than potential competitors, such as: better quality products; environmentally friendly products; products with improved taste or properties, etc. When applying the focus strategy, it is necessary to emphasize the improvement of a particular type of product or its sales channel, producing products of narrow specialization, which is aimed at a particular segment of consumers or the formation of innovative channels for its implementation. Particular attention should be paid to improving the quality of agricultural enterprises and the implementation of well-developed marketing strategies. The application of all the above measures will increase the competitiveness of agricultural products that will ensure the competitiveness of enterprises as a whole.

Cleft constructions and focus strategies in Modern Armenian

Cleft constructions are one of the possible focus strategies available in Modern Armenian alongside prosody and specific syntactic constructions. Cleft constructions in Modern Armenian are biclausal constructions with a matrix clause and a relative-like clause, with an identificational clause as a matrix clause headed by a copula (in present or past), while in the relative-like clause introduced by the main subordinator, the relativized argument is coindexed with the argument of the copula. Though typologically cleft constructions are considered typical of languages with rigid word order, they are common in Modern Armenian, a language with flexible word order. It is argued that the intensity of focalization depends on the strategy used, with simple prosody marking associated with the lowest level of intensity, and preverbal position and clefts associated with intermediate and high-intensity focalization respectively. The corpus-based data show an unequal distribution of clefted pronouns as predicate clefts (impersonal with no agreement) and subject clefts (copular verb coindexed with personal pronouns as a subject) depending on the person and the polarity. The existence of cleft-like constructions in Classical Armenian and both Modern Armenian standards is argued to be evidence of diachronic continuity and a possible grammaticalization path from cleft constructions to the auxiliary movement focus strategy.

Analysis of Competitive Strategies of Tourism Industry in the Midst of Covid-19 Pandemic: A Case from Philippines

This study described the Analysis of Competitive Strategies and Challenges of Tourism Industry in the Midst of Covid-19 Pandemic and provide recommendations. Specifically, it looked into the challenges and recommendations of the owners of operational tourist spots in the selected municipalities in Nueva Ecija which are Bongabon and Laur and analyzed how comparative strategies contribute to the challenges and recommendations of the owners of operational tourist spots. This study used the descriptive-evaluative method and total enumeration for its sampling procedure. As to its findings, to improve the tourism operation of the respondents amidst the Covid-19 pandemic, the result shows that the respondents “always” used competitive strategies in their businesses. Based on the result, the focus-strategy which is one of the elements of comparative strategies was ranked number one, it means that the owners of operational tourism spots wanted to take all the challenges they were encountered amidst pandemic, it is not a barrier for them to stop their businesses that is why they want to know in a market due to their pleasing tourist spots compared to its competitors and they have recommendations on how to innovate and improve their operational tourist spots.