Abstract: The present invention is a starch market dynamics: players and unique value propositions, examine the relationships between differentiation strategies, competitive intensity and company performance. It was also to estimate the effect of interaction terms of differentiation strategies and competitive intensity on company performance. Data were obtained from 100 respondents operators in the- Salem region through a structured questionnaire. The paths of the relationships were estimated and tested usjfig simple percentage analysis. The findings suggest thatdifferentiation strategies have a significant impact on company performance and that competitive intensity partially influence the performance of company. Competitive intensity was, however, found not to moderate the relationship between differentiation strategies and company performance. The study findings will greatly help employees of the sago industry to appreciate the critical contribution of competitive intensity and differentiation strategies in estimating the performance of company. The interactive terms of differentiation strategies and competitive analysis add to the divergent ways of measuring sago industry performance.
Field of the invention
The way a business differentiates its goods or services from those of its rivals is known as
competitive differentiation Based on the things such as customers value, its price, brand,
customer service, or functionality it is determined. Ensuring prospective customers are aware
of what makes a product or service unique is the responsibility of marketing. This is how
businesses draw in, pick up, and hold onto clients. Customers have a wide range of options in
most crowded markets. It is a rare circumstance for a company to find itself in which it does
not need to set itself apart from any competition (direct or indirect). Delivering a superior
» solution and assisting clients in understanding the advantages of the product or service above
competing offerings is the only way to stand out in a crowded markct. Key elements of a
product or other offering that customers value such as branding, functionality, pricing, and
customer service are the foundation for competitive difference. These distinctions are an
essential part of any business's marketing strategy and are commonly employed to make sure
that prospective customers are aware of what makes the offering special in order to draw in
and win over lbyal clients. The technique of competitive differentiation aids customers in
separating a company from compaIable rivals and provides them with a strong argument for
choosing.
Prior art to the invention
David (2019) Managers need competitive information to understand the industJy and its
competitive and to identify areas in which the competitive are weak and to evaluate the impact
of strategic action on competitive. Studying the actions and behavior of close competitive is
essential. Joseph Jone (2019) The strategies rivals are using and the actioris they are likely to
take next have direct bearing on what a company’s own best strategic moves are, whether it
will needto defend against rivals" actions or whether rivals moves provide an opening for a
new offensive thrust. John Mathew (2020)]dentjfying competitive" strategies, strategists can
get a quick profile ofl
| # | Name | Date |
|---|---|---|
| 1 | 202441030168-Form 5-150424.pdf | 2024-04-17 |
| 2 | 202441030168-Form 3-150424.pdf | 2024-04-17 |
| 3 | 202441030168-Form 2(Title Page)-150424.pdf | 2024-04-17 |
| 4 | 202441030168-Form 1-150424.pdf | 2024-04-17 |