Ayansola A. Ayankola, Bamidele S. Adeleke


This study examined the strategic advantage of service-differentiation on the competitive sustainability of firms in the Nigerian telecommunication sector. The specific aims was to ascertain the effect of excellent service-quality on the market share of telecom firms in Nigeria; and as well assess the effect of service differentiation on the Nigeria’s telecommunication firms’ public perceived image. Survey design was utilized and data was gathered through a closed-end structured questionnaire designed on 5-point Likert Scale. The main source of data was primary source and the target population consisted of staff of four main GSM telecomm firms (MTN, GLO, 9Mobile, and AIRTEL) in South west part of Nigeria. A sample size of 207 was drawn from the study population of 488. The formulated hypotheses were tested through Z-test statistics and Simple Linear Regression Coefficient at 0.05 significance level. The findings revealed that excellent service-quality impacted positively (i.e. increased) on the market share of telecommunication firms in Nigeria. The study further shows that service differentiation positively affected (i.e. enhanced) on the Nigeria’s telecommunication firms’ perceived image. It was concluded that there is a strategic advantage of service-differentiation on competitive edge and sustainability of Nigeria telecom firms. The study recommends that the Nigerian telecom organizations should concentrate on providing customers with a lifetime delivery value in order to continue to enjoy survival and effective operations in the sector.


JEL: L80, L90, L96


Article visualizations:

Hit counter



telephone services; service differentiation; competitive edge; market dominancy

Full Text:



Aaker, D. A. (2001) “Administrative Strategy” Porto Alegre, RS: Bookman

Acquaah, A., & Ardekani, M.Y. (2008). Does the implementation of a Combination competitive strategy yield incremental performance benefits? A new perspective from a transition economy in Sub-Saharan Africa. Journal of Business Research, 61(4), 346-354

Allen, R., & Helms, M. (2006).Linking Strategic Practices and Organizational Performance to Porter's Generic Strategies. Business Process Management, 12(4), 433-454.

Alvarez, C. H. (2001). Create image, gain a public confidence. Consulting to Management, 17(2), 27-29.

Ansoff, H. A. (1965). Corporate Strategy: An analytical approach to business policy for growth and expansion. New York: McGraw Hill.

Bacanu, B. (2010). Differentiation versus low cost strategies in Romania, Management and Marketing 5(2), 135-142

Barney, J. B., & Hesterly, W. (2006).Strategic management and competitive advantage: Concepts and Cases. Upper Saddle River, NJ: Pearson Prentice Hall

Baum, J. R., Locke, E. A., & Smith, K. G. (2001).A multidimensional model of venture growth. Academy of Management Journal, 44(2), 292-303.

Best, F. (2009) Understanding Business (8th Ed) London: Macmillan Publishers

Bharadwaj, R.D. (2000). The explicit economics of image management for banks. Industrial and Corporate Change, 9(2), 211-53.

Certo, S. C. & Peter, J. P. (1993) “Administraçãoe strategica: planejamento e implantação da estrategia”. São Paulo SP: Makron Books

Chandler, A. D. (2009) “Scale and scope: the dynamics of industrial capitalism”. Cambridge, MA, USA: Harvard University Press.

Fairhurst, A., & Moore, M.,(2003) Marketing capabilities and firm performance in fashion retailing, Journal of fashion marketing and management. 7(4), 386-397

Frost, F.A. & Kumar, M. (2000). INTSERVQUAL: an internal adaptation of the GAP model in a large service organization. Journal of Service Marketing, 14(5), 358-377

Hanwood, E. (2002). Organizational Image Management. Academy of Management Review, 21(1), 254-285

Hayes, R. H., & Schmenner, R.W. (1978). How should you organise manufacturing? Harvard Business Review, 56 (1), 105-18

Hills, C. W. L. & Jones, G. R. (1998) “Strategic management theory: an integrated approach”. Boston, NY: Houghton Miffin Company.

