International Journal of Rural Development, Environment and Health Research (IJREH)
ISSN: 2456-8678
[Vol-5, Issue-3, May-Jun, 2021]
Issue DOI: https://dx.doi.org/10.22161/ijreh.5.3
Article DOI: https://dx.doi.org/10.22161/ijreh.5.3.5
Real Estates Strategies: Analysis of Strategic
Management Practices in Real Estate Companies
Bayad Jamal Ali1, Govand Anwar2
1Business
Administration Department, Komar University of Science and Technology, Sulaimani 46001, Kurdistan Region – Iraq
of Business Administration, College of Administration and Financial Sciences, Knowledge University
44001 Erbil, Kurdistan Region, Iraq
2Department
Received: 06 Apr 2021; Received in revised form: 09 May 2021; Accepted: 21 May 2021; Available online: 07 Jun 2021
©2021 The Author(s). Published by AI Publications. This is an open access article under the CC BY license
(https://creativecommons.org/licenses/by/4.0/)
Abstract— The goal of the research is to look into strategic management methods in Erbil's real estate
industry. Real estate organizations are currently in need of strong strategy management methods as well as
a defined company direction. This investigation took place at Erbil's real estate firms. The researchers
gathered important information about strategic management in real estate organizations using a quantitative
methodology. The current study enlisted the participation of 444 people. The overall findings revealed that
the most effective strategy for real estate businesses is cost leadership strategy, because Erbil is currently
experiencing a severe economic and financial crisis, and real estate companies should implement acquisition
strategy to avoid bank bankruptcy and liquidation. Furthermore, the experts recommended that the
combination of cost leadership and differentiation strategy be investigated further.
Keywords— Generic Strategy, Common Strategy, Competitive Advantage, Real Estate.
I.
INTRODUCTION
Real estate demand has increased and evolved dramatically
in recent years, and many investors believe that real estate
investment will continue to be a major source of
competitive advantage in the future (Top & Ali, 2021). In
Erbil, real estate is regarded as one of the most important
and rapidly developing assets (Talim, et al. 2021). Erbil has
recently been identified as one of the most promising
markets for investments, notably in real estate (Sorguli et al.
2021). The size of the real estate industry has been steadily
increasing, allowing more investors to enter the market.
Furthermore, it is one of Iraq's most important business
contributions (Saleh et al. 2021). Strategic management
entails formulating a strategy and putting it into action, all
while taking into account the internal and external
environments in which a company competes in the
marketplace (Sabir et al. 2021). To manage and lead their
businesses to a better level of performance and obtain a
competitive edge, real estate companies now need to
employ effective strategic management approaches (Jamal
et al. 2021). Real estate firms are committed to establishing
and implementing time management systems in order to
achieve all deadlines for activities and responsibilities
(Ismael et al. 2021). Real estate corporations have faced
rising expenses of production and development in recent
decades, resulting in higher prices for their products
(Hamza et al. 2021). Competition has risen amongst real
estate corporations, and getting into new businesses is
competitive. As a result, strategic management techniques
take into account the management that is required in today's
competitive industry (Hameed & Anwar, 2018). Strategic
management demonstrates the necessary method and
technique for directing and leading an organization,
including organizational vision, mission (Faraj et al. 2021),
and improving the current business plan in order to achieve
and obtain these goals, as well as allocating the necessary
resources to carry out the organizational business plan
(Demir et al. 2020). This study employs strategic
management practices to help real estate companies obtain
and maintain a competitive advantage over their
competitors in a competitive environment by focusing on
the five forces model, which includes (Aziz et al. 2021):
industry rivals, industry competitors, industry rivals,
industry rivals, industry rivals, industry rivals, industry
rivals, industry rivals, industry rivals (Anwar, K., & Louis,
2017), industry rivals, industry rivals, industry rivals,
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Bayad Jamal Ali et al. / Real Estates Strategies: Analysis of Strategic Management Practices in Real Estate Companies
industry rivals, industry rivals (Anwar, 2017) How
competitive are real estate companies in Erbil, especially in
Erbil city? Threat of new entrants, buyer power, substitute
product powe (Anwar, 2017)r, and supplier power are all
factors to consider. The core of strategic management is the
idea and belief that strategy aligns the organization's
shortcomings and strengths with the external environment's
opportunities and threats (Anwar, 2016). The following six
strategic management tasks were established by (Anwar &
Surarchith, 2015): 1) goal setting, 2) environmental
analysis, and 3) strategy design, 4) evaluation, 5)
implementation, and 6) management (Anwar & Shukur,
2015).
II.
LITERATURE REVIEW
Overview of Strategic Management
The term "strategic management" can be defined in a variety
of ways. Strategic management, according to (Anwar &
Qadir, 2017), is a combination of actions and decisions that
determines the long-term performance of a company. It
entails scanning both the internal and external
environments, developing strategies such as strategic
planning, implementing strategies, and monitoring and
controlling them (Anwar & Ghafoor,2017). Strategic
management, according to Dess and Miller (1993), is a
process that includes three core organized activities:
strategic analysis, strategy design, and strategy
implementation (Anwar & Climis, 2017).
