MAKERERE UNIVERSITY

MAKERERE UNIVERSITY BUSINESS SCHOOL

THE EFFECT OF MARKETING STRATEGIES ON SALES PERFORMANCE A CASE
ALBO INVESTMENTS LTD

BY

KAMALI ANTHONY

17/U/13002/EVE

SUPERVISED BY:

DR. WALUGEMBE AHMED

A RESEARCH REPORT SUBMITTED TO MAKERERE UNIVERSITY BUSINESS

SCHOOL IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE

AWARD OF A BACHELORS DEGREE OF INTERNATIONAL

BUSINESS OF MAKERERE UNIVERSITY

DECEMBER, 2020

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 DECLARATION

I Kamali Anthony, declare that this research report is my original work compiled from my
independent study at ALBO Investments Ltd and it has never been submitted for any award at
any institution of higher learning.

Signature: ---------------------------------------------- Date: --------------/------------/-------------------

KAMALI ANTHONY

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 APPROVAL
This is to certify that this work was done by Kamali Anthony was done under my supervision
and guidance and now ready for submission.

Signature: ---------------------------------------------- Date: --------------/------------/-------------------

DR. WALUGEMBE AHMED

(ACADEMIC SUPERVISOR)

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 CHAPTER ONE
1.0 Introduction
This chapter represents the background of the study, problem statement, purpose of the
study.

1.1 Background of the Study

Marketing is the study of human activities directed at satisfying needs and wants through
a profitable exchange. Strategy is borrowed from military literature which refers to a plan
of action (Anyanwu, 2003). Of all business activities or functions, none is as interested in
the consumer and his purchasing behavior as marketing. Marketing is invariably
connected with the research into consumers purchasing behavior, namely what the
consumers want, need, prefer and value, who are the prospective consumers and where
they live, their income and mode of spending, how and why they make purchase decision
and so on. In fact the influencing of the buyer behavior is the primary task of the
marketing department in any organization (Inyanga, 2008).

Marketing strategy is the fundamental goal of increasing sales and achieving a

sustainable competitive advantage (Silva, 2006). Marketing strategy includes all basic,
short-term, and long-term activities in the field of marketing that deal with the analysis of
the strategic initial situation of a company and the formulation, evaluation and selection
of market- oriented strategies and therefore contributing to the goals of the company and
its marketing objectives. Effective marketing strategy requires decisions that successfully
integrate a firm marketing program towards satisfying the consumer whose act in
obtaining and using goods and services, including his decision process that precede and
determine those acts, are highly affected by the strategy adopted by the marketing
manager in marketing the firm’s products (Kotler and Armstrong, 2006).

Performance can be defined as the extent of actual work performed by an individual or to

what extent the actual work is shown by an individual (Richard, 2009). In an era of
intensifying competition and fierce negotiations with buyers, tactical selling approaches
simply don’t work. The key to sales success is creating value the buyer is not currently
considering in their decision making.

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 Efforts are therefore made to show the relationship between sales turnover and amount
spent on marketing activities and its resultant impact on sales performance. The
researcher will concentrate on establishing how consumer purchasing behavior is
influenced by a firm’s strategy for accomplishing marketing objectives and plans. Also,
the designing of marketing mix strategy, centering on product strategy, distribution
policy, pricing and promotional strategies will be examined.
1.2 Statement of the Problem
The primary objective of most business enterprise is to make profit this is because profit
ensures growth, survival and continuity in business.
Besides the primary task of marketing which is to influence the buyers, the proper timing
of marketing strategies to achieve sales growth and objectives has not been given
adequate attention. Hockins and Colley note that marketing increases sales by numerous
percentages.
The management of ALBO Investments Ltd recognizes this fact but still has failed to
realize that the achievement of this goal depends on their ability to satisfy the needs of
their target market using some marketing strategies. This led to a reduction in sales of
over 40% in losses .Due to the neglect these highlighted areas have been neglected by
the management of ALBO Investments Ltd In the same dimension; some scholars have
addressed the issue of sales performance without really identifying the indicators that can
be used to measure it (Hockins and Colley, 2009). There is supposed to be the use of
appropriate use of indicators to measure the indices of sales performance, such as sales
volume, price, branding, and more importantly, adopt segmentation strategies to analyze
and compare the sales performance of diverse market segments that make up the small
enterprises target market. The research therefore is poised to investigate these problems
and then find solutions.

1.3 Purpose of the Study

To establish a relationship between marketing strategies and sales performance in Albo
Investment Ltd.

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1.5 Objectives of the Study
1. To identify the different forms of marketing strategies used by Albo Investment Ltd.
2. To examine the level of sales performance at Albo Investment Ltd
3. To find the relationship between marketing strategies and sales performance

1.6 Research Questions

i. What types of marketing strategies do exist?

ii. What is the level of sales performance at Albo Investment Ltd?
iii. What is the relationship between marketing strategies and sales performance?

1.7 Scope of the Study

1.7.1 Subject Scope
The scope of the study was confined on the impact of marketing strategy on Sales
Performance case of Albo Investment Ltd

1.7.2 Time Scope

The study was conducted for a period of eight months that is to say from feburary to
october 2020

1.7.3 Geographical Scope

The research was carried out at Albo Investment Ltdlocated on NIC Building,
Pilkington Road, Kampala

1.8 Significance of the Study

The study is expected to make the following contribution;
i. The management of Albo Investment Ltdwill be able to understand the significance of
effective marketing strategies’ on sales performance..
ii. The research will help the researcher be awarded Bachelor’s Degree in Internal Business.

iii. The study will also form the basis future research on the Impact of marketing strategy on
Sales Performance.

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1.9 Conceptual framework
Figure 1: Conceptual framework
Independent Variable Dependent variable

Marketing Strategies Sales performance

 Product Strategy  brand awareness
 Price Strategy  building brand image

 Promotion Strategy  increasing retailers or wholesaler

bbbb orders
 Distribution Strategy
 providing quality information

Source: Adapted from: Pride, F et all (2005); marketing concept and strategies (sixth edition)
Boston Houghon miffin company.

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 CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
This chapter reviews the existing literature put forward by different scholars and
personalities on marketing strategies and sales performance as well as the relationship
between the two variables.

2.1 Marketing Strategy

Marketing Strategy is a process that can allow an organization to concentrate its limited
resources on the greatest opportunities to increase sales and achieve a sustainable
competitive advantage (Ballantyne, 2000).

Marketing Strategies is one of the most important factors associated with the desirable
business outcome in a competitive market place. It is the most essential factor that is
required to product sustainability in a competitive market place (Alvdary, 2007).

2.1.1 Different forms of marketing strategies

Aziza &Samsinar (2008) observed that adaptation of the marketing mix (product
adaptation, price adaptation, promotion adaptation and distribution adaptation) remain the
common basis for defining marketing strategy.

In original marketing mix there were approximately 14P not only 4P. The ingredients
included product planning, pricing, branding, distribution channels, personal selling,
advertising, promotions, packaging, display, servicing, physical handling, and fact
finding and analysis. These ingredients were lately grouped by E. Jerome McCarthy in 4P
which are generally the most important from all – Product, Price, Promotion and
Placement. (Scribd.com, 2011).

