THE IMPACT OF STRATEGIC MANAGEMENT ON FINANCIAL

PERFORMANCE IN SAME SELECTED MANUFACTURING

COMPANIES IN MOGADIHSU, SOMALIA

BY

GROUP NAME: B

GRADUATES:
1. ABDINASIR ABDI AHMED ID.NO: 13,429
2. OSMAN ABDULLAHI SIYAD ID.NO: 12,249
3. SHUKRI ABDULKADIR MOHAMED ID.NO: 12,346
4. HALIMO MUQTAR ABDULLAHI ID.NO:10913
5. DEEQO ABDULLE ABUUKAR ID.NO:12,230

A RESEARCH PROPOSAL SUBMITTED IN PARTIAL FULFILLMENT

OF THE REQUIREMENT FOR THE AWARD OFBACHELOR
DEGREE OF BANK AND FANANCE,

HORSEED INTERNATIONAL
UNIVERSITY
(HIU)

JUNE 2023
 STUDENT DECLARATION
We declare that this research proposal entitled “The impact of strategic
management on financial performance in same selected manufacturing
companies in Mogadishu Somalia.
is the result of our own research except as cited in the references. The proposal has
not been accepted for any degree and is not concurrently submitted in candidature of
any other degree.

Name of the Candidates

1. ABDINASIR ABDI AHMED ID.NO: 13,429 Signature: ...........
2. OSMAN ABDULLAHI SIYAD ID.NO: 12,249 Signature: ...........
3. SHUKRI ABDULKADIR MOHAMED ID.NO: 12,346
Signature: ...........
4. HALIMO MUQTAR ABDULLAHI ID.NO:10,913 Signature: ..........
5. DEEQO ABDULLE ABUUKAR ID.NO:12,230 Signature: ..........

Date: ......... /......... /…………

 SUPERVISOR DECLARATION
I hereby declare that I have supervised carefully, and read this research proposal and
in my opinion, this research proposal is sufficient in terms of scope and quality for the
award of Bachelor degree and accepted for the submission to the examining panel.

Name of the supervisor: ABDIRAHMAAN TAHLIIL

Signature: __________________________________

Date: ____/_____/______

ACKNOWLEDGEMENT

We begin by giving Allah praise for giving us the courage and vigor to complete this
brief study. We are incredibly appreciative to everyone who has supported and
encouraged us
. We are quite grateful to our supervisor, Mr. Abdirahman tahliil, for his dedication,
perseverance, kind comments, creative ideas, leadership, and generosity with his
knowledge and expertise in supervision.
We are especially grateful to our dear parents for their exceptional attention they have
given us.
For giving us this once-in-a-lifetime chance, Our University Horseed International
University has our sincere thanks. Instead of saying goodbye to a moment in our life
that has meant so much to us, we will be grateful to Horseed International University
for giving us the character, intelligence, and heart we need to keep growing.
We sincerely appreciate the research participants who sacrificed their time to fill out
the questionnaire. We would like to thank our wonderful friends for supporting us
during the entire process, keeping us upbeat, and helping us fit the puzzle pieces
together. We will always value the work you do. Naturally, the subject's involvement
was required for this thesis to be successful.
 Abstract
Strategic management is a field that deals with the major intended and emergent
Initiatives taken by general managers on behalf of owners, involving utilization of
resources, to enhance the performance of firms in their external environments. (Nag,
Hambrick, Chen2007).
The main objective of this research is to examine the effect of formulation strategy on
financial performance in manufacturing companies in Mogadishu.to investigate the
effect to implementation strategy on financial performance in manufacturing
companies in Mogadishu.to evaluate the impact to strategy controlling on financial
performance in manufacturing companies in Mogadishu.
The target population of this study was being 60 that were being selected from the
following manufacturing companies: Aafi and Shaakir Because of accessing to and
availability of data according to the researcher, Since the study tried to find out the
impact of strategic management on financial performance in some selected
manufacturing companies in Mogadishu-Somalia.
The researcher found that the effect of implementation strategy on financial
performance have overall mean of 2.78 in objetive one, and 2.93in objective two and
2.76 in objective three. In addition the study explained that the impact of strategic
management on financial performance in some selected manufacturing companies in
Mogadishu-Somalia.
 Contents
STUDENT DECLARATION...................................................................i
SUPERVISOR DECLARATION...........................................................ii
Contents...................................................................................................iii
LIST OF TABLE....................................................................................vi
LIST OF FIGURES...............................................................................vii
CHAPTER ONE......................................................................................1
INTRODUCTION....................................................................................1
Introduction.............................................................................................................................
1.1 background of the study....................................................................................................
Statement of problem..............................................................................................................
Research objectives.................................................................................................................
Research questions..................................................................................................................
Significance of study...............................................................................................................
Scope of the study...................................................................................................................
1.6.1 content scope..................................................................................................................
1.6.2 time scope......................................................................................................................
1.6.3 geographical...................................................................................................................
Definition of key terms...........................................................................................................
Conceptual framework............................................................................................................
CHAPTER TWO.....................................................................................6
LITERATION REVIEW........................................................................6
2.0 introduction.......................................................................................................................
2.1 strategic management........................................................................................................
2.1.1implementation strategy..................................................................................................
2.1.2 formulation strategy.......................................................................................................
2.1.3 controlling strategy........................................................................................................
2.2 financial performance.......................................................................................................
2.2.1 performance measurement in the companies................................................................1
2.3 the relationship between strategic management (iv) and financial
performance (dv)....................................................................................................................1
2.4 summery & conclusion....................................................................................................1
CHAPTER THREE...............................................................................13
RESEARCH METHOLOGY...............................................................13
Introduction............................................................................................................................1
3.1 research design.................................................................................................................1
3.2 target population..............................................................................................................1
3.3 sample size.......................................................................................................................1
3.4 sample producers.............................................................................................................1
3.5 data gathering procedures................................................................................................1
3.6 data analysis.....................................................................................................................1
3.7 validity & reliability of the study.....................................................................................1
3.8 ethical considerations.......................................................................................................1
3.9 limitations........................................................................................................................1
CHAPTER FOUR..................................................................................17
DATAPRESENTATION, ANALYSIS AND INTERPRETATION. 17
4.0 introduction......................................................................................................................1
4.1 demographic data.............................................................................................................1
CHAPTER FIVE....................................................................................35
MAJORFINDINGS, CONCULUTION AND
RECOMMENDATIONS.......................................................................35
5.0 introduction......................................................................................................................3
5.1 generel summery of findding...........................................................................................3
5.2 concolusin........................................................................................................................3
5.3 recommendations.............................................................................................................3
5.4 further research................................................................................................................3
REFERECE............................................................................................38
APPENDIX A.........................................................................................41
QUESTIONNAIR..................................................................................41
APPENDIX B; BUDGET......................................................................44
APPENDIX: C........................................................................................45
WORK PLAN.........................................................................................45
 LIST OF TABLE
Table 4.1.1 Gender of respondents..............................................................................18
Table 4.1. 2 Age of responders....................................................................................19
Table 4.1. 3 marital status of respondent.....................................................................20
Table 4.1. 4 Educational level of respondents.............................................................21

