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UNIVERSITY OF HARGEISA

COLLEGE OF BUSINESS AND PUBLIC ADMINISTRATION


DEPARTMENT OF ACCOUNTING AND FINANCE

THE EFFECT OF MARKETING STRATEGY ON SUCCESS OF BUSINESS AT


MARKETING DEPARTMENT OF SOMTEL IN HARGEISA, SOMALILAND

A Proposal Presented to the College of Business and Public Administration at


University of Hargeisa

By:
Safa Abdirisak Abdilahi
Hamda Mohamoud Othman
Adnan Mawlid Mohamed
Najah Ahmed Abdi
Jama Salad Salah
&
Ridwan Saeed Ahmed

In Partial Fulfillment of the Requirements for the Bachelor Degree of accounting and
Finance

Not Yet Date


APPROVAL SHEET

This proposal entitled “The Effect of Marketing Strategy on Success of Business at


Marketing Department of Somtel in Hargeisa, Somaliland” prepared and submitted by Safa
Abdirisak Abdilahi, Hamda Mohamoud Othman, Adnan Mawlid Mohamed, Najah Ahmed
Abdi, Jama Salad Salah & Ridwan Saeed Ahmed in partial fulfilment of the requirements for
Degree of Accounting and Finance has been at University of Hargeisa examine and approved
by the panel on oral examination with a grade of passed.

Name & Signature of Chairman

Name & Signature of the Supervisor Name & Signature of the Panelist

Name & Signature of the Panelist Name & Signature of the Panelist

Date of Comprehensive Examination:

Grade:

Name & Signature of the Director of Department

Name & Signature of the Academic Dean

I
Table of Contents
APPROVAL SHEET ......................................................................................................... I
1 CHAPTER ONE ....................................................................................................... 1
1.1 Background of the study ..................................................................................... 1
1.2 Statement of the problem .................................................................................... 3
1.3 Research Objectives ............................................................................................ 3
1.3.1 General objectives of the study ..................................................................... 3
1.3.2 Specific objectives of the study ...................................................................... 4
1.4 Research Questions ............................................................................................. 4
1.5 Scope of the research ........................................................................................... 4
1.5.1 Geographical Scope ...................................................................................... 4
1.5.2 Theoretical scope .......................................................................................... 4
1.5.3 Context scope ............................................................................................... 4
1.5.4 Time scope ................................................................................................... 4
1.6 Significance of the study ...................................................................................... 5
1.7 Operational definitions of key terms .................................................................... 5
1.8 Conceptual Framework ....................................................................................... 6
2 CHAPTER TWO ...................................................................................................... 7
2.1 Introduction........................................................................................................ 7
2.2 Concepts, Opinions, Ideas from Authors/Experts ................................................. 7
2.2.1 Types of 1: marketing strategies .................................................................... 9
2.2.2 Developing a marketing strategy ................................................................. 13
2.2.3 Strategic models ......................................................................................... 14
2.2.4 Functions of marketing strategy.................................................................. 15
2.2.5 Success defined ........................................................................................... 21
2.2.6 Barriers to the Implementation of Marketing Strategy ................................ 22
2.2.7 Importance of Marketing Strategy .............................................................. 25
2.3 Theoretical Review (Resource-based view)......................................................... 29
2.3.1 Origins and Background Edit ..................................................................... 29
2.4 Related studies .................................................................................................. 31
2.4.1 Research Gap ............................................................................................. 35

II
3 CHAPTER THREE ................................................................................................ 36
3.1 Introduction...................................................................................................... 36
3.2 Research Design ................................................................................................ 36
3.3 Research Population ......................................................................................... 36
3.4 Sample Size ....................................................................................................... 37
3.5 Sampling Procedure .......................................................................................... 37
3.6 Research Instrument ......................................................................................... 38
3.7 Validity and Reliability of the Instruments......................................................... 38
3.8 Data Gathering Procedures ............................................................................... 38
3.9 Data Analysis .................................................................................................... 39
3.10 Ethical Considerations ................................................................................... 39
3.11 Limitations of the Study .................................................................................... 39
REFERENCES .............................................................................................................. 41
APPENDICES ................................................................................................................. 1

III
1 CHAPTER ONE
INTRODUCTION

This chapter entails on the Background of the Study, statement of the problem, research
objectives, research questions, scope of study, significant of study, operational key terms of the
study and conceptual framework.

1.1 Background of the study


A strong marketing strategy is vital to the long-term success of any business. The history
of marketing is a relatively young discipline having emerged in the early 1900s. Prior to this time
most issues that are now commonly associated with marketing were either assumed to fall within
basic concepts of economics (e.g., price setting was viewed as a simple supply/demand issue),
advertising (well developed by 1900), or in most cases, simply not yet explored (e.g., customer
purchase behaviour, importance of distribution partners). Zagare (1984) led by marketing scholars.
In particular, the study of marketing led sellers to recognize that adopting certain strategies and
tactics could significantly benefit the Seller/buyer relationship. In the old days of marketing
(before the 1950s) this often Meant identifying strategies and tactics for simply selling more
products and services With little regard for what customers really wanted. Often this meant
companies embraced a “sell-as-much-as-we-can” philosophy with little concern for building
relationships for the long term (Andreessen, 1985).

However, starting in the 1950s, companies began to see that old ways of selling were
Wearing thin with customers. This now famous marketing Concept suggests marketing decisions
should flow from first knowing customer, then what they want. Finding the right customers in the
African market can be a time-consuming Process. Being such a large continent, with as many as
53 countries, marketing ones Products and services in African markets is indeed a challenging
task. However, for a successful marketing effort, it is imperative to identify and associate with
reliable and efficient business partners in key African countries. There are a number of ways to go
about identifying potential trade partners. A good starting point is via an organization that
specializes in marketing and business promotion in the African markets. Such originations have
not only the necessary experience and expertise, but also the right contacts to help you in your
marketing efforts (Keskin, 2006). Developing nations have also benefited from

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Telecommunications. In Ghana for instance, the sector accounts for about 70% of industrial
employment and well over 50 % of the country is GDP (Abor & Biekpe, 2007). In spite of their
invaluable contributions to economic growth, Telecommunication sectors increasingly face fierce
competition from larger firms due to Emerging technologies, innovation and relaxing trade
barriers. Developing countries, indigenous Ghanaian Telecom inaction sectors also experience
lack of trained Manpower, poor infrastructural development, lack of adequate or sufficient capital,
and face intense competition from superior foreign companies (Li et al., 2000). In Somaliland, the
major challenge faced by many Telecommunication have been how to globalize their operations
in order to be able to better source raw materials and components and to take advantage of
proximity to global markets in order to compete head to head with much larger companies (Abd-
Aziz, 2009). Although Telecommunication sectors have trouble in absorbing and coping with
obstacles, they need to develop an ability to deal with the ever-increasing challenges in the global
market. As a step, these organizations activate marketing strategies and tactics that can help them
take decisions on a number of variables to influence their financial performance (Corrado, 2001).
This study was based on the Game Theory; Game-theoretic models assume that firms are (Hyper)
rational utility maximizes, where rationality implies that they strive to achieve the most preferred
of outcomes subject to the constraint that their rivals also behave in a similar fashion (Zagare,
1984) a marketing strategy is a method by which a firm attempts to reach its target markets (David,
et a!., 2013) success of Business may mean reaching a certain level of financial stability or
professional achievement.

The Industrial Organization (IO) theory, as articulated by Porter (1981), highlights the
significant influence of the industry environment on firm behavior and performance. It posits that
a firm's external market positioning within its industry is crucial for attaining and sustaining
competitive advantage. According to this perspective, firms must adapt to industry influences to
thrive. Strategic managers are advised to thoroughly understand the industry's nature and formulate
strategies that align with its characteristics. For SMEs, choosing the right industry for competition
is paramount for success according to the IO theory.

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Dr. Nicole Jackson (2024) marketing strategy is a strategy that the company uses to achieve
its Goals on market. Success of Business is the situation when the Company's Dream is come true.
The various reasons for the high Market competition failure rate of Somtel in Hargeisa Somaliland
have been establish and range from poor marketing strategy to lack of access to market. It is
established that the lack of strategy and Market control have reduced managements’ capacity
especially in Somtel in Hargeisa and is thus one of the reasons for the low level of marketing
strategy creation and the high market competition failure rate of new ventures.

1.2 Statement of the problem


The specific problem plaguing Somtel in Hargeisa, Somaliland, lies in its failure to
implement a robust marketing strategy. This deficiency manifests in various symptoms, notably
evidenced by a low market share and a limited number of customer relationships. Despite serving
approximately 20% of the population in Hargeisa, Somtel struggles to expand its reach and
engagement within the community. These signs paint a worrisome picture for the company, as they
indicate vulnerability to potential bankruptcy and overall business failure. With a weak marketing
strategy, Somtel faces the imminent danger of being overshadowed by competitors and failing to
secure its position in the market.

The underlying reasons for the marketing challenges faced by Somtel are likely rooted in
various factors. Initially, a lack of efficient market control implies an incapacity to navigate the
competitive landscape and take advantage of emerging opportunities. Subsequently, the
organization might be struggling to adapt to the dynamic market environment, resulting in a failure
to promptly modify strategies in line with changing consumer preferences or industry trends. These
contextual deficiencies underscore the necessity for a thorough evaluation of Somtel's marketing
strategy, specifically focusing on identifying and rectifying weaknesses in strategy development
and implementation. By highlighting inadequate marketing strategy as a primary issue, the
researcher intends to illuminate a crucial element contributing to Somtel's difficulties and pave the
way for precise interventions to rejuvenate the company's market position.

1.3 Research Objectives


1.3.1 General objectives of the study
To investigate whether there is a relationship between marketing strategies and business
success of Somtel Company in Hargeisa Somaliland.

