The Imitation Game: A Study in Corporate Mimicry

Abstract

This paper examines how companies in Uganda imitate competitors as a strategy for survival. It explores two main forms of imitation: neighbor imitation and challenger imitation. Neighbor imitation occurs when firms copy rivals that share similar characteristics such as size, customers, or market structures. Challenger imitation happens when leaders copy smaller or faster competitors that pose a threat to their market position. The study uses examples from Uganda's telecommunications, banking, and fintech sectors, focusing on cases such as MTN and Airtel. These examples show how imitation supports rapid adaptation in volatile markets. The paper argues that imitation is not a sign of weakness, but a deliberate form of learning and risk management. Firms that balance both types of imitation build stronger strategic awareness and resilience. The findings highlight that in unstable markets, success depends on observation, speed, and flexibility. Leaders who learn from competitors maintain relevance and protect their market positions. The paper concludes that imitation, when applied strategically, is a practical and underused tool for sustaining competitive advantage in emerging economies.