Table 4.2. 1experience level of the respondent...........................................................22

Table 4.2. 2 I am getting a higher grade working in a group than working individually
.....................................................................................................................................23
Table 4.2. 3 Everyone in the group will have an equal opportunity to participate......24
Table 4.2. 4 The grade that I will receive will be a fair reflection of how much work I
did................................................................................................................................25
Table 4.2. 5 Everyone in the group will do an equal amount of work........................26

Table 4.3. 1 I had enough time to perform the inspection task...................................27

Table 4.3. 2 the supporting material to perform the task provide enough information
.....................................................................................................................................28
Table 4.3. 3 the task objectives were perfectly clear...................................................29
Table 4.3. 4 More interesting than my high school classes.........................................30
Table 4.3. 5 I am satisfied with the quality of taste.....................................................31
Table 4.3. 6 Prices at media market are usually lower than at other stores in Szczecin
.....................................................................................................................................32
Table 4.3. 7 Media market employee are competent I can trust in their advices........33
Table 4.3. 8 at media market I can often find very attractive special over..................34
 LIST OF FIGURES
Figure 4.1. 1 Gender of responders.............................................................................18
Figure 4.1. 2 age of respondents..................................................................................19
Figure 4.1. 3 marital status of respondent....................................................................20
Figure 4.1. 4 educational level of respondent..............................................................21

Figure 4.2. 1 experience level of the respondents…………………………………....22

Figure 4.2. 2 am getting a higher grade working in a group than working individually
.....................................................................................................................................23
Figure 4.2. 3 Everyone in the group will have an equal opportunity to participate....24
Figure 4.2. 4 The grade that I will receive will be a fair reflection of how much work I
did................................................................................................................................25
Figure 4.2. 5 everyone in the group will do an equal amount of work........................26

Figure 4.3. 1 I had enough time to perform the inspection task..................................27