Lamb (1984) defined strategic management as “an ongoing
process that measures, assesses, and monitors the entire
business (Anwar & Balcioglu, 2016); evaluates and
determines competitors, and sets long-term goals and
strategies in order to compete against all potential
competitors; and then applying annual or quarterly
assessments for each strategy (Anwar & Abdullah, 2021)to
ensure strategy implementation has taken place successfully
(Anwar & Abd Zebari, 2015). (Andavar et al. 2020) It is
possible to define strategic management as a process of
conception, implementation, evaluation, and control. It is a
method for gaining competitive advantages for a company.
In order to retain and survive in the market place, every
firm, regardless of its size, capital, or other factors, must
have well-planned strategic management (Ali, et al.
2021).The basic purpose of strategic management is to
achieve this (Ali, 2021). Due to the abrupt change of the
century towards technology and science, as well as the huge
change in society's ideas and scope of life, as well as the
rivals' competition (Ali, 2020), there is an urgent need for
strategies to achieve the goals and objectives set by the
organization because it shows the way to achieve them in an
easier and shorter time (Ali, 2016).
Every organization has a set of long-term and short-term
goals and objectives. They require a strategy to achieve their
goals and objectives (Ali, 2014), hence the path to longterm goals is referred to as a strategy (Ali et al. 2021).
Organizations follow a strategy pattern that aids them in
achieving their long-term objectives (Ali et al. 2021). To put
it another way, where are we right now? What direction do
we wish to take? And what are our options for getting there
(Ali et al. 2021)? This sequence of action leads to the
management of the organization's relationship with its
surroundings. We can ensure that the organization is
following the most effective pattern to achieve its purpose
by using a strategic plan (Ali & Anwar, 2021). Many
authors have authored essays about strategy, each defining
it in their own unique way (Akoi et al. 2021). “Strategy is
the determination of the core long-term aims and objectives
of a company, as well as the choice of courses of action and
the allocation of resources for achieving these goals,”
according to (Ahmed et al. 2021) It is defined as “the pattern
of aims, purposes, or goals, and major policies and plans for
reaching these goals presented in such a way as to describe
what business the firm is or is to be in the kind of firm it is
or is to be (Ahmed et al. 2021). (Abdullah et al. 2021)
defined strategy as "the pattern of decisions in a company
that determines and reveals its objectives, purposes, or
goals, produces the primary policies and plans for achieving
those goals, and defines the range of businesses that the
company will pursue, the mind of economic and human
organization it is or intends to be, and the nature of the
economic and non-economic contributions it will make."
(Ali & Anwar, 2021) is a writer who is well-known for his
contributions to the field In Competitive Strategy, the
Harvard professor puts strategy in simple terms: "A general
formula for how a corporation will compete, what its goals
should be, and what policies would be required to achieve
these goals. (Ali, et al. 2021) defined strategy as "the
mediating force or "match" between the organization and
the environment in which they operate." Because each
author defines and discusses strategy in his or her own
unique way, it is clear that strategy is a broad term that is
critical to an organization's success in accomplishing its
goals and objectives (Anwar & Abd Zebari, 2015). A
company's strategy follows a set of steps until it is
completed; it begins with the creation of a vision, then a
mission, followed by a scan of the environment in which the
firm operates, devising a plan (Anwar & Abdullah, 2021),
and finally putting the strategy into action. The basics of
strategic management will be discussed first, followed by
the methodology and implementation (Anwar & Balcioglu,
2016).
Strategic management, according to (Anwar & Climis,
2017), is an art and science that entails the formulation,
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implementation, and evaluation of cross-functional
decisions that enable an organization to achieve its goals.
Strategic management integrates all aspects of an
organization, including management, operations, research
and development, accounting, and information, in order to
achieve long-term growth and profitability (Anwar &
Ghafoor,2017). In a similar spirit, Wheelen and Hunger
(2002) defined strategic management as the collection of
managerial decisions and activities that determines an
organization's long-term performance. The formation of a
strategic plan is what strategic management is all about
(Anwar & Qadir, 2017).
It entails the deployment and implementation of strategic
plans, as well as their subsequent measurement and
evaluation (Anwar & Shukur, 2015). Setting out the plan
and distributing it to all members of the organization is what
deployment entails. Allocating resources to the plan, as well
as executing the appropriate activities, are all part of the
implementation process (Anwar & Surarchith, 2015).
