THE ROLE OF STRATEGIC MARKETING ON SALES
PERFORMANCES; A STUDY OF NIGERIA BOTTLING
COMPANY JOS,
BY
PANSHAK OBADIAH
PUG/SMS/BAM/18/217
DECEMBER, 2023
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
Marketing is a philosophy that leads to the process by which organizations, groups and
individuals obtain what they need and want by identifying value, providing it, communicating it
and delivering it to others. The core concepts of marketing are customers’ needs, wants and
values; products, exchange, communications and relationships. The organization applies its
resources within a changing environment to satisfy customer needs while meeting stakeholder
expectations. Martins (2019).
Marketing strategy is a tool for future planning with the overall purpose of developing
competitive advantage(s). Strategic planning requires cautious scrutinization of the strategic
current situation of the firm before formulating, evaluating and choosing the marketing
strategy that will positively impact the performance of the firm in pursuit of its objectives
(Pasha and Kumar, 2018). It is believed that strategic marketing developed around 1960 and
was brought about by strategic management to identify the importance of marketing as a
communication channel between firms and consumers (Pasha and Kumar, 2018). Strategic
marketing tackles three issues: 1) What is the current position of the firm? 2) What is the
desired position? 3) How can the desired position be reached?
Marketing is an activity that comprises the characteristics of product(s) or service(s),
pricing, distribution and promotion. These activities must function seamlessly to guarantee
successful marketing (Abdullah Saif and Aimin, 2018). The companies that successfully
integrate marketing tools benefit from brand visibility, increased sales, customer loyalty etc.
The main criticism of the extensive search for marketing tools is the exaggerated belief that
they are a solution to any obstacle. Though they do have benefits, the tools should not be
viewed individually. Their utilization has to be aligned with the organization's overall
strategic intent(s), regardless of size.
Therefore, when it comes to marketing, it is imperative to highlight how the business can
take advantage of the various marketing tools and strategies. The application of marketing
tools is beneficial but does not guarantee success in a market i.e. sustainable competitive
advantage (Schermerhorn and Bachrach, 2017). In order to achieve success, the marketing
department of a business must be aware of the various marketing mix strategies that can
impact the overall result of the business’s objective. When introducing a new offering, a
firm utilises its current marketing strategy or modifies the strategy to attract a different
target audience (Abdullah Saif and Aimin, 2018).
Another crucial factor in marketing involves the knowledge and experience of marketing
managers and their capacity to utilise marketing strategies. Based on research involving 228
senior marketing managers, each type of strategy demands various mixtures of the
organization's marketing structures and strategic behaviour for success (Olson, Slater and
Hult, 2005). It is vital to communicate with the marketing managers, when implementing or
executing a marketing strategy and innovations, to ensure they possess the knowledge and
skills to assume responsibilities and fulfil them (Huy, Corley and Kraatz, 2019).
Each marketing strategy has a different focus and set of objectives, and one used by many
companies involves promoting events to publicize the company or marketing can be used as
a strategy to promote an event (Zarantonello and Schmitt, 2018). Increasingly, events are
launched and encouraged for a strategic reason, with economic development dominating
(Getz, 2018). However, there is a research gap that incorporates business perspectives on
events and a scarcity of different cultural perspectives in event research (Mair and Weber,
2019).
Organizational performance is one of the most significant issues in management study since it is
the most essential criteria in assessing organizations, their activities, and their environments. Its
significance is mirrored in its widespread application. Companies are seeing internationalization
of their activities and events as a strategy to stay competitive in the market as a result of the
current globalization market. Marketing strategy has become an important tool for any firm in
the globe to stay competitive and grow stronger in today's industry. Hornby (2021), referenced in
Aremu& Lawal (2018), defines marketing as "the practice of promoting, advertising, selling, and
delivering an organization's products to consumers in the most effective way feasible."
Furthermore, according to Kotler (2018), the American Marketing Association defines marketing
as the process of planning and executing the conception, pricing, promotion, selling, and
distribution of ideas, goods, and services in order to create exchanges that meet individual and
organizational goals. This definition covers the five Ps of marketing (Product, Price, Promotion,
Place, and People), which are essential for every marketing strategy. Marketing management,
according to Kotler (2003), is the art and science of identifying target markets and acquiring,
retaining, and expanding customers / consumers by generating, delivering, and communicating
greater customer value. Furthermore, according to Aquino (2021) and University of Leicester
(2002), strategic marketing management is the implementation of an organization's marketing
purpose through targeted procedures to get the most out of an existing marketing plan and to
identify target customers / consumers.
Marketing strategy, on the other hand, may be defined as a company's approach to set itself apart
from its rivals by leveraging its relative strength to better meet client demands in a particular
context (Jain, 2017). Marketing strategies are a series of actions aimed at gaining a competitive
edge and achieving better-than-average results by making informed and fact-based decisions
among competing options (Shane, 2000). Strategic marketing management would also aid the
organization's identification of further marketing possibilities, allowing ideas to become reality.
McGuire (2020) defines a marketing plan as a report that explains an organization's marketing
strategy for the future year, quarter, or month. A typical business marketing plan would also
include: an overview of the marketing and advertising goals, a description of the current
marketing position, a timeline for when tasks within the strategy will be completed, key
performance indicators (KPIs) to be tracked, and a description of the target market and customer
needs, according to McGuire (2020).
Excellent organizations are renowned for their capacity to implement the marketing strategy
selection option made as well as for their well-conceived marketing specifying where, when, and
how they will compete (Chris, 2018). Appropriate and well-executed marketing strategies are
needed to effectively lead the deployment of available resources in areas where the company's
marketing strategy capabilities are needed to achieve desired goals and objectives. As a result, a
good marketing strategy must explain a business where they want to be in the long run, which is
why marketing strategy is frequently referred to as a continuous process. The marketing
reasoning by which a company hopes to attain its marketing objectives is referred to as
marketing strategy.
Marketing is strategically concerned with the direction and scope of the long term activities
performed by the organization to obtain a competitive advantage. The organization applies its
resources within a changing environment to satisfy customer needs while meeting stakeholder
expectations.
Implied in this view of strategic marketing is the requirement to develop a strategy to cope with
competitors, identify market opportunities, develop and commercialize new products and
services, allocate resources among marketing activities and design an appropriate organizational
structure to ensure the performance desired is achieved. Schulz (2019)
1.2 Statement of Problem
The basic goal of any organization is to maximize profits. However, this might prove difficult to
achieve even with the application of marketing and promotional strategies. One problem that
brought about a research in this direction is the ineffective application of marketing techniques.
Reasons for this particular problem include:
Lack of adequate research on the development of strategic marketing has affected sales turnover
which in turn has affected profitability.
Inadequate research on the consumer and his consumption behavior has made many customers
switch to major competitors which have affected the organizations market share.
Limitation of competitors’ promotional strategies has also affected sales performance of the
organization.
1.3 Objectives of the study
The broad objective of the study is to examine the strategic marketing on organizational
performance. The specific objectives of the study are:
1. To ascertain whether there is a significant relationship between strategic marketing and
organizational performance.
2. To identify the different marketing strategies employed by organizations to enhance
performance.
3. To ascertain impact of strategic marketing on the performance of Nigeria Bottling Company,
Plateau State.
1.4 Research Question
a.
Is there a significant relationship between strategic marketing and organizational
performance?
b.
What are the different marketing strategies employed by organizations to enhance
performance?
c.
What is impact of strategic marketing on the performance of Nigeria Bottling Company,
Plateau State?
1.5 Research Hypotheses
Ho: There is no significant relationship between strategic marketing and organizational
performance.
H1: There is a significant relationship between strategic marketing and organizational
performance..
1.6 Significance of the Study
Findings from the study will be relevant to organization and brands as it will enlighten them on
the need why they should as a matter of urgency embark on more aggressive product strategies
so as to drive its products and services to the target market and to further improve the firm’s
level of profit. Empirically, the study will contribute to the general body of knowledge and serve
as a reference material to both scholars and student who wishes to conduct further studies in
related field.
1.7 Scope of the Study
The scope of the study borders on the role of strategic marketing on sales: a study of Nigeria
bottling company, Jos Plateau State and covers management and staff of the organization.
However, research work is going cover the period under review.
1.8 Operational definition of terms
The following terms are defined as used in the report.
▪
Marketing: This is the human activity directed at satisfying needs and want through an
exchange process.
▪
Consumer Sampling: Sampling is predominant used to promote new products. It is the
most expensive way of promotion since it entails free give away sampling e.g. Soap and
household products.
▪
Coupons: Coupons are pieces of paper from the manufacturer of his intermediary
entitling as holders to discount on a particular product.
▪
Trade shows: Trade show are a form of sales force promotion where sales representatives
or agents can display and merchandized their companies’ product for the attention and
purchase by people who visit the show. The agent takes time to explain product use(s)
and benefit to the people.
