dc.description.abstract | The study was an assessment of Competitive Strategies Adopted by Players in The Beer
Industry in Kenya. To achieve this, the following study objectives were set a) To
establish the drivers of competition among players in the Beer Industry in Kenya b) To
determine Competitive Strategies adopted by Players in the Beer Industry in Kenya. The
study adopted a cross sectional descriptive survey research design. There are 11 players
in beer industry operating in Kenya. The research therefore took the form of a census
study covering all the players in the beer industry in Kenya since the population of 11
firms was considered small enough. Eleven questionnaires were given out though only 10
were considered fit for data analysis. The data collection tool used in this study was the
questionnaire. Data was analyzed using descriptive statistics. Findings indicate that
players in beer industry in Kenya are faced by several forces that shape competition.
These include competitive rivalry, threat of new entrants, bargaining power of suppliers
and customers, globalization, regulation and information technology. players in beer
industry in Kenya use cost leadership strategy as a competitive strategy since they
attempt to reduce their operational costs in order to deliver the product at the lowest
prices. It was also possible to conclude that players in beer industry in Kenya use
differentiation as a competitive strategy since they have invested in product research.
Players in Beer Industry in Kenya also use focus as a competitive strategy since they
have products for different types of consumers. It was also possible to infer from this
study that players in beer industry in Kenya use value disciplines as a competitive
strategy. The study recommends that players in beer industry should carry out constant
environment scanning so as to be able to identify the various forces that affect their
operations. In addition players in beer industry need to adopt strategic planning as a tool
for planning against any unforeseen events that may destabilize the operations of the
company. Finally, it is recommended that players in beer industry need to continue using
the various competitive strategies. However, they also need to factor in the concept of
strategy fit by considering the internal capabilities and resources of the firm. | en |