Measurement and evaluation involve evaluating the entire
implementation process, as well as tracking how the
company responds to these actions in order to update the
strategy. (Anwar, 2016) defines strategic management as
the analysis, decisions, and actions taken by a company to
achieve and maintain a competitive edge. The processes of
analysis, choice, and action are the first key elements that
may be extracted from this definition (Anwar, 2017). The
process of analysis entails determining strategic goals, such
as vision, mission, and objectives, while taking into account
the firm's internal and external environments. It is critical to
make judgments based on analysis; a company must pick
which industry to compete in and how it should compete in
that sector (Anwar, 2017). Actions must be taken after
decisions have been made; analysis and decisions are
useless unless they are followed through on. In order to
accomplish their given strategies, organizations must adopt
well-considered actions. The creation of competitive
advantage is the second factor in the definition of strategic
management (Anwar, K., & Louis, 2017). Some companies
do better than others as a result of their strategies; strategic
management gives managers with the information they need
to determine how their companies compete in order to
achieve long-term growth and profitability (Aziz et al.
2021). Strategic management is primarily concerned with
maintaining competitiveness and making decisions.
Organizations are continuously battling for resources that
will assure appropriate earnings and guaranteed returns on
investment for shareholders. (Hameed & Anwar, 2018)
defined four characteristics of strategic management. The
first is organizational goals and objectives; every firm's
work must be aimed toward achieving goals and objectives
that are beneficial to the organization's overall well-being.
What appears to be excellent for one part of the company
may be bad to the entire company. A good example is a
company's research and development department producing
a high-quality product that becomes too expensive for
customers to afford when compared to competing items on
the market. The second characteristic is that various
stakeholders are involved in the decision-making process
(Anwar & Abdullah, 2021). Owners, employees, clients,
suppliers, and the general public are examples of
stakeholders, which comprise people, groups, and
organizations who are directly or indirectly affected by an
organization's success or failure. In order to make good
decisions, a manager must consider all of these stakeholders
(Anwar & Balcioglu, 2016). For example, a choice that is
solely focused on maximizing profit for the owner may
negatively impact staff, resulting in poor customer service.
The focus on both long and short term perspectives is the
third characteristic of strategic management. Managers
must maintain a long-term vision while still focusing on
current situations and requirements. According to studies,
most managers take a short-term approach to improving
their performance (Anwar & Climis, 2017). Performance at
the expense of long-term value creation. The fourth
characteristic is the ability to recognize trade-offs between
efficiency and effectiveness; efficiency refers to doing
things correctly, while effectiveness refers to doing the right
thing (Anwar & Ghafoor,2017). Managers must make
effective use of resources while also focusing on achieving
organizational goals (Anwar & Qadir, 2017). Focusing on
activities that only achieve short-term objectives may have
an adverse effect on long-term goals (Anwar & Surarchith,
2015). Strategic management may be traced back to the
1950s, when it was known simply as "company policy,"
according to (Anwar, 2016). Strategic management has
evolved into an eclectic profession that draws from a variety
of theoretical frameworks in recent years. The industrial
organization theory, resource-based theory, and
contingency theory are three of the most common
viewpoints. According to industrial organization theory, in
order to flourish in the industry in which it operates, an
organization must adapt to the forces that exist inside it.
Firms that have advantageous structures in place are more
likely to thrive, according to the industrial organization. It
is more necessary for firms to carefully choose which
industry to operate in than than figuring out how to compete
in that market. The resource-based theory is the polar
opposite of the industrial organization theory in that it views
performance primarily as an organization's capacity to
effectively and efficiently use its resources. Regardless of
environmental opportunities and challenges, distinctive
competence is attained when a company uses its most
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valuable asset to set itself apart from competitors, resulting
in a competitive advantage (Anwar, 2017).
o
Generic strategies
Cost leadership
Marketing according to business‟s reputation considers not
important in this situation, therefore the features of
service/products should be measurable prior to
consumption. In this case it is proposed that purchasers are
price sensitive (Anwar, 2017). Price leadership strategy,
consequently, is most successful in predictable and stable
environments; meanwhile environments that are changing
frequently and unpredictable will make severe
diseconomies for businesses attempting to sustain this kind
of strategy. Subsequently the supply side is stable this will
lead to generate (Anwar, K., & Louis, 2017) innovative
competition in regard with differential competencies and so
on. Though, particular external and internal factors are
needed to be measured by a business (using price leader) for
the fruitful execution of this kind competitive strategy
(Anwar, K., & Louis, 2017). For instance, businesses are
practicing price leadership strategy may require an
organizational structure that have positive influence on
sophisticated cost control systems; cost information
systems, repetitive procedures, standard and so on. (Anwar
& Abd Zebari, 2015) debated, in this condition, the simple
economics of oligopoly which might result to one of two
assumptions: with the chief strategic factor being
production modification, with price being the strategic
variable, competition will be decrease incomes to usual
levels, businesses will maximize the profit, alike abovenormal incomes. With a differentiated cost structure,
though, economic philosophy expresses that a business
might be able to dominate price, and therefore become a
price leader of whichever a leading or barometric kind. In
the situations complicated here, supremacy of this kind is
the only method to make superior outcome (Anwar &
Abdullah, 2021). It pursues from previous debate that
differentiated costs might happen due to either structural
features or market/size-share differentials that generate total
cost (dis)advantages (Anwar & Balcioglu, 2016).
