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The strategic management process gives as a product the formulated strategy which is then implemented, evaluated and controlled. This process before being crowned with these stages had a different composition. Somewhere in the mid-1960s, strategic planning emerged, which preceded strategic management. It was a good way to steer businesses through strategies. But its main weakness was that it consisted only of the strategy formulation phase, so the final product of strategic planning was the strategy. Business history is fraught with failures that are based on past successful models. So even if a firm performs well today, no one guarantees it will survive tomorrow. This study is research that aims to investigate the level of implementation of the strategic management process in Albanian enterprises. Due to the time and material constraint of doing a survey of companies in all sectors in Albania, I have been limited to companies dealing with the production of bottled water, which serves as a representative sample for the final results as well as for further research into the future.

It is estimated that emerging economies will get over 1 billion international tourists by the year 2030. Strategic management researchers have severally recommended credible research in the area of strategy-structure coalignment in the hospitality industry. The purpose of this study was to analyze the influence of differentiation strategy-firm structure coalignment on performance of star rated hotels in Kenya. This study adopted positivism research philosophy and a descriptive-correlative research design. The population consisted of general managers and functional managers from Kenya’s three, four and five star rated vacation and town hotels as at 2018. Multi-stage sampling that included proportionate stratified sampling and simple random sampling was used. 267 hotel managers were sampled out of which 253 managers responded. The extent to which the hotels were pursuing differentiation strategy was measured by an analysis of the responses to the multi-item Likert scale questionnaire. Structural equation modeling was used for hypothesis testing. The study concluded that differentiation strategy-firm structure coalignment has no significant influence on performance of star rated hotels in Kenya. The study however revealed that differentiation strategy directly and positively affects hotel performance. This study recommends hotel managers to pursue a differentiation strategy that sets their hotel apart from others as this has direct positive effects on the performance of hotels.

The purpose of this study was to examine the influence of focus strategy-firm structure fit on the performance of star-rated hotels in Kenya. The study adopted the positivism research philosophy and descriptive-correlative research design. Multi-stage sampling that included proportionate stratified sampling and simple random sampling was used. The sample consisted of 267 general managers and functional managers from Kenya’s three, four and five star rated vacation and town hotels as in 2018. 253 managers responded out of which 59 respondents were found to represent hotels pursuing a focus strategy. Structural equation modeling was used for hypothesis testing. The study concluded that focus strategy-firm structure fit has a significant influence on the performance of star-rated hotels in Kenya. The study recommends that a hotel’s pursuit of focus strategy be internally consistent with its organizational structure.