| dc.description.abstract | This project investigates the competitive strategies adopted by pharmaceutical companies
operating in Kenya. The population of the study consisted of forty two pharmaceutical
companies operating in Kenya. Cross sectional survey design was adopted. The study
used primary data which was collected through self-administered structured
questionnaires. It was found out that the competitive strategies mainly adopted by
pharmaceutical companies were differentiation and cost leadership strategies. Focus
strategy was used by the companies but to a less extent. The use of the differentiation
strategy would enable the company to differentiate itself by providing a unique product
or service thus fulfilling a customer need by tailoring the product or service to the
customer. Cost leadership strategy would enable the companies to secure a relatively
large market share by being the lowest cost producers or service providers in their
industry or market. The companies however, are faced with various challenges in the
adoption of the competitive strategies which include; technology, structural changes,
impact of industrial activity on the environment, emergence of new sources of
competition, globalization resulting to expanded boundaries of competition and
transformed costs of doing business. The project provides a model for understanding the
level of competition and the setbacks encountered. It makes a contribution to competitive
strategies and their challenges in the pharmaceutical industry in Kenya | en |
