THE INFLUENCE OF STRATEGIC PLANNING ON

PERFORMANCE OF RUGBY CLUBS IN KENYA

BY

BRIAN OLIMBA

UNITED STATES INTERNATIONAL UNIVERSITY-AFRICA

SUMMER 2017

THE INFLUENCE OF STRATEGIC PLANNING ON

PERFORMANCE OF RUGBY CLUBS IN KENYA

BY

BRIAN OLIMBA

A Research Project Report Submitted to the Chandaria School

of Business in Partial Fulfilment of the Requirement for the

Degree of Masters in Business Administration (MBA)

UNITED STATES INTERNATIONAL UNIVERSITY-AFRICA

SUMMER 2017

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STUDENT’S DECLARATION

I, the undersigned, declare that this project report is my original work and has not been

submitted to any other college, institution or university other than the United States

International University-Africa for academic credit.

Signed:……………………………………………….Date:………………………………..

Brian Olimba (I.D No. 645461)

This project has been presented for examination with my approval as the appointed

supervisor.

Signed:……………………………………………….Date:………………………………..

Fred Newa

Signed:……………………………………………….Date:………………………………..

Dean, Chandaria School of Business

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COPYRIGHT

All rights reserved. No part of this report may be reproduced or copied in any form or by

any means electronic, printing or photocopying without the prior written consent of the

author and/or USIU.

Copyright © 2017 Brian Olimba

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ABSTRACT

The purpose of study was to establish the influence of strategic planning by rugby clubs

on their performance. The study was guided by the following questions: How does having

a create vision and goals influence performance of rugby clubs in Kenya? How does

strategic formulation influence the performance of rugby clubs in Kenya? How

implementation of strategic plan influence performance of rugby clubs in Kenya?

Descriptive research was used for this studyto investigate facts., the target population

were officials, technical team and players in the Rugby teams in the Kenyan league.

According to the Kenyan rugby union data there are currently 8 teams in the Kenya Cup

that are based in Nairobi as at June 2017. The respondents included the Chairman,

(Leaders) Head of the line, Head of pack, Flyhalf, Scramhalf, Hooker, Coach and

Assistant coach in each of the eight teams resulting into 64 respondents.The researcher

distributed 64 questionnaires and only 52 were filled and returned, this represented a

response rate of 81 %. The descriptive records which include mean and standard

deviation was measured. Both Pearson correlation and multiple Regression analysis was

used to test for the relationship among the independent and dependent variables.

The study established that 33% strongly agreed that their clubs have a well stated vision

(M=3.79) and 39% strongly agreed that they have clear goals before Kenya cup season

starts, 39% agreed (M=4.06). The results also show that 40% believed the goals are

realistic (M=3.92), while 48% agreed that goals are measurable (M=3.83). It was also

established that 35% agreed that performance of a sports team is quantified by the amount

of competitions it wins (M=3.78). The findings revealed that there was a positive

relationship between having a great vision and goals and performance of rugby clubs in

Kenya (R=.050, P=0.726).

The findings show that 54% noted that strategy formulation was done yearly, while 21%

noted it was done after 3-4 years. It was established that 46% disagreed that the

organization regularly undertake strategy formulation (3.46), it was also noted that 29%

strongly agreed that the clubs strategic plan clearly communicated to all (M=3.63). The

findings revealed that there was a positive relationship between strategic formulation and

performance of rugby clubs in Kenya (R=.093, P=0.513).

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The findings show that 60% reviewed their strategic plan yearly during implementation

and 25% after 2-3 years. The analysis also show that 48% agreed that resource allocation

influence strategic planning (M=3.50). On the other hand, 46% agreed that resource

allocation influence strategic planning (M=3.87). The findings revealed that there was a

positive relationship between strategic plan and performance of rugby clubs in Kenya

(R=.046, P=0.743).

The study recommends that clubs should at all-time maintain a well stated vision and

have clear goals for the seasons. The plans need to be well outlined and proper

communication done by the technical team to all stake holders. Clubs should undertake

regulator strategy formulation and the plan clearly communicated to all, The clubs also

need to minimize internal politics as it has an effect on the attainment of higher levels of

organizational performance. The leadership need to show ample commitment towards the

attainment of this results.Strategic plans ought to be reviewed regularly, and enough

resource should be allocated for the process and monitored to ensure the attainment of

results. Although sponsorship is the main source of revenue for the clubs, they should

diversify and look into other sources of revenue.

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ACKNOWLEDGEMENT

I would like to express my sincere appreciation to the rugby team players for taking the

time to fill in my questionnaires, also special thanks to my supervisor Fred Newa for his

patience and support towards the writing of this report.

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DEDICATION

This report is dedicated to all my friends and family, thank you for the support.

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TABLE OF CONTENT

STUDENT’S DECLARATION ........................................................................................ ii

COPYRIGHT ................................................................................................................... iii

ABSTRACT ....................................................................................................................... iv

ACKNOWLEDGEMENT ................................................................................................ vi

DEDICATION.................................................................................................................. vii

LIST OF TABLES ............................................................................................................. x

LIST OF FIGURES .......................................................................................................... xi

ABBREVIATION AND ACRONYMS .......................................................................... xii

CHAPTER ONE ................................................................................................................ 1

1.0 INTRODUCTION........................................................................................................ 1

1.1 Background of The Study .............................................................................................. 1

1.2 Problem Statement ......................................................................................................... 5

1.3 Purpose of Study ............................................................................................................ 6

1.4 Research Questions ........................................................................................................ 6

1.5 Significance of Study ..................................................................................................... 6

1.6 Scope of the Study ......................................................................................................... 7

1.7 Chapter Summary .......................................................................................................... 7

CHAPTER TWO ............................................................................................................... 8

2.1 Introduction .................................................................................................................. 8

2.2 Influence of Vision and Goals on Performance of Rugby Clubs ................................... 8

2.3 Influence of Strategic Formulation on the Performance of Rugby Clubs ................... 13

2.4 Influence of Strategic Plan on Performance ................................................................ 19

2.5 Chapter Summary ........................................................................................................ 24

CHAPTER THREE ......................................................................................................... 25

3.0 RESEARCH METHODOLOGY ............................................................................. 25

3.1 Introduction .................................................................................................................. 25

3.2 Research Design........................................................................................................... 25

3.3 Population and Sampling Design ................................................................................. 26

3.4 Data Collection Methods ............................................................................................. 27

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3.5 Research Procedures .................................................................................................... 28

3.6 Data Analysis Methods ................................................................................................ 29

3.7 Chapter Summary ........................................................................................................ 29

CHAPTER FOUR ............................................................................................................ 31

4.0 RESULTS AND FINDINGS ..................................................................................... 31

4.1 Introduction .................................................................................................................. 31

4.3 Performance of Rugby Clubs in Kenya ....................................................................... 34

4.4 Effects of Vision and Goals on Performance ............................................................... 37

4.5 Strategy Formulation and Performance ....................................................................... 39

4.6 Strategy Plan Implementation ...................................................................................... 40

4.7 Correlation of Vision and Goals, Strategic Formulation and Implementation Of

Strategic Plan On Performance .......................................................................................... 42

4.8 Regression Analysis Vision and Goals, Strategic Formulation and Implementation Of

Strategic Plan On Performance .......................................................................................... 43

4.9 Chapter Summary ........................................................................................................ 44

CHAPTER FIVE ............................................................................................................. 45

5.0 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS ........................ 45

5.1 Introduction .................................................................................................................. 45

5.2 Summary of Findings ................................................................................................... 46

5.3 Discussion .................................................................................................................... 47

5.4 Conclusion ................................................................................................................... 52

5.5 Recommendation ......................................................................................................... 53

REFERENCES ................................................................................................................. 54

APPENDIX 1: QUESTIONNAIRE................................................................................ 62

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LIST OF TABLES

Table 1.1: Kenya Cup Titles per Club ................................................................................. 4

Table 4.1: Response Rate ................................................................................................... 31

Table 4.2: Number of Staff ................................................................................................ 33

Table 4.3: Gross Income .................................................................................................... 34

Table 4.4: Total Number of Kenya Cups Won ................................................................. 35

Table 4.5: Wins in the Group Stages 2016/2017 ............................................................... 35

Table 4.6: Finish in Top Four ............................................................................................ 36

Table 4.7: Revenue Source ................................................................................................ 36

Table 4.8: Revenue Generation .......................................................................................... 37

Table 4.9: Descriptive Statistics on Effects of Vision and Goals on Performance ............ 38

Table 4.10: Frequency of strategy Formulation ................................................................. 39

Table 4.11: Descriptive of Strategy Formulation and Performance .................................. 40

Table 4.12: Frequency of Strategic Plan Review............................................................... 40

Table 4.13: Descriptive of Strategy Plan Implementation ................................................. 42

Table 4.14: Correlation of Vision and Goals, Strategic Formulation and Implementation

Of Strategic Plan On Performance ..................................................................................... 43

Table 4.15:Regression Analysis Vision and Goals, Strategic Formulation and

Implementation Of Strategic Plan On Performance .......................................................... 43

Table 4.16: ANOVAa of Vision and Goals, Strategic Formulation and Implementation Of

Strategic Plan On Performance .......................................................................................... 44

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LIST OF FIGURES

Figure 2.1: Figure 2.1: Number of employees in Manchester United ............................... 21

Figure 4.1: Age of Respondents......................................................................................... 32

Figure 4.2: Role Played at the Club ................................................................................... 33

Figure 4.3: Duration in the Team ....................................................................................... 34

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ABBREVIATION AND ACRONYMS

CEO : Chief Executive Officer

EPPP : Elite Player Performance Plan

FIFA : Fédération Internationale De Football Association

HIV : Human Immunodeficiency Virus

IRB : International Rugby Board

NCAA : National Collegiate Athletic Association

NFL : National Football League

RFC : Rugby Football Club

SPSS : Statistical Package For Social Sciences

USA : United States Of America

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CHAPTER ONE

1.0 INTRODUCTION

1.1 Background of The Study

The NFL (National Football League), the biggest sports league in the United States of

America. It‘s also the richest sports league in the world, generating an annual revenue of

$13.3 billion in 2016 (Forbes). This is a 50% increase in revenue from 2010 to 2016. In

2010, the Commssioner of the NFL Mr. Roger Goodell set out a financial vision for the

NFL to generate revenue amounting to $25 billion in 2027. This highlights that strategic

thinking is playing a larger part to the leagues financial success. Superbowl 51 which is

the final game of the 2016 – 2017 season had a viewership of 111.3 million

viewers[Forbes]. This is the 4th

most watched sporting event in the world. The FIFA

world cup final, Olympics and Cricket world cup final are the only sporting events that

generated more viewership. This is very impressive since the NFL is a sport that is

predominantly consumed by audience from the USA.

The sport does not have a global reach. The NFL comprises of 32 teams that play a total

of 16 team games before the playoffs start. A total of 12 teams make it to the playoff (6

from both conferences). The winner of the conference playoffs meet in the grand final

that is called the Superbowl. The NFL has a clear structure and strategic plan

(Forbes,2016).

In the 2013/2014 season the English Premier League according to Ernest and Young had

the following statistics based highlighting it great performance: 95.8% Stadium

Utilization, An average attendance of 36,691 per game, broadcasted in 185 countries,

televised games reached 730 million homes, generated £722 million in broadcast revenue,

544 artificial grass pitches built to date and over 546,000 young people engaged on

community projects (Ernest and Young, 2015)

One of the key aspects to the competitiveness and entertainment value of the English

premier league is that the broadcast revenue (which is the biggest contributor) is more

evenly distributed than the other big four soccer leagues in Europe (Bundesliga, La Liga

and Serie A). Equal distribution of revenue leads to clubs being able to be more

competitive because they can afford good players and good facilities. This is also one of

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the key success factors of the NFL where the teams distribute the Broadcasting revenue

equally. (Ernest and Young, 2015).One of the key strategies to the English Premier

League success was the Premier League‘s Elite Player Performance Plan (EPPP) where

within a four year period, £ 340 million will be committed to develop more home grown

players. (Ernest and Young, 2015)

Clubs investing in the upgrade of their facilities is another vital strategy that English

Premier League Clubs have done. In the 2012/13 season Stoke City (an English premier

league club) opened a new £ 7 million training facility called Clayton Wood. In the

2013/14 season, Arsenal invested £390million on their Emirates Stadium, Southampton

invested £ 32million in the upgrade of their St. Mary‘s Stadium and Stoke City spent £15

million on the upgrade of their Britannia Stadium. Manchester United spent £ 42 million

on the expansion of the tier 2 sits in Old Trafford and Liverpool invested £260 million in

the upgrade of the main stand at their Anfield Stadium. (Ernest and Young, 2015)

Due to the development of the English Premier League, the British Government was able

to generate £ 2.4 billion in annual tax in the 2013/2014 season. Out the £ 4.2 billion

annual tax, £941 million was PAYE tax from the salaries of the stakeholders involved in

the league (mostly players salaries). There were 800,000 tourists that attended an English

Premier League game in the 2014/15 season and £285 million we bet per month during

the 2014/2015 season. This would generate additional revenue for the Government

(Ernest and Young, 2015)

The English Premier League in 2013/14 season employed 6,239 in the clubs and 65,623

people in the Premier League supply chain (Ernest and Young, 2015). One of the other

strategies is providing financing to partner clubs that are not in the English premier league

that can be a source of talented players that can join the premier league clubs. In the

2013/14 season the English premier league clubs spent £225 million in their

feeder/partner clubs. (Ernest and Young, 2015).

