Azwihangwisi E. Nesamvuni, Khathutshelo A. Tshikolomo, Khathutshelo A. Nephawe, Ronald W. Topham, Ndivhudzannyi S. Mpandeli


Investments in any enterprise should be based on its competitiveness. Perceptions of employees of the enterprise on determinants of competitiveness are important and were therefore the focus of the study at Tshivhase-Mukumbani Tea Estate. Six attributes constitute Porter’s diamond model of competitiveness that provided the framework of the study: The attributes are: (1) demand conditions, (2) strategy, structure and rivalry, (3) production factor conditions, (4) related and supporting industries, (5) government support, and (6) chance. Only two of the six attributes were overall perceived by respondents to be determinants of competitiveness of the tea enterprise, namely: (1) related and supporting industries and (2) chance. Some 10 factors within five of the six attributes (government support excluded) where perceived to be very important determinants of competitiveness, namely: (a) market availability, (b) cost of market information, (c) market power of suppliers, (d) pricing strategy, (e) cost of production, (f) financial institutions, (g) research institutions, (h) economic stability, (i) drought, and (j) fires. Improved competitiveness of the tea enterprise requires good management of the 10 important determinants reported by the respondents.


Tshivhase-Mukumbani Tea Estate, competitiveness, perception, determinant


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