Formation Of Competitive Strategy Research Articles

Inhibition or promotion: the impact of carbon emission trading on market structure: evidence from China

Market structure serves as a crucial basis for government economic policies and the formulation of competitive strategies by businesses. It determines the formation of prices, the functioning of supply and demand relationships, the degree of competition, and exerts a significant influence on market economies. This paper first deduces the theoretical implications of carbon emissions trading on market structure and its regulating factors-based Theory of the Firm. It then utilizes the quasi-natural experiment of China’s pilot carbon emissions trading policy implemented in 2013, employing DID model, to empirically examine the policy effects and influencing mechanisms of carbon emissions trading on market structure. We find that carbon emissions trading policies can significantly inhibit market concentration and promote the development of market liberalization. This conclusion remains robust after a series of rigorous tests. Additionally, the analysis of dynamic effects reveals a noticeable lagged and incremental impact of carbon emissions trading policies on market structure. The negative adjustment of market concentration due to carbon emissions trading policies initiates in the policy’s starting year and gradually intensifies in the third phase. As expectations towards the policy stabilize, the negative adjustment decreases, and the short-term effects of carbon emissions trading policies are greater than the long-term effects. To verify the role of carbon emissions trading policies in influencing market structure during their implementation, a mechanism analysis based on cost and benefit perspectives is conducted. The results suggest that carbon emissions trading policies not only increase the environmental costs for industry-leading companies but also reduce the potential gains from market structure adjustments. Therefore, we propose promoting market competition, encouraging technological innovation, and strengthening transparency and regulation while considering differences in market structure. The findings of this paper provide new policy insights for promoting high-quality economic development and deepening market structure reforms in the context of the dual carbon goals.

Formation of competitive strategies in the activities of service enterprises in the context of the development of a competitive market environment

Formation of competitive strategies in the activities of service enterprises in the context of the development of a competitive market environment

Pengaruh Analisis SWOT terhadap Pengambilan Keputusan pada Usaha Laundry di Kalijudan Surabaya

The process of integration with a combination of knowledge to evaluate two or more alternative behaviors and later choose one of them is the definition of a decision to use a service. Decision making is the process of choosing the best among several options that are taken systematically to solve a problem. The decision-making process can be carried out in several stages, namely: (1) Analysis of wants and needs, (2) Searching for information, (3) Selecting and assessing alternative uses, (4) Decisions about usage, and (5) Consumer behavior after use. The function and purpose of this research was conducted to determine the formulation of competitive strategy and decision making in the service sector. Descriptive research with a qualitative approach is the method used in this study, and the source of data for this study was obtained by interviewing informants. The results of this study are what Laundry can do in the Kalijudan area to help decision making, namely taking advantage of existing opportunities by minimizing weaknesses.
 Keywords: Decision Making, SWOT Analysis, Alternative Strategies

THE MAIN PRINCIPLES AND STAGES OF THE COMPETITIVE STRATEGY FORMATION OF AN INDUSTRIAL ENTERPRISE

The article examines the theoretical and practical tasks of the competitive strategy formation of an industrial enterprise. The task of the competitive strategy of an industrial enterprise is highlighted. In accordance with the defined tasks, the requirements that need to be taken into account in the formation of a competitive strategy are described. Different approaches to the process of competitive strategy formation are analyzed. The study of specialized literature made it possible to single out the following basic principles of competitive strategy formation. In order to increase the effectiveness of the competitive strategy implementation, the formation process should be closely related to its implementation, during which the identified deviations become the objects of adjustments. It should be noted that the process of the competitive strategy formation of an industrial enterprise should be characterized by complexity and completeness. In the work, the sequence of the process approach stages to the competitive strategy formation of an industrial enterprise is highlighted. The basis of the process approach to competitive strategy formation is the general strategy of the enterprise, which is a comprehensive plan of the industrial enterprise’s activity, which ensures the realization of its mission and goals and is mainly focused on increasing long-term efficiency. Actually, the concept is a complex of certain provisions that are connected by the main idea and aimed at achieving a specific goal. Despite the peculiarities of the competitive strategy formation process of an industrial enterprise, most approaches are united by a common goal - creating greater value for consumers and other interested parties compared to competitors. The formation of an effective competitive strategy is a complex and multifaceted process, a necessary prerequisite for achieving the sustainable functioning of the enterprise, and it has an undeniable practical value. Implementation of a competitive strategy taking into account the market situation, timely analysis, response to deviations from target guidelines and reaction to external and internal changes will allow the enterprise to form and strengthen its competitive advantages and market position.