In South African Rugby, access to the game is one of the key performance indicators.

Their plan is to increase participants at primary school rugby players to 150,000 by 2019

and the number of secondary school rugby players to 50,000 by 2019. The key activities

to achieve those goals are create a structure of 52 rugby communities in the districts in

South Africa. In 2015 the union has to increase participation in rugby in primary school

by 20,000 students and in high school by 5,000 student. It will be support by an

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investment from the Government (South Africa Rugby Union, 2014). Skills, one of the

key performance indicators is 10,000 newly accredited coaches by 2019, 5,000 newly

accredited referees by 2019 and 1,500 newly accredited administrators by 2019. The key

activites to achieve those goals are to conduct coaching and referee courses level 1 and 2

in all union and municipal districts and rugby communities. To accredit 700 referees and

2,000 coaches by 2015. The Rugby Union will also provide mobile coaching units and

online coaching support and tools (South Africa Rugby Union, 2014).

Performance, winning medals and being among the top three in the IRB rankings. This is

the goal that every South Africa national team strives for. In 2015, South Africa finished

third in the rugby world cup and still fired their head coach Mr. Heyneke Meyer because

they did not win the world cup and they were ranked number 5 in the IRB world rankings

(South Africa Rugby Union, 2014). Community Development and Social Responsibility,

One of the key performance indicators is implementation programmes that outreach the

community and they should focus on the major social issues in South Africa as HIV and

AIDS, sports against crime, sport for social cohesion and peace. In South Africa, the

Motsepe in 2016 had invested 117.5 million rand (approximately 9 million dollars) in 10

years promoting youth sports in rural areas in south Africa. Part of the funds were used to

make and maintain fields that can be used for rugby (South Africa Rugby Union, 2014).

Corporate Governance, one of the key performance indicators is performance

management systems implemented for executives, boards and CEOs. The key activities in

this are implementing a performance system that evaluates the work that has been done

by the board and CEO of South Africa Rugby Union (South Africa Rugby Union,

2014).Western Province Rugby Club, which is also the Stormers Franchise in the super

rugby tournament has a 5 year strategic plan from 2016 – 2020 called ‗Towards 2020‘. It

is not available to the public or formally published (Western Province Rugby, 2015).1909

was the year when the first recorded rugby game in Kenya took place and it was only

restricted to whites. In 1923 two major events took part in the history of rugby in Kenya.

The Union of Rugby in Kenya was founded and also the Nairobi District team was split

into two teams that still exist in Kenya today; Kenya Harlequins and Nondescript RFC. In

1925, the Nariobi District Championship was the first formal rugby competition in

Kenya. In 1930 old boys from Prince of Wales School (currently Nairobi School) formed

a rugby club called Old Cambrians, is club was later renamed to the current club that we

know called Impala RFC in 1956.

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The main rugby clubs in the 1950s were Nairobi Railway Club, Kenya Civil Service

RFC, Kenya Police RFC, Nairobi Garisson RFC, Royal Air Force RFC, Impala RFC,

Nondescript RFC and Kenya Harlequins RFC. In 1954 Kenya had its first international

rugby match against Tanganyika. In 1961, the South Africa Springboks toured Kenya for

the first time and won Kenya 39-0. In 1962, the British Lions Rugby team toured Kenya

and they won 50-0. In 1964 Wales was the first country to tour Kenya after independence

and they won 26-8 (Internewskenya, n.d).

In 1970 the Kenya Rugby Football Union was established and Kenya Cup for formed as

the premier club competition. It has a playoff format where the highest ranked teams go

to the knockout round and eventually the Kenya Cup winner is determined from there.

The following is a list of the winning club starting from the most to the list.

Table 1.1: Kenya Cup Titles per clubs

Team Titles Years The Won Kenya Cup

Nondescript RFC 17 1975,1976,1978,1979,1980,1981,1982,1983,1984,

1986,1988,1991,1992,1993,1994,1997,1998

Impala RFC 10 1970,1971,1972,1973,1974,2000,2002,2004,2009

Kenya Harlequin FC 8 1995,1996,1999,2003,2008,2010,2011,2012

KCB RFC 4 2005,2006,2007,2015

Mean Machine RFC 3 1977,1989,1990

Nakuru RFC 2 2013,2014

Mwamba RFC 1 1985

Barclays Bank RFC (no longer exists) 1 1987

Kabras Sugar 1 2016

Source (Kenya Rugby, 2017)

Nondescript RFC has won the most titles and they had a very dominant stretch from the

1975 – 1998 where in 24 years they won a total of 17 titles. Impala had a dominant

stretch at beginning of the tournament, winning the first five and winning four more in the

early 2000s. Kenya Harlequins had a successful run from the mid 1990s to the 2000s

winning a total of 8 Kenya Cups. Based on a desktop research, the Kenya Rugby Union

has a strategic plan that has a five year duration from 2015 – 2019 but unfortunately the

plan is not accessible to the public (KRU, n.d)This study is meant to find out if Kenyan

clubs have strategic plans and if they are in line with the Kenya Rugby Unions strategic

plan.

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1.2 Problem Statement

Poku (2012) study to assess the effect of strategic planning on the performance of banks

in Ghana with reference to the operations of the Agricultural Development Bank (ADB)

and the results of the administered questionnaires indicated that despite the respondents

having a high level of agreement for the features of the various dimensions of an

effectively managed bank. However, the findings indicated that that structures put in

place for bottom-up information flow were unknown to all employees, this indicated that

they were either ignorant about program evaluation or they clearly disregarded program

evaluation at ADB.

When you go to the Kenya Rugby Union website does not have a formula strategic plan

but based on accounts from media outlets in Kenya, there are strategic plan from 2016 –

2021.

Mukokho (2012) study to determine the influence of strategic planning onperformance of

public universities in Kenya: the case of university of Nairobi, and the study concluded

that strategic planning (SP) had an effect on the performance of the university, this led to

overall improvement in various areas which included compliance with set budgetary

levels, events within the UoN being open to public, work environment, implementation of

service delivery charter, research innovation and technology and outreach and extension

activities/programmes. The study concluded that University of Nairobi was faced with

various challenges of SP.

Akinyelen and Fasogbon (2007) study to identify the impact of strategic planning on

organizational performance and survival. The main objective of the study was to re-

evaluate the planning-performance relationship in organization and determine the extent

to which strategic planning affected performance in an organization, of which First Bank

of Nigeria, Plc (FBN). The implication of the study was that Strategic planning led to a

better organizational performance, which in the long run led to the survival and strategic

planning intensity as determined by managerial, environmental and organizational

factors.

From the studies mentioned it is apparent that within the private and public sector

strategic planning plays a big role in an organizational performance, however, looking at

sport clubs. All the clubs in Kenya Cup have the large majority of their players being

6

amateurs. They do not earn enough revenue to have professional players and there is very

little knowledge on the financial state of Rugby Clubs in Kenya. Combined with the fact

that there are very little studies that have been done on the sport of rugby globally,

especially in Kenya. All the clubs in Kenya Cup do not have a strategic plan for revenue

generation. Their merchandise is very hard to find, they do not have a plan of increasing

revenue from gate collections and they do not have a great TV rights and intellectual

property strategy. This study sought to establish the influence of strategic planning by

rugby clubs on their performance.

1.3 Purpose of Study

The purpose of study was to establish the influence of strategic planning by rugby clubs

on their performance.

1.4 Research Questions

1.4.1 How does having avision and goals influence performance of rugby clubs in Kenya?

1.4.3 How does strategic formulation influence the performance of rugby clubs in Kenya?

1.4.2 How implementation of strategic plan influence performance of rugby clubs in

Kenya?

1.5 Significance of Study

1.5.1 Rugby Clubs Top Management

This study will help rugby club managers and owners to understand the importance of

strategic planning and how, when done well can increase their performance and also

increase the amount of revenue they generate.

1.5.2 Kenya Sports Industry

The Kenya sports industry has been struggling for many years. For most sports, majority

of the athletes are amateurs and have to look for alternative means income to sustain

themselves. Its only track and field athletes who are professionals and earn enough to

sustain them. This study intends to help the industry increase its performance through

strategic planning and eventually increase the number of professional in the industry.

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1.5.3 Policy Makers

(Eurostat, 2014) Sports directly employed roughly 1.6 million people in the European

union. The executive and legislature of the country can create a lot of employment

especially for the youth who are the majority of the population in Kenya. Other

complementary entrepreneurial opportunities can arise from the development and

investment of the Government in sports like selling merchandise, selling food and drinks

at a sporting event etc. Large revenue generated from the industry can be taxed and

increase revenue for the government.

1.5.4 Players

Rugby in Kenya is still amateur sport where the players have to look for alternative

means of income to make their basic ends meet. This research would help provide insight

in the strategic challenges being experienced by their employers who are the rugby clubs

in Kenya and recommend solutions that would increase their revenue and performance in

competitons.

1.5.5 Academicians and Researchers

Sports in general and especially in Africa has had very little research done on it. This

study intends to increase the knowledge gap in sports research and hopefully interest

more academia to research in this field. Looking at how strategic planning influences the

performance of rugby clubs in the Kenya Cup will help further understand.

1.6 Scope of the Study

The study has been limited to all Nairobi based rugby clubs that are participating in the

Kenya Cup. According to the Kenyan rugby union data there are currently 8 teams in the

league as at June 2017. The respondents included the Chairman, (Leaders) Head of the

line, Head of pack, Flyhalf, Scramhalf, Hooker, Coach and Assistant coach in each of the

eight teams resulting into 64 respondents. The study took place between May and August

2017.

1.7 Chapter Summary

This chapter summaries the purpose of the study, problem statement, came up with three

research questions that helped provide guidance on how to carry out the research on how

8

the strategic planning influences the performance of rugby clubs. The scope has been

defined limiting the study to rugby clubs taking part in the Kenya Cup

CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 Introduction

Strategy implementation is the process of allocating resources to support the chosen

strategies. This process includes the various management activities that are

necessary to put strategy in motion, institute strategic controls that monitor

progress, and ultimately achieve organizational goals. This chapter offers literature that

gives more insight into the research questions under study by incorporating findings from

past studies.

2.2 Influence ofVision and Goals on Performance of Rugby Clubs

2.2.1 Vision and Goals

A goal is a broad primary outcome, it is what a person or an organization would like to

accomplish (Mikal, 2013). Some of the key characteristics of a great goal are realistic,

measurable and timebound. Goals are meant to be a tool that pushes an organization to

attain its full potential. They are used as a means to measure the performance and

progress an organization makes (Erica Olsen, 2013). Some enterprises do not have vision

or mission statements; for some they mean the same or they are quite unclear in how both

statements may be defined. If we study the various companies in terms of their vision and

mission, we will find a lot of different approaches and styles. Similarly, there are varying

theoretical views on vision and mission development. Many experts in this field admit

that there is not one precise or ideal way to develop mission and vision in the

organization. But the issue is not only about the creation and development but also about

seeking the value, meaning, and significance of vision and mission for management of

organizations and about their implementation. As the environment is constantly changing,

the theory of strategic management is developing as well.

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The development of vision and mission is a part of strategy formulation. This step not

only includes the vision and mission development but also specification of strategic

objectives and strategy development. If the task of the strategy is to lead into the desired

strategic position, defined as the strategic goal of the desired direction at a certain time,

the vision and the mission should say more about the future and about future direction.

Vision and mission should explain an organization chose the specific strategy.

In 2010, the Commssioner of the NFL Mr. Roger Goodell set out a financial vision for the

NFL to generate revenue amounting to $25 billion in 2027. The NFL (National Football

League), the biggest sports league in the United States of America and the richest sports

league in the world made had an annual revenue of $13.3 billion in 2016. This is a 50%

increase in revenue from 2010 to 2016 (Forbes). This consistent revenue increase has

been achieved due to the NFL‘s vision and mission

University of North Carolina has a strong academic and sports tradition. Their school‘s

nickname is the ‗Tarheels‘ and their vision is to lead in all that they do (goheels,2017). In

the 2013 strategic plan that the University of North Carolina formulated, their goal was to

be in the top three in the Atlantic Coast Conference, which is the most competitive in

college basketball in the USA and also a top 10 national university in academics and

athletics (chapelboro,2013). This was proven in 2017, when their male basketball team

won the NCAA March Madness tournament which is the elite national university

basketball tournament. They are one of only three teams that have won 6 national

championships or more. The university has also produced great sports stars like Michael

Jordan, Vince Carter, Larry Brown, Rasheed Wallace, Kenny Smith, James Worthy and

Lawrence Taylor(chapehillrecorder,2012).

England Golf is the governing body of golf in England. In 2013, they formed a four year

strategic plan that was meant to last till 2017. In it their vision is England Golf being at

the heart of a network of partners, empowering and supporting a thriving community of

golf facilities and golfers and widely recognised as being a forward thinking and

successful organization. One of their key goals was to increase the number of people

playing golf at least once a week from 750,000 in 2014 to 910,000 by March 2017. Due

to following the strategic plan that they came up with a clear vision and goals, in 2016

golf had contributed £3.4billion to the English economy and it became the 5th

largest

participation sport in the country (englandgolf,2017). This has also lead to English

10

professional players being competitive and winning the golf major tournaments. Danny

Willett won the master in 2016 and in the 2017 masters Justin Rose from England lost to

Sergio Garcia in a sudden death playoff.

