| dc.description.abstract | This study was conducted with the main objective of establishing the positioning
strategies used by IPPFAR in Nairobi. The study considered the whole
organization but only interviewed the senior management team as they are the
ones that influence the organizations direction and strategy. Primary data was
collected through in-depth interviews with the directors of the organization and
received 97% response rate. The data was analysed using content analysis. The
study revealed that although the organization did not have a policy on
positioning, it has positioning strategies in place that are well articulated in the
various strategy documents such as the strategic plan and in the donor
commitments and call to actions the organization commits to. Several
positioning strategies were identified such as pricing and quality,
attribute/benefit strategy, competitive strategy, differentiation, product user and
strengthening current position strategy. It was established that the organization
does not deliberately set this strategies for completion but rather for a reactive
and proactive response to the needs in the field of SRH and to meet their goals
and objectives as an organization with a mandate. As the organization strives to
position it undergoes several challenges caused by various factors. The structure
of the organization is one of the major constraints when it comes to positioning
as it takes a heterogeneous rather than homogenous approach. Adopting a
common position is difficult as in often times it is driven by available funding
and the donor priorities. Another key constraint for the organization is the need
for huge resources to achieve an effective position for the organization.
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Positioning requires a certain level of investment in order to effectively compete
and be distinctive compared to its competitors. The research recommended that
the organization explores how best they can still reach their target population
while exploring a good cost recovery strategy; a research will be useful in
informing the role of effective and competitive position and in assessing the
benefits of such positioning. Another key recommendation from the study is the
need for the organization to reposition the secretariat in a way that influences
national governments, the policy organizations and the donor community while
their affiliate associations focus on programming and service delivery. In a
nutshell, it is critical that the organization puts together a positioning policy that
guides how the organization is positioned. Further studies were suggested in the
area of assessing the link between the positioning strategies being used and its
relationship with performance. It was also suggested that a study be carried out
to assess how the organization positions itself compared to other similar
organizations. | en |