Differentiation strategy
This strategy suggests a steady supply side to enable
business activity but in this case the cost of differentiation
will be added, and the significance of the demand side
activities in the market place. A strategy of being lower cost
needed in this case to make and have additional source of
investments to execute differentiation features; in order to
obtain and distinguishes product or service from the other
competitors, businesses are required to follow several
methods or techniques for example (Anwar & Climis,
2017):
o
o
An effective learning technique: An effective learning
technique is frequently viewed as the successful economies
outcome from reproduction and replication of performances
and activities that guide the organization to improve their
competence and efficiency. (Hill,1988), debates that an
effective learning technique is one of the supreme
significance in the situation of innovation; while, an
effective learning tactic also measured to be the most
significance in the situation of innovation, even in case of
these tactics are just practice or everyday‟s routine (Anwar
& Ghafoor,2017).
Economies of scales: are viewed as a technique to illuminate
the standard costs in the future because of growth and
improvement dimensions and f concentration. Economies
of scope come from participating and sharing of resources
among business departments, which decreases the
economic cost of creating a variety of products (Anwar &
Qadir, 2017).
Capital/ Labour substitution: compromises replacement or
alternative employee or capital to enhance and develop the
effectiveness (Anwar & Shukur, 2015)
Focus strategy
In this case the supply side seems to be different; however
the demand side seems to be the same as previous strategy.
The central purpose of focus strategy to create and set up a
modern procedure and development characteristics (Anwar
& Surarchith, 2015), moreover, to execute the focus
strategy, it is mandatory to have superior outcome to raise
the price of the service or product. The focus strategy is the
important and successful concerning of organizational
environment which is continuously growing and enhancing
(Anwar, 2016); accordingly, it was found not to be simple
to understand consumers‟ need and demand. Furthermore,
from the side of the organization, (for example;
implementing the strategy of differentiation) are inventive
in providing modern tactic to obtain competitive advantage
(Anwar, 2017).
Common strategies
Growth strategy
Growth strategy is purposed to gain bigger amount of the
share of the market, though at the expenditure of short-term
incomes. Numerous associations neglect to accomplish
their craved development focuses in income and gainfulness
(Abdullah et al. 2021). Taking into account our exploration
and experience, there are two noteworthy reasons: first is,
deficient thought of chances inside the center business,
neighbouring the center business or inside new client subfragments, and second reason is a hierarchical framework
that can't bolster effective execution (Ahmed et al. 2021).
According to (Ahmed et al. 2021), in any case, supervisors
can do certain things to enhance the odds for achievement.
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This thesis will portray one such thing supervisors can do,
specifically fabricate an orderly structure made out of three
methodologies for development and three key components
for fruitful execution. The thesis will likewise clarify how
the three systems and three key components build the
likelihood for achievement (Ali & Anwar, 2021).
Acquisition strategy
When we discuss acquisitions, we are discussing various
distinctive exchanges. These exchanges can run from one
real-estate companies converging with other real-estate
companies to make other real-estate companies to directors
of a real-estate companies (Ali et al. 2021)obtaining the
real-estate companies from its stockholders and making a
private real-estate companies. We start this area by taking a
gander at the distinctive structures taken by (Ali et al. 2021)
Acquisitions; proceed with the segment by giving a diagram
on the securing process and close by analyzing the historical
backdrop of the acquisitions in any sector (Ali, 2014).
According to (Ali, 2016), acquisitions can be inviting or
unfriendly occasions. In a cordial securing, the directors of
the objective real-estate companies welcome the obtaining
and, now and again, search it out. In an unfriendly
obtaining, the objective association's administration does
not have any desire to be procured. The obtaining real-estate
companies offers a cost higher than the objective company's
business sector cost preceding the securing and welcomes
stockholders in the objective real-estate companies to
delicate their shares at the cost (Ali, 2020).
Price skimming strategy
Price skimming' includes charging a moderately high cost
for a brief timeframe where another, inventive, or
abundantly enhanced item is dispatched onto a business
sector. The goal with skimming is to "skim" off clients why
should willing pay more to have the item sooner; costs are
brought down later when interest from the "early adopters"
falls (Ali, 2021). The accomplishment of a price skimming
tactic is to a great extent reliant on the inelasticity of interest
for the item either by the business sector all in all, or by
certain business sector portion. High costs can be
appreciated in the transient where interest is generally
inelastic. In the fleeting the supplier profits by 'imposing
business model benefits', however as gainfulness
increments, contending suppliers are prone to be pulled in
to the business sector (contingent upon the boundaries to
passage in the business sector) and the cost tends to fall as
rivalry increments. The principle goal of utilizing a value
skimming system is, in this way, to profit by high fleeting
benefits (because of the freshness of the item) and from
powerful market division (Ali, et al. 2021).
