The effect of strategic alliances on competitive advantage in the travel and tourism industry in Kenya: a case study of selected tour operators in Nairobi City County.

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dc.contributor.authorKharemwa, Christine Sitawa
dc.date.accessioned2021-04-06T15:16:43Z
dc.date.available2021-04-06T15:16:43Z
dc.date.issued2018-11
dc.descriptionMaster of Business Administration in Strategic Managementen_US
dc.description.abstractThe concept of strategic alliances has gained attention in the recent past as firms seek to attain a competitive advantage in the tourism and travel industry in Kenya. The current highly unpredictable and competitive environment is having a profound impact on the tourism travel industry which has led to the formation of alliances to withstand the turbulent times. The study focused on 45 selected tour operators in Nairobi obtained from the Kenya Association of Tour operators in Kenya using purposive sampling technique. The researcher interviewed 3 representatives from each company drawn from the director’s office, finance and marketing departments. The study found out that various strategic alliances were used by tour companies, these are, collaborative innovation, joint marketing and co-branding. Most tour companies entered into alliances with hotels and travel agencies who have a direct link with customers. These alliances were all found to have an effect in achieving competitive advantage by tour operators in Nairobi City County achieve competitive advantage. It was found out that strategic alliances helped in developing differentiated products, growing sales volume, enhancing customer satisfaction and increasing the companies’ market share. The study recommended that further studies should be done to be able to understand what other factors, apart from strategic alliance, [what other factors] will enable tour companies in Kenya to enhance their competitive advantage. The researcher recommends that tour companies adopt strategic alliances through joint marketing, collaborative innovation and co-branding to enhance their competitive position in the market. However, the alliances should be regulated by establishing policies and guidelines on their implementation to ensure mutual benefit between alliance partners.en_US
dc.description.sponsorshipDaystar University, School of Business and Economicsen_US
dc.identifier.citationKharemwa, C. S, (2018), The effect of strategic alliances on competitive advantage in the travel and tourism industry in Kenya: a case study of selected tour operators in Nairobi City County: Daystar University, School of Business and Economics, Nairobien_US
dc.identifier.urihttps://repository.daystar.ac.ke/handle/123456789/3521
dc.language.isoenen_US
dc.publisherDaystar University, School of Business and Economicsen_US
dc.subjecteffect of strategic alliancesen_US
dc.subjectcompetitive advantageen_US
dc.subjecttravel and tourism industryen_US
dc.titleThe effect of strategic alliances on competitive advantage in the travel and tourism industry in Kenya: a case study of selected tour operators in Nairobi City County.en_US
dc.typeThesisen_US

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