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1.3.2 Specific objectives of the study
1) To assess the level of marketing strategy among Somtel in Hargeisa, Somaliland.
2) To examine the level of success of Business in Somtel in Hargeisa Somaliland.
3) To investigate if there is a significant relationship between the level of marketing
strategy among success of Business of Somtel in Hargeisa Somaliland.

1.4 Research Questions


1) What is the level of marketing strategy among Somtel in Hargeisa Somaliland?
2) What is the level on success of Business in Somtel Company in Hargeisa Somaliland?
3) Is there a significant relationship between the levels of marketing strategies among
success of Business of Somtel in Hargeisa Somaliland?

1.5 Scope of the research


1.5.1 Geographical Scope
This study will be conducted in Hargeisa, Somaliland, which consists of seven districts.
The study will cover the area of 26 June in Hargeisa, Somaliland, chosen due to its large number
of enterprises and its status as the center of all economic activities in Somaliland.

1.5.2 Theoretical scope


This study based on Game Theory proposed by Zagare in 1984; Game-theoretic models
assume that firms are concerned and sensible on service maximization, where service implies that
they strive to achieve the most preferred outcomes subject to the constraint that their rivals also
behave in a similar fashion.

1.5.3 Context scope


The study find out the relationship between marketing strategies in terms of advertisement,
targeting customers, competitor market and sales and buying processes. It further success of
Business of Somtel in Hargeisa Somaliland. Success of Business was measuring by the business’s
capability to use strong marketing strategy inside the market.

1.5.4 Time scope


The time scope of the study will start in March and continue until June, during which the
data will be collected, analyzed, and the findings interpreted.

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1.6 Significance of the study
The finding of this study will be useful to and in the following, managers of
Telecommunication sector will get to know the important skills they need to practice if they want
to achieve success of business of their enterprise. Entrepreneurs or small business owners will get
the various measures, which they have to implement for their ventures to succeed.
Entrepreneurship organizations, particularly in the area of Telecommunications the study will help
them examines the challenges that the Somtel encounter and further suggests ways that the Somtel
can use to overcome these challenges and become successful. The study fits into the quest to find
a more efficient and effective way of improving the performance of Somtel with the view of
limiting the effect of poor marketing strategies on Somtel. The findings of the study is also
intended to expand the body of knowledge in respect of the application of strategic marketing to
the Telecommunication sector and also serve as a guide to policy makers to implement policies
that will help improve the performance of businesses in the sector. To the Government, the
research findings and recommendations will help government in policy formulation,
implementation and control of Somtel. Future researchers, the study will help future researchers
who may carry out their researches in similar or related topics with relevant literature.

1.7 Operational definitions of key terms


Marketing strategy: is a goal of increasing sales and achieving a sustainable competitive
advantage. Marketing strategies includes all basic and long-term activities in the field of marketing
that deal with the analysis of the strategic initial situation of accompany and the formulation,
evaluation and selection of market oriented strategies hence contribute to the goals of the company
and its marketing objectives.

Success of Business: is the situation when the Company's Dream is come true or the
Company achieves its Goals and objectives.

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1.8 Conceptual Framework

Independent variable Dependent variable

Marketing strategy Success of Business


 Market Share  Customer Satisfaction
 Brand Awareness  Employee Satisfaction
 Customer Lifetime and Retention
Value  Brand Reputation
 Social media  Market Position
engagement
 Adaptability

Other variables

 Customer satisfaction
 Size of the organization
 Cost analysis

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2 CHAPTER TWO
LITERATURE REVIEW

2.1 Introduction
In this section, the literature, which forms the basis of this study, was presenting to help
identify the gaps in knowledge. The literature, both theoretical and empirical were examining by
examining different theories and empirical studies on the effect of budget allocation policies on
the financial performance of Companies.

2.2 Concepts, Opinions, Ideas from Authors/Experts


In the formulation of an effective marketing strategy, there are several internal forces and
external forces incorporated. The use of the technologies such as Internet and the World Wide Web
can be consider as another innovative action on marketing. From the previous researchers, they
establish the idea that the use of the e-marketing strategy delivers a significant in the Success of
the firm. An approach of the organization regarding the Success varies depending on their target
market and/or nature of Organization. If the focus of the organization is the effectiveness of the
web or e marketing, then the people can evaluate the sale volume, profitability, and market share
that it created. Through that measurement, the Organization can either create another marketing
strategy or be satisfied in the effects of the modernization (Lages, Lages, and Rita, 2004).
Significantly, the organizations run to the idea of marketing to avoid the effects of the recessions,
which is also, became their act to survive in the intense competition in the market. Firms that value
the importance of marketing in their system became proactive and beginning to pull the strategic
plans. Through the usual marketing segmentation, positioning and branding, and marketing
communications, the strategy became favourable and helpful in generating the customer loyalty.
The breakthrough actions of the organization will result not only in a superior market Success, but
also in giving superior value to their consumers (Srinivasan, Rangaswamy, and Lilien, 2005).

The effects of the marketing, according to the previous studies, can be reflect on the firm’s
Success. The appropriate marketing strategy relevantly creates impact in making process towards
the competence and develops a relationship in the organizational culture (Sung-Joon and Sung-
Ho, 2005). The benefits of the marketing activities in the Organization reflect in the strength of the
industry to eliminate or at least minimize the effects of various challenges. The influence of

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marketing activities can be part of the culture of the organization can be basis for the actions that
the leaders will create in the future (K.rohmer, Homburg, and Workman, 2002).

Marketing strategy is a process that can allow an organization to concentrate its resources
on the optimal opportunities with the goals of increasing sales and achieving a sustainable
competitive advantage. Marketing strategy includes all basic and long-tenn activities in the field
of marketing that deal with the analysis of the strategic initial situation of a company and the
fo1mulation, evaluation and selection of market-oriented strategies and therefore contribute to the
goals of the company and its marketing objectives Achrol, R. S. (1991),. According to Adeyemi-
Bello, T. (2000), Marketing is the process of communicating the value of a product or service to
customers. Marketing might sometimes be interpret as the art of selling products, but selling is
only a small fraction of marketing. As the term, "Marketing" may replace "Advertising”, it is the
overall strategy and function of promoting a product or service to the customer. The American
Marketing Association defines marketing as "the activity, set of institutions, and processes for
creating, communicating, delivering, and exchanging offerings that have value for customers,
clients, partners, and society at large." from a societal point of view, marketing is the link between
a society's material requirements and its economic patterns of response. Marketing satisfies these
needs and wants through exchange processes and building long-term relationships. The process of
communicating the value of a product or service through positioning to customers. Marketing can
be look at as an organizational function and a set of processes for creating, delivering and
communicating value to customers, and managing customer relationships in ways that benefit the
organization and its shareholders. Marketing is the science of choosing target markets through
market analysis and market segmentation, as well as understanding consumer buying behavior and
providing superior customer value (Adeyemi-Bello, T. 2000),.

There are five competing concepts under which organizations can choose to operate their
organization; the production concept, the product concept, the selling concept, the marketing
concept, and the holistic marketing concept. The four components of holistic marketing are
relationship marketing, internal marketing, integrated marketing, and socially responsive
marketing. The set of engagements necessary for successful marketing management includes,
capturing marketing insights, connecting with customers, building strong brands, shaping the

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market offerings, delivering and communicating value, creating long-term growth, and developing
marketing strategies and plans Aldrich, H. E. (1979).

According to Ames, B. C. (1970), Organizational Success comprises the actual output or


results of an organization as measured against its intended outputs (or goals and objectives).
According to Richard et al. (2009) organizational Success encompasses three specific areas of firm
outcomes: (a) financial success (profits, return on assets, return on investment, etc.); (b) product
market success (sales, market share, etc.); and (c) shareholder return (total shareholder return,
economic value added, etc.). The term organizational effectiveness is broader. Specialists in many
fields are concerned with organizational success including strategic planners, operations, finance,
legal, and organizational development.

In recent years, many organizations have attempted to manage organizational success using
the balanced scorecard methodology where success is tracked and measured in multiple
dimensions such as financial Success (e.g. shareholder return), customer service, social
responsibility (e.g. corporate citizenship, commrn1ity outreach) and employee stewardship.

2.2.1 Types of the marketing strategies


Many people are talking about all the new firms of marketing a company can pursue. It is
true, certain traditional marketing has been around for a long time and still used today, but with
the Internet now playing such a huge role in any company's success, people are coming out with
more and more ways to market their products or services. The more we thought about all the
different varieties of marketing, the more we realized there are so many different ways to promote
something. Here is a list of marketing terms that we hope you find useful:

Internet Marketing

Internet marketing, also referred to as online marketing, encompasses a variety of


marketing forms like video advertisements, search engine marketing, and email marketing. Unlike
offline marketing, it falls under the broader category of digital marketing and requires a strategic
approach in design, development, and advertising. Companies with a comprehensive website
marketing plan tend to achieve greater success online compared to those that merely design a
website without considering how to market their company through it (Deiss & Henneberry, 2017).

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Offline Marketing

Offline marketing, encompassing traditional channels such as print, television, and radio
advertising, remains a cornerstone of many integrated marketing communications strategies (Clow
& Baack, 2012). In 'Integrated Advertising, Promotion, and Marketing Communications,' Clow
and Baack emphasize the enduring relevance of offline marketing in conjunction with online
efforts, highlighting the importance of integrating both channels for a cohesive marketing
approach.

Outbound Marketing

In their comprehensive exploration of marketing communications, Belch and Belch


emphasize the enduring relevance of outbound marketing, also known as traditional marketing,
within the broader marketing landscape (Belch & Belch, 2011). Outbound marketing comprises
a variety of strategies aimed at introducing products or services to potential customers who may
not be actively seeking them. Examples include cold calling, direct mail campaigns, billboard
advertisements, and banner ads. Through meticulous analysis and real-world case studies, Belch
and Belch elucidate how companies leverage these outbound marketing tactics to reach broader
audiences and drive brand awareness, highlighting the integral role such methods play in
traditional marketing strategies.