2.2.2 Key Performance Indicators in Rugby clubs

Performance of a sports team is quantified by either the amount of competitions it wins

and the amount of revenue a team generates.From my analysis of the forbes list of the

richest sports teams in 2016, out of the top 50 richest sports teams in the world, the NFL

has 27 teams. Only NFL 5 teams did not make it to the top 50 richest list, making it by far

the most commercially successful sports league in the world. (Forbes,2016). The

Superbowl came up when the NFL merged with a rival American Football League called

the AFL (American Football) in 1966. In the 51 year history of the Superbowl, only four

teams have been able to win five or more titles, The Pittsburgh Steelers (6), San Francisco

49ers (5), New England Patriots (5) and the Dallas Cowboys (5). Below is a table from

the NFL breaking down the teams that have won superbowls since the inception of the

tournament (NFL, 2017)

Manchester United has been by far the most successful team in English Premier League

era, winning an unprecedented 13 titles, which is more than the summation of all the

other titles the other teams have won during the Premier League era Since which is 11

titles in total. (English Premier League, 2017).

Jones et al. (2004) considered the winning and losing performances of a single team and

found a number of statistically and practically significant differences. For example, in

rugby, while ‗lineout success on the opposition throw‘ differed significantly between

winning and losing performances, large observable (but nonsignificant) differences were

apparent for a number of performance indicators (Hughes & Bartlett, 2002) such as

‗turnovers won‘. A similar study was undertaken by Ortega (2009), where analysis was

undertaken on indicators such as line breaks, possessions kicked and turnovers. These

indicators were then correlated to winning or losing performances in the Six Nations

tournament and significant differences were identified for winning performance. Vaz et

al. (2010) tried to link game related statistics that discriminated between winning and

losing teams in International Rugby Board and Super 12 games. However, as with the

previously cited research, the distinction between winning and losing was used as the sole

independent variable. Thus, potential confounding variables that may affect performance

11

such as match venue, weather conditions and the strength of the opposition (James et al.,

2002) were not considered in this profile of a rugby team.

Performance analysts have focused on general match, tactical and technical indicators and

have contributed to our understanding of the physiological, psychological, technical and

tactical demands of team sports. For example, in tennis, the performance of a player may

be assessed by the distribution of winners and errors around the court. In soccer, one

aspect of a team‘s performance may be appraised by the ratio of goals scored to shots

attempted by the team. These indicators can be categorised as either scoring indicators, or

indicators of the quality of the performance (Hughes & Bartlett, 2002). Examples of

scoring indicators are goals, baskets, winners, errors, the ratios of winners to errors and

goals to shots, and dismissal rates. Examples of quality indicators are turnovers, tackles,

passes/possession, shots per rally, and strike rate. Both types of indicator have been used

as positive or negative measures in the analysis of particular performances. If presented in

isolation, a single set of data (indicators for a performance of an individual or a team) can

give a distorted impression of a performance, because of other, more or less important

variables.

In 2015 the South African Rugby Union made a profit of 16,745,193million rand after

taxation. The total revenue that was generated was 967,112,958 rand in 2015. This makes

it the richest southern hemisphere Rugby Union, even over Australia and New Zealand,

where their rugby unions recorded losses of $500,000 in New Zealand and AU$9.8

million (SANZAR). In 1970 the Kenya Rugby Football Union was established and Kenya

cup for formed as the premier club competition. It has a playoff format where the the

highest ranked teams go to the knockout round and eventually the Kenya Cup winner is

determined from there. Below is a list of the winning club starting from the most to the

list.

Nondescript RFC has won the most titles and they had a very dominant stretch from the

1975 – 1998 where in 24 years they won a total of 17 titles. Impala had a dominant

stretch at beginning of the tournament, winning the first five and winning four more in the

early 2000s. Kenya Harlequins had a successful run from the mid 1990s to the 2000s

winning a total of 8 Kenya Cups.

12

2.2.3 Organization Maturity

It was noted from the literature that the relationship between strategic planning and

organization age has various components. For example, Loderer, Claudio and Urs

Waelchli (2009) looked at the effect of age on an organization‘s ability to change as well

as the effect of age on growth. Skrt and Antoncic (2004) investigated planning and

growth. Others such as Yusuf and Saffu (2009) directly assessed planning intensity with

age and benefits expected from planning for young firms compared to old ones. Another

interesting area was the relation between the planning horizon and organization age. Next

is a presentation of what was noted in the literature. In the management literature,

Leonard-Barton (1992) has pointed out that, when firms focus on core capabilities, they

bring on core rigidities that make it difficult to adapt to changes in their environment.

Barton also added that age could affect performance by inducing organizational inertia.

Moreover, old age may make knowledge, abilities, and skills obsolete and induce

organizational decay (Agarwal, Rajshree and Michael, 2002).

Therefore, older firms are consequently less flexible and are less likely to react to the

profitable innovation signals they receive from the market. The relation between age and

growth has been given careful attention in the industrial organization literature. Evans

(1987), for example, finds that firm growth decreases with firm age. Cooley, Thomas and

Quadrini (2001) offer a model that explains this observation. The intuition is that, as

capital increases over time, its marginal product declines. On the other hand, Skrt and

Antoncic (2004), as well as Miller and Cardinal (1994), found a positive relationship

between strategic planning and firm profitability and growth. Successful young firms

tend, to a large extent, to use advanced planning and activity analysis. Moreover, strategic

planning is a process that helps organizations to identify strategic issues and so to forecast

and prepare for the future, which will help organizations to grow (Zimmerer and

Scarborough, 1996).

All the English Premier League teams that will take part in the 2017/2018 season are all

over 100 years, thus being very mature organizations (Premierleague, 2017). This

maturity of the teams has helped establish a culture and clear structures in each of the

clubs. The maturity of the clubs has lead to a centralized structure where the owners and

team managers make the most of the decisions on the personel. Change is very slow to

come by in this clubs that is why most of them have been in the same stadium and city for

13

many years. It took most club over 80 years from inception to adapt the change of putting

players names on their shirts and make it compulsory to have seats only stadiums without

fans standing in the stands(A Whole New Ballgame, 2012).

1909 was the year when the first recorded rugby game in Kenya took place and it was

only restricted to whites. In 1923 two major events took part in the history of rugby in

Kenya. The Union of Rugby in Kenya was founded and also the Nairobi District team

was split into two teams that still exist in Kenya today; Kenya Harlequins and

Nondescript RFC. In 1925, the Nairobi District Championship was the first formal rugby

competition in Kenya. In 1930 old boys from Prince of Wales School (currently Nairobi

School) formed a rugby club called Old Cambrians, is club was later renamed to the

current club that we know called Impala RFC in 1956. The main rugby clubs in the 1950s

were Nairobi Railway Club, Kenya Civil Service RFC, Kenya Police RFC, Nairobi

Garisson RFC, Royal Air Force RFC, Impala RFC, Nondescript RFC and Kenya

Harlequins RFC. In Kenya Cup club rugby the three most mature teams are Kenya

Harlequins, Nondescript RFC and Impala (Internewskenya, n.d).

2.3 Influence of Strategic Formulation on the Performance of Rugby Clubs

2.3.1 Strategy Formulation

Strategy formulation is the process by which an organization chooses the most

appropriate courses of action to achieve its defined goals. This process is essential to an

organization‘s success, because it provides a framework for the actions that will lead to

the anticipated results. Strategic plans should be communicated to all employees so that

they are aware of the organization‘s objectives, mission, and purpose. Strategy

formulation forces an organization to carefully look at the changing environment and to

be prepared for the possible changes that may occur.

A strategic plan also enables an organization to evaluate its resources, allocate budgets,

and determine the most effective plan for maximizing ROI (return on investment). A

company that has not taken the time to develop a strategic plan will not be able to provide

its employees with direction or focus. Rather than being proactive in the face of business

conditions, an organization that does not have a set strategy will find that it is being

reactive; the organization will be addressing unanticipated pressures as they arise; and the

organization will be at a competitive disadvantage.

14

Rational planning and logical incrementalism are the two main models of strategy

formulation in the management literature (Elbanna 2006). Where neither of these

approaches is present, organizations are likely to lack clearly discernable processes,

thereby exhibiting ‗strategy absence‘ (Inkpen and Choudhury 1995). Rational planning is

characterized by analytical, formal, and logical processes through which organizations

scan the internal and external environment, and develop policy options which differ from

the status quo. The options that are generated by this process are evaluated prior to the

setting of organizational targets, which are then regularly reviewed and monitored

(Mintzberg, 1994). Planning thus operates within a framework of bounded rationality

because of the cognitive limits of decision-makers and the iterative way in which they

move between the various planning phases (Elbanna 2006).

Evidence on the consequences of rational planning for organizational performance is,

however, mixed (Elbanna 2006). While the balance of the international research results

from the public, private and non-profit sectors leans towards a positive relationship

between planning and performance (Boyne and Gould-Williams 2003), ‗planning is

neither a necessary nor a sufficient condition for performance improvement‘ (Boyne et

al.,2004). Logical incrementalism, or ‗incrementalism with a purpose‘ emphasizes the

importance of setting broad organizational goals (Boyne et al. 2004). It suggests that

strategy formulation is a political process – actors within organizations may have

conflicting views on the most appropriate ways to meet organizational goals. How these

are reconciled is reflected in the strategy-making process. Political conflicts may be over

resource allocation, policy goals or organizational power, inside or outside the

organization (Elbanna 2006). Internal politics may therefore be counterproductive for the

attainment of higher levels of organizational performance, as conflict can result in

inopportune decision making, drift in seeking goal attainment, a lack of transparency by

decision-makers and a poor interpretation of the external organizational environment

(Elbanna, 2006). All of this suggests that logical incrementalism will have adverse effects

on organizational performance.

Access to the game, one of the key performance indicators is to increase participants at

primary school rugby players to 150,000 by 2019 and the number of secondary school

rugby players to 50,000 by 2019. The key activities to achieve those goals are create a

structure of 52 rugby communities in the districts in South Africa. In 2015 the union has

to increase participation in rugby in primary school by 20,000 students and in high school

15

by 5,000 student. It will be support by an investment from the Government (South Africa

Rugby Union, 2014). Skills, one of the key performance indicators is 10,000 newly

accredited coaches by 2019, 5,000 newly accredited referees by 2019 and 1,500 newly

accredited administrators by 2019. The key activites to achieve those goals are to conduct

coaching and referee courses level 1 and 2 in all union and municipal districts and rugby

communities. To accredit 700 referees and 2,000 coaches by 2015. The Rugby Union will

also provide mobile coaching units and online coaching support and tools (South Africa

Rugby Union, 2014).

Performance, winning medals and being among the top three in the IRB rankings. This is

the goal that every South Africa national team strives for. In 2015, South Africa finished

third in the rugby world cup and still fired their head coach Mr. Heyneke Meyer because

they did not win the world cup and they were ranked number 5 in the IRB world rankings

(South Africa Rugby Union, 2014).

Community Development and Social Responsibility, One of the key performance

indicators is implementation programmes that outreach the community and they should

focus on the major social issues in South Africa as HIV and AIDS, sports against crime,

sport for social cohesion and peace. In South Africa, the Motsepe in 2016 had invested

117.5 million rand (approximately 9 million dollars) in 10 years promoting youth sports

in rural areas in south Africa. Part of the funds were used to make and maintain fields that

can be used for rugby (South Africa Rugby Union, 2014). Corporate Governance, one of

the key performance indicators is performance management systems implemented for

executives, boards and CEOs. The key activities in this are implementing a performance

system that evaluates the work that has been done by the board and CEO of South Africa

Rugby Union (South Africa Rugby Union, 2014).

2.3.2 Organization Size

Organization size has gained considerable attention in strategic literature. The size of the

organization is frequently defined by the number of full-time employees. Research into

organization size and Formulation has been tackled from different aspects. Where some

scholars have looked at the influence of organization size on strategic formulation

practice, others investigate potential benefits of formulation in large firms compared to

small ones; some scholars went even further to assess the influence of organization size

on the formulation horizon, the influence of uncertainty on formulation in small and large

16

firms, and even the relation between strategic flexibility and firm size was looked at. Next

is presentation of what has been noted in the literature.

Mintzberg (1994) argues that formulation may be more important in large firms due to its

ability to improve coordination and control. Robbins (1990) added that size has its

strongest effect on organization structure up to a level of approximately 1500 employees.

Behaviour formalization as well as organization complexity increases according to size

up to this level. After that, size becomes a less important determinant of structure as the

organization has already become highly formalized. Plans can be used to aid coordination

either by making individual behaviours more organized or through forecasting events

where increased coordination will be necessary to give organizational members time to

prepare for that event.

However, because behaviour patterns are institutionalized by other means, the potential

for exploiting the benefits of strategic formulation is likely to be reduced in large firms.

Risseeuw and Masurel (1994) note that larger firms have greater formulation incidences

than smaller firms due to the ability of large organizations to access more resources

(Barney, 1991). In the public and non-profit organizations it was found by a number of

scholars that large organizations were more likely to plan than smaller ones. Numerous

organizational researchers have recognised environmental scanning as central to the

strategy-making however, research on how perceived environmental uncertainty impacts

strategic formulation did not take into account organization size and was developed

extensively for large firms only.

Matthews and Scott (1995) found a negative relationship between perceived

environmental uncertainty and sophistication of formulation in small firms. This is

because small firms typically have less management expertise to draw on than large

firms; therefore, they are likely to be less sure of their possible responses to uncertainty.