Figure 4.3. 2 the supporting material to perform the task provide enough information
.....................................................................................................................................28
Figure 4.3. 3 the task objectives were perfectly clear..................................................29
Figure 4.3. 4 more interesting than my high school classes........................................30
Figure 4.3. 5 I am satisfied with the quality of taste....................................................31
Figure 4.3. 6 Prices at media market are usually lower than at other stores in Szczecin
.....................................................................................................................................32
Figure 4.3. 7 Media market employee are competent I can trust in their advices.......33
Figure 4.3. 8 at media market I can often find very attractive special over................34
 CHAPTER ONE
INTRODUCTION
1.0 Introduction
This chapter was discussed the following tops, background of the study, problem
statement, purpose of the study, research objective, research question, and scope of
the study, significance of the study and research framework.
1.1 background of the study
Economic environment is changing rapidly and this change is characterized by such
phenomena as the globalization, changing customer and investor demands, ever-
increasing product-market competition. To complete successfully in this environment,
organizations continually need to improve their performance by reducing cost,
innovating products and processes and improving quality, productivity and speed to
market.(Lamb,1984).Strategic management is an ongoing process that evaluates and
controls the business and the industries in which the company is involved, assesses its
competitors and set goals and strategies to meet all existing and potential competitors,
and then reassess each strategy annually or quarterly (i.e. regularly) to determine how
it has been implemented and whether it has succeeded or needs replacement by a new
strategy to meet charged circumstances, new technology, new competitors, a new
economic environment, or a new social, financial or political environment Achieving
a competitive advantage position and enhancing firm performance relative to their
competitors are the main objectives that business organizations in particular should
strive to attain. (Raduan, Jegak, Haslinda and Alimin, 2009).
Strategic management is a field that deals with the major intended and emergent
Initiatives taken by general managers on behalf of owners, involving utilization of
resources, to enhance the performance of firms in their external environments. (Nag,
Hambrick, Chen2007). It entails specifying the organization's mission, vision and
objectives, developing policies and Plans, often in terms of projects and programs,
which are designed to achieve these objectives, and then allocating resources to
implement the policies and plans, projects and programs.
Strategic management is a level of managerial activity under setting goals and over
tactics. Strategic management provides overall direction to the enterprise.
Strategic management includes not only the management team but can also include
the Board of Directors and other Stakeholders of the organization. It depends on the
organizational structure.
Strategic management can depend upon the size of an organization, and the proclivity
to change of its business environment. Therefore, a global transnational organization
may employ a more structured strategic management model, due to its size, scope of
operations, and need to encompass stakeholder views and requirement. The way and
manner they face strategic issues can affect the overall growth and development of
the organization. It goes without saying that the strategic framework must also
address fundamental issues such as resource base, infrastructure constrains, and
appropriate level of technology and raw materials input. Financial performance
analysis is the process of determining the operating and financial characteristics of a
firm from accounting and financial statements.
The goal of such analysis is to determine the efficiency and performance of firms
management, as reflected in the financial records and reports. The analyst attempts to
measure the firms liquidity, profit ability and other indicators that the business is
conducted in a rational and normal way; ensuring enough returns to the shareholders
to maintain at least its market value (Bhunia, Mukhuti, & Roy, 2011).Financial
performance involves measuring the results of affirms policies and operations in
monetary terms. These results are reflected in the firms return on investment, return
on assets and value added. Stoner (2003) as cited in Turyahebya (2013), defines
financial performance as the ability to operate efficiently, profitably, survive, grow
and react to the environmental opportunities and threats. In agreement with this,
Stoltenberg and Anderson (1995) assert that, performance is measured by how
efficient the enterprise is in use of resources in achieving its objectives. Hitter al
(1996) believes that many firms' low performance is the result of poorly performing
assets. Good performance and affects the continuation of the difficult financial or
business performance (Gibbous and Kemp, 2003) can be divided. Financial
performance is at the core of the domain for the benefit of the organization.
Accounting standards based on the return on assets (ROA), return on sales (Ros) and
return on equity (Roe) measure of economic success. Items related to business
Performance measures, such as market share, growth, diversification, and
development of production (Gibcus andKemp, 2003).
1.2 Statement of problem
Strategic Management implementation poses the tougher time-consuming
management challenge and practitioners are insistent in saying that it’s a whole lot
easier to develop a sound strategic plan than it is to make it happen.
Poor development and implementation of strategic management practices has been
blamed on a number of issues,
with the lack of top management commitment being one of the most mentioned
problems.
So these challenges have an impact on the financial performance of manufacturing
companies.
Leadership style that is strategic has been extensively defined as one of the leading
drivers in the implementation of an effective Strategic management practice that has a
vital role in leading style of strategic implementation.
Effective strategic leadership actions enable organizations to successfully use
strategic management process which culminate into realization of above average
returns and strategic competitiveness Purpose of the Study.
1.3 Research objectives
1. To examine the effect of formulation strategy on financial performance in
manufacturing companies in Mogadishu.
2. To investigate the effect to implementation strategy on financial performance
in manufacturing companies in Mogadishu.
3. To evaluate the impact to strategy controlling on financial performance in
manufacturing companies in Mogadishu.
1.4 Research questions
1. What is the effect to fimplementation strategy on financial performance in
manufacturing companies in Mogadishu?
2. What is the impact of strategy controlling strategy on financial performance in
manufacturing companies in Mogadishu?
3. What is the effect of formulation strategy on financial performance in
manufacturing companies in Mogadishu?
1.5 Significance of study
The study was expected to have an effect on strategic management practitioners,
management of financial performance, the outcome of this study is to supplement the
existing store of knowledge on the subject and serve as a channel for further research
on innovative ways of gaining competitive advantage for the overall academic well-
being of the nation.
The study will be very useful to the researchers interested in the area, that is,
the outcome of this study was serving as a base for academicians who might want to
conduct further studies in strategic management practices.
1.6 Scope of the study
1.6.1 content scope
The content scope of the study concerned the impact of strategic management on
financial performance of the study in companies in Mogadishu Somalia,
1.6.2 time scope
This study was being continuously from 10 November 2022 to 10 December 2022
1.6.3 geographical
The geographically scope of this study was limited to Banadir region in Mogadishu
Somalia.
1.7 Definition of key terms
Strategic management is the ongoing planning, monitoring, analysis and assessment
of all necessities an organization needs to meet its goals and objectives. Changes in
business environments will require organizations to constantly assess their strategies
for success.
Financial performance is a subjective measure of how well a firm can use assets
from its primary mode of business and generate revenues. The term is also used as a
general measure of a firm's overall financial health over a given period.
Strategy implementation is the process of turning plans into action to reach a
desired outcome. Essentially, it's the art of getting stuff done. The success of every
organization rests on its capacity to implement decisions and execute key processes
efficiently, effectively, and consistently.
Strategy Formula ensures that the articulation and communication of strategy is
sound and consistent across the business unit, functional groups, or organization as a
whole.
1.8 Conceptual framework
conceptual framework is a model of presentation where the researcher means the
relationship between the study variables and relationships graphically shows a diagra
(Orodho,2006).
The management practices strategic part(Strategy formulation, implementation and
control strategy) in financial performance as independent variables, while the
variables considered as indicators of performance; levels of net profit, an increase in
sales volume, the growth of the number of employees and increase market share.

