Volume 7, Issue 11, November – 2022 International Journal of Innovative Science and Research Technology

ISSN No:-2456-2165

Influence of Intensive Growth Strategies on

Performance of Registered SMEs in Kisumu County
Omeme Judith Auma (Maseno University), Gulali Donald Indiya (Maseno University)

Abstract:- The purpose of the study was to establish the operation of production, product quality, achievement of
influence of intensive growth strategy on the performance targets ,number of clients easiness in supervision, reduction
of SMEs in the county of Kisumu, Kenya. Anchored on in product cost and product diversification. Based on the
the theories of system and dynamics capabilities the study nature of the SMEs in Kisumu, what could well describe
sort to specifically establish the influence of market performance are effectiveness and efficiency.
penetration on the performance of these SMEs. A Effectiveness was therefore be assessed through goals,
correlational research design was adopted. The study was missions and objectives while efficiency entail maximum
carried out on a sample of 384 respondents from over resource utilization, output, ratio of overhead costs, and
7,000 SMEs in the county. Simple random sampling timeliness in service delivery. There are various factors that
technique was used to identify the respondents. Collection are associated to performance among SMEs, however, due to
data was done using structured questionnaires whose the challenges they face both in their products and market, the
reliability was checked by the experts in the department. most significant attributes are market and product, which can
The instruments reliability was checked by Cronbach “s be traced to the intensive growth strategies.
reliability coefficient .Data analysis was done using both
descriptive and inferential methods while results were Intensive growth strategy refers to a set of actions, goals
presented using tables .The findings of the study revealed and plans that provide an overview of how a business will
that marked penetration had the strongest significant compete in a particular market while safeguarding the present
effect on the performance (=. 353,p<.05) thus the null position and expanding the current product market space to
hypotheses was rejected .It was concluded that intensive achieve growth targets. (Midwa, 2008).It also refers to the
growth strategies have a positive and significance effect on approaches that are very important and useful for a business
the performance of SMEs in the county of Kisumu .The that has not fully exploited the opportunities that exists in their
study recommended that market penetration be current market using their available products. (Timothy,
enhanced in order to improve the performance of these Parpairis, MacDonald & Tosun .2013). Intensive growth
SMEs. The findings may aide the SMEs stakeholders and strategies were long outlined by Ansoff (1977), and termed as
the government to lift the economic growth and develop the product market expansion grid. According to Verhoeven
relevant policies through an intensive growth strategy. and Johnson (2017), Intensive growth strategies revolve
around two factors which are the product and the market. As a
Keywords:- Intensive Growth Strategy; Performance. result, there are four main strategies constructing intensive
growth strategy, these are; market penetration, market
I. INTRODUCTION development, product development and diversification
(Heikkila, Bouwman & Heikkila, 2017).
Performance of a firm refers to subjective measures of
how a firm uses its resources to create more wealth (Heikkila Small and medium enterprises accounts for a significant
& Heikkila 2017). Small and Medium Enterprises performance amount of a nation’s economic development. Business
can be understood from a qualitative perspective which covers systems recently have undergone a number of changes due to
the number of customer, efficiency, financial results and level globalization. These changes are in terms of growth in both
of production. (Anggadwita & Mustafid, 2014). It also entails size and magnitude. To cope with these changes, modern
cost of liquidity, dynamics of revenue ,productivity ,market management techniques are used in contemporary business
share and profitability (Gupta & Batra 2016) and Zimon environment. One of such techniques is intensive growth
(2018).Performance from a qualitative perspective refers to strategies. Intensive strategies have advocated the
goals achievement ,employees behavior and the leadership progressive use of SMEs to accelerate the pace of economic
style in the organization (Anggadwita & Mustafid growth especially in the developing countries (Njeru, 2015).
,2014),marketing,process and product innovation (Sheehan In the process, entrepreneurship education and promotion of
,2013),and customer satisfaction (Alpkan ,Yilmaz &Kaya entrepreneurial spirit has received adequate attention in
,2007). several countries, particularly the so-called Asian Tigers
(Owualah, 2018).
Gopang, Nebhwani, Khatri and Marri (2017), in their
work, describe SMEs performance using 14 indicators. These The economic drivers in Kenya are the Micro, Small and
included sufficient working capital ,reputation of the Medium enterprises which fall under the informal sector
organization, productivity, employee satisfaction, profits, popularly known as the Jua Kali sector. The sector currently
sales volume, prompt order delivery ,effectiveness in is receiving a lot of government attention and support as it

