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1'2
Analysis of the National Strategy Implementation on Kenyas
Global Competitiveness: A Case of Trade, Tourism and
Investment Strategies

Mr. *aniel +an,-ori
1.
M/s. 0ra,e +aremu
2
&eronese Marie Josee
$
*r. Bi,-anga 1alter %2i3o
)

1.S,-olar( S,-ool of Business and E,onomi,s( Mount +en4a 5ni6ersit4
7onta,t8 E- Mail8 d2an,-ori9gmail.,om
2.S,-olar( S,-ool of Business and E,onomi,s( Mount +en4a 5ni6ersit4

7onta,t8 E- Mail8 gra,e2aremu200094a-oo.,om
$.S,-olar( S,-ool of Business and E,onomi,s( Mount +en4a 5ni6ersit4
7onta,t8 E-Mail8 6eronesemarie:osee9gmail.,om
).Senior le,turer( S,-ool of Business and E,onomi,s( Jomo +en4atta 5ni6ersit4
7onta,t8 E-Mail8 waltero2i3o94a-oo.,om

Abstrat
;-e stud4 -ad t-e main o3:e,ti6e of anal4<ing t-e national strateg4 implementation effe,t on +en4a=s glo3al
,ompetiti6eness8 > ,ase of trade( tourism ? in6estment strategies. ;-e target population was pu3li, institutions
and t-e foreign missions. ;-e respondents were staff 3ot- in management and non-management le6els in6ol6ed
in implementation of strateg4 areas to 3e e6aluated. ;-e data t4pe ,olle,ted for t-e stud4 was primar4 data. ;-e
resear,- instrument used for primar4 data ,olle,tion was a semi stru,tured @uestionnaire t-at -ad 3ot- open
ended and ,losed @uestions. ;-e two predi,tor 6aria3le are said to 3e ,orrelated if t-eir ,oeffi,ient of
,orrelations is greater t-an 0.5. ;-e ,orrelation matriA also indi,ated -ig- ,orrelation 3etween t-e response and
predi,tor 6aria3les( t-at is( !rodu,t strateg4 wit- t-e -ig-est ,orrelation followed 34 International mar2et
strateg4( In6estment strateg4 and Strategi, re6iew respe,ti6el4. ;-e anal4sis in ta3le s-ows t-at t-e ,oeffi,ient
of determination t-e per,entage 6ariation in t-e dependent 6aria3le 3eing eAplained 34 t-e ,-anges in t-e
independent 6aria3les" B
2
e@uals 0.#)$( t-at is( Strategi, re6iew( International mar2et strateg4( !rodu,t strateg4(
In6estment strateg4 eAplain #).$ per,ent of +en4aCs glo3al ,ompetiti6eness lea6ing onl4 15.D per,ent
uneAplained. ;-e !- 6alue of 0.000 Eess t-an 0.05" implies t-at t-e model of +en4aCs glo3al ,ompetiti6eness is
signifi,ant at t-e 5 per,ent signifi,an,e. >ll t-e independent 6aria3les were also linearl4 related wit- t-e
dependent 6aria3le t-us a model of four predi,tor 6aria3les ,ould 3e used to rate +en4aCs glo3al ,ompetiti6eness.
;-e stud4 found out t-at t-ere eAist a signifi,ant relations-ip 3etween Strategi, re6iew( International mar2et
strateg4( !rodu,t strateg4( In6estment strateg4 and +en4aCs glo3al ,ompetiti6eness.
A!no"ledgement
M4 foremost gratitude goes to 0od >lmig-t4 w-o renewed m4 strengt- at e6er4 single stage of doing t-is
resear,- wor2. > lot of t-an2s go to m4 le,turer Mr. Sam Muriit-i w-o relin@uis-ed wit-out ,omplain man4
-ours of positi6e ,riti,ism( ,omments and suggestions t-at -a6e ena3led me to ,ome up wit- a refined resear,-
do,ument. East 3ut not least( I sin,erel4 t-an2 m4 famil4( friends( ,lassmates and ,olleagues for t-eir moral
support. Spe,ial gratitude to m4 wife Emil4 S. +an,-ori for 3eing t-ere for me during t-e late nig-ts and earl4
mornings t-at I -a6e wor2ed and ,ompiled t-is wor2.
Key"ords: National strategies( glo3al ,ompetiti6eness( in6estment strategies( trade and tourism(