THE ROLE OF RESOURCE POTENTIAL IN THE FORMATION OF COMPETITIVE STRATEGIES OF UKRAINIAN AGRICULTURAL ENTERPRISES

The tasks of formation of competitive strategies of agrarian enterprises and increase of their competitiveness are the main factors of development in market conditions. The activity of agricultural enterprises is connected with competition and the need to form competitive advantages, the nature of which depends on the resource potential of economic entities. One of the most important problems of development of domestic enterprises of agrarian sector is the low level of efficiency of using their resource potential. That is why the aim of the article is to analyze and evaluate the effectiveness of resource potential of agricultural enterprises for determining the scope of their further competitive struggle and the formation of competitive strategies. Methodology. Theoretical and methodological basis of the study consisted of the works of domestic and foreign scientists on the use of resource potential of agrarian enterprises. The complexity and focus of the study ensured the use of a systematic approach as a methodological basis. The following methods were used in the study: statistical method (in determining the production of gross agricultural output), correlation and regression analysis (to identify the relationship between gross output of agricultural enterprises and the use of various types of their resources); abstract-logical method (in formulating conclusions). As a result of the study the components of the resource potential of agrarian enterprises were determined, its characteristics were given and the dynamics during 2016-2020 were analyzed. The factors on which the efficiency of the use of resource potential by enterprises of the agrarian sector and the main reasons for the loss of resources in agricultural production were determined. The most influential components of the resource potential of agricultural enterprises and their combinations were identified through the development of correlation and regression model. The main approaches to choosing a competitive strategy of agrarian companies based on the evaluation of their resources were determined. The algorithm of formation of competitive strategies of enterprises in the agricultural sector, taking into account the resource potential, and identified its main stages. Practical relevance. The implementation of the results of the study will ensure the formation of effective competitive strategies of enterprises in the agricultural sector to improve their competitiveness. Scientific novelty. The analysis and evaluation of the resource potential of agrarian enterprises is proposed to carry out with the help of correlation and regression analysis, which allows to determine the degree of dependence of production on the use of different types of resources and their combinations and the possibility of forming competitive strategies of agrarian enterprises, taking into account the impact of these resources.

Analysis Of Travel Business Competitive Strategy (Case Study In PT. Jasa Tour And Travel Medan)

Business competition is a common thing in the corporate world. As time goes by, business competition faced by the company is also getting tougher. This requires the company to be more careful in formulating a strategy to win the competition. Seeing the fierce increasing competition, the authors observed that PT. JAS Tour and Travel needs to establish the exact formulation of competitive strategy to find the factors of internal and external key that can affect the level of success of the strategy. Strength of business travel agencies will be capital in competitive advantage of opportunities that exist.This study aims to determine competitive strategy what is the most appropriate for use by PT. JAS Tour And Travel in order to maintain the existence amid increasing fierce competition. The strategy formulated by analyzing the internal and external forces, and the opportunities and threats of the company.The method used is a qualitative descriptive study to identify the strengths, weaknesses, opportunities and threats. Analysis of the data used is the data collection phase, the stage of data analysis and decision-making stage.Based on research conducted by SWOT analysis as a media strategy formulation, PT. JAS Tour And Travel supports aggressive strategy. The input stage includes EFE matrix with a total value of 2.85 and IFE matrix with a total value of 2.90. While the results of the matrix CP is known that the indicators of competition are: PT. JAS Tour And Travel 3.85, Senandika Tour And Travel amounted to 3.60, and Manalu Jaya Travel at 3.65. SWOT matrix matching phase and the matrix IE. SWOT analysis showed that PT. JAS Tour And Travel is in quadrant I, which states that PT. JAS Tour And Travel supports aggressive strategy. From the matrix IE, known that. JAS Tour And Travel is in quadrant V which is a strategy to preserve and defend. Therefore, PT. JAS Tour And Travel can consider two alternative strategies, namely market penetration and product development. Phase decision to use a QSPM matrix and obtained a total value of the highest appeal and the right to apply the company is a market penetration strategy with a value of 6.00. The proposed strategy can be applied to improve the quality of services and conduct market development.