IV DV

Strategic management Financial performance

Implementation strategy

Formula strategy Financial performance

Controlling strategy
 CHAPTER TWO
LITERATION REVIEW
2.0 introduction
In relation to the theme being reviewed, the literature analysis is discussed in this
section of the thesis. Reputable academics who have investigated a related field of
study have provided summaries of information related to the study's focus area.
2.1 strategic management
Strategic management is an ongoing process that analyzes and controls the business
and the industries in which the company operates, evaluates its competitors, and sets
goals and strategies to meet all current and potential competitors. Each strategy is
then reviewed annually or quarterly (i.e., regularly) to see how it has been
implemented and to assess whether it has been successful or whether it requires
replacement by a new strategy to address changing circumstances, new technology,
new competitors, or a new industry. The major goals that business organizations in
particular should work toward achieving are gaining a competitive advantage position
and improving firm performance in comparison to their rivals. (Raduan, Jegak,
Haslinda, and Alin, 2009).
The use of resources by general managers on behalf of owners to improve the
performance of businesses in their external settings is the subject of the discipline
known as strategic management. (Hambrick, Chen, and Nag 2007). Defining the
organization's mission, vision, and objectives, creating policies and plans—often in
the form of projects and programs—that are aimed at achieving these goals, and
finally assigning resources to carry out the policies and plans, projects, and programs
are all necessary steps.
Setting goals and using strategies are levels of managerial action below strategic
management. The enterprise is given overarching direction by strategic management.
The Board of Directors and other stakeholders inside the firm may also be included in
strategic management, in addition to the management team. It depends on the
organizational structure.
The size of an organization and the propensity of its business environment to change
can have an impact on strategic management. A global multinational company may
therefore use a more formal strategic management model due to its size, breadth of
operations, and need to take stakeholder needs and preferences into account.The
organization's entire growth and development may be impacted by the technique and
manner in which they approach strategic challenges.It should go without saying that
the strategic framework must also handle fundamental problems including the
availability of resources, infrastructure constraints, and the proper level of technology
and input from raw materials. The process of identifying a company's operating and
financial features from its accounting and financial statements is known as financial
performance analysis.
2.1.1implementation strategy
Implementation plan It is the procedure for managing the company's financial
resources. In accordance with the predetermined financial strategy, it also entails
budgeting, risk management, insurance for a business, and accounting and financial
reporting.
Based on the idea that performance measurement improves organizational
performance, performance measurement has been developed and put into practice in
both public and private companies (Bourneetel, 1999).
Empirical research suggests that using performance assessments does not ensure
success, either. Although organizations in both the public and private sectors have
struggled to develop performance measurement (PM) systems that are cost-effective
and meaningful, the obvious difference is that success in the private sector has been
documented while implementing performance measurement in the public service has
been challenging due to a lack of a clear objective and the presence of multiple
principals (Metawie& Gilman, 2005). Armstrong (2006) claims that performance
monitoring identifies successes and gaps in order to offer feedback. It a im sat
improving productivity by linking strategy and performance. The relative level of
performance can be compared, evaluated, and improved through measurement
(Parhizgari& Gilbert, 2004). Organizations have traditionally placed a greater
emphasis on financial metrics when evaluating organizational efficiency. In order to
evaluate effectiveness, performance measurements including return on investment,
market share, profitability, earnings per share, and other similar financial indicators
are frequently used (Upadhaya, Munir, and Blount, 2014).
However, over the past three decades, the use of financial indicators to gauge
performance has come under scrutiny, and better metrics that take both financial and
non-financial factors into account have been established (Parhizgari& Gilbert, 2004;
Bititci et al., 2007).

2.1.2 formulation strategy

The process of formulating a strategy involves using the knowledge already at hand
to record the anticipated course of a firm and the practical procedures to achieve its
objectives.
This procedure is used to allocate resources, set priorities, align the entire
organization, and validate business objectives.
By creating a successful strategy, your organization may share a single, unambiguous
vision, identify biases by looking at the justification for goals, and monitor
performance using quantifiable key performance indicators (KPIs).
Here are five ideas you may use to create a winning plan for your business.
2.1.3 controlling strategy
The local workforce should create and implement control techniques. The people who
are most familiar with the process will have the most insight into what the root
reasons of an out-of-control situation are and how to address them. Furthermore,
uncontrollable problems need to be handled right away. As a result, the local
workforce is also accountable for implementing control techniques.
Regular updates to control strategies are necessary. A cause should be removed from
the control strategy and replaced with another potential cause (together with the
action to be taken for pursuing the new cause) if it has never been identified as the
source of an out-of-control point.
The advantages of control strategies are numerous. Control techniques offer a way of
conducting a methodical search for unique causes. This enhances the performance of
front-line employees. Control measures also improve our understanding of how our
processes work. By using and updating control strategies over time, for instance, you
can create a database that will analyze the root causes of out-of-control points over
the long term. This expanded understanding of our procedures will be helpful in on
boarding new employees. Instead of learning by doing, they will use a structured
strategy to govern their operations. A permanent record of what transpired following
each out-of-control scenario is also provided by control strategies.
2.2 financial performance.
The entire productivity of a firm in terms of stock turnover, customers, profitability,
and market share is what is meant by financial performance. Since generating profits
is a key goal of businesses, the concept of financial performance is essential to them.
According to Iravo et al. (2013), one of the key issues in business has been why some
companies succeed while others fail, and this has motivated research on the factors
that affect organizational performance.
According to Fwaya (2006), performance is a formula for evaluating how well an
organization is operating under specific conditions, such as productivity, employee
morale, and effectiveness. According to Nzuve and Nyaega (2012), the core of
strategic management is performance management and improvement because a lot of
strategic thinking is focused on defining and measuring performance.
According to Awino (2011), a company needs to generate high returns and identify
performance drivers at all levels of the business in order to be successful. The goal
approach, which asserts that an organization pursues specific, measurable goals, is
one of the three approaches to performance in an organization that Odhiambo (2009)
identified. According to this method, performance is measured by how well these
objectives were achieved. The second strategy is known as the systems resource
strategy, which characterizes performance as the interaction between an organization
and its surroundings.
According to this concept, performance is determined by an organization's capacity to
protect the scarce and priceless resources present in the environment. According to
Waiganjo et al. (2012), the third approach to the process defines performance in terms
of how an organization's people resources behave.
The most commonly used performance measurement systems today are; Balanced
score card (BSC) developed by Kaplan and Norton which have four key measures;
financial perspective, customer perspective, internal business process, learning and
growth. The performance pyramid (SMART) is the second. Quality, delivery, cycle,
and waste are its four primary operating metrics. The third is the performance prism,
which has stakeholder satisfaction as one of its main performance components along
with strategies, processes, capabilities, and stakeholder satisfaction. With the goal of
improving performance rather than conducting a post-mortem of organizational
performance, these contemporary methods of performance management are centered
on integrating both financial and non-financial metrics in performance measurement.
The financial world is currently undergoing extreme changes, largely brought on by
the transformations in the financial markets as well as by legislative and institutional
changes. Because of the undeniable impact these changes are having on financial
analyses, the concept of "performance" is often associated with the concepts of
"profitability" and "efficiency" in academic writings. Most studies use three
representative metrics to express financial profitability: return on average assets,
return on average equity, and net interest margin. The following studies, which took
into account at least one of the aforementioned variables, can be seen in this regard:
Bourke(1989), Staikouras and Wood(2004), Park and Weber(2006),
more include Million Cornett et al. (2010), Dietrich and Wan serried (2011), Kanas et
al. (2012), Pasiouras and Kosmidou (2007), Athanasoglou et al. (2008), Albertazzi
and Gambacorta (2009), and more.Despite the aforementioned papers, there were
studies where other variables were taken into account when determining profitability,
such as the study by Molyneux and Thornton (1992), which included the net profit
after tax with staff expenses and loan loss provisions as a profitability indicator, or
Lee et al. (2014a), which included the ratio of net non-interest income to net
operating income as a measure of non-interest income.
Similar to CSR metrics, there is a lack of agreement on the best employee financial
performance measuring tool.According to Cochran and Wood (1984; Waddock and
Graves, 1997), several studies use accounting measures including Return on Equity
(ROE), Return on Assets (ROA), Return on Sales (ROS), Return on Capital
Employed (ROCE), and Earnings per Share (EPS). Others, like Vance (1975),
employ market-based metrics of financial performance, like investor returns;
Other researchers, like Balabanisetal. (1998) and Choi et al. (2010), employed a
combination of market- and accounting-based methods.Market-based and accounting-
based measurements both offer unique viewpoints on financial performance and have
unique ramifications.
According to McGuire, Schneeweis, and Hill (1986), accounting-based measures only
adequately reflect the financial success of a corporation in the past. These
measurements are biased because they can be manipulated by managers and are
impacted by various accounting practices (Araseal et al., 2009).Market-based
measurements concentrate on the future success of a corporation rather than its
historical performance; as a result, they are less vulnerable to managerial
manipulation and alternative accounting practices (Araseal, 2009).
This study combines both accounting- and market-based approaches to account for
these deficiencies. According to McWilliams and Siegel (2000), the study by Wad
dock and Graves (1997) is missing specified because they neglected to account for
the intensity of research and development (R&D). R&D was found to besign ificantly
positively related to financial performance. According to McWilliams and Siegel
(2000), R&D investments result in knowledge advancement, which leads to the
creation of products and processes, increasing a firm's productivity. According to
McWilliams and Siegel (2000), the addition of R&D produced a neutral relationship
between CSR and financial performance. After accounting for R&D intensity,
Arasetal. (2009) did a study in developing economies and came to the same
conclusions as McWilliams and Siegel(2000).
2.2.1 performance measurement in the companies
Based on the idea that performance measurement improves organizational
performance, performance measurement has been developed and put into practice in
both public and private companies (Bourneetel, 1999).
Empirical research suggests that using performance assessments does not ensure
success, either. Although organizations in both the public and private sectors have
struggled to develop performance measurement (PM) systems that are cost-effective
and meaningful, the obvious difference is that success in the private sector has been
documented while implementing performance measurement in the public service has
been challenging due to a lack of a clear objective and the presence of multiple
principals (Metawie& Gilman, 2005).Armstrong (2006) claims that performance
monitoring identifies successes and gaps in order to offer feedback.
Itaimsatimprovingproductivitybylinkingstrategyandperformance.The relative level of
performance can be compared, evaluated, and improved through measurement
(Parhizgari& Gilbert, 2004). Organizations have traditionally placed a greater
emphasis on financial metrics when evaluating organizational efficiency. In order to
evaluate effectiveness, performance measurements including return on investment,
market share, profitability, earnings per share, and other similar financial indicators
are frequently used (Upadhaya, Munir, and Blount, 2014).
However, over the past three decades, the use of financial indicators to gauge
performance has come under scrutiny, and better metrics that take both financial and
non-financial factors into account have been established (Parhizgari& Gilbert, 2004;
Bititci et al., 2007).