#$ Introdution
;-e idea of national ,ompetiti6eness in t-e glo3al mar2et -as 3e,ome in,reasingl4 important. ;-is is 3e,ause
,ountries see2 to -a6e positi6e e,onomi, growt- in order for t-eir people to en:o4 @ualit4 life. ;-e e,onomi,
growt- is a,-ie6ed t-roug- 6arious strategies. ;-e E,onomi, Be,o6er4 Strateg4 EBS" 200$-200D( ena3led t-e
e,onom4 to grow from 0.5 F in 2002 to DF in 200D !lanning( 2010". ;-e e,onom4 t-ere34 eApanded
remar2a3l4 o6er a s-ort fi6e-4ear period. ;-is was a growt- from -0.1F. ;-e ,ountr4 -as t-erefore identified
&ision 20$0 as a long term de6elopment plan EBS( 200D".+en4a=s &ision as outlined in t-e &ision 20$0( Is to
3e a glo3all4 ,ompetiti6e and prosperous nation wit- a -ig- @ualit4 of life 34 t-e 4ear 20$0. ;-is is aimed to 3e
a,-ie6ed t-roug- t-ree pillars8 e,onomi,( so,ial and politi,al. ;-roug- t-e Girst Medium term plan M;!" 200#-
2012( +en4a aims to transform t-e ,ountr4 into a modern( glo3all4 ,ompetiti6e( middle in,ome ,ountr4( offering
a -ig- @ualit4 of life for all ,iti<ens 34 t-e 4ear 20$0. %ne of t-e strategies formulated is t-at of adding 6alue to
our produ,ts and ser6i,es t-at in,lude8 tourism( agri,ulture( trade( manufa,turing( Business !ro,essing %ff
s-oring B!%" ? finan,ial ser6i,es. ;-e tourism se,tor( +en4a aims to 3e a top ten long--aul tourist destination
in t-e world offering -ig--end( di6erse and distin,ti6e 6isitor eAperien,e. ;-e 6ision of t-e w-olesale ? retail
trade is to mo6e towards greater effi,ien,4 in t-e ,ountr4=s mar2eting s4stem 34 lowering ,osts t-roug-
transa,tional ,osts. ;-roug- manufa,turing( t-e ,ountr4 aims at targeting t-e regional mar2et 34 produ,ing ni,-e
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1'$
produ,ts. ;-is is to 3e a,-ie6ed t-roug- impro6ed effi,ien,4 and ,ompetiti6eness at firm le6el ;-e B!% on t-e
ot-er -and in6ol6es pro6iding 3usiness ser6i,es 6ia t-e internet to ,ompanies and 3usinesses in t-e de6eloped
world. Ginall4 for t-e finan,ial ser6i,es t-e aim is to ,reate a 6i3rant and glo3all4 ,ompetiti6e finan,ial se,tor
t-at will ,reate :o3s and also promote -ig- le6els of sa6ings to finan,e o6erall in6estment needs. >ll t-e
aforementioned ser6i,es form t-e e,onomi, pillar. ;ourism in t-e M;! 0%+( 200#"( -as 3een identified t-at
t-roug- its multiplier effe,t -as t-e ,apa,it4 to promote regional de6elopment( ,reate new ,ommer,ial and
industrial enterprises( stimulate demand for lo,all4 produ,ed goods and ser6i,es and pro6ide a mar2et for
agri,ultural goods.
> num3er of go6ernment institutions -a6e t-e responsi3ilit4 of representing +en4a 3ot- lo,all4 and
internationall4 wit- t-e sole aim of in,reasing foreign eA,-ange and pla,ing +en4a at an ad6antage 3ot- so,iall4
and e,onomi,all4 o6er its ,ompetitors. ;-e +en4a ;ourist Board +;B"( a go6ernment parastatal( is mandated to
perform 6arious fun,tions one of t-em 3eing destination mar2eting 3ot- lo,all4 and internationall4 0%+( 199D".
E6er4 4ear +;B parti,ipates in tourism eA-i3itions and trade fairs to represent +en4a and in,rease tourist
arri6als to t-e ,ountr4. >dditionall4( it also engages 6arious strategies to appeal to a wide range of potential
tourists. ;-e +en4a In6estment >ut-orit4 on t-e ot-er -and is responsi3le for promoting in6estments 3ot-
lo,all4 and internationall4. ;-is it a,-ie6es t-roug- targeted in6estment forums +I>( 2009". ;-e EAport
!romotion 7oun,il -as t-e primar4 o3:e,ti6e of promoting +en4a=s eAports worldwide E!7( 2009". ;-e
Ministr4 of Goreign >ffairs -as t-e following fun,tions8 Goreign !oli,4( Joint 7ommissions wit- ot-er ,ountries
International and Begional %rgani<ations +en4a Missions >3road Goreign Missions in +en4a ;reaties(
7on6entions and Immunities State and %ffi,ial &isits !roto,ol Matters 7onsular Matters !ea,e Initiati6es !an-
>fri,an >ffairs 7ommonwealt- >ffairs International Jo3s and +en4ans in *iaspora Goreign Ser6i,e Institute
MG>( 2009". Ea,- of t-e afore-mentioned institutions -as a role to pla4 in ma2ing +en4a gain ,ompetiti6e
ad6antage.

