| dc.description.abstract | Competitive strategies allows organizations to find their unique niche that would assure
them success and profitability in their operations. This concept is universal and does not
exclude professional practitioners. The aim of this study was thus was to identify and
determine the competitive strategies adopted by professional practitioners in the
construction industry. It also sought to establish the state of competition faced by the
architectural firms in Kenya.
The study employed a descriptive survey design and the target population was formed by
all architectural firms practicing in Kenya. The sample frame was randomly selected and
data was collected using a structured questionnaire. The data was analyzed using
descriptive statistics and inferences were drawn consistently with the results.
The findings were that competition for these firms was in an upward trend and the source
depended on the structure for these firms. The study also established that the firms’
competitiveness was mainly based on client loyalty. Further the study established that
achieving competitiveness through price manipulation was considered professional
misconduct. The study also ascertained that the competitive strategies that were adopted
by the architectural firms were the differentiation, focus and diversification. This mostly
was given rise by the stringent role of professional ethics and codes.
This study recommends that for architectural firms to maintain sustainable profitability in
their operations they needed to embrace competitive strategies in full. Further, since the
prime source of competitiveness was the ability to maintain client loyalty, these firms
needed to master client relationship management. These strategies would then be the
basis of assured referrals and repeat business. | en |
