CUSTOMER RELATIONSHIP MANAGEMENT STRATEGIES, TECHNOLOGY INFRASTRUCTURE AND SALES PERFORMANCE IN MEDIUM-SIZED CARBONATED SOFT DRINK MANUFACTURING FIRMS IN NAIROBI COUNTY, KENYA.
| dc.contributor.author | ELIAS NYAGA | |
| dc.date.accessioned | 2026-03-31T10:44:02Z | |
| dc.date.available | 2026-03-31T10:44:02Z | |
| dc.date.issued | 2025-08 | |
| dc.description | Thesis | |
| dc.description.abstract | Food and beverage firms face challenges such as poor data integration, weak feedback management, and limited technology adoption, which hinder sales performance. This study examined how the Customer Relationship Management strategies, moderated by technology infrastructure, influence sales in Kenya’s medium-sized carbonated soft drink manufacturing firms. Customer Relationship Management strategies were conceptualized into four dimensions of customer knowledge, interaction, feedback, and value. Theories guiding the study included the Attention, Interest, Desire, and Action Model, Dynamic Capability Theory, E-Customer Knowledge Management Model, Relationship Marketing Theory, Voice of the Customer Theory, Customer Perceived Value Theory, and the Technology Adoption Model. A descriptive research design targeting 86 staff, of whom 71 responded, yielding a robust 82.6% response rate was carried out. Data were collected through structured questionnaires. SPSS (version 27) was utilized in data analysis, combining descriptive statistics, multiple regression, and diagnostic tests for normality, homoscedasticity, and multicollinearity. Inferential results revealed that customer interaction (β = 0.559, p < 0.001) and customer value (β = 0.483, p < 0.001) significantly enhanced sales performance, while customer knowledge (β = 0.065, p = 0.603) had a positive but insignificant effect. Customer feedback demonstrated a negative yet statistically significant effect (β = –0.625, p < 0.001), highlighting the risk of unmanaged feedback undermining performance. Collectively, the four Customer Relationship Management dimensions explained 52.3% of the variance in sales performance (R² = 0.523, F = 18.089, p < 0.001). Moderated regression showed that technology infrastructure exerted a strong positive effect (B = 0.198, p < 0.001), raising the model’s explanatory power to 53.6% (R² = 0.536, F = 18.198, p < 0.001). The study concluded that effective customer interaction and delivery of superior value are the most influential Customer Relationship Management levers for sales growth, while technology infrastructure acts as a pivotal moderator that enhances the effectiveness. It recommends investing in robust Customer Relationship Management systems, systematically acting on customer feedback, and training staff on technology-enabled tools to strengthen competitiveness. Future research should extend to other industries and adopt longitudinal designs to capture evolving CRM–performance dynamics. | |
| dc.identifier.uri | https://repository.cuea.edu/handle/123456789/623 | |
| dc.language.iso | en_US | |
| dc.publisher | THE CATHOLIC UNIVERSITY OF EASTERN AFRICA | |
| dc.subject | Customer relationship management (CRM) strategies | |
| dc.subject | technology infrastructure | |
| dc.subject | sales performance | |
| dc.subject | manufacturing firms | |
| dc.subject | carbonated soft drinks industry | |
| dc.subject | medium-sized enterprises | |
| dc.subject | Nairobi County | |
| dc.subject | Kenya | |
| dc.title | CUSTOMER RELATIONSHIP MANAGEMENT STRATEGIES, TECHNOLOGY INFRASTRUCTURE AND SALES PERFORMANCE IN MEDIUM-SIZED CARBONATED SOFT DRINK MANUFACTURING FIRMS IN NAIROBI COUNTY, KENYA. | |
| dc.type | Thesis |