Fig.1. Conceptual framework
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Bayad Jamal Ali et al. / Real Estates Strategies: Analysis of Strategic Management Practices in Real Estate Companies
Research Hypotheses
H1: There is significant and positive association between
growth strategy and competitive advantage
H2: There is significant and positive association between
acquisition strategy and competitive advantage
H3: There is significant and positive association between
price skimming strategy and competitive advantage
H4: There is significant and positive association between
differentiation strategy and competitive advantage
H5: There is significant and positive association between
focus strategy and competitive advantage
H6: There is significant and positive association between
cost leadership strategy and competitive advantage
H7: There is significant and positive association between
common strategy and competitive advantage
H8: There is significant and positive association between
generic strategy and competitive advantage
III.
Procedures Used for Generating, Collecting and
Evaluating Data
The authors collected data for this research by handling out
surveys as primary research method. The survey is
organized and handed out to all staffs including top level of
management, middle level of management and lower level
of management for real estate businesses in Erbil.
Moreover, the secondary research method is required for
conducting this study by concentrating on the up-to-date
articles, strategic management books and related researches
concerning strategic management, real estate, investment
and competitive advantage.
Instrument for Measuring (Scales)
The survey is prepared as multiple choice inquiries. The
respondents were requested to rate their agreement on each
unit based on a Likert scale. The survey is prepared and
modified from the resources (Kotha & Vadlamani, 1995;
Bordean, et al., 2010; Nayyar, 1993; Allen, et al., 2007;
Jung, 2014; Furrer, et al., 2008; Kinyuira,2014 and Gichohi,
2015).
METHODOLOGY
The research was carried out at the real estate companies in
Erbil. The researchers used a quantitative technique to
collect significant information concerning the strategic
management in real estate companies.
Research Design
The researchers utilized a survey in order to gather data
about the analysis of strategic management study in real
estate companies and its relationship with competitive
advantage. The survey consisted of two parts. The first part
included the followings; background questions of
participants for instance; participants‟ education,
participants‟ age, years of experience in respondent‟s
marital status. The second section of the questionnaire
consisted different question regarding to the strategic
management in real estate companies consisting of (growth
strategy, acquisition strategy, price skimming strategy, cost
leadership strategy, differentiation strategy and focus
strategy).
Target Population and Sampling
The researchers utilized a random sampling technique to
gather information and data from real estate businesses, the
main purpose of random technique to give an equal chance
to the entire population. The authors distrusted 500 survey
questionnaires in a hard copy format; however, 444
questionnaires were received and being completed properly
accordingly the effective sample size of the current research
= 444 respondents.
IV.
ANALYSIS AND FINDINGS
Reliability test
Table 1. Reliability Test
Variable
Cronbach's
Alpha
N of Items
Growth strategy
.815
4
Acquisition
strategy
.770
6
Price skimming
.895
10
Differentiation
strategy
.745
6
Focus strategy
.733
6
Cost leadership
.786
6
As seen in table (1), the reliability tests for the current study,
the researchers finds out the Alpha for growth strategy
=.815 for four items since .815 is greater than .6
(Kothari,2005), therefore all dimensions utilized for growth
strategy found to be reliable for this study, the value of
Alpha for acquisition strategy =.770 for six dimensions, it
was found that all six dimensions utilized for acquisition
strategy found to be reliable, the value of Alpha for price
skimming strategy =.895 for ten dimensions, it was found
that all ten dimensions utilized for price skimming strategy
found to be reliable, the value of Alpha for differentiation
strategy =.745 for six dimensions, it was found that all six
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dimensions utilized for differentiation strategy found to be
reliable, the value of Alpha for focus strategy =.733 for six
dimensions, it was found that all six dimensions utilized for
focus strategy found to be reliable, and the value of Alpha
for cost leadership strategy =.786 for six dimensions, it was
found that all six dimensions utilized for cost leadership
strategy found to be reliable.
Sig. (2-tailed)
.000
N
444
Cost
leadership
Correlation analysis
.077**
Table 2. Correlation Analysis
Pearson
Correlation
Variables
Competitive
advantage
.186**
Growth strategy
Sig. (2-tailed)
.000
N
444
Acquisition
strategy
.000
N
444
Price
skimming
Focus
strategy
N
444
.224**
Sig. (2-tailed)
.000
N
444
Generic
strategy
.132**
Sig. (2-tailed)
.000
N
444
.061**
Sig. (2-tailed)
.000
N
444
Differentiati
on
strategy
.000
Common
strategy
.307**
Sig. (2-tailed)
Sig. (2-tailed)
.161**
Sig. (2-tailed)
.000
N
444
.155**
As seen in table (2), the correlation analysis, it can be seen
that the growth as independent variable has significantly
correlated, r =.186 ** this demonstrates that there is a weak
correlation between growth as independent variable and
competitive as dependent variable, concerning acquisition
as independent variable has significantly correlated, r =.307
**
this demonstrates that there is a weak correlation between
acquisition as independent variable and competitive as
dependent variable, concerning price skimming as
independent variable has significantly correlated, r =.061 **
this demonstrates that there is a weak correlation between
price skimming as independent variable and competitive as
dependent variable, differentiation as independent variable
has significantly correlated, r =.161 ** this demonstrates that
there is a weak correlation between differentiation as
independent variable and competitive as dependent
variable, concerning focus as independent variable has
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significantly correlated, r =.155 ** this demonstrates that
there is a weak correlation between focus as independent
variable and competitive as dependent variable, concerning
cost leadership as independent variable has significantly
correlated, r =.077 ** this demonstrates that there is a weak
correlation between cost leadership as independent variable
and competitive as dependent variable, concerning common
as independent variable has significantly correlated, r =.224
**
this demonstrates that there is a weak correlation between
common as independent variable and competitive as
dependent variable, and concerning generic strategy as
independent variable has significantly correlated, r =.132 **
this demonstrates that there is a weak correlation between
generic strategy as independent variable and competitive as
dependent variable. The findings indicated that the
generally the correlation between dependent factor and
independent factors are weak.
