| dc.description.abstract | The aim of this study was two prong; (i) to determine the strategic planning practices of
the local pharmaceutical manufactures in Kenya, and (ii) to identify the key factors
influencing the strategic planning practices of the firms in the industry. This industry
was selected because of its highly indigenous nature, its vulnerability to the changes in
the local, regional and global environment, and the private nature of the businesses in
the industry.
Other than the study carried out by Aosa in 1992 on aspects of strategy formulation
within 'large, private manufacturing companies in Kenya, there has been no other study
that has been done so far, that is dedicated to strategic planning in manufacturing firms
in Kenya, yet a lot of events have transpired in the external business environment that
have a major influence on the way managers practice strategic planning in Kenya.
Although the researcher did not anticipate marked. differences in the way strategic
planning is undertaken by these firms as compared with those quoted in strategic
management theory, it is worthwhile to investigate if there are any peculiarities that can
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be discovered, given the unique circumstances of the firms, especially given that they
operate in an upcoming and developing economy.
To achieve these objectives, primary data was collected by use of a questionnaire
targeted- at senior managers in the companies, -because of their involvement in strategy
formulation. A census study was done. The questionnaires were personally
administered through a drop and collect later approach. The data collected was
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analyzed using the SPSS version 10 statistical computer package and the results were
presented by use of simple descriptive statistics like frequencies, modes, means and
percentages.
Upon the interpretation of the findings, it was found that the strategic planning
practices of the local pharmaceutical manufacturers in Kenya were similar to those
proposed in strategic management theory, and also to those reported in literature from
studies conducted in other parts of the world, or similar studies done on other
industries.
Secondly, a number of factors were found to have an influence on the strategic planning
practices of the firms studied. Such factors include; company age, company size,
company ownership, the caliber of senior management, the scope of the company's
business and the environmental stability. Again, these findings agree with those quoted
in strategic management theory and in literature.
In conclusion, there is a great deal of congruence between strategic planning as
promulgated by strategic management theories and strategic planning practices as
performed by the practitioners of strategy in real life. | en |