Other P’s were introduced with the growing utilization of internet as marketplace, but
after the collapse of the technology bubble of Internet companies in 2001, the market
cleared from companies with little or none intrinsic value. In the end this collapse shows
entrepreneurs that Internet is a great place to meet supply with demand and future profits
can be made by shopping in virtual world. “Finally, technology is shifting from the

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 mechanical world to the digital world the internet, computers, cell phones, and social
media which is having a profound impact on the behaviour of producers and consumers.”
(Kotler, Kartajaya and Setiawan 2010, p.11).

2.2.1 Product strategy

An important issue to under consideration in relation to marketing strategy is product and
product line (Cavusgil et al., 2004; Koh, 2001). Aaby and Slater (2009) state that, unique
product attributes and programmes for adapting products into local markets are very
crucial in determining export success. Product adaptation and product strength according
to Zou et al. (2008) are considered as the frequently studied by researchers and are found
to be important determinants of sales, profits, and growth. This is explained as the ability
of a firm’s product to be transferred into a foreign market due to its adaptability and
strength. Christensen et al. (2007) were earlier researchers who started the argument for
standardized product for marketing, which refers to products that were sold in the
domestic market and not designed and manufactured only for foreign markets. The firm
product strategy also considers the product line management as researchers have divided
view on its impact on success. Christensen et al. (2007) explained that, a firm having
multiple product line is likely to succeed in sales.

Other studies were later conducted to build upon the studies on product adaptation. Koh
(2001) states that it is expected that a firm that is willing to modify its products to meet
the needs of its customers should perform better. Cavusgil et al. (2004), identified that
relevant product characteristics that influences export marketing strategy include culture-
specificity, strength of patents, unit value, uniqueness, age, and service requirements of
product. Valos et al. (2006) in a study on Australian SMEs identified that best product
performance on key customer attributes in comparison with competitors, and having a
unique, timely, and well packed product are success factors firms must strive to attain.

Zou et al. (2008) propose that product adaptation is influenced positively by a firm’s
international competencies, product uniqueness, cultural specificity of product, and
export market competitiveness; and negatively by firm’s experience with product
technology orientation of industry. Successful exporters were more likely to be

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 manufacturers of standardized products, that is, products that were sold in the domestic
market and not necessarily designed to fill customer specifically (Christensen et al,
2007). Product-line management even though has not been extensively investigated, has
still been considered that firms having multiple product lines are more successful in their
export activity (Christensen et al., 1987).

2.2.2 Pricing strategy

Price is the amount of money which consumer pays for his goods zor services. The best
price is for customer and salesman different, but really successful salesman show
customer “dollarized” value of his solution. Almost all sellers claim benefits for their
products such as faster, stronger, longer lasting, superior quality, more durable, more
efficient. Occasionally, the customer intuitively dollarizes the value of these claims and
correctly selects the product that yields the lowest total cost.” (Fox 2000, p.149)
Pricing strategies are different in life-span of the products. During first stage of the
product life cycle is price usually lower to attract bigger amount of customers. Initial
stage is completed when curve of sales is drastically moving up. The consciousness is
sufficient and the price move up reflecting growing demand. In maturity stage company
tries to find new target segments by changing the properties and also company has to be
more aware of price sensitivity, because competition usually invented product which can
substitute the original. (Tehrani 2009).

Kats keas et al. (2006) regarding pricing found that, competitive price levels are
positively related to export performance. Kats keas et al. (2006) however states that the
importance of price as a competitive tool for a developing country exporter diminishes as
firm’s progress along the export development path. Aaby and Slater (2009) concluded on
this variable by saying that, successful exporters consider all relevant cost in their
decision and also consider both competitive prices and internal costs and hurdle rates.

When is price strategy of company elaborated, the company change their prices by new
circumstances. Prices can be lowered, escalated or react on change of competitors prices.

Cause of lowering prices can be over-abundant production, descendent share on the

market, desire of reaching dominant position on the market or economic depression.

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 Price can be escalated by some alternative manners. If company has leading position on
the market but it was stroke by competitor with lower price level, it can react by several
ways: Keep price, came up with better quality of product, decrease price, escalate price
and quality of product, or introduce several range of cheaper products on the market.
(Kotler and Armstrong 2004).

If company change their prices thanks to reason mentioned above, it has to consider the
end customers as well. Their customers are very important asset and “any customer
feedback or objection to a price change must be effectively addressed by the
organization’s personnel, who must provide a reasonable justification for the price
change to maintain customer satisfaction.” (Tehrani 2009, p. 133)

2.2.3 Promotion strategy

“It is the specific mix of advertising, personal selling, sales promotion, and public
relations a company uses to pursue its advertising and marketing activities.” (Armstrong
and Kotler 2005, p. 399).

Promotion is one of the ingredients of marketing mix which spread consciousness about
offered product or service. Company has to not only manufacture product but in
appropriate way inform potential customers about the functions and advantages of
product. Task of marketing communication is to call out interest about company and her
production, maintaining current customers and influencing their buying behaviour and
gathering new customers. Potential group of customers spent more time on internet
searching for better alternatives for satisfying their needs. Due to speed of internet
connection and customers ideas is internet as marketplace very competitive environment.
“The Internet is becoming a more viable medium to promote products and services
because of the increasing availability of advertising. Furthermore, the constant
improvement of technology has led marketers to be able to improve the quality of their
online ads. Some of the sophisticated technologies include DHTML, animated GIF
images, and rich media.” (Kurtz and Boone 2006, p. 187).

Firms who believe promotions in marketing are an important determinant of sales

performance achieved higher levels of sales than those who emphasized promotion less.

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 Zou et al. (2008) discuss promotion adaptation as contingent on the characteristics of
firm, product, industry, and export market. The assumption proposed by Zou et al. (2008)
present an argument that the promotional activities need to be tied to the product
attribute, and external marketing environment. Thirkell et al. (2008) included export
promotion strategy as one of the variable of export marketing strategy. Export
promotions were assessed in terms of effectiveness relative to the campaigns of
competitors. Also they considered operationalizing staffing skills on the basis of foreign
language skills applicable to non-English speaking export markets. Another important
discussion on promotion is the level of adaption of promotional activities (Zou et al.,
2008).

2.2.4 Distribution Strategy

One of the most important decision which has to be done by company is to solve the
question whom and where will be products sold. Also it has to be considering in which
way will be product offered in the right place and time. Most of the manufactures doesn’t
sell their goods to end consumers. There are at least one or more marketing ways between
manufacturer and end customer. These marketing ways consists of middlemen whose
have several functions. Way getting goods to purchaser is called distribution channel.
Distribution channel is complex of all middlemen. (Kozák and Staňková 2004).