Multiple Regression Analysis
Table 3. Multiple Regression Analysis
Independent
variable
Coefficients
t-value
P-value
Growth
.135
1.578
.001
Acquisition
.260
2.498
.000
Prince
Skimming
.129
1.376
.001
Differentiatio
n
.131
.603
.005
Focus
.090
.438
.005
Cost
leadership
.779
2.498
.000
Common
Strategy
.285
1.775
.000
Generic
Strategy
.315
.882
.000
R2
.076
F value
5.946
.000
Dependent Variable: Competitive Advantage
The researchers utilized multiple regression method to
examine the relationship between each independent factor
and dependent factor. In this section the researchers
attempted to find the relationship between eight
independent variables and competitive advantage as
dependent variable. As seen in table (3) the result of first
hypotheses, growth strategy has significantly predicted
competitive advantage (the value Beta = .135, p<.001,
therefore the researchers came to conclude that growth has
significant relationship competitive advantage accordingly
the first research hypothesis supported, the result of first
hypotheses, acquisition strategy has significantly
predicted competitive advantage (the value Beta = .260,
p<.001, therefore the researchers came to conclude that
acquisition has significant relationship competitive
advantage accordingly the second research hypothesis
supported, the result of third hypotheses, price skimming
strategy has significantly predicted competitive advantage
(the value Beta = .129, p<.001, therefore the researchers
came to conclude that price skimming has significant
relationship competitive advantage accordingly the third
research hypothesis supported, the result of fourth
hypotheses, differentiation strategy has significantly
predicted competitive advantage (the value Beta = .131,
p<.001, therefore the researchers came to conclude that
differentiation has significant relationship competitive
advantage accordingly the fourth research hypothesis
supported, the result of fifth hypotheses, focus strategy has
significantly predicted competitive advantage (the value
Beta = .090, p<.001, therefore the researchers came to
conclude that focus has significant relationship
competitive advantage accordingly the fifth research
hypothesis supported, the result of sixth hypotheses, cost
leadership strategy has significantly predicted competitive
advantage (the value Beta = .779, p<.001, therefore the
researchers came to conclude that cost leadership has
significant relationship competitive advantage accordingly
the sixth research hypothesis supported, the result of
seventh hypotheses, common strategy has significantly
predicted competitive advantage (the value Beta = .285,
p<.001, therefore the researchers came to conclude that
common has significant relationship competitive
advantage accordingly the seventh research hypothesis
supported and finally the result of eighth hypotheses,
generic strategy has significantly predicted competitive
advantage (the value Beta = .315, p<.001, therefore the
researchers came to conclude that generic has significant
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Bayad Jamal Ali et al. / Real Estates Strategies: Analysis of Strategic Management Practices in Real Estate Companies
relationship competitive advantage accordingly the eight
research hypothesis supported. It was found that the
competitive advantage‟s overall difference could be
measured by its variance. The value of R square = .275 this
indicates that 28% of total variation in competitive
advantage has been explained by all independent variables,
and the value F in this analysis for all independent
variables = 10.816, it is greater than 1 as seen in table
above, therefore; there is a significant relation between all
independent variables and dependent variable.
V.
DISCUSSIONS
The results of this study are discussed and developed with
themes generated from the research model developed by the
researchers. The main aim of current study was to examine
real estate strategy and its relationship with competitive
advantage in Erbil and to find out which strategy is better
than other strategy to gain competitive advantage. The
researchers developed eight research hypotheses as seen in
research model (figure-1- ), to test eight research
hypotheses.
