According to Jeyarathmm (2007), a company obtains competitive advantage over others

when its profit rate is higher than the industry average. He further mentions that once a firm
obtains competitive advantage, it should be sustained throughout by remaining cognisant of
the internal and external environmental factors that could have an impact on its competitive
position.
Bowman’s Strategy Clock is an analytical model used to analyse the competitive position of a
company in comparison to other companies in the industry. Bowman’s Strategy Clock is
based on two axes, which highlight eight generic strategies on which a company’s
competitive strategy can be based. The axes represent customer-perceived value and price
(Echchakoui, 2018).
A company can choose a position that offers it the most competitive advantage in the market
as compared to its competitors and results in its growth, development and achievement of its
business objectives. Roofings Limited (Roofings) is one of the largest steel manufacturing
companies in Uganda, with its market extending up to neighboring countries like Kenya,
Tanzania, Rwanda, Burundi, Democratic Republic of Congo and South Sudan. Roofings
offers a high level of perceived value to its customers. The company employs a
differentiation strategy, which is in position four on the Bowman’s Strategy Clock.
In the East African region market, there is a high demand for quality steel products. Roofings
charges a high unit price than the industry average due to the value added through use of
quality raw materials to produce a variety of quality building steel products compared to its
competitors. This has created a good reputation for Roofings and therefore, customers are
willing to pay high prices because of the quality and reliability of the Roofings steel products.
In addition, Roofings is continuously innovating new steel products using new and improved
technology, as a result of the changing needs and wants of customers. This grants Roofings
an opportunity to have unique products that most of its competitors do not have, therefore
allowing the company to charge high prices, hence a strong competitive position.
Through a strong brand presence as a result of aggressive marketing campaigns, Roofings has
created a large customer base due to the high perceived value that the customers have of
Roofings products. Branding has also contributed to distinction of Roofings steel products
from those of competitors through registered trademarks. The Roofings brand signals a
certain level of quality so that satisfied buyers can easily choose the Roofings steel products
again. This brand loyalty has provided predictability and security of demand for the company
and has created barriers to entry for other companies in the industry. It has also translated into
willingness to pay higher price by consumers. As a result, the company has registered better
performance, which in turn, has created greater value for the shareholders. Branding has also
created a powerful and lasting connection with customers resulting in a competitive
advantage for the company.
Roofings Limited’s penetration of the steel markets in countries around the East African
region indicates that the company has analysed the dynamics of these various markets.
Therefore, to maintain its competitive position, the company regularly analyses consumer
dynamics in these markets.
References
Jeyarathmm, M. (2007) Strategic Management. Mumbai: Global Media.
Echchakoui, S. (2018) ‘An analytical model that links customer-perceived value and
competitive strategies’ Journal of Marketing Analytics, 6(4), pp. 138-149. doi:
10.1057/s41270-018-0043-9 (Accessed: 30 September 2022)