| dc.description.abstract | To the best of the researcher’s knowledge, no study had been done on the foreign market strategy
Kenya Commercial Bank into the East Africa region. This was despite its success in establishing
networks in many nations of the world. This study therefore sought to fill the gap in literature by
investigating the foreign marketing strategies adopted by Kenya Commercial Bank . This was a
case study since the unit of analysis is one organisation. This case study aimed at getting detailed
information regarding the strategies adopted by Kenya Commercial Bank into the East Africa
region. The researcher used both primary and secondary data. Primary data was collected using
self-administered drop and pick interview guides while secondary data was collected by use of
desk search techniques from published reports and other documents. The respondents of this
study were the senior staffs, who include top, middle and lower level managers working at
Kenya Commercial Bank. The interview guides were self administered to give the respondents
time to respond to the questions at their convenience. the completed questionnaires were edited
for completeness and consistency. A content analysis was employed.
The study found that the bank had plans to enter in another internatioanal markets in Africa
region as well as beyond the region. The bank intend to use both strategic alliances and foreign
direct investments/ wholly owned subsidiaries, agencies/franchising/contracts strategies to
achieve it objectives. From the findings, the study concluded that the success of foreign market is
influenced by export knowledge, commitment, technological superiorities of the exported
products and external support programmes such as government assistance influenced. The study
recommends the banks to consider the environmental factors when adopting the strategies.
The firms need to consider the capability to fill the gaps left by the other financial
organization while entering foreign markets.The level of the operational strategies for the
foreign branches need to be increased. The decisions should be made at the host country
by the management. The banks should be able to respond to economic environmental
changes in the host country. The study recommends banks to come up with Product
Differentiation Strategies by segmenting the customers based on their needs, size and
type of business and designing products that meet the unique needs of these customer
segments and also creating a pricing strategy for each segment. | en |