The perception of management on distribution channel is an important marketing success

determinant. Distribution capabilities are considered as the sales venture’s ability to
provide superior support to sales distributors and to develop a close relationship with
them (Zou et al., 2003). Aaby and Slater (2009) identified a number of studies that related
management perception on importance of distribution to propensity to sale. They further
acknowledged other studies which confirmed that management perceives distribution,
delivery and service to be important export success factors. Thirkell et al. (2008)
operationalized distribution variable as the perceived importance of: meeting deadlines;
after sales maintenance; ability to provide physical demonstrations; and training of
customer employees. High levels of market sensing and customer service requires firms
to maintain close relationship with distributors so that sellers can have a strong influence
on distributors in terms of offering superior customer service (Zou et al., 2003). Zou et al.

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 (2003) further assert that a strong distribution capability helps secure such close
cooperation from export distributors.

2.3 Sales performance

The term sales refer to transactions between two parties where the buyer receives goods
(tangible or intangible), services and/or assets in exchange for money (Hutt & Speh,
2013).

According to stein (2006) it is believed that the right sales approach consists of sales
training that supports a company’s sales methodology and related processes.

Designing or adopting sales methodology is critical, without this methodology in place

training is a tactical attempt to a larger problem. The selling methodology must
developed based on the company’s unique situation in their market, their customers , how
the customers buy ,the complexity and price levels of the products and services the
company offers ,competitive pressures , reporting requirements ,the participation partners
and the skill level of their current sales people (stein 2006).

In the past years some organizations have found that their sales process are becoming
more challenging while the performance of some of their sales professional who were
past stars are deteriorated. Selling complex products and services, versus selling
commodities has always been more difficult and sales professionals must have different
skill sets (stein, 2006)

2.3.1 Level of sales performance

According to Dean (2015), no matter what industry, every manufacturer / supplier must
improve sales performance, reduce the cost of selling, and ensure their survival. By
analyzing sales performance, managers can make changes so as to optimize sales going
forward (Farris et al., 2010). According to literature, sales performance is a combination
of sales effectiveness - the ability of a company’s sales professionals to “win” at each
stage of the customer’s buying process, and ultimately earn the business on the right
terms and in the right timeframe and sales efficiency - the speed at which each task in the
sales process is performed (Farris et al., 2010; Treace, 2012; Rogers, 2014; Dean, 2015).

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Farris et al (2010) posits that sales effectiveness is not just a sales function issue; it’s a
company issue, as it requires deep collaboration between sales and marketing to
understand what’s working and not working, and continuous improvement of the
knowledge, messages, skills, and strategies that sales people apply as they work sales
opportunities. On the side of sales efficiency, companies need to examine their sales
process for weaknesses so as to maintain favourable speeds at which each task in the
sales process is performed (Treace, 2012). For example, if intermediaries are spending
too much time on some tasks, the company might automate those tasks so as to allow
sales representatives to spend more time selling (Treace, 2012).

In their book “Selling value, Maximize growth by helping customers succeed” Kaario et
al. (2003) note that the reason companies move to a standardized sales model is to be able
to manage the big picture but working with a standardized method in a global company
can have problems as it can be too rigid and not fit in all countries. One way to handle
this is to define certain key aspects (measurement points) that must be included- but to
have other aspects of sales measurement that can be adapted locally.

Thus, sales tools are developed so that managers are be able to measure performance and
maintain an overall picture of the situation. Standardized measures, values and processes
also make it easier to develop best practice methods and evaluate key steps in the sales
process (Kaario et al. 2003). It also makes it easier to train new sales people and to get
them up-and –running faster as the sales process is clearly defined.

For some time now, B2B sales have been evolving from product sales to service sales.
This has been researched and studied in great depths and Storbacka et al (2009) describe
this development as, in part, a result of the changing nature of the sales process self and
the blurring of lines between marketing and sales. The higher level of customer
sophistication also plays a part in the evolution of the traditional sales person role to that
of a relationship manager role. Sales transactions in a B2B environment have changed in
to a long-term process. Instead of separate transactions with a clear beginning and
conclusion, they now include cross-departmental activities and collaboration with other
departments such as finance, product development, engineering and logistics.

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Sales performance measurement is most often divided in to two separate approaches,
outcome and behavior measurements, as described by Küster & Canales (2011). They
describe the difference between the two as behavior measurement being the more
subjective, with reporting based on manager’s perception of the sales person performance
while, outcome based measurements allow for measurements that are more objective.
Which approach a company decides to go with often depends on what information is
easier for the company to access. Based on their research, they also note that the chosen
method of sales control has a large impact on the compensation system (bonus) as well as
organizational effectiveness. They concluded that for best results, a combination of
outcome and behavioral measures should be utilized.

Kaario et al. (2003) found that if a sales person is able to identify an opportunity for
customer process innovation and is also able to deliver a solution capable of creating the
expected value, then the role of service/solutions provider shifts to that of a trusted
partner. Because sales people are in daily contact with customers and know what they
value, it is important that they are included in the development of the sales process and
the evaluation tools used to measure the delivery of Value Sales. Kaario et al. (2003)
state that value sales demand a better understanding of solutions and applications as well
as team- effort and the need to measure not only financial results but also identifying HR
strategies and adapting to the new sales structure. The skills identified by them required
by a sales- person to succeed in a value selling environment are not only personal selling
skills, but also the skill to sell according to the company “way”. Sales people need to take
in account customer retention, knowledge of customer business logic (“how”) and have
the ability to provide the customer with input for development of the customers’
operations.

Based on their analysis of the available literature on sales performance measurement

Zallocco et al. (2009) found that for the measurement points to have meaning for sales
managers and salespersons should be involved in the development process. They found
that this is most often not the case, and they found that there was a large gap between the
company strategy and the salesperson understanding of the measurement points.

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In practice, a successful sale person needs to be able to work according to the company
process, use sales-forecasting and sales funnel method, have systematic working methods
and manage resources as well as have an input in sharing and developing innovation
(Kaario et al. 2003).

But, as Zolterns et al (2016) note in their article “Can your sales team actually achieve
their stretch goals?” it is important to keep these goals realistic. Unattainable goals are
demotivating and can lead to sales people taking unnecessary risks.
Zoltners et al. (2016) found that if the goals are unrealistic, the tools become useless to
management as it is impossible to determine who is actually missing their target and who
is not.

The degree to which a sales person uses sales performance measurement tools is based on
how useful they perceive the tools to be. Mallin & DelVeccio (2008) note this as an
aspect of agency theory (Eisenhardt 1989), sales people use sales performance
measurement tools to minimize uncertainty by checking “how they are doing”. To be able
to en- courage sales people to use measurement points, managers have to convince sales
people of their usefulness in the sales person’s dealings with customers and to ensure this
sales people should be involved in the development of these tools. Mallin & DelVeccio
(2008) found that to encourage adaptation, managers should also ask for feedback from
sales people and often discuss the measurements with sales people, and through that
create a sense of ownership in the measurement tool.

Sales people with long work tenure may find sales performance measurement tools
bothersome, and more trouble than they are worth as they are confident in their
performance. These sales people’s relationship with customers may already be so well
developed that they have evolved in to an informal discussion without clear measurable
points (Mallin & DelVeccio 2008).
The use of sales performance measurement tools also helps reduce uncertainty in sales
peoples performance, and also help develop manager trust as the manager has a better
view of how sales peoples targets are met and how in line with company strategy they are
(Mallin, O´Donnell, Hu, 2009). As the manager sees that the sales person is meeting their

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 goals and working in accordance with company guidelines, it can also lead to better
communication and cooperation, as both parties see that they are working towards the
same end result. This also means that as the sales person knows that their performance is
being
Measured they are more likely to act according to good practice, and not against
company policy.

