CORPORATE REPUTATION AND MARKETING PERFORMANCE OF THE ALCOHOLIC BEVERAGE INDUSTRY IN PORT HARCOURT
TABLE OF CONTENTS
Title page - - - - - i
Certification - - - - - iii
Dedication - - - - - iii
Acknowledgements - - - - - iv
Abstract - - - - - v
Table of Contents - - - - - vi
List of Tables - - - - - vii
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study - - - - - 1
1.2 Historical Background of Unilever Nigeria Plc - - - 3
1.3 Statement of the Problem - - - - - 5
1.4 Objectives of the Study - - - - - 6
1.5 Research Questions - - - - - 7
1.6 Hypotheses of the Study - - - - - 7
1.7 Significance of the Study - - - - - 8
1.8 Scope of the Study - - - - - 9
1.9 Limitations of the Study -----9
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1 Introduction - - - - - 10
2.2 What Is “New” About New Product? - - - - 10
2.3 What Is A New Product Development? - - - - 11
2.4 What Is Product And/Or Service Management? - - - 12
2.5 Sources of New Product - - - - - 13
2.5.1 A new product can also come into being through three major processes 14
2.6 Product Classification - - - - - 16
2.7 Market Research and New Product Development - - - 18
2.8 The Scope of Market Research - - - - - 20
2.9 Research Institutes and Products Development - - - 23
2.10 New Product Planning - - - - - 23
2.11 Stages in New Product Development Process - - - 24
2.2.1 Introduction Stage - - - - - 31
2.12.2 Growth Stage - - - - - 32
2.12.3 Maturity Stage - - - - - 33
2.12.4 Saturation Stage - - - - - 33
2.12.5 Decline Stage - - - - - 33
2..12.6 Decline and Possible Abandonment - - - - - 34
2.13 Product Introduction Stage – Strategies - - - - 36
2.13.1 High Profile Strategy - - - - - 36
2.13.2 Selective Penetration Strategy - - - - - 37
2.13. 3 Preemptive Penetration Strategy - - - - - 37
2.13.4 Low Profile Strategy - - - - - 37
2.13.5 Growth Stage – Strategies - - - - - 38
2.13.6 Maturity Stage – Strategies - - - - - 38
2.13.7 Declining Stage – Strategies - - - - - 39
2.14 Consumer Adoption Process - - - - - 40
2.15 Management and Funding Of New Product Development - - 41
2.16 Sources of Finance - - - - - 50
2.17 Product Mix Strategies - - - - - 53
2.17.1 Product Packaging - - - - - 55
2.17.2 Product Branding - - - - - 55
2.17.3 Product Labelling - - - - - 56
2.17.4 Products Colouring - - - - - 56
2.18 Why New Products Fail - - - - - 57
2.19 Costs of Failure of New Products - - - - - 60
2.20 Corrective Measures against New Product Failure - - - 62
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction - - - - - 63
3.2 Research Design - - - - - 63
3.3 Sources of Data - - - - - 63
3.4 Data Collection Instrument - - - - - 64
3.5 Questionnaire Design and Administration - - - - 65
3.5 Sample Size\Population of the Study - - - - - 66
3.6 Sample Procedure - - - - - 67
3.8 Reliability of Instruments - - - - - 68
3.9 Data Treatment Technique - - - - - 69
References
CHAPTER FOUR
4.1 Presentation and Analysis of Data - - - - - 71
4.2 Analysis of Questionnaire - - - - - 71
4.3 Testing of Hypotheses - - - - - 89
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Introduction - - - - - - 96
5.2 Summary of Major Findings - - - - 96
5.3 Conclusion - - - - - 97
5.4 Recommendations - - - - - 97
5.5 Suggestions for Further Studies - - - - - 99
Bibliography
Appendix
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
Reputation is seen by many commentators as an important asset which could be used as a competitive advantage and a source of financial performance. A “good” reputation is identified as an intangible resource which may provide the organisation with a basis for sustaining competitive advantage given its valuable and hard to imitate characteristics (Hall, 2003; Barney 2001). Corporate reputation is not a newborn issue neither in academic world nor practice. The term has evolved with the passage of time to become a strategic and intangible corporate asset and it has been used in daily life, business, and politics, etc. for a very long time. Reputation matters and it explain why customers choose company product or service in preference to competitors offering.