To test the first research hypothesis which stated
that there is a positive association between growth strategy
and competitive advantage in real estate businesses in Erbil,
the researchers subjected to the multiple regression analysis
is to estimate the how growth strategy will influence and
change competitive advantage in real estate businesses and
predict, it was found that growth strategy has significant
relationship competitive advantage accordingly the first
research hypothesis supported. According to (Day
&Baer,2007), Growth strategy is purposed to gain bigger
amount of the share of the market, though at the expenditure
of short-term incomes. According to (Leminen &
Westerlund, 2012), The growth strategy highlights the
association's benefit making target Real-estate companies
using the adventure practice ought to be business sector
situated. Market-situated real-estate companies misuse the
current assets in a productive way. Abuse incorporates
refinement, decision, creation, proficiency, determination,
usage, and execution as methodologies in asset catching. It
comprises of just a negligible refinement of existing
innovation, in light of the fact that the exploitative realestate companies manage a value rivalry with an abnormal
state benefit objective. Market introduction and business
execution have a solid positive connection, especially in
land organizations. The growth strategy‟s procedure
emphasizes the advancement improvement endeavors Realestate companies that investigate their way to development
should be advancement arranged. It is fundamental for the
real-estate companies to investigate new potential outcomes
and to grow new capabilities. Investigation alludes to a
company's catching of skills through exercises portrayed via
seek, variety, hazard taking, experimentation, play,
adaptability, revelation, and development. The extend
growth strategy‟s procedure proposes that a real-estate
companies is development situated with an abnormal state
of speculations and an abnormal state of profits. It refers to
a company's development to new markets and client areas.
Few organizations confront various requirements to
development, for example, constrained capital, time,
experience, and data assets. Hence, this procedure is testing
yet beneficial. Development desire is the most imperative
segregating trademark between development arranged and
no development situated business visionaries. It advances a
way reliant and self-strengthening movement toward for all
time quicker development. To test the second research
hypothesis which stated of the positive association between
acquisition strategy and competitive advantage in real estate
businesses in Erbil, the researchers subjected to multiple
regression analysis in order to find out the relationship
between each independent variable and dependent variable.
It was found that Acquisition strategy has significant
relationship competitive advantage accordingly the second
research hypothesis supported. According to (Jones &
Miskell,2007), Acquisitions can be inviting or unfriendly
occasions. In a crisis time, the executives of the real-estate
companies welcome the obtaining the acquisition strategy
in order to survive. In an unfriendly obtaining, the objective
association's administration does not have any desire to be
procured. The obtaining real-estate companies offers a cost
higher than the objective company's business sector cost
preceding the securing and welcomes stockholders in the
objective real-estate companies to delicate their shares at the
cost. When we discuss acquisitions, we are discussing
various distinctive exchanges. These exchanges can run
from one real-estate companies converging with other realestate companies to make other real-estate companies to
directors of a real-estate companies obtaining the real-estate
companies from its stockholders and making real-estate
companies. We start this area by taking a gander at the
distinctive structures taken by acquisitions; proceed with
the segment by giving a diagram on the securing process
and close by analyzing the historical backdrop of the
acquisitions in any sector. To test the third research
hypothesis which stated of the positive association between
price skimming strategy and competitive advantage in real
estate businesses in Erbil, the researchers subjected to
multiple regression analysis in order to find out the
relationship between each independent variable and
dependent variable. It was found that price skimming
strategy has significant relationship competitive advantage
accordingly the third research hypothesis supported.
According to (Hernandez,2012), The accomplishment of a
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Bayad Jamal Ali et al. / Real Estates Strategies: Analysis of Strategic Management Practices in Real Estate Companies
price skimming tactic is to a great extent reliant on the
inelasticity of interest for the item either by the business
sector all in all, or by certain business sector portion. High
costs can be appreciated in the transient where interest is
generally inelastic. In the fleeting the supplier profits by
'imposing business model benefits', however as gainfulness
increments, contending suppliers are prone to be pulled in
to the business sector (contingent upon the boundaries to
passage in the business sector) and the cost tends to fall as
rivalry increments. The principle goal of utilizing a value
skimming system is, in this way, to profit by high fleeting
benefits (because of the freshness of the item) and from
powerful market division. Price skimming' includes
charging a moderately high cost for a brief timeframe where
another, inventive, or abundantly enhanced item is
dispatched onto a business sector. The goal with skimming
is to "skim" off clients why should willing pay more to have
the item sooner; costs are brought down later when interest
from the "early adopters" falls. To test the fourth research
hypothesis which stated of the positive association between
differentiation strategy and competitive advantage in real
estate businesses in Erbil, the researchers subjected to
multiple regression analysis in order to find out the
relationship between each independent variable and
dependent variable. It was found that differentiation
strategy has significant relationship competitive advantage
accordingly the fourth research hypothesis supported.
According to (porter,1980), the main aim of differentiation
to set up an modern method quality and goods, moreover,
to execute this sort of the strategy, it is needed to obtain
higher outcome. Furthermore, from enterprise point of
view, (for example; rivaling on goods differentiation) are
inventive in generating new tactic to gain advantage over
the competitor. This approach reflects on the important and
successful concerning the environment forces surrounded to
the organization which is continuously growing and
improving. To test the fifth research hypothesis which
stated of the positive association between focus strategy and
competitive advantage in real estate businesses in Erbil, the
researchers subjected to multiple regression analysis to find
the relationship between, focus strategy and competitive
advantage; it was found that focus strategy has significant
relationship competitive advantage accordingly the fifth
research hypothesis supported. According to (porter,1980),
focus technique is the most effective concerning the internal
and external environment forces surrounded to the
organization which is continuously improving and growing.