The use of sales performance measurement tools is not without potential negative impact.
As Mallin, O´Donnell, Hu (2009) found in their analysis of sales manager trust, the cor-
relation of outcome and behaviour based measurements and length of salesperson em-
ployment (Fig. 1) can have a negative effect. Those who have worked for a longer time in
the company feel that more sales performance measurements indicate that they are not
trusted and that their performance is being called into question. This can lead to both
higher (operational) costs and less efficiency.

2.4 Relationship between marketing strategies and sales performance

According to Silva (2006), different marketing strategies have different effects on
organizational sales performance, Kotler and Armstrong (2006), define a product as
anything that can be offered to a market for attention, acquisition, use, or consumption
that might satisfy a want or need. They further defined a consumer product as the product
bought by the final consumer for personal consumption. Consumers buy products
frequently, with careful planning, and by comparing brands based on price, quality and
style. Cornish (2007), sees a product as about quality, design, features, brand name and
sizes. Mohammad (2012), also say that product is the physical appearance of the product,
packaging, and labelling Information, which can also influence whether consumers notice
a product in-store, examine it, and purchase it. Past researchers have clearly suggested
that product influences have a significant impact on business performance.

In regard to marketing, it has been argued that there are four different ways in which
marketing strategies can enhance companies’ value creation and that way increase
performance. First, marketing can speed up cash flows through reducing customer risk
and building strategic alliances. Second, marketing can increase cash flows through

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innovation and differentiation. Third, marketing can build assets like brand equity.
Fourth, marketing can reduce risks in for example helping to increase customer retention.
It is assumed that at least some of these issues are such that marketing and sales can
affect them jointly. After all, marketing and sales are jointly responsible for generating
revenue and profit for an organization (Smith, 2006).

According to Krohmer (2002), Marketing relates positively to some performance

indicators including sales performance, business unit performance, profitability and both
product development and product management performance. Cross-functional
cooperation in arranging marketing activities so that various departments contribute to
those activities usually increases the performance of the company or a strategic business
unit. Still, there are always both sides, for example inter-functional integration can make
the decision making slower (Krohmer, 2002).

Moreover, empirical evidence exists considering particularly the collaboration between

marketing strategies and sales performance and its effect on the overall business
performance. Both qualitative and quantitative research has indicated that sales
performance is positively affected by effective marketing and sales relationship (Guenzi
& Troilo 2007). It is found in a qualitative study that a high level of collaboration
between these two units is associated positively to business performance outcomes.

As Zubes (1999), states, the purpose of marketing in banking industry is Maximization of

bank’s profit alongside executing some additional functions. Zubes (1999), confirms that
marketing in banking is powerful enough to differ from marketing existing in the field of
commodities production. At first this is connected particularity with the banking
business, surrounded by which main are: long period life of the amount banked, long
term character of interaction banker and consumer, determined by validity of the contract,
therefore in a number of cases, profitability, the properties and characteristic of the bank
product become to be comprehensible through many years after its sale. Modern
marketing strategies such as diversification in financial institutions are applicable in
many countries in the world.

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 CHAPTER THREE

RESEARCH METHODOLOGY
3.0 Introduction
This chapter presents the research design, population and sample size, sampling
procedure and designs, methods of data collection, measurement of data variables and
data analysis.

3.1 Research design

A cross-sectional co-relational survey design was adopted. A cross-sectional study (also

known as a cross-sectional analysis, transversal study, prevalence study) is a type of
observational study that involves the analysis of data collected from a population, or a
representative subset at one specific point in time (Amin, 2005). This research design
enabled the researcher to capture data and information from the Managers, Clients and
other Employees of Albo Investment Ltd. The researcher also used a quantitative design
to interpret codes that are attached to the questionnaires so as to bring about the degree of
relationship between variables.

3.2 Population of the study

Sekaran (2003) refers to population as the entire group of people, events, or things of
interest that the researcher wishes to investigate. The study population of about 100 Staff
of Albo investment people was considered which was composed of Managers, clients and
other Employees of Albo Investment Ltd.

3.3 Sample size and selection

Amin (2005) defines a sample as a portion of the population whose results can be
generalized to the entire population. Sekaran (2003) argues that due to costs in terms of
money, time and human resources, samples have to be considered. In order to acquire the
necessary information about the impact of marketing strategy on sales performance, the
respondents will be chosen at random basing on the fact that they are normally distributed
and these will include Managers, Clients and other Employees of Albo Investment Ltd.

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 A sample of 80 respondents were selected from a study population of 100 people.

Table 1: Respondents to be used in the study;

Respondents (category) Sample size Percentage

Source: Primary
Source 2018
Managers 5 6.3
3.4 Data collection methods and instruments

Clients 60 75 The
researcher
other Employees 15 18.7 used both
primary and

Total 80 100 secondary

data
collection
methods. During secondary data collection, the researcher used already existing
information provided by other researchers in text books, journals, reports, magazines,
newspapers, dissertations and the internet to compile information necessary for the study
and also to study the trend of the problem thus ensuring consistency. The researcher used
different data collection instruments to collect data which include questionnaires and an
observation check list.

3.4.1 Questionnaire

Sekaran (2003) defines it as a pre–formulated written set of questions to which

respondents record their answers, usually within rather closely defined alternatives. The
questionnaire is also that method in which a number of written questions are used for
collecting data (Ghosh, 2003). The researcher distributed written questionnaires to the
respondents who answered the questions accordingly. The questionnaires were secure

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 with standardized results that were tabulated and treated statistically. The reason for
using this method of data collection is because the responses were gathered in a
standardized form. The questionnaires were more objective relatively quick and time
saving to collect information using the questionnaire.

3.4.2 Observation

The researcher applied a direct use of eyes systematically with the aid of observation on
how the clients were catered for and how the sales and marketing department performs its
duties.

3.5 Data management and analysis

Data analysis is a process of gathering, modeling, and transforming data with the goal of
highlighting useful information suggesting conclusions, and supporting decision making.
According to Elizabeth (1995), if data that has been collected is not properly managed
and analyzed, then there is a risk of making wrong conclusions. Therefore, the data
obtained was properly managed and analyzed quantitatively in order to avoid making
wrong conclusions. As part of the analysis, the data collected was first categorized and
edited for accuracy and completeness to ensure that all questions are answered and
Questionnaires that are incomplete were noted.

3.7 Reliability and validity

This is the ability of the research to produce accurate results based on the level of the
researcher's consistency in terms of data management. Validity is the degree to which
results obtained from the analysis of the data actually represent the phenomenon under
study. This involved testing whether the instrument measured what it is meant to
measure. According to Mugenda and Mugenda (2003), reliability is a measure of the
degree to which a research instrument yields consistent results or data after repeated
trials. The validity and reliability of the instruments were tested through pre-tests, for
21
 example the questionnaire were administered to a group and then after the same
questionnaire was administered to the same group and then results of the two
administrations compared.