Moreover, large size creates opportunities for a firm to enhance the level of specialization

and it is through specialization that firms are able to realize the benefits of experiential

learning and economies of scale (Dobrev and Carroll, 2003). Firms owe such scale and

efficiency advantages to a complex system of repetitive and specialised routines. The

literature also reveals that size has conflicting effects on strategic flexibility. The firm‘s

strategic flexibility refers to the ability to develop and deploy capabilities that enable the

firm to reconfigure its resource base quickly and effectively (Eisenhardt and Martin,

17

2000) or dismantle its current strategies. Effective strategic flexibility requires a

responsive organization and also requires extensive information processing capabilities

(Ansoff, 1965).

In an attempt to investigate the relationship between strategic flexibility and firm size,

Weerdt, van der, Verwaal and Volberda (2007) assess the effect of firm size on the

capability to recognise environmental changes and on the ability to respond to it. Weerdt

et al. (2007) found that while large firm size is negatively associated with organization

design parameters (technology, structure, culture), it is positively related to environmental

information processing capabilities. Therefore, large firm size increases the capability to

recognise environmental changes and simultaneously reduces the ability to respond to it.

Figure 2.1: Number of employees in Manchester united

Source: (Statista,2017)

In a mature club like Manchester United, the total number of staff from 2013 to 2016 has

ranged from 743 to 869. Over 50% of the total staff does administrative work and the

players including the reserves and youth team make up approximately 10% of the staff

(statista, 2017). The highlights the organizational size of a mature sports club.

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2.3.3 Strategy Formulation and Performance

The strategy-performance relationship has been examined in numerous works, both

empirically and theoretically. The focus of this study is on empirical studies. In empirical

studies, the linkage between strategy and performance is typically operationalized by

using various measures and explicit ideas of causality fuelled by Miles and Snow‘s

(1978) idea of strategic types and Porter‘s (1980) generic strategies. These studies offer

workable frameworks for distinguishing strategic types and for evaluating their impact on

various measures of performance (Luoma, 2015). Development and application of

strategic typologies have emerged as an important research area in strategic management.

In this context, the leading contributions include: Miles and Snow‘s (1978) strategic types

(Prospectors, Analyzers, Defenders and Reactors); Porter‘s (1980) set of ―generic

strategies‖ (Cost Leadership, Differentiation and Focus); Miller‘s (1990) high-

performance ―gestalts‖ (Craftsman, Builder, Pioneer and Salesman); and Treacy and

Wiersema‘s (1995) three strategic types (Operational Excellence, Product Leadership and

Customer Intimacy).

The theoretical insights of these typologies stimulate a stream of subsequent research.

The typology of Miles and Snow (1978) has been one of the most enduring, scrutinized,

and applied frameworks (Hambrick, 2003; Lin et al., 2014). This strategic typology

represents four strategic types as prospectors, analyzers, defenders, and reactors. It is

argued that these strategic types may exist simultaneously within industries and the viable

strategies (prospectors, analyzers and defenders) if properly implemented, would yield

similar results and outperform Reactors — a non-viable strategy.

The English Premier League is a league format championship that was established in

1991. The strategy to form it, was done in the 1980s when the ‗Big 5‘ clubs in England

(Liverpool, Manchester United, Arsenal, Tottenham, Everton) changed their strategy by

breaking away from the English Football League, which administered all the soccer

leagues in England and they decided to form their own new league. The main reasons

why the ‗Big 5‘ clubs wanted to break away from the English Football League is because

they had very little power on influencing how the First Division League was run because

when passing rules each team had one equal vote. For example, the ‗Big 5‘ clubs fought

with the English Football League on the Television revenue sharing agreement, where the

lower division teams were entitled to the same amount of television revenue as the big

19

teams when yet it was the ‗Big 5‘ teams that generated the most amount of television

viewers around the world (A Whole New Ballgame, 2012). Now the English Premier

League is the biggest soccer league in the world.

Sir Alex Ferguson, the former Manchester United manager always found it important to

have a long term strategy of for the club from a players perspective. He would look at the

current squad and try to visualize his team 3 years later and come up with a strategy on

how to make the team as competitive as possible. An integral part of the strategy he

formulated was invest in the Youth Academy in Manchester United and coming up with a

clear plan and strategy for his staff on what he expected. This has lead to Sir Alex

Ferguson winning 13 Premier League titles in 27 years (Ferguson, 2015).

2.4 Influence of Strategic Plan Implementation on Performance

2.4.1Resource Allocation and Strategy Planning

The position of resources in strategy can be seen inside the definition of method. The

determination of the essential lengthy-time period aims and targets of the company,

with implementation of methods of activities and assigning of the critical assets to

execute those aims, can be also considered as a definition of method (Chandler, 1995).

Katz (1970) stated that there are two functions of strategy: strategic role and structure

plan. according to Katz, the strategic position is the actual association or the actual

connection between the organization and its environment at an precise moment of

time. Newman et al. (1981) introduced that obtaining resources in advance, mainly

―tangible or intangible‖ assets on the way to situate the employer in a useful role in

the future, is taken into consideration as a ―strategic position‖. however, the shape plan is

the proposed relation in the destiny, which includes a number of company desires

as nicely as activities that are important to gain those dreams (Katz, 1970).

It identifies the commercial enterprise in which the firm fights via focusing at the sources

that will help to translate the ―one-of-a-kind competence‖ to ―competitive benefit‖.

in addition, Andrews emphasised that the valuable strategic selection is the choice

that focuses on a giant element of the firm‘s resources. subsequently, corporate

strategy is forming an efficient organization of commercial enterprise-devices through

an accurate ―investment (allocation) of sources‖ and adding price to corporations

via these resources (Newman et al., 1981).

20

Many researchers have highlighted the importance of specializing in inner strengths and

weaknesses as a source of competitive gain, resulting in a better and more favorable

scenario. For instance, Barney (1986) mentioned that strategic alternatives must be

driven from an analysis of the special abilities and capabilities of the firm as opposed to

the company‘s external surroundings; further ―studying a company's talents and

talents can be a source of greater correct expectations‖. provide (1991)

diagnosed how changes in the external surroundings can justify the resources and

capabilities required as the regular base from which the company can determine its

identity. Grant additionally emphasized that a business should be defined based totally

on its skills to offer more potent method, instead being described according to the

requirements it goals to fulfill. Therefore, its important for strategists and managers to

keep in mind that investigating a company‘s internal belongings provides a greater

affordable analysis for formulating techniques than concentrating on what the company

must do to fulfill demand (Lopez, 2005).

The idea of the useful resource-based View (RBV) of a firm illustrates this courting.

Truly, RBV considers a company as a collection of assets and abilities (Montealegre,

2002; Coates and McDermott, 2002). To be extra precise, RBV is the manner of

maximizing the earnings thru highlighting strategic alternatives and assigning the

essential challenge of defining, enhancing, and implementing the principal

organizational assets to management or the decision makers (Fahy, 2003). Finney et

al. (2005) said that RBV implies that assets are the bottom of achievement for

corporations. in addition, for Coates and McDermott (2002), RBV well-known shows

that the success of a agency‘s approach depends on its series of assets. Certainly,

RBV assumes that a sustainable competitive benefit results from the desired

outputs of the control activities of the organization (Fahy, 2003).

Clubs investing in the upgrade of their facilities is another vital strategy that English

Premier League Clubs have done. In the 2012/13 season Stoke City (an English premier

league club) opened a new £ 7 million training facility called Clayton Wood. In the

2013/14 season, Arsenal invested £390million on their Emirates Stadium, Southampton

invested £ 32million in the upgrade of their St. Mary‘s Stadium and Stoke City spent £15

million on the upgrade of their Britannia Stadium. Manchester United spent £ 42 million

on the expansion of the tier 2 sits in Old Trafford and Liverpool invested £260 million in

the upgrade of the main stand at their Anfield Stadium. (Ernest and Young, 2015).One of

21

the key strategies to the English Premier League success was the Premier League‘s Elite

Player Performance Plan (EPPP) where within a four year period, £ 340 million will be

committed to develop more home grown players. (Ernest and Young, 2015)In 2015, the

London wasps became the richest rugby club in the world after the launched a £35million

bond in the London Stock Exchange.

2.4.2 Strategic Leadership

Groups are via definition composed of human beings concerned in dynamic social

relationships. It is thru those relationships among leaders and fans, superiors and

subordinates, managers and employees, that the paintings and accordingly the essential

functions of groups are done. The effectiveness of these relationships undoubtedly

influences the effectiveness of businesses. But, the effectiveness of these relationships

depends largely at the effectiveness of the behavioral inputs provided by means of the

participants in those relationships relative to organizational dreams. Subsequently chief

effectiveness must be an input to and determinant of organizational effectiveness and

management effectiveness is likewise a function of organizational effectiveness (Sanders

& Davey, 2011).

Ireland and Hitt (1999) outline strategic management as someone‘s capability to assume,

envision, preserve flexibility, assume strategically, and paintings with others to provoke

adjustments with a view to create a viable future for the enterprise. In step with Wheeler

et al. (2007), brilliant management practices are not replicable in a recipe style, however

businesses can increase a design for strategic leadership. This is an included organization

of practices that builds an organization‘s capacity for alternate. with a view to increase

and hold this capacity, those authors outline four essential elements that want to be

included: (1) commitment to the employer‘s cause; (2) the makeup of the top

management crew; (3) the abilities and motivation of humans at some stage in the

organization; and (4) a series of focused, properly-selected strategic tasks which can take

the enterprise ahead.

In current years, the eye of management pupils has shifted to top executives who are in a

position to exert a sturdy affect at the strategy and performance of firms (Sosik, Jung,

Berson, Dionne & Jaussi, 2005). Strategic management is the chief‘s ability to assume,

envision and keep flexibility and empower others to create strategic exchange as vital

(Hitt et al., 2001; Serfontein, 2009; Jooste & Fourie, 2009). The word ―strategic

22

management‖ emerged from paintings on strategic management and entails the following:

(1) determining strategic direction; (2) exploring and maintaining unique middle

competencies; (3) growing human capital; (4) sustaining a powerful organizational way

of life; (5) emphasizing moral practices; and (6) organizing balanced organizational

controls (Jooste & Fourie, 2009).

A synthesis of the leadership theories indicates at the least 3 elements which are crucial to

the construct of leadership effectiveness, namely assignment awareness, people

awareness and improvement cognizance (Sanders & Davey, 2011). Mission focus entails

those tactics that are geared toward the accomplishment of the simple purpose of the

organization (e.g. goals, objectives, and consequences). leadership inputs which might be

humans targeted include the following: consideration; participative selection making;

subject for fans' wishes; matching personal and group desires; fairness; appreciate; agree

with; and equitable rewards. Improvement awareness includes the periodic want to

establish new styles that take focus of altered conditions in which the employer operates.

Organizational effectiveness is viewed because the primary manner of linking

management theories to the strategic management assemble, and management

effectiveness needs to be defined in phrases of organizational effectiveness if it's miles to

be considered strategic.

Football teams are a representation of the personality and mentality of the leader. Arsene

Wenger, the manager of Arsenal football club, ensures that his teams play attacking

football and like having possession. Based on that observation, Ancelotti and other

managers on that have had success against Arsenal have come up with a tactic to be more

physical than them and attack them with counter attacks and set pieces like corners. Jose

Mourinho, the current manager of Manchester United and former Chelsea manager,

ensures that his teams do not concede. He has a defensive mindset and gets his teams to

maximise their chances when they attack. This was the foundation of Chelsea‘s success

when he was the manager. Pep Guardiola, the current manager of Manchester City and

former Barcelona, gets his teams to focus on keeping possession of the ball. Sir Alex

Ferguson, the former Manchester United manager, ensure his teams had a rhythm of

power, speed and intensity (Ancelotti, 2016).

23

2.4.3 Organizational Culture

Culture gives the context inside which strategies are formulated and applied.

Organizational culture concerns decisions, movements, verbal exchange styles, and

communique networks. Fashioned over the lifestyles of an agency, tradition reflects what

the business enterprise has learned across time through its responses to the non-stop

challenges of survival and boom. Subculture is rooted in records and held collectively and

is of enough complexity to withstand many tries at direct manipulation, due to the fact

it affects the manner the corporation conducts its commercial enterprise, as nicely as

the techniques used to alter and manage the behavior of human beings within the

enterprise. because the manner the employer conducts its business relies upon largely

on the alignment of business manner with its approach, and needs to be correctly

controlled, subculture can be an aggressive benefit (Serfontein, 2009).

Without the right cultural nurturing, organizations will be not able to produce

sustainable effects and a lasting aggressive benefit. The transformation of a lifestyle

requires relentless dedication from pinnacle control a function that can't be delegated or

outsourced. it's miles pinnacle control that drive the tradition of an company, and

while many leaders will admit that culture is a powerful have an effect on that is capable

of create and sustain organizational overall performance, it is not constantly given the

cognizance that will acquire the transformation (Panico, 2004).

The identity and culture of a football team in Europe is based on the style of play. Real

Madrid‘s identity since the 1950‘s is attacking football played by star players. From 1956,

they won the European Cup five times in a row in an attacking football style, with stars

like Di Stefano and Puskas. In the 2000s Real Madrid has won 5 champions league with

the same identity of attacking football with stars like Zidane and Christiano Ronaldo. The

have been previous managers of Real Madrid who had won trophies but were still fired

because their style of football was not in line with their identity, for example Fabio

Capello and Jose Mourinho despite winning La Liga got fired because their teams did not

win with the historic identity that they have (Ancelotti, 2016).