▪
Convention: A convention is a special promotion, which brings together in one place and
at one time, any of the customer, dealer and other individual who are important to the
company. It is an avenue for participants to learn what other manufacturer are doing, and
more importantly to assess the coming trends in overall trade policy.
CHAPTER TWO
REVIEW OF LITERATURE
2.0 Introduction
Our focus in this chapter is to critically examine relevant literature that would assist in
explaining the research problem and furthermore recognize the efforts of scholars who had
previously contributed immensely to similar research. The chapter intends to deepen the
understanding of the study and close the perceived gap.
2.1 Conceptual framework
2.1.1 Marketing Strategies
The acceleration of the media means that marketing has become an increasingly strategic
resource for companies. Without a marketing or consulting department to provide this support, a
company may be compromised or even struggle to survive in a competitive and innovative
environment (Abdullah Saif and Aimin, 2018). Therefore, strategic marketing is crucial for the
survival of the business and is challenging, as it can involve several changes and adaptations
(Reeves and Deimler, 2017). For Kerzner (2018), the way to control the execution of a marketing
strategy is crucial to the company's performance, which must be carried out with skill and clarity,
as long as the strategies and plans are firmly merged into the company's marketing practice.
Mongay (2019) describes strategic marketing as a process that involves looking at all the
offerings of a firm and markets, and the management of available resources to meet the strategic
target of the firm. The most fitting definition is given by Hamper and Baugh in 1990- they
described strategic marketing as formulating strategies for the future that will help the firm
achieve its long term objectives in relation to customers i.e. customer acquisition and
retention(the customer is a strategic factor to consider) whilst making profit and staying relevant
in a competitive market i.e. a firm must be flexible enough to adapt its marketing strategies to the
fluctuations in the market (Mongay, 2019), as the common aim of strategies is to develop a
sustainable competitive advantage (Reeves and Deimler, 2018).
A strategic marketing plan is formulated around a company's goal and is the outer side of
marketing that consumers face in the real world (Kerzner, 2018).
However, the formulation of a marketing strategy for corporate restructuring that meets the
current and future needs of the market is a requisite, but not sufficient, condition for the success
of a business.
Restructuring is a complex process, which must be followed with effective implementation
(Kerzner, 2019), including the modification of all activities of the company, and the rationale for
its implementation must be the need to guarantee or improve the company's competitiveness at
all times of operation (Burke, 2017).
Benn, Edwards and Williams (2014), stipulate that for the successful execution of the marketing
strategy in the field of corporate restructuring, the relationship between the strategy, its execution
in practice and the effectiveness of the company; reactions of consumers to change;
implementation objectives needs to be taken into consideration. In a scenario of constant
evolution, it is always challenging to face changes, especially in marketing, which is an
innovative environment and requires a team that adapts to changes easily. In turn, the execution
of the restructuring marketing strategy is connected to specific actions aimed at executing
marketing plans (Kerzner, 2018).
In a strategic plan, it is recommended to define names, deadlines, and an accurate description of
each stage. Therefore, in the perception of Gassmann, Frankenberger and Csik (2014), it is
necessary to focus on the following areas: who is responsible for each activity, how the strategy
is to be executed, location for the event(s) and when specific actions should be performed.
Executing a marketing strategy involves four stages: the establishment of goals, strategies,
implementation of changes and evaluation, the main element of the strategy being internal
marketing, in which the formulation of an internal execution strategy is equals the creation of an
external marketing strategy (Ross, 2015). The introduction of change requires certain skills
(persuasion, negotiation and political influence) and an ability to transform them into reality via
tactics. Persuasion tactics comprise a clear statement of the outcome; the relationship between
nature and the goal of change; Training; misconceptions harmful to the mouth about the result(s)
of the change; ability to backup words with actions. Tactics based on political influence can
range from developing affiliations and showing support to raising criticism from opposing
members and using various means to diminish their credibility (Nanda, 2016). Time-based
tactics involve gradually developing a strategy to neutralize the problem and requires persistence
in executing change. Negotiation tactics are dependent on the ability to keep an open mind and
make compromises. In conclusion, after implementing the strategy, it is necessary to evaluate the
work done (Kerzner, 2019).
Market positioning through well-defined and structured marketing strategies is critical to the
firm's success. Olson, Slater and Hult (2005) report 3 points of extreme importance in strategic
marketing, these being: (1) the successful implementation of the business strategy requires
superior performance, (2) marketing plays a crucial role in the implementation of the strategy
and (3) the role marketing plays in the implementation depends on the specific strategy in use.
Still, Stanle, Olson and Finnegan (2011), in a survey of a sample of senior marketing managers,
identified that the high-performing businesses of one type of strategy have a cultural orientation
different from the high- performing businesses of the other types of strategy and that the selected
cultural orientations have a major influence in developing high performance. A challenge in
marketing strategies is related to the relationship with channel partners, which is not always an
answer to all strategic questions, especially when the strategic option is not related to the
generation of long-term benefits. (Paswan, Blankson and Gusman, 2011).
Even when we think about strategic marketing, a development observed in recent years is not
digital marketing, which in the opinion of Slotweg and Rowson (2018), when it is necessary to
focus on specific target groups and, generally, the best way to do this is online. Corroborating,
Ratchford (2020), in his studies on marketing research, noticed a significant evolution happening
from the 1960s to the present day, but what stands out is the era of the evolution of technology
and the learnings and challenges related to marketing focused on this digital moment.
In addition to digital marketing, now deemed an essential activity, a strategy that comes from the
1990s and continues to gain market share and which the business world was quick to discover, is
in the power of event marketing and image creation events, now an essential element of the
corporate marketing mix. Companies and businesses adopt events as critical activities in their
marketing and image promotion strategies (Bowdin et al., 2006). Also, companies and
corporations began to form partnerships and sponsor significant events, such as Microsoft and
Adecco (Bordin et al., 2018). Events offer immersive opportunities for placing marketing
concerning product and promotion (Wang and Jin, 2019).
Preparing, updating and marketing an event is a big challenge. While traditional marketing
focuses on the success of the market for a particular product or service, event marketing focuses
on a balance between the organisation’s goals and stakeholders needs (Ferdinand and Kitchin,
2012). Still, for the authors, there are different ways for modifying the marketing strategy in
response to customer demands, such as the event in response to customer demands, such as the
production and consumption of the event.
Therefore, tickets that are not sold after the event cannot be resold, so the marketing strategy
must be effective, as a mistake will be costly for the event organizer. (Ferdinand and Kitchin,
2012).
A tool used in marketing is DMO (destination management or marketing organization), which is
effectively an aggressive marketing strategy that uses marketing events for economic
development and aims to use services such as leisure, social and cultural agencies to serve to all
interactions at events (Getz, 2018).
It is evident that a marketing strategy using marketing events has two different aspects: (1) a
marketing strategy that creates an event to promote the company's image; (2) an event that uses
marketing to promote the image, as well as other companies that seek the event as an avenue for
image promotion, plus of course revenue generation. Regardless of the main objective of the
event, it involves marketing strategy and also the management of the event.
2.1.2 Marketing Mix
The term marketing mix involves variables that are controllable and can be adjusted on a
frequent basis to meet the changing needs of the target market and other dynamics of the
marketing environment (Palmer, 2004). Marketing mix elements help the company to influence
the demand for its products. These are the four core variables generally known as 4Ps: product,
price, place, and promotion. In order to create an effective marketing programme the elements
should be blended and used effectively (Kotler and Armstrong, 2010). The choice of a mix is
normally influenced by the nature of the product, the number and location of target audience, the
financial ability of the company and the preferences of management. Other determinants are
government regulations professional codes of conduct, as well as the degree of competition in
the industry (Ile, 2001).
Still on the concept of marketing mix, it has been defined as a combination of product, prices,
distribution (place) and marketing communications (promotion) by a company to make
marketing decisions. It can also be considered as a leadership style, whose goal is to ensure
customer’s satisfaction by using the appropriate marketing mix. The main tools for the company
to influence its customers through marketing actions are selecting the right products, pricing,
delivery channels, and marketing communications tools (Anttila and Iitanen, 2001). However,
these elements are used as strategy most companies in running the businesses.
2.1.3 Marketing Approaches
There are various marketing strategies used by SMEs to enhance their performance and to
market their products and services. This study examines the customer relationship marketing
strategy, innovative marketing strategies and the technology based marketing strategies.
Customer relationship marketing goal is to provide increased value to the customer and results
in a lifetime value for the service provider. Customer relationship marketing is very important
concept to attract and keep the customers in organizations. In modern business world, marketing
focus reflect the move away from transactional marketing to relationship marketing.
Establishing, maintaining and enhancing customer relationships have always been an important
aspect of business (Velnampy and Sivesan, 2012). Customers Relationship Marketing is the core
business strategy that integrates internal processes and functions, and external networks, to
create and deliver value to targeted customers at a profit. CRM is a business strategy used to
identify, cultivate, and maintain long-term profitable customer relationships. A study by Alibhai
(2015) established that customer’s relationship marketing strategies influence firm performance.