#$% Kenyas Competitive Advantage
;-e o6erall aim of de6eloping a strategi, plan and eAe,uting it is for a firm or ,ountr4 to gain ,ompetiti6e
ad6antage. ;-is it does 34 eAe,uting t-e strateg4 w-ile monitoring and de6eloping emergent strategies to
manage en6ironmental fa,tors t-at ma4 affe,t or ,ause a detour in a,-ie6ement of strategi, goals. >n ideal
strateg4 implementation s,enario assumes t-at as firms implement t-e strategi, o3:e,ti6es( ,onstant monitoring
of immediate eAternal and eAternal en6ironments of t-e organi<ation is ta2ing pla,e alongside t-e
implementation. *epending on t-e d4namism of t-e operating en6ironment and ot-er emerging fa,tors( t-ese
ma4 turn out to 3e a 3oost to a,-ie6ement of t-e strategi, goals or a detour leading to failure of t-e strategies.
;-e internal en6ironment ,omprises of p-4si,al resour,es( personnel ,ompeten,ies and t-e wa4 in w-i,- 6alue
,-ain anal4sis ,an 3e used to 3ring t-ese toget-er in t-e most profita3le manner. It also in,ludes assessment of
t-e 6ision and mission of t-e ,ompan4. ;-e eAternal en6ironment on t-e ot-er -and fo,uses on s,anning
e,onomi, for,es( politi,o-legal for,es( ,ultural and te,-nologi,al for,es >swat-appa( 200#".
Strateg4 sur6eillan,e means t-at an institution monitors a 3road range of e6ents inside and more often
outside t-e firm t-at are li2el4 to affe,t t-e ,ourse of t-e strateg4 o6er time8 ensuring t-at t-e strateg4 3eing
eAe,uted remains rele6ant towards ,ontri3ution of t-e nation=s goals. Howe6er( in 200#( t-e e,onomi,
performan,e was 3elow t-e targeted 10F growt- rate per annum +I!!B>( 2009". ;wo 2e4 @uestions t-erefore
arise regarding -ow t-e go6ernment agen,ies monitor and assess t-e operation en6ironment and w-et-er t-ere
are emergent strategies formulated to ta2e ad6antage of opportunities or manage t-e undesira3le situations. ;-e
pro,ess of strategi, management and t-e importan,e of strateg4 re6iew is to ensure t-at implementation is on
,ourse to ensure a,-ie6ement of identified goals. Howe6er( if no emergent strategies are de6eloped( t-en a gap
arises and t-e en6ironmental ,-anges are li2el4 to affe,t t-e su,,essful strateg4 implementation.

