Effects of direct sales strategy as a strategic response to the performance of commercial banks in a changing competitive environment in Kenya

Abstract

The purpose of this study is to examine effects of direct sales strategy as a strategic response to the changing and competitive banking environment in Kenya, hence the findings from this study can be used by other firms and not necessarily banks to enhance their strategic responses in the environment they are operating. The study provide a review on concept of strategy, direct sales strategy, the role of direct sale as a strategic response and general strategic response to competition in relation to contributions of respective authors in the field of business. The study undertook a descriptive research design while the population of this study consisted of all commercial banks operating in Kenya. Primary data was collected by the use of structured questionnaires. It was observed that majority of the banks have 10 – 20 branches country wide indexed by 44.4%, where as those with 20 and above branches indexed 40.7% and finally those with fewer branches at 14.8%. This clearly depicts the competition pressure within this industry. The study measured direct sales strategy as a strategic response on the competitive environment in building trust with customers and where majority of the agreed to all of the indicators i.e. customer loyalty, complaint management, customer complementary and customer referrals as key performance indicators brought about by direct sales strategy. It was concluded that consumers benefit from direct selling because of the convenience and service it provides including personal demonstration and explanation of products, home delivery and getting service at your convenience. Direct selling enhances the retail distribution infrastructure of the bank and serves consumers with a convenient source of quality products. Successful management of firm growth is a major goal of the strategic planning process. Success in growth markets is influenced by many factors. Generally, these factors evolve around making the right decisions in exploiting market opportunities and avoiding risks inherent in rapid product-market expansion. Growth via direct sales strategy has become imperative for many firms, and the existence of competitive edge management. The study strongly advocates that direct sales management in banks should be broadened in response to changes in business environment. Performance measures in social network type of environment should be reevaluated based on the social networking ICT infrastructure as key indicators towards reaching customer in direct sales initiatives.