| dc.description.abstract | The intensity of competition in an industry is not a matter of luck. Rather, competition is rooted in underlying industry economics and goes well beyond the established competitors. Not all industries have equal potential. They differ fundamentally in their ultimate profit potential as the collective strength of the forces of competition differs; the forces range from intense in industries like tires, paper and steel, where no firm earns spectacular returns, to relatively mild in industries such as oil field equipment and services, cosmetics and toiletries, where high returns are common. Building long-term relationships with customers has become a critical strategy for most financial institutions in today's competitive financial markets. The objective of the study was to determine competitive strategies adopted by Safaricom Kenya Limited to tackle competition. The research design was a case study. The data collection tool was an interview guide. Content analysis was used to analyze the qualitative primary data which had been collected by conducting interviews and secondary information from the organization. The study established that Safaricom Kenya Limited was using differentiation, cost leadership strategy, focus strategy, product choice, and market penetration strategy and pricing strategy. The usage of the strategies resulted to formulation of policies and procedures which enhance the strategy, business plans formulated on low cost strategy, continuous innovation of new customer friendly product. The company is however faced by various challenges in the implementation of the strategies. These factors include organizational culture, organizational structure, leadership, management and inadequate resources | en |