Further, the study established that service quality enables the firms to maintain communication
with the customers. The study concluded that all the employees who are conversant with the
CRM strategies and are constantly involved in the implementation of the strategies. In addition,
Velnampy and Sivesan (2012) established that customer relationship marketing impact on
customer value creation in mobile service providing companies.
Innovation is an important and critical factor for the organizations in order to create value and
sustainable competitive advantage in today’s complex and changing environment; and more
innovative organizations will be more successful in dealing with changing environments and in
creating and developing novel capabilities, which allow them to achieve a higher performance
(Ghorbani and Fakhimi, 2013). The intense competition between organizations in the global
market leads that the innovation is considered as a critical characteristic for organizations. Thus,
sustainable innovation helps the organizations including SMEs to maintain their competitive
position in the market (Ghorbani and Fakhimi, 2013). According to Manijeh et al. (2013), the
changing of today’s marketplace makes businesses to adopt innovative approaches and new
resources to rely on in this situation. Thus, organizations should transit from traditionally as a
blueprint in business activities are gradually fading from markets and innovative methods.
Technology based marketing strategies mainly technology base tools like the internet and social
media. Internet marketing is a business effort to inform, converse, promote and sell products and
services over the internet (Burges and Bothma, 2007). It involves online marketing, which aims
at reaching out to many existing and potential customers as possible using the internet. Past
studies have established that internet marketing influence the performance of SMEs. For
instance, a study by Kithinji (2014) examined internet marketing and performance of small and
medium enterprises in Abuja State. The study established that internet marketing has a positive
impact on the performance of SMEs since it increased profitability, SMEs market share,
enhanced firm’s image and increased competitive advantage as well as more loyalty and access
to new markets. According to Gordon (2010), social media marketing refers to the process of
gaining traffic or attention through social media sites. Consumers use social media to participate
in social networks, which enable them to create and share content, communicate with one
another, and build relationships with other consumers.
2.1.3 Strategic Marketing tools
There are numerous definitions of marketing strategy in the literature and such definitions reflect
different perspectives ( Liet al, 2000). However, the consensus is that marketing strategy
provides the avenue for utilizing the resources of an organization in order to achieve its set goals
and objectives. Marketing strategy is define as in a given market area, the proper allocation of
resources to support enterprises to win competitive advantage. Goi (2005) define marketing
strategy as the set of the marketing tools that firms use to pursue their marketing objectives in the
target market; the view which was earlier expressed by (Gronroos, 1999, and Osuagwu,
2006).Therefore, the function of marketing strategy is to determine the nature, strength,
direction, and interaction between the marketing mix- elements and the environmental factors in
a particular situation. According to (owomoyela, et al, 2013), the aim of the development of an
organization‟s marketing strategy development is to establish, build, defend and maintain its
competitive advantage. Managerial judgment is important in coping with environmental
ambiguity and uncertainty in strategic marketing. Lin (1993) as cited in Long-Yi and Ya –
Huei,(2012) proposes that marketing strategy can be divided into four ways to research that: (1)
Dual-oriented marketing strategy: using rational and emotional product name, easy to remember,
and pricing to take into account the cost of service and quality orientation, psychological factors
and competitors‟ prices. (2) Rational marketing strategy: the use of functional demands of a
rational position, consider after-sales service, warranties, delivery and installation attached by the
product factors. (3) Emotional marketing strategy: the emotional appeal to locate, emphasis on
physical product shape, color design, the use of emotional product names, and so on memory,
attention to product packaging and labeling. (4) Maintenance marketing strategy: consumers are
more concerned about price and quality, it is not suitable to use a lot of marketing techniques,
manufacturers can improve product packaging and labeling, give a simple name for remember,
consider the quality position and competitor pricing during pricing. Lin (1993) divides marketing
strategy into four parts, that is dual-oriented, rational, emotional and low involvement, different
product types with different marketing strategy, so the manufacturer‟s marketing strategy can be
divided into five parts which is the choice of target market, product strategy, pricing strategy,
channel strategy and marketing strategy. He use a total of 29 questions to measure new product
marketing strategy and seven points Likert scale is used to measure. When the industry lack of
competition, the business performance would be better even when companies are not entirely
market-driven, the performance will have a more excellent performance (Kohliet al., 1993).
2.2.1 Product Strategy
Product related marketing strategies are fundamental in any organization. These strategies
include use of product design and use of technology in product development as well as delivery.
The product can be argued to be the most important element of the retailing mix, as only with
reasonable products will the effort put into such things as pricing and promotions reap any
rewards Rose and Watkins (1997). Product is the principal item offered by a company to satisfy
the needs of their consumers. Kotler and Armstrong (2013) noted that some of the strategies
adopted in the domain of products are: perceived quality or image, as the market faces
competition, quality and reliability of the product offerings gain importance. Quality in this case
is viewed as customer’s perception of the product. Perceived quality or image has to be created.
Features- with many products in the market, what distinguishes them is the features. The ‘first
with the new feature’ has an advantage similar to the ‘first product’ in the market. In the
consumer non-durables, brand extensions have taken the line of added features. New products
face difficulties of acceptability in the market. The first product of its kind has an edge over
others and sets the standards for subsequent ones (Ramanuj, 2006). Successful product
management relies on a well planned and executed product strategy and product range strategy.
The product is the core of the marketing strategy. Strategies that relate to new product success
include overall fit with organization’s strengths and a defined opportunity in the environment.
There are at least six marketing strategy options related to the newness of products (Thorpe and
Morgan, 2007). These are innovation, new product lines, product line extensions, improvements
or changes in existing products, repositioning and cost reductions. Consumers patronize a
particular retail outlet as a result of convenient location, friendly personnel, desirable prices, and
pleasant shopping atmosphere (Lewinson and Delozier 2012). The patronage reason common to
all consumers for visiting a certain a particular store, however is the expectation of finding a
product or a set of products that will fulfill some present or future need.
2.2.2 Pricing Strategies
Price is the value placed on goods and services what customers are willing to pay for a product
or service (Rapert, Linch, and Suter, 2008). The role of price in marketing strategy depends on
the target market, the product and the distribution strategies that are selected by management
(Cravens, 2006). Managers developing a pricing strategy should base their decisions on a careful
consideration of several factors such as costs, demand, customer impacts and competitor prices.
Pricing strategies provide general and consistent approaches for firms as they come up with
prices for their products. Lovelock (2011) suggested that pricing is the only factor of the
marketing mix strategy that produces revenues for the organization, whereas all the others are
related to expenses. The degree of complexity of pricing strategy amongst the service sector is
comparatively significant due to the high degree of homogeneity between most service groups
and shared service delivery and operating systems (Kotler, 2011).
Differential pricing involves selling the same product to different buyers under a variety of
prices. This strategy works when differences in the reactions to prices exist among consumers
and consumers segments. The quality and quantity of one product is sold for different prices to
different buyers. One common form of differential pricing is price skimming which involves
setting the price of the product relatively high compared to similar goods and then gradually
lowering it. A skimming strategy allows the firm to recover its cost rapidly by maximizing the
revenue it receives (Bitner, 2003). Competitive pricing strategies are based on the company’s
position in relation to its competition and include; penetration pricing, price signaling and going
rate pricing. Penetration pricing involves pricing the product relatively low compared to similar
goods in the hope that it secures wide market acceptance that allows the company to raise its
price. Price signaling puts high prices on low quality products. For a company to successfully
use price signaling strategy, a segment of the buyers must believe high prices indicate good
quality. It must also be difficult for the buyers to ascertain this quality. Going rate approach is
used when products compete on the basis of attributes other than price (Yulkur and Herbig,
2007).
2.2.3 Distribution Strategy
Distribution of products refers to providing convenience to the customer, that is ensuring the
right product, where and when needed. Usually involves some form of vertical system where
transaction and logistics responsibilities are transferred through a number of levels (Ian, 2005).
Rafiq and Ahmed (2005) argued that distribution is part of merchandising and must be
considered in any merchandising system. Distribution management involves; merchandise
replenishment, transportation management and distribution center facilities management. The
type of distribution system a firm needs is influenced by the buying system the footwear
company uses, the number of stores the footwear company has, the geographic dispersion of the
stores, and the characteristics of the merchandise carried.
Vachani and Smith‘s (2008) recent work dealing with inclusive distribution has merit as a model
for success. The principle of accessibility addresses the key area of goods and service
distribution. It is a critical principle for it not only addresses the issue of availing products but
also the possibility of partnership between mainstream distribution channels blending with
informal channels to create a seamless network for the flow of goods and services to the
markets. While many firms are willing to move into this market by modifying their products and
services, so that they are accessible to the poor, these firms have faced the challenge of a
suitable supply chain system that meets the needs of the urban poor without having an adverse
effect on the cost of operation and active participation of the poor in the process of product and
service delivery (Homburg, Wieseke and Kuehnl, 2010). Distribution strategy should be made
on the basis of economies of scale. Producers achieve economies of scale through the use of
specialization, which breaks down a complex task into smaller, simpler ones and thus creates
greater efficiency and lower average production costs. Marketing distribution can also attain
economies of scale through specialization, which distribution members can do some things more
efficiently than producers because they have built good relationships with their customers
(Weingand, 2007).