2.3 the relationship between strategic management (iv) and financial

performance (dv).
Strategic management is a continuous process that assesses and controls the business
and the industries in which the company operates, evaluates its competitors and sets
goals and strategies to meet all current and potential competitors, and then regularly
assesses each strategy to see how it has been implemented and whether it has been
successful or needs to be replaced by a new strategy to address changing
circumstances, new technology, new competitors, or a new environment. The major
goals that business organizations in particular should work toward achieving are
gaining a competitive advantage position and improving firm performance in
comparison to their rivals. (Raduan, Jegak, Haslinda, and Alin, 2009).
Financial success is concerned with the overall productivity in an organization The
entire productivity of a firm in terms of stock turnover, customers, profitability, and
market share is what determines its financial success. Since generating profits is a key
goal of businesses, the concept of financial performance is essential to them.
According to Iravo et al. (2013), one of the key issues in business has been why some
companies succeed while others fail, and this has motivated research on the factors
that affect organizational performance.
2.4 summery & conclusion
This study's primary goal was to investigate the relationships between financial
performance and strategic problem management actions. The method and process of
defining an organization's goals, creating plans and policies to achieve and realize
them, and allocating resources to carry out those plans and policies is known as
strategic management (David, 2005).
According to Griffin (2006), financial performance is defined as an organization's
capacity to obtain and use its precious and scarce resources as quickly as feasible in
the pursuit of its operational goals. According to this concept, performance is
determined by an organization's capacity to protect the scarce and priceless resources
present in the environment. The third method is the process viewpoint, which
interprets performance in terms of how an organization's human resources behave
(Waiganjoet al

CHAPTER THREE
RESEARCH METHOLOGY
3.0 Introduction
This chapter presents a detailed description of the research methodology, in section
the research design is present, is the research population, sample size, sampling
procedure, data collection method, research instrument, Validity and reliability, data
gathering procedure, data analysis, ethical consideration and final section is presented
limitation of the study.
3.1 research design
The research design or strategy was being used quantitative approach to achieve and
accomplish the research objectives, because it is easy to validate and provide
evidence the trueness and accuracy of the objectives. It is chosen to give description
on how independent variable affects the other dependent variable.
Survey method was being used in this study to acquire data and to provide numeric
ascriptions of some part of commercial banks and to describe their opinion of the role
of liquidity management on financial performance. Survey was research strategy that
is usedto present oriented methodology used to investigate population by selected
samples to analyses and discover occurrence. The study was conducted through a
descriptive; the purpose of the descriptive research isto describes an accurate profile
of persons, events or situations. In addition the survey has been used and collecting
primary data process of this study (Robson, 2002).
This study was being used and conducts primary data and questionnaire as a tool of
data collection. The purpose of researcher was selecting this tool, because of that the
tool considers is suessuchas economy of the design, rapid data collection and ability
to understand a population from profit. Survey design is suitable for extensive
research.
3.2 target population
the target population of this study was being 60 that were being selected from the
following manufacturing companies: Aafi and Shaakir Because of accessing to and
availability of data according to the researcher, Since the study tried to find out the
impact of strategic management on financial performance in some selected
manufacturing companies in Mogadishu-Somalia

3.3 sample size

A sample is a subset of the entire population identified. This comprises of certain
members selected from the total population (Sekaran and Bougie 2013:241). The
sample size for a target population of 60 respondents‟ companies should consist of 52
as research sample. This was calculated according to the standard size Slovenes
formula used in statistics:

TABLE.

