| dc.description.abstract | The main aim of any modern business is to develop a competitive edge over its
competitors. This is done with the intention that such an edge would enable it not only to
outperform its competitors but as well sustain its profit making ability. Competitive
advantage occurs when an organization acquires or develops an attribute or combination
of attributes that allows it to outperform its competitors (Kay, 1994). Banking industry is
one of the forms of business enterprises in which cut throat competition thrives (Kinusi,
2010). Competition in the Kenyan banking industry has risen to the point where even
international banks like Barclays among others have been forced to change their
strategies in order to maintain and enlarge their market shares (Abishuan, 2010). Barclays
in the recent past has always made the highest profits. This however is slowly being
overtaken by banks such as Kenya Commercial Bank. Other, like Equity, though very
late entrants in the banking industry are now among the ones with the highest number of
customers (CBK, 2012). This means that it has to come up with strategies to ensure it
stays on top of the rest in the Kenyan banking and financial industry. Due to a persistent
research gap of an empirical study on effects of competitive strategy on the performance
of Barclays Bank of Kenya with specific focus on its Mombasa and Nairobi County
branches, this research intended to make its contribution by taking a look at the extent to
which Barclays Bank of Kenya’s performance is a measure of its competitive. Data
obtained from a sample of 38 Barclays bank of Kenya staff in various senior management
positions both in its Mombasa branches and the head office in Nairobi was analyzed
using descriptive statistics. It showed that the banks mission and strategic plan as
implemented in the bank’s performance as a competitive strategy was the most effective
strategy employed by the bank. On the other hand, the bank’s management activities in
reaching to all types of customers in all income groups as a strategy had the least effect
on the bank’s performance as a competitive strategy. Further, it was noted that a majority
of the respondents consider the strategies as having a positive impact on its performance. | en |
