Competitive strategies and sustainable competitive advantage at the pact incorporation
The primary purpose of the study was to investigate on competitive strategies and sustainable competitive advantage at the Pact Incorporation with specific objectives being to determine the competitive strategies adopted by Pact Incorporation Kenya to achieve sustainable competitive advantage and to identify the factors that influence development of competitive strategies at Pact Incorporation Kenya. Competitive strategy is a management discipline, which focuses on the organization's mission, searches for unique opportunities, determines whether they fit the organization's strategic direction, defines the measures for success, and continually reassesses opportunities. Pact Incorporation has undergone through eras of evolution and business development as an NGO operating in an extremely competitive market. The study also revealed that resource based view theory contributes a lot in strategy formulation as evidenced by the many different strategies that have been implemented in the banking industry such as mergers and acquisitions, initial public offers, branding and restructuring. The research design used was a case study since it is a one unit of analysis. The study used interview guide to collect primary data. Interview guide was used to interview Country director, public relation director, Finance director, Human resource director, Human rights program manager, M & E manager, Peace building program manager, Research/Capacity Building manager, Awareness Rising/Advocacy manager, Natural resource program, Grants manager and Finance manager. The qualitative data was done using content analysis. The study found that competitive forces and the context within which a company operates, choice of strategy can indeed seem like a search for a myriad forces pushing and pulling an organization to change and little by way of established principles to determine what the choice should be. However, the choice of strategy is fundamental to a company for a number of reasons. The study also found that Pact Incorporation adopts a number of competitive strategies. For instance, it is clear that formation of strategic partnership and collaboration with specific NGOs, relevant Government Authorities and private sector institutions is a key strategy used by Pact Incorporation. The study recommends further research on long term strategies that NGOs can implement to remain competitive and grow in the industry. This is because change in technology, easing of regulations, globalisation and change in customer rights is changing the dynamics of the sector and therefore creating more threats. There is need for initiatives to be taken for us to create a sustained and stable competitive strategy and for regional demand to be able to adjust to foreign technologies needed in the industry. From the study there is need for competitive advantage as an entry strategy for competitive strategies in NGO.