Even as many leaders concede that lifestyle is an effective impact that can create and

sustain organizational performance, few manage to pay for it the time and attention

it merits. The reasons lie in complexity and length. Remodeling a subculture calls for

24

relentless dedication from pinnacle management, a dedication that cannot be delegated or

outsourced (Panico, 2004). The transformation of culture is a long term procedure and

cannot be done overnight. However, the recognition and subculture of a

corporation can be destroyed in a second of indiscretion. A management team whose

behavior and behavior have generated distrust cannot probable power fantastic

cultural change, because trust is the one factor this is the maximum vital for efficiently

remodeling a lifestyle. Consider is a function of two matters: individual and competence.

Character consists of integrity, reason, and rationale with humans. Competence

includes abilities, skills, effects, and song document and both are important (Panico,

2004; Covey & Merrill, 2006). This study therefore seeks to establish the role of

organizational culture and how it affects strategy planning in rugby teams.

2.5 Chapter Summary

This chapter presented the literature review which discusses past related studies in line

with the research questions which were; how does having a great vision and goals

influence performance of rugby clubs in Kenya? How does strategic formulation

influence the performance of rugby clubs in Kenya? How implementation of strategic

plan influence performance of rugby clubs in Kenya?

In support of the first objective, the literature discussed include issues concerning vision

and goals, performance indicators and organization maturity. For the second objective the

literature discussed pertains issues concerning strategy formulation, organizational size

and the relationship between strategy formulation and performance. Lastly, for the last

objective the literature dwells on resource allocation and strategy planning, strategic

leadership and organizational culture.

25

CHAPTER THREE

3.0 RESEARCH METHODOLOGY

3.1 Introduction

This chapter looks at the methodology to be applied in the actual study. It starts by

introducing the procedure for data collection, analysis and processing in order to

accomplish the research objectives. It also presents the research design, target population,

and sampling techniques. This section also puts forward the data collection methods,

tactics and tools applied while noting down the validity and reliability tests to be applied

for the data analysis used.

3.2 Research Design

Research design refers to a strategy for pickingout subjects, or data collection procedures

done with the intent of answering particular research questions (Blumberg, Cooper, and

Schindler, 2008). The design shows which individuals form the study as well as when,

where and why they are to be studied, to obtain the answers to the research questions

(Cohen, 2003). The research design utilized was a descriptive one and this was condusive

for acquiring data on the influence of strategic planning on the performance of rugby

clubs in the Kenya cup.

Descriptive design requires researchers to gather, present, and interpret data for functions

of clarification. Descriptive studies involve accumulating facts so as to check hypotheses

or solution questions regarding the individuals under study. Descriptive design was

undertaken to ascertain, give an explanation for and describe characteristics of variables

26

related to a topic population. It sought to answer questions which include who, what,

when, wherein and the way of any provided topic in its wake (Blumberg et al, 2008). This

layout was selected as it was considered powerful in investigating the effect of company

restructuring on the overall performance of the corporation. The dependent variable was

performance of rugby clubs while the independent variable was influence of strategic

planning.

3.3 Population and Sampling Design

3.3.1 Population

Mugenda and Mugenda (1999), defined a population as a whole set of individuals, cases,

or substancessharing a common observable features. A target population is therefore the

population by which a researcher intends to generalize the findings of a study. For this

study, the target population wereofficials in the Rugby teams in the Kenyan league.

According to the Kenyan rugby union data there are currently 8 teams in the league as at

June 2017.

3.3.2 Sampling Design

This represents is option of who and how many respondents to interview, what and how

many events to look at, or what and how many information to investigate. A pattern is a

group of instances, respondents, or information constituted of part of the target

population, carefully decided on to symbolize the populace (Cooper & Schindler, 2011)

3.3.2.1 Sampling Frame

According to Cooper and Schindler (2011) a sampling frame is the sign up of all the

population elements from which the sample could be drawn and which need to carefully

associated with the populace. in step with Blumberg et al (2008) a sampling body is a

listing of elements from which the sample is certainly drawn and closely associated with

the population. The sampling body of the study came from the diverse teams in the Kenya

Rugby. this is aimed at making sure that the sampling body is current, whole and relevant

for the attainment of the observed objectives.

3.3.2.2 Sampling Technique

A sampling method refers to the technique that is used to choose the participants of a

pattern. The members of the sample are decided on the usage of both possibility and non-

probability processes. Sampling techniques are extensively categorized into possibility

27

and non-opportunity sampling (Mugenda &Mugenda 2003). The main benefit of chance

sampling is that it guarantees equal opportunity for all of the components in a study target

populace (Kothari 2011). The sampling approach used for this study was stratified

random sampling.

The intent for the usage of the stratified random sampling was to allow the researcher to

collect samples from all the classes of respondents, hence minimizing bias (Kothari,

2011). This guarantees the researcher obtains the proper sample size (Albright et al.,

2011).

3.3.2.3 Sample Size

Ligthelm and Van (2005) describes the sample size as a smaller set of the larger

population. A sample size is a smaller grouping of the entire population under

considerationand which should characteristically resemble or reflect the entire population

so as to aid in making generalizable conclusions. The choice of a sample size is affected

by several factors such as: the variance in the population, the desired precision of the

estimate, required level of confidence, the range of error allowed, the number of

subgroups of interest within a sample and the cost of research (De Vaus, 1991).

For this study the respondents were Chairman, (Leaders) Head of the line, Head of pack,

Flyhalf, Scramhalf, Hooker, Coach and Assistant coach in each of the eight teams

resulting into 64 respondents.

3.4 Data Collection Methods

The study made use of primary and secondary statistics. The primary data was considered

convenient for this research because it guaranteed accuracy and presents the researcher

with the possibility to make interpretations (Mugenda and Mugenda, 2003). This could be

achieved using a questionnaire. A questionnaire is a tool of statistics series that consists

of a listing of questions, which are associated with the goal of the research, they are

commonly utilized in gathering statistics about respondents, and their attitudes about a

circumstance. They're also used in the in-depth exploration of complex issues (Saunders

et al., 2007). A number of the benefits of questionnaires is that they saved time and

facilitated the collection of facts from massive samples. In using questionnaires the

respondents also can be capable of upholding the confidentiality of the members (Kombo

28

and Tromp 2012). The secondary facts, alternatively was accrued from applicable

literature, addressing the specific variables investigated in this take a look at.

The questions were structured and the questionnaire is deemed the maximum appropriate

research instrument since it enabled the collection of independent statistics from a small

and various pattern. it is also desired since it allowed the researcher to accumulate both

qualitative and quantitative information on the identical time. This look at makes use of a

5-factor Likert's measurement scale. Likert gadgets are used to measure respondents‘

attitudes to a selected query or announcement wherein the least value was 1 =Strongly

disagree, whilst the very best might be five=Strongly agree.

The questionnaire was structured into five sections with section one aimed at collecting

demographics data, section two contained data on how having a great vision and goals

influence performance of rugby clubs, Section three sought to ascertain how strategic

formulation influence the performance of rugby clubs in Kenya. Section four on the other

hand ascertained the impact of how implementation of strategic plan influence

performance of rugby clubs in Kenya. Section five looked at the performance of rugby

teams in Kenya.

3.5 Research Procedures

Saunders et al., (2007) stipulates that the questionnaire pretesting involves engaging in an

initial take a look at in data series to crosscheck the gear and techniques. To guarantee

that the tactics set up in the questionnaires have been appropriate, the research tools were

tested for validity and reliability via pilot testing. To check the validity of the research

questions used, after preparation of the questionnaire experts opinion could be sought to

assess the reliance of the content material. This permits the identity and revisions at the

questionnaire to ensure that the accumulated information was dependable and legitimate.

In this research the researcher pretested five questionnaires with five respondents

consequently assisting in ascertaining the accuracy and reliability of the instrument.

Therefore, successful outcome of the piloting test was useful to the researcher to decrease

questionnaire non-response. The questionnaire was administered via e mail, and physical

mail. An introduction letter from United States international university was issued to

respondent to inform them of the motive of the study, anonymity warranty, and

commitment to share the very last record.

29

3.6 Data Analysis Methods

Records analysis involves inspecting the facts that the researcher has accumulated and

making inferences or deductions out of it. It additionally entails reveling the underlying

structures of facts; checking out of the underlying assumptions and identifying

relationships and/or anomalies among variables (Kombo & Tromp, 2012). Quantitative

records evaluation includes measuring the numerical values of records, out of which

descriptions including general deviations and method are derived. This quantitative

records was analyzed by the use of the Statistical Package for Social Sciences (SPSS).

That is because SPSS had the capability of managing a large amount of records, and

given its huge spectrum of statistical procedures purposefully designed for social

sciences, it is also quite efficient (Martin and Kothari 2011).

The researcher used descriptive evaluation techniques to investigate facts. The descriptive

records which included mean and standard deviation was measured. To enable smooth

analysis, the questionnaires was first coded as per the variable in each question of the

observed. Coding involved assigning a numerical cost to a non-numerical variable to limit

the margin of error and assure accuracy throughout the statistics entry (Collis and Hussey,

2013). Both Pearson correlation and Multi linear Regression analyses was used to test for

the relationship among the independent variables and the structured variable.

Regression Model

Y = α + β1 VG + β2 (SF) + β3 (SP) + ε

Where the variables are defined as: Y -Peformance of rugby teams, VG–Visions and

Goals, SF–Strategy Formulation,SP- Strategy Planning, ε - Error termwhile β1, β2, and

β3 are coefficients of determination and ε is the error term. This generated quantitative

reports through tabulations, percentages, and measures of central tendency was displayed

in tables.

3.7 Chapter Summary

This chapter mentioned the method that guided the gathering and analysis of statistics in

this research. The research utilized the descriptive research design because it seeks to

examine the influence of strategic planning at the performance of rugby clubs in the

Kenya Cup. The research considered the studies populace of this research as 64 officers

30

of rugby clubs in Kenya arrived at via stratified random sampling. The study used the

questionnaire as the information series tool in this study; and elaborated on the way it

shall be constructed, pretested, and then used in collecting the data from the respondents.

The quantitative records accrued was analyzed by the use of the Statistical bundle for

Social Sciences (SPSS).

The following chapter (chapter four) analyzes, gives and interprets the findings of the

study in a scientific way as guided via the research questions. The analysis makes use of

only data gathered from the study.

31

CHAPTER FOUR

4.0 RESULTS AND FINDINGS

4.1 Introduction

This chapter presents the findings arrived at from the study. The chapter also shows the

results on respondent‘s demography by team played for, gender, role played, number of

staff, duration in the team and gross income.

4.1.1 Response Rate

The researcher distributed 64 questionnaires and only 52 were filled and returned. This

represents a response rate of 81 % as shown in table 4.1

Table 4.1: Response Rate

Questionnaires Number Percentage

Filled and collected 52 81

Non-Responded 12 19

Total 64 100

4.2 Demographic Information

This section presents results on demographic factors of the respondents who participated

in this research study.

4.2.1 Team Played

According to table 4.2, to analyse the respondents by team played for the data revealed

that Home Boyz, Impala, Harlequins, KCB and Mwamba had a high response rate at

13%, while Mean Machine and Nonde Script recorded 12%, Strathmore had the least

response at 10%. This is considered high compared to the fact that the sample required

per team was only 8 members.

32

Variable Frequency Percent

Nonde Script 6 12

Impala 7 13

Harlequins 7 13

KCB 7 13

Mwamba 7 13

Mean Machine 6 12

Home Boyz 7 13

Strathmore 5 10

Total 52 100.0

4.2.2 Age of Respondents

As indicated in figure 4.1, most of the players were aged between 18-25 years and this

represented 58% of the total respondents, those aged between 26-35 years represented

21%, and those who were under 18 years were 13%. The least respondents were from

those of 35-50 years and this represented 8%.

Figure 4.1: Age of Respondents

7

30

11

4

13

58

21

8

0

10

20

30

40

50

60

70

under 18 18-25yrs 26-35 yrs 36-50 yrs

frequency

percentage

33

4.2.3 Role Played at the Club

As indicated in figure 4.2, the findings revealed that team players were the majority and

represented 71% while coach and technical staff were 25%, while officials only

represented 4% of the total. Low response rate was attributed to the unavailability of the

officials due to most of them having other occupation besides rugby.

Figure 4.2: Role Played at the Club

4.2.4 Number of Staff

The analysis done revealed that most clubs had staff of above 120 representing 29%, 91-

120 23%, 61-90 at 21%, 31-60 had 13% while 0-30 had 11% as indicated in the table

Table 4.2: Number of Staff

Variable Frequency Percent

0-30 6 11

31-60 7 13

61-90 11 21

91-120 12 23

Above 120 15 29

Total 51 98

4.2.5 Duration in the Team

The findings revealed that most respondents have been in the team for 3-5 years

representing 35%, those who have been for less than two years were 31%. It was also

37

13

2

71

25

4

0

10

20

30

40

50

60

70

80

Player Coach Official

frequency

percentage

34

established that 17% have been in the team for 11-14 years and those who have been in

the team for 6-10 years were 11% and those above 15 years represented 6% as indicated

Figure 4.3: Duration in the Team

4.2.6 Gross Income

As shown in table 4.3, the findings revealed that 61% of respondents earn between 0-

30,000. While 25% were in the income bracket 50,001-100,000 and 8% were in the above

100,000 scale. It was revealed that 6% earned a gross salary of Ksh 30,001-50,000.