2.2.4 Promotion Strategies
Promotion involves both providing the consumer information regarding the footwear store and
its product or service offering as well as influencing the consumer perceptions, attitudes, and
behavior towards the store and what it has to offer. It is both an informative and persuasive
communication process. To be effective, the promotional strategy must be guided by the
marketing concept such as focusing on consumer needs and integrating all activities of the
organization to satisfy those needs (Keegan et al, 2002). Such strategies include advertising and
direct customer interaction. Good salesmanship is essential for small businesses because of their
limited ability to spend on advertising. Good telephone book advertising is also important.
Direct mail is an effective, low-cost medium available to small business. There is no one
promotional tool that is able to achieve promotion strategy objectives which, in turn, means that
most service organizations use more than one promotional tool in order to avoid the
disadvantages of each tool. This implies that each promotional tool has different advantages and
disadvantages so most service organizations try to use more than one promotional tool in order
to maximize the advantages and minimize the disadvantages of each (Harrison, 2000).
The development of a successful promotional mix demands the careful integration of each of the
following elements; situation analysis, developing objectives, designing messages, selecting
channels, preparing budget, choosing mix and evaluating. In situation analysis, companies are
assessing the current position of customer features, the competitive situation and the
environment. While assessing the target audience, companies look at the demographics and
lifestyles, life stages, usage levels, understanding and perception of services and the
organization and the buying process of the targets. While designing advertising messages,
manufacturers use emotional and moral appeal, there is also use of rational messages and humor,
one danger is that a wrongly chosen promotional strategy can bring negative reaction.
Advertising is another form of promotion strategy. It is a form of communication designed to
persuade potential customers to choose your product or service over that of a competitor.
Successful advertising involves making your products or services positively known by that
section of the public most likely to purchase them. A good advert should elicit attention, interest,
desire and action from the target population (Shada, 2008).
Gupta (2007) noted that a strong brand strategy can increase the awareness of a company and its
offerings in such a way that it establishes strong feelings and reactions and a favourable view
towards the company as a whole. To create this sort of brand awareness in your market, it takes
skilful Brand Strategy know-how. The function of branding is one of the most important aspects
of any business be it a large or a small business organization. An effective brand strategy
enables marketers to sell more and win the market share. Companies around the world have
continued to invest heavily in brand management. Kimball (2002), stated that effective sales
promotion campaign enables a business organization to successfully out-brand its competitors is
a continuous battle for the hearts and minds of the market share and customers. m senior
executives to customer service, research and development, business development and even your
business partners.
2.3.1 Physical Evidence
This deals with environment where business operates. The physical environment strategies are
made up of ambient conditions; spatial layout and functionality; and signs, symbols, and artifacts
(Lui, Shah, and Schroeder, 2011). Ambience is one of the attributes of the physical environment.
The ambient conditions include temperature, color, smell and sound, music and noise. The
ambience is a package of these elements which consciously or subconsciously help a customer to
experience the service. Ambience can be diverse. The marketer needs to match the ambience to
the service that is being delivered (Jobber and Fahy, 2006). There is also the layout and
functionality of an office. The layout is the form in which the furniture is set up or machinery
spaced out. Functionality is more about how well suited the environment is to actually
accomplish the customers’ needs. For example how comfortable the seats at the waiting area are
or whether there is adequate customer parking Kotler, (2012 noted that process based marketing
strategies are mainly used in industrial organizations. However, most organization has a
procedure of service provision to their clientele. Institutions design their processes in a way that
they are more appealing to the consumers. Some of the common features that marketers take
advantage in process strategies include time taken to complete a service and the location of
different service points required to complete a process.
Duncan (1996) maintains that service environment increase customer satisfaction and that within
service environment customers can be exposed to numerous stimuli which potentially affect how
they act, buy and the level of satisfaction they derive with service experience. Bitner (1992),
indicated that the service environment has a significant impact on customer perception of overall
service quality. He pointed out that customers make inferences about the service quality on the
basis of tangibles that surround the service environment. Lovelock (2011) argued that physical
evidence is one of the vital components of the 8Ps of the services management paradigm by
which the company can provide tangible objects to customers during the service delivery process
and tangible metaphors used in such communications as advertising, symbols, and trademarks
(Lovelock, 2011).
3.3.1 Strategic Marketing Practices
Competition in most global product markets is intense. Product type competition has become
intense, so has brand competition. Substitute competition has also become an increasingly bitter
battleground, with products being able to replace others as technology and tastes changes. A
system, to be competitive, must have two requisites. First it must be competitive with other
systems in attracting resources, and secondly it must be absolutely competitive against similar
systems or industries in other countries. The system may have to compete against those
industries in international markets or be threatened by them in its domestic markets. Porter
(2000) refers to this as "competitive advantage" or "international competitiveness". He
concentrates on two factors in the control of manufacturing industries which are lower cost of
production and delivery and differentiation of product. Porter (2000) has hypothesized, why
some nations were more competitive than others. As well as being able to successfully
manoeuvre through the environment he identified that the foundation of success lay in the
"diamond" of "home" advantage. To successfully launch an international challenge he identified
four "home" prerequisites. These are: the maximum use of endowed resources (natural and
human), the forming of domestic networks to fully exploit these resources, domestic demand,
and finally, an industry and environmental structure in order that these forces can thrive. In
Porter's analysis, industry competitors can be threatened by new or potential entrants and
substitutes. In systems, barriers to new entrants can exist, as well as barriers to international
competitiveness; these barriers can be related to technical characteristics of commodities,
perishability, bulkiness; production characteristics, economies of scale, and laws; rules and
standards.
Boseman and Phatak (2009) argue that if a firm wants to remain vibrant and successful in the
long run, it must make impact assessment of the external environment, especially such relevant
groups as customers, competitors, consumers, suppliers, creditors and the government and how
they impact on its operations success is dependent on productivity, customer satisfaction and
competitor strength. Strategic marketing is crucial to an organization because it takes into
consideration fundamental changes in the environment thus making firms proactive rather than
reactive (Bett, 2005). Okutoyi (2002) states that strategy has an important role in helping
businesses position themselves in an industry. Effective strategy may enable a business to
influence the environment in its favor and even defend itself against competition. Aaker (2002)
also adds that given the current focus in business, there is need to understand competitor
strengths in the market and then position one’s own offerings to take advantage of weaknesses
and avoid head on clashes against strengths.
2.3.3 Influence of Strategic Marketing Practices
The process of developing a strategic marketing practices helps ensure that all tactical marketing
programs support the company's goals and objectives, as well as convey a consistent message to
customers. This approach improves company efficiency in all areas, which helps improve
revenue and market share growth, and minimizes expenses, all of which lead to higher
profitability. It’s important for a strategic marketing process to look at the company from the
customer's point of view by seeking to know long time horizon issues such as: the needs or
problems that cause customers to consider buying from the company, improvements in the
customer's personal or business life that the company can enable or improve, the customer
market segments attracted to the company or products, customer motivations or values that lead
people to decide to purchase the products, and changes or trends in the customer base affecting
their general interest or attraction to other companies similar products.
According to Abdalla (2001), achieving a competitive advantage is a major preoccupation of
senior executives in a competitive slow growth market that characterizes many industries today.
Gaining strategic leverage is a problem for companies in turbulent and uncertain markets.
Abdalla (2001) found that strategic marketing practices applied in the soft drinks industry in
Kenya are promotion strategies with emphasis on advertising, sales promotion, personal selling
and brand public relations in that order, distribution strategies with emphasis on kiosk network
and supermarkets, pricing strategies and product strategies in that order. This study found that
good network distribution strategies fulfill demand and ensure extensive brand availability
within consumers reach when needed especially in high traffic areas. Intensive distribution
channels ensure success in market share expansion, growth and profitability. Abdalla (2001)
adds that branding plays a major role in product strategies with product quality being a major
emphasis. To build strong brands, one needs well planned and well executed marketing
strategies. To succeed companies also have to carefully and continuously study consumer
behavioral trends over time and adjust accordingly. The study by Abdalla (2001) recommends
that strategic marketing practices in other industries and sectors be studies to facilitate
comparison of practices within and between industries as well as in terms of specific practices
adopted.
2.4.1 Concept of Organizational Performance
Performance defined using the 3E: efficiency, efficacy and economies, as forms of manifestation
MihaiRistea (2002) thinks that the following three concepts can be associated with performance:
efficiency, economies and efficacy. This approach to performance was named by the professor as
being the equation of the predetermined organizational objectives. An entity reaches efficacy
when it manages to improve the way of using all sources which are available and necessary to
the development of the activity, performing as well as possible the needs and the requirements of
the external partners of the organization.