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ISSN No:-2456-2165
employs over 80% of the population and is seen as the employed by small businesses are reduction of the selling
solution to the biting unemployment especially amongst the price of the product or service to attract customers, increasing
youths. Over 65% of Kenyan population is youthful and product promotions to improve their pull strategy, expanding
unemployed. It is estimated that today, Kenya’s informal distribution channels to widen their reach, effecting
sector constitutes 98 percent of all businesses in the country, improvement on the product and zeroing the competitions
absorbs annually up to 50 per cent of new non-formal customers and distribution channels (Rusliati
employment seekers, has an employment growth rate of 12-14 &Mulyaningrum, 2019)
percent , contributes 30 percent total employment and 3
percent of GDP. However in the first quarter of the year 2020, Auma and Waithaka (2020) study’s investigated the
the Kenyan SME sector experienced a challenging economic influence of market penetration strategy on the organizational
period with a mired of challenges including invasion by locust performance of public universities in Kenya. The study was
and excessive flooding which was worsened by COVID 19 anchored on Ansoff’s growth-vector matrix and employed a
pandemic leading to partial and total lockdowns and supply cross sectional survey design with a total population (census)
chain shutdown. of the 33 public universities in Kenya. The respondents were
staff from marketing, planning and strategy, finance and
Cash flow was the greatest problem faced by SME administration departments of the universities. Data was
followed by disruption in sales as reported by the WYLDE collected through semi-structured research questionnaires,
Kenyan SME sector Performance report. Consequently, 26% which were self-administered to the respondents with the
of SMEs anticipated a hard time in paying salaries to their assistance of the researcher. Data was analyzed through
staff due to dwindling profits. Additionally, 19 % expected descriptive statistics and inferential statistics including
revenue losses while another 19 % of SMEs anticipated regression analysis and correlation to establish the potential
defaulting on their bank loans for over six months. Among the relationship between market penetration and the performance
factors that could save the extinction of these SMEs could be of the organization. The study found that market penetration
an appropriate strategy to help them remain afloat in the growth strategy has a positive influence on the performance
market, however, statistics shows that lack of appropriate of public universities. The universities have increased their
growth strategy mechanism has negatively impacted on the advertising expenditure to ensure the university services are
SMEs. Previous studies on SMEs have attributed to a number promoted adequately. It can be noted from this study that
of factors on their perpetual failure- ranging from inadequate market penetration has a positive influence performance.
accounting procedures to their inability to manage growth. However, this study was done on public universities which do
From this stand point, it is reasonable to suggest that intensive not have same characteristics as small and medium sized
growth strategies could be a key determinant in improving enterprises.
business performance of SMEs. Previous studies, emphasized
on the importance of strategic management practices. In Muriira (2018) assessed the effect of rebranding
Kisumu County, unlike other counties apart from Nairobi, strategy on performance among commercial banks in the
there are many, approximately 7,000 registered SMEs whose Kenya County of Nyeri. The study was guided by the Porters
role is yet to be recognized according to the data from single five force model and used a descriptive cross sectional
business permit licenses Kisumu County Government 2018. research design. The target group were the 79 operation
The SMEs also keep growing every day with increased managers and the departmental heads of Commercial banks
population and infrastructural development due to larger in Nyeri County. Semi-structured questionnaire was used to
percentage share of capitation from the National Government. collect data on rebranding strategies to competition.
The strategic practices of these SMEs are at stake due to Regression analysis was conducted to determine the
inability of the leaders to make appropriate strategic decisions. statistical significance of the attempted prediction between
Besides, in Kisumu County, the SMEs there has been poor rebranding strategies to competition and performance among
response to ever growing market due to emergence of strong commercial banks. Simple regression analysis showed that
competitors on daily basis. Moreover, there is also lack of rebranding strategy was not statistically significant. Multiple
information on the influence of intensive growth strategies on regression analysis showed that 61.1% of financial
the performance of these SMEs. This study therefore seeks to performance of commercial banks can be explained by the
unearth the influence of intensive growth strategies on other strategies. The study recommended that banks should
performance of SMEs in Kisumu County, Kenya. invest in research into financial innovations. This study shows
that there is a relationship between rebranding strategies
II. LITERATURE REVIEW which forms part of product development growth strategy.
However, it is clear that the relationship is not significant. In
 Market penetration and Performance addition, the study was done on commercial banks which does
Market penetration is the first option that small businesses not fully reflect the traits of small and medium enterprises.
tend to adopt hoping to grow and expand their operations and
suits best where there are no new products and no new markets Tanusondjaja, Nenycz-Thiel, Dawes and Kennedy
to enter (Tien, 2019), the small businesses left with no other (2018) investigated the contribution of each stock-keeping
choice will look at what it currently has and where it currently unit within a brand portfolio towards total brand penetration
is. The small business will thus market its existing products and market share, by adapting a method called Saturation
or services in the market it is with the aim of increasing its Curve Analysis. The study utilized UK and US data on
market share. Some of the market penetration strategies 90,000+ stock-keeping unit across 15 packaged goods