These major forces have created newbehaviors and challenges. Kotler (2000) argues that customers increasingly expect high quality, service andsome customization. They perceive fewer real product differences and show less brand loyalty. They canobtain extensive product information from the internet and other sources, permitting them to shop moreintelligently. They are showing greater price sensitivity in their search for value. Brand manufacturers arefacing intense competition from the domestic and foreign brands, which is resulting in rising promotioncosts and shrinking profit margins. Small alcoholic beverages are succumbing to the growing power ofgiant alcoholic beverages and the Category Killers.
It is important therefore to note that, Retail Sector is constantly changing so fast that those who donot innovate with time will ultimately lose substantially. It is an evolving industry which must cope with thevarious changes taking place. Jaworski and Kohli (2003) concluded that the ability of a firm to respond toidentified changes in the market or customer behavior is an important feature exhibited by successful firms.Kotler (2001) argued that today’s consumers are able to access objective information on competing brands,including costs, prices, features, and quality without relying on individual manufacturers or alcoholicbeverages distributors. In many cases they will be able to specify the customized services they want. Theywill be able to specify the prices they are willing to pay, and wait for the most eager sellers to respond. Theresult is the dramatic shift of economic power from alcoholic beverages to consumers. Sternquist (2009)argues that alcoholic beverages have been forced to engage in international expansion for a variety ofreasons. Key among them are; the desire to reach beyond a mature home market with low growth potential,
a need to diversify the investment, intense competition locally and the economic down turn.
Marketers are therefore changing their philosophies, concepts and tools in order to survive duringthis competitive era. From focusing on transactions to building long term profitable customer relationships,from making profit from each sale to making profits by managing customer lifetime value, from a focus ofgaining market share to a focus on building customer share i.e. by offering the best firm to selling the sameoffer in the same way to individualizing, customizing messages and offers. Companies will be able to designtheir own product features on the company’s web page. From heavy reliance on one communication tool tosuch as advertising or sales force blending several tools to deliver on a consistent brand image to customersat every brand contact. From treating intermediaries as customers to treating them as partners in deliveringvalue to final customers. From thinking that marketing is done only by marketing, sales, and customersupport personnel to recognizing that every employee must be customer focused, Kotler (2000).
Ansoff (2009) conceptualized the effects of environmental changes on the firms strategy andcapability. He stated that for a given environment an organization must come up with a suitable strategy. Hesuggested that there must be a fit between the existing strategy and the prevailing environment for theorganization to remain successful which must be supported by company’s internal capability.Benefits of a good reputation are seen as including higher customer retention rates and associated increased sales and product selling prices (Shapiro, 2003), and reduced operating costs (Podony, 2003). Notwithstanding these potential benefits, questions continue to be raised about the adequacy of the reputation construct (Gotsi and Wilson, 2001), how the benefits of corporate reputation are realised financially (Eberl and Schwaiger, 2005) and the direction of the reputation-performance relationship.
Following the approach adopted by Rose and Thomsen (2004), this study examines Australian data to ascertain any relationship between reputation and organisational performance. The paper commences with a review of the extant literature on reputation, its definition, measurement and association with financial performance. We then describe the method and data sources used in the study, followed by an analysis and summary of the results. This is followed by a discussion of the findings and a brief review of two industry-based cases which illustrate points of the discussion. We conclude by discussing the implications of the research.
1.2 Statement of the Problem
Alcoholic beverage companies have played a role in the country’s economic growth. They generaterevenue to the government through taxes; create employment to the locals in the product manufacturing,packaging and distribution to the retail outlets. The alcoholic beverages companies have significantly grownin Port Harcourt. The effect of this has beena reduction in market share, declining profitability and stiff competition. As a result companies have beenforced to craft strategies in order to sustain or grow their market share, expand to new territories or markets,acquire new technologies, develop brand or line extensions, reduce costs and risks (Oliver, 2005).
Alcoholicbeverage companies in Port Harcourt need to adopt distribution strategies that ensure they reach their marketsefficiently.According to Ramamurthy (2007) consumers expect that alcoholic beverages will offer the rightmatch in terms of right product offering, quantities, place, time, and price by the right appeal. Retailing in Port Harcourt has gone through a significant change in the last couple of years with a complete shift in shopper’s
expectations and experiences. While the shoppers have remained the same everything has changed and gonemega, ranging from the size of the outlets to the layout, the ambience, the experience, the service, theloyalty, Incentives to the way promotions are done (Hasty and Reardon, 2007).Future managers need a systematized body of knowledge about how it works and how changingenvironmental factors will affect their present and future strategies. Presenting such knowledge is achallenge considering the complexity of human behavior, the highly competitive nature of the retail businessand the large number of environmental factors such as weather, government regulation, supply availability,economic conditions, technological change, and the vagaries of fashion, changing consumer habits andexpectations, social change and the squeeze on space. Companies have therefore been forced to build
organizations that consistently deliver the best customer offers. This has been made possible by adopting thebest retail strategies which identifies the needs and wants of a market place and customizing marketingefforts at the store and the individual level allowing the alcoholic beverages capitalize on differences in theconsumer and competition (Hasty and Reardon, 2007).