Key factors of organizational and management structures in the formation of competitive strategy

The state of organizational and management structures and the expected development in this issue is the subject of research, the outputs of which are presented in the article submitted. The research period covers 2016 - 2020; the test sample of enterprises (about 460 entities) includes all size categories and the manufacturing and service sectors. The research started in a period of strong economic growth and continues in the current period of economic downturn. Three research hypotheses were formulated. The first hypothesis concerning the existence of statistical dependence between the organizational and management structure of the enterprise and its size was confirmed. The remaining two hypotheses were rejected. Specifically, business managers did not identify the dominant departmental organizational structure as an instrument of profitability and sustainability. Similarly, the hypothesis that the enterprise managers did not consider Research and Development, Quality, and Investment departments as pro-growth tools were not confirmed, as the identified pro-growth tools are the Economic and Production departments and controlling. This result demonstrates the managers´ misunderstanding of the objectives, mission, and especially the function of an individual organizational unit in the corporate system. The conclusion of the paper presents the prediction for further development. Based on the obtained outcomes, a pro-growth organizational rule is defined. The main objective of all new management tools must be to ensure the production and provision of services to ensure the maximum possible satisfaction of customer requirements and to maximize the achieved margin. As confirmed by the literary research, this process has already started in the European Union countries. Many companies are fully implementing these principles in their daily management and decision-making practices.

МОДЕРНІЗАЦІЯ СИСТЕМИ ІНФОРМАЦІЙНО-АНАЛІТИЧНОГО СЕРВІСУ БІЗНЕС-АДМІНІСТРУВАННЯ

Тhe article substantiates the technologies and tools of modernization of the information and analytical service system of business administration. It has been proven that the main vectors of recovery and post-war business development are related to the development of strategies capable of ensuring the effective use of available resources, strengthening economic security and competitive advantages, and minimizing possible risks. An urgent issue in the formation of competitive strategies is the relevance of information, its reliability and usefulness for decision-making. Informativity of management is provided by the system of information and analytical service of business management. It is a complex of IT services provided by the information service of the business entity, and contribute to the formation of a single information field of relevant accounting and analytical data, aimed at satisfying the information requests of users at all levels of management. Innovation and digitization are defined as the driver of modernization of the information and analytical system of business administration. Digital innovative tools for the collection, systematization, accumulation, processing and storage of financial and non-financial data about the business environment, performance results, prospects for socio-ecological and economic development, etc. have been identified, which allow providing the necessary information for management decision-making in real time. Along with subsystems of data generation and storage, the subsystem of information protection is recognized as the most important element of the information and analytical service system of business management. It is noted that the creation of such a subsystem requires a systematic approach and the implementation of a number of legal, organizational, economic and technological measures, coordinated interaction of specialists in relevant fields of knowledge for the formation of effective data protection mechanisms. The concept of technology for ensuring information security of the business administration information and analytical service system was formed. In order to ensure the digital efficiency and reliability of the information and analytical service system of business management, it is recommended to align IT goals with the strategic goals of the enterprise and to apply the latest developments in the field of corporate management, in particular practical methods of COBIT 5 in combination with BiSL. The proposed proposals provide the tools necessary to ensure trust and value, allow you to optimize the structure of the business administration information and analytical service system, ensure the effectiveness of risk management, help avoid potential confusion and maximize business opportunities.

Competitive Intelligence and Strategy Formulation: an Evaluation from the Game Theoretical Perspective

Bu çalışmada işletme stratejilerinin oluşturulmasında, oyun teorisinin rekabet istihbaratı sürecine sağlayabileceği katkıların ortaya çıkarılması amaçlanmıştır. Bu amaçla, öncelikle oyun teorisi ve rekabet istihbaratı arasındaki kavramsal bağlantılar açığa çıkarılmış ve ardından statik ve dinamik oyunlarda temel strateji analizleri ve denge kavramları tanıtılmıştır. Rekabet istihbaratı sürecinin bir parçası olarak strateji analizlerinde, karar alıcılarca dikkate alınabilecek farklı bakış açılarına ilişkin çıkarımlar yapılmıştır. Oyun teorisi, karar alıcılara, rekabetçi yapılar içerisinde işbirliği fırsatlarını yakalayabilmeleri ve kazançlarını artırabilmeleri için daha fazla değer yaratan oyunları keşfetmeye imkân vermektedir. Rakip işletmeler açısından işbirliğinin uzun dönemli kazançlarının, rekabetin kısa dönemli yüksek kazançlarına tercih edilebileceği gösterilmiştir. Ayrıca, rakip stratejilerin kredibilitesine ilişkin ölçütlerle makul olmayan stratejilerin nasıl tespit edildiği ve ilk hareket edenin avantajının nasıl ortaya çıktığı teorik olarak gösterilmiştir. Oyun teorisi, analiz araçları ve modelleme altyapısıyla, rekabet istihbaratının hedeflerine önemli ölçüde katkı sağlayabilecek bir araçtır. Bu çalışma, rekabet istihbaratı perspektifinden oyun teorisinin strateji oluşturmadaki rolüne değinerek rekabet istihbaratı literatürüne katkı sağlamaktadır.