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ISSN No:-2456-2165
categories. The results showed that while the optimal number penetrates in most markets with ease. However, such a study
of stock-keeping unit in a portfolio is category specific, the has not been done on small and mediums sized enterprises in
top-selling stock- keeping unit contributes around 50% of the the county of Kisumu moreover the study was done on
brand penetration and 40% of sales. This establishes a cooperatives which are more advanced in business compared
benchmark for monitoring brand performance. These results to SMEs.
emphasize the importance of having top-selling stock-
keeping unit readily available to consumers, rather than Syahdan, Djaelani and Mahdi (2020) looked at the
sacrificing them over new product launches. Examining these relationship that exists between market orientation,
findings thus indicates that new product launches, which entrepreneur orientation, learning orientation, technological
emanate from product development, are not the best orientation and access to finance, and SME’s performance in
determinant of performance, although it was not specified. Indonesia. It provided a clear understanding about the
Given that the market under study was among the developed relationships among SME’s performance in Indonesia and
countries with sophisticated tools and structures in market market orientation, entrepreneur orientation, learning
penetration, such findings cannot be generalized on the orientation, technological orientation, and what mediating
problematic SMEs in Kisumu County, hence need for a new role financial access plays in this relationship. It was
study. established that identifying the strategic variables which may
reflect the aforementioned management activities or
Market penetration plays an important role in processes, such as marketing, innovativeness, risk taking,
performance of SMEs Suherna (2021) .The study analyzed technology and learning culture, which SMEs use will
the effect of customer relationship quality, entrepreneurial probably influence their performance. The findings of the
social competence and customer sensing on market study argued that to deal with the current external
penetration capabilities in the SME sector. In addition, by opportunities and menaces, new knowledge and skills for
taking market penetration capability as a mediating variable, improving their existing and future performances must be
the study also examined the effect of the independent variable provided for the organizations. Clearly, some elements of
on marketing performance in SMEs. The study results market penetration were left out. The study did not also
highlight several important findings regarding the directly deal with market penetration and performance on
competitive advantage of SMEs and the formation of SMEs, which is timely.
networks and highlight the importance of network formation
in SMEs, where the development of networks or partnerships Auma and Waithaka (2020) study found that market
is one of the critical success factors for improving SME penetration growth strategy has a positive influence on the
performance. Practically, this finding is useful to increase the performance of public universities while Muriira (2018)
interaction of SMEs with customers during certain stages in study showed that rebranding strategy was not statistically
the product development process to get positive added value significant on performance of commercial banks.
on product success and the formation of competencies that Tanusondjaja, Nenycz-Thiel, Dawes and Kennedy (2018)
encourage businesses to enter the market based on social estblaished that stock-keeping unit contributes around 50% of
familiarity, feature- oriented attractiveness, and interwoven the brand penetration and 40% of sales. Suherna (2021) study
customer emotional loyalty. was too indirect on the effect of customer relationship quality,
entrepreneurial social competence and customer sensing on
David, Kiiru and Hannah (2021) study on the influence market penetration capabilities in the SME sector. Finally,
of market penetration strategies on organizational David, Kiiru and Hannah (2021) indicated that adoption of
performance of dairy cooperatives in Meru County, Kenya market penetration strategies had a positive and significant
established that adoption of performance of dairy co- influence on performance of dairy co- operatives. These
operatives were significantly influenced by the market studies thus indicate that there is a mixture of findings with
penetration strategies adopted. This study adopted a both positive and negative results thus leading to lack of
descriptive survey research design and was confined to the 42 substantive conclusion. The current study seeks to establish
dairy cooperatives in Meru County, Kenya. The targeted the influence of market penetration on performance.
population comprised of 131 respondents in the position of
general managers, assistant managers, marketing managers III. RESEARCH METHODOLOGY
and officers from the Ministry of Agriculture, Livestock and
cooperatives. The sample size was 99 respondents. Stratified Correlation research design was used to examine a
random sampling technique was used to select the sample. relationship between two concepts where there is some kind
Semi structured questionnaire was used to collect data from of influence of one on the other or where one concept causes
the respondents. Multiple regression analysis was used to changes to occur in the other. The research design was
determine the effect of the three variables on organizational suitable in this study since it effectively examined the
performance of the co-operative societies. Based on the relationship between intensive growth strategies aspects and
findings on market penetration strategies, the study their influence on the performance of small and medium
concluded that competitive market penetration positions puts enterprises. The research was conducted within Kisumu city
the organizations products in a better place in reference to its in the central Business District. Kisumu County has
competitors. The organization lowers the prices of its approximately 7,000 small and medium sized enterprises. The
commodities and ensures that it offers better quality products target population of the study was 7000 proprietors of the 7,
and gives increasing incentives to dealers to ensure that it 000 registered small and medium enterprises in Kisumu

