STRATEGIC RESPONSES AND ORGANIZATIONAL COMPETITIVENESS: A CASE OF AFRICAN BOREHOLES INITIATIVE LTD.

Abstract

The purpose of this study was to establish the effects of strategic responses on competitiveness of African Boreholes Initiatives Ltd (ABI).Specifically it sought; to determine the relationship between strategic alliance and competitiveness; pricing and competitiveness, technology and competitiveness, and customer service and competitiveness. The study is of importance to the management of borehole drilling companies who may use the findings as the base upon which to review business/company performance and necessary improvements undertaken. The regulators and the policy makers may use the finding as reference for policy guidelines on management and control of such organizations. It was guided by resource-based theory. The study adopted a descriptive survey design. The study targeted ABI Ltd employees on managerial level in charge of strategy. ABI Ltd was selected as the study site due to proximity to the researcher, time available for research and budgetary constraints. Data was collected through structured questionnaires and was tabulated, coded and processed by use of computer software for easy analysis. The study concluded that the combined effect of the predictor variables (strategic alliance, pricing, and technology and customer service) explains 78.7% of the variations in competitiveness ABI Ltd. Moreover, pricing, technology, strategic alliance and customer service in that order were found to have statistically significant influence in explaining competitiveness ABI Ltd. This study recommends that; to stay in competition, ABI Ltd must set goals alright which is in the form of promise to customers adopt strategic alliance, should adopt strategic positioning such as ensuring full presence in the country, adopt Information Communication Technology and measure performance despite the challenges it faces from external environmental factors.