Browsing by Author "Njuguna, Njeri"

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    Cost Leadership Strategy and Performance of Pharmaceutical Firms in Nairobi County – Kenya
    (IJARKE Business & Management Journal, 2024) Adaji, Arthur Musieba; Njuguna, Njeri
    High production cost and high level of competition has been on the rise in the Kenyan pharmaceutical sector. This had a challenging effect to the companies there in, this is as a result of numerous sellers who are competing for their own market share in the same market with similar range of products. The study sought to investigate impact that cost leadership strategy had on organization performance among pharmaceutical firms in Nairobi County, Kenya. The research adopted descriptive research design. The target population for the research was 100 pharmaceutical companies in Nairobi. Researcher collected data from 80 participants using semi-structured questionnaires. For analyzing the data, researcher used descriptive statistics to summarize the information and inferential statistics to draw conclusions. It was established that cost leadership strategy had a positive influence on performance of pharmaceutical companies in Nairobi County, Kenya. It was concluded that cost leadership influences how well pharmaceutical companies perform by using strategies like low cost advertising, minimizing on research and development costs, investing in state of art equipment, controlling overhead expenses, reducing the time it takes to learn new things, sale of standard products and building up experience over time. To stay ahead, pharmaceutical companies need to have effective cost leadership strategies put in place. This research recommended that companies should apply cost leadership by working closely with suppliers and involving stakeholders since this would drive the towards gaining competitive advantage
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    Generic Strategies and Performance of Selected Fashion Companies in Nairobi City County, Kenya
    (Journal of Strategic Management, 2024) Otera, Patrick Matere; Njuguna, Njeri
    The research aimed to determine how the performance of fashion companies affects generic strategies. Descriptive research methods were used to address the issue at hand as they relate to the fashion industry. Therefore, the target population of the study was 440 fashion firms that are operating in Nairobi Kenya. From each firm, 3 persons were selected who were the general manager, marketing manager, and finance manager were selected. The sample size was 108 managers of fashion companies in Nairobi City County who were selected using stratified random sampling. The key instrument for data collection was a semi-structured questionnaire. It analysed analyzed the data by computing descriptive statistics. Regressions were also examined. Statistical Package for Social Sciences (SPSS) software was used in data analysis. The information was shown using bar charts, pie charts, and frequency tables. The results showed that cost leadership strategy had a positive and significant effect on performance (β=0.241, p=0.006). Further outcomes showed that differentiation strategy had a positive and significant effect on performance (β=0.249, p=0.005). Outcomes further showed that focus strategy had a positive and significant effect on performance (β=0.298, p=0.001). Further outcomes showed that differentiation strategy had a positive and significant effect on performance (β=0.302, p=0.005). It is recommended for fashion companies to reduce their product prices to better cultivate customer loyalty. Fashion companies can also lower their prices to remain competitive in the market, which can help them do better overall. In the same sentence, most fashion companies may concentrate on regions with strong potential to boost performance. One of the instruments available to fashion companies for differentiating their goods and services is technology, which also lowers the cost of product diversification. Additionally, technology makes it easier for businesses to communicate with their target customers, which guarantees better service delivery methods as well as improved distribution and communication channels.
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    Resource Allocation Change Management Practice and Performance of Kenya Revenue Authority in Nairobi City County, Kenya
    (Journal of Business and Strategic Management, 2024-06) Mule, Catherine Mutheu; Njuguna, Njeri
    Purpose: Kenya Revenue Authority is mandated to gather revenue in place of Kenyan government. The revenue to be collected is normally set as a target by the National Treasury. Over the time, the authority has continuously missed hitting the revenue collection target. As a result, the authority has endeavored to implement changes with the aim of improving and enhancing revenue collection. The current study aimed at establishing how resource allocationchange management practiceinfluenced performance of Kenya RevenueAuthority in Nairobi City County, Kenya. The study was guided by Resource-Based View Theory. Methodology: The study employed a descriptive research design and targeted 470 Kenya Revenue Authority employees working at Customs and Border Control Departmentin Nairobi City County. A stratified random sampling approach was applied in selecting a sample of 141 respondents derived from top level, middle level, and lower level of management. The study utilized a 5-Point Likert scale questionnaire containing close ended question to gather primary data. Inferential as well as descriptive statistics were utilized to analyze the gathered data. Prior data collection, the study conducted a pilot study on 13 randomly selected respondents to assess the level of validity and reliability of the questionnaire. Findings: The descriptive statistics results revealed that all respondents on average were in agreement with statements on resource allocation change management practice. The correlation analysis results established that resource allocation change management practice positively and significantly correlates with performance of Kenya Revenue Authority.The study further established that resource allocationchange management practicepositively and significantly influenceperformance of KRA in Nairobi City County. This is shown by beta value of 0.538and significant values of 0.000. The results bears the implications that increasing the resource allocationchange management practicewith one unit results to increase in the performance levels of KRA with 0.538 units. The study findings led to conclusions that resource allocationchange management practicepositively and significantly influences the performance of Kenya Revenue Authority in Nairobi City County. Unique contribution to theory, policy and practice:The study recommended the management Kenya Revenue Authority to enhance the resource allocationpractices since the practices bearsapositive and significant influence on performance
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    Strategy Implementation Drivers and Performance of Kenya Airport Authority: A Case of Moi International Airport Mombasa County, Kenya
    (International Journal of Business Management, Entrepreneurship and Innovation, 2023) Mwaura, Mwangi Nahashon; Njuguna, Njeri
    Amidst ever-emerging airports dynamics that make competition stiffer day-by-day, airports can use variety of strategy implementation drivers to maximize their performance. Kenya Airport Authority developed a five-year tactical plan to improve the overall performance for the company. However, the expected outcomes have not been obtained. Many researchers have pointed out on strategic management process but very few have attempted to prove that strategy implementation can yield better results owning to the fact that Kenya Airports Authority largely contribute to the country’s economy. This prompted this research on strategy implementation drivers on performance of Kenya Airports Authority: A case of Moi International Airport, in Kenya’s Mombasa County. The following specific goals steered the study; strategic communication, strategic structures, strategic leadership, and strategic resources on performance of Kenya Airports Authority: A case of Moi International Airport, Mombasa County in Kenya. The balance scorecard model, open system theory, transformational leadership theory, and resource-based philosophy served as the study's guiding theories. Descriptive research methodology was employed in the study. 66 respondents from Moi International Airport made up the sample population. Due of the limited population, the researcher utilized a census research design. The information was gathered via a semi-structured questionnaire. A pilot study was undertaken to test and assess the data collection tool's accuracy. Descriptive and inferential statistics were used to analyze the data. The research results were presentedusing pie charts, tables, and graphs. The majority of respondents agreed with numerous performance indicators, including those for strategic communication, strategic structure, strategic leadership, and strategic resources. Correlation analysis found a statistically significant association between performance and strategic communication, strategic structure, strategic leadership and strategic resources. Further, the model summary revealed that 83.1% of disparity in the performance was due to changes in strategic communication, strategic structure, strategic leadership and strategic resources. A conclusion was made that adopting an excellent implementation driver's yield better organizational performance. The researcher recommended that engaging employees in communication, adoption of a collaborative structure, deployment of strategic leaders, mobilizing and building networks of resources, could do this.The study outcomes will help airports’ management in improving their performance and gaining an advantage over competitors. The study's findings will be used as guidance for those who make policies as they come up with rules and regulations governing airports.