Newsletter Marketing

In 'Email Marketing Rules: A Step-by-Step Guide to the Best Practices that Power Email
Marketing Success' by Chad White, the intricate nuances of email marketing, including newsletter
marketing, are meticulously dissected (White, 2014). White emphasizes the pivotal role of
newsletter marketing in promoting companies through email communication. This approach
involves constructing engaging content and targeting a curated list of contacts to disseminate
newsletters containing valuable information. Success in newsletter marketing hinges on the ability
to captivate recipients' attention, deliver compelling content, and effectively reach a wide audience
of potential clients. White's comprehensive guide provides invaluable insights into optimizing
newsletter-marketing campaigns, ensuring they resonate with recipients and drive meaningful
engagement.

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Trade Show Marketing

In 'Trade Show Strategy: Capture Leads, Build Buzz, and Maximize Your ROI' by Steve
Miller, the significance of trade shows and event marketing in reaching a large audience of
potential customers is thoroughly examined (Miller, Year). Miller highlights the substantial
investment required to participate in trade shows, whether public or private, but underscores the
invaluable opportunities they present for companies to display new products and stay abreast of
industry trends. Trade shows serve as platforms for demonstrating innovation, networking with
industry peers, and gauging market sentiment. Miller's insightful guide provides practical
strategies for maximizing return on investment (ROI) from trade show participation, emphasizing
lead generation, brand visibility, and effective booth management.

Direct Marketing

In 'Direct Marketing: Strategy, Planning, Execution' by Edward Nash, the essence of direct
marketing as a strategy to communicate directly with consumers is expertly elucidated (Nash,
2000). Nash underscores the main goal of direct marketing, which is to send messages directly to
consumers without relying on third-party outlets. He provides comprehensive examples of direct
marketing techniques, including mail-marketing, telemarketing, and direct selling, highlighting
their effectiveness in reaching target audiences. Moreover, Nash emphasizes the importance of
direct marketing's measurability, enabling marketers to assess campaign success accurately. By
offering practical insights into campaign planning, execution, and measurement, Nash equips
marketers with the tools needed to leverage direct marketing effectively in their strategies.

Promotional Marketing

In 'Promotional Marketing: How to Create, Implement, and Integrate Campaigns that


Really Work' by Roddy Mullin, the essence of promotional marketing as a strategy to drive
consumer decisions and purchases is expertly elucidated (Mullin, 2014). Mullin highlights the
common forms of promotional marketing used by organizations, including contests, coupons, and
product sampling, emphasizing their effectiveness in motivating consumers to make purchasing
decisions. He provides practical guidance on creating, implementing, and integrating promotional
campaigns, ensuring they resonate with target audiences and drive desired outcomes. Through

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comprehensive insights and real-world examples, Mullin equips marketers with the tools needed
to leverage promotional marketing effectively in their strategies.

B2B Marketing

In 'B2B Marketing Strategy: Differentiate, Develop and Deliver Lasting Customer


Engagement' by Harry Taylor, the essence of business-to-business (B2B) marketing as involving
organizations marketing to other organizations is expertly elucidated (Taylor, 2017). Taylor
emphasizes the necessity of establishing personal relationships between organizations in B2B
marketing contexts, given the nature of selling mass quantities of products or services. He
underscores the importance of personalized marketing efforts in B2B settings, where companies
aim to sell to other organizations. Taylor provides practical strategies for differentiating,
developing, and delivering lasting customer engagement in B2B marketing, ensuring that
marketers understand the unique dynamics of B2B relationships and tailor their approaches
accordingly.

B2C Marketing

In 'The New Rules of Marketing and PR' by David Meerman Scott, the essence of business-
to-consumer (B2C) marketing as targeting a broad category of consumers is thoroughly explored
(Scott, 2007). Scott emphasizes the need for marketing efforts to be broader in scope compared to
business-to-business (B2B) marketing, which targets specific companies. He details various
marketing techniques utilized in B2C campaigns, including door-to-door marketing, promotion
marketing, newspaper marketing, television marketing, and radio marketing. Scott also highlights
the increasing importance of B2C Internet marketing in today's digital age, as companies leverage
online platforms to effectively reach consumers. Through practical strategies and real-world
examples, Scott provides marketers with the tools necessary to create, implement, and measure
successful B2C marketing campaigns.

Mobile Marketing

In 'Mobile Marketing: How Mobile Technology is Revolutionizing Marketing,


Communications, and Advertising' by Daniel Rowles, the rise of mobile marketing as a crucial
component of modern marketing strategies is thoroughly explored (Rowles, 2014). Rowles

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emphasizes the various techniques companies use to reach consumers through their mobile phones,
including SMS marketing, in-game marketing, banner ads on different web pages, and location-
based marketing. With the advent of smartphones, particularly Apple's iPhone, companies have
been experimenting with innovative ways to engage consumers. Additionally, Rowles discusses
telemarketing, a form of direct marketing that focuses on reaching consumers by phone. Despite
the negative connotations associated with cold call marketing, Rowles highlights that
telemarketing can still be effective if the right person is reached at the right time. Through practical
strategies and real-world examples, Rowles provides marketers with the tools necessary to
leverage mobile marketing effectively in their campaigns.

Direct Mail Marketing

"In 'Direct Mail Marketing: The Complete Guide to Growing Your Business with Direct
Mail' by Allan Dib, the prevalence and strategies of direct mail marketing are thoroughly explored
(Dib, 2019). Dib describes how companies send paper mail with promotions or other information
to a list of addresses, often within a specific geographical area. This approach is known as direct
mail marketing and is aimed at reaching a broad audience. However, Dib acknowledges that this
form of marketing is frequently labeled as 'junk mail' by recipients because the mail is unsolicited
and often unwanted. Despite this negative perception, Dib highlights the potential effectiveness of
direct mail marketing when executed with precise targeting and engaging content. Through
practical strategies and real-world examples, Dib provides marketers with insights into
maximizing the impact of their direct mail campaigns.

2.2.2 Developing a marketing strategy


According to Anderson, C. R. and C. P. Zeithaml (1984), Marketing strategies serve as the
fundamental underpinning of marketing plans designed to fill market needs and reach marketing
objectives. Plans and objectives are generally test for measurable results. Commonly, marketing
strategies are develop as multi-year plans, with a tactical plan detailing specific actions to be
accomplish in the current year. Time horizons covered by the marketing plan vary by company, by
industry, and by nation, however, time horizons are becoming shorter as the speed of change in the
environment increases. Marketing strategies are dynamic and interactive. They are partially
planned and partially unplanned. See strategy dynamics. Marketing strategy involves careful

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scanning of the internal and external environments. Internal environmental factors include the
marketing mix, plus Success analysis and strategic constraints.

External environmental factors include customer analysis, competitor analysis, target


market analysis, as well as evaluation of any elements of the technological, economic, cultural or
political/legal environment likely to affect success. A key component of marketing strategy is often
to keep marketing in line with a company's overarching mission statement Anderson, J. C. and D.
W. Gerbing (1988). Once a thorough environmental scan is complete, a strategic plan can be
construct to identify organization alternatives, establish challenging goals, and determine the
optimal marketing mix to attain these goals, and detail implementation. A final step in developing
a marketing strategy is to create a plan to monitor progress and a set of contingencies if problems
arise in the Implementation of the plan Anderson, P. F. (1982).

Effective marketing stars with a considered, well info mated marketing strategy. A good
marketing strategy helps you define your vision, mission and organization goals, and outlines the
steps you need to take to achieve these goals Anderson, J.C. and D. W. Gerbing (1988).

Your marketing strategy affects the way you run your entire Organization, so it should be
planned and developed in consultation with your team. It is a wide-reaching and comprehensive
strategic planning tool that: Describes your organization and its products and services, Explains
the position and role of your products and services in the market, profiles your customers and your
competition, identifies the marketing tactics you will use and allows you to build a marketing plan
and measure its effectiveness.

According to Anonymous (1980), a marketing strategy sets the overall direction and goals
for your marketing, and is therefore different from a marketing plan, which outlines the specific
actions you will take to implement your marketing strategy. Your marketing strategy could be
develop for the next few years, while you are marketing plan usually describes tactics to be achieve
in the comment year.

2.2.3 Strategic models


According to Ansoff, H. I. (1965), Marketing participants often employ strategic models
and tools to analyze marketing decisions. When beginning a strategic analysis, the 3Cs can be
employed to get a broad understanding of the strategic environment. A soft Matrix is also often

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used to convey an organization's strategic positioning of their marketing mix. The 4Ps can then be
utilized to form a marketing plan to pursue a defined strategy.

There are many companies especially those in the Consumer Package Goods (CPG) market
that adopt the theory of running their organization cantered around consumer, shopper & retailer
needs. Their marketing department spend quality time looking for "Growth Opportunities" in their
categories by identifying relevant insights (both mind-sets and behaviors) on their target
consumers, shoppers and retail partners. These Growth Opportunities emerge from changes in
market trends, segment dynamics changing and also internal brand or operational Organization
challenges. The Marketing team can then prioritize these Growth Opportunities and begin to
develop strategies to exploit the opportunities that could include new or adapted products, services
as well as changes to the 7Ps, (Abdel-Mohsen 1986).

2.2.4 Functions of marketing strategy


According to Barlett, C. A. and S. Ghoshal (1995), unlike traditional media, social media
is a disruptive mode of communication as it allows users to participate and have their input, no
matter the conversation. Occasionally, this disrupts one-sided conversations and can take the
dialogue in another direction, originally unplanned by the person that began the communication.
However, as we find that social media is becoming a bigger part of how people communicate,
social marketers need to recognize this and build it to its advantage.