Analisis Strategi Pengembangan Usaha Golden Berry atau Ciplukan di Waida Farm

Waida Farm is an agribusiness pioneer company that cultivates golden berries or ciplukan (Physalis peruviana) and successfully develops various processed products. To increase Waida Farm competitiveness in the future, the formulation of the business development strategy based on its internal and external environment is necessary. This study aims to provide an alternative of competitive strategy formulation with a deeper understanding of its internal and external environment. Data collected through semi-structured interviews and observations in the business environment. Data analyzed using descriptive method refers to significant findings from interviews and observation results. The formulation of alternative strategies conducted using IFE-EFE Matrix, IE Matrix, and SWOT Matrix analysis. The results show that the best alternative competitive strategy for Waida Farm is an intensive strategy through integrated market penetration and product development strategies. This finding provides several managerial implications for the companies described in the discussion.

Mediating effect of competitive strategy in the relationship between strategic human resource management and performance of small and medium enterprises in Brunei Darussalam

This paper investigates the mediating effect of competitive strategy in the relationship between strategic human resource management (SHRM) and small and medium enterprises (SMEs) performance. The data collection was conducted using questionnaire surveys on 254 SME owners/managers operating under the service industry in Brunei Darussalam. Following this, the collected data was analysed with the structural equation modelling to establish the reliability and validity of the measurement model. Subsequently, the structural model assessment was done to test the hypotheses by examining the path coefficient of the direct and indirect relationships. The findings revealed a significant positive relationship between SHRM and SME performance. Additionally, competitive strategy has a significant positive mediating effect on SHRM and SME performance. The findings suggest the positive relationship between SHRM and SME performance can be explained by the formation of competitive strategy. Furthermore, these findings extend the knowledge of SHRM by combining with competitive strategy in SMEs performance contexts through SEM analysis.

Modern approaches to the formation of enterprise competitive strategy

The article considers the approaches to the formation of a competitive strategy. The purpose of the article is to systematize existing approaches to the formation of a competitive strategy and highlight modern competitive strategies. The essence of the concepts «strategy» and «competitive strategy» is considered. Based on a critical analysis of the essence of «competitive strategy» concept, three approaches to its interpretation by various researchers are identified: it is aimed at creating a stable position in the market, provides for the creation of a sustainable competitive advantage, and it is aimed at achieving superiority over competitors. Based on the results of interpretations systematization and analysis of the essence of «strategy» concept, the author’s definition of competitive strategy as a direction of forming a competitive advantage for creating a unique value of the product is proposed. The process of choosing a competitive strategy by M. Porter has been analyzed and it has been established that after its development, further continuous improvement is necessary. The process of choosing a competitive strategy by M. Porter is analyzed and it has been established that after its development, further continuous improvement is necessary. The main approaches to the formation of a competitive strategy, which considering modern business trends are investigated: industry positioning, competitive cooperation, value disciplines, evolutionary theory and key competencies. The essence of the considered concepts, their advantages and disadvantages are clarified and two types of competition, typical for these concepts are identified, namely: tough competition; competition and cooperation. A number of competitive strategies, which take into account the specifics of modern enterprises, are investigated and the essence, necessary resources, output characteristics and type of competition for each of them are highlighted. It was substantiated that each of there searched strategies implements one of the basic competitive strategies: cost leadership or focusing. The cost leadership strategy using at domestic enterprises, which is the most acceptable for the modern realities of the functioning and development of business, is proposed,