Additionally, organization point of view which is the
supplier, (for example; rivaling on focus on particular
market segment) are inventive in making and developing
modern method to obtain advantage over the competitors.
The essential purpose of focus method to develop and make
an inventive course of action to produce goods, to execute
this sort of the strategy, it is needed to have better and higher
organizational outcome, accordingly increasing number of
customers. To test the sixth research hypothesis which
stated of the positive association between competitive
advantage and cost leadership in real estate investments, the
researchers subjected to multiple regression analysis in
order to find the relationship between each independent
variable and dependent variable. It was found that cost
leadership strategy has significant relationship competitive
advantage accordingly the sixth research hypothesis
supported. To test the seventh research hypothesis which
stated of the positive association between common strategy
(growth strategy, acquisition strategy and price skimming
strategy) and competitive advantage in real estate
businesses in Erbil, the researchers subjected to multiple
regression analysis in order to find the relationship between
each independent variable and dependent variable. It was
found that common strategy has significant relationship
competitive advantage accordingly the seventh research
hypothesis supported. To test the eighth research hypothesis
which stated of the positive association between generic
strategies and competitive in real estate investments, the
researchers refereed to multiple regression method to
examine the association between factors. It was found that
generic strategy has significant association with competitive
advantage therefore the eight research hypothesis
supported. According to the research findings and previous
studies, the researchers found that the communication is a
vital element for success during the Strategy formulation of
the real estate companies‟ plan. Without communication,
employees will not be able to perform any activities or tasks
((Neves and Eisenberger, 2012). Previous studies (Bryson,
1988, Gabor, 1990 and Keller, 1983) proved the importance
of strategic planning; it performs as a roadmap and guiding
tool for real estate companies in order to obtain
organizational goals, vision and mission. Furthermore,
besides being an essential tool for determining real estate
resource, it also performs as an essential tool for measuring,
assessing and controlling strategy implementation. Final,
essential aspect or tool should be determined in strategic
management planning is providing a written policy to
identify risks related with the business.
VI.
CONCLUSIONS
The researchers came to conclude that strategic
management practice are vital tools for every businesses
regardless their size, goal and field. Strategic management
works as a roadmap a guide for an organization in order to
be able to achieve its goals. However, the researchers
concluded that current real estate companies in Erbil
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Bayad Jamal Ali et al. / Real Estates Strategies: Analysis of Strategic Management Practices in Real Estate Companies
making less effort to formulate and implement the strategic
in all management level. This study highlighted both
positive and negative aspects of strategic management
practice in real estate companies such as strategic
communication and planning, organizational vision,
mission, goals, long term objective, financial aspects,
human resource and social responsibility. Furthermore,
negative aspects should be corrected in order to able real
estate companies to increase their chances to make the right
action in order to remain competitive in the marketplace.
Issue and negative aspect can be enhanced to obtain an
effective strategic management practices through
evaluating the strengths and weakness of long term affect
and the opportunities and threats of long term implications.
When it comes to organizational vision, this study showed
that real estate companies‟ have a clear vision and mission
which guide the company to achieve organizational goals.
Although companies have clear vision and mission but they
do not update their vision and mission during specific time
of period, every business should update their current vision
statement and mission statement. In today‟s competitive
environment most of businesses are updating their current
vision statement and vision statement to remain competitive
in the market place. Meanwhile, current company‟s vision
is not related to employee‟s tasks and duties. The
researchers concluded the significance of long term
objectives in Real estate companies. Objectives should be
determined explained business‟s mission. Business
objectives could be stated for what is to be obtained and
when outcome are to be achieved. When it comes to
generating strategies, it is essential to generate strategies in
Real estate companies effectively. The researchers
highlighted current real estate companies‟ issues such as
strategic policy manual, human resource management
strategies, human resource management strategies, change
management and resistance and evaluation and feedback
strategies. The researchers set two research questions which
stated that whether a good strategy lead to gain competitive
advantage in real estate investment and the second research
question stated that which strategy is better than other to
gain competitive advantage. To answer the research
questions, the researchers used a quantitative research
method through implementing single regression analysis to
find out the results of eight research hypotheses developed
by the researchers. Comparing two main real estate
strategies; common strategy and generic strategy, the results
revealed that generic strategy (cost leadership strategy,
differentiation strategy and focus strategy) seems to be more
effective comparing with common strategy in real estate
businesses. The value of beta for generic strategy = .315
while the value of Beta of common strategy = .285. When
it comes the comparison among three common strategies
(growth strategy, acquisition strategy and price skimming
strategy), the results revealed that the acquisition strategy
has the highest value while the price skimming strategy has
the lowest value and the comparison among generic
strategies (cost leadership strategy, differentiation strategy
and focus strategy), the results revealed that the highest
value is differentiation strategy and the lowest value is focus
strategy. The overall results revealed that the most effective
strategy is cost leadership strategy for real estate businesses,
since currently Erbil is covered with a heavy economics and
financial crisis, therefore to avoid bank bankruptcy and
liquidations; real estate companies should implement
acquisition strategy in order to remain in the marketplace.
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