Profit
According to www.businessdictionary.com, a profit is a financial gain especially the difference
between the amounts earned and amount spent in buying, operating, or producing something.
Profit can also be seen as surplus remaining after total cost are deducted from total revenue and
the basis on which tax is. Profitability is the primary goal of all business ventures. Without
profitability the business will not survive in the long run (Simons, 1999). So measuring current
and past profitability and projecting future profitability is very important. Profitability is ability
of a company to use its resources to generate revenues in excess of its expenses. In other words,
this is a company’s capability of generating profits from its operations. The other three are
efficiency, solvency, and market prospects. Investors, creditors, and managers use these key
concepts to analyze how well a company is doing and the future potential it could have if
operations were managed properly. The two key aspects of profitability are revenues and
expenses (Ambler, Kokkinaki and Puntoni, 2004). Revenues are the business income. This is the
amount of money earned from customers by selling products or providing services. Generating
income isn’t free, however. Businesses must use their resources in order to produce these
products and provide these services. Resources, like cash, are used to pay for expenses like
employee payroll, rent, utilities, and other necessities in the production process. Profitability
looks at the relationship between the revenues and expenses to see how well a company is
performing and the future potential growth a company might have. There are many reports to use
when measuring the profitability of a company, but external users typically use the numbers
reported on the income statement. The financial statements list the profitability of the company
in two main areas. The first signs of profit show in the profit margin or gross margin usually
calculated and reported on the face of the income statement. These ratios measure how well the
company is using its resources to generate profits. The second sign of profit isn’t really a sign;
it’s more like the real thing. The income statement always reports the net income at the bottom of
the report. This is often the true sign of profitability because it shows external users the total
amount of revenues that exceeded the expenses during the period.
Sales Volume: This is the quantity or number of product sold or services provided by a company
in a particular period of time. Sales volume can be seen as the volume of goods sold in number
or quantity of units during the normal operation.
Market Share: Market share is the percentage of an industry or market’s total sales that is
earned by a particular company over a specified time period.Market share is calculated by taking
the company’s sales over a period and dividing it by total sales of the industry over the same
period. It can also be described as a percentage of total sales volume in a market captured by a
brand, product or company. Market share is said to be a key indicator of market competitiveness
that is, how well a firm is doing against its competitors. "This metric, supplemented by changes
in sales revenue, helps managers evaluate both primary and selective demand in their market.
That is, it enables them to judge not only total market growth or decline but also trends in
customers’ selections among competitors. Generally, sales growth resulting from primary
demand (total market growth) is less costly and more profitable than that achieved by capturing
share from competitors. Conversely, losses in market share can signal serious long-term
problems that require strategic adjustments. Firms with market shares below a certain level may
not be viable. Similarly, within a firm’s product line, market share trends for individual products
are considered early indicators of future opportunities or problems (Farris, Neil, Phillip, David
2010). Research has also shown that market share is a desired asset among competing firms.
Experts, however, discourage making market share an objective and criterion upon which to base
economic policies (Armstrong and Kesten 2007). The aforementioned usage of market share as a
basis for gauging the performance of competing firms has fostered a system in which firms make
decisions with regard to their operation with careful consideration of the impact of each decision
on the market share of their competitors. It is generally necessary to commission market research
(generally desk/secondary research) to determine. Sometimes, though, one can use primary
research to estimate the total market size and a company's market share.
2.4.2 Strategic Marketing and Performance
Studies in different parts of world have been conducted basing on the works of Kohli and
Jaworski (1993) and Narver and Slater (1990). They have developed and refined research tools
for assessing degrees of strategic marketing in firms and examining its links with both market
and financial performance. In general, strategic marketing is found to positively relate to
performance. In many studies, the relationship has been found to be relatively weak, though
significant. According to Hooley et al., (2005), only less than 20% of performance variations
between firms are explained through differences in strategic marketing alone. In addition to
positive relationship between strategic marketing and business performance, innovation
orientation and innovativeness have been shown to have positive relationship with competitive
advantage and related isolation mechanisms (Hooley and Greenley, 2005) and financial
performance (Tuominen, 2003). Components within strategic marketing relate to each other, too.
It is for example argued that due to focus on developing information on markets, market oriented
firms are sensitive to changing customer needs and therefore are more likely to innovate
successfully than other firms (Matsuno, Mentzer and Özsomer, 2002).
It is reasonable to assume that same resources, strategies and orientations do not lead to identical
performance in different countries and business environments. This is due to differences in, for
example, market culture and buyer orientations. Phenomenon may be considered as analogous to
differences in market conditions when the entity under examination is an individual offering.
Business environments are in a state of continuous change, too. Competitive positions will
themselves evolve and change as the resource base and the market environment in which they
are created changes. In some markets this change will necessarily be very rapid. In others, it
might be occurring at a slower pace (Hooley et al., 2001). Whatever the environment, the job of
the marketing department is to adapt a firm’s strategy to different environmental conditions in a
way that produces a favorable response (Clark, 2000).
Several market orientation studies have proposed that strategic marketing effects on business
performance might be moderated by market environment (Hooley et al., 2005). For instance,
according to Kohli and Jaworski (1990), the greater the market (technological) turbulence, the
stronger (weaker) the relationship between a market orientation and business performance. They
also argued that the greater the competition, the stronger the relationship between a strategic
marketing and business performance, and the weaker the general economy, the stronger the
relationship between a strategic marketing and business performance. Slater and Narver (1994),
too, found market and other stakeholder effects on performance to be moderated by the
operational environment. The impact of a firm’s own strategic marketing practices, and
subsequent actions in the marketplace, are likely to be effected by the actions of competitors,
together with general market conditions. This is why the choice of which capabilities to nurture
and which investment commitments to make must be guided by a shared understanding of the
industry structure, the needs of target customer segments, positional advantages being sought,
and trends in the environment (Day, 1994).
2.4.3 Effect of Marketing Strategies on Performance
The main purpose of marketing is to understand and meet customers’ needs and this is achieved
when all components of the marketing system, that is, suppliers and distributors, are cocoordinating efforts and working in harmony (Kuester, Homburg, and Robertson, 2006). He
points out those well-conceived and effective marketing activities will facilitate the achievement
of typical organizational objectives such as higher sales, market share, profits and competitive
advantage. Indeed, a marketing function is an important and integral part of organizational
business strategy. Specifically, marketing activity in this study is based on practices associated
with product, price, promotions, distribution, and finally, customer-orientation, since the
customer is perceived as the focus of all marketing efforts. Lui, Shah, & Schroeder (2011) noted
that sound marketing practice is an important contributor to performance in economic reform
economies. Many businesses will adopt a new attitude to marketing in transition environments,
formulating strategies which demonstrate a focus on customers. Thus for firms to be competitive
in such environments, it is essential to conduct effective product, pricing, promotion and
distribution activities, where customers are central to all marketing efforts and to the extent that
these strategies are successfully implemented, they are expected to result in improved
performance. Businesses that possess the ability to learn rapidly about their markets and to act on
that information are best positioned to achieve competitive advantage. To help an organization
deal with market events and trends, internal organizational processes develop (Day, 2004).
Among the organizational processes that typically develop within an organization, its strategic
planning processes and the related processes it uses for analyzing market information are cited as
being among the most important (Moller and Anttila, 2007).
Market oriented organization possesses the ability to generate, disseminate, and respond to
information about market forces and market conditions better than their less market oriented
rivals (Jaworski and Kohli, 2003). This gives a market orientedorganization an important basis
for improving performance by learning what buyers want, building the processes necessary to
deliver the value they desire and adapting those value generating processes as market conditions
change. To use these processes as the basis for improving performance, an organization needs to
develop the capabilities to generate, disseminate, and respond to market intelligence and the
processes to act on this information (Hunt and Morgan, 2005).
2.5 Conceptual framework
Independent variable
Strategic Marketing
• Pricing
• Product
• Promotion
• Distribution
Environmental
Analysis
• Strength analysis
• Weak analysis
• Opportunity analysis
• Threat analysis
Strategy formulation
• Situation analysis
• Vision
• Selection of best
course of action
dependent variable
•
•
Strategy
implementation
• knowledge
• skill & Capability
(resources
utilization)
Sales
Performance
Profitability
Strategy evaluation
• Constant review
• Gap analysis
• Corrective
measure
2.6 Theoretical Framework
Resource-Based Theory
The resource-based view (RBV) of the firm argues that competitive advantage – and
subsequently performance depends on historically developed resource endowments (Wernerfelt,
1984). Consequently, firms, in particular marketing (Hooley et al., 2001 ), should build on
resources that contribute to their ability to produce valuable, rare, imperfectly imitable and
nonsubstitutable market offerings in a manner that is either efficient or effective (Hunt
&Morgan, 1995). As Fahy and Smithee (1999) argue, intangible resources and capabilities, such
as organizational learning (Santos-Vijande et al., 2005) and customer knowledge (Webster,
1992) are especially difficult to duplicate and thus, provide a meaningful basis for marketing
strategy and market position development. As such, intangible resources and capabilities have
the potential to become distinctive competencies for the firm (Blois &Ramirez, 2006).