A recent survey revealed that nearly two in five Americans (39 percent) spend more time
socializing online than face-to-face. There is an increasing need for companies to engage with
consumers via social media, which demands an understanding of the (dys) functions of media that
allows a brand to break the silos of push marketing and build bridges using integration marketing
Barlett, C. A. and S. Ghoshal (1995).

According to Beal, R. M. (2000), Social marketing allows brands to connect other


marketing channels and streamline the approach. By following what I call the five functions of
social media, companies can ensure that they are effectively and efficiently reaching consumers.
These elements are:

Listen: Prior to the launch of social networks, the only way that compares could receive
feedback regarding a product, service or initiative was through proactive outreach. Sure, some

15
consumers would write companies letters or call them to let them know what they thought of
product, but to receive wide-scale feedback, companies circulated surveys or some other organized
initiative to garner consumer response Beal, R. M. (2000),.

Today with social media networks, it is much easier for companies to receive the feedback
they need for their brands, products and services. Social networks thrive with conversations. It is
important that brands listen in on these conversations to get an idea of what consumers need and
want. An easy way to do this is to use and follow hashtags of the brand and other industry
competitors, products and related keywords to search for what consumers are discussing.

It is also recommended for brands and companies to identify industry influencers and listen
to their followers. There are several useful tools in market, which can help track these influencers
and monitor social conversations. For the most effective social monitoring, it is wise to employ
tools to ensure you are capturing all the conversations in your space. Monitoring tools often
provide an analysis of conversations, including tone, sentiment and overall impressions.

Analyze; Monitoring social conversations, whether through monitoring tools or manually,


will require detailed analysis. As every social network is structured differently, the measurement
techniques are different for each network Beal, R. M. (2000),

Foursquare, for instance, is measured by the number of check-ins while the number of re-
tweets measures Twitter. It is important to analyse this data to ensure you are identifying key
patterns, personas and profiles. This process will help you identify what your fans like to hear on
social networks, which can help you to further structure your social marketing activities to be the
most effective. For instance, people are more interested in questions that are asked about their
personal lives related to the product rather than historical facts. Understanding this will allow you
to develop an editorial calendar of effective messages that resonate with your fans and consumers.

Fumier analysis can be done by classifying the conversations in various buckets i.e.
product, support or recommendations/reviews. Classification of conversation will allow quicker
escalation of the conversations to the respective departments within the organization.

16
Engage: A thorough analysis will be an asset to helping you engage with consumers. It can
help you develop the content for your social marketing strategy and help you establish timing and
frequency Beal, R. M. and M. Yasai-Ardekani (2000).

Engagement within your social circles can be built by leveraging our three pillars of social
media engagement strategy. Campaign, content and connections are the essential elements for
social engagement. For instance, if you find that your fans are more technical, make sure you
provide them with technical content.

For networks with high engagement, it is important to maintain the engagement through
frequent campaigns and contests. Either way, the key to developing an effective social marketing
strategy is to make sure your updates are frequent and relevant. Unlike traditional media, frequency
is an integral part of social media.

Social media has evolved to become a system where we can communicate our thoughts as
we think them. Due to this, consumers are used to getting frequent updates and expect it, from
both their friends and from brands and companies that they follow. Fmihen11ore, it is important
to give consumers a reason to follow your brand. They want to learn something new about your
brand, so give them what they want. Influence: As you engage more consumers with your brand,
you create more influencers.

Through continuous interactions, your consumers can become passionate and expe1is
about your brand and your company. They are more likely to speak to their friends and others if
they are happy with the interaction that they have had with you.

Today, we know that creating a strong team of influencers is impo1iant because they are
going to be the ones that spread the word about your brand and company through word-of-mouth.
This is important as 54 percent of all purchase decisions are driven by word of mouth.

Measure: Social marketing does not end with posting content and campaigns on social
networks. The most important component of social media is measurement. Measurement lets you
understand the success of these elements of the social marketing campaign. It allows you to see
how much you engaged with consumers, and even measure how many consumers you were able
to conve1i to influencers.

17
Measurement can also include the quality of conversations that you have had with
consumers, such as the type of positive feedback that you received as well as how many consumers
noted that a friend brought them to your brand. These elements are just as important as the
quantitative aspects of measurement.

Some other measurement areas are; Percentage Increase positive brand reference,
Percentage increase the social interactions, and Growth in organic search visits these function of
social marketing is what makes social a great part of overall marketing strategy. Never before have
they been able, to so actively influence companies and brands.

Before your Organization strategy marketing a product, it helps to create an ideal customer
who you want to reach with your promotional materials. Once you have your ideal customer, you
have a plethora of techniques to pick. Most of these are low cost/no cost methods and you may use
different ones at different stages of your Organization cycle, or you may utilize them all at once
from your Organization' inception. We will look at seven of these techniques in more detail.

Hooray for Free Advertising

When you build an Organization, the first thing you want to secure is a customer base. With
a decent printer, an answering machine and an average computer, you can put together an extensive
advertising campaign without having to pay for space.

Flyers

This is the carpet-bombing method of cheap advertising. You find an area that you would
like to do Organization in and you distribute flyers to all the mailboxes within reach. Your flyer
should be brief and to the point, highlighting the services you offer and providing contact
information. Offering a free appraisal, coupon or discount never hurts.

Posters

Most supermarkets, public spaces and malls offer free bulletin board space for
announcements and advertisements. This is a hit or miss method, but you should try to make your
poster reasonably visible and have removable tabs that the customers can present for a discount.
Make each location a different colour so that you can get an idea from the tabs where the most

18
leads are being generate. If there is one area that is producing the majority of your leads, you can
better target your campaign (flyers, ads in papers catering to those areas, cold calling, etc.).

Value Additions

This is one of the most powerful selling points for any product or service. On the surface,
value additions are very similar to coupons and free appraisals, but they are aim at increasing
customer satisfaction and widening the gap between you and competition.

Common value additions include guarantees, discounts for repeat customers, point cards
and rewards. Often the deciding factor for a person picking between one of two similar shops is
whether he or she has a point card or prefe1Ted customer card. You do not have to promise the
moon to add value; often you just have to state something that the customer may not realize about
your product or service. When you are making your advertising materials, the value additions
should be highlighted Beamish, P. W., R. Craig, and K. Mclellan (1993).

Referral Networks

Referral networks are invaluable to an Organization. This does not only mean customer
referrals, which are encouraged though discounts or other rewards per refe1Tal. This includes

Organization-to-Organization referrals. If you have ever found yourself saying, "We don't
do/sell that here, but X down the street does," you should make certain that you are getting a
referral in return, when dealing with white-collar professions, this network is even stronger. A
lawyer refers people to an accountant, an accountant refers people a broker, a financial planner
refers people to a real estate agent - in each of these situations, and the person stakes his or her
professional reputation on the referral. Regardless of your Organization, make sure you create a
referral Network that has the same outlook and commitment to quality that you do Beamish, P. W.,
R. Craig, and K. Mclellan (1993). As a final note on referral networks, remember that your
competition is not always your enemy. If you are too busy to take a job, throw it their way, most
times you will find the favor returned. Besides, it can be bad for your reputation if a customer has
to wait too long. (Are your shoulder's wide enough to carry a company's reputation? See The
Marketing Director's Pitch.) 2.5 Organization Success comprises the actual output or results of an
organization as measured against its intended outputs (or goals and objectives).

19
According to Richard et al. (2009) organizational Success encompasses three specific areas
of firm outcomes: (a) financial Success (profits, return on assets, return on investment, etc.); (b)
product market Success (sales, market share, etc.); and (c) shareholder return (total shareholder
return, economic value added, etc.). The Tenn Organizational effectiveness is broader. Specialists
in many fields are concerned with organizational Success including strategic planners, operations,
finance, legal, and organizational development.

In recent years, many organizations have attempted to manage organizational Success


using the balanced scorecard methodology where Success is tracked and measured in multiple
dimensions such as: financial Success (e.g. shareholder return), customer service, social
responsibility (e.g. corporate citizenship, community outreach), and employee stewardship success
improvement is the concept of measuring the output of a particular process or

Procedure, then modifying the process or procedure to increase the output, increase
efficiency, or Increase the effectiveness of the process or procedure. The concept of Success
improvement can be applied to either individual Success such as an athlete or organizational
Success such as a Racing team or a commercial enterprise.

In Organizational development, Success improvement is the concept of organizational


change in which the managers and governing body of an organization put into place and manage
a program which measures the current level of Success of the organization and then generates ideas
for modifying organizational behaviour and infrastructure which are put into place to achieve
higher output. The primary goals of organizational improvement are to increaseorganizational
effectiveness and efficiency to improve the ability of the organization to deliver goods and or
services. A third area sometimes targeted for improvement is organizational efficacy, which
involves the process of setting organizational goals and objectives. Success improvement at the
operational or individual employee level usually involves processes such as statistical quality
control.

The organizational level, Success improvement usually involves softer forms of


measurement such as customer satisfaction surveys, which are used to obtain qualitative
information about success from the viewpoint of customers. The United States Coast Guard has

20
developed a simple but comprehensive guide to Success improvement. This guide illustrates many
of the tools that are available for your use in Success Improvement.

2.2.5 Success defined


Success is a measure of the results achieved. Success efficiency is the ratio between efforts
expended and results achieved. The difference between Conceptual Success and the theoretical
success limit is the Success improvement zone. Another way to think of Success improvement is
to see it as improvement in four potential areas.