%$ &iterature 'evie"
7ompetiti6e ad6antage o,,urs w-en an organi<ation a,@uires or de6elops an attri3ute or ,om3ination of
attri3utes t-at allows it to outperform its ,ompetitors. ;-ese attri3utes ,an in,lude a,,ess to natural resour,es(
su,- as -ig- grade ores or ineApensi6e power( or a,,ess to -ig-l4 trained and s2illed personnel 1i2ipedia(
2009". >n institution gains ,ompetiti6e ad6antage w-en it implements a 6alue ,reating strateg4 Barne4( 200'".
Su,,essfull4 implemented strategies ensure t-at an institution a,-ie6es -ig- performan,e ,ompared to its
,ompetitors. ;o gain ,ompetiti6e ad6antage a 3usiness strateg4 manipulates t-e 6arious resour,es o6er w-i,- it
-as dire,t ,ontrol and t-ese resour,es -a6e t-e a3ilit4 to generate ,ompetiti6e ad6antage Beed and Gillippi 1990
,ited 34 Bi:amampianina 200$( p.$'2". ;-e t-eor4 of a3solute ad6antage argues t-at ,ountries differ in t-eir
a3ilit4 to produ,e goods effi,ientl4 3ased on ,ertain fa,tors t-at wor2 in t-e fa6our of t-e ,ountr4 >swat-appa(
200#" ;-us ,ountries s-ould spe,iali<e in t-e produ,tion of goods for w-i,- t-e4 -a6e an a3solute ad6antage
and t-en trade t-ese goods for t-e goods traded 34 ot-er ,ountries. In so doing( ea,- ,ountr4 would -a6e an
ad6antage and gain 34 trading. >,,ording to t-is t-eor4( nations s-ould produ,e t-ose goods for w-i,- t-e4 -a6e
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&ol.'( No.25( 201)

1')
t-e greatest relati6e ad6antage. >,,ording to Bi,ardo( it ma2es sense for a ,ountr4 to spe,iali<e in t-e produ,tion
of t-ose goods it produ,es most effi,ientl4. >swat-appa( 200#". It loo2s at t-e ,on,ept of opportunit4 ,ost in
determining t-e goods a ,ountr4 s-ould produ,e.
;-e de6elopment of t-is t-eor4 was 3ased on Mi,-ael !orter=s opinion t-at t-e ,lassi,al t-eories on
,omparati6e ad6antage failed to eAplain w-4 trade ta2es pla,e a,ross ,ountries >swat-appa( 200#".7ompetiti6e
ad6antage stems from four fa,tors namel48 fa,tor ,onditions( strateg4 and ri6alr4( demand ,onditions( related
and supporting industries 2nown as national diamond". ;-e National *iamond -ig-lig-ts t-at strategi, ,-oi,es
s-ould not onl4 3e a fun,tion of industr4 stru,ture and a firms resour,es( it s-ould also 3e a fun,tion of t-e
,onstraints of t-e institutional framewor2. Institutional anal4sis su,- as t-e National *iamond" 3e,omes
in,reasingl4 important as firms enter new operating en6ironments and operate wit-in new institutional
framewor2s. It re,ogni<es four pillars of resear,- fa,tor ,onditions( demand ,onditions( related and supporting
industries( firm stru,ture( strateg4 and ri6alr4" t-at one must underta2e in anal4<ing t-e 6ia3ilit4 of a nation
,ompeting in a parti,ular international mar2et( 3ut it also ,an 3e used as a ,omparati6e anal4sis tool in
re,ogni<ing w-i,- ,ountr4 a parti,ular firm is suited to eApanding into >swat-appa( 200#".
;-is t-eor4 eAplains -ow organi<ations ,an de6elop ,ompetiti6e ad6antage in a s4stemati, and
stru,tural wa4. 34 stru,turall4 and s4stemati,all4 ,oordinating and ,ommitting resour,es for t-e reali<ation of
t-e organi<ations goals and o3:e,ti6es. In addition( t-e organi<ation needs to ,reate and deli6er ,ustomer 6alue(
in order to de6elop ,ompetiti6e ad6antage. ;o a,-ie6e t-is( t-e management re@uires 3eing ,ompetent.
>dditionall4( t-e speed wit- w-i,- resour,es are eAploited and de6eloped( plus t-e ,osts w-i,- are in6ol6ed( is
determinati6e for t-e reali<ation of t-e organi<ations ,ompetiti6e ad6antage San,-e<( 2002". ;-is t-eor4
ad6an,es t-at 2nowledge is t-e most strategi,all4 signifi,ant resour,e of an organi<ation. Its proponents argue
t-at 3e,ause 2nowledge 3ased resour,es are usuall4 diffi,ult to imitate and so,iall4 ,ompleA( -eterogeneous
2nowledge 3ases and ,apa3ilities among firms are t-eI ma:or determinants= of sustained ,ompetiti6e ad6antage
and superior organi<ational performan,e >la6i( 2001". ;-is 2nowledge is em3edded and ,arried t-roug-
multiple entities in,luding organi<ational ,ulture and identit4( poli,ies( routines( do,uments and emplo4ees
1i2ipedia( 2009".