Companies Target population Simple size

AAFI 35 30

SHAAKIR 25 22

TOTAL 60 52

n
N=
¿¿

N: Target population
e: The level of significant, it is assumed tobe5%.
3.4 sample producers
The sampling technique that was used in this study is non-probability sampling
technique, especially proposal or charge mental. Non-probability sampling is a
method of sampling
where the researcher chooses whom to include in the study based on their ability to
provide necessary data. Using non-probability sampling enables the researcher to
decide whom to be including in the sample. It is namely used when will collecting
focuses on information. It will collect from particular group employees of Aafi and
Shaakir because they can provide the required and relevant data for the study. It is
preferred for this study because of its efficiency in saving time and money.

3.5 data gathering procedures.

This study the data was collected from 52 respondents from manufacturing
companies in Mogadishu -Somalia. from April, 2018up to June 2018. The data will
collect by hand and the researcher responsible for this collection. Then the researcher
will try to cooperate with the respondents to fill the questionnaires appropriately.
3.6 data analysis.
Data was analyzed and processed electronically by using statistical package of social
science (SPSS Version20.0) and in used descriptive analysis technique (Mean and
Standard Deviation) to measure degree and analyze the role of accounting
information system on organizational effectiveness of manufactured companies.
Descriptive analysis “is the use of measures of central tendencies such as means,
mode, and median, and measures of dispersion such as range, deviation, quartile,
standard deviation and variance to describe a group of objects”. In the questionnaire
each selected one to five scale for where, 1= strongly agree, 2=agree;3=disagree; 4=
strongly disagree.
3.7 validity & reliability of the study.
The reliability of the research instruments concerns with the degree to which the
research instrument was give the same result under similar conditions. To ensure that
the data is reliable standard of test re-test exercise will done before actually using it.
Defines reliability as the extent to which results are consistent over time and an
accurate representation of the total population under study is referred to as reliability
and if the results of a study can be reproduced under a similar methodology, then the
research instrument is consider reliable. Needless to say, validity and reliability a
reverie in dispensable for this research to be accurate.
One of the most commonly used indicators of internal consistency is
Cornbrashsalphaco efficient. Ideally, the Cranachalphaco efficien to fascale should
beabove0.7.
Validity refers to the extent to which data collection method accurately measures
what it will intend to measure or to the extent to which research findings are about
what They are claimed to be about .
Validity of the data collection instruments was done with the help of an expert (the
research supervisor) to edit the questionnaire and the interview guide.
The researcher forwarded the structured questionnaire to supervisor who is an expert
in the area covered by the research for editing and reviewing.
The validity was distributed as valid and returns the questionnaire 100% from the
respondents.
Reliability of the respondents through the instruments of the questionnaire will
establish.
3.8 ethical considerations.
In this study the researcher should keep on the ethical issues through the research
project by keeping the privacy, confidentiality and anonymity of respondents. To
maintain ethical issue the researcher was requested to company’s administration to
permit to distribute questionnaire to their employees and give full information. Since
that the information will use only for academic purpose. And will kept the privacy,
confidentiality and mystery of respondents.
3.9 limitations.
The major expect limitation of this study are the study used only one method of data
collection which is modified Questionnaire which may be bring differences results if
it used another technique, more over the study was used a small sample size such as
52which from four companies which may be limit generalize ability of the result.
With the request of the researchers to tell the truth, some of the respondents was gave
untruthful informational so there was language barrier which deteriorate the
understanding of respondents to the questionnaire.
Lack of respondents‟ interest to share the information, Untruthfulness of some
respondent, Lack of sufficient materials: e.g. books and libraries and language barrier.
Finally also the limited time will be the major factor of the study.
 CHAPTER FOUR
DATAPRESENTATION, ANALYSIS AND INTERPRETATION
4.0 introduction
This chapter covers the presentation, analysis and interpretation of findings (data) the
impact of strategic management on financial performance in some selected
manufacturing companies in Mogadishu-Somalia. The findings specifically address
the research objectives regarding the research questions to investigate the effect of
implementation strategy on financial performance, to evaluate the effect of
formulation strategy on financial performance, and to examine the impact of
controlling strategy on financial performance
4.1 demographic data
With the use of SPSS, this theme presents data about the demographic variables of
the main population sample. The research relied on the accounts given by 52 people,
men and women in manufactures Communities. This data specifically covers
variables such as Gender, Age, Marital Status, Educational level, and Occupational
type as summarized in Tables.
Table 4.1.1 Gender of respondents

Frequency Percent
Male 24 46.2
Valid Female 28 53.8
Total 52 100.0
Table 4.1.1 showed that 24(46.2%) of the total responders were male while
28(53.8%) of the remaining responders were female. This means that most of
responders were female.
Figure 4.1. 1 Gender of responders

Table 4.1. 2 Age of responders

Frequency Percent
Valid Below 24 13 25.0
25-30 21 40.4
31-40 11 21.2
41-50 7 13.5
 Total 52 100.0
Table 4.1.2 showed that 13(25%) of the responders were below 24 years , 21(40.4%)
were aged in between 25-30 years , 11(21.2%) were aged in between 31-40 years and
7(13.5%) were aged 41-50 years. This means that most of the responders were aged
between 25-30 years.

Figure 4.1. 2 age of respondents

Table 4.1. 3 marital status of respondent

Frequency Percent
Single 13 25.0
Valid Married 39 75.0
Total 52 100.0
Table 4.1.3 showed that 13(25%) of the respondent were single and 39(75.0%) were
married. this means that most of respondent were married.