First, is the resource INPUT requirements (e.g., reduced working capital, material,
replacement/reorder time, and set-up requirements). Second, is the THROUGH PUT requirements,
often viewed as process efficiency; this is measured in terms of time, waste, and resource
utilization. Third, OUTPUT requirements, often viewed from a cost/price, quality, functionality
perspective. Fourth, OUTCOME requirements, did it end up making a difference. Success is an
abstract concept and must be represent by concrete, measurable phenomena or events to be
measure. Baseball athlete Success is abstract covering many different types of activities. Batting
average is a concrete measure of a particular Success attribute for a particular game role, batting,
for the game of baseball.

Success assumes an actor of some kind but the actor could be an individual person or a
group of people acting in concert. The Success platform is the infrastructure or devices used in the
success act.

There are two main ways to improve Success: improving the measured attribute by using
the success platforms more effectively or by improving the measured attribute by modifying the

Success platforms, which in turn allows a given level of use to be more effective in
producing the desired output.for instance, in several sports such as tennis and golf, there have been
technological improvements in the apparatuses used in these spo1is.

The improved apparatus in turn allows players to achieve better Success with no
improvement in skill by purchasing new equipment. The apparatus, the golf club and golf ball or
the tennis racket, provide the player with a higher theoretical Success limit.

21
2.2.6 Barriers to the Implementation of Marketing Strategy
As discussed in the previous section, organizations that engage in strategic marketing
planning might achieve better Success than those that did not, especially in a highly competitive
and changing environment. Implementing strategic marketing planning is a multidimensional
activity, which includes information inputs and analyses, planning frameworks and techniques and
managerial behaviour, amongst other things. Some of the evidence also indicates that
implementation of strategic planning is not as straightforward as prescribed in the literature.

Verhage and Waarts (1988), for instance, pointed out that only 38% of Dutch organizations
describe themselves as marketing-oriented companies. These organizations made annual and long-
range marketing plans, and have better Success than those that do not.

Similarly, McColl-Kennedy, Janet, You, and Keil (1990) reported that while most
Australian companies recognized the need for fonnal planning, not all use it. Due to the low overall
awareness and usage of planning tools, McColl-Kennedy et al. supposed that managers might
make decisions intuitively, rather than take time to discuss and plan formally. Meanwhile, Greenley
and Bayus (1994) discovered that only small numbers of the UK and US companies they studied
could be described as sophisticated marketing planning decision-makers who used marketing
strategy as prescribed by the literature. Most organizations appeared to be unsophisticated
marketing planning decision-makers that tended to ignore planning techniques and organization
inforn1ation inputs, and used standard computer software in the planning process, whereas the
others are classified as information seekers and "gut feeler" organizations.

Many works repo1ied failures in implementing strategic marketing planning (Cepedes and
Piercy, 1996; Harris, 1996). In general, McDonald (1996) identified two common baITiers:
cultural, a lack of belief in marketing planning and cognitive, a lack of knowledge and skill.

Cultural Dimension

Quite often, when an organization introduces strategic changes to improve its Success, it
fails to achieve the desired result. This does not necessarily mean that he changes are theoretically
wrong or bad, rather that the changes do not fit in with employees' expectations and beliefs. As a
result, the employees are not motivated and may even sabotage the implementation of the changes

22
(Anonymous, 1980). Harris (1996) indicated that even managers might fail to initiate strategic
marketing planning when it does not match with organizational "mind set" or culture.

Leppard and McDonald (1991) asserted that an organization is not simply a conglomeration
of people and resources. It embodied a set of values and assumptions, which generated
organizational culture and climate. Organizational culture could be the major strength of an
organization when it fit the strategies. However, it could also be the main weakness when it
prevented organizations from meeting competitive threats or from adapting to environmental
changes. This indicated that to smooth the process of strategic changes, managers should first
understand the peculiar ways the organization practises or find out the reasons - which might be
perfectly good ones - why employees acted in the way they did. In other words, understanding the
organizational culture provided the managers an unfolding context of ine1iia, and facilitated the
execution of the changes (Martin, 1993).

Cognitive Dimension

Another barrier to marketing strategy implementation may possibly arise from managers'
lack of knowledge about marketing strategy. Marketing managers often interpret marketing
strategy as having to do with the financial budget or sales forecasting. Consequently, many so-
called marketing strategies have little or no strategic content (Piercy, 1992). This may be the result
of managers' confusion between marketing function and marketing concept, and between
marketing strategy and marketing tactics (McDonald, 19920). Marketing concept is a
philosophical approach to managing an organization, rather than a series of functional activities.

Moreover, marketing strategy differs from marketing tactics. Marketing strategy focuses
more on the quest for long term competitive advantage and consumer advantage in the context of
organization's mission and corporate goals., while marketing tactics concentrate more on the
design of marketing mix ingredients and requirements for operating marketing programs (Jain,
1997; Wind and Robe1ison, 1983).

Lack of marketing skill also inhibits marketing strategy implementation. In order to analyse
their Organization environments, marketing managers can use a variety of analytical techniques,
such as a soft matrix, market segmentation, product life cycle analysis, portfolio management,
strengths weaknesses oppo1iunities and threats (S\1/OT) analysis, and profit impact of marketing

23
strategy (PIMS) analysis. Research indicates that these techniques can help managers to develop
strategic marketing planning. Utilisation of suitable techniques can reduce any inclination a
manager might have towards an irrational economic approach or unstructured judgmental
processes that may be inconsistent with profit maximization, and hence can improve the plan
credibility (Piercy and Morgan, 1994) however, implementing marketing concept or strategic
marketing planning was not an easy task. McDonald (1996) identified two common barriers in the
implementation of marketing planning.

These included cultural and cognitive barriers. The marketing planning was not simply a
sequential step of actions. It represented a set of values and assumptions. To execute the planning
process successfully, an organization must promote managers empowerment, encourage openness
and commitment to the organization, and advocate a collaborative climate and a true concern for
providing customer satisfaction (Leppard and McDonald, 1991).

Similarly, marketing managers must have good marketing skills and capabilities to analyse
organization environment. The use of appropriate marketing techniques, such as PIMS, SWOT
analysis, PLC analysis, market segmentation, could minimize marketing managers to use
unstructured judgmental process that may be inconsistent with profit maximization (Piercy and
Morgan, 1994). Without the existence of these two conditions, the strategic marketing planning
might not likely attain the intended results. So far, the discussion has revealed that studies on
strategy research, specifically on marketing, concentrate in two different aspects. Content school
emphasizes their investigation on the fit of the organization to its external environment, whereas
process school places more attention on internal fit of the organization to achieve superior Success.
However, most studies representing both schools focus on strategy formulation. They incline to
ignore strategy implementation, assuming that it is a simple aspect. Meanwhile, empirical findings
indicated that most of the strategy failures were caused by ill implementation or behavioral
problems in the organizations (Heyer and Lee, 1992; Perlitz, 1993). Bonoma (1984) even stated
that inappropriate strategies but excellent implementation would end up with better results than
excellent strategies but poor execution. Considering that, organizations should attain both external
and internal fit to achieve superior success, at the same time, the processes of strategy formulation
and implementation are not separable activities; there is a need for an integrative approach that
incorporates both schools of thought. An integrative approach enables researchers not only to

24
analyse the environmental factors that influence the content of the organization's strategy but also
to investigate the process, in which the strategy is fonnulated and implemented to attain superior
Success (Jemison, 1981; Paine, 1979; White and Hammermesh, 1981). The emergence of this
approach is based on the idea that the formulation and implementation processes influence the
content of a strategy; meanwhile, the processes themselves are determined by previous strategic
decisions (Jemison, 1981)...

2.2.7 Importance of Marketing Strategy


Within any organization, the marketing department functions as the primary driver of
growth, customer interaction, and brand exposure. At the core of the marketing department's
efficacy lies a clearly defined and meticulously implemented marketing strategy. This paper delves
into the utmost significance of marketing strategy in attaining business success within the
marketing department.

Strategic Direction and Focus

A robust marketing strategy offers the marketing department a coherent roadmap and
strategic orientation. It ensures that marketing endeavors are in harmony with overarching business
goals, guaranteeing that each endeavor contributes to the organization's expansion and financial
viability. Through the delineation of target markets, positioning strategies, and key messaging, the
marketing strategy guides decision-making processes, resource allocation, and campaign
implementation.

Market Understanding and Segmentation

Fundamental to effective marketing is a profound comprehension of the target market and


customer segments. An intricately developed marketing strategy incorporates thorough market
research and analysis, empowering the marketing department to recognize customer needs,
preferences, and challenges. Equipped with this insight, marketers can devise tailored messaging,
products, and offers that resonate with particular audience segments, fostering engagement and
conversion.

25
Brand Building and Differentiation

Marketing strategy assumes a pivotal role in establishing and fortifying the organization's
brand identity and value proposition. Through coherent messaging, visual branding, and brand
interactions, the marketing department nurtures brand recognition, trust, and allegiance among
customers. Furthermore, a clearly defined marketing strategy empowers the organization to
distinguish itself from competitors, emphasizing its unique strengths, offerings, and value to the
target audience.

Customer Acquisition and Retention

An effective marketing strategy encompasses both customer acquisition and retention


tactics. By utilizing diverse marketing channels and strategies, such as advertising, content
marketing, and social media, the marketing department attracts new customers and stimulates lead
generation. Concurrently, nurturing existing customer relationships via personalized
communication, loyalty programs, and customer service initiatives fosters customer retention and
lifetime value.

Measurement and Optimization

A crucial facet of marketing strategy is the establishment of key performance indicators


(KPIs) and metrics for monitoring success and performance. Through continuous monitoring and
analysis of campaign performance, customer engagement metrics, and ROI, the marketing
department can pinpoint areas for enhancement and optimization. This data-centric approach
empowers marketers to refine strategies, allocate resources efficiently, and amplify the impact of
marketing initiatives on business outcomes.