($ )ethodology
;-e resear,- was an anal4ti,al stud4 of t-e relations-ip 3etween t-e dependent 6aria3le +en4aCs glo3al
,ompetiti6eness" and predi,tor 6aria3les Strategi, re6iew( International mar2et strateg4( !rodu,t strateg4( and
In6estment strateg4". ;-e ad6antage of t-is design is t-at t-e4 are ,arried out in natural settings and permits
resear,-ers to emplo4 random pro3a3ilit4 samples. It also permits t-e resear,-ers to ma2e statisti,al inferen,e to
3roader populations and permits t-em to generali<e t-eir findings to real life situations( t-ere34 in,reasing t-e
eAternal 6alidit4 of t-e stud4.
;-e target population was pu3li, institutions and t-e foreign missions. ;-e respondents were staff 3ot- in
management and non-management le6els in6ol6ed in implementation of strateg4 areas to 3e e6aluated. ;-e
pu3li, institutions were t-ose t-at -a6e 3een assigned responsi3ilit4 under t-e &ision 20$0 plan. >,,ording to
Bartlett( +otrli2 and Higgins a population si<e of 200 at fi6e per,ent signifi,an,e le6el s-ould 3e represented
wit- a sample si<e of D5 respondents.
Table ($# Study *opulation
Institution !opulation si<e Sample si<e
+en4a ;ourist Board 25 1)
+en4a In6estment >ut-orit4 25 1)
EAport !romotion 7oun,il $5 20
Goreign Missions $0 15
+en4a 1ildlife Ser6i,e $ $
+en4a I7; Board $ $
7B+ $ $
+I77 $ $
;%;>E 12D D5
;-e data t4pe ,olle,ted for t-e stud4 was primar4 data. ;-e resear,- instrument used for primar4 data ,olle,tion
was a semi stru,tured @uestionnaire t-at -ad 3ot- open ended and ,losed @uestions. ;-e @uestionnaires were
administered management and non-management staff in6ol6ed in eAe,ution of t-e strategi, plan in t-e 6arious
pu3li, institutions as well as offi,ers from t-e diplomati, ,orps in +en4a dealing wit- t-e strategies under t-e
stud4( t-ese in,luded ,ommer,ial and ,ultural atta,-J s. ;-e @uestionnaire was administered using drop and pi,2
later met-od.