Figure 4.1. 3 marital status of respondent

Table 4.1. 4 Educational level of respondents

Frequency Percent
Valid Bachelor degree 13 25.0
Diploma 21 40.4
 Postgraduate degree 11 21.2
Master degree 7 13.5
Total 52 100.0
Table 4.1.4 showed that 13(25.0%) of the respondent were bachelor degree,
21(40.4%) were diploma level, 11(21.2%) were post graduate degree and 7(13.5%)
master degree. This means that most of respondents were diploma level and bachelor
degree.

Figure 4.1. 4 educational level of respondent

Table 4.2. 1experience level of the respondent

Frequency Percent
One year 13 25.0
Three year 21 40.4
Valid
Four year 18 34.6
Total 52 100.0
Table 4.2.1 showed that 13(25.0%) of the respondents were one year experience,
21(40.4%) were three years’ experience and 18(34.6%) were four years experienced.
This means most of the respondents were three years’ experience.

Figure 4.2. 1 experience level of the respondents

Table 4.2. 2 I am getting a higher grade working in a group than working

individually

Frequency Percent
Agree 41 78.8
Valid
Strongly agree 11 21.2
 Total 52 100.0
Table 4.2.2 showed that 41(78.8%) of the respondents were agreed and 11(21.2%)
were strongly agreed.

Figure 4.2. 2 am getting a higher grade working in a group than working

individually

Table 4.2. 3 Everyone in the group will have an equal opportunity to participate

Frequency Percent
Agree 32 61.5
Valid
Strongly agree 20 38.5
 Total 52 100.0
Table 4.2.3 showed that 32(61.5%) of the respondents were agreed and 20(38.5%)
were strongly agreed.

Figure 4.2. 3 Everyone in the group will have an equal opportunity to participate

Table 4.2. 4 The grade that I will receive will be a fair reflection of how much
work I did

Frequency Percent
 Agree 20 38.5
Valid Strongly agree 32 61.5
Total 52 100.0
Table 4.2.4 showed that 20(38.5%) of the respondents were agreed and 32(61.5%)
were strongly agreed.

Figure 4.2. 4 The grade that I will receive will be a fair reflection of how much work I did

Table 4.2. 5 Everyone in the group will do an equal amount of work

 Frequency Percent
Agree 32 61.5
Valid Strongly agree 20 38.5
Total 52 100.0
Table 4.2.5 showed that 32(61.5%) of the respondents were agreed and 20(38.5%)
were strongly agreed.

Figure 4.2. 5 everyone in the group will do an equal amount of work

Table 4.3. 1 I had enough time to perform the inspection task

Frequency Percent
Agree 39 75.0
Valid Strongly agree 13 25.0
Total 52 100.0
Table 4.3.1 showed that 39(75.0%) of the respondents were agreed and 13(25%) were
strongly agreed.

Figure 4.3. 1 I had enough time to perform the inspection task

 Table 4.3. 2 the supporting material to perform the task provide enough
information

Frequency Percent
Agree 31 59.6
Valid Strongly agree 21 40.4
Total 52 100.0
Table 4.3.2 showed that 31(59.6%) of the respondents were agreed and 21(40.4%)
were strongly agreed.

Figure 4.3. 2 the supporting material to perform the task provide enough information
Table 4.3. 3 the task objectives were perfectly clear

Frequency Percent
Agree 21 40.4
Valid Strongly agree 31 59.6
Total 52 100.0
Table 4.3.3 showed that 21(40.4%) of the respondents were agreed and 31(59.6%)
were strongly agreed

Figure 4.3. 3 the task objectives were perfectly clear

Table 4.3. 4 More interesting than my high school classes

Frequency Percent
Agree 31 59.6
Valid Strongly agree 21 40.4
Total 52 100.0
Table 4.3.4 showed that 31(59.6%) of the respondents were agreed and 21(40.4%)
were strongly agreed

Figure 4.3. 4 more interesting than my high school classes

Table 4.3. 5 I am satisfied with the quality of taste

Frequency Percent
Agree 32 61.5
Valid Strongly agree 20 38.5
Total 52 100.0
Table 4.3.5 showed that 32(61.5%) of the respondents were agreed and 20(38.5%)
were strongly agreed

Figure 4.3. 5 I am satisfied with the quality of taste

Table 4.3. 6 Prices at media market are usually lower than at other stores in
Szczecin

Frequency Percent
Agree 20 38.5
Valid Strongly agree 32 61.5
Total 52 100.0
Table 4.3.6 showed that 20(38.5%) of the respondents were agreed and 32(61.5%)
were strongly agreed

Figure 4.3. 6 Prices at media market are usually lower than at other stores in
Szczecin
Table 4.3. 7 Media market employee are competent I can trust in their advices

Frequency Percent
Agree 32 61.5
Valid Strongly agree 20 38.5
Total 52 100.0
Table 4.3.7 showed that 32(61.5%) of the respondents were agreed and 20(38.5%)
were strongly agreed

Figure 4.3. 7 Media market employee are competent I can trust in their advices
Table 4.3. 8 at media market I can often find very attractive special over

Frequency Percent
Agree 20 38.5
Valid Strongly agree 32 61.5
Total 52 100.0
Table 4.3.8 showed that 20(38.5) of the respondents were agreed and 32(61.5%) were
strongly agreed
Figure 4.3. 8 at media market I can often find very attractive special over