Adaptability and Innovation

In the swiftly evolving marketplace of today, agility and innovation are imperative for
enduring success. A well-crafted marketing strategy furnishes the framework for experimentation,
adaptation, and innovation within the marketing department. By staying informed about industry
trends, emerging technologies, and consumer behaviors, marketers can proactively adjust
strategies, experiment with new approaches, and seize opportunities, ensuring relevance and
competitiveness in the market.

26
In conclusion, the importance of marketing strategy within the marketing department is
crucial. It acts as the cornerstone for achieving business success by offering strategic guidance,
enhancing market comprehension, and facilitating efficient customer interaction. Through aligning
marketing endeavors with business goals, promoting brand distinctiveness, and generating
quantifiable outcomes, a strong marketing strategy enables the marketing department to fulfill its
pivotal role in propelling growth, revenue, and market dominance.

Importance of Business success

In the current highly competitive business environment, the marketing department


functions as a crucial element for promoting growth, enhancing brand recognition, and engaging
customers. The core objective of attaining business success lies at the heart of its effectiveness.
This article delves into the essential significance of achieving business success within the
marketing department, elucidating its influence on shaping strategies, guiding decision-making
processes, and steering organizational outcomes.

Driving Revenue and Expansion

Achieving business success within the marketing department is synonymous with


stimulating revenue growth and facilitating expansion. Through well-planned campaigns,
initiatives for lead generation, and strategies for customer acquisition, the marketing team plays a
pivotal role in broadening the organization's customer base and increasing its market share. By
aligning marketing strategies with the business's goals, the marketing department directly
contributes to revenue generation and overall business triumph.

Cultivating Brand Equity and Recognition

One of the primary responsibilities of the marketing department is to cultivate and nurture
the brand equity and recognition of the organization. Attaining business success within the
marketing department translates into heightened brand visibility, acknowledgment, and resonance
among the intended audiences. Through compelling narratives, consistent messaging, and
impactful creative materials, the marketing team enhances the organization's brand presence,
fostering trust, loyalty, and preference among customers.

27
Customer Acquisition and Maintenance

The achievement of business success within the marketing department relies on its capacity
to allure and retain customers. By utilizing data-driven insights, strategies for market
segmentation, and targeted communication, marketers identify and interact with valuable
prospects, thereby boosting customer acquisition. Furthermore, through personalized interactions,
proactive customer support, and loyalty initiatives, the marketing department encourages customer
retention, maximizing lifetime value and contributing to sustained business success.

Market Analysis and Intelligence

A thriving marketing department is anchored in a profound comprehension of market


dynamics, consumer inclinations, and competitive scenarios. The attainment of business success
within the marketing department facilitates investments in thorough market research, analysis of
consumer behavior, and gathering competitive intelligence. Such insights empower marketers to
make well-informed decisions, refine strategies, and capitalize on emerging trends, ensuring
relevance and competitiveness in the market.

Innovation and Flexibility

In an ever-evolving business landscape, innovation and adaptability are imperative for


maintaining a competitive advantage. The attainment of business success within the marketing
department fosters a culture of innovation, experimentation, and continual enhancement. By
embracing novel technologies, exploring emerging platforms, and testing innovative approaches,
marketers remain at the forefront, propelling innovation within the department and throughout the
organization.

Measurable Outcomes and Responsibility

The attainment of business success within the marketing department is underscored by its
capability to deliver quantifiable results and exhibit Return on Investment (ROI). Through robust
analytics, monitoring of performance, and measurement of Key Performance Indicators (KPIs),
marketers quantify the impact of their endeavors on crucial business metrics, such as sales, cost of
customer acquisition, and brand perception. This data-centric approach enhances accountability,

28
facilitates adjustments in direction, and validates the efficacy of marketing strategies in propelling
business success.

2.3 Theoretical Review (Resource-based view)


The resource-based view (RBV), often referred to as the "resource-based view of the firm",
is a managerial framework used to determine the strategic resources a firm can exploit to achieve
sustainable competitive advantage.

Barney's 1991 article "Firm Resources and Sustained Competitive Advantage" is widely
cited as a pivotal work in the emergence of the resource-based view. However, some scholars
[who?] argue that there was evidence for a fragmentary resource-based theory from the 1930s.
RBV proposes that firms are heterogeneous because they possess heterogeneous resources,
meaning that firms can adopt differing strategies because they have different resource mixes.

The RBV focuses managerial attention on the firm's internal resources in an effort to
identify those assets, capabilities and competencies with the potential to deliver superior
competitive advantages.

2.3.1 Origins and Background Edit


During the 1990s, the resource-based view (also known as the resource-advantage theory)
of the firm became the dominant paradigm in strategic planning. RBV can be seen as a reaction
against the positioning school and its somewhat prescriptive approach, which focused managerial
attention on external considerations, notably industry structure. The so-called positioning school
had dominated the discipline throughout the 1980s. In contrast, the resource-based view argued
that sustainable competitive advantage derives from developing superior capabilities and
resources. Jay Barney's 1991 article, "Firm Resources and Sustained Competitive Advantage," is
seen as pivotal in the emergence of the resource-based view.

A number of scholars point out that a fragmentary resource-based perspective was evident
from the 1930s, noting that Barney was heavily influenced by Wernerfelt's earlier work, which
introduced the idea of resource position barriers being roughly analogous to entry barriers in the
positioning school. Other scholars suggest that the resource-based view represents a new
paradigm, albeit with roots in Ricardian and Penrosian economic theories according to which firms
can earn sustainable supernormal returns if and only if, they have superior resources and those

29
resources are protected by some form of isolating mechanism precluding their diffusion throughout
the industry. “While its exact influence is debated, Edith Penrose's 1959 book The Theory of the
Growth of the Firm is held by two scholars of strategy to state many concepts that would later
influence the modern, resource-based theory of the firm.

The RBV is an interdisciplinary approach that represents a substantial shift in thinking. The
resource-based view is interdisciplinary in that it was developed within the disciplines of
economics, ethics, law, management, marketing, supply chain management and general business.

RBV focuses attention on an organisation's internal resources as a means of organising


processes and obtaining a competitive advantage. Barney stated that for resources to hold potential
as sources of sustainable competitive advantage, they should be valuable, rare, imperfectly
imitable and not substitutable (now generally known as VRIN criteria). The resource-based view
suggests that organisations must develop unique, firm-specific core competencies that will allow
them to outperform competitors by doing things differently.

Although the literature presents many different ideas around the concept of the resource-
advantage perspective, at its heart, the common theme is that the firm's resources are financial,
legal, human, organisational, informational and relational; resources are heterogeneous and
imperfectly mobile and that management's key task is to understand and organise resources for
sustainable competitive advantage. Key theorists who have contributed to the development of a
coherent body of literature include Jay B. Barney, George S. Day, Gary Hamel, Shelby D. Hunt,
G. Hooley and C.K. Prahalad.

Achieving a sustainable competitive advantage lies at the heart of much of the literature in
strategic management and strategic marketing. The resource-based view offers strategists a means
of evaluating potential factors that can be deployed to confer a competitive edge. A key insight
arising from the resource-based view is that not all resources are of equal importance, nor do they
possess the potential to become a source of sustainable competitive advantage. The sustainability
of any competitive advantage depends on the extent to which resources can be imitated or
substituted. Barney and others point out that understanding the causal relationship between the
sources of advantage and successful strategies can be very difficult in practice. Thus, a great deal
of managerial effort must be invested in identifying, understanding and classifying core

30
competencies. In addition, management must invest in organisational learning to develop, nurture
and maintain key resources and competencies.

In the resource-based view, strategists select the strategy or competitive position that best
exploits the internal resources and capabilities relative to external opportunities. Given that
strategic resources represent a complex network of inter-related assets and capabilities,
organisations can adopt many possible competitive positions. Although scholars debate the precise
categories of competitive positions that are used, there is general agreement, within the literature,
that the resource-based view is much more flexible than Porter's prescriptive approach to strategy
formulation.

The key managerial tasks are:


 Identify the firm's potential key resources.
 Evaluate whether these resources fulfill the following criteria (also known
as VRIN criteria):
 Valuable - they enable a firm to implement strategies that improve its efficiency
and effectiveness.
 Rare - not available to other competitors.
 Imperfectly imitable - not easily implemented by others.
 Non-substitutable - not able to be replaced by some other non-rare resource.

2.4 Related studies


Marketing strategy is critical to organizational success, as it helps companies to effectively
reach and satisfy target customers. Numerous studies have examined the impact of marketing
strategy on organizational performance, with many finding a positive relationship between the two.

The study found that companies that adopt a market-oriented approach to marketing
strategy are more likely to achieve superior performance. This involves understanding customer
needs and preferences and developing marketing strategies that are tailored to specific segments
(Sammut-Bonnici and Galea 2017). The authors found that market-oriented companies are more
likely to achieve customer satisfaction, market share, and financial performance. The researcher
examined the impact of marketing mix elements (product, price, promotion, and place) on

31
organizational performance in the Indian service industry (Kumbhar 2011). Their study concluded
that companies that effectively manage their marketing mix are more likely to achieve higher sales
growth, market share, and profitability. The researcher examined the impact of marketing mix
elements on customer loyalty and organizational performance in the Pakistani telecommunications
industry (Khan 2018). The study also supported that companies that effectively manage their
marketing mix elements (product, price, promotion, and place) are more likely to achieve higher
customer loyalty and financial performance. The study also found that customer satisfaction
partially mediates the relationship between marketing mix and organizational performance.

