In  this  study  an  in  depth  investigation of  successful\ud
competitive strategies for small to medium-sized enterprises (SMEs) is undertaken.   The overall aim of this study is to analyse the strategic orientation of UK Manufacturing  SMEs.     In  the  process,  it  will  test Porter’s (1980, 1985) theoretical framework of generic strategies and thus evaluate firms’ preferred strategic synthesis.   It will, therefore, test the efficacy of the value  chain  and  develop  any  specific  pattern  that relates to a combination strategy.\ud
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The investigation of the above objectives is undertaken utilising a mixed research methodology with the purpose of examining the applicability of existing competitive strategy frameworks (phase 1) and testing a new theoretical framework that incorporates additional dimensions of strategy (phase 2).   During phase 1, Porter’s framework is employed to investigate SMEs’ strategic orientation as a means to achieve sustainable competitive advantage.  A semi-structured questionnaire is employed and the analysis is carried out by means of factor and cluster analysis to identify strategic  variables  currently  employed  by  SMEs. During phase 2, the theoretical framework is operationalised to bridge the gap within the literature and existing empirical research.   Its purpose is to identify forms of successful competitive strategies of UK MSMEs as they are formulated and implemented in firms’ value chain activities.  The data was collected through a number of semi-structured interviews and the analysis was based on data categorisation.\ud
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The findings indicate that Porter’s (1980) single generic strategies are not the best option for UK MSMEs for gaining     competitive     advantage     and     that     th