Strategic Positioning and Sustainable Competitive Advantage in the Telecommunications Industry, Kenya

Abstract

With market liberalization, competition has intensified in Kenya's telecom industry. Firms must adopt positioning strategies to survive. This study examined how strategic positioning impacts sustainable competitive advantage. The study was based on theories such as the Resource Based View, Porter's generic strategies, and Porter's Five Forces. Cross-sectional design was used targeting 162 industry respondents. Questionnaires and desktop research provided primary and secondary data respectively. A pilot with 10 respondents pre-tested the instrument. Descriptive analysis, SPSS and regression modeling were used. Findings show customer centricity, operational excellence, product/service leadership and organizational resources positively influence sustainable advantage. Firms need customer intimacy through trust, commitment, prompt service and journey mapping. Process improvements, innovation, compliance, and leadership drive operational excellence. Differentiated, affordable offerings and brand equity provide product/service dominance. Adequate investment in human capital, finances, infrastructure and learning fosters organizational capabilities. In conclusion, telecoms must leverage customer focus, operational excellence, leadership offerings and organizational resources. With some limitations in timescale and budget, further cross-industry research could aid generalization. Industry players adopting the highlighted strategic positioning pillars can achieve enduring competitive edge