The impact of marketing innovation on organizational performance in the Chinese retail


industry. The study found that companies that are more innovative in their marketing strategies are
more likely to achieve higher sales growth, profitability, and market share. In addition, other
studies have examined the impact of specific marketing strategies on organizational performance
(Luo et al 2016). For example, a study found that companies that adopt a relationship marketing
approach (focusing on building long-term relationships with customers) are more likely to achieve
higher customer loyalty and satisfaction, as well as financial performance by ( Li and Guo2018 ).
This researcher also examined the impact of social media marketing on organizational performance
in the Malaysian hospitality industry. The study found that companies that effectively use social
media to engage with customers and promote their products and services are more likely to achieve
higher customer satisfaction, loyalty, and financial performance (by Amin and Isa 2016). The
marketing strategy has a significant impact on organizational performance. Companies that adopt
a market-oriented approach effectively manage their marketing mix, and implement innovative
and relationship-focused marketing strategies are more likely to achieve superior performance in
terms of customer satisfaction, market share, and financial performance.

This researcher proposes that marketing strategy can be divided into four ways to research
that: (1) Dual-oriented marketing strategy: using rational and emotional product name, easy to
remember, and pricing to take into account the cost of service and quality orientation,
psychological factors and competitors‟ prices. (2) Rational marketing strategy: the use of
functional demands of a rational position, consider after-sales service, warranties, delivery and
installation attached by the product factors. (3) Emotional marketing strategy: the emotional appeal
to locate, emphasis on physical product shape, color design, the use of emotional product names,

32
and so on memory, attention to product packaging and labeling. (4) Maintenance marketing
strategy: consumers are more concerned about price and quality, it is not suitable to use a lot of
marketing techniques, manufacturers can improve product packaging and labeling, give a simple
name for remember, consider the quality position and competitor pricing during pricing(by Long-
Yi and Ya – Huei 2012). Also dividing marketing strategy into four parts that is dual-oriented,
rational, emotional and low involvement, different product types with different marketing strategy,
so the manufacturer’s marketing strategy can be divided into five parts which is the choice of target
market, product strategy, pricing strategy, channel strategy and marketing strategy. He use a total
of 29 questions to measure new product marketing strategy and seven points Likert scale is used
to measure. When the industry lack of competition, the business performance would be better even
when companies are not entirely market-driven, the performance will have a more excellent
performance ((Kohliet al., 1993).

TNM was adopted in 2007 when it rebranded from TELECOM to TNM. TNM„s mission
is “to be Malawi's premier mobile company of choice, offering best in class mobile
telecommunication services to people everywhere." By premier TNM means to be the best in terms
of customer value, customer service, employee talent, consistent and predictable growth (TNM,
2008). TNM started its operations in Malawi by following a niche strategy. Its focus was on the
corporate sector and a few rich individuals who could afford premium price and payment of
monthly phone bills (Chalulu in TNM, 2011). This strategy made sense considering the fact that
cell phones were very expensive at that time and not everyone could afford them. This was also
important to cushion the cost of new technology. In 2009, TNM‟s strategic focus was an aggressive
rollout of network coverage and capacity expansion at the same time looking to enhance
efficiencies from a cost perspective in order to improve availability, reliability and quality (TNM,
2009). The company also envisioned to enhance customer loyalty, improve and optimize
distribution efficiency and position TNM as an innovative brand focusing on exciting customer’s
life styles (TNM, 2010).

The researcher study on the effect of marketing distribution channel strategies on a business
firm’s performance among Commercial Banks in Kenya (Schoviah’2012). It uses descriptive
survey research design. The Target population of the study was 43 commercial banks operating all
over in Kenya by doing questionnaire. Findings revealed that marketing distribution strategies

33
increased sales, market share and profits. Promotion strategy is the process of advertising, sales
promotion, selling the products relating to the public, giving product ideas and availability and
direct marketing in promoting organizational products.

This study employed composite export performance measures, focused on product design
marketing mix element found conducive to performance of companies pursuing global marketing
in that it can serve product adaptation as a means of differentiation for rival’s products and
influence overseas customer attitudes (customer performance) toward a firm’s product (Aremu
and Lawal 2012). Also, found product design and style to have a significant positive effect on firm
performance. In addition, it seems like the relationship between product quality and firm
performance in international markets in which the relationship is found to be positively associated.
However, the export product marketing mix for companies is usually of a narrower range than that
offered domestically, because of financial constraints and operational difficulties associated with
global marketing activities (Aremu and Lawal, 2012).

First, it significantly reflects a customer-oriented posture because the firm engaging in


global marketing systematically evaluates consumer and buyer behavior and host market
characteristics that improve the firm’s total performance (Douglas and Wind, 1987). Second,
product and service adaptation strategy can lead to greater financial performance such as
profitability, as a quality service–market match can result in greater customer satisfaction thus
improving customer performance that is one of the outcome in our research model, which
consequently allows for greater pricing freedom for the firm. Third, pressures associated with
meeting a great degree of specific market requirements on international level often demand
creative and innovative marketing strategy, which may bring about additional service for a firm’s
domestic and international markets. Thus far, means, product and service adaptation is a suitable
strategy toward market responsiveness as it offers the development of new products that meet the
needs of a changing marketplace. Therefore, the conclusion of researcher is that the impact is
mediate by marketing strategy implementation success.

34
2.4.1 Research Gap
After reviewing the literature, it can be concluded that there is a significant research gap in
the area of marketing strategy in Somaliland's telecommunication sector, specifically in Hargeisa.
While there have been studies by(Chalulu in TNM, 2011; Schoviah’2012; Aremu and Lawal 2012;
Douglas and Wind, 1987), Conducted on marketing and telecommunication in other countries,
such as Kenya, South Africa, and India, there is relatively little research on the marketing strategies
of Somtel providers in Somaliland. The available literature focuses more on the technology and
internet usage patterns in Somaliland rather than on the specific marketing strategies adopted by
telecom providers. There is limited studies done with Africa on the two variables of marketing
strategy and business performance. In addition, the gap that was found during this study
specifically by the researcher is contextual gap because the above studies are not conducted before
in Somtel companies, Hargeisa, Somaliland.

35
3 CHAPTER THREE
METHODOLOGY

3.1 Introduction
This chapter presents research methodologies that used in this study. The sections of the
chapter include the research design, research approach, research population, sample size,
sampling frame, sample procedures, sources of data collection, sample technique, validity and
reliability, date analysis, ethical considerations and limitations of the study.

3.2 Research Design


The research design will be a descriptive correlation, focusing on relating marketing
strategies to the success of the organization. It will be descriptive as it intends to describe the
marketing strategies that the organization will use and how the public will perceive the levels of
these marketing strategies, as well as whether they will receive what they are supposed to get. It
will be correlational because it will aim to relate each marketing strategy to the way the
management will perceive organizational success in Somaliland Somtel Limited.

3.3 Research Population


The study will focus on the manpower workforce of employees and managers in Somtel
limited in the Hargeisa district, categorized under managers, secretaries, accountants, marketing
departments, and sales departments, comprising a total population of over 300
employees/respondents. The targeted population of approximately 250 employees and managers
within Somtel Limited in the Hargeisa district will be selected based on specific inclusion and
exclusion criteria. Employees and managers directly involved in the organization's operations will
be included, ensuring their relevance to the research objectives. Accessibility and informed consent
will also be essential factors in selecting participants. Temporary or contract workers and
individuals not directly employed by Somtel limited will be excluded, as will those who are
unavailable or unwilling to participate. This targeted population aims to provide meaningful
insights into the correlation between marketing strategies and organizational success within the
company.

36
3.4 Sample Size
From the target population of 250 employees and managers at Somtel limited in the
Hargeisa district, the sample size will be 154 employees. The sample size will be determined using
Slovene’s formula, which is stated as follows:

𝐍
𝒏 = 𝟏+𝐍(𝐞) 𝟐

Where:

𝒏 = sample size 𝐍 = target population e = 0.05 level of significance

𝟐𝟓𝟎
𝒏 = 𝟏+𝟐𝟓𝟎(𝟎.𝟎𝟓) 𝟐 = 154

The sample size was select from the following categories:

Table 1 shows the distribution of population and sample size. Table 1: Category of respondents

NO Categories Target Population Sample Size


1 Accountant 18 9
2 secretaries 32 19
3 Marketing Department 120 77
4 Sales Department 44 30
5 Managers 16 7
6 Casual Employee 20 12
TOTAL 250 154

3.5 Sampling Procedure


The study will be conducted using stratified sampling to reduce costs and the time required
for research, and to increase the degree of accuracy of the study. The researcher will set a selection
criterion, where respondents will be selected based on their position or type of job they do. A list
of respondents will be obtained from among the employees of Somtel limited in their respective
departments to act as the sample. Strata will be created according to the employees' level of

37
operation in the organization. Thereafter, a sample will be obtained from each of the strata using
convenient sampling.

3.6 Research Instrument


There will be questionnaires directed towards employees at Somtel limited. The
questionnaires will consist of the main title and an introductory letter, with a section of six bio-
data questions to help classify respondents. All questionnaires will be close-ended and will use
four scales: 1, 2, 3, and 4, where 1 will represent Strongly disagree, 2 Disagree, 3 Agree, and 4
Strongly agree. Respondents will be required to rate each item by writing the correct number or
figure in the space provided before each question.

NO Mean Range Description Interpretation


4 3.26 - 4.00 Strongly Agree Very High
3 2.51 - 3.25 Agree High
2 1.76 -2.50 Disagree Low
1 1.00-1.75 Strongly Disagree Very Low

3.7 Validity and Reliability of the Instruments


To ensure the validity and reliability of the instruments, the researcher will employ the
expert judgment method. After constructing the questionnaire, the researcher will contact experts
in the study area to review the questionnaires to ensure that they measure what they are designed
to measure. Necessary adjustments will be made after consultation, ensuring that the instrument is
clear, relevant, specific, and logically arranged. Secondly, a pre-test will be conducted to test and
improve the reliability of the questionnaires.

3.8 Data Gathering Procedures


Before data gathering, upon the accomplishment and acceptance of the research proposal,
the researcher will seek permission from Somtel Telecom to allow access to employees to
participate in the study. During data gathering, due to the nature of work and the busy schedules
of some prospective respondents, the researcher, through Somtel Telecom Limited, will schedule
appointments for such respondents. The researcher will be available to provide necessary
explanations for some questions as needed.

