Effect of Strategic Planning on Competitive Advantage of the Insurance Industry in Kenya
DOI:
https://doi.org/10.47941/jbsm.3152Keywords:
Market Analysis, Resource Allocation, Risk Assessment, Competitive AdvantageAbstract
Purpose: This study sought to examine the effect of strategic planning on the competitive advantage of insurance companies in Kenya, focusing on market analysis, resource allocation, and risk assessment as key dimensions.
Methodology: Guided by a descriptive research design, the study targeted 168 senior managers drawn from 56 insurance firms licensed by the Insurance Regulatory Authority (IRA), including strategic managers, marketing directors, and financial managers. Using stratified random sampling, a representative sample of 117 respondents was selected. Data collection was collected through structured questionnaires. The data was analyzed using SPSS version 28, employing both descriptive statistics (percentages, means, and standard deviations) and inferential analyses (correlation and regression).
Findings: Regression analysis indicated that market analysis accounted for 25.2% of the variance in competitive advantage (R² = 0.252), while ANOVA results (F = 31.255, p < 0.05) confirmed the model’s validity. The regression coefficient (β = 0.453, t = 5.591, p < 0.05) further highlighted the positive role of market analysis in enhancing adaptability to industry trends, customer needs, and competitor strategies. The second objective focused on resource allocation. Regression results revealed that resource allocation explained 21.7% of the variance in competitive advantage (R² = 0.217), with ANOVA confirming statistical significance (F = 25.763, p < 0.05). The regression coefficient (β = 0.484, t = 5.076, p < 0.05) indicated that optimal allocation of financial, human, and technological resources enhances operational efficiency and sustains long-term competitiveness in the insurance sector. The third objective assessed the effect of risk assessment. Regression analysis showed that risk assessment accounted for 18.8% of the variation in competitive advantage (R² = 0.188), supported by ANOVA significance (F = 21.583, p < 0.05). The regression coefficient (β = 0.550, t = 4.646, p < 0.05) demonstrated that comprehensive risk management frameworks play a critical role in enabling firms to anticipate uncertainties, mitigate potential disruptions, and safeguard their competitive edge.
Unique Contribution to Theory, Practice and Policy: It recommends that insurance companies institutionalize environmental scanning, adopt modern analytical tools, align resource distribution with strategic priorities, and reinforce integrated risk management systems. By embedding these practices within strategic planning, insurance companies can achieve sustainable competitive advantage in an increasingly dynamic market.
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