Browsing by Author "Rugami, James Maina"

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    Balanced Score Card and Service Delivery at National Health Insurance Fund in Mombasa County, Kenya
    (IJCAB Publishing Group, 2019) Intiswar, Mohamed Said; Rugami, James Maina
    The Public sector plays a critical role in the effective delivery of public services that are essential to the functioning of a state economy. The service delivery in the public sector has been noted to be ineffective due to self-interest service from the public sector officers, unlike the private sector, where focus is primarily on shareholder value. The study examined the effect of the balanced scorecard and service delivery at the national health insurance fund in Mombasa County, Kenya. The specific objectives of the study were to determine the effect of the financial perspective of the balanced scorecard, the effect of customer perspective of the balanced scorecard, the internal business perspective of balanced and examine the effect of innovation and learning perspective of balanced scorecard on service delivery at national health insurance fund in Mombasa County. The study is anchored on Balanced score card model and agency theory. The study adopted a descriptive survey research design that depicts the attributes of a specific circumstance, occasion, or case. The targeted population of the study was 158 and the respondents were senior managers, middle level managers, lower level managers and the support staff working at national health insurance fund in Mombasa County. The study finds that the balanced scorecard improves systems of the cost structure, the organization creates more revenue opportunities, net shareholder value is maintained and the asset is well utilized. Additionally, it can be concluded that most employees are delighted with the financial evaluation process by use of the balanced scorecard. The study found a positive relationship between the balanced scorecard components namely customer focus, financial perspective, customer perspective, internal business perspective, innovation, learning aspect and service delivery. The study concluded that customer focus to enhance the service delivery could be through implementing customer satisfaction measures, implementing customer service charter, maintaining product functionality, maintaining customer relationship management and maintaining customer loyalty. The study recommended that the need for NHIF to achieve the balanced scorecard to be able to track financial results while simultaneously monitoring progress through building the capabilities and as well acquiring the intangible assets they would need future growth. Also, the study recommended the organization to consider the issue cost minimization strategy to enhance the service delivery to the customers. In addition to that, there is a need to have a permanent solution to steady funds to be able to meet its obligations. The study further recommended that the organization to embrace the balanced scorecard and will help improve communication between the management and customers thus improve on the quality service hence satisfy the needs of the customers.
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    Change Management and Performance of Kenya Ferry Services in Mombasa County, Kenya
    (International Journal of Science and Research, 2016) Kahoro, Caroline Wanjiku; Rugami, James Maina
    Change management is a style of management that aims at encouraging organizations and individuals to deal effectively with the changes taking place in their work. For change management to be successful and its effect positive, managers or supervisors in the organizations need to understand what motivates their team and enrol employee participation. Organizations undergoing transformations must have teams that champion the change process. This demands that all employees within the institutions desiring change especially the top management must commit to the change process. The study aimed to determine the effect of change management and the performance of Kenya ferry services. The specific objectives of this study were: to determine the effect of information technology on the performance of Kenya ferry services; to analyze the effect of organizational culture on the performance of Kenya ferry services; to examine the effect of organization structure on the performance of Kenya ferry services and finally to investigate the effect of communication on the performance of Kenya ferry services. The study used Stake holders’ theory, Lewins three step change theory and Kotters 8- step change management theory. The study used cross sectional survey research design, primary data was collected by administering questionnaires. The target population was made up of 62 members of staff drawn from four departments. Census was used for the purpose of this study where all the members in the population were. Data was collected by the use of open ended questionnaires. Reliability was ensured through a pilot test carried on 6 respondents from Kenya Ports Authority who were not included in the study. Once the questionnaires were collected, they were edited to detect errors and omissions for consistency and completeness. The data was analyzed by the use of Statistical Package for Social Science version 24, T-test was used to test the relationships between variables. The study found out that information technology awareness, organizational culture and communication strongly affect change management; organizational structure has a weak effect on change management. The study concluded that Change in organization structure should be flexible enough to respond quickly to changes, challenges and uncertainty. A Wellfunctioning organizational structure is important for an organization going through change, because if there are flaws in the structure it will affect communication flow. The study also concluded that when there is a good communication between the employees and employers, and the proper information of strategic relevance of imposed organizational change being told, this can help the employee to accept the change. Better acceptance of the change will lead employees to have better performance. The study recommends that for successful change implementation, workers should be properly trained on change programmes and should be educated on the reasons for change. To avoid resistance to change, appropriate change strategies should be put in place by change managers the participative strategy is recommended for change managers
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    Competitive Strategies and Performance of Commercial Banks in Mombasa County, Kenya
    (International Journal of Business Management, Entrepreneurship and Innovation, 2020) Nyachwaya, Joseph Mariga; Rugami, James Maina
    Commercial banks in Kenya and especially Mombasa County are facing firm rivalry demanding the use of competitive strategies so as to improve their performance. Most of the commercial banks are deliberating on ways to enhance their performance, with competitive strategies being one of them to arrive a market and afterwards make sense of and ensure its aggressive position. Therefore, this study aimed at establishing the effect of competitive strategies on the performance of commercial banks in Mombasa County. The specific objectives were to determine the effect of cost leadership strategy, differentiation strategy and focus strategy on the performance of commercial banks in Mombasa County. The study was anchored on the theory of resource-based view, strategic balancing and game theory. A descriptive research design was employed in this study. The target population of this study was 280 commercial banks staff in Mombasa County. The sample size was eighty-four after adopting a stratified random sampling technique to select 30% of the target population. The study made use of primary data collection using questionnaires. The data was analyzed using the Statistical Package for Social Sciences (SPSS) Version 24.0 and presented using tables. The study established that despite the challenges in implementation, competitive strategies are very important for banks to remain competitive in the market. The study further concluded that understanding the market structure is a key determinant for the successful implementation of competitive strategies. Banks following a cost leadership strategy realize statistically significant superior performance compared to those that pursue broad differentiation and focus strategy which reports above-average returns. The researcher highly recommends that commercial banks consider shifting more of their focus on the cost leadership strategy in order to realize superior performance. To succeed at offering the lowest price while still achieving profitability and a high return on investment, commercial banks are recommended to operate at a lower cost than its rivals, this could be possible through some fairly unique capabilities to achieve and sustain their low-cost position. The study also recommends strategy planners to integrate and embrace the differentiation strategy which will enable them to differentiate in various methods such as new technology, brand image, design, network customer service or the number of features. Further, commercial banks are recommended to centre on the existing markets and products or services; they can create competitive edge by getting the best mix between existing products and existing markets.
