Challenges of strategy implementation faced by local pharmaceutical importers and distributors in Kenya
King'ori, Jedida M
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The Study investigates the strategy implementation challenges faced by local pharmaceutical importer and distributors in Kenya. It is designed with two objectives in mind, which are: To identify the challenges facing strategy implementation in local pharmaceutical importers and distributors. And to establish what actions the local importing companies in the pharmaceutical industries take to successfully implement their strategies. Previous research has been done in the area of strategy implementation and its challenges in various sectors of economy, though none of the studies have examined the challenges of strategy implementation in the healthcare sector, more specifically the pharmaceutical industry. The research uses theoretical framework that have been drawn from the literature to bring into light the strategy implementation and the factors affecting it. In terms of research framework, the researcher investigates how factors of strategy implementation are crucial and how if not well managed impede the process. The study used a cross-sectional survey design, a population of 52 local pharmaceutical companies and a sample size of 31 firms that are registered as importers and distributors. Data was collected using a questionnaire and then analyzed to interpret the findings. The project finds that all the respondent firms had strategies planned for implementation with different time lines for completion. The strategy implementation factors; organizational structure, leadership, skills development, culture, administrative support, resource allocation, budgeting, policies and regulations were considered crucial in the smooth running of the process. Their importance however was varying with existing organization culture as the one with the least effect on the implementation process. Most firms had less than 50 employees which implied that they were small to medium sized companies, which were partnerships. The strategy planning process was mainly done by the top managers with little or no involvement of the implementers of these strategies. Communication of the strategies to the rest of the firm was a problem even though most of the firms had documented strategies.
University of Nairobi, Kenya