Competitive Strategies as Predictor of Small and Medium Enterprises (SMES) Performance in Selected States in North Central Nigeria

Garba; Sule Jaafaru Ph.D; Alabi; John Olatunji Ph.D; Ibikunle Babatunde M.Sc

doi:10.56201/ijebm.vol.12.no7.2026.pg1.14

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Competitive Strategies as Predictor of Small and Medium Enterprises (SMES) Performance in Selected States in North Central Nigeria

Garba, Sule Jaafaru Ph.D, Alabi, John Olatunji Ph.D , Ibikunle Babatunde M.Sc

Abstract

Small and Medium Enterprises play a critical role in employment generation, innovation, and economic development in Nigeria. However, increasing competition, technological changes, and environmental uncertainty have made business survival and profitability more challenging for SMEs. Although previous studies have examined competitive strategies and organizational performance, limited empirical evidence exists on how competitive strategies predict SME performance in North Central Nigeria. This study therefore addressed this gap by investigating the influence of differentiation strategy, focus strategy, cost leadership strategy, capability analysis strategy, and competitive analysis strategy on the profitability and performance of SMEs in selected states in North Central Nigeria. The study adopted a quantitative survey research design. The target population comprised selected SMEs operating in Kogi, Benue, Niger, and Plateau States, drawn from the bakery, hospitality, and eatery sectors. Primary data were collected through structured questionnaires administered to SME owners, managers, and supervisors. Descriptive statistics, correlation analysis, and multiple regression analysis were employed to analyze the data and test the hypotheses. The findings revealed that competitive strategies significantly predict SME performance. Focus strategy showed a positive and significant effect on profitability, while competitive analysis strategy also exerted a positive and significant influence on SME performance. Differentiation strategy demonstrated a significant relationship with profitability, whereas cost leadership and capability analysis strategies showed weaker statistical effects. Overall, the regression model confirmed that the combined effect of competitive strategies significantly explains variations in SME profitability and organizational performance. The study further established that SMEs that effectively target niche markets, P-ISSN 2695-186X understand customer needs, monitor competitors, and implement strategic management practices achieve better profitability, customer retention, operational efficiency, and long-term sustainability. The study concludes that competitive strategies are indispensable tools for enhancing SME performance in North Central Nigeria. SMEs that strategically position themselves through market focus, competitor intelligence, innovation, and effective resource utilization are more likely to achieve sustainable growth and competitive advantage. The study recommends that SME operators strengthen market segmentation, improve customer relationship management, invest in innovation and branding, adopt effective cost-control measures, and regularly review their competitive strategies to align with changing market conditions.

Keywords

Competitive strategySMEs PerformanceFocus StrategyDifferentiation Strategy

References

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Competitive Strategies as Predictor of Small and Medium Enterprises (SMES) Performance in Selected States in North Central Nigeria

Abstract

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