Randal(2001) argues that by adopting the best retail strategies, most companies have managed to geta clear path to beat competition, succeed in difficult markets, increase their sales and profits, but above allincrease your customer’s satisfaction and loyalty.
1.3Purpose of the Study
The purpose of this study is to investigate Corporate Reputation and Marketing Performance of the Alcoholic Beverage industry in Port Harcourt. The objectives of the study are;
1. To investigate the relationship between Corporate Image and Marketing Performance of the Alcoholic Beverage Industry in Port Harcourt.
2. To establish the extent to which Customer Orientationand Marketing Performance of the Alcoholic Beverage Industry in Port Harcourt.
3 To examine extent to which Quality of the Managementand Marketing Performance of the Alcoholic Beverage Industry in Port Harcourt.
1.4 Research Questions
i) To what extent does Corporate Image enhance Marketing Performance of the Alcoholic Beverage Industry?
ii) To what extent does Customer Orientation enhance Marketing Performance of the Alcoholic Beverage Industry?
iii) To what extent does Quality of the Management enhance Marketing Performance of the Alcoholic Beverage Industry?
1.5 CONCEPTUAL FRAMEWORK OF CORPORATE REPUTATION AND MARKETING PERFORMANCE
Corporate Image (CI)
Market share (MS)
MARKTEING PERFOMRNACE (MP)
CORPORATE REPUTATION (CR)
Source: Conceptualized from literature, 2015
1.6 Research Hypotheses
The following null hypotheses are formulated from the above specific objectives:
H01: There is no significant relationship between Corporate Image and Market Share in Alcoholic Beverage Industry in Port Harcourt.
H02: There is no significant relationship between Corporate Image and Service Qualityin Alcoholic Beverage Industry in Port Harcourt.
H03: There is no significant relationship between customer Orientation and Market Share in Alcoholic Beverage Industry in Port Harcourt.
H04: There is no significant relationship between customer Orientation and Service Quality in Alcoholic Beverage Industry in Port Harcourt.
H05: There is no significant relationship between Quality of the Management and Market Share in Alcoholic Beverage Industry in Port Harcourt
H03: There is no significant relationship between Quality of the Management and Market Share in Alcoholic Beverage Industry in Port Harcourt
1.7 Significance of the study
It is anticipated that the study will be of benefit to the alcoholic beverages companies, its managerswill be able to articulate the retail marketing strategies aimed at winning and retaining retail customers.
The study will help customers or alcoholic beverages understand the interventions companies shouldimplement in addressing the challenges that affect them from both the internal and external environment.Other companies would benefit from the findings of the study especially when benchmarking themselveswith other players in the same industry line or different industry dealing with alcoholic beverages in theirdistribution chain or in the area of strategic responses.
The study will also add value to the existing body of knowledge in the area of marketing, strategicresponses companies should adopt in order to gain a competitive advantage. It will also set foundation forscholars and researchers who wish to further understand the strategies that have been adopted by thedifferent companies in Port Harcourt
1.8 Scope of the Study
The general scope of this study covers Corporate Reputation and Marketing Performance. The geographical scope is Rivers State of Nigeria. The units of analysis covers randomly Managers, Staff and customers of Alcoholic Beverage Industry in Port Harcourt.
1.9 Limitation of the Study
The researcher was faced with the following constraints in carrying out this study:
Time: The time within the researcher is too short to carry on the detail study on this topic.
Resources: Another constraint of the researcher is financial resources to carry on the detail study of this topic.
Data: another limitation to this study will be lack of data to make valid study on the research problem.
1.10 Definition of Terms
Corporate Reputation: The collective assessments of a corporation's past actions and the ability of the company to deliver improving business results to multiple stockholdersover time. For example, many businesses assess corporate reputations usingfinancial soundness, quality of management, products and services and marketcompetitiveness as the criteria for ranking.
Managerial Reputation: Activities performed by individual or organization which attempt to maintain or create a certain frame of mind regarding themselves in the public eye.
Market share: A percentage of total sales volume in a market captured by a brand, product, or company.
