| dc.description.abstract | This study was to establish the competitive strategies adopted by independent oil companies in Kenya and their link to performance in the market place. The research utilized both secondary and primary data. The researcher conducted qualitative in depth personal interviews for quality data. In some areas, secondary data were the only data available for the study. The research was conducted on all independent oil companies, which are currently actively operational in the market. Many independent oil companies are registered,
according to data from the registrar of companies. However, only twenty seven are currently active in the Kenyan market. Interviews conducted on these companies were to establish the competitive strategies, which they use in their operations and how these relate to performance. Sales volume and corresponding market share was used as a measure of performance for comparison. The data collected on sales performance was verified from independent sources such as Kenya Pipeline Company for authenticity.
The researcher deduced that the independent oil companies in Kenya
generally adopt competitive strategies in their operations. Though simple, the competitive strategies used have some relationship to performance in the market place. Sales volumes was the main criteria used to measure performance. A key finding was that the independent oil companies, which adopt competitive strategy, realize better performance. From the findings, it is imperative for the independent oil companies to conduct the industry analysis wherein the moves and counter moves of the competing firms are studied.
Such analysis will help the companies to ascertain their position vis-à-vis the competing firms and chalk out the competitive strategy.
The study also established that the independent oil companies use various competitive strategies in their operations. These tend to be replicated from the more established major oil companies but simplified to suit the local market condition. Due the fact that the independent oil companies are not endorsed with the resources, competitive strategic planning is localized and mainly done | en |
