EFFECTS OF OPERATION STRATEGIES ON ORGANIZATIONAL PERFORMANCE IN THE AUTOMOTIVE INDUSTRY IN KENYA: A CASE STUDY OF SCANIA EAST AFRICA LIMITED
Abstract
The main aim of this study was to establish effects of operation strategies on performance of automotive industry in Kenya. The specific objectives were to determine the effects of customer driven strategies, to establish the influence of product and service development, to determine the effects of developing core competencies and to establish the effects of competitive priorities on performance of Scania East Africa Limited. The study employed the use of descriptive survey research design to study effects of operation strategies on organizational performance in the automotive industry in Kenya. It focused at 97 employees of Scania East Africa Limited. Purposive sampling technique was used in selection of respondents in each department. The data collection instruments used in this study was questionnaires. In order to ascertain validity and reliability of the research instruments, the researcher did pilot study. Descriptive and inferential statistics was used to analyse the data with the aid of the Statistical Package for Social Sciences (SPSS) version 21, which was used in the analysis. Descriptive statistics were percentages, frequencies, mean, and standard deviation. Inferential correlation was used. Data was presented in form of frequency tables, charts, graphs and in written report. The study findings showed positive correlation between customer driven strategies, product development strategies, personnel development strategies, competitive advantages strategies and organization performance. The study concluded that organizations used varies customers driven strategies which attract more new customers hence achieved a wider range of market hence improve performance and loyalty to the organization and increased product flexibility and superior customer value delivery impacts positively towards organizational performance. The researcher recommended that organizations should adopt new customer driven strategies to attract customers that are new as well as retaining the existing customers to achieve a wide range of market for the organization.
Key Terms: Automotive industry, Competitive priorities, Core competency, Customer-driven strategy, operational strategies, Performance, Product Development
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DOI: http://dx.doi.org/10.61426/sjbcm.v5i2.676
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