Competitive Strategies and Performance of Commercial Television Networks in Kenya: An Empirical Study

Author

Jared Osoro, Dr. Samwel Thiong’o, Dr. Angeline Wambugu

Abstract

 Commercial television networks in Kenya operate in an increasingly competitive environment characterised by changing audience preferences, technological developments, digital disruption and changing patterns of media consumption. These pressures have increased the need for television networks to adopt competitive strategies capable of strengthening their market position and organisational performance. This study examined the relationship between competitive strategies and the performance of commercial television networks in Kenya. The study was anchored on Porter’s Competitive Advantage Theory and supported by the Resource-Based View. A positivist philosophy and deductive approach were adopted, using a descriptive cross-sectional survey design. The target population comprised 5,500 employees from seven selected commercial television networks in Kenya. Using Yamane’s formula, a sample of 373 respondents was selected through multistage sampling involving stratification and proportionate random sampling. Data were collected using structured questionnaires and analysed using descriptive statistics, Pearson correlation and simple linear regression. Of the 373 questionnaires distributed, 317 were fully completed, representing an 85% response rate. The findings indicated a high level of adoption of competitive strategies, with an aggregate mean of 4.33 (SD = 0.761). Pearson correlation analysis established a strong positive and statistically significant relationship between competitive strategies and organisational performance (r = .765, p < .001). Regression analysis further showed that competitive strategies explained 58.5% of the variance in organisational performance (R² = .585), while the regression coefficient was positive and statistically significant (β = .765, p < .001). The study rejected the null hypothesis and concluded that competitive strategies are significantly and positively associated with the performance of commercial television networks in Kenya. The findings suggest that television networks should strengthen cost efficiency, differentiation, innovation, market focus, branding and responsiveness to changing audience demands.

Keywords

Competitive strategies, cost leadership, differentiation, focus strategy, organisational performance, television networks, Kenya

Full Text:

Download Paper PDF

References

Arslan, B., & Can, O. (2025). Differentiation strategies, sustainable procurement practices and business performance under environmental uncertainty.

Baraza, J. N. (2020). Competitive strategies and performance of manufacturing firms in Kenya: A case of East African Breweries Limited.

Baraza, J. N., & Arasa, R. (2020). Competitive strategies and performance of manufacturing firms in Kenya.

Buul, J. M., & Omundi, R. (2020). Competitive strategies and performance of small and medium enterprises in Kenya.

Chepngetich, J., & Kimencu, L. (2018). Competitive strategies and performance of mobile service providers in Nairobi, Kenya.

Chung, H. F. L., & Ho, M. H. W. (2021). International competitive strategies and export performance: The contingent role of organisational learning.

Cordeiro de Sousa, G. (2024). Understanding the relationship between competitive strategy and product-service innovation: The role of the paradox of openness. Journal of Enterprise Information Management, 37(4).

Das, S., & Canel, C. (2023). Linking manufacturing and competitive strategies for successful firm performance: A review and reconceptualisation. Journal of Strategy and Management, 16(1), 148–172.

Dekoulou, P., & Trivellas, P. (2020). Organizational structure, innovation performance and customer relationship value in the Greek advertising and media industry. Journal of Business & Industrial Marketing, 32(3), 385–397.

Greene, W., & Yao, D. (2023). Market and nonmarket strategies in television audience measurement industries. Journal of Media Economics, 36(2), 89–105.

Kowo, S. A., Sabitu, O. O., & Adegbite, G. (2018). The effect of cost leadership strategy on the performance of small and medium enterprises.

Mwaniki, R., & Anene, E. (2023). Competitive strategies and performance of telecommunication firms in Kenya. International Journal of Strategic Management, 11(2), 45–67.

Muia, C. (2020). Competitive strategies and performance in the insurance sector in Kenya.

Omanje, K. (2023). Digital transformation and competitiveness of television networks in Kenya. International Journal of Communication and Media Studies, 15(2), 88–103.

Otto, A., Szymanski, D., & Varadarajan, R. (2020). Customer satisfaction and firm performance: Insights from over a quarter century of empirical research. Journal of the Academy of Marketing Science, 48(3), 543–564.

Parnell, J. A. (2018). Competitive strategy and performance relationships across different national contexts.

Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.

Pulaj, E., Kume, V., & Cipi, A. (2020). Porter’s generic strategies and organizational performance in construction firms. European Journal of Business and Management Research, 5(2), 1–8.

Sagwa, E., & Kembu, A. (2023). Competitive strategies and organizational performance among deposit-taking SACCOs in Nairobi County. International Journal of Strategic Management and Business Research, 11(3), 58–73.

Zairbani, M., & Jaya Prakash, M. (2023). Competitive strategy and organisational performance: A systematic literature review.

 

 

Share your valuable work from Social Media Buttons