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ISSN No:-2456-2165
County. A sample size of 384 respondents was determined by questions which allowed extra information to be provided
use of simple random sampling technique. outside the structured responses during the survey. Piloting
was done to 30 respondents before the actual data collection
Both Primary and Secondary data collection techniques practice. Internal consistency of research tool was tested by
were used to collect data on Performance of SMEs in the employing Cronbach Coefficient Alpha test while internal
county of Kisumu and the Intensive growth strategy consistency of data was determined by correlating the scores
employed. The research instruments were designed to collect obtained. The data so collected was analyzed using SPSS and
quantitative data and administered through drop and pick presentation done using tables, texts and figures.
methods .The questionnaire had structured and open ended

IV. RESULTS AND DISCUSSIONS

Statements SD D N A SA M SD
Reducing the selling 52(13.6) 106(27.8) 16(4.2) 135(53.4) 72(18.9) 3.07 1.45
prices of services
Increasing promotion of the
product 48(12.6) 59(15.5) 34(8.9) 141(37) 99(26) 3.18 1.38
Increasing promotion of the
service 48(12.6) 52(13.6) 24(6.3) 152(39.9) 105(27.6) 2.52 1.36
Expanding
distribution channels 99(26) 99(26) 28(7.3) 101(26.5) 54(14.2) 2.44 1.35
Effecting improvements on
the product 99(26) 112(29.4) 35(9.2) 82(21.5) 48(12.6) 2.77 1.44
Zeroing on the competitors
channels 18(4.7) 12(3.1) 33(8.7) 145(38.1) 173(45.4) 3.46 1.40
Table 1:- Descriptive statistics.
Source Research Data 2021.

The results revealed that, majority, 135(35.4%) of the and forty five, that is 38.1% of the respondents indicated that
respondents agreed that they reduce the selling prices of the they zeroed in on the competitor’s distribution channels,
products which was also highly rated (M=3.07, SD=1.45). In which had a low rating (M=3.46, SD=1.40).From these
addition, the findings shows that majority, 141(37.0%) of the findings, it can be concluded that SMEs practiced market
SMEs owners increased promotions for their products and penetration strategy.
this was seconded by a high mean and standard deviation
(M=3.18, SD=1.38). It is further clear from the findings that  Correlation analysis statistics
increasing promotions for services was done by majority, The study established that there is a strong correlation
152(39.9%) of the SMEs owners who agreed as well as between market penetration and performance of SMEs in
105(27.6%) who strongly agreed. This was further confirmed Kisumu county (r=.531, p<.05). This implies that
by a high mean and standard deviation (M=2.52, SD=1.36). performance of SMEs in Kisumu County is strongly
Majority, 101(26.5%) of the respondents agreed that they associated with market penetration such that the more the
expanded their distribution channels although to a small SMEs penetrate the market, the better the performance as
extent (M=2.44, SD=1.35) while 112(29.4%) declined that shown in table 2.
they effected improvement of their products. One hundred

Performance Market penetration

Person correlation 1 .531**
Performance Sig. (2-tailed) .000
N 381 381
Pearson Correlation .531** 1

Market Penetration Sig. (2-tailed) .000

N 381 381
**Correlation Significance at 0.01 level (2-Tailed)
Table 2:- Correlation between Market penetration and Performance of SMEs

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 Regression analysis statistics
Further illustration from the standard multiple linear regression the results of the standard coefficient indicates that market
penetration has a positive and significant effect on performance of SMEs (β=.353, p<.05). The findings of the unstandardized
coefficient were (b=.317, p<.05). This means that for every one unit improvement in market penetration, there is a 0.317 magnitude
of improvement in performance of SMEs in Kisumu County based on the study scale used. Thus rejecting the null hypothesis as
indicated in table 3.

Unstandardized Standard T Sig Collinearity

Co-efficient Co-efficient Statistics
B Std Beta Tolerance VIF
Error
Constants .317 .042

Market .317 .042 .353 7.458 0.000 .741 1.349

Penetration

Table 3:- Co-efficient Results on Market Penetration and Performance of SMEs

V. CONCLUSIONS AND RECOMMENDATIONS [4]. Ansoff, H. I. (1977). The changing shape of the
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