There is evidence in practice and academic research that firm competencies and resources are
key factors of assessing a firm's future value potential (Möller&Törrönen, 2003) and, thus,
supplier selection in business markets (Golfetto&Gibbert, 2006). According to Ritter (2006), this
refers to process and market competencies in particular (routines related to the properties and
characteristics of the firm's value-creation process and the value transfer between the firm and its
environment).There has been an emerging discussion within market-orientation research, as
originated by Kohli and Jaworski (1990) and Narver and Slater (1990), on the moderating effects
of environmental variables on the relationship between market orientation and business
performance (Kaynak& Kara, 2004). However, much remains unsettled, while the same applies
to contextual moderation of performance with regard to other marketing phenomena
(Auh&Menguc, 2007).
Social Capital Theory
The concept of social capital existed ever since small communities formed and humans
interacted with the expectation of reciprocation and trust. However, the term in its present form
and associated meanings was popularized amongst others by Bourdieu, Coleman and Putnam.
There are many possible representations of social capital. Broadly social capital can be seen in
terms of five dimensions: first, networks-lateral associations that vary in density and size, and
occur among both individuals and groups; second, reciprocity-expectation that in short or long
term kindness and services will be returned; third, trust-willingness to take initiatives (or risk) in
a social context based on assumption that others will respond as expected; fourth, social
normsthe unwritten shared values that direct behavior and interaction; and fifth, personal and
collective efficacy-the active and willing engagement of citizens within participative community.
These five dimensions manifest themselves in various combinations and shape the interaction
amongst the members of a group, organization, community, society or simply network and can
be studied through various perspectives. Social capital is a broad term that encompasses the
‘norms and networks facilitating collective actions for mutual benefits’ (Woolcock, 1998). This
broad definition of the term makes it susceptible to multiple interpretations and usage which span
multiple theoretical traditions).At one end social capital can be seen as a notion that is based on
the premise that social relations have potential to facilitate the accrual of economic or
noneconomic benefits to the individuals and on the other end social capital can be seen to reside
in the relations and not in the individual. Social capital is context dependent and takes many
different interrelated forms, including obligations (within a group), trust, intergenerational
closure, norms, and sanctions with underlying assumption that the relationships between
individuals are durable and subjectively felt. An example of social capital could be the voluntary
participation of the members over the lunch break to discuss various social/organizational
aspects which benefits all the participants.
2.7 Empirical review
In their study, Fahy and Smithee (1999) included resources enabling value creation as potential
sources of competitive advantage. They concluded that different business orientations, such as
strategic marketing can be interpreted as raw materials of competitive advantage. Additionally,
Noble, Sinha and Kumar (2002) build on theory of sustainable competitive advantage to argue
that companies engaging in a strategic marketing build an advantage with high barriers for
competitors to match; this may well be true if a company for example identifies a suitable market
opportunity for itself.
Furthermore, innovation orientation and innovativeness as part of strategic marketing have been
shown to have positive relationship with competitive advantage and related isolation
mechanisms (Hooley and Greenley, 2005) and financial performance (Tuominen, 2003). In
addition, Matsuno, Mentzer and Özsomer (2002) found entrepreneurial proclivity (including
innovativeness) to positively relate to market share (market performance) and ROI (financial
performance).
Vorhies and Morgan (2005) found positive relationships between inside-out capabilities in
strategic marketing as marketing implementation and channel management, and overall firm
performance. Also Tuominen et al. (2005) identified positive link between inside-out capabilities
and performance superiority. Moreover, according to Hooley et al. (2005), outside-in capabilities
statistically significantly relate positively with market performance, which in turn positively.
The study conducted by Aremu and Lawal (2012) which employed composite export
performance measures, focused on product design marketing mix element found conducive to
performance of companies pursuing global marketing in that it can serve product adaptation as a
means of differentiation for rival’s products and influence overseas customer attitudes (customer
performance) toward a firm’s product.
In overall, the study by Aremu and Lawal (2012) found product design and style to have a
significant positive effect on firm performance. While other studies researched on the
relationship between product quality and firm performance in international markets in which the
relationship is found to be positively associated. The provision of high-quality product to
customers has been postulated to augment the value associated with customer performance. Prior
studies reveal two observations regarding quality of product in line with the marketing strategy
that are important.
However, the export product marketing mix for companies is usually of a narrower range than
that offered domestically, because of financial constraints and operational difficulties associated
with global marketing activities (Aremu and Lawal, 2012). First, it significantly reflects a
customer-oriented posture because the firm engaging in global marketing systematically
evaluates consumer and buyer behavior and host market characteristics that improve the firm’s
total performance (Douglas and Wind, 1987).
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
In this chapter, we described the research procedure for this study. It consist of research design,
population of the study, sample size, sample techniques, research instrument e.t.c. Research
methodology is a research process adopted to systematically and scientifically present the results
of a study to the research audience viz. a vis, the study beneficiaries.
3.1 Research Design
Research designs are perceived to be an overall strategy adopted by the researcher whereby
different components of the study are integrated in a logical manner to effectively address a
research problem. In this study, the researcher employed the survey research design. This is due
to the nature of the study whereby the opinion and views of people are sampled. According to
Singleton & Straits, (2009), Survey research can use quantitative research strategies (e.g., using
questionnaires with numerically rated items), qualitative research strategies (e.g., using openended questions), or both strategies (i.e. mixed methods). As it is often used to describe and
explore human behaviour, surveys are therefore frequently used in social and psychological
research.
3.2 Population of the Study
According to Udoyen (2019), a study population is a group of elements or individuals, as the
case may be, who share similar characteristics. These similar features can include location,
gender, age, sex or specific interest. The emphasis on study population is that it constitutes
individuals or elements that are homogeneous in description.
This study was carried out to examine the strategic marketing on organizational performance
using Nigeria Bottling Company Jos, Plateau State as a case study. Hence, the population of the
study comprises of staff of Nigeria Bottling Company Jos.
3.3 Sample Size
A study sample is simply a systematic selected part of a population that infers its result on the
population. In essence, it is that part of a whole that represents the whole and its members share
characteristics in like similitude (Udoyen, 2019). In this study, the researcher adopted the
convenient sampling method to determine the sample size.
3.4 Sampling Technique
According to Nwana (2005), sampling techniques are procedures adopted to systematically select
the chosen sample in a specified away under controls. This research work adopted the
convenience sampling technique in selecting the respondents from the total population.
In this study, the researcher adopted the convenient sampling method to determine the sample
size. Out of the entire sstaff of Nigeria Bottling Company Jos, in Plateau State, the researcher
conveniently selected 57 participants as sampled size for this study. According to Torty (2021), a
sample of convenience is the terminology used to describe a sample in which elements have been
selected from the target population on the basis of their accessibility or convenience to the
researcher.
3.5 Research Instrument and Administration
The research instrument used in this study is the questionnaire. A survey containing series of
questions were administered to the enrolled participants. The questionnaire was divided into two
sections, the first section enquired about the responses demographic or personal data while the
second sections were in line with the study objectives, aimed at providing answers to the
research questions. Participants were required to respond by placing a tick at the appropriate
column. The questionnaire was personally administered by the researcher.
3.6 Method of Data Collection
Two methods of data collection which are primary source and secondary source were used to
collect data. The primary sources was the use of questionnaires, while the secondary sources
include textbooks, internet, journals, published and unpublished articles and government
publications.
3.7 Method of Data Analysis
The responses were analyzed using the mean and standard deviation, which provided answers to
the research questions.
In analyzing the data collected, a mean score was used to achieve this. The four-point
rating scale will be given values as follows:
SA = Strongly Agree
4
A = Agree
3
D = Disagree
2
SD = Strongly Disagree
1
Decision Rule:
To ascertain the decision rule; this formular was used
4+3+2+1 =10
4
4
Any score that was 2.5 and above was accepted, while any score that was below 2.5 was
rejected. Therefore, 2.5 was the cut-off mean score for decision taken. While the hypotheses will
be tested using Pearson correlation statistical tool, SPSS v23.
3.8 Validity of the Study
Validity referred here is the degree or extent to which an instrument actually measures what is
intended to measure. An instrument is valid to the extent that is tailored to achieve the research
objectives. The researcher constructed the questionnaire for the study and submitted to the
project supervisor who used his intellectual knowledge to critically, analytically and logically
examine the instruments relevance of the contents and statements and then made the instrument
valid for the study.
