dc.contributor.author | Gwendo, Lydia A | |
dc.date.accessioned | 2014-12-01T07:48:52Z | |
dc.date.available | 2014-12-01T07:48:52Z | |
dc.date.issued | 2014-10 | |
dc.identifier.citation | Degree of master of business administration school of business, University of Nairobi | en_US |
dc.identifier.uri | http://hdl.handle.net/11295/75709 | |
dc.description.abstract | The education sector in Kenya has undergone major changes in the recent years. One
of the major changes has been an upsurge of competition in the sector, this has been
attributed to the high entry levels of private investors into the sector. The early
childhood development education has undergone such metamorphosis, in the past this
institutions were more or less initiatives of the community or the church, currently
80% of this institutions are owned by private investors. Competition in the provision
of this service is cut throat, with this the operators have been forced to adopt
competitive strategies to survive. These competitive strategies have to be reviewed
from time to time according to the changes in the environment. This is what inspired
this study, to look at the implementation of these competitive strategies and the
challenges faced by these institutions during the implementation process. The study
adopted a sample survey design, data was collected using questionnaires and analyzed
using descriptive statistics. Porter asserts that there are three generic strategies these
are focus strategy, differentiation strategy and cost leadership strategy. The study
established that the ECDE institutions adopted differentiation and cost leadership
strategies to a greater extent. Through provision of unique extracurricular activities,
subjects and provision of transport services most of this institutions achieved the
differentiation strategy. Differentiation strategy posed a challenge during the
implementation process due to the exorbitant implementation cost of the strategy and
the ever changing customer needs. Cost leadership strategies were used to a great
extent but the challenge was the need to strike a balance in order to break even. Focus
strategy was used but to a lesser extent. Therefore there is need for further studies to
be done on other strategies that can be adopted by ECDE institutions and also focus
on other counties in Kenya | en_US |
dc.language.iso | en | en_US |
dc.publisher | University of Nairobi | en_US |
dc.subject | competitive strategy, differentiation strategy, generic strategies, strategy implementation | en_US |
dc.title | Competitive strategy implementation and its challenges in early childhood development education institutions Nairobi city county, Kenya | en_US |
dc.type | Thesis | en_US |
dc.type.material | en_US | en_US |