3.8 Ethical considerations

Ethical considerations refer to moral and ethical standards that should be followed in
circumstances where there can be authentic or possible harm to an individual or a group,
(Churchill 1992:68). The identity of individuals from whom information was obtained in the
course of the research was strictly kept confidential.
No information revealing the identity of any individual was included in the final
dissertation or in any other communication prepared in the course of the research without
the concerned individual’s consent. Also, no individual became a subject of the research
without his/her freely given consent that he/she agrees to participate.
No pressure or inducement of any kind was applied to encourage an individual to become
a subject of research.

22
23
 CHAPTER FOUR
PRESENTATION, ANALYSIS AND INTERPRETATION OF THE STUDY FINDINGS

4.0 Introduction
This chapter presents empirical findings in reference to the research questions in chapter
one. The findings below were obtained from both the primary data source using the
questionnaire tool. This chapter brings into light the discoveries from the research
questions majorly the primary data and presented in both tables and graphs.

4.1 Data analysis

4.1.1 Demographic features
The demographic features were given presenting the sex, education levels and sex of
respondents.

4.1.2 Response rate

A combined number of 80 questionnaires were presented to the various departments
of Albo investment and after the whole successful exercise, they were collected and
data gathered

24
 Table 2: showing the structure of sample size

Positions Population Sample methods

Employees from the 24 Purposive
finance department sampling

Employees from 24 Purposive

accounts section sampling

Credit risk evaluators 26 Purposive

sampling
Senior managers 6 Purposive
sampling
Total 80

4.1.3 Respondents’ Sex

Table 3: Respondent’s sex

Sex Frequency Percentage

Male 50 62.5%
Female 30 37.5%
Total 80 100%

Source: Primary Data 2020

As observed on the above table, 62.5% of the respondents were male and 37.5%
were female employees. The ratio of the male to ladies is lower and this simply
because Albo investments ltd employs more workers and also has more male
customers who buy their products as compared to the female workers.

4.1.4 Respondents’ Age

Table 4: Respondent’s Age

Category Frequency Percentage

20-29 25 31.3%
30-39 35 43.7%

25
 40-49 15 18.8%
50-Above 5 6.3%
Total 80 100%

Source: Primary Data 2020

Using the questionnaire, the respondent’s age was sought. Many of the respondents
belonged to the age group of 30-39 which was 43.7% followed by 20-29 years which
was 31.3%, 18.8% respondents were 40-49 years and the remaining 6.3% were ages
of 50 and above. This means that majority of respondents (employees and
customer’s) of Albo Investments were of young age.

4.1.5 The Level of Education

Table 5: Respondent’s level of education

Education level
Frequency Percentage
100

80

47.5
38
25
20
12 15
7 8.8
3 3.8

Certificate Diploma Degree Masters Others Total

Source: Primary Data 2020

As observed in table 4 above, many of the respondents were Degree holders with
47.5% followed by certificate holders with and diploma holders with 25 % each
followed by Certificate with 15%, 8.8% with other qualifications and lastly Master’s
degree with 3.8% .This means that majority of employees and customers of Albo
Investment ltd have a basic level of education which is an important element in
predicting the sales performance of a product.

26
4.2 Research findings to Objective One

4.2.1 Types of marketing strategies available at Albo investment

The respondents’ feedback on the access different forms of marketing strategies have
here been summarized and presented in tables illustrating their respective frequencies
valid percentages

Table 6:Types of marketing strategies available at Albo investment

Personal Strategy SA A N D SD
Albo Investments considers Product adaptation and product 62.5 31.3 0 6.30 0
strength as determinants of sales
Management of Albo investments Ltd uses low price 100 00 0 0 0
strategy to attract bigger amount of customers

Management of Albo investments Ltd ties promotional 75 12.5 12.5 0 0

strategy to the product attribute and external marketing
Distribution channels are used by Albo investments Ltd to 87.5 12.5 0 0 0
sell their goods to end consumers

Table 5: Shows the respondents opinions on whether Albo investments consider Product
adaptation and product strength as determinants of sales. Most of respondents 37.5%
disagreed to the statement while 31.3% agreed, 25% strongly disagreed to the statement
and lastly 6.3% strongly disagreed to the statement. This implies that the management of
Albo investments does not consider Product adaptation and product strength as
determinants of sales hence explained as the inability of a firm’s product to be transferred
into a foreign market due to its adaptability and strength. This deviates from the findings
made by Christensen et al. (2007) who started the argument for standardized product for
marketing, which refers to products that were sold in the domestic market and not

27
designed and manufactured only for foreign markets. company’s product strategy also
does not consider the product line management as. Christensen et al. (2007) explained
that, a firm having multiple product line is likely to succeed in sales.

Table 7: Levels of sales performance

Personal Strategy SA A N D SD
To achieve high sales, both managers and 75 12.5 12.5 0 0
salespersons should be involved in the development
process.

Managers of Albo investments Ltd use sales 75 12.5 0 8.75 0

performance measurement tools to help reduce
uncertainty in sales people’s performance

Managers of Albo investments Ltd use sales 75 12.5 0 12.5 25

performance measurement tools to help reduce
uncertainty in sales people’s performance

100 0 0 0 0

Managers can make changes so as to optimize sales

going forward

28
Management examines their sales process for 12.5 50 12.5 25 0
weaknesses so as to maintain favorable speeds at
sales process

Findings from table 9 reveals that 75% strongly agrees to the statement that to achieve
high sales, both managers and salespersons should be involved in the development
process while 12.5% the remaining respondents also agreed to the same statement and
another 12.5% were on sure with the statement. This is also in support with the findings
of Dean (2015), who suggested that no matter what industry, every manufacturer /
supplier must improve sales performance, reduce the cost of selling, and ensure their
survival.
To find out whether Managers use sales performance measurement tools to help reduce
uncertainty in sales people’s performance. Most of the respondents 87.5% of the
respondents disagreed to the statement while the remaining 12.5% agreed to the
statement. This shows that the management does not consider using sales performance
measurement in reducing uncertainty in sales people’s performance. This also deviates
from the findings of Zallocco et al. (2009) who found that for the measurement points to
have meaning for sales managers and salespersons should be involved in the development
process. They found that this is most often not the case, and they found that there was a
large gap between the company strategy and the salesperson understanding of the
measurement points.

When respondents were asked if managers can make changes so as to optimize sales
going forward all the respondents representing 100% strongly agreed to the statement.
This clearly shows that the management of Albo investments Ltd makes changes in
various aspects like management team, changes in the product among others so as to
optimize sales going forward.

The Percentage of the respondents agree to the statement that the management of Albo
investments Ltd their sales process for weaknesses so as to maintain favorable speeds at
sales process and this is followed by 25% who disagreed to the same statement. Another
12.5% were not sure with the statement while the remaining 12.5% strongly agreed to the

29
 statement. This shows that the management examines their sales process for weaknesses
so as to maintain favorable speeds at sales process. This is also in line with the
assumptions of Treace, (2012) who states that on the side of sales efficiency, companies
need to examine their sales process for weaknesses so as to maintain favorable speeds at
which each task in the sales process is performed.