Strategic determinants of development in the energy services industry

The subject of the study is a theoretical provisions and practical recommendations for the development of the energy services industry on the basis of strategic determinants. The task of the study is to analyze the determinants of the energy services industry and identify the most influential of them, which are crucial in terms of strategy formation. The methodological basis of the study was a systematic analysis, which was used to assess the energy services industry and determine its development potential. The article reveals the functions of enterprises in the energy services industry. The relationship between the development of ESCO-enterprises and the state energy efficiency policy has been established. The main stages of development of ESCO-enterprises have been identified. The dynamics of the number of ESCO-contracts and the rating of the ESCO-mechanism by regions of Ukraine are analyzed. The structure of the energy services industry from the point of view of its strategic determinants is considered: the threat of substitution, the influence of suppliers, the influence of buyers, the threat of entry of new firms and competition between existing competitors. The segments in which the energy services industry is developing have been identified and characterized: the budget sphere, the housing sphere and industry. The potential of each segment in terms of industry development has been identified. The factors restraining the development of the energy services industry are systematized. Using the market concentration ratio and the Herfindahl-Hirschman index, it was found that the energy service market is moderately concentrated. Based on the model of the main types of the market, the conformity of the quantitative and qualitative characteristics of the energy service market to the signs of monopolistic competition has been determined. According to the results of the analysis, the greatest influence of the strategic determinant «rivalry between existing competitors» was determined. Recommendations for the formation of competitive strategies of energy service enterprises are given.

Analysis of Competitive Forces Acting on European Automotive Industry (by M. Porter)

The article analyzes the current state of competition in the European automotive industry using the method of assessing competitive forces developed by M. Porter. In the process, the main indicators of the largest automobile concerns were analyzed, the capabilities of automobile companies from developing countries in the European market were assessed, the dynamics of the development of car sharing services were examined, the features of the interaction of companies with suppliers of automotive components and consumers of final products were shown. The article presents three basic options for a strategy that automobile multinationals can resort to in order to counter existing competitive forces. Based on the results of the analysis, the author concludes that the competition that European automotive TNCs make up each other, as well as their dependence on buyers and suppliers, play a major role in the formation of competitive strategies. Despite the fact that the emergence of substitute services was also reflected in the new companies’ strategies, they became a catalyst for development rather than a threat. In the near future, the Chinese companies will not be able to win a significant share in such a competitive market as the European one, so the appearance of new competitors can be estimated as insignificant.

Competitive intelligence and strategy formulation: connecting the dots

Purpose This paper aims to examine how competitive intelligence (CI) relates to the strategy formulation process of firms. Design/methodology/approach Due to the novelty of the phenomenon and to the depth of the investigation required to grasp the mechanisms and logics of CI, a multiple case study has been performed related to four companies located in Brazil that adopted CI practices within dedicated business units to inform and support strategic decision-making. Findings The authors provide detailed empirical evidence on the connection and use of CI practices throughout each stage of the strategy formulation process. Moreover, the study suggests that CI practices, despite their strategic relevance and diffusion, are still extensively adopted for tactical use. Originality/value This study sheds light on how CI practices may inform, support, and be integrated in the strategy formulation process, as few studies have done before.

The impact of organizational learning culture, workforce diversity and knowledge management on innovation and organization performance: A structural equation modeling approach

BACKGROUND: Innovation is founded as a strong contributor to the formulation of competitive strategy and enhance organizational performance. Different organizations dropped drastically from the competition by not innovating their products and services. PURPOSE: To analyze the relationship of an organizational learning culture, workforce diversity and knowledge management with innovation and organizational performance, this topic is also has become an important topic in the field of management. With a few exceptions, however, the literature has focused on different business and small and medium-size enterprise, but this study intends to bridge this gap by testing the framework in educational institutes. METHODS: A quantitative research method is used to test the conceptual framework. The data was collected from Malaysian, and Thailand private sector universities; a closed-ended questionnaire was administrated to collect the data. Data is analyzed through statistical software SMART-PLS RESULTS: Findings of the study reveal that the exogenous variables knowledge management, organization learning culture, and workforce diversity has a significant and positive relationship with endogenous variable innovation and further innovation has a significant and positive association with organization performance. CONCLUSION: This study reveals that workforce diversity, knowledge management and organizational learning culture play a vital role to bring the innovation which further enhances the organization performance. Due to current pandemic COVID-19, educational institutes required more innovative process of teaching and operation, a learning culture, knowledge management systems and diverse workforce can play a vital role in the educational institute innovation process.