Table 4.3: Gross Income

Variable Frequency Percent

0-30000 32 61

30001-50000 3 6

50001-100000 13 25

Above 100000 4 8

Total 52 100

4.3 Performance of Rugby Clubs in Kenya

31

35

11

17

6

less than 2

3-5

6-10

11-14

Above 15

35

The study sought to analyse the performance of rugby clubs in Kenya and to do so

respondents were asked a set of questions which they were to rate according to their

opinion.

4.3.1 Kenya Cups a club has won

Only three out of the twelve teams in the Kenya Cup have won more than 4 titles.

Table 4.4: Total Number of Kenya Cups Won

Variable Frequency Percent

0-4 9 75

5-8 1 8.3

9-12 1 8.3

17-20 1 8.3

Total 51 98

4.3.2 Wins in the Group Stages

The study revealed that 77% had worn the group stages 9-12 times, 11% had worn it 5-8

times while 6% had done so 13-17 times, with only 4% winning it 0-4 times and only 2%

winning it 17-20 times as indicated in table 4.5

Table 4.5: Wins in the Group Stages 2016/2017

Variable Frequency Percent

0-4 2 4

5-8 6 11

9-12 40 77

13-17 3 6

17-20 1 2

Total 52 100

4.3.3 Finish in Top Four

The study revealed that 65% had worn the group finished in the top four 2 times, 15% had

done so once and 10% had finished in that position thrice while 8% had never finished in

the top four, and 2% had finished in that position four times.

36

Table 4.6: Finish in Top Four

Variable Frequency Percent

0 4 8

1 8 15

2 34 65

3 5 10

4 1 2

Total 52 100

4.3.5 Revenue Source

As indicated in table 4.7, it was revealed that Sponsorship was the main source of revenue

at 86% while 10% chose others and only 4% identified TV Rights.

Table 4.7: Revenue Source

Variable Frequency Percent

TV Rights 2 4

Sponsorship 45 86

Other 5 10

Total 52 100

4.3.6 Revenue Generation

As indicated in table 4.8 the study sought to establish the general revenue sources for the

clubs and respondents were supposed to respond by selecting an option of 1-5 where

1=less than 100,000; 2=100,001-500,000; 3= 500,001-1,000000; 4=1,000,001-1,500,000;

5= 1,500,000 and above.

The findings established that 48% revealed that most of the clubs received 500,001-

1,000000 from Tv Rights while 54% said that they received the same amount from

Selling of shirts and Merchandise. It was also noted that 58% admitted that they got

500,001-1,000,000 from the gate day collection on a game date collection, in addition,

37

60% acknowledged that they received the same range of money from Participation in

2017cup.

Table 4.8: Revenue Generation

Variable 1 2 3 4 5

TV rights 36 10 48 0 2

Selling of shirts and Merchandise 31 13 54 2 0

Sponsorship 4 2 58 6 31

Gate collection 31 15 54 0 0

Participation in 2017 Cup 15 15 60 8 0

4.4 Effects of Vision and Goals on Performance

The study sought to analyse the Effects of Vision and Goals on Performance and to do so

respondents were asked a set of questions which they were to rate according to their

opinion. On a scale of 1-5 where; 1-Strongly Disagree; 2-Disgaree; 3-Neutral; 4-Agree;

and 5-Strongly Agree.

4.4.1 Descriptive Statistics on Effects of Vision and Goals on Performance

The finding revealed that 56% were uncertain about the clubs having multiple outlets to

sell shirts and other merchandise, 19% disagreed (M=2.71). It was also revealed that 54%

were uncertain that they invest in entertainment facilities like bars and restaurants to

increase revenue, 17% strongly disagreed while 13% strongly agreed (M=3.08).

The findings also show that 52% neither agreed nor disagreed that the club plan to invest

in its own stadium to control and increase revenue collection, 13% disagreed (M=3.02).

On the other hand, 40% were unaware if the club makes a lot of effort to promote the

team so as to increase the revenue generated by the gate collection, merchandise sold and

sponsorship, 6% strongly disagreed while 33% agreed (M=3.52).

The study also established that 33% strongly agreed that their clubs have a well stated

vision (M=3.79) and 39% strongly agreed that they have clear goals before Kenya cup

season starts, 39% agreed (M=4.06).

38

The results also show that 40% believed the goals are realistic (M=3.92), while 48%

agreed that goals are measurable (M=3.83). It was also established that 35% agreed and

23% strongly agreed that performance of a sports team is quantified by the amount of

competitions it wins (M=3.78). On the other hand, 33% strongly agreed that teams

performance is measured by the revenue generated (M=3.60), and 35% disagreed that the

team has been able to have a well outlined strategic plan due to its long duration of

existence, 10% strongly disagreed (M=2.75).

It was also revealed that 42% agreed that the technical team clearly communicates the

club goals at the beginning of the season while 21% strongly agreed (M=3.77), in

addition, 40% were uncertain if the officials are the ones who make the goals of the club,

21% agreed and 10% strongly agreed (M=4.15).

Table 4.9: Descriptive Statistics on Effects of Vision and Goals on Performance

Statement 1 2 3 4 5 M

Multiple outlets to sell shirts and other merchandise 11 19 56 10 2 2.71

Invest in entertainment facilities like bars and restaurants

to increase revenue

17 0 54 15 13 3.08

The club has a clear youth structure and academy to

develop talent

8 0 53 19 21 3.46

The club plan to invest in its own stadium to control and

increase revenue collection

13 10 52 11 13 3.02

The club makes a lot of effort to promote the team so as

to increase the revenue generated by the gate collection,

merchandise sold and sponsorship

6 4 40 33 17 3.52

Well stated vision 2 15 17 33 33 3.79

Clear goals before Kenya cup season starts 4 4 13 40 39 4.06

Goals are realistic 0 6 24 40 29 3.92

Goals are measurable 0 8 23 48 21 3.83

Performance of a sports team is quantified by the amount

of competitions it wins.

0 4

36 35 23 3.78

Teams performance is measured by the revenue

generated

6 4 36 33 21 3.60

The team has been able to have a well outlined strategic

plan due to its long duration of existence

10 35 35 13 8 2.75

The technical team clearly communicates the club goals

at the beginning of the season.

0 8 29 42 21 3.77

The officials are the ones who make the goals of the club 4 25 40 21 10 4.15

39

4.5 Strategy Formulation and Performance

The study sought to analyse strategy formulation and performance and to do so

respondents were asked a set of questions which they were to rate according to their

opinion.

4.5.1 Frequency of strategy Formulation

The respondents were asked how often the clubs undertake strategy formulation and the

findings revealed that 54% noted that strategy formulation was done yearly, 15% said it

was done 1-2 years, while 21% noted it was done after 3-4 years, on the other hand, 4%

noted it was done after 5-6 years while 2% reported it was after 6 years.

Table 4.10: Frequency of strategy Formulation

Variable Frequency Percent

Yearly 28 54

1-2 years 8 15

3-4 years 11 21

5-6 years 2 4

Above 6 years 1 2

4.5.2 Descriptive of Strategy Formulation and Performance

On a scale of 1-5 where; 1-Strongly Disagree; 2-Disgaree; 3-Neutral; 4-Agree; and 5-

Strongly Agree. It was established that 46% disagreed that the organization regularly

undertake strategy formulation (3.46), it was also noted that 29% strongly agreed that the

clubs strategic plan clearly communicated to all, 23% strongly agreed (M= 3.63). The

findings also established that 35% agreed that the team has been able to provide its

members with direction or focus due to the existence of a strategic plan, 13% strongly

agreed (M=3.46).

The findings also revealed that 29% agreed that the organizations scan the internal and

external environment, and develop policy options which differ from the status quo, 36%

were neutral (M=2.98). The findings also established that 36% agreed that internal

politics has affected attainment of higher levels of organizational performance, 19%

40

strongly agreed (M=3.52). Lastly, 19% strongly disagreed that the organization size has

influenced formulation in large firms compared to small ones, 27% disagreed (M=2.54).

Table 4.11: Descriptive of Strategy Formulation and Performance

Statement 1 2 3 4 5

Does the organization regularly undertake strategy

formulation?

0 10 46 33 11 3.46

Is the clubs strategic plan clearly communicated to all 0 11 36 29 23 3.63

The team has been able to provide its members with

direction or focus due to the existence of a strategic

plan

2 11 38 35 13 3.46

organizations scan the internal and external

environment, and develop policy options which differ

from the status quo.

2 31 36 29 2 2.98

Internal politics has affected attainment of higher levels

of organizational performance

10 4 31 36 19 3.52

organization size has influenced formulation in large

firms compared to small ones

19 27 38 11 4 2.54

4.6 Strategy Plan Implementation

The study also sought to analyse strategy plan Implementation and how it affected the

performance of rugby clubs, and to do so respondents were asked a set of questions which

they were to rate according to their opinion.

4.6.1 Frequency of Strategic Plan Review

The respondents were asked how often the clubs reviewed their strategic plan during

implementation, and the findings show that 60% did yearly review, 25% after 2-3 years,

11% Never review their plans, while 2% did reviews in 4-5 years

Table 4.12: Frequency of Strategic Plan Review

Variable Frequency Percent

Never 6 11

41

Yearly 31 60

2-3 Years 13 25

4-5 Years 1 2

4.6.2 Descriptive of Strategy Plan Implementation

The analysis show that 48% agreed that resource allocation influence strategic planning

(M=3.50), 42% were not certain of whether monitoring resources influences attainment of

results, 29% agreed (M=2.96). On the other hand, 46% agreed that resource allocation

influence strategic planning, 25% strongly agreed (M=3.87).

It was noted that monitoring resources influences attainment of results 42% agreed while

27% strongly agreed (M=3.87). The findings also revealed that 35% agreed that

leadership commitment influences attainment of results, 33% strongly agreed (3.88). The

officials leadership has a positive influence on the performance of the club 35% agreed

while 29% strongly agreed (M=3.83). To analyse if technical team (Coaches) leadership

has a positive influence on performance of the club, 29% agreed to the statement while

35% strongly agreed (M=3.83).

The study also established that the current team captains leadership has a positive

influence on performance of the club, 40% agreed while 33% strongly agreed (M=4.04).

The finding also revealed that 25% agreed while club has a distinct culture and tradition,

40% strongly agreed (M=3.98). The current culture in the club has a positive influence

on performance of the club while 19% agreed while 35% strongly agreed (M=3.77).

The findings also show that 40% agreed that the club has a traditional lifestyle of playing

rugby, 27% strongly agreed (M=3.83), and 19% agreed that people have invested in the

upgrade of facilities to facilitate strategy planning, while 17% strongly agreed (M=3.15).

42

Table 4.13: Descriptive of Strategy Plan Implementation

Statement 1 2 3 4 5 M

Resource allocation influence strategic planning 0 10 36 48 6 3.50

Monitoring resources influences attainment of

results

10 17 42 29 2 2.96

Resource allocation influence strategic planning 0 10 19 46 25 3.87

Monitoring resources influences attainment of

results

2 6 23 42 27 3.87

Leadership commitment influences attainment of

results

2 8 23 35 33 3.88

The officials leadership has a positive influence

on the performance of the club

0 10 27 35 29 3.83

The technical team (Coaches) leadership has a

positive influence on performance of the club.

0 15 21 29 35 3.83

Current team captain‘s leadership has a positive

influence on performance of the club.

0 2 25 40 33 4.04

The club has a distinct culture and tradition 0 10 23 25 40 3.98

The current culture in the club has a positive

influence on performance of the club.

2 8 36 19 35 3.77

The club has a traditional lifestyle of playing

rugby

4 4 25 40 27 3.83

We have invested in the upgrade of facilities to

facilitate strategy planning

10 19 35 19 17 3.15

4.7 Correlation of Vision and Goals, Strategic Formulation and Implementation Of

Strategic Plan On Performance

To determine the relationship a correlation was done between of vision and goals,

strategic formulation and implementation of strategic plan against performance of rugby

clubs in Kenya.The findings revealed that there was a positive relationship between

having a great vision and goals and performance of rugby clubs in Kenya (R=.050,

P=0.726); strategic formulation and performance of rugby clubs in Kenya (R=.093,

P=0.513);strategic plan and performance of rugby clubs in Kenya (R=.046, P=0.743),

however no variable was significant as indicated in table 4.14. This implies that with

43

every increase in vision and goals, strategic formulation and strategic plan, the

performance of rugby clubs in Kenya increases.

Table 4.14: Correlation of Vision and Goals, Strategic Formulation and

Implementation Of Strategic Plan On Performance

Variable Performance Vision and goals Formulation Plan

Implementation

performance

Pearson Correlation 1

Sig. (2-tailed)

visionand goals

Pearson Correlation .050 1

Sig. (2-tailed) .726

formulation

Pearson Correlation .093 .125 1

Sig. (2-tailed) .513 .378

plan

implementation

Pearson Correlation .046 .498** .440** 1

Sig. (2-tailed) .743 .000 .001

N 52 52 52 52

4.8 Regression Analysis Vision and Goals, Strategic Formulation and

Implementation Of Strategic Plan On Performance

The model summary as presented in Table 4.15 shows that strategy plan implementation,

strategy formulation, vision and goals explained 15.9% of the variability of performance

of rugby teams (R2 =0.159, F(3,48)=3.031, p<.05).