Kuantitati6e anal4sis was used in t-e stud4. ;o allow for @uantitati6e anal4sis( data was first ,on6erted into
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&ol.'( No.25( 201)

1'5
numeri,al ,odes representing measurements of 6aria3les. Begression anal4sis was also used to ,ome up wit- t-e
model eApressing t-e relations-ip 3etween t-e dependent 6aria3le +en4aCs glo3al ,ompetiti6eness" and
predi,tor 6aria3les Strategi, re6iew( International mar2et strateg4( !rodu,t strateg4( In6estment strateg4". >
multiple regression model was de6eloped to des,ri3e t-e relations-ip 3etween t-e dependen,e and independent
6aria3le. ;-e regression e@uation assumed t-e following form8
LM NOPN
1
Q
1
PN
2
Q
2
PN
$
Q
$
PN
)
Q
)
1-ere LM +en4a=s glo3al ,ompetiti6eness
Q
1
MInternational Mar2et strateg4
Q
2
M!rodu,t strateg4
Q
$
MIn6estment strateg4
Q
)
MStrateg4 re6iew
7orrelation anal4sis was used to ,-e,2 on t-e o6erall strengt- of t-e esta3lis-ed regression model and also t-e
indi6idual signifi,an,e of t-e predi,tor 6aria3les.

+$ 'esults
;wo predi,tor 6aria3le are said to 3e ,orrelated if t-eir ,oeffi,ient of ,orrelations is greater t-an 0.5. In su,- a
situation one of t-e 6aria3les must 3e stop. >s s-own in ta3le ).2.1( none of t-e predi,tor 6aria3les -ad
,oeffi,ient of ,orrelation 3etween t-emsel6es more t-an 0.5 -en,e all of t-em were in,luded in t-e model. ;-e
matriA also indi,ated -ig- ,orrelation 3etween t-e response and predi,tor 6aria3les( t-at is( !rodu,t strateg4 wit-
t-e -ig-est ,orrelation followed 34 International mar2et strateg4( In6estment strateg4 and Strategi, re6iew
respe,ti6el4.
Table +$#: *earson Correlation Correlations

+en4aCs glo3al
,ompetiti6eness
International
mar2et strateg4
!rodu,t
strateg4
In6estment
strateg4 Strategi, re6iew
+en4aCs glo3al
,ompetiti6eness
1.000
International mar2et
strateg4
.5$' 1.000
!rodu,t strateg4 .D52 .11# 1.000
In6estment strateg4 .)'D .12# .2)D 1.000
Strategi, re6iew .$0D .25) .25) .$#0 1.000

+$# Strength of the model
>nal4sis in ta3le ).1 s-ows t-at t-e ,oeffi,ient of determination t-e per,entage 6ariation in t-e dependent
6aria3le 3eing eAplained 34 t-e ,-anges in t-e independent 6aria3les" B
2
e@uals 0.#)$( t-at is( Strategi, re6iew(
International mar2et strateg4( !rodu,t strateg4( In6estment strateg4 eAplain #).$ per,ent of +en4aCs glo3al
,ompetiti6eness lea6ing onl4 15.D per,ent uneAplained. ;-e !- 6alue of 0.000 Eess t-an 0.05" implies t-at t-e
model of +en4aCs glo3al ,ompetiti6eness is signifi,ant at t-e 5 per,ent signifi,an,e
Table +$%: )odel Summary
B
B
S@uare
>d:usted B
S@uare
Std. Error of t-e
Estimate 7-ange Statisti,s

B S@uare
7-ange
G
7-ange df1 df2
Sig. G
7-ange
.91#a" .#)$ .#05 .510$# .#)$ 1.2)2 ) $' .000
!redi,tors8 7onstant"( Strategi, re6iew( International mar2et strateg4( !rodu,t strateg4( In6estment strateg4
*ependent &aria3le8 +en4aCs glo3al ,ompetiti6eness
Table +$(: AN,-A
Sum of S@uares df Mean S@uare G Sig.
Begression .#52 ) .21$ 1.2)2 .000
Besidual '.1D$ $' .1D1
;otal D.02) )0
!redi,tors8 7onstant"( Strategi, re6iew( International mar2et strateg4( !rodu,t strateg4( In6estment strateg4
*ependent &aria3le8 +en4aCs glo3al ,ompetiti6eness

