Brand equity is recognized as the driving force of customer loyalty in the competitive firms operating in the changing business environment. The culture of attracting and retaining customers is dependent on which organization can enhance the value of their products to conform and exceed customer needs. By extension, brand equity is regarded as a multi-dimensional facet that comprise of brand loyalty, brand awareness, brand association, perceived quality, brand association and proprietary assets. Theories and models which have been discussed extensively and inform the basis of arguments of this study include; brand equity theory, consumer utility theory, customer based brand equity model, service branding dominant logic model and brand evolution model. Despite conflicting ideologies and evolving nature of brand equity based on psychological aspects of consumers like attitudes and perceptions, it is noted that that there is a positive correlation between brand equity and customer loyalty. Based on the existing literature, it can be concluded that brand equity is the only strategic marketing initiative companies can enhance customer relations and sustainability. Therefore, it is recommended that companies should always strive to enhance their image in the mind of consumers by repositioning their brands in the market. Contribution/Originality:This study contributes to existing literature by developing the link between brand equity, company attributes, customer attributes and customer loyalty. INTRODUCTIONIn a world of global competition and changing consumer needs, brands have continued to remain strategic drivers among competitive firms operating in the global and local marketplaces (Kapferer, 2008). Organizations are using brand management strategies to achieve their goals in the changing business environment (Kotler & Keller, 2009). Increased competition in multiple industries has resulted to enhanced brand management techniques which focus on enhancing customer loyalty (Martens & Hilbert, 2011). With changing customer needs and wants, brand management has continued to evolve since 1980s. Companies operating in the 21 st century have continued to invest in brand management in order to increase their productivity. Calvo and Calvo (2012) suggest that a brand is understood by customers based on different perspectives that range from psychological aspects and organizational attributes. Product and services can receive a distinct identity in the mind of consumers by fulfilling the expectations of the consumer. Argues that consumers are likely to have a permanent memory stick of brands that exceed their expectations and vice versa. Internal and external stakeholders are likely to have a strong attachment
Technological Initiatives on Operational Performance of Public Universities in Kenya 1. IntroductionIn the contemporary business environment, organizations are striving to enhance operational efficiency and effectiveness by embracing different strategies (Efendioglu & Karabulut, 2010). Technological initiatives adopted by organizations are not only intended to achieve its short-term and long-term objectives but also to enable the organization navigate in the unpredictable business environment (Agboola, 2011).Operational performance is described as the extent to which an organization can eliminate wastage, reduce cycle time, enhance service efficiency and effectiveness, conform to regulations and manage its resources such as people, information, technology and raw materials in a leaner practice (Nicolaou & Bhattacharya, 2014; Nicol, 2013). Technological initiatives are viewed to be a function of operational performance (Nakhumwa 2013). Managers in organizations can promote the technological culture among workers by encouraging workers to make independent decisions, allocating workers more challenging tasks and encouraging employees to consult or work as a team to achieve organizational goals (Abu & Tareq, 2016).Subsequently, Arif ( 2018) and (Karuhanga, 2015) attested that technology in any systems can be promoted by equipping employees with new skills and knowledge in order to perform their duties in a more efficient and effective manner. For any organization to be globally competitive, prior investment in infrastructure and human capital are inevitable. Diversification, identification of new market opportunities and adoption of new techniques and processes in production are technological practices that enhance operational performance of organization (Karuhanga, 2015).For any company to attain its global ambitions technology is inevitable (Okotoh, 2015). Individual and systemic challenges experienced when introducing new technologies in any system can be managed by effectively equipping employees with ICT skills and at the same time educating workers the value of technology in the system (Kabagambe, Ogutu & Munyoki, 2012).Inability of organizations to implement new policies, expand market share and maximize profits is attributed with challenges of technology from one organization to another (Aduda & Kingoo, 2012). Further, Nakhumwa (2013 acknowledged that, poor service delivery, decreased market share and failure of the organization to change operational models are all aspects that reflect the inability of managers to articulate benefits associated with technology.Embracing appropriate technology in any systems not only enhances procurement, financial, logistics and marketing functions but also overall customer experience (Raineri, 2011. Ability of organizations to maximize profits, increase volume of sales,
In the world of competition, large and small organizations are rethinking on continuous improvement as a strategy of enhancing operational performance (Ikay& Aslan, 2011). Continuous improvement can be viewed as an approach where firms commit themselves in improving services, systems, products and training workers with an aim of satisfying customers (Singh & Mohanty, 2012). Similarly, Khanfar (2011) establishedthat investment in new technologies and employee skills are form of continuous improvement. For global competitiveness of firms, operational performance is considered to be a function of continuous improvement (Javed, 2015). Muzaffar, Salamat and Ali (2012) argued that operational performance is regarded as the accomplishment of a given task measured against preset known standards. Ismyrlis and Moschidis (2015) asserted that operational performance is influenced by continuous improvement. Core practices such as management support, employee training and involvement of key stakeholders in service delivery have significant contributions to operational performance of an organization (Javed, 2015). Effective and efficient operational systems comprise unique tools, techniques, and methods that can help an organization to reduce costs and achieve just-intime delivery (Abdullah, Uli & Tar, 2009). Operational performance is attributed to increased profits and increased market share, enhanced customer satisfaction, minimal costs of operation, and corporate social responsibilities (ISO, 2016).However, despite their continual operation, majority of the public universities operating in Kenya continued to drag behind due issues of quality management. According to Commission for University Education survey (2016), quality management strategies among public Universities in Kenya have been characterized by many challenges. Research ProblemInability of public universities to meet expectations of various stakeholders is an issue of concern (Magutu et al., 2010). Failure of universities to adhere to Commission for University Education, production of ill-equipped graduates, inability to meet financial obligations and issues of capacity development not only call for continuous improvement approaches but also leadership commitment (UNESCO, 2016). According to KIPPRA (2014),despite universities in Kenya striving to perform better, attaining the global standards is a challenge thus the need for this study to unearth the effect of continuous improvement on operational performance of selected public universities. Yusuf (2013) also established that 68% of students in public universities were unsatisfied as compared to students of private universities in Kenya. Synonymously, ISO (2014) revealed that 78% of institutions of higher learning in developing countries were technologically challenged thus stakeholder dissatisfaction. Even though extensive studies have been conducted on the relationship between continuous improvement and operational performance (Bell & Omachonu,
Despite the vital role of automated queuing system on organizational performance from human resource management literature, researchers have paid little attention on state-owned commercial entities and more specifically in Kenya. Studies have revealed controversial findings on the link between automated queuing system and organizational performance thus the need for further studies to bridge the knowledge gaps. The general objective of this study will be to examine the influence of automated queuing system on performance of selected state-owned commercial entities in Kenya. Three specific objectives will be examined. The first objective will be to determine the extent of adoption of automated queuing systems in the selected State-owned entities in Kenya. The second objective will be to establish the influence of automated queuing systems on performance of selected State-owned entities in Kenya. The third objective will be to assess the challenges experienced by selected State-owned entities in Kenya when implementing automated queuing system policies and the fourth objective will be to ascertain ways of mitigating the challenges of implementing automated queuing system policies in State-owned entities in Kenya. This study will be informed by Queue management theory and technology acceptance theory. Exploratory research design will be utilized in this study. Desktop research analysis will be adopted. Published materials including peer-reviewed journals, conference papers, theses and reports relevant with the topic of the current study will be reviewed. Findings, conclusions and recommendations of this study will be derived from findings of previous empirical studies. Recommendations will be made in accordance with recommended protocols and guidelines of statistical literature. Further research will be recommended in other areas using different methodologies to facilitate collaboration of the results.
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