Table 4.15: Regression Analysis Vision and Goals, Strategic Formulation and

Implementation Of Strategic Plan On Performance

Model R R Square Adjusted

R Square

Std. Error

of the

Estimate

Change Statistics

R Square

Change

F Change df1 df2 Sig. F

Change

1 .399a .159 .107 .63199 .159 3.031 3 48 .038

a. Predictors: (Constant), Strategy Plan Implementation, Strategy Formulation, vision and goals

As shown in Table 4.16, the linear regression ANOVA showedthat strategy plan

implementation, strategy formulation, vision and goals statistically significantly predicted

the variability of performance of rugby teams F(3,48)=3.031, p=0.038

44

Table 4.16: ANOVAa of Vision and Goals, Strategic Formulation and Implementation

Of Strategic Plan On Performance

Model Sum of Squares df Mean Square F Sig.

1

Regression 3.632 3 1.211 3.031 .038b

Residual 19.172 48 .399

Total 22.803 51

a. Dependent Variable: performance

b. Predictors: (Constant), Strategy Formulation, vision and goals, Strategy Plan Implementation

The regression coefficient findings as indicated in Table 4.17 revealed that strategy plan

implementation (β=.048, p=0.766), vision and goals (β=.359, p=0.021), strategy

formulation (β=.055, p=0.702).

Table 4.17: Coefficient

Model Unstandardized Coefficients Standardized

Coefficients

t Sig.

B Std. Error Beta

1

(Constant) 1.143 .851 1.342 .186

Strategy Plan

Implementation .051 .170 .048 .300 .766

vision and goals .424 .178 .359 2.383 .021

Strategy Formulation .096 .251 .055 .384 .702

Based on the coefficients results, the general form of model equation established is as

follows: Y = 1.143+ 0.424VG + 0.096(SF) + 0.051(SP) + 0.63199

Where the variables are defined as: Y - Performance of rugby teams, VG – Visions and

Goals, SF – Strategy Formulation, SP- Strategy Planning. However only the variable

visions and goals was significant in explaining the variation in performance of the rugby

teams.

4.9 Chapter Summary

This chapter has presented the findings from the data analysed, based on the research

objectives of the study. Chapter five presents the discussions, recommendations from the

study.

45

CHAPTER FIVE

5.0 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS

5.1 Introduction

This chapter discusses results achieved in the study, this is done in line with previous

studies as discussed in the literature review. The chapter therefore discusses the findings,

and is able to draw conclusions, as well as make the necessary recommendations for

improvement and further studies.

46

5.2 Summary of Findings

The purpose of study was to establish the influence of strategic planning by rugby clubs

on their performance. The study was guided by the following questions: How does having

vision and goals influence performance of rugby clubs in Kenya? How does strategic

formulation influence the performance of rugby clubs in Kenya? How implementation of

strategic plan influence performance of rugby clubs in Kenya?

Descriptive research was used for this studyto investigate facts., the target population

were officials in the Rugby teams in the Kenyan league. According to the Kenyan rugby

union data there are currently 8 teams in the league as at June 2017. The respondents

included the Chairman, (Leaders) Head of the line, Head of pack, Flyhalf, Scramhalf,

Hooker, Coach and Assistant coach in each of the eight teams resulting into 64

respondents.The researcher distributed 64 questionnaires and only 52 were filled and

returned. This represents a response rate of 81 %.

The questions were structured and the questionnaire was deemed the most appropriate

research instrument since it enabled the collection of independent statistics from a small

and various pattern. The descriptive records which include mean and standard deviation

was measured. Both Pearson correlation and multiple Regression analysis was used to test

for the relationship among the independent and dependent variables.

The study established that 33% strongly agreed that their clubs have a well stated vision

(M=3.79) and 39% strongly agreed that they have clear goals before Kenya cup season

starts, 39% agreed (M=4.06).The results also show that 40% believed the goals are

realistic (M=3.92), while 48% agreed that goals are measurable (M=3.83). It was also

established that 35% agreed that performance of a sports team is quantified by the amount

of competitions it wins (M=3.78). On the other hand, 33% strongly agreed that teams

performance is measured by the revenue generated (M=3.60), and 35% disagreed that the

team has been able to have a well outlined strategic plan due to its long duration of

existence (M=2.75). It was also revealed that 42% agreed that the technical team clearly

communicates the club goals at the beginning of the season while 21% strongly agreed

(M=3.77).The findings revealed that there was a positive relationship between having a

great vision and goals and performance of rugby clubs in Kenya (R=.050, P=0.726).

The findings show that 54% noted that strategy formulation was done yearly, while 21%

noted it was done after 3-4 years. It was established that 46% disagreed that the

organization regularly undertake strategy formulation (3.46), it was also noted that 29%

47

strongly agreed that the clubs strategic plan clearly communicated to all (M=3.63). The

findings also established that 35% agreed that the team has been able to provide its

members with direction or focus due to the existence of a strategic plan (M=3.46). The

findings also revealed that 29% agreed that the organizations scan the internal and

external environment, and develop policy options which differ from the status quo

(M=2.98). The findings also established that 36% agreed that internal politics has affected

attainment of higher levels of organizational performance (M=3.52) and 27% disagreed

that the organization size has influenced formulation in large firms compared to small

ones (M=2.54).The findings revealed that there was a positive relationship between

strategic formulation and performance of rugby clubs in Kenya (R=.093, P=0.513).

The findings show that 60% reviewed their strategic plan yearly during implementation

and 25% after 2-3 years. The analysis also show that 48% agreed that resource allocation

influence strategic planning (M=3.50). On the other hand, 46% agreed that resource

allocation influence strategic planning (M=3.87). It was noted that monitoring resources

influences attainment of results and 42% agreed (M=3.87). The findings also revealed

that 35% agreed that leadership commitment influences attainment of results (3.88). The

officials leadership has a positive influence on the performance of the club 35% agreed

(M=3.83). To analyze if technical team (Coaches) leadership has a positive influence on

performance of the club, 35% strongly agreed (M=3.83). The study also established that

the current team captains leadership has a positive influence on performance of the club,

40% agreed (M=4.04). In addition, 40% strongly agreed that club has a distinct culture

and tradition (M=3.98), and 35% strongly agreed that the current culture in the club has a

positive influence on performance of the club (M=3.77). While 19% agreed that people

have invested in the upgrade of facilities to facilitate strategy planning, while 17%

strongly agreed (M=3.15). The findings revealed that there was a positive relationship

between strategic plan and performance of rugby clubs in Kenya (R=.046, P=0.743).

5.3 Discussion

5.3.1 Impact of Creation of Vision and Goals on Performance

The study established that 33% strongly agreed that their clubs have a well stated vision

(M=3.79). But the issue is not only about the creation and development but also about

seeking the value, meaning, and significance of vision and mission for management of

48

organizations and about their implementation. As the environment is constantly changing,

the theory of strategic management is developing as well.

The results also show that 40% believed the goals are realistic (M=3.92),while 48%

agreed that goals are measurable (M=3.83). A goal is a broad primary outcome, it is what

a person or an organization would like to accomplish (Mikal, 2013). Some of the key

characteristics of a great goal are realistic, measurable and timebound. Goals are meant to

be a tool that pushes an organization to attain its full potential. They are used as a means

to measure the performance and progress an organization makes (Erica Olsen, 2013).

It was also established that 35% agreed that performance of a sports team is quantified by

the amount of competitions it wins (M=3.78). On the other hand, 33% strongly agreed

that teams performance is measured by the revenue generated (M=3.60. Jones et al.

(2004) considered the winning and losing performances of a single team and found a

number of statistically and practically significant differences. For example, while ‗lineout

success on the opposition throw‘ differed significantly between winning and losing

performances, large observable (but nonsignificant) differences were apparent for a

number of performance indicators (Hughes & Bartlett, 2002) such as ‗turnovers won‘. A

similar study was undertaken by Ortega (2009), where analysis was undertaken on

indicators such as line breaks, possessions kicked and turnovers. These indicators were

then correlated to winning or losing performances in the Six Nations tournament and

significant differences were identified for winning performance.

The findings revealed that 35% disagreed that the team has been able to have a well

outlined strategic plan due to its long duration of existence (M=2.75). It was noted from

the literature that the relationship between strategic planning and organization age has

various components. For example, Loderer, Claudio and Urs Waelchli (2009) looked at

the effect of age on an organization‘s ability to change as well as the effect of age on

growth. Skrt and Antoncic (2004) investigated planning and growth. Others such as

Yusuf and Saffu (2009) directly assessed planning intensity with age and benefits

expected from planning for young firms compared to old ones. Another interesting area

was the relation between the planning horizon and organization age. Next is a

presentation of what was noted in the literature. In the management literature, Leonard-

Barton (1992) has pointed out that, when firms focus on core capabilities, they bring on

core rigidities that make it difficult to adapt to changes in their environment. Barton also

49

added that age could affect performance by inducing organizational inertia. Moreover, old

age may make knowledge, abilities, and skills obsolete and induce organizational decay

(Agarwal, Rajshree and Michael, 2002).

The findings revealed that there was a positive relationship between having a great vision

and goals and performance of rugby clubs in Kenya (R=.050, P=0.726). Thomas and

Quadrini (2001) offer a model that explains this observation. The intuition is that, as

capital increases over time, its marginal product declines. On the other hand, Skrt and

Antoncic (2004), as well as Miller and Cardinal (1994), found a positive relationship

between strategic planning and firm profitability and growth. Successful young firms

tend, to a large extent, to use advanced planning and activity analysis. Moreover, strategic

planning is a process that helps organizations to identify strategic issues and so to forecast

and prepare for the future, which will help organizations to grow (Zimmerer and

Scarborough, 1996).

5.3.2 Effect of Strategic Formulation on Performance

The findings show that 54% noted that strategy formulation was done yearly. Strategy

formulation is the process by which an organization chooses the most appropriate courses

of action to achieve its defined goals. This process is essential to an organization‘s

success, because it provides a framework for the actions that will lead to the anticipated

results. Strategic plans should be communicated to all employees so that they are aware

of the organization‘s objectives, mission, and purpose. Strategy formulation forces an

organization to carefully look at the changing environment and to be prepared for the

possible changes that may occur.

It was established that 46% disagreed that the organization regularly undertake strategy

formulation (3.46). Rational planning and logical incrementalism are the two main

models of strategy formulation in the management literature (Elbanna 2006). Where

neither of these approaches is present, organizations are likely to lack clearly discernable

processes, thereby exhibiting ‗strategy absence‘ (Inkpen and Choudhury 1995).

The findings also revealed that 29% agreed that the organizations scan the internal and

external environment, and develop policy options which differ from the status quo

(M=2.98). Prior large-scale experiments in rational planning in the public sector have not

been successful. For example, during the 1970s UK local government conducted a failed

50

experiment with widespread corporate planning (Boyne 2001). This and other failures to

implement rational planning are usually attributed to technical and political problems.

Recent evidence on planning among local authorities in Wales, suggests that technical

problems are more difficult to overcome than political factors (Boyne et al. 2004).

Despite these challenges, rational planning processes can provide a valuable framework

for the formulation of objectives and actions.

Evidence on the consequences of rational planning for organizational performance is,

however, mixed (Elbanna 2006). While the balance of the international research results

from the public, private and non-profit sectors leans towards a positive relationship

between planning and performance (Boyne and Gould-Williams 2003), ‗planning is

neither a necessary nor a sufficient condition for performance improvement‘ (Boyne et

al.,2004). The findings show that 27% disagreed that the organization size has influenced

formulation in large firms compared to small ones (M=2.54). Mintzberg (1994) argues

that formulation may be more important in large firms due to its ability to improve

coordination and control. Robbins (1990) added that size has its strongest effect on

organization structure up to a level of approximately 1500 employees. Behaviour

formalisation as well as organization complexity increases according to size up to this

level. After that, size becomes a less important determinant of structure as the

organization has already become highly formalised.

The findings revealed that there was a positive relationship between strategic formulation

and performance of rugby clubs in Kenya (R=.093, P=0.513). In empirical studies, the

linkage between strategy and performance is typically operationalized by using various

measures and explicit ideas of causality fuelled by Miles and Snow‘s (1978) idea of

strategic types and Porter‘s (1980) generic strategies. These studies offer workable

frameworks for distinguishing strategic types and for evaluating their impact on various

measures of performance (Luoma, 2015).

5.3.3 Influence of Implementation of Strategic Plan Influence Performance

The analysis also show that 48% agreed that resource allocation influence strategic

planning (M=3.50). The idea of the useful resource-based View (RBV) of a firm

illustrates this courting. truly, RBV considers a company as a collection of assets and

abilities (Montealegre, 2002; Coates and McDermott, 2002). To be extra precise, RBV

is the manner of maximizing the earnings thru highlighting strategic alternatives

51

and assigning the essential challenge of defining, enhancing, and implementing the

principal organizational assets to management or the decision makers (Fahy, 2003).

Finney et al. (2005) said that RBV implies that assets are the bottom of achievement for

corporations. in addition, for Coates and McDermott (2002), RBV well-known shows

that the success of a agency‘s approach depends on its series of assets. Certainly,

RBV assumes that a sustainable competitive benefit results from the desired

outputs of the control activities of the organization (Fahy, 2003).