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    Personal Selling Strategies and Customer Loyalty among Insurance Companies in Malindi Town, Kilifi County, Kenya
    (International Journal of Business Management, Entrepreneurship and Innovation, 2020) Abel, Arori Moriasi; Rugami, James Maina
    The study examined the influence of personal selling strategies and customer loyalty among insurance companies in Malindi town, Kilifi County, Kenya. The study adopted a descriptive research design. The targeted population was 967 employees working in the selected four insurance companies in Malindi, namely Gateway insurance company limited, Marangi insurance agency, Blue shield Company Limited, Tausi Insurance Agency. The unit of analysis was a sales manager, salespersons and customers. SPSS was used to organize code and analyze information and generate the quantitative report. The data were analyzed using descriptive and inferential statistics. The study concluded that selling strategy, Systems selling strategy, Features selling strategy and Consultative personal selling strategy was positively and significantly associated with customer loyalty. Moreover, the study concluded that selling strategy, Systems selling strat, Features selling strategy and Consultative personal selling strategy were positively and significantly related to customer loyalty. The examination recommended that the insurance agencies in Malindi can utilize the canned selling technique, system selling methodology, features selling system and individual consultative strategy to build the devotion of the clients since they have a personalized experience. Moreover, the research suggests that based on the level of completion in the market, the management in all insurance companies in Kenya to carry out various personal selling strategies to enable the companies to grow and diversify their portfolio to minimize losses and cut down the cost thus enhancing their competitiveness. Moreover, the study recommended systems selling strategies should be put in place to improve operational efficiency and improve the decision-making process to increase their performance. The study also suggested insurance to be more involved in advocating selling their products by clearly establishing the features of a product before making the presentation and to be revealing all the components of any product without hiding any information.
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    Positioning Strategies and Competitive Advantage of Tier One Banks in Mombasa County, Kenya
    (IJCAB, 2023-10) Ogalo, Amos Ochieng; Rugami, James Maina
    The financial and commercial banking sector of the economy across the globe is under intense pressure from competition and market changes as customers demand better service delivery. Kenyan banking sector has had a drastic change where many non-banking financial institutions such as microfinance institutions, building societies and Saccos are converting into fully fledged banks. This has led to a tremendous increase in the number of banks to the current 43 thereby setting in increased competition. For banks to gain new markets and retain existing ones, they need to strategize to gain superiority over their rivals by positioning their services, products and their brands aimed at consumer behavior and perceptions. Positioning is therefore regarded as the development of the image of a product or service in the minds of clients directly against that offered by competitors. Kenyan banking industry is dominated by few large banks of which together account over 60 percent market share. This study aimed to examine the positioning strategies adopted by Tier one banks to gain competitive advantage in Mombasa County, Kenya. The study specifically determined the effect of product differentiation, strategic pricing, agency banking and mergers and acquisition on competitive advantage of Tier one banks in Mombasa County, Kenya. Resource based view theory, Porter’s theory of competitive advantage, agency theory and modern portfolio theory guided the study. The study methodology entailed conducting descriptive research of 56 branch managers, operational managers and 9 regional managers. The study conducted census. Content validity of the research instruments was ensured by consulting the university supervisor while reliability was tested using Cronbach’s alpha coefficient. Structured questionnaires were used to collect data. Both descriptive and inferential statistics were used for analyzing data after which it was presented in tables. Descriptive statistics included frequencies, percentages, means and standard deviations. Inferential statistical tools were correlation and multiple regression analysis. The findings indicate that product differentiation (β1 = 0.080; t = 0.876; p > 0.05), pricing (β2 = -.044; t = -.429; p > 0.05) and mergers and acquisition (β4 = 0.165; t = 1.840; p > 0.05) positively and insignificantly affects competitive advantage of banks of tier one banks in Mombasa County. It was established that strategic pricing (β2 = -.044; t = -.429; p > 0.05) negatively and insignificantly (β4 = 0.165; t = 1.840; p > 0.05) affects competitive advantage of banks. Firstly, the study concludes that product differentiation and mergers and acquisition positively and insignificantly affect competitive advantage. It was concluded that pricing negatively and insignificantly affects competitive advantage. It was also concluded that agency banking positively and significantly affects competitive advantage of Tier one banks in Mombasa County, Kenya. To banks, this study recommends that agency banking should be improved to enhance competitive advantage. Banks should also consider re-strategizing in terms of product differentiation, strategic pricing and mergers and acquisitions to improve their competitiveness in the market. Key