| dc.contributor.author | Nolega, K. S. | |
| dc.contributor.author | Oloko, M. | |
| dc.contributor.author | Sakataka, W. | |
| dc.contributor.author | Oteki, Evans B. | |
| dc.date.accessioned | 2023-07-31T16:45:35Z | |
| dc.date.available | 2023-07-31T16:45:35Z | |
| dc.date.issued | 2015-09 | |
| dc.identifier.citation | International Journal of Novel Research in Marketing Management and Economics Vol. 2, Issue 3, pp: (100-110), Month: September-December 2015, Available at: www.noveltyjournals.com | en_US |
| dc.identifier.issn | 2394-7322 | |
| dc.identifier.uri | https://www.noveltyjournals.com/upload/paper/Effects%20of%20Product%20Differentiation-420.pdf | |
| dc.identifier.uri | https://scirp.org/reference/referencespapers.aspx?referenceid=3209208 | |
| dc.identifier.uri | http://hdl.handle.net/123456789/6381 | |
| dc.description.abstract | Firms within the same industry have been selling products that are good substitutes for each other, yet it is commonly the case that no firm within the industry sells a product that is identical to that sold by a competing firm. Product differentiation occurs within the products sold by a single seller and between the products sold by different sellers. The overall objective of this study sought to analyze product differentiation and its effects on a firm’s performance using the Kenya Seed Company as the case study. The specific objective of the study was to determine the effects of product differentiation in the firm’s strategic approach to management. Simple random sampling was used in selecting customers and KSC staff while purposive sampling was used in selecting agents. A total of 140 questionnaires were distributed with 125 being answered correctly and fully. Data was analyzed using SPSS, Excel and correlations obtained among independent variables. The customer’s trend has grown tremendously over the last 15 years which is reflected by the growth in agent’s base too. ASK shows provide the most important marketing strategy for KSC. The research recommends that KSC to increase market penetration by increasing agents and enhancing field days in the remote ASAL and highland areas which still plant indigenous maize seeds. | en_US |
| dc.language.iso | en | en_US |
| dc.subject | Competing firm, Firm’s performance, Good substitutes, Product differentiation, Strategic approach to management | en_US |
| dc.title | Effects of Product Differentiation Strategies on Firm Product Performance: A Case of Kenya Seed Company (KSC), Kitale | en_US |
| dc.type | Article | en_US |