On the other hand, 46% agreed that resource allocation influence strategic planning

(M=3.87). Many researchers have highlighted the importance of specializing in inner

strengths and weaknesses as a source of competitive gain, resulting in a better and more

favorable scenario. For instance, Barney (1986) mentioned that strategic alternatives

must be driven from an analysis of the special abilities and capabilities of the firm as

opposed to the company‘s external surroundings; further ―studying a company's talents

and talents can be a source of greater correct expectations‖. provide (1991)

diagnosed how changes in the external surroundings can justify the resources and

capabilities required as the regular base from which the company can determine its

identity. Grant additionally emphasized that a business should be defined based totally

on its skills to offer more potent method, instead being described according to the

requirements it goals to fulfill. Therefore, it is important for strategists and managers to

keep in mind that investigating a company‘s internal belongings provides a greater

affordable analysis for formulating techniques than concentrating on what the company

must do to fulfill demand (Lopez, 2005).

The findings also revealed that 35% agreed that leadership commitment influences

attainment of results (3.88). At strategic degree, leadership is the important thing trouble

dealing with businesses in the 21stcentury (eire & Hitt, 1999). Without powerful strategic

management, a company‘s capacity to attain or preserve a competitive advantage is

substantially limited. The conceptualization of management at strategic degree should be

based at the notion that the relational additives of management constitute the core of

strategic management. Moreover, the members of TMTs need to be taken into

consideration the important thing contributors within the strategic management system,

which conceivably should impact innovation methods at organizational level (Elenkov,

2008).

52

In addition, 40% strongly agreed that club has a distinct culture and tradition (M=3.98),

and 35% strongly agreed that the current culture in the club has a positive influence on

performance of the club (M=3.77). A main motive for the hobby in culture in the

business enterprise arises from the idea that certain organizational cultures lead to

high-quality organizational performance. Fantastic organizational overall performance is

dependent on the values of the organizational tradition being extensively

communicated and shared in the business enterprise. Firms with robust cultures

outperform people with weak cultures (Bipath, 2007). A good deal of the literature on

organizational culture and the performance of the agency indicates that tradition could

have giant high-quality monetary cost for an company (Barney, 1986). Consistency

between rules and movements as a robust determinant of culture is stimulated

through the ethics of the organization and without the right cultural nurturing,

organizations will be not able to produce sustainable effects and a lasting aggressive

benefit (Mendonca, 2001). For example, when Carlo Ancelotti went to Real Madrid to

manage the club, he learn Spanish so that he could communicate easily with they the

players, owners, media and fans. He also discovered that in Spanish culture, people have

lunch at 3pm unlike other countries where it is at 12pm or 1pm. Had to adapt to that

culture and no training took place at 3pm (Ancelotti, 2016)

5.4 Conclusion

5.4.1 Impact of Creation of Vision and Goals on Performance

The clubs need to maintain well stated vision and have clear goals before Kenya cup

season starts so as ensure all stake holders are aware of the expectation. The results

should be attainable and this can only be done by ensuring the goals remain realistic and

are measurable. While performance is measured by the amount of competitions won and

revenue generated teams should have a well outlined strategic plan to achieve these

objectives.

5.4.2 Effect of Strategic Formulation on Performance

Strategy formulation should be done regularly and the plan clearly communicated to all to

ensurethe team has a proper direction or focus. The clubs should scan the internal and

external environment in order to establish and mitigate any unforeseen challenges. In

addition, internal politics also affect attainment of higher levels of organizational

performance.

53

5.4.3 Influence of Implementation of Strategic Plan Influence on Performance

Strategic plan ought to be reviewed regularly, and enough resource allocated for the

process and monitored to ensure the attainment of results. The leadership in the clubs

have also shown commitment towards the attainment of results and such actions involves

the investment in the upgrade of facilities to facilitate strategy planning.

5.5 Recommendation

5.5.1 Recommendation for Improvement

5.5.1.1Impact of Creation of Vision and Goals on Performance

Clubs should at at all-time maintain a well stated vision and have clear goals for the

seasons. The plans need to be well outlined and proper communication done by the

technical team to all stake holders. The clubs also need to seek for ways to generate

revenues in order to facilitate attainment of the set goals.

5.5.1.2 Effect of Strategic Formulation onPerformance

Clubs should undertake regulator strategy formulation and the plan clearly communicated

to all, The clubs also need to minimize internal politics as it has an effect on the

attainment of higher levels of organizational performance.

5.5.1.3 Influence of Implementation of Strategic Planon Performance

Clubs need to do a regular review of the strategic plan and the necessary resource

allocated for strategic planning. In addition, the leadership need to show ample

commitment towards the attainment of this results. The clubs also need to do away with

culture and tradition that have a negative influence on their performance.

5.5.2 Recommendation for Further Studies

The aim of this study was to establish the influence of strategic planning by rugby clubs

on their performance. The findings show that resource plays a huge role in facilitation of

the process although for these clubs sponsorship is still the main revenue source. There is

therefore a need to undertake further research to establish the elements sponsors look for

before committing to a team. Similar studies also need to be done in other sports so as to

be able to generalize the findings.

54

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APPENDIX 1: QUESTIONNAIRE

SECTION A: GENERAL INFORMATION

1. What team do you play or work for?

Nondescripts Impala Harlequins KCBMwamba

Mean Machine Homeboys Strathmore

2. What is your age?

Under 18 yrs 18 – 25 yrs 26 – 35yrs 35 – 50yrs Above 50yrs

3. What role do you play at the club?

Player Coach/Technical Staff Official Administration Team Media

Commercial Revenue Generation

4. Please indicate the total number of staff at the club including the reserve players and

63

officials

0-30 31-60 61 - 90 91 - 120 above 120

5. Number of years in the team

Less than 2 3 – 5 6-10 11-14 above 15

6. Monthly Gross Salary for taking part in Kenya Cup (excluding bonuses and benefits)

0 – 30,000Ksh 30,001 – 50,000Ksh 50,000 – 100,000Ksh

above 100,000Ksh

SECTION B: PERFORMANCE OF RUGBY CLUBS IN KENYA (OFFICIALS

ONLY)

7. How many Kenya Cup titles has your team won

0-4 5-8 9-12 13-16 17-20

8. How many games did you win in the group stage of the Kenya Cup in 2017?

0-4 5-8 9-12 13-16

9. How many times has your team finished in the top 4 of the Kenya Cup league

standings in the past five years?

0 1 2 3 4 5

10. What is the Teams Main Source of Revenue?

Television Rights… Commercial Revenue (Selling Shirts & other Merchandise) .

Sponsorship Gameday Gate Collection Other

11. How much Revenue does the Team Generate from Television Rights in the 2017 Kenya Cup?

Less than 100,000Ksh … 100,001Ksh – 500,000Ksh __ 500,001Ksh – 1,000,000Ksh -

1,000,001Ksh – 1,500,000Ksh _ Above 1,500,000Ksh -

12. How much Revenue does the Team Generate from Commercial Revenue (selling shirts &

other merchandise) in the 2017 Kenya Cup?

Less than 100,000Ksh … 100,001Ksh–500,000Ksh +500,001Ksh – 1,000,000Ksh

1,000,001Ksh – 1,500,000Ksh Above 1,500,000Ksh

13. How much Revenue does the Team Generate from Sponsorship in the 2017 Kenya Cup?

Less than 100,000Ksh … 100,001Ksh –500,000Ksh __ 500,001Ksh – 1,000,000Ksh

1,000,001Ksh – 1,500,000Ksh +Above 1,500,000Ksh

14. How much Revenue does the Team Generate from Gameday Gate Collections in the 2017

Kenya Cup?

Less than 100,000Ksh … 100,001Ksh– 500,000Ksh __ 500,001Ksh -1,000,000Ksh

1,000,001Ksh-1,500,000Ksh Above 1,500,000Ksh

15. What is the Total Revenue the Team Generated from participating in the 2017 Kenya Cup?

Less than 1,000,000Ksh … 1,000,001Ksh – 5,000,000Ksh + 5,000,001Ksh-10,000,000Ksh

10,000,001Ksh – 15,000,000Ksh +Above 15,00,000Ksh

64

What is your level of agreement with the following statements on the effects ofvision and goals

influence performance of rugby clubs (5- Strongly agree, 4- Agree, 3-Neutral, 2-Disagree, 1-

Strongly Disagree)

Statement

Str

on

gly

Dis

ag

ree

Dis

ag

ree

Neu

tra

l

Ag

ree

Str

on

gly

Ag

ree

4 The club has multiple outlets to sell shirts and other

merchandise 1 2 3 4 5

5 The club invests in entertainment facilities like a bar

and restaurant to increase revenue 1 2 3 4 5

6 The club has a clear youth structure and academy to

develop talent 1 2 3 4 5

7 The club plans to invest in its own stadium to control

and increase its revenue collection 1 2 3 4 5

8 The club makes a lot of effort to promote the team so

as to increase the revenue generated by the Gate

Collections, Merchandise sold and Sponsorship

1 2 3 4 5

What other factor affect the team performance on pitch and revenue the club generates

____________________________________________________________________________

____________________________________________________________________________

_____________________________________________________________

SECTION C: How Vision and Goals influence performance of rugby clubs in

Kenya?

1.The organization has a well stated vision (where they expect the club to be in 5 years)? Strongly Disagree Disagree Neutral Agree Strongly Agree

1 2 3 4 5

2 The does the organization have clear goals before the Kenya Cup season starts? Strongly Disagree Disagree Neutral Agree Strongly Agree

1 2 3 4 5

What is your level of agreement with the following statements on the effects ofvision and

goals influence performance of rugby clubs (5- Strongly agree, 4- Agree, 3-Neutral, 2-

Disagree, 1- Strongly Disagree)

Statement

Str

on

gly

Dis

ag

ree

Dis

ag

ree

Neu

tra

l

Ag

ree

Str

on

gly

Ag

ree

4 The organizational goals are realistic, measurable and

timebound 1 2 3 4 5

5 The organizational goals are measurable 1 2 3 4 5 6 The organizational goals are timebound 1 2 3 4 5

65

7 Performance of a sports team is quantified by the amount

of competitions it wins. 1 2 3 4 5

8 Teams performance is measured by the revenue generated 1 2 3 4 5 9 The team has been able to have a well outlined strategic

plan due to its long duration of existence 1 2 3 4 5

10 The technical team clearly communicates the club goals at

the beginning of the season 1 2 3 4 5

11 The officials are the ones who make the goals of the club 1 2 3 4 5

What other factor of vision and goals affect performance of rugby team

________________________________________________________________________

________________________________________________________________________

_____________________________________________________________________

SECTION D: Strategic Formulation and Performance of Rugby Clubs

1. Does the organization regularly undertake strategy formulation?

Strongly Disagree Disagree Neutral Agree Strongly Agree

1 2 3 4 5

2. How often is it done?

Yearly 1-2 years 3-4 years 5-6 years above 6

3. Is the club‘s strategic plan clearly communicated to all members

Strongly Disagree Disagree Neutral Agree Strongly Agree

1 2 3 4 5

On a scale of 1-5 where; 1-Strongly Disagree; 2-Disgaree; 3-Neutral; 4-Agree; and 5-

Strongly Agree, indicate your level of agreement in relation to strategic formulation and

performance

Statement

Str

on

gly

Dis

ag

ree

Dis

ag

ree

Neu

tra

l

Ag

ree

Str

on

gly

Ag

ree

5 The team has been able to provide its members with

direction or focus due to the existence of a strategic

plan

1 2 3 4 5

6 organizations scan the internal and external

environment, and develop policy options which differ

from the status quo.

1 2 3 4 5

7 Internal politics has affected attainment of higher

levels of organizational performance 1 2 3 4 5

8 organization size has influenced formulation in a

negative way 1 2 3 4 5

66

What other staff competence factor affect strategy implementation in your organization

________________________________________________________________________

______________________________________________________________________

SECTION E: Strategic Plan Implementation and Performance of Rugby Clubs

1. Does the organization implement its strategy plan?

Strongly Disagree Disagree Neutral Agree Strongly Agree

1 2 3 4 5

2. How often is it reviewed during implementation?

Never Yearly 2-3 years 4-5 years above 5 years

3. How would you rate the resource allocation towards strategy planning?

Need improvement Not satisfied Not sure Satisfied Extremely satisfied

1 2 3 4 5

What is your level of agreement with the following statements in relation to the effect of

strategic planning on the performance? (5- Strongly agree, 4- Agree, 3-Neutral, 2-

Disagree, 1- Strongly Disagree)

Statement

Str

on

gly

Dis

ag

ree

Dis

ag

ree

Neu

tra

l

Ag

ree

Str

on

gly

Ag

ree

4 Resource allocation influence strategic planning 1 2 3 4 5 5.. Monitoring resources influences attainment of results 1 2 3 4 5 6. Leadership commitment influences attainment of

results 1 2 3 4 5

7. The official‘s leadership has a positively influence on

the performance of the club 1 2 3 4 5

8 The Technical team (coaches) leadership has a positive

influence on the performance of the club 1 2 3 4 5

9. Current team captain‘s leadership has a positive

influence on the performance of the club 1 2 3 4 5

10. The club has a distinct culture and tradition 1 2 3 4 5 11. The current culture in the club has a positive influence

on the performance of the club 1 2 3 4 5

12. The club has traditional style of playing rugby 1 2 3 4 5 13. We have invested in the upgrade of facilities to

facilitate strategy planning 1 2 3 4 5

67

What other strategy planning factors affect performance in your organization?

________________________________________________________________________

______________________________________________________________________