4.3 Objective Two: Levels of Sale Performance of Albo Investment Ltd.

Objective two of this research was to examine the level of sales performance at Albo
investments Ltd from which the following findings were revealed as shown below;

Table 8: Levels of Sale Performance of Albo Investment Ltd.

Personal Strategy SA A N D SD
Promotion marketing strategy is crucial in awakening and 62.5 31.3 0 6.30 0
stimulating customer demand for a product

Word of mouth has the potential to attract customers to a 100 00 0 0 0

Albo investments Ltd and draw customers away from
Albo investments Ltd
Albo investments Ltd should focus on marketing strategies 75 12.5 12.5 0 0
as it emphasizes long-term relationship building with
customers

30
 75 12.5 12.5 0 0

Albo investments Ltd should have manageable market

segments in order to improve on marketing efficiency,
sales and service delivery
Findings from table 8 shows that 62.5% of the respondents strongly agreed that the
management of Albo investments Ltd uses low price strategy to attract bigger amount of
customers. This is followed by 31.3% of the respondents who also agreed to the same
statement and lastly a smaller percentage representing 6.3% which disagreed to the
statement. This clearly explains that the price of Albo investments Ltd products are
affordable to customers as compared to other motor company. Therefore Albo
investments Ltd should continue this strategy in order to improve in its sales
performance and this is in line with the findings of Kats keas et al. (2006) regarding
pricing who found that, competitive price levels are positively related to sales
performance.

The table still shows a balance in the responses of the respondents where 50% of the
them agreed to the statement that Albo investments Ltd ties promotional strategy to the
product attribute and external marketing environment while the other 50% Disagreed to
the same statement. This means that Albo investments Ltd employs promotional strategy
in selling its products but a balance in the responses show that the promotional strategy is
not satisfying enough hence need to be resigned.

When respondents were asked if Distribution channels are used by Albo investments Ltd
to sell their goods to end consumers. Most of the respondents representing 87.5%
strongly agreed the statement the remaining 12.5% also agreed to the same statement.
This means that some of Company’s products are sold through middle men and some
through direct sales by the company’s sales men which represent multiple distribution
channels available.

31
4.4 Relationship between marketing strategies and sales performance
The third objective of the research was to find the correlation between marketing
strategies and sales performance from which the following analysis was captured from;

Table 9: Relationship between marketing strategies and sales performance

Personal Strategy SA A N D SD
Promotion marketing strategy is crucial in awakening and 62.5 31.3 0 6.30 0
stimulating customer demand for a product

Word of mouth has the potential to attract customers to a 100 00 0 0 0

Albo investments Ltd and draw customers away from
Albo investments Ltd
Albo investments Ltd should focus on marketing strategies 75 12.5 12.5 0 0
as it emphasizes long-term relationship building with
customers
75 12.5 12.5 0 0

Albo investments Ltd should have manageable market

segments in order to improve on marketing efficiency,
sales and service
Source delivery
Primary data ( 2020)

Objective three: The relationships between marketing strategies and sales performance

Table 10:The relationships between marketing strategies and sales performance

Personal Strategy SA A N D SD
Albo Investments considers Product adaptation and product 62.5 31.3 0 6.30 0
strength as determinants of sales

32
Management of Albo investments Ltd uses low price 100 00 0 0 0
strategy to attract bigger amount of customers

Management of Albo investments Ltd ties promotional 75 12.5 12.5 0 0

strategy to the product attribute and external marketing
Distribution channels are used by Albo investments Ltd to 87.5 12.5 0 0 0
sell their goods to end consumers

Table 10 shows the respondents opinions on whether Albo investments consider Product
adaptation and product strength as determinants of sales. Most of respondents 37.5%
disagreed to the statement while 31.3% agreed, 25% strongly disagreed to the statement
and lastly 6.3% strongly disagreed to the statement. This implies that the management of
Albo investments does not consider Product adaptation and product strength as
determinants of sales hence explained as the inability of a firm’s product to be transferred
into a foreign market due to its adaptability and strength. This deviates from the findings
made by Christensen et al. (2007) who started the argument for standardized product for
marketing, which refers to products that were sold in the domestic market and not
designed and manufactured only for foreign markets. company’s product strategy also
does not consider the product line management as. Christensen et al. (2007) explained
that, a firm having multiple product line is likely to succeed in sales.

The respondents were asked whether Promotion marketing strategy is crucial in

awakening and stimulating customer demand for a product from which most of the
respondents representing 62.5% strongly agreed to the statement followed by 31.3% who
also agreed and lastly 6.3 who disagreed to the same statement. This simply shows that
Promotion marketing strategy is positively related to sale performance since it awakens
and stimulates customer demand for a product.

Findings from table 14 shows that all the 80 respondents representing 100%strongly
agreed that Word of mouth has the potential to attract customers to a Albo investments
Ltd and draw customers away from Albo investments Ltd . This because if the word is

33
poorly administered to customers that organization will lose its customers and if it is
properly administered to customers and they will remain loyal to that organization.

Findings from table 15 above reveals that 50% of the respondents agreed to the
statement that Albo investments Ltd should focus on marketing strategies as it
emphasizes long-term relationship building with customers. Another 25% disagreed, 12.5
strongly agreed and another 12.5% were not sure with the statement. This is simple
because long term relationship ever draws customers back to the organization hence
promoting sales performance.

Findings from the table above show that 75% of the respondents strongly agreed that
Albo investments Ltd should have manageable market segments in order to improve on
marketing efficiency, sales and service delivery. This is followed by 12.5% who also
agreed to the same statement and lastly another 12.5% who were not sure with the
statement. This means that the management of Albo investments Ltd does not use
manageable market segments in order to improve on marketing efficiency, sales and
service delivery.
The above argument also shows that there is a clear relationship between marketing
strategies and sales promotion.

34
 CHAPTER FIVE
DISCUSSION OF FINDINDS, CONCLUSION AND RECOMMENDATIONS
5.0 Introduction
This chapter brings the sum up of what was discovered and what should be done. The
recap was obtained from the discoveries of the study which are shown on chapter
Four.

5.1 Discussion of Findings

The major purpose of this research was to find out the correlation between marketing
strategies and sales performance in Albo investments Ltd .
From which the research the research was guided through the following research
question; to access the different forms of marketing strategies used by Albo investments
Ltd , to examine the level of sales performance at Albo investments Ltd , to find the
correlation between marketing strategies and sales performance

Findings on different forms of marketing strategies used by Albo investments Ltd

showed the four marketing mix strategies of product/product line, price, Distribution and
promotion are the four main marketing strategy used by Albo investments Ltd .
Considering a large number of respondent it was discovered that Company’s products

35
 are sold through middle men and some through direct sales by the company’s sales men
who represents multiple distribution channels as the best marketing strategy.

