Strategic marketing innovations and organizational performance of commercial banks in South-South, Nigeria

Strategic Consultancy Services and SME Growth in Nigeria: Evidence From Marketing and Operational Support Practices

The primary objective of the current study is to establish the impact of marketing consultancy services and operational consultancy services on the growth of small and medium scale enterprises in Kogi State, Nigeria. The need for the study emanated from the realization that most SMEs lack good market exposure, customer interaction, proper organizational practices, stock control measures, and usage of modern operational facilities. The study employed an exploratory survey research design. The total population comprised 725 registered SMEs' owners/managers in Lokoja metropolis, Kogi State. The Krejcie and Morgan table was applied to arrive at the sampling size which is 254, out of which 230 questionnaires were collected and analyzed. The data collection tool used was a structured questionnaire, and analysis was done through descriptive statistics and multiple regression using Statistical Package for Social Sciences (SPSS version 27.0). The results indicated that marketing consultancy services had a positive impact on SME growth but the contribution was quite minimal. On the other hand, operational consultancy services had the highest impact among all the consultancy variables considered in the study. In conclusion, the study found out that marketing and operational consultancy services positively influence SME growth through customer targeting, pricing, promotion, processes, efficiency, productivity, stock control, and ICT usage. Therefore, it was suggested that SMEs need to improve their marketing and operational consultancy, especially in digital marketing and technology use.

Strategic Leadership and Value Creation of Commercial Banks in South-East, Nigeria

This study investigates the effect of strategic leadership on value creation of deposit money bank in South-East, Nigeria. However, the specific objectives of the study seek to examine the effect of strategic direction on customer value creation, core competencies on innovation value creation, organizational culture on social value creation, of the deposit money bank in South-East, Nigeria. Relevant literatures were reviewed. The study was anchored on upper echelon theory and Trait Theory. The study adopted the Survey research design strategy. The study was carried out in South East Nigeria. The survey instrument used in this study was structured questionnaire with 5 Likert scale response. The population of the study comprises 3167 employees of the deposit money banks in the South-East. The statistical formula by Borg and Gall was employed to determine the sample size of 618. The instruments were subjected to face and content validity. The reliability of the questionnaire was established through the test-retest and Cronbachi’s Alpha method. Simple percentages analysis was used to analyze the research questions while Linear Regression Analysis was used in the testing of research hypotheses. The findings of the study are summarized as follows: Strategic direction had a significant positive effect on customer value creation of deposit money banks (11.809 p=0.000); core competencies had a positive significant effect on innovation value creation of deposit money banks (12.498 p=0.000); Organizational culture had a significant positive influence on social value creation of deposit money banks (22.612 p =0.000); organizational control has a significant positive effect on shareholder value creation of deposit money banks in South- East, Nigeria. Organizational control had a coefficient of 11.088 p(.000); ethical behavior have a significant positive effect on resource value creation of deposit money banks (13.809, p=0.000) and human capital development had a significant positive effect on service delivery value creation of deposit money banks. (10.498 with a p= 0.000) The study concluded that strategic leadership had a significant positive effect on value creation of deposit money banks in South- East, Nigeria. The study recommended that deposit money banks strategic leaders strategy should focused on customer value creation to achieve organizational objectives and goals; deposit money banks should seek collaboration with technology firms that can help in train in their leaders to be competent and creative in innovation value creation drive; deposit money banks strategy should emphasize coordination of the various culture in to the organizational culture. Coordination of organizational culture with individual culture will achieve organizational goals through social value creation and deposit money banks should develop a shareholder value creation business strategy in line with organizational control.

and Financial Performance of

DBA AFRICA MANAGEMENT REVIEW

Exploring the Link Between Strategic Planning on the Performance of Selected Manufacturing Firms in South-South Nigeria

This study was conducted to assess the influence of strategic planning on the performance of selected manufacturing firms in South-South Nigeria. This study adopted cross-sectional survey research design. The population for this study was three hundred and nineteen (319) staff of selected quoted manufacturing firms in South-South Nigeria. Sample size for this study was determined using Krejcie and Morgan (1970) table and it was given as 177. Data for this research was obtained from primary source. The instrument used in collecting the research data was an adapted questionnaire with minor modification formulated around the research question. The descriptive statistics was used to analyze the demographic part of the questionnaire. Simple Linear regression was used in analyzing the data. Findings revealed that strategic goal orientation and strategic resource management had a positive significant relationship with corporate performance of selected manufacturing firms in south-south, Nigeria. Based on the findings of this research, it is concluded that Strategic goals orientation, and strategic resource management are significant predictors of the corporate performance of manufacturing firms. As recommendations, management of manufacturing firms in South-South should prioritize the practice of strategic goals orientation by ensuring that their long-range growth goals are clearly defined, communicated to staff and periodically reviewed in order to coordinate collaborative efforts.

Strategic Partnerships and Supply Chain Performance: A Case Study of the Technical University of Kenya

The purpose of this study was to examine the effect of strategic partnerships on the supply chain performance of public universities in Kenya with special reference to the Technical University of Kenya. Firms that lack these partnerships tend to have internal inefficiencies and a weak competitive position in the market, evidenced by supply delays, high operating costs and poor-quality outcomes. The study was informed by Resource-Based View, Dynamic Capabilities Theory and Systems Theory. The target population was 269 individuals, and stratified random sampling was used to select a sample size of 155 respondents identified in the target population across the top management, academic leadership and six (6) departments. The study used structured questionnaires to gather primary quantitative data from the respondents. The validity of the questionnaire and reliability were tested through expert judgment Cronbach Alpha Coefficient. For pretesting, the questionnaire was administered to 114 individuals at TUK who were part of the target population but not part of the sample size. Data analysis, which included descriptive and inferential statistical methods, was applied to the quantitative data. The descriptive statistics, which included percentages and frequencies, were computed using SPSS. Karl Pearson’s Correlation analysis was used to identify and measure the strength of relationships between variables. The study findings were presented in tables, which highlighted frequencies and percentages. The study established a positive and significant effect of strategic partnerships on supply chain performance. The regression analysis revealed that integrated communication had the strongest effect on supply chain performance (β = 0.504, p = 0.011), followed by resource consolidation (β = 0.196) and mission alignment (β = 0.105). The overall model was significant (R² = 0.532, F = 6.074, p = 0.006), explaining 53.2% of the variance in performance. The study concluded that mission alignment and integrated communication positively influence supply chain performance at TUK, but resource consolidation shows weaker effects. Organisational structure moderates the strategic partnership-performance relationship, with bureaucracy and formalisation impacting decision-making efficiency and supply chain outcomes.