THE ROLE OF COMPETITIVE STRATEGIES ON DEVELOPING A STRONG COMPETITIVE ADVANTAGE

Ajtene Avdullahi; Vjosa Fejza

Ajtene Avdullahi Raiffeisen Bank , Mitrovica, Kosovo
Vjosa Fejza University of Prishtina, “HasanPrishtina”, Economic Faculty, Prishtine, Kosovo

Keywords: Strategy, competition, advantage, differentiation, cost oriented.

Abstract

We are living in a period of intense domestic and foreign competition. Companies are facing very strong competition. Therefore, they are having no choice but to be “competitive”. This paper aims to investigate the competitive strategies that a local construction company implement in a developing country such as Kosova scenario. For the purpose of this paper we have reviewed existing literature, related publications and other secondary data aiming to fundamentally understand and present the role and importance of developing competitive strategies that strongly position the company against competitors and provide to the company the strongest possible competitive advantage. The main objective of this paper is to explore competitive strategies of a local construction company and identify how this company creates a strong competition advantage in the market. In this paper, we have analyzed a particular case study of a local Constructing Company “LINPROJEKT” and presented the competitive strategies that this Construction Company has developed, and it's competitive advantage. Finally, the conclusions are extracted that derive from the review of the literature, publications and other secondary data obtained from the archive of “LINPROJEKT” company are included.

References

Andrews, K. R. (1980). “The Concept of Corporate Strategy”, Richard D. Irwin, Homewood, IL.

Blythe, J. (2005). Essentials of Marketing, Third Edition. London: Pearson Education Limited.

Hill, J. Nancarrow, C. & Wright, L.T. (2002). ‘‘Lifecycles and crisis point in SMEs: a case approach’’, Marketing Intelligence & Planning, 20(6) 361-369.

Iftikhar, H. Steven, S. & Ahmed, A. (2010). “Knowledge Management for SMEs in Developing Countries” Journal of Knowledge Management Practice, 11(2) available at http://www.tlainc.com/articl228.htm

Kotler, P. & Keller, L. K. (2012). Marketing Management.14th Edition. New Jersey: Prentice Hall.

Kotler, P. Amstrong, G. Saunders, J. & Wong, V. (1999). Principles of Marketing.Second European Edition. Europe: Prentice Hall Europe.

Leedy, P. D. (1997). Practical research-planning and design, Merrill, Prentice Hall.

Nickols, F. (2011). Strategic management, strategic planning and strategic thinking, Distance Consulting http://www.nickols.us/strategy_etc.pdf

Pantea, V.V., Csorba, L.M. & Maxim, O. (2008). Porter’s strategy, value chains and competitive advantage, Research and Education in Innovation Era, Theoretical Developments in Contemporary Economics, EdituraMirton, Timişoara, 91- 97.

Porter, E. M. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press.

Porter, E. M. (November - December, 1996). What is Strategy? Harvard Business Review, 61-78

Porter, M. (2000). "Location, Competition, and Economic Development: Local Clusters in a Global Economy", Econ. Develop. Quart. 14, 15-34.

Porter, M. E. (1990). The Competitive Advantage of Nations. Macmillan, London.

Ries, A. & Trout, J. (2005). 22 Immutable Laws of Marketing. Prentice Hall.

Salojärvi, S. Furu, P. & Sveiby, K. (2005). “Knowledge management and growth in Finnish SMEs”, Journal of Knowledge Management, 9( 2) 103-122.

Sveiby, K. E. (1997). Two Approaches to Knowledge Management: Object versus Process, Presentation at the seminar on Knowledge Management and Learning in the European Union, May 1997, Utrecht.

Teece, D. J. (2000). Managing Intellectual Capital: Organizational, Strategic and Policy Dimensions, Oxford University Press, Oxford and New York, NY.