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

Concept of Education Management: Positioning-Differentiation-Brand (PDB) for the Advancement of Islamic Education (Study at SMK Muhammadiyah 7 Gondanglegi, Malang)

Educational progress is produced by a strategic and quality process. To produce educational progress, the concept of educational management is needed with the Positioning-Differentiation-Brand strategy. This study aims to formulate a theoretical model: 1) positioning strategy developed by SMK Muhammadiyah 7 Gondanglegi to improve school competitiveness 2) differentiation strategy by SMK Muhammadiyah 7 Gondanglegi so as to strengthen the attractiveness of new students 3) branding strategy at SMK Muhammadiyah 7 Gondanglegi to make it known easier and become the hope of society 4) management strategy and reconstruction of Positioning-Differentiation-Brand (PDB) SMK Muhammadiyah 7 Gondanglegi so as to achieve the success of graduates being accepted by the industry and achieving school progress. This study uses a qualitative phenomenological approach in order to give birth to a phenomenological model formulation. Data collection techniques used: 1) direct observation, 2) documentation study, and 3) in-depth interviews. Data analysis using data reduction, data presentation, and drawing conclusions. The validity and reliability of the research results are measured by four criteria: 1) Credibility, 2) Transfermability, 3) Dependability, and 4) Confirmability.The results of this study indicate: 1) positioning strategy: on the customer (customer); on internal capabilities and strengths (company); over competitors (competitors); on changes (change); be a power of differentiation (clarity); compete for the products owned (consistency); have high credibility (credibility), and have superior products (competitiveness). 2) differentiation strategy: unique and different performance and design (product differentiation); friendly service with speed and convenience (service differentiation); capabilities in distribution channels (channel differentiation); Reliable Human Resources (HR) (people differentiation); courage to act (progressive differentiation); Iduka curriculum is always updated (content), industrial cooperation (context), and technology with other facilities (infrastructure: inabler) 3) branding strategy; innovative (core identity); open (extended identity); public trust (value proposition). 4) Positioning-Differentiation-Brand (PDB) management and reconstruction.Keywords: Education Management, Positioning-Differentiation-Brand (PDB), Educational Progress. The findings of this study are the reconstruction of the education management concept model with the Positioning-Differentiation-Brand (PDB) strategy for the advancement of Islamic education.

Factors Influencing Competition in the Maize Milling Sector in South Africa

Although the maize milling industry in South Africa is highly attractive and profitable, new entrants are unsuccessful. Thus, understanding the factors influencing competition is important for developing strategies which can help new entrants to be more resilient and also succeed. A case study of a very successful organization in the industry was conducted using Porters five forces model, to explore the factors influencing competition in the industry. The selected organization employs a differentiation strategy which enables it to constantly improve and introduce new maize meal varieties to serve a wide range of customers. The findings revealed that the selected organization employs resources, capabilities and knowledge in its business processes to sustain its competitive advantage. Thus, it is recommended that firms entering this industry should harmonize internal resources, knowledge, capabilities and external forces to generate a competitive advantage. Received: 18 November 2021 / Accepted: 30 December 2021 / Published: 5 January 2022

Sistem Pendukung Keputusan Penentuan Strategi Pemasaran Barang dengan Metode Analytic Hierarchy Process

