| dc.description.abstract | ABSTRACT
This study focused on the competitive strategies adopted by Kenyan cement firms in a
turbulent business environment. The study sought to investigate competitive strategies
adopted by Kenyan cement firms to deal with the turbulent business environment.
For purposes of the study, it was assumed that extensive competition did exist in the
oligopolistic market and that there was no collusion among the firms.
The study adopted survey research design method and population of the study
comprised of five companies from the cement manufacturing industry. Primary data
was collected by use of the questionnaires and was complemented by that obtained
from various secondary sources. The study found that the business environment in the
cement industry in Kenya is moderately changing and is characterized by a few
dominant firms. This informs the kind of competitive strategies adopted. It was also
found that the most important strategies in use among cement firms in Kenya are:
Investing in new technology, marketing of products, rapidly responding to customer
needs, selling new range of products and improving employee morale. Finally, it was
concluded that the competitive strategies that have been put in place by cement firms
have been moderately effective.
The study recommends that further research could be carried out to establish the
specific drivers that lead to adoption of certain strategies since the study failed to link
specific drivers with corresponding strategies. Another possible area for further
research is on the impact of the competitive strategies on the firm performance. | en |