38
Then, the researcher will carry out a pilot study before the actual research to check the
feasibility of the research instrument and to make necessary improvements and adjustments to the
tool to avoid time wastage. The researcher will also make use of secondary data by reviewing
available relevant textbooks, journal articles, periodicals, manuals, dissertations, and publications.

After two weeks of data gathering, primary data will be collected through questionnaires,
which respondents will return to the researcher for data analysis. Completed self-administered
questionnaires (SAQs) will be coded, edited, categorized, and entered into a computer for data
processing and analysis using the Statistical Package for Social Scientists (SPSS).

3.9 Data Analysis


Data on completed self-administered questionnaires (SAQs) will be edited, categorized,
and entered into a computer for the Statistical Package for Social Scientists (SPSS). This software
will be used to summarize the data using frequencies and percentages to analyze the respondents'
profiles. Means will be used to analyze the data on the level of marketing strategies and the level
of organizational success. Pearson's Linear Correlation Coefficient (PLCC) will be used to
establish whether there is a significant relationship between marketing strategies and
organizational success. The 0.05 level of significance will be used to determine the strength of the
relationship between the independent and dependent variables.

3.10 Ethical Considerations


To ensure that ethics will be practiced in this study, as well as utmost confidentiality for
respondents and the data they provide, the following steps will be taken: (a) all questionnaires will
be coded; (b) the respondents will be requested to sign the informed consent; (c) authors quoted in
the study will be acknowledged within the text through citation and referencing; (d) findings will
be presented in a generalized manner.

3.11 Limitations of the Study


The anticipated threats to the validity in this study will be as follows: Intervening or
confounding or extraneous variables: There will be a significant threat from some respondents
with personal biases and dishonesty. To minimize this threat, the researcher will request
respondents to avoid being subjective while answering the questionnaires.

39
Instrumentation: The data collection instrument may not be standardized, and this problem
will be addressed by testing it for validity and reliability.

Testing: There will be a likelihood of research assistants being inconsistent in terms of the
day and time of questionnaire administration. This will be solved through thorough briefing and
orientation of research assistants to address this threat.

Attrition: There will be a likelihood of some respondents not returning the questionnaires,
which could affect the researcher in meeting the minimum sample size. To solve this threat, the
researcher will distribute more questionnaires than the minimum sample size required.

40
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43
APPENDICES

APPENDIX I: QUESTIONNAIRE

FIRST SHEET: Section A: Demographic characteristics of respondents, please, make tick


(√) your answer in the box.

1. Gender

a) Male b) Female

2. Age

a) 25 years and below b) 26-35 years


c) 36-45 years d) 46 years and above

3. Qualifications

a) High school b) Certificate/Diploma


c) Degree d) Master
e) PhD

4. How long have been working in this organization?

a) 1 year and below b) 2-6 years


c) 7-10 years d) 11 years above

5. Which staff category do you belong?

a) Junior staff b) senior staff


c) Management
Section B: IV and DV Marketing strategy on the business success
This section contains statements assessing the marketing strategy of Telesom Companies.
Please tick as appropriate in the boxes using a tick (√) the statement that describes your agreement
or disagreement with each of the statements.

Strongly Strongly
No Statements Agree Neutral Disagree
Agree Disagree
Effective leadership and
strategic decision-making play
a vital role in steering a business
towards success, fostering
01.
innovation, and maintaining a
competitive edge in the
industry.

Building strong customer


relationships through
exceptional service,
transparency, and consistent
02.
quality builds trust and loyalty,
key components in the long-
term success of any business.

The success of a business often


hinges on its ability to identify
and adapt to market trends and
consumer preferences, ensuring
03.
that its products or services
remain relevant and in demand.
Continuous monitoring,
measurement, and adjustment
are essential for refining and
optimizing marketing strategies
04.
over time, ensuring alignment
with business goals and
maximizing return on
investment.
Effective storytelling and
branding are integral to a
marketing strategy, helping
businesses differentiate
05.
themselves in a crowded
marketplace, evoke emotions,
and build meaningful
connections with customers.
Market research and analysis
are fundamental components of
a strong marketing strategy,
providing insights into
06. consumer behavior, competitor
positioning, and emerging
trends to inform decision-
making and optimize resource
allocation.
APPENDIX II: BUDGET FRAME

NO Description Unit cost of dollar


1. Printing 6$
2. Cafeteria 3$
Total 9$

APPENDIX III: TIME FRAME

NO Activities Duration
1 Title preparation March 16
2 First chapter April 13
3 Second chapter May 11
4 Third chapter June 1
5 Proposal submission Not yet
APPENDIX IV: RESEARCHERS’ CURRICULUM VITAE

Safa Abdirisak Abdilahi


Tel: +252 (0)63 4625438, Email [email protected]
Hargeisa, Somaliland

Personal Summary

A highly resourceful, flexible, innovative, and enthusiastic whose accomplishment reflect strong
academics with demonstrated capacity for self-organization.

Education

Noradin Girls High School, Hargeisa


Dec 2020 – Dec 2021
To General Secondary Certificates of GCSE

Sidam College, Hargeisa


Aug 2015 – June 2016
To BBA

University of Hargeisa, Hargeisa


Dec 2021 – present
To BBA

Languages
 English (good in both  Somali (Native)  Arabic (Good in both
writing and speaking) writing and speaking)

Hobbies and Special Abilities/Skills

 Novels, history and community service (Hobbies).


 Interpersonal and team-working skill
 Leadership and critical thinking skill
 Communication skill
Hamda Mohamoud Othman
Tel: +252 (0)63 3981042, Email Hamda_Othman @gmail.com
Hargeisa, Somaliland

Personal Summary

A highly resourceful, flexible, innovative, and enthusiastic whose accomplishment reflect strong
academics with demonstrated capacity for self-organization.

Education

Salaama Girls High School, Hargeisa


Dec 2020 – Dec 2021
To General Secondary Certificates of GCSE

Noradin College, Hargeisa


Aug 2014 – June 2015
To BBA

University of Hargeisa, Hargeisa


Dec 2021 – present
To BBA

Languages
 English (good in both  Somali (Native)  Arabic (Good in both
writing and speaking) writing and speaking)

Hobbies and Special Abilities/Skills

 Novels, history and community service (Hobbies).


 Interpersonal and team-working skill
 Leadership and critical thinking skill
 Communication skill
Ridwan Saeed Ahmed
Tel: +252 (0)63 6645029, Email [email protected]
Hargeisa, Somaliland

Personal Summary

A highly resourceful, flexible, innovative, and enthusiastic whose accomplishment reflect strong
academics with demonstrated capacity for self-organization.

Education

Noradin Boys High School, Hargeisa


Dec 2020 – Dec 2021
To General Secondary Certificates of GCSE

Daljir College, Hargeisa


Aug 2017 – June 2018
To BBA

University of Hargeisa, Hargeisa


Dec 2021 – present
To BBA

Languages
 English (good in both  Somali (Native)  Arabic (Good in both
writing and speaking) writing and speaking)

Hobbies and Special Abilities/Skills

 Novels, history and community service (Hobbies).


 Interpersonal and team-working skill
 Leadership and critical thinking skill
 Communication skill
Najah Ahmed Abdi
Tel: +252 (0)65 7459123, Email [email protected]
Hargeisa, Somaliland

Personal Summary

A highly resourceful, flexible, innovative, and enthusiastic whose accomplishment reflect strong
academics with demonstrated capacity for self-organization.

Education

AL Huda Boys High School, Hargeisa


Dec 2020 – Dec 2021
To General Secondary Certificates of GCSE

Sidam College, Hargeisa


Aug 2015 – June 2016
To BBA

University of Hargeisa, Hargeisa


Dec 2021 – present
To BBA

Languages
 English (good in both  Somali (Native)  Arabic (Good in both
writing and speaking) writing and speaking)

Hobbies and Special Abilities/Skills

 Novels, history and community service (Hobbies).


 Interpersonal and team-working skill
 Leadership and critical thinking skill
 Communication skill
Jama Salad Salah
Tel: +252 (0)63 3198258, Email [email protected]
Hargeisa, Somaliland

Personal Summary

A highly resourceful, flexible, innovative, and enthusiastic whose accomplishment reflect strong
academics with demonstrated capacity for self-organization.

Education

Noradin Boys High School, Hargeisa


Dec 2020 – Dec 2021
To General Secondary Certificates of GCSE

Salama College, Hargeisa


Aug 2016 – June 2017
To BBA

University of Hargeisa, Hargeisa


Dec 2021 – present
To BBA

Languages
 English (good in both  Somali (Native)  Arabic (Good in both
writing and speaking) writing and speaking)

Hobbies and Special Abilities/Skills

 Novels, history and community service (Hobbies).


 Interpersonal and team-working skill
 Leadership and critical thinking skill
 Communication skill
Adnan Mawlid Mohamed
Tel: +252 (0)65 9192713, Email [email protected]
Hargeisa, Somaliland

Personal Summary

A highly resourceful, flexible, innovative, and enthusiastic whose accomplishment reflect strong
academics with demonstrated capacity for self-organization.

Education

Noradin Boys High School, Hargeisa


Dec 2020 – Dec 2021
To General Secondary Certificates of GCSE

Sidam College, Hargeisa


Aug 2015 – June 2016
To BBA

University of Hargeisa, Hargeisa


Dec 2021 – present
To BBA

Languages
 English (good in both  Somali (Native)  Arabic (Good in both
writing and speaking) writing and speaking)

Hobbies and Special Abilities/Skills

 Novels, history and community service (Hobbies).


 Interpersonal and team-working skill
 Leadership and critical thinking skill
 Communication skill

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