Consumer Assessment of the Quality of Transport Services and Guidelines to Increase Their Competitiveness

One of the conditions for the successful functioning of transport companies is that the latter should maintain and increase certain levels of competitiveness. Most small transport companies should try to find their own market niche for protecting themselves from competition. To this effect, the providers of such services should seek to offer are unique and different from competitors’ services. This paper tries to give an answer the question as to what has the greatest impact on consumers when deciding on the choice of the carrier. The proposed solutions will help transport companies in the formulation and development of competitive strategies. The analysis was carried out on the basis of the results of a questionnaire study conducted in Bulgaria, examining the degree of satisfaction of users of transport services

THE SUSTAINABILITY OF TOURISM COMPETITIVENESS IN TERNATE

This study aims to analyze the competitiveness of tourism sector in Ternate using three units of analysis, namely the sustainability of competitiveness, the determinant of competition strength and the formulation of sustainable competitive advantage strategy. Secondary data were collected through documentation, such as APBD data, infrastructure conditions, tourism objects, labor, industry of accommodation provider, and tourist numbers. Primary data were collected through interview to 159 respondents. The analysis and strategy formulation used combination of VRIOL, SFM and SWOT. This study found that the tourism sector in Ternate was in a competitive advantage position, but not sustained because its tourism resources did not have uniqueness and could be imitated by competitors. Factors determining tourism competition were the role of government, new areas that were beginning to develop the tourism sector, new tourist spot and tour operators. The strategies that could maintain the sustainability of tourism competitiveness in Ternate are differentiation, inovation, partnership, promotion and marketing system, service quality, and empowering.

Improvement of methodological principles of financial resources management of enterprises in economy of Ukraine

The object of research is the financial and economic relations that arise in the process of managing financial resources of enterprises in the conditions of the national economy of Ukraine. One of the most problematic places is the need to describe the link between a competitive strategies of enterprises based on managing their financial resources.In the process of studying financial resources as an object of financial management, methods of induction and deduction, analysis and synthesis were used. On the basis of interpretation, system and retrospective analysis, observation, comparison and graphic representation of the results of the research, the estimation of dynamics and structure of financial resources of enterprises of Ukraine was carried out. In substantiating the recommendations on improving the financial resources management system of the subjects of entrepreneurship of the national economy of Ukraine, systematic methods, complexity, logical modeling, were applied.The research results show that there are certain links in the formation of competitive strategies of enterprises based on the efficiency of the use of financial resources. Enterprises of the national economy of Ukraine should formulate appropriate competitive strategies to improve their financial performance in a changing economic environment. It is necessary to know and apply appropriate strategies concerning the efficiency of using financial resources of enterprises: corporate development, functional level, resources and determinants of measuring financial efficiency in different economic periods. The effectiveness of managing the financial resources of enterprises of the national economy of Ukraine contributes to the ability to resilience to the threats that exist in their economic environment, and to ensure the continuous success of the enterprise.Thanks to the successful implementation of the methodological principles of financial resources management, it is possible to:reflect the synthesis of tools for increasing the cost of the enterprise (financial management);provision of flow management of financial resources;formation of value for all participants in the market and society (marketing);identification of factors and reserves for the creation of value (financial analysis);formation of information for empirical testing of evaluation models (accounting).

AN ANALYSIS OF COMPETITIVE STRATEGIES EMPLOYED IN MICROFINANCE INSTITUTIONS: A CASE OF KENYA WOMEN FINANCE TRUST

Purpose: The study sought to examine competitive strategies employed in microfinance institutions using a case study of Kenya Women Finance TrustMethodology: The study adopted descriptive case study design. The sample size was thirty respondents from a target population of one hundred and one respondents. The research used both stratified random sampling and purposive sampling methods. The research study used questionnaires and interview schedules to collect data. Data was analyzed using Statistical Package for the Social Sciences (SPSS) version 20 and Microsoft Excel 2007.Results: The research findings indicated that KWFT used several competitive strategies so as to be at a competitive edge in the market, the majority being geographical expansion strategy, market and product development, improved marketing methods and differentiation strategy. The use of these competitive strategies in KWFT had several contributions such as the organization’s ability to be at competitive edge by being able to retain customers and also by achieving high profits for an organization. The various challenges that affected the use of competitive strategies included financial challenges and lack of skilled personnel to formulate and implement the competitive strategies.Unique contribution to theory, practice and policy: It recommended that KWFT should use more of differentiation strategy as this was mentioned as being the least used strategy. This is important because products are differentiated in ways that will appeal on a variety of customers and thus creating customer loyalty which will eventually lead to competitive advantage for KWFT. It was also recommended that KWFT should be able to retain those employees that have been involved in crafting competitive strategies in the organization. KWFT should also employ high skilled personnel especially in the field of competitive strategy, reserve finances for competitive strategy formulation and train employees on competitive strategies so as to counter the challenges that were identified in the study.