3.9 Reliability of the Study
The reliability of the research instrument was determined. The Pearson Correlation Coefficient
was used to determine the reliability of the instrument. A co-efficient value of 0.68 indicated that
the research instrument was relatively reliable. According to (Taber, 2017) the range of a
reasonable reliability is between 0.67 and 0.87.
3.10 Ethical Consideration
The study was approved by the Project Committee of the Department. Informed consent was
obtained from all study participants before they were enrolled in the study. Permission was
sought from the relevant authorities to carry out the study. Date to visit the place of study for
questionnaire distribution was put in place in advance.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 Introduction
This chapter presents the analysis of data derived through the questionnaire and key informant
interview administered on the respondents in the study area. The analysis and interpretation were
derived from the findings of the study. The data analysis depicts the simple frequency and
percentage of the respondents as well as interpretation of the information gathered. A total of
fifty-seven(57) questionnaires were administered to respondents of which fifty fifty (55) were
returned while 50 were validated. This was due to irregular, incomplete and inappropriate
responses to some questionnaire. For this study a total of 50 was validated for the analysis.
4.2
Data presentation
The table below shows the summary of the survey. A sample of 57 was calculated for this study.
A total of 55 responses were received whiles 50 was validated. For this study a total of 50 was
used for the analysis.
Table 4.1: Distribution of Questionnaire
Questionnaire
Filled and valid
Frequency
57
Percentage
100
Filled and not valid
55
96.57
Filled and valid
50
90.43
Source: Field Survey, 2023
Table 4.1 above shows the number of questionnaires distributed with filled and valid 57
(100%) were filled and not valid questionnaires of 55 (96.57%). This study records 90.43%
response rate. This high response rate was achieved as a result of the simplicity of the
questions asked.
Demographic data of respondents
Table 4.2.1: Gender and Age of respondents
Gender
Frequency
Percentage
Male
22
44%
Female
28
56%
Total
50
100%
Frequency
Percentage
20-30
6
12%
30-40
18
36%
41-50
18
36%
51+
8
16%
Total
50
100%
Age
Source: Field Survey, 2023
Table 4.2.2 shows the demographic on gender of the respondents where 22 (44%) are male
and 28(56%) are female. The female gender has the highest percentage which indicates
most of the respondents for this study.
The table also shows the age distribution of the respondents. It shows that 6(12%) are 20-30
years, followed by respondents between 31-40 years having 18(36%), and 41-50 years
18(36%), and from the age 51 and above 8(16%) respectively. Most of the respondents are
from 30-40 years and 41-50 years which indicates higher respondents.
Table 4.2.2: Education and marital status of respondents
Education
Frequency
Percentage
SSCE
6
12%
ND/NCE
10
20%
HND/BSC
20
60%
MASTERS
8
16%
PHD
6
12%
Total
50
100%
Frequency
Percentage
Single
2
4%
Married
26
52%
Separated
5
10%
Divorced
5
10%
Widowed
12
24%
Marital Status
Source: Field Survey, 2023
Table 4.2.2 shows the educational level of the respondents, from the total sample taken where 6
(12%) attended secondary level, 10 (20%) respondents are ND/NCE holder, 20 (40%) have first
HND/Degree, 8(16%) are Master degree holders and 6(12%) have Ph.D. This shows that
majority of the respondents are educated people.
The table also shows the demographic data of respondents based on marital status in which
2(4%) are single, 26(52%) are married, 5(10%) are separated, 5(10%) are Divorced and 12(24%)
are widowed. From the distribution majority of the respondents are married.
Descriptive Analysis of Responses Relating to Relevant Variables
The table below shows response to the study variables (question items) relating to strategic
marketing on sale performance. Respondents indicated whether they “strongly agree”,
“agree”, “Neither agree nor disagree”, “disagree”, or “strongly disagree” with the
statements provided. Below are the tables showing the frequency and percentage
distribution of responses along with their interpretations.
The table 4.3.1 below indicate responses to questions relating to Price Strategy:
Table 4.3.1 Opinion of Respondent on Price Strategy
S/N
Q1
Q2
Q3
Price Strategy
Prices for the sale were really
high
Prices of item determine if I go or
not
The items I go for are worth the
price
Strongly disagree
Disagree
Neither agree nor
Disagree
Agree
Strongly agree
Total
Strongly disagree
Disagree
Neither agree nor
Disagree
Agree
Strongly agree
Total
Strongly disagree
Disagree
Neither agree nor
disagree
Agree
Strongly agree
Total
Frequency
4
5
7
%
8
10
14
14
20
50
4
1
5
28
40
100
8
2
10
13
27
50
5
8
7
26
54
100
10
16
14
14
16
50
28
32
100
Source: Field Survey, 2023
Table 4.3.1, show the response on pricing strategy which indicates question 1, that 4(8%) of
the respondents strongly disagree, 5(10%) disagree, 7(14%) neither agree nor disagree while
a majority either agree or strongly agree with the statement which represented 14(28%) and
20(40%) respectively. Question 2, indicates that 4(8%) of the respondents strongly disagree,
1(2%) disagree, 5(10%) neither agree nor disagree while a majority either agree or strongly
agree with the statement which represented 13(26%) and 27 (54%) respectively. From
question 3, it indicates that 5(10%) of the respondents strongly disagree, 8(16%) disagree,
7(14%) neither agree nor disagree, while a majority either agree or strongly agree with the
statement which represented 14(28%) and 16(32%) respectively.
Table 4.3.2 Opinion of Respondent on Promotional Strategy
S/N Promotional Strategy
The event communication to the
Q1
Strongly disagree
customers what to expect
Disagree
Undecided
Agree
Strongly agree
Total
Q2
The strategic use of advertising
Strongly disagree
improves the competitive
Disagree
advantage of the company
Undecided
Agree
Strongly agree
Total
Q3
The strategy used to promote an
Strongly disagree
event is suitable for persuading the
Disagree
customers
Undecided
Agree
Strongly agree
Total
Source: Field Survey, 2023
Frequency
4
7
10
14
15
50
2
1
7
18
21
50
3
4
10
18
15
50
%
8
14
20
28
30
100
6
2
14
36
42
100
6
8
20
36
30
100
Table 4.3.2 the first question indicates that 4(8%) of the respondents strongly disagree,
7(14%) disagree, 10(20%) neither agree nor disagree while a majority either agree or
strongly agree with the statement which represented 10(20%) and 14(28%) respectively.
Question 2, indicates that 2(6%) of the respondents strongly disagree, 1(2%) disagree,
7(14%) neither agree nor disagree while a majority either agree or strongly agree with the
statement which represented 18(36%) and 21(420%) respectively. From question 3, it
indicates that 3(6%) of the respondents strongly disagree, 4(8%) disagree, 10(20%) neither
agree nor disagree, while a majority either agree or strongly agree with the statement which
represented 18(36%) and 15(30%) respectively.
Table 4.4.3 Opinion of Respondent on Product Strategy
S/N
Q1
Product Strategy
The products provided are unique
among all events
Q2
The products provided are made to
fit customers’ needs
Q3
Every event has a distinct product
that they render
Strongly disagree
Disagree
Undecided
Agree
Strongly agree
Total
Strongly disagree
Disagree
Undecided
Agree
Strongly agree
Total
Strongly disagree
Disagree
Undecided
Agree
Strongly agree
Total
Frequency
7
14
17
7
15
50
3
1
5
8
33
50
4
6
9
16
15
50
%
14
28
34
14
10
100
6
2
10
16
66
100
8
12
18
32
30
100
Source: Field Survey, 2023
From table 4.4.1, the first question indicates that 7(14%) of the respondents strongly
disagree, 14(28%) disagree, 17(34%) neither agree nor disagree which represents the
majority while 7(14%) agree and 15(10%) strongly agree to the statement. Question 2,
indicates that 3(6%) of the respondents strongly disagree, 1(2%) disagree, 5(10%)
neither agree nor disagree, 8(16%) agree and while a majority 33(66%) strongly
agree. From question 3, it indicates that 4(8%) of the respondents strongly disagree,
6(12%) disagree, 9(18%) neither agree nor disagree, while a majority either agree or strongly
agree with the statement which represented 16(32%) and 15(30%) respectively.
Table 4.4.4:Strategic marketing on sales performance.
S/N
Q1
Strategic marketing
It strengthens organizational
competitiveness
Q2
It improves sales volume of the
organization
Q3
It increases the profitability of the
organization
Strongly disagree
Disagree
Undecided
Agree
Strongly agree
Total
Strongly disagree
Disagree
Undecided
Agree
Strongly agree
Total
Strongly disagree
Disagree
Undecided
Agree
Strongly agree
Total
Frequency
0
4
10
12
24
50
0
4
6
18
22
50
2
5
6
14
24
50
%
0
2
20
24
54
100
0
8
12
36
44
100
2
10
12
28
48
100
Source: Field Survey, 2023
Table 4.4.4 shows how strategic marketing on sales performance which indicated Q1 shows 0(0%)
strongly disagree, 4(2%) disagree, 10(20%) undecided, 12(24%) agree, while 24(54%) strongly
agree. This show that strategic marketing has greater impact on sales performance and profitability.
