Authors: Fadhel Hilal; Sawsan Hilal
Addresses: Talal Abu-Ghazaleh University College of Business, Building 1002, Road 5121, Suwayfiyah 351, Manama – Kingdom of Bahrain ' College of Science, University of Bahrain, Bahrain
Abstract: This case study was about the National Aluminum Factory (NAF) in Bahrain. The NAF was founded in 1986 as a workshop to assemble aluminium and glass products for windows and doors only. Then in 1997 it has become a factory at a medium-sized owned property. As a result of this extension, the factory provides several fixing services, services in excavation and backfilling, beside iron material assembly. The general manager of NAF currently adopts the cost-leadership strategy. However, this strategy is very difficult to implement for the time being due to the high rate of inflation in the cost of construction materials, and the high cost of operational expenses, beside worker's wages. The other two alternative competitive strategies are differentiation strategy and niche strategy. However, it is uncertain which strategy should be adopted by the factory's manager for the coming two years to defeat competitors and to be the market leader.
Keywords: construction industry; Kingdom of Bahrain; marketing competitive strategies.
International Journal of Teaching and Case Studies, 2019 Vol.10 No.4, pp.307 - 318
Received: 03 Dec 2018
Accepted: 18 Jul 2019
Published online: 25 Nov 2019 *