>N%&> findings !- 6alue of 0.00" in ta3le ).2.$ s-ows t-at t-ere is ,orrelation 3etween t-e predi,tors 6aria3les
Strategi, re6iew( International mar2et strateg4( !rodu,t strateg4( In6estment strateg4" and response 6aria3le
+en4aCs glo3al ,ompetiti6eness"

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&ol.'( No.25( 201)

1''
+$%: 'egression e.uation
;-e esta3lis-ed multiple linear regression e@uation 3e,omes8
L M 0.2'0 P 0.1$1Q
1
P 0.1D0Q
2
P 0.051Q
$
P 0.0)#Q
)

+$%$# /lastiity
7onstant M 0.2'0( s-ows t-at if Strategi, re6iew( International mar2et strateg4( !rodu,t strateg4( In6estment
strateg4 were all rated as <ero( +en4aCs glo3al ,ompetiti6eness rating would 3e 0.2'0
Q
1
M 0.1$1( s-ows t-at one unit ,-ange in International mar2et strateg4 results in 0.1$1 units in,rease in +en4aCs
glo3al ,ompetiti6eness
Q
2
M 0.1D0( s-ows t-at one unit ,-ange in !rodu,t strateg4 results in 0.1D0 units in,rease in +en4aCs glo3al
,ompetiti6eness
Q
$
M 0.051( s-ows t-at one unit ,-ange in In6estment strateg4 results in 0.051 units in,rease in +en4aCs glo3al
,ompetiti6eness
Q
)
M 0.0)#( s-ows t-at one unit ,-ange in Strategi, re6iew results in 0.0)# units in,rease in +en4aCs glo3al
,ompetiti6eness

Table +$+: Coeffiients of regression e.uation
5nstandardi<ed 7oeffi,ients Standardi<ed 7oeffi,ients t Sig.
B Std. Error Beta
7onstant" .2'0 .)'0 0.5'5 .2$1
International mar2et strateg4 Q
1
.1$1 .0)# .25) 2.D29 .001
!rodu,t strateg4 Q
2
.1D0 .0)5 -.$00 $.DD# .000
In6estment strateg4 Q
$
.051 .02$ .11$ 2.21D .002
Strategi, re6iew Q
)
.0)# .022 .09$ 2.1#2 .000
*ependent &aria3le8 +en4aCs glo3al ,ompetiti6eness

;-e stud4 used regression anal4sis to find t-e asso,iation 3etween Strategi, re6iew( International mar2et strateg4(
!rodu,t strateg4( In6estment strateg4 and +en4aCs glo3al ,ompetiti6eness. Gore,asting model was de6eloped
and tested for a,,ura,4 in o3taining predi,tions. ;-e finding of t-e stud4 indi,ated t-at t-e model was signifi,ant.
;-is is demonstrated in t-e part of t-e anal4sis w-ere B
2
for t-e asso,iation 3etween Strategi, re6iew(
International mar2et strateg4( !rodu,t strateg4( In6estment strateg4 and +en4aCs glo3al ,ompetiti6eness was
#).$FRD0F. >ll t-e independent 6aria3les were also linearl4 related wit- t-e dependent 6aria3le t-us a model of
four predi,tor 6aria3les ,ould 3e used to rate +en4aCs glo3al ,ompetiti6eness. ;-e stud4 found out t-at t-ere
eAist a signifi,ant relations-ip 3etween Strategi, re6iew( International mar2et strateg4( !rodu,t strateg4(
In6estment strateg4 and +en4aCs glo3al ,ompetiti6eness

0$ Conlusion
;-e stud4 re,ommend t-at for +en4a to impro6e its glo3al ,ompetiti6eness rating a lot of fo,us s-ould 3e put on
!rodu,t strateg4 and International mar2et strateg4. It was also noted t-at Strategi, re6iew rating was 6er4 lowI it
is t-erefore re,ommended t-at measures 3e put in pla,e to impro6e on t-e Strategi, re6iew pro,esses.

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