Strategic analysis and choice in the financial and telecommunications industries in Uganda. A case study of Stanbic bank ltd and MTN Uganda.

ABSTRACT

In Congruence, the details of this research paper, note that the most profound and encouraging change in many business is partly due to changes in strategic thinking. Inevitably, strategic analysis and choice remains a concem creating a linkage that had been the SBL and MTN business strategy to enhance optimization and coordination of the company's value chain (products, brands, industry position, and structure) to create trade-off for leveraging the long-te1m strategic posture. In a related insight, is the strategic competence information reviewed in pursuance to this study, the SBL applied the balanced scorecard of Norton and Kaplan quadrants in understanding, market segmentation, and positioning, marketing development and the effectiveness of the banks' product mix, product and services portfolio. In contrast, MTN Uganda, strategic strength focuses on quality and innovation a module that has been tailored to match the company's considerably competitive landscape in the telecommunications sector. Whilst the preceding present a foundation for understanding "where tlte business is" and were it desires to be" (Porter 1985) the search for empirical evidence was not ascertained due to the limited time that I had in conducting this research. Remarkably, this paper, particularly evaluates the efficacy of the strategic approaches adopted by the companies applied as the illustrative with the view of interalias assessing the practical consequences of the polar extol of the generic strategic analytical tools. Thompson et a! (2005) cited Hamel and Prahalad eludes that the substance of strategy lies in creating tomorrow's competitive advantages faster than competitors imitate the ones you have today. In a more proactive stance, Pmier (2004) in what he revised 'what is strategy?', business success, implores a dynamic practical strategy to prevail, but this should translate its objectives into a positive bottom line, a competitive edge and a more positive brand corporate image. Evidently, SBL and MTN Uganda are vanguards of the revolutionary strategic thinking, in which perceptively generic strategy analysis and choice is increasingly becoming very unpopular, but rather a more robust, interactive and goals congruence being advocated by both academics and practitioners