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Influence of marketing innovation on the performance of coffee cooperatives in Kenya

Author

Listed:
  • Peter Ngibuini Kuguru

    (Open University of Tanzania, United Republic of Tanzania)

  • Jan-Erik Jaensson

    (Assoc. Prof., Open University of Tanzania, United Republic of Tanzania)

  • Kinyanjui Nganga

    (Ph.D., University of Nairobi, Nairobi, Kenya)

Abstract

The purpose of the study was to assess the influence of marketing innovation on the performance of coffee cooperatives in Kenya. A descriptive research design was applied. The target population of this study was 525 coffee cooperative societies in Kenya registered with the Commissioner for Cooperatives and licensed by AFFA (Coffee Directorate) as of 30th of October 2016. The sample size was 227 respondents. Structured questionnaires were used to collect primary data from the selected respondents. The results revealed that marketing innovation and performance are positive and significantly related (?=0.674, p=0.001). This implied that significant changes in product design and packaging led to a positive change in the performance of coffee cooperatives. The study affirms that to improve performance by targeting the customers, constant improvements in how the company promotes its new products to capture the attention of new customers is a key aspect to be considered. The study recommends the management employ skills in developing clear operating procedures to run the business successfully, coordinate different areas of the business to achieve results and the ability and design jobs to suit staff capabilities and interests.

Suggested Citation

  • Peter Ngibuini Kuguru & Jan-Erik Jaensson & Kinyanjui Nganga, 2022. "Influence of marketing innovation on the performance of coffee cooperatives in Kenya," International Journal of Business Ecosystem & Strategy (2687-2293), Bussecon International Academy, vol. 4(4), pages 83-88, October.
    • Handle: RePEc:adi:ijbess:v:4:y:2022:i:4:p:83-88
    DOI: 10.36096/ijbes.v4i4.366
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    References listed on IDEAS

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    1. Michael C. Jensen, 2010. "The Modern Industrial Revolution, Exit, and the Failure of Internal Control Systems," Journal of Applied Corporate Finance, Morgan Stanley, vol. 22(1), pages 43-58, January.
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