Untuk dapat memenangkan persaingan pasar, perusahaan menggunakan strategi pemasaran yang tepat agar dapat bertahan dan memenangkan pasar. Perusahaan yang baru berkembang perlu menyusun aturan layanan pemasaran untuk keberlanjutan perusahaan yang mampu bersaing secara mutu maupun kualitas. Sebagai perusahaan e-commerce yang baru berkembang PT. Prisma Mas Semesta memerlukan strategi pemasaran yang mampu membantu pengambil keputusan agar dapat memperkenalkan produk maupun jasa pada masyarakat. Metode yang digunakan untuk menganalisis penentuan strategi pemasaran barang menerapkan metode Analytic Hierarchy Process. Data penelitan dikumpulkan dari perusahaan penjualan barang online PT. Prisma Mas Semesta website duniadapur.co.id. Dalam menentukan strategi pemasaran barang terdapat 6 kelompok kriteria yaitu Managerial Capabilities, Customer Linking Capabilities, Market Innovation Capabilities, Human Resource Assets, Capabilities In Product Distribution, dan Reputational Assets. Berdasarkan perhitungan metode AHP, nilai Eigen kriteria dan alternatif diperoleh hasil perangkingan yaitu Differentiation Strategy memiliki nilai preferensi 0.59 sebagai Ranking 1, Cost Leadership Strategy memiliki nilai preferensi 0. 274 sebagai Ranking 2, dan Market Segmentation Strategies nilai preferensi sebesar 0.136 sebagai Ranking 3. Dapat disimpulkan bahwa alternatif yang berada di peringkat atas adalah Cost Leadership Strategy dengan nilai 0.59. Dalam strategi ini Dunia Dapur berusaha menekan biaya produksi, sehingga laba bersih dapat menguntungkan yang akan meningkatkan angka penjualan dan market share.

Constructing Culturally-Authentic Differentiated Access Points Using the Content Imperatives

The need to create culturally authentic and specific learning experiences is a call to action that all teachers must answer. Current definitions of differentiation either avoid or exclude topics of culture and race. These definitions are incomplete and must be expanded if the needs, interests, abilities, and cultural assets of gifted learners are to be addressed in a classroom. Under this expanded definition, differentiation strategies must be culturally authentic and purposefully integrated into the opportunities provided to gifted learners. It is incumbent upon teachers to reorient differentiation strategies they employ with gifted and advanced learners, so they become culturally authentic and contextually relevant. This chapter provides the reorientation of one differentiation strategy: the content imperatives. This chapter (1) defines the content imperatives, (2) demonstrates how they can be used as the catalyst for honoring the funds of knowledge that students bring into any learning experience, and (3) creates culturally-authentic access points into content for all learners.

Competitive Strategy of Sunan Drajat Islamic Boarding School Business in Lamongan

Pondok Pesantren Sunan Drajat (PPSD) is one of the Islamic boarding schools that has a high spirit of economic independence, by establishing several Institution-Owned Business. This Business Unit seems to be developing its units so that they are spreading domestically and internationally. This is due to strategic management that accommodates business, especially in its competition. The purpose of this study was to determine the competitive strategy of Pondok Pesantren Sunan Drajat Islamic-owned business. This study uses a qualitative approach that aims to explain the competitive advantage strategy of the PPSD business unit and SWOT analysis. The results showed that the PPSD business unit implemented all competitive strategies based on sharia principles, which in carrying out their activities were based on benefit. In conclusion, PPSD Business Unit uses an image of differentiation strategy in marketing for its products to stay ahead in the midst of many similar business.

Addressing the Gap Areas Crucial for Survival by Focusing on the Key Growth Determinants of Micro, Small and Medium Enterprises in India: A critical analysis Pertaining to Textile Sector MSMEs

Micro, small and medium enterprises (MSMEs) are crucial for the overall development of the country. Realising the same, there are various policy support measures introduced by the government. This paper attempts to study the gaps in the present policies available for the MSMEs with respect to the textile sector MSMEs. Through a systematic approach, based on secondary literature and stakeholder engagement, the study attempts to come up with a decision matrix based on the identified key growth determinants of MSMEs. A questionnaire was developed for collecting the responses from expert stakeholders to rank the identified list of determinants influencing the growth of MSMEs. A mix of top-down and bottom-up methodology has been adopted to identify the key determinants of MSMEs having the major influence on the sector’s growth. It was found that the top 10 determinants influencing the growth of MSMEs are profitability, quality of product, entrepreneurial behaviour, legal structure, product differentiation strategy, new/improved products produced, industry friendly policies, employee sensitiveness, ability to fund enterprise growth from profits generated. It is argued that in order to make MSMEs sustainable, policymakers should take a targeted approach focusing on these key growth determinants so as to create a conducive ecosystem for MSMEs. JEL Codes: O100, L210, L250

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