Test of Hypotheses
H0: There is no significant relationship between strategic marketing and sales on organizational
performance.
Level of significance: 0.05
Decision Rule:
In taking decision for “r”, the following riles shall be observed;
i)
If the value of “r” tabulated is greater than “r” calculated, accept the alternative
hypothesis (H1) and reject the null hypothesis (H0).
ii)
If the “r” calculated is greater than the “r” tabulated, accept the null hypothesis (H0)
while the alternative hypothesis is rejected
Table 4.7: Pearson Correlation Table showing the relationship between strategic
marketing(SM) and organizational performance(OP).
SM
OP
SM
Pearson Correlation
1
Sig. (2-tailed)
OP
.821**
.000
N
50
150
Pearson Correlation
.821**
1
Sig. (2-tailed)
.000
N
50
50
Source: Survey data, 2023
**. Correlation is significant at the 0.05 level (2-tailed)
The Pearson Correlation result in Table 4.7 contains the degree of association between SM and OP.
From the result, the Pearson correlation coefficient, r, value of 0.821 was positive and statistically
significant at (p< 0.000). This indicates that there is a significant relationship between strategic
marketing and organizational performance.
Thus, SM and OP are correlated positively.
4.5 Discussion
The findings state that from the three marketing strategies looked at in this study (price,
promotion, product) all of them lead to the sales performance. Although still based on the
analysis, there are other factors to consider which ranges from what type of sales is being held
and what to considers necessary on sales performance.
The findings from this study show that pricing strategy plays a significant role on sales
performances. As such the null hypothesis was rejected and the alternate was accepted. This
corroborates with most researchers as Muola (2017) stated that pricing plays a significant role
in organizational performance because of completion. It corroborates with Wangui et al.,
(2018) who stated in their findings that price has a positive effect on sales in organizational
growth. Although based on the frequency distribution of the respondents, the greater factor the
price for the success of organizational performance.
According to the findings of product differentiation impact on sales the findings corroborates
with that of Anthony (2018) who mentioned in his study that there is a positive relationship
between product differentiation and organizational performance. Also, product differentiation
is a significant element of business performance and this is because it acts as a bridge
connecting the significant impact of customer satisfaction with sales performance as such the
alternate hypothesis which states that product differentiation impact organizational
performance was accepted while the null was rejected.
From the study findings of what extent promotional strategy affect event management, it was
discovered that promotional strategy affects sales. These findings corroborate with that of
Dewi, Yunia and Dina (2018) which says that increasing the promotion given through
promotional strategy like advertising, personal selling and sales promotion can increase
interest which in turn leads to satisfaction of that customer. Sagal (2015) agreed to the findings
that advertisement creates brand loyalty and it also encourages consumers to purchase the
product or service repeatedly which does not give competitors an edge. The findings from
researchers like Gandhy and Hairuddin (2018) is also similar to this finding as their study
indicate that the variable “price, promotion and product differentiation” partially and
simultaneously have a positive effect on the purchasing decision of consumers.
CHAPTER FIVE
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS:
5.1 Introduction
This chapter summarizes the findings on the strategic marketing on organizational performance
using Nigeria Bottling Company Jos, Plaateau State as a case study. The chapter consists of
summary of the study, conclusions, and recommendations.
5.2 Summary
In this study, our focus was to examine the role of strategic marketing on sales performances using
Nigeria Bottling Company Jos, Plateau State as a case study. The study was specifically carried out
to ascertain whether there is a significant relationship between strategic marketing
on sale
performance, identify the different marketing strategies employed by organizations to enhance
performance, and ascertain impact of strategic marketing on the performance of Nigeria Bottling
Company, Jos Plateau State.
The study adopted the survey research design and randomly enrolled participants in the study. A
total of 50 responses were validated from the enrolled participants where all respondent were staff
of Nigeria Bottling Company Jos, Plateau State.
5.3 Conclusions
Based on the findings of this study, the researcher concluded that;
➢ There is a significant relationship between strategic marketing
and organizational
performance.
➢ The different marketing strategies employed by organizations to enhance performance
includes: product strategy, promotion strategy, pricing strategies, brand positioning, and
market penetration strategy.
➢ The impact of strategic marketing on the performance of Nigeria Bottling Company, Jos
includes: it strengthens organizational competitiveness, it enhances the customer base of the
organization, it increases market share, it improves sales volume of the organization, and it
increases the profitability of the organization.
5.4 Recommendations
Based on the findings of the study, the following recommendations are proffered.
1.
Managers should realize that the appropriateness of a particular marketing strategy, whether
adapted, standardized, or somewhere in between, hinges on its fit with external environmental
factors that the firm operates in. Hence managers should concentrate their limited attention and
resources on finding the right marketing mix that will improve the firm’s performance.
2.
In addition, marketing managers need to comprehend the fact that although some elements
(e.g., product, price, promotion, physical ambience and distribution) still exert a positive and
significant effect on the firm performance among retail stores in footwear and therefore the
firms should also endeavor to examine the potential value creation of marketing strategies and
align this value to their overall strategy.
3.
Marketing managers need to integrate all facets of strategy; they need adequate analytical
capabilities to perform this essential boundary-spanning role. These competencies enable them
to identify threats and opportunities skillfully within their business environments, monitor and
access environmental change, and improvise marketing strategy accordingly. Such capabilities
enable promotion of the marketing concept to senior management in the firm. This is vital, as
failure in this respect leads to failed strategy execution and even a poor image of marketing
within the firm.
5.5 Suggestion for Further Research
This research offers insight into marketing strategy and its role on the success of event
management, other areas remain uncertain and need evaluation through future studies. Further
study can be done on both public and privately owned event centres in the hospitality industry
as well as various types of events to accurately identify the right marketing strategies for the
diverse types of events. Also, a comparative study could be done to know which of these
marketing strategies benefit event organizations more. Further study can focus on each of the
marketing strategy mix price, promotion, products and how they improve customer experience.
To buttress on this extensive research can be done on how price affects event management as a
whole or streamline it to how it affects just the growth of the business. Also, research can be
carried out on how only the products delivered at the event which could be in form of event
program or souvenirs shared could affect the audience preference about the choice of event to
attend in the future. Further study can compare different marketing mix in various industries
or event types to know which mix is of more benefit to the event manager. Also, the research
could be done to know how an event is managed on the international level from country to a
country whereby language, culture and gender are seen as a factor for the success of an event.
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BAUCHI STATE UNIVERSITY GADAU
FACULTY OF MANAGEMENT SCIENCE
DEPARTMENT OF BUSINESS ADMINISTRATION
Dear respondents;
I am a STUDENT of the above institution undertaken research on the role of strategic marketing
on sales performance . The purpose of this questionnaire is to carry out a research for the partial
fulfillment of Bachelor degree in business administration.
Any information you present will be kept confidential and will be used only for academic purpose.
Your cooperation and prompt response will be highly appreciated.
Thank you.
51
APPENDIXE
THE ROLE OF STRATEGIC MARKETING ON SALES PERFORMANCES: A STUDY
OF NIGERIA BOTTLING COMPANY, JOS PLATEAU STATE
QUESTIONNAIRE
PLEASE TICK [√] YOUR MOST PREFERRED CHOICE(s) ON A QUESTION OF YOUR
CHOICE
SECTION A
PERSONAL INFORMATION
1. Gender
Male
[ ]
Female
[ ]
2. Age
20-30 [ ]
30-40 [ ]
41-50 [ ]
51+
[ ]
3. Education
SSCE [ ]
ND/NCE [ ] HND/BSC [ ] MASTERS [ ]
PHD [ ]
4. Marital Status
Married
[ ]
Separated
[ ]
Divorced
52
[ ]
Widowed
[ ]
SECTION B
Please tick for each of the following statements the extent to which you agree with the
items against your choice: Strongly agree= SA, Agree= A, Undecided= U, Disagree= D
or Strongly Disagree= SD.
Pricing strategy
Items
I
prices for the events were really high
Ii
prices of an event determine if I go or not
SA
A
U
D
SD
SA
A
U
D
SD
SA
A
U
D
SD
Iii the events I go for are worth the price
Promotional strategy
Items
i
The event communicates to the customers
what to expect
ii
The strategic use of advertising improves
the
competitive
advantage
of
your
Company
iii The strategy used to promote an event is
suitable for persuading the customers
Product Differentiation
Items
i
The products provided are unique among
all events
ii
The products provided are made to fit
customers’ needs
iii Every event has a distinct product that they
Render
53
Strategic marketing on Sales performance
S/N
ITEM STATEMENT
SA
1
It strengthens organizational competitiveness
2
it enhances the customer base of the organization
3
It increases market share
4
It improves sales volume of the organization
5
it increases the profitability of the organization
54
A
D
SD