Service quality:An assessment of how well a deliveredservice conforms to the client'sexpectations.
Service businessoperators often assess the service quality provided to their customers in order to improve their service, to quickly identify problems, and to better assess client satisfaction.
CHAPTER FIVESUMMARY, CONCLUSION AND RECOMMENDATIONS5.1 SUMMARY OF FINDINGSThe purpose of this study was to investigate Corporate Reputation and Marketing Performance of the Alcoholic Beverage industry in Port Harcourt. The objectives of the study are; 1. To investigate the relationship between Corporate Image and Marketing Performance of the Alcoholic Beverage Industry in Port Harcourt.2. To establish the extent to which Customer Orientation and Marketing Performance of the Alcoholic Beverage Industry in Port Harcourt.3 To examine extent to which Quality of the Management and Marketing Performance of the Alcoholic Beverage Industry in Port Harcourt.Findings from the study revealed that majority of the respondents are of the opinion that there is a significant relationship between corporate image and market share in Port Harcourt. Another finding from this revealed that corporate image influences the market share in Port Harcourt.5.2 CONCLUSIONIt has been established that single stakeholder perceptions can be used for effective corporate reputation management. The key implication of this study is that managers’ subjective assessment of consumers’ perceptions of corporate reputation relates to their assessments of organisational performance. Moreover, it indicates that corporate reputation is associated to the market share performance, but only at a moderate level (.38 p< .01). It implies that there are other direct marketing initiatives that would influence performance more directly and effectively, that is, reputation alone is not sufficient to drive organisational performance, and increased reputation does not necessarily lead to increased profitability. This is consistent with research that suggests that while consumers say they are willing to pay a premium for goods, it does not always eventuate in the market (Nguyen and Leblanc, 2001). It also concurs with other research questioning the value of CSR initiatives (Luo and Bhattacharya, 2006). As such, a socially responsible reputation may simply become one of the overall attributes that consumers expect modern organisations to deliver along with the traditional product core features. Therefore, a purposeful formulation and sustained communication of a corporate reputation, potentially, strengthens other marketing initiatives in achieving successful market operation.These conclusions have implications for allocating budget to support the implementation of a strong corporate reputation and all the associated activities. This does mean that the organisation also needs to have someone responsible for managing its corporate reputation in a focused and structured fashion, rather than seeing it as one of many communication activities. Further work needs to be undertaken to identify how company reputation can be more effectively managed.It has been established that single stakeholder perceptions can be used for effective corporate reputation management. The key implication of this study is that managers’ subjective assessment of consumers’ perceptions of corporate reputation relates to their assessments of organisational performance. Moreover, it indicates that corporate reputation is associated to the market share performance, but only at a moderate level (.38 p< .01). It implies that there are other direct marketing initiatives that would influence performance more directly and effectively, that is, reputation alone is not sufficient to drive organisational performance, and increased reputation does not necessarily lead to increased profitability. This is consistent with research that suggests that while consumers say they are willing to pay a premium for goods, it does not always eventuate in the market (Nguyen and Leblanc, 2001). It also concurs with other research questioning the value of CSR initiatives (Luo and Bhattacharya, 2006). As such, a socially responsible reputation may simply become one of the overall attributes that consumers expect modern organisations to deliver along with the traditional product core features. Therefore, a purposeful formulation and sustained communication of a corporate reputation, potentially, strengthens other marketing initiatives in achieving successful market operation.These conclusions have implications for allocating budget to support the implementation of a strong corporate reputation and all the associated activities. This does mean that the organisation also needs to have someone responsible for managing its corporate reputation in a focused and structured fashion, rather than seeing it as one of many communication activities. Further work needs to be undertaken to identify how company reputation can be more effectively managed.It has been established that single stakeholder perceptions can be used for effective corporate reputation management. The key implication of this study is that managers’ subjective assessment of consumers’ perceptions of corporate reputation relates to their assessments of organisational performance. Moreover, it indicates that corporate reputation is associated to the market share performance, but only at a moderate level (.38 p< .01). It implies that there are other direct marketing initiatives that would influence performance more directly and effectively, that is, reputation alone is not sufficient to drive organisational performance, and increased reputation does not necessarily lead to increased profitability. This is consistent with research that suggests that while consumers say they are willing to pay a premium for goods, it does not always eventuate in the market (Nguyen and Leblanc, 2001). It also concurs with other research questioning the value of CSR initiatives (Luo and Bhattacharya, 2006). As such, a socially responsible reputation may simply become one of the overall attributes that consumers expect modern organisations to deliver along with the traditional product core features. Therefore, a purposeful formulation and sustained communication of a corporate