Influence of Strategic Alliances in Enhancing Sustainable Competitive Advantage at Total Energies Marketing Kenya Plc
DOI:
https://doi.org/10.47941/jbsm.3505Keywords:
Strategic alliances, Competitive advantage, Dynamic capabilities, Petroleum industry, Sustainability, Total Energies Marketing Kenya PLC, Kenya.Abstract
Purpose: The study aimed to examine how strategic alliances influence sustainable competitive advantage at TotalEnergies Marketing Kenya PLC. Anchored on Competitive Advantage Theory and Dynamic Capabilities Theory, the study focused on understanding how partnerships with suppliers, distributors, government agencies, and technology providers enhance long-term competitiveness in the dynamic petroleum sector.
Methodology: A case study research design was employed. Primary data were collected through structured interviews with senior managers and staff involved in managing strategic partnerships, while secondary data were sourced from company reports, industry publications, and regulatory documents. Data were analysed thematically to identify patterns linking alliance strategies to sustainable competitive advantage.
Findings: The study found that strategic alliances enable TotalEnergies Marketing Kenya PLC to access essential resources, strengthen its distribution network, and adopt cleaner and innovative technologies. Partnerships with logistics providers improved operational efficiency, while collaborations with international suppliers supported product availability despite global market volatility. Alliances with government and community entities enhanced regulatory compliance and the firm’s social license to operate. The study also identified risks such as dependency, unequal power dynamics, and exposure to external market shocks.
Unique Contribution to Theory, Practice and Policy: The study contributes to theory by demonstrating how Dynamic Capabilities and Competitive Advantage frameworks interact within strategic alliances in the petroleum sector. Practically, it highlights the necessity of robust governance structures, diversified partnerships, and digital collaboration tools for optimizing alliance outcomes. For policy, the study underscores the importance of government–industry partnerships that support regulatory compliance, energy transition, and long-term sector resilience.
Downloads
References
Asenahabi, B. M. (2019). Basics of research design: A guide to selecting appropriate research design. International Journal of Contemporary Applied Researches, 6(5), 76-89
Babu, M. M., Dey, B. L., Rahman, M., Roy, S. K., Alwi, S. F. S., & Kamal, M. M. (2020). Value co-creation through social innovation: A study of sustainable strategic alliance in telecommunication and financial services sectors in Bangladesh. Industrial Marketing Management, 89, 13-27
Beshay, K. (2018). The influence of joint venture strategy on employees ́ commitment in international companies.
Cacciolatti, L., Rosli, A., Ruiz-Alba, J. L., & Chang, J. (2020). Strategic alliances and firm performance in startups with a social mission. Journal of Business Research, 106, 106-117.
Cheboi, D. J., Mulili, B., & Nyiva, M. (2022). Strategic alliances and firm competitiveness: A survey of supermarkets in Nairobi–Kenya. Journal of Strategic Management, 6(2), 11–24.
Cherono, M. J. (2019). Factors Influencing Mergers and Acquisitions on the Performance of Commercial Banks in Kenya: Case of Cfc Stanbic Bank, Nairobi County(Doctoral dissertation, University of Nairobi)
EPRA. (2024). Energy and Petroleum Statistics Report 2023/2024. Energy and Petroleum Regulatory Authority. https://www.epra.go.ke/sites/default/files/2024-10/EPRA%20Energy%20and%20Petroleum%20Statistics%20Report%20FY%202023-2024_2.pdf
Irungu, Kamau, and Chege (2025), Partnerships improved skill development and supply chain efficiency in agribusinesses
Jashwant, S. (2023). Strategic Alliances as a Pathway to Competitive Advantage: A Qualitative Examination. Integrated Journal for Research in Arts and Humanities, 3(5), 338–339. https://doi.org/10.55544/ijrah.3.5.38
King’oku, A. N., & Muathe, S. M. (2024). Strategic alliances and competitive advantage of commercial banks in Kenya.
Mamédio et al. (2019). strategic alliances help firms build dynamic capabilities
Muñoz de Prat et al. (2020), The role of joint ventures in promoting organizational sustainability through innovation and strategic coherence
Nairobi Business Monthly. (2024, July 27). TotalEnergies, M-Gas to jointly provide affordable, clean cooking solutions. Retrieved from https://nairobibusinessmonthly.com/totalenergies-m-gas-to-jointly-provide-affordable-clean-cooking-solutions/
National Treasury. (2024a). Annual Public Debt Management Report 2023/2024. The National Treasury and Economic Planning. https://www.treasury.go.ke/wp-content/uploads/2024/11/Annual-Public-Debt-Management-Report-.pdf
National Treasury. (2024b). Budget Highlights: The Mwananchi Guide for the FY 2024/25 Budget. The National Treasury and Economic Planning. https://www.treasury.go.ke/wp-content/uploads/2024/06/Budget-Highlights-The-Mwananchi-Guide-for-the-FY-2024-25-Budget.pdf
Nshimiyimana, Kule, and Kapaya (2021), Effective management of alliances is critical to achieving long-term organizational benefits
Ribeiro, O. C. D. R., & Steiner, P. J. (2021). Sustainable competitive advantage and green innovation: a review of joint scale propositions. Gestão & Produção, 28.
Sadegh, M. H., Shah Hosseini, M. A., & Heidari, A. (2020). Extracting the Effective Factors on Corporate Governance Formationin Strategic Alliances with Focus on International Joint Ventures through Systematic Literature Review. Journal of Business Management, 12(1), 64-93.
Salama, M. A., Mahmoud, S. W., & Mohammad, A. R. A. F. (2022). The impact of strategic alliances on achieving sustainable competitive advantage: A study on some hotels in Egypt. Journal of Association of Arab Universities for Tourism and Hospitality, 22(3), 18-44.
Setyadi et al. (2023) and King’oku & Muathe (2024), Strategic alliances significantly enhance competitiveness through innovation, resource sharing, and knowledge exchange.
Setyadi et al. (2023), Unique operational realities of energy firms, distinguishing them from profit-driven industries like manufacturing
TotalEnergies Marketing Kenya PLC. (2024). Annual Report and Financial Statements for the Year Ended 31st December 2023. Retrieved from https://www.marketscreener.com/quote/stock/TOTALENERGIES-MARKETING-K-16578903/news/TotalEnergies-Marketing-Kenya-Summary-of-Audited-Financial-Statements-for-the-Year-Ended-31st-Dece-46563663/
Wachiuri, M W., & Noor, I. (2018). Effects of Strategic Alliances on Performance of Commercial Banks in Kenya: A Case of Kenya Commercial Bank Limited. International Journal of Business Management & Finance 1(58): 986-1001
Zairbani and Prakash (2024), Alliances among small and medium-sized enterprises (SMEs) in India significantly enhance innovation and product development, with resource integration acting as a key mediator.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2026 Mr. Bernard Ongore Oyier, Dr. Moses Machuki Otieno
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