Hinings, C. R. & Grenwood, R. (1989). The dynamics of strategic change. New York, NY: Blackwell

Hitt, C. Ireland, R. D. & Hoskisson, R. E. (2002) “Administracaoe strategica” Sao Paulo, SP: PioneiraThomson Learning

Johnson, G., Scholes, K. & Whittongon M. (2008).Exploring corporate strategy.(5th ed.), USA. New Jersey: Financial times Prentice Hall.

Kaynak, L. (1986). The role of image building in the strategic change consultancy process: The case of Sir John Harvey-Jones. Strategic Change, 9(5), 275-285

Koskela, L. (2000).An exploration towards a production theory and its application to construction. VTT Technical Research Centre of Finland

Kotler P. & Keller K. (2014). Marketing Management. (14thedition).India: Prentice Education

Lynch, R. (2003). Corporate Strategy (3rd ed.), Harlow, England: Prentice Hall Financial Times

Luk, T. K. & Layton, R. (2002). Perception Gaps in customer expectations: Managers versus service providers and customers. The Service Industries Journal, 22(2), 109- 128

Mathur, G. L. (1986). The consulting process in action. Academy of Management Review, 1(4), 24-34.

Mosey, D. (2009). Early contractor involvement in building procurement: contractors, partnering and project management. Chicester: Wiley Blackwell

Murphy, R. (2011), Strategic Planning in Irish Quantity Surveying Practices. Unpublished Doctoral Thesis submitted to Edinburgh Business School, UK: Herriot-Watt University

Nargundkar, R., (2006) Services Marketing, second edition, India: Tata McGraw-Hill publishing company, New Delhi

Parasuraman, A., Zeithaml, V. A. & Berry, L. L. (2005), “A conceptual model of service quality and its implications for future research”, Journal of Marketing. 49(4), 41-50

Porter, M. E. (1980). Competitive Strategy. New York: Free Press.

Porter, M. E. (2008) “On Competition”. Cambridge MA, USA: Harvard Business School Press

Raduan, C. R., Jegak, U., Haslinda, A., & Alimin, I. I. (2009) Management, strategic Management theories and the linkage with organisational competitive advantage from the Resource-based perspective. European Journal of Social Sciences. 11(3), 402-418

Sandlberg, W. R. (1986). New venture performance: The role of strategy and industry structure. Massachusetts: Lexington Books

Slater, S., & Olson, E., (2001). Marketing’s Contribution to implementing of business strategy: an empirical analysis. Strategic Management Journal 22 (1), 1055-1068

Wernerfelt, B. & Montgomery, C.A. (1988). Tobin’s Q and the Importance of Focus in Firm Performance, American Economic Review, 78(1), 246 – 250.

White, C. (2004). Strategic Management. Hampshire, England: Palgrave Macmillan Wright, R. (2000) “What is strategy – and does it matter? NY, USA: Thomson Learning.



  • There are currently no refbacks.

Copyright (c) 2018 Ayansola A. Ayankola, Bamidele S. Adeleke

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

The research works published in this journal are free to be accessed. They can be shared (copied and redistributed in any medium or format) and\or adapted (remixed, transformed, and built upon the material for any purpose, commercially and\or not commercially) under the following terms: attribution (appropriate credit must be given indicating original authors, research work name and publication name mentioning if changes were made) and without adding additional restrictions (without restricting others from doing anything the actual license permits). Authors retain the full copyright of their published research works and cannot revoke these freedoms as long as the license terms are followed.

Copyright © 2017-2023. European Journal of Management and Marketing Studies (ISSN 2501 - 9988) is a registered trademark of Open Access Publishing GroupAll rights reserved.

This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library. All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms. All the research works published on this journal are meeting the Open Access Publishing requirements and standards formulated by Budapest Open Access Initiative (2002), the Bethesda Statement on Open Access Publishing (2003) and  Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities (2003) and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License. Copyrights of the published research works are retained by authors.