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te efficiently in the industry with existence competitor and potential new entrance (Stonehouse et al, 2004) . Firms which are trying to entering a new market they usually used such strategy. For example, some of the major Japanese car and motorcycle manufacturers initially entered overseas markets on the basis of low-cost and low-price strategies (Stonehouse et al, 2004).

2- Differentiation

A differentiation strategy means that the organizations present for the customers unique products and appreciated then other competitors. Differentiation ,as Porter(1985) argued, present a low price with unique products, for that the companies earn the customers faithfulness or loyalty. For this reason customers spent more for what they consider superior products, as a result of, the differentiation strategy more advantage than the cost leaderships strategy (Boddy et al, 2005) . For example , in the case of Nokia they were able to achieve differentiation by their products unique design , where Sony electronics reach differentiation by present better dependability, service and technology. Also BMW achieve differentiation through the unique product and service image, whereas Coca-Cale reach it by distinguished brand world-wide. From all these examples we can notice that usually a lot expenditure on advertising and promotion required in this strategy to maintain the brand identity (Boddy et al, 2005).

3- Focus strategy

Usually, focus strategy choose to aim specific segments of the market in which they operate ,this can involve focusing on specific consumers group in the market (Stonehouse et al, 2004). Focus strategy ,according to Porter (2004, pp.15),' based on identification of a market segment with distinct characteristics and selecting a strategy that matches those characteristics.' There are twofold for strategy derived from segmentation: first, focus(on a single segment), second, multifocus (focus on a number of segment) (Porter, 2004). As Stonehouse et al. (2004, pp. 177-178 ) indicated that ' to compete with other companies within the chosen market segment, businesses may employ a cost focus strategy that is essentially cost leadership confined to one market segment. Alternatively, they may utilize a differentiation focus strategy whereby they seek to differentiate themselves and their product from other product within the chosen market segment.'

As any theory, Porter's theory have been criticizes by other researchers. One of the main disparagement was against his argument that a company had to select from the two strategy either cost leadership or differentiation. It was argues that a company can follow both strategies at the same time by controlling costs better than competitors, companies can reinvest the saving in features that differentiate the product or service. Several commentators have questioned the use of generic strategies claiming they lack specificity, lack flexibility, and are limiting. In particular, Miller (1992) questions the notion of being 'caught in the middle'. He claims that there is a viable middle ground between strategies. Many companies, for example, have entered a market as a niche player and gradually expanded. However , Porter(1998) presented some explanation: 'Every strategy must consider both relative cost and relative differentiation... a company cannot completely ignore quality and differentiation in the pursuit of cost advantage, and vice ve