To examine the level of sales performance at Albo investments Ltd findings proved that
Managers do not use sales performance measurement tools to help reduce uncertainty in
sales people’s performance. This also deviates from the findings of Zallocco et al. (2009)
who found that for the measurement points to have meaning for sales managers and
salespersons should be involved in the development process. They found that this is most
often not the case, and they found that there was a large gap between the company
strategy and the salesperson understanding of the measurement points.
In order to find out the correlation between marketing strategies and sales performance it
was discovered that use Promotion marketing strategy, Word of mouth, focusing on
marketing strategies as it emphasizes long-term relationship building with customers and
use manageable market segments in order to improve on marketing efficiency, sales and
service delivery can lead to improved sales performance of Albo investments Ltd hence
showing a positive relationship between marketing strategies used and sales performance.

5.2 Conclusion
The researcher had to carry this study because of observation in the uprising number
of shifting customers from Albo investments Ltd to other companies
The study was important to the management because it would highlight the reasons
why customers do not consider buying Albo investments Ltd products. The targets
were to come up with the best solution so as to have Albo investments Ltd maintain
the highest level of sales performance.
The Management of Albo investments Ltd had great wishes to know the extent to
which Marketing strategies affect Sales performance

The researchers’ objectives were to access the different forms of marketing strategies
used by Albo investments Ltd , to examine the level of sales performance at Albo
investments Ltd , to find the correlation between marketing strategies and sales
performance.

36
 These objectives were so important to the management for they would highly help in
improving the marketing strategies so as to be able to sale more products as possible.

The main respondents for the study carried were Albo investments Ltd employees
and customer who answered the Questionnaires.
The research process was successful and yielded productive results to both the
Management and researcher and ideas like more training of employees and
improving customer care were taken into consideration to supplement the Marketing
strategies.

5.3 Recommendation
It is mandatory to make a thorough research on the Marketing strategies to be used
by the top management before putting them into practice which will in the end lead
to promotion of efficiency. Acquitting staff members with more skills to understand
and have more knowledge concerning Marketing strategies should be taken into
consideration. To find out the various factors that affect sales performance.

Major elements that aim at promoting sales performance should be uplifted. Activities
like both managers and salespersons should be involved in the development process,
Managers should use sales performance measurement tools to help reduce uncertainty in
sales peoples performance, Managers should make changes so as to optimize sales going
forward, the management examines their sales process for weaknesses so as to maintain
favorable speeds at sales process and many more should be highly taken into
consideration in order to achieve a better sale performance.

To discover the correlation between Marketing strategies and sales performance

From the discovery, it was found out that there is a positive correlation between
Marketing strategies and sales performance. When the big picture of Marketing
strategies is ignored, then the rate of sales performance reduces at a very high rate

37
 Management should come up with better Marketing strategies that will aim at
uplifting sales performance so as to uplift the rate of customer retention. Marketing
strategy like Penetrative Marketing strategy should be uplifted because through the
lower introductory prices, a large number of customers will flow in thus
demonstrating a positive correlation.

5.4 Areas for further research

There is a need to do more research on other factors that affect sales performance which
could be used alongside marketing strategies that could contribute to even more sales
performance i. For instance, research could be carried out on factors or policies that could
be put in place to improve the performance of Albo investments Ltd . This is vital in auto
mobile industry as the efforts and willingness of sales personnel to work hard has a direct
impact on the delivery of their services.

Research that could shed more light on how the correlation between sales and marketing
departments and other organization departments affect sales performance. This is key
because as policies are formed, they will be considering all factors that contribute to the
success of sales departments. For instance, sales departments depend on finance
departments to approve budgets for marketing outreach programs. Therefore, the
effectiveness of the marketing strategies will depend with the support from finance
department. As a result, research should be done to find out exactly how each department
affect sales activities.

Further still the researcher recommends a research to be carried out on the impact of
marketing straggles on customer retention so as know Albo investments Ltd is able to
retain the new customers it acquires by use of marketing strategies.

38
 REFERENCES
A.Anyanwu, (2003) “Marketing Management”, Barloz Publishers, Benin, Nig.

Aaby, N & Slater, S 2009, 'Management influences on export performance: A review of the
empirical literature 1978-88', International Marketing Review, vol. 6, no. 4, pp. 7-27.

Alvdary, H. (2007) Marketing and market management. International Journal of Marketing. 1(1).
pp.1-10.

Amin, M. E. (2005). Foundation of statistical inferences for social sciences. Kampala: Makerere
University.

Amin, M. E. (2008). Overview of the methodology of research. A paper presented at a seminar

on overview of Educational Research Methodology for teachers of the School of
Education, Makerere University, Kampala.

Armstrong, G. & Kotler, P. (2008) Marketing an Introduction, 7 th edition, New Delhi, India:
Pearson Education Inc. pp. 240-272

Aziza &Samsinar (2008) 'Management influences on export performance: A review of the

empirical literature 1978-88', International Marketing Review, vol. 6, no. 4, pp. 7-27.

39
Azizi, A.A., & Samsinar, S.(2008). ‘Impact of Environmental Factors as Moderator of Export
Marketing Performance in Wooden Furniture Industry.’ Journal Kemanusician, 77(Jun),
24-35.

Ballantyne, D. (2000) Internal relationship marketing: A strategy for knowledge renewal.

International Journal of Marketing. 1(1). pp.1-10.

Creswell, J.W. & Clark, V.P. (2007). Designing and conducting mixed methods research.
Thousand Oaks: Sage Publications Inc.

FOX, Jeffrey J.(2000). How to Become a Rainmaker. 1/e. London: Vermilion, 2000. ISBN:
9780091876548

Hutt, Michael, and Thomas W. Speh. 2014. Business Marketing management B2B. Europe,
Middle East and Africa edition. Hampshire: Cengage Learning. ID Crew. “Portfolio.”
Accessed March 3, 2015. http://idcrew.sk/portfolio/.

Knight, G & Cavusgil, S (2004) 'The born global firm: A challenge to traditional
internationalization theory', Advances in International Marketing, vol. 8, pp. 11-26.

Kotler, P., Kartajaya, H., Setiawan, I., & Wiley InterScience (Online service). (2010). Marketing
3.0: From products to customers to the human spirit. Hoboken, NJ: Wiley.

Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities:
Educational and Psychological Measurement, 30, pp. 607–610. State: Publisher.

Mugenda, O.M & Mugenda, A. G. (2003). Research Methods. Nairobi: Acts Press.

P. Kotler, And G.Armstrong, (2006) “Principles of Marketing” Eleventh edition), prentices Hall,
New Hersey.

Richard, P.K. (2009). Measuring Organizational Performance: Towards Methodological Best

Practice. Journal of Management

Silva, P. (2006). Effects of disposition on hospitality employee job satisfaction and commitment.
International Journal of Contemporary Hospitality Management, 18: 317-328.

40
Srivastava, R, Fayey, L & Christensen, H 2007, 'The resource-based view and marketing: The
role of market-based assets in gaining competitive advantage', Journal of Management,
vol. 27, no. 6, pp. 777-802.