reputation, potentially, strengthens other marketing initiatives in achieving successful market operation.These conclusions have implications for allocating budget to support the implementation of a strong corporate reputation and all the associated activities. This does mean that the organisation also needs to have someone responsible for managing its corporate reputation in a focused and structured fashion, rather than seeing it as one of many communication activities. Further work needs to be undertaken to identify how company reputation can be more effectively managed.It has been established that single stakeholder perceptions can be used for effective corporate reputation management. The key implication of this study is that managers’ subjective assessment of consumers’ perceptions of corporate reputation relates to their assessments of organisational performance. Moreover, it indicates that corporate reputation is associated to the market share performance, but only at a moderate level (.38 p< .01). It implies that there are other direct marketing initiatives that would influence performance more directly and effectively, that is, reputation alone is not sufficient to drive organisational performance, and increased reputation does not necessarily lead to increased profitability. This is consistent with research that suggests that while consumers say they are willing to pay a premium for goods, it does not always eventuate in the market (Nguyen and Leblanc, 2001). It also concurs with other research questioning the value of CSR initiatives (Luo and Bhattacharya, 2006). As such, a socially responsible reputation may simply become one of the overall attributes that consumers expect modern organisations to deliver along with the traditional product core features. Therefore, a purposeful formulation and sustained communication of a corporate reputation, potentially, strengthens other marketing initiatives in achieving successful market operation.These conclusions have implications for allocating budget to support the implementation of a strong corporate reputation and all the associated activities. This does mean that the organisation also needs to have someone responsible for managing its corporate reputation in a focused and structured fashion, rather than seeing it as one of many communication activities. Further work needs to be undertaken to identify how company reputation can be more effectively managed.It has been established that single stakeholder perceptions can be used for effective corporate reputation management. The key implication of this study is that managers’ subjective assessment of consumers’ perceptions of corporate reputation relates to their assessments of organisational performance. Moreover, it indicates that corporate reputation is associated to the market share performance, but only at a moderate level (.38 p< .01). It implies that there are other direct marketing initiatives that would influence performance more directly and effectively, that is, reputation alone is not sufficient to drive organisational performance, and increased reputation does not necessarily lead to increased profitability. This is consistent with research that suggests that while consumers say they are willing to pay a premium for goods, it does not always eventuate in the market (Nguyen and Leblanc, 2001). It also concurs with other research questioning the value of CSR initiatives (Luo and Bhattacharya, 2006). As such, a socially responsible reputation may simply become one of the overall attributes that consumers expect modern organisations to deliver along with the traditional product core features. Therefore, a purposeful formulation and sustained communication of a corporate reputation, potentially, strengthens other marketing initiatives in achieving successful market operationThis chapter examined, firstly, the notion of adaptive resilience, or the potential influence that superior reputation has on the capacity of firms to sustain above average financial performance over time. This examination was carried out using an alternative, truly longitudinal methodology known as survival analysis. Secondly, also using survival analysis, this study investigated the potential influence that superior reputation has in assisting firms to return to an above average performance position following a period of below average performance, termed ‘rebound resilience’. While generally consistent with earlier literature asserting that a firm’s financial reputation is essential to sustained profitability (Roberts and Dowling, 1997; Roberts and Dowling, 2002; Choi and Wang, 2009), the results reflect that other reputational dimensions also have an influence, albeit to a lesser degree, on a firm’s capacity to both sustain above average financial performance over time, and to rebound from a below average performance position faster than firms without such standing.5.3 RECOMMENDATIONSExtant research sees reputation as a significant corporate asset, but examinations of the downstream performance impacts of strong reputations have exhibited significant theoretical and empirical limitations and have consequently provided very mixed evidence. Conceptualizations of the mechanisms by which firms’ reputations affect financial performance are underdeveloped, and the use of highly aggregated, biased, and ambiguous measures of reputation, and single indicators of financial performance has limited the intellectual and practical impact of research to date. Using a unique database, in this paper we are the first to unpack impacts of distinct dimensions of reputation on financial performance, and to examine the influence on these individually and in conjunction with each other on a range of measures of financial performance. We show that distinct aspects of reputation influence performance differently, that reputations are more relevant for some aspects of financial performance than others, and that strong complementarities exist between dimensions of reputation in respect of their influence on downstream financial performance. In so doing, we significantly extend the literature on reputation and financial performance in both theoretical and empirical terms.
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