CHAPTER FIVE
MAJORFINDINGS, CONCULUTION AND
RECOMMENDATIONS
5.0 introduction
This chapter contains three sections: First section; the main results and the second
section; conclusion, and the third section; recommendations for future researchers.
5.1 generel summery of findding
Table 4.1.1 showed that 24(46.2%) of the total responders were male while
28(53.8%) of the remaining responders were female. This means that most of
responders were female
Table 4.1.2 showed that 13(25%) of the responders were below 24 years , 21(40.4%)
were aged in between 25-30 years , 11(21.2%) were aged in between 31-40 years and
7(13.5%) were aged 41-50 years. This means that most of the responders were aged
between 25-30 years
Table 4.1.3 showed that 13(25%) of the respondent were single and 39(75.0%) were
married. this means that most of respondent were married.
Table 4.1.4 showed that 13(25.0%) of the respondent were bachelor degree,
21(40.4%) were diploma level, 11(21.2%) were post graduate degree and 7(13.5%)
master degree. This means that most of respondents were diploma level and bachelor
degree
Table 4.2.1 showed that 13(25.0%) of the respondents were one year experience,
21(40.4%) were three years’ experience and 18(34.6%) were four years experienced.
This means most of the respondents were three years’ experience
Table 4.2.2 showed that 41(78.8%) of the respondents were agreed and 11(21.2%)
were strongly agreed.
Table 4.2.3 showed that 32(61.5%) of the respondents were agreed and 20(38.5%)
were strongly agreed.
Table 4.2.4 showed that 20(38.5%) of the respondents were agreed and 32(61.5%)
were strongly agreed
Table 4.2.5 showed that 32(61.5%) of the respondents were agreed and 20(38.5%)
were strongly agreed.
Table 4.3.1 showed that 39(75.0%) of the respondents were agreed and 13(25%) were
strongly agreed.
Table 4.3.2 showed that 31(59.6%) of the respondents were agreed and 21(40.4%)
were strongly agreed.
Table 4.3.3 showed that 21(40.4%) of the respondents were agreed and 31(59.6%)
were strongly agreed
Table 4.3.4 showed that 31(59.6%) of the respondents were agreed and 21(40.4%)
were strongly agreed
Table 4.3.5 showed that 32(61.5%) of the respondents were agreed and 20(38.5%)
were strongly agreed
Table 4.3.6 showed that 20(38.5%) of the respondents were agreed and 32(61.5%)
were strongly agreed
Table 4.3.7 showed that 32(61.5%) of the respondents were agreed and 20(38.5%)
were strongly agreed
Table 4.3.8 showed that 20(38.5) of the respondents were agreed and 32(61.5%) were
strongly agreed
5.2 concolusin
This study was identifying the impact of strategic management on financial
performance in some selected manufacturing companies in Mogadishu-Somalia
This study has three objectives the first objective was To investigate the effect of
implementation strategy on financial performance at manufactured companies in
Mogadishu, The second objective was To evaluate the effect of formulation strategy
on financial performance at manufactured companies in Mogadishu, the third
objective is to Examine the impact of controlling strategy on financial performance at
manufactured companies in Mogadishu. The researcher found that the effect of
implementation strategy on financial performance have overall mean of 2.78 in
objetive one, and 2.93in objective two and 2.76 in objective three. In addition the
study explained that the impact of strategic management on financial performance in
some selected manufacturing companies in Mogadishu-Somalia.
5.3 recommendations
The following recommendations for the practitioner were made based on the findings
and Conclusion of the study.

 The Study established that external factors contributed to adoption of new

strategies, it therefore recommended that appropriate external environment is
analysis is conducted and continuous review on the environment is conducted.
Also strategic planners, strategic situation, strategic analysis and choice are
put inplace to accomplish the mission and vision objectives of the
organizations in the light of growth and profitability.
 Adoption of strategic management practice is considered indispensable in
small scale enterprises and especially in developing economies like Somalia
and it should form part of the Strategic management method of improving
organizational
Performance to enable them cope with the changes and challenges of the turbulent
business environment and the global economy.
5.4 further research
The researchers seem them that there is a golden opportunity that future researchers
must look it and search more these gaps as follows:
 To identify valuation strategy and their effect on the financial performance.
 The relationship between liquidity decisions and or financial performance can
be studied in order to establish the extent of the relationship, if any.
 The extra study to be done on the effects of liquidity on financial
performance.

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 APPENDIX A
QUESTIONNAIR
We Are A Group Of Students Pursuing Bachelors’ Degree Accounting At Horsed
International University We are carrying out This Study Entitled the Impact of
Employee of Development on Organizational Performance in Mogadishu Somalia
Responses provided via this questionnaire will be kept strictly confidential and wile
only used for academic purpose. Please frankly respond to each question outlined on
this questionnaire.
PART ONE: Demographic Factors
1. What is your age?
a. Below 24
b. 25-30
c. 30-40
d. 40-50
e. Above 50
2. What is your gender?
• Male
• Female
3. What is your marital status?
 Single
 Married
 Divorced
4- Educational Level?
a) High school
b) Bachelor degree
c) Diploma
d) Postgraduate degree
e) Master degree
 Objective one implementation strategy

NO Questionnaire Agree Disagree Strongly Strongly

agree disagree
I am get a higher grade
1. working in a group than
working individually
Everyone in the group will
2. have an equal opportunity to
participate
The grade that I will receive
3. will be a fair reflection of how
much work I did
Everyone in the group will do
4. an equal amount of work

Objectives two formulation strategy

NO Questionnaire Agree Disagree Strongly Strongly

Agree disagree
1. I had enough time to perform
the inspection task

2. The supporting material to

perform the task provide
enough information

3. The task objectives were

perfectly clear
 More interesting than my high
4. school classes

Objectives three Controlling strategy

NO Questionnaire Agree Disagree Strongly Strongly
Agree disagree

1. I am satisfied with the

quality of taste

2. Prices at media market

are usually lower than
at other stores in
Szczecin

3. Media market
employee are
competent I can trust
in their advices

4. At media market I can

often find very
attractive special over
 APPENDIX B; BUDGET

No Activities Cost

1 Supplies $20

2 Printingcost $17

3 Travelcost $10

4 Telephone call cost $8

TOTAL $55
 APPENDIX: C
WORK PLAN

Activities Time Frame

Topic Selection November 2022

Writing Proposal November 2022 to January 2023

Proposal completion January 2023

Proposal hearing 19 January 2023

Data collection April 2023

Supervision period Weekly from the topic selection to the
completion
Correcting the errors Immediately after supervision

Research completion 30 may 2023

Thesis submission 10 june 2023

Defending thesis June 2023