Srivastava, R.K., Fahey, L and Christensen, H.K. (2001) “The Resource-Based View and
Marketing: The Role of Market-Based Assets in gaining Competitive Advantage” Journal
of Management, Volume 27: 777- 802

V. Terpstra, (1970) “International Marketing”, 2nd Ed., Hinsolale,Illinois, The Dryden Press.

W.M.Pride and O.C.Ferrel, (2005) “Marketing: Basic Concepts and Decisions”, Boston,
Houhhton Mifflin Company

Zou, S & Stan, S (2008), 'The determinants of export performance: A review of the empirical
literature between 1987 and 1997', International Marketing Review, vol. 15, no. 5, pp.
333-56.

Zou, S, Taylor, C & Osland, G (2008), 'The EXPERF scale: A cross-national generalized export
performance measure', Journal of International Marketing, vol. 6, no. 3, pp. 37-58

41
 APPENDIX I: QUESTIONNAIRE GUIDE

TOPIC: THE EFFECT OF MARKETING STRATEGIES ON SALES PERFORMANCE

A CASE STUDY OF ALBO INVESTMENTS LTD

I am KAMALI TONNY, , a student of Makerere University Business School pursuing a

Bachelor’s Degree of International Business. As part of the university program, am carrying out
research in the above topic, am therefore kindly requesting for your assistance in answering this
questionnaire. Your response will be only for academic purposes and not for any other purpose.

SECTION A: BIO DATA

1. Gender
a) Male [ ]
b) Female [ ]

2. Age of Respondent
a) 20-29 [ ]
b) 30-39 [ ]
c) 40-49 [ ]
d) 50-Above [ ]

3. Highest level of education

a) Certificate [ ]
b) Diploma [ ]
c) Degree [ ]
d) Masters [ ]
e) Others Specify.............................

42
SECTION B: ACCESS THE DIFFERENT FORMS OF MARKETING STRATEGIES
SA- Strongly agree, A- Agree, N- Neutral, D- Disagree, SD- Strongly Disagree

Strategies SA A N D SD

Albo investments considers Product adaptation and

product strength as determinants of sales

The management of Albo Investments use low price

strategy to attract bigger amount of customers.

The management of Albo investment ties

promotional strategy to the product attribute, and
external marketing environment
Distribution channels are used by Albo Investment
to sell their goods to end consumers

SECTION C: THE LEVEL OF SALES PERFORMANCE AT ALBO INVESTMENTS LTD

SA- Strongly agree, A- Agree, N- Neutral, D- Disagree, SD- Strongly Disagree

Strategies SA A N D SD

To achieve high sales, both managers and

salespersons should be involved in the development
process

Managers use sales performance measurement tools

to help reduce uncertainty in sales peoples
performance
Managers can make changes so as to optimize sales
going forward

43
 The management examines their sales process for
weaknesses so as to maintain favorable speeds at
sales process.
SECTION D: REVIEWING THE RELATIONSHIP BETWEEN MARKETING
STRATEGIES AND SALES PERFORMANCEAT ALBO INVESTMENTS LTD
SA- Strongly agree, A- Agree, N- Neutral, D- Disagree, SD- Strongly Disagree

Strategies SA A N D SD

Promotion marketing strategy is crucial in awakening

and stimulating customer demand for a product.
Word of mouth has the potential to attract customers to
a Albo investments Ltd and draw customers away
from a Albo investments Ltd
Albo investments Ltd should focus on marketing
strategies as it emphasizes long-term relationship
building with customers
Albo investments Ltd should have manageable market
segments in order to improve on marketing efficiency,
sales and service delivery.

Thank you for your time

44
 REFERENCES
A.Anyanwu, (2003) “Marketing Management”, Barloz Publishers, Benin, Nig.

Aaby, N & Slater, S 2009, 'Management influences on export performance: A review of the
empirical literature 1978-88', International Marketing Review, vol. 6, no. 4, pp. 7-27.

Alvdary, H. (2007) Marketing and market management. International Journal of Marketing. 1(1).
pp.1-10.

Amin, M. E. (2005). Foundation of statistical inferences for social sciences. Kampala: Makerere
University.

Amin, M. E. (2008). Overview of the methodology of research. A paper presented at a seminar

on overview of Educational Research Methodology for teachers of the School of
Education, Makerere University, Kampala.

Armstrong, G. & Kotler, P. (2008) Marketing an Introduction, 7 th edition, New Delhi, India:
Pearson Education Inc. pp. 240-272

Aziza &Samsinar (2008) 'Management influences on export performance: A review of the

empirical literature 1978-88', International Marketing Review, vol. 6, no. 4, pp. 7-27.

Azizi, A.A., & Samsinar, S.(2008). ‘Impact of Environmental Factors as Moderator of Export
Marketing Performance in Wooden Furniture Industry.’ Journal Kemanusician, 77(Jun),
24-35.

Ballantyne, D. (2000) Internal relationship marketing: A strategy for knowledge renewal.

International Journal of Marketing. 1(1). pp.1-10.

Creswell, J.W. & Clark, V.P. (2007). Designing and conducting mixed methods research.
Thousand Oaks: Sage Publications Inc.

45
FOX, Jeffrey J.(2000). How to Become a Rainmaker. 1/e. London: Vermilion, 2000. ISBN:
9780091876548

Hutt, Michael, and Thomas W. Speh. 2014. Business Marketing management B2B. Europe,
Middle East and Africa edition. Hampshire: Cengage Learning. ID Crew. “Portfolio.”
Accessed March 3, 2015. http://idcrew.sk/portfolio/.

Knight, G & Cavusgil, S (2004) 'The born global firm: A challenge to traditional
internationalization theory', Advances in International Marketing, vol. 8, pp. 11-26.

Kotler, P., Kartajaya, H., Setiawan, I., & Wiley InterScience (Online service). (2010). Marketing
3.0: From products to customers to the human spirit. Hoboken, NJ: Wiley.

Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities:
Educational and Psychological Measurement, 30, pp. 607–610. State: Publisher.

Mugenda, O.M & Mugenda, A. G. (2003). Research Methods. Nairobi: Acts Press.

P. Kotler, And G.Armstrong, (2006) “Principles of Marketing” Eleventh edition), prentices Hall,
New Hersey.

Richard, P.K. (2009). Measuring Organizational Performance: Towards Methodological Best

Practice. Journal of Management

Silva, P. (2006). Effects of disposition on hospitality employee job satisfaction and commitment.
International Journal of Contemporary Hospitality Management, 18: 317-328.

Srivastava, R, Fayey, L & Christensen, H 2007, 'The resource-based view and marketing: The
role of market-based assets in gaining competitive advantage', Journal of Management,
vol. 27, no. 6, pp. 777-802.

Srivastava, R.K., Fahey, L and Christensen, H.K. (2001) “The Resource-Based View and
Marketing: The Role of Market-Based Assets in gaining Competitive Advantage” Journal
of Management, Volume 27: 777- 802

V. Terpstra, (1970) “International Marketing”, 2nd Ed., Hinsolale,Illinois, The Dryden Press.

46
W.M.Pride and O.C.Ferrel, (2005) “Marketing: Basic Concepts and Decisions”, Boston,
Houhhton Mifflin Company

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