Browsing by Author "Kiprotich, Sharon Cheruto"

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    Competitive Strategies and Performance of Property Development Firms in Nairobi City County, Kenya
    (Journal of Strategic Management, 2025-04) Kiprotich, Sharon Cheruto; Waithaka, Paul
    The purpose of this study was to investigate the connection between competitive strategies and organizational performance in the property development industry in Nairobi, Kenya. The study's particular goals were to determine how organizational performance in Kenya's real estate development sector is impacted by differentiation, cost leadership, and focus strategies. The research design used was descriptive. The study's target demographic consisted of 55 companies that work in Nairobi County's real estate development industry. The quantitative datawas examined using descriptive statistics such as mean and standard deviation. Regression and correlation analysis are examples of inferential statistics that were used to show the relationship between the variables.Findings indicated that differentiation strategy had a positive and significant effect with organizational performance of property development firms (β=0.279, p=0.001); cost leadership strategy had a positive and significant effect with organizational performance of property development firms (β =0.573, p=0.000); and focus strategy had a positive and significant effect with organizational performance of property development firms (β=0.213, p=0.004). The study concluded that increasing levels of differentiation lead to improvement in the performance of property development firms. Additionally, introducing new items and improving existing ones through innovation improved the performance of the property development company.The study concluded that Kenyan property development companies increase their operational scale, branch out into allied industries, and enhance their operational procedures to reduce expenses and improve performance. According to the study's findings, property development companies performed better when they increased their level of focus. Offering new items also increased sales, which improved organizational performance even further. To maintain dominant positions and long-lasting advantages until other businesses can copy the firm's distinctive features, which can still be regained by creating new opportunities and strategies that will create new barriers to market entry and another type of competitive advantage, property development companies' management should also continuously innovate.The study suggested that to better foster client loyalty, property development enterprises' management could lower the pricing of their products.
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    Competitive Strategies and Performance of Property Development Firms in Nairobi City County, Kenya
    (Kenyatta University, 2025-11) Kiprotich, Sharon Cheruto
    Organizational performance is a measurement of what has been accomplished in relation to predetermined goals and includes a set of performance management and analytical procedures that enable a company to achieve its chosen goals. Property development firms in Kenya face a status of poor performance driven by challenges like inadequate financing, stringent lending terms, rising building costs, and a disconnect between falling house prices and rising construction expenses. Cost leadership, product differentiation, and focus are the three general tactics that a firm must use, or all three, to improve performance and create a competitive edge. The relative standing of a company within its industry is a key factor in determining its overall profitability. This research aimed to investigate the effect of competitive strategies on the performance of property development firms in Nairobi County, Kenya. The study's particular goals were to determine how organizational performance in Kenya's real estate development sector is impacted by differentiation, cost leadership, and focus strategies. Porter's five forces theory, industrial-organizational theory, and resource-based theory were the three primary theoretical frameworks that underpinned the investigation. The research design used was descriptive. The study's target 55 companies that work in Nairobi County's real estate development industry. The chief executive officers or their equivalents from each company were chosen as respondents using a census technique. The study's primary data was collected utilizing questionnaires. The Cronbach alpha coefficient test was used to evaluate the questionnaires' reliability. Content validity was ensured through expert judgement. Descriptive statistics like mean and standard deviation were used to examine the quantitative data, which was subsequently shown as tables, figures, charts, and graphs. Two forms of inferential statistics that are used to show the relationship between variables are regression and correlation analysis. In property development companies, differentiation strategy and organizational performance were found to be strongly and significantly correlated by regression analysis (β=0.279, p=0.001). The cost leadership technique significantly improved the organizational performance of property development enterprises (β = 0.573, p = 0.000). The focus method significantly improved the organizational performance of property development enterprises (β=0.213, p=0.004). The study concluded that increasing levels of differentiation leads to improvement in the performance of property development firms. The research came to the conclusion that Kenyan property development companies increase their operational scale, branch out into allied industries, and enhance their operational procedures in order to reduce expenses and improve performance. According to the study's findings, property development companies performed better when they increased their level of focus. Offering new items also increased sales, which improved organizational performance even further. In order to maintain dominant positions and long-lasting advantages until other businesses can copy the firm's distinctive features, which can still be regained by creating new opportunities and strategies that will create new barriers to market entry and another type of competitive advantage, property development companies' management should also continuously innovate. The study suggested that in order to better foster client